Develop the skills necessary to lead diverse and complex nonprofit organizations with our master’s in nonprofit management and leadership degree program.
In an era of increasing globalization, leaders of nonprofit organizations and governmental departments at the local, state, and national levels need to know how to operate on an international scale. With the International Nongovernmental Organizations specialization, you can explore how countries organize, regulate, and foster nongovernmental activities; how international intergovernmental organizations operate; and how representatives of these organizations can learn from, partner with, and work within organizations worldwide. Gain an understanding of the effects of globalization and learn how to work effectively with nongovernmental organizations, voluntary organizations, and intergovernmental organizations around the world.
This sequence represents the minimum time to completion. Time to completion will vary by student, depending on individual progress and credits transferred, if applicable. For a personalized estimate of your time to completion, call an enrollment advisor at 855-646-5286.
|Quarter||1||Course Code||NPMG 6116||Course||Foundations for Graduate Study||Credits||(3 cr.)|
|Quarter||1||Course Code||NPMG 6200||Course||Introduction to the Nonprofit Sector||Credits||(5 cr.)|
|Quarter||2||Course Code||NPMG 6405||Course||Ethics and Social Justice||Credits||(5 cr.)|
|Quarter||2||Course Code||NPMG 6420||Course||Organizational Management and Leadership||Credits||(5 cr.)|
|Quarter||3||Course Code||NPMG 6435||Course||Human Resource Management: Building a Capable Workforce||Credits||(5 cr.)|
|Quarter||3||Course Code||NPMG 6451||Course||Board Governance and Volunteer Management||Credits||(5 cr.)|
|Quarter||4||Course Code||NPMG 6465||Course||Strategic Planning: Collaboration, Cooperation, and Coordination||Credits||(5 cr.)|
|Quarter||4||Course Code||NPMG 6480||Course||Applied Research and Evaluation Methods||Credits||(5 cr.)|
|Quarter||5||Course Code||NPMG 6461||Course||Resource Development||Credits||(5 cr.)|
|Quarter||5||Course Code||NPMG 6333||Course||Holding Up the Mirror: Understanding Different Cultures and Increasing Global Consciousness||Credits||(5 cr.)|
|Quarter||6||Course Code||NPMG 6334||Course||Crossing Borders: U.S. and International NGO Cultures and Environments||Credits||(5 cr.)|
|Quarter||6||Course Code||NPMG 6335||Course||Placing NGOs in the Global Context||Credits||(5 cr.)|
|Quarter||7||Course Code||NPMG 6910||Course||MS in Nonprofit Management and Leadership Capstone||Credits||(5 cr.)|
Students in this course are introduced to Walden University and to the requirements for successful participation in an online curriculum. Students work toward building a foundation for academic and professional success as scholar-practitioners and social change agents. They assess the relationship of mission and vision to professional goals and develop a program of study, a Professional Development Plan, and strategies for online success. Students also explore resources used throughout the program, such as the online Walden University Library. Students engage in course assignments focused on the practical application of professional writing, critical-thinking skills, and the promotion of professional and academic excellence and integrity.
Nonprofit (NPO) and non-government (NGO) organizations can serve to affect people and communities through positive social change. NPO and NGO leaders require a fundamental understanding of the nonprofit sector, including related ethical, legal, financial, and global perspectives. Through the lens of the NPO and NGO leadership, students in this course explore social entrepreneurship, marketing, communication, and governance. Gaining practical insight, students also apply theories presented in the course either to build a business plan for a new NPO/NGO or to evaluate an existing one.
Ethics is a foundational element of leadership. In this course, students examine the philosophy of ethics as well as responsibility and social justice—basic tenets of public service. Students explore the complex social, political, and related ethical challenges leaders face as they seek to meet the needs of diverse constituents. They examine ethics and social justice related to economic disparity, power, and privilege. Students also assess demographic data and current social trends and themes to understand, analyze, and address ethical and social justice issues that impact service delivery in a global community. Applying concepts presented in the course, students engage in an in-depth assessment of an emerging or persistent ethical or social justice issue, through which they demonstrate their ability to make recommendations for improvement or change.
Public and nonprofit leaders in all areas of public administration require a thorough understanding of the expectations of their roles as leaders and managers of diverse and complex organizations. Students use theoretical and applied perspectives from which they study the intricacies of these roles, including the distinction between leadership and management, organizational culture, change management, systems theories, and organizational development. Students gain a practical understanding of these topics through the application of principles and concepts to public, private, and nonprofit organizational settings.
The acquisition, development, and retention of talent are critical elements in the success of any organization. In this course, students examine theories, approaches, and systems related to hiring, managing, training, and retaining employees in government and nonprofit organizations. Through the use of case studies, students explore topics that include legal and ethical considerations, diversity, performance management, the establishment and implementation of policy, technology, and conflict management. Students apply principles and concepts learned in this course to real-world situations encountered in public, private, and nonprofit organizations.
The success of nonprofit organizations (NPOs) is largely dependent on the effective management of program volunteers and board members—individuals who often serve as the lifeblood of NPOs. Students in this course explore the volunteer management process, including volunteer recruitment, orientation, training, supervision, and evaluation. They focus on methods that organizations use to create and maintain an effective Board of Directors to ensure that the board governs and guides the organization toward their mission. Students design a board development or volunteer management plan based on processes presented in the course and fundamental concepts acquired earlier in the program.
In an increasingly complex world, leaders and managers in public and nonprofit organizations plan strategies to fulfill the organizational mission and enhance stakeholder satisfaction. Students in this course explore the role and process of strategic planning, including collaboration, cooperation, and coordination. They also examine the benefits, challenges, and pitfalls of strategic planning, in addition to the impact of globalization. Students apply these concepts to real-life scenarios and develop a strategic plan for a nonprofit or public organization.
Organizational credibility, community trust, and fund-raising are increasingly dependent upon demonstration of program effectiveness and success. Students in this course are introduced to research and evaluation methods in the public and nonprofit sectors. They examine the strengths, limitations, and threats to validity; models, quantitative metrics, and tools used to evaluate programs and policies; and legal and ethical issues associated with research and evaluation methods. Students are asked to critically evaluate sample research, using these parameters.
All nonprofit organizations require financial resources. Obtaining philanthropic financial support is essential to program delivery and stability. Students in this course explore the concepts of philanthropy and development, identification of funding sources, donor/prospect cultivation and education, and solicitation and appreciation strategies. They focus on processes and strategies for creating an organizational philanthropic culture based on ethics and donor relationships. Using these strategies and other concepts presented in the course, students create a resource development plan for a nonprofit organization.
Students have an opportunity to explore and understand the cultural values and styles of communication, reasoning, and leadership unique to their home culture. Students apply their increased understanding to other cultures. They also identify and become familiar with the challenges American nonprofit organizations face as they work internationally or cross-culturally within the United States.
In this course, students examine in depth the cultures, structures, and activities of NGOs in select countries and compare their activities, organizational cultures, structures, and working environments with nonprofit organizations in the United States.
Through this course students are offered knowledge and understanding about the geopolitical and economic contexts in which international, nongovernmental, and voluntary agencies function in other countries. Students analyze the historical, political, social, and cultural contexts in which nongovernmental organizations (NGOs) work and the implications these contexts have on the work of local and international NGOs. Students identify strategies that make the international and cross-cultural efforts of NGOs successful.
In this course, students complete a capstone project using action research that fosters social change in public administration or nonprofit management and leadership. In the project they demonstrate the knowledge, skills, and competencies acquired in their master's degree program. The project employs an action research model. Students reflect on how the project and the program have contributed to their personal, scholarly, and professional growth.