| CODE | SWP1014 | ||||||||
| TITLE | Governance, Management and Administration in NGOs | ||||||||
| UM LEVEL | 01 - Year 1 in Modular Undergraduate Course | ||||||||
| MQF LEVEL | 5 | ||||||||
| ECTS CREDITS | 4 | ||||||||
| DEPARTMENT | Social Policy and Social Work | ||||||||
| DESCRIPTION | This study-unit introduces students to theories of leadership, and the distinctions between leadership and management, before applying these to NGOs in particular. The typology of NGO leaders is critically appraised, as are the traits and competencies associated with effective NGO leadership. The key functions of a governing board are discussed, as are the prerequisites for a successful and effective relationship between the board and management of NGOs. Distinctions are drawn between responsibilities for vision, strategy and oversight as the proper focus of the Board, and the implementation of strategy and operations as the proper focus of management. Students are introduced to key concepts in administrative and financial management. The legal obligations pertaining to NGO governance are also presented and discussed. Study-unit Aims: This study-unit aims to equip students with the knowledge, skills and values to manage and lead a voluntary organisation, and to collaborate productively with the governance structures of such organisations. It also aims to strengthen an appreciation of accountability of and within NGOs and to provide the tools for this to be effected. The unit is also intended to foster peer support and learning networks among current and future NGO managers. Learning Outcomes: 1. Knowledge & Understanding By the end of the study-unit the student will be able to: - Demonstrate knowledge of the different theories of leadership and critically analyse the differences and similarities between leadership and management; - Define and discuss the difference between leadership at Board and management levels of an NGO, showing a clear understanding of the distinct roles and responsibilities of each; - Demonstrate, through case study, a detailed understanding of what ethical governance means in the context of NGOs and the management actions needed to ensure this is systemically ensured; - Articulate, through class discussion, the challenges that face most leaders of NGOs and, through assignment, demonstrate familiarity with ways to address them; - Demonstrate understanding of key financial management principles and be able to read basic financial statements; - Demonstrate, through class discussion, thorough familiarity with the regulations governing NGOs in Malta and what these mean in terms of NGO compliance. 2. Skills By the end of the study-unit the student will be able to: - Demonstrate, through case study, knowledge of the ways in which NGO strategies and plans may be utilised in monitoring and evaluating an NGO's performance and ensuring its accountability; - Develop a communications plan for NGO leaders, both upwards with the Board and downwards with staff and volunteers; - Analyse basic financial statements of NGOs and identify the challenges these statements pose to management; - Demonstrate, through presentation, the ability to draw up an annual management report of an NGO. Main Text/s and any supplementary readings: Main texts: - Drucker, P. (1990). Managing the non-profit organisation. US, Butterworth Heinemann. - Hudson, Mike (2017). Managing without profit. UK, Directory of social change. Supplementary texts: - Alvesson, M., Blom, M., and Sveningsson, S. (2016). Reflexive Leadership: Organising in an imperfect world. UK, Sage. - Green, Alison (2012). Managing to change the world: the non-profit manager鈥檚 guide to getting results (2nd ed.) US: Jossey Bass. - McLellan, Julie G. (2015). Not-For-Profit Board Dilemmas: Practical Case Studies for Directors in the Non-Profit Sector. US, Great Governance. - Meehan, W., Starkey Jonker, K. (eds). (2017). Engine of impact: essentials of strategic leadership in the non-profit sector. US, Stanford Publishing. - Renz, David O. (2016). The Jossey-Bass Handbook of Nonprofit Leadership and Management (4th ed.) US: John Wiley. - Rodriguez Heyman, D. & Brenner, L. (2019). Nonprofit Management 101: A Complete and Practical Guide for Leaders and Professionals (2nd ed.) US: Wiley. - Silverman, M. (2014). Compliance management for public, private or non-profit organisations. US, McGraw Hill Education. - Wilson, Judith and Gislason, Michelle (2009). Coaching skills for non-profit managers and leaders. US: Jossey Bass. - Wolf, T. (2014). Effective leadership for Nonprofit Organizations: How Executive Directors and Boards Work Together. US, Allworth. |
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| STUDY-UNIT TYPE | Lecture, Seminar & Independent Study | ||||||||
| METHOD OF ASSESSMENT |
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| LECTURER/S | Keith Mercieca Sue Vella (Co-ord.) |
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The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2025/6. It may be subject to change in subsequent years. |
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