College of Business Administration

Community Economic Development:
Organizational Management

Class Schedule:

01/08/2000

Readings: Young, Dennis R., "Emerging themes in nonprofit leadership and management," in Dennis R. Young, Robert M. Hollister, Virginia A Hodgkinson, and Associates (Eds), Governing, leading, and managing nonprofit organizations: New insights from research and practice, San Francisco: Jossey-Bass, 1993, pp. 1-13 Collins, James, What Comes Next?, Inc. Magazine, September 1997, pp. 40 ff. "Common Purpose: Aligning Mission, Goals, and Motives" Organizational Design issues in CED -Situation Analysis: *Stakeholder needs assessment *External environmental analysis: identifying opportunities and threats *Internal organizational analysis: identifying strengths and weaknesses See Friedman, Milton. `The Social Responsibility of Business is to Increase its Profits' See Le Guin, Ursula. `The Ones Who Walk Away from Omelas' -Creating a compelling vision, translating it into a mission statement, and establishing a clear direction -Using structural features to meet the need for coordination within, across, and between community groups involved in CED Meeting Management -Pre-meeting preparation -Meeting process guidelines -Post-meeting follow-up Decision-making and conflict management -Managing stakeholders' interests -Think win/win: creating integrative agreements

01/22/2000

Readings: Harris, Margaret, "Clarifying the board role: A total activities approach," in Dennis R. Young, Robert M. Hollister, Virginia A Hodgkinson, and Associates (Eds), Governing, leading, and managing nonprofit organizations: New insights from research and practice, San Francisco: Jossey-Bass, 1993, pp. 17-31 Steve Mariotti and NFTE, Harvard Business School Case (9-391-169), 1991 Zander, Alvin F., Making boards effective: The dynamics of nonprofit governing boards, San Francisco: Jossey-Bass, 1993 (pp. 1-74) Case Discussion: Steve Mariotti and NFTE Leadership and community organizing -Creating a statement of personal purpose; aligning values and decisions -Transformational leadership and social/economic change -Assembling the systems and procedures to routinize processes: the role of transactional leadership -Goal-setting: short- and long-term Leading and motivating volunteers -Why they come -How to 'capitalize' on their skills, experience, and contacts See Taylor, Fredrick. `The Principles of Scientific Management' -The meaning of work October 1997 Inc. Magazine cover story What Comes Next? Organizational governance -Evaluating the board's role: the total activities approach -Identifying and recruiting board members -Creating a common purpose: aligning mission, goals, and motives -Solving difficult problems -Promoting shared leadership

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