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Nonprofit Management, Social Administration, or Social Enterprise?

Nonprofit Management, Social Administration, or Social Enterprise?. Pragmatic and Theoretical Considerations. Andrew Schoeneman , MIIM, and Nancy Stutts , PhD Virginia Commonwealth University. Getting to the "Right" Question. What is the "best place"? (Mirabella & Wish, 2000 )

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Nonprofit Management, Social Administration, or Social Enterprise?

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  1. Nonprofit Management, Social Administration, or Social Enterprise? Pragmatic and Theoretical Considerations Andrew Schoeneman, MIIM, and Nancy Stutts, PhD Virginia Commonwealth University

  2. Getting to the "Right" Question What is the "best place"? (Mirabella & Wish, 2000) What are the most desired skills? (Wilson & Larson, 2002) What is needed to lead a great organization to mission accomplishment? (Burlingame, 2009) What is the impact of public policy shifts on nonprofits and nonprofit management education? (Smith, 2012) What are the different perspectives represented by nonprofit management, social administration, and social enterprise, and how are these perspectives conveyed to prospective students? (Schoeneman & Stutts, 2012)

  3. Method 1. Preliminary Program Development and Process Evaluation 2. Adopting a Prospective Student Perspective 3. Comparative Analysis USN&WR Rankings Values & Accreditation Standards Curricula (focus on required courses) Program Purpose Statements

  4. The Prospective Student Motivated by: Desire for Social Change Desire to Solve Societal Problems Career Opportunities & Advancement Personal Fulfillment Skill Development Employer Inducement • (Basham & Buchanan, 2009; Ebrahim, 2012; Stevens et al, 2012; Wilson & Larson, 2002)

  5. Political Context 30-Year Neoliberal Ascendance Privatization Devolution Managerialism Contracts and Competition Business Models Commodification of Education (Hasenfeld & Garrow, 2012)

  6. Standards and Ethics

  7. Purpose Statement Exemplars

  8. Curricula: An Overview -Only one of the top five business schools for NPM has a specific concentration with required courses. -In public administration, management is assumed and nonprofit is in contrast to public. -In social work, organizational practice is considered one method by which to effect change.

  9. Competencies by Required Courses: Unique by Field YELLOW = Concentration Requirement WHITE = Foundation Requirement

  10. COMPARATIVE SUMMARY

  11. Rationale for a Pluralistic Approach -- Burlingame (2009): NPM education should be more interdisciplinary and liberal arts-based, in part because this will ultimately lend it greater theoretical integrity. -- Smith (2012): NPM education should be integrated into multiple disciplinary curricula given current public policies that catalyze nonprofit, public, and business sector collaboration.

  12. Implications Business, public administration, and social work should clearly articulate the distinct assumptions, perspectives, and experiences they offer regarding the work of the nonprofit sector. Especially given their applied nature, these fields should also wrestle with their relationships with, and responses to, the dominant political winds of our time, and the resulting impact on curricula. Nonprofit management scholars should weigh carefully the costs and benefits of creating a unified “big tent” approach in light of the different perspectives highlight herein.

  13. Future Questions 1. What is the relationship between political context and nonprofit-related education programs in business, PA, and social work? 2. What kinds of questions guide the development of these programs? 3. What is the appropriate balance sought between a pluralistic approach and a unified yet multifaceted approach? 4. What do communities and prospective students need or want from these programs? 5. If MBA programs are not for everyone who owns or manages a business, who are nonprofit management programs for?

  14. References AACSB (2012). AACSB accreditation standards. Retrieved from http://www.aacsb.edu/accreditation/standards/ Anderson, M., & Escher, P. (2010). The MBA oath: Setting a higher standard for business leaders. New York: Portfolio. ASPA (2012). Code of ethics. Retrieved from http://www.aspanet.org/public/ASPA/Resources/Code_of_Ethics/ASPA/Resources/Code%20of%20Ethics1.aspx?hkey=acd40318-a945-4ffc-ba7b-18e037b1a858 Basham, R. E., & Buchanan, F. R. (2009). A Survey Comparison of Career Motivations of Social Work and Business Students. Journal of Social Work Education, 45(2), 187-208. Burlingame, D. (2009). Nonprofit and philanthropic studies education: The need to emphasize leadership and liberal arts. Journal of Public Affairs Education, 15(1), 59-67. CSWE (2008). 2008 educational policy and accreditation standards. Retrieved from http://www.cswe.org/Accreditation/2008EPASDescription.aspx Ebrahim, A. (2012). Enacting our field. Nonprofit Management and Leadership, 23(1), 13-28. Hasenfeld, Y., & Garrow, E. (2012). Nonprofit Human-Service Organizations , Social Rights , and Advocacy in a Neoliberal Welfare State. Social Service Review, 86(2), 295-322. Khurana, R. (2007). From higher aims to hired hands: The social transformation of American business schools and the unfulfilled promise of management as a profession. Princeton, NJ: Princeton University.

  15. References Lavalette, M. (2011). Social work in crisis during crisis: Whose side are we on? Canadian Social Work Review, 28(1), 7-24. Mullaly, R. (2007). The new structural social work: Ideology, theory, practice. New York: Oxford. NASPAA (2009). NASPAA accreditation standards. Retrieved from http://www.naspaa.org/accreditation/ns/naspaastandards.asp NASPAA (n.d.). Quality in public affairs education. Retrieved from http://www.naspaa.org/codeofgoodpractice/ NASW (2008). Code of ethics. Retrieved from http://www.socialworkers.org/pubs/code/code.asp O'Boyle, E. (2011). Anderson and Escher's The MBA Oath: Review Essay. Journal of Business Ethics, 101, 285-295. Smith, S. R. (2012). Changing government policy and its implications for nonprofit management education. Nonprofit Management and Leadership, 23(1), 29-41. Stevens, M., Moriarty, J., Manthorpe, J., Hussein, S., Sharpe, E., Orme, J., Mcyntyre, G., et al. (2010). Helping others or a rewarding career? Investigating student motivations to train as social workers in England. Journal of Social Work, 12(1), 16-36. Wilson, M. I., & Larson, R. S. (2002). Nonprofit management students: Who they are and why they enroll. Nonprofit and Voluntary Sector Quarterly, 31(2), 259-270.

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