The Postgraduate Diploma is offered on a part time basis and is taught over a period of 12 months. The Diploma consists of 5 core modules, common to all Centre for Charity Effectiveness postgraduate courses, which provide essential management skills, plus three specialist pathway modules.
All courses are taught at Cass Business School and will require attendance one weekend a month commencing on the Friday afternoon at 13:00 to 21:00 and finishing on Saturday at 18:00.
In addition to the above timings, your attendance is required:
on the Induction Day.
for Action Learning Set meetings (usually alternate month on Friday morning of the teaching weekend).
for the Resource Management module exam.
Term Dates
Induction/Introduction to Learning
08 October 2010
Voluntary Sector Policy
09 October 2010
12-13 November 2010
Marketing & Fundraising
10-11 December 2010
Resource Management
14-15 January 2011
11-12 February 2011
11-12 March 2011
develop an informed and critical understanding of the public policy environments in which voluntary organisations operate, to which they variously respond or help shape
Syllabus:
Policy concepts and the contested nature of public policy
Developments in new public management and public policy trends – marketisation, modernisation, joint working, partnerships
Fissures, links and building blocks in public policy networks in and for voluntary organisations
Policy actors in governmental and voluntary organisations and models of governmental/voluntary sector relations in UK and international contexts
Structuring and restructuring policy problems; new and enduring responses (eg faith based provisions, cross sectoral working)
Reputational impact on policy advocacy; the impact of mergers, alliances, closures and scandal on organisations’ policy roles
Policy outcomes – the voluntary sector as provider, evaluator and critics
Lesson drawing in public policy and forecasting public policy futures; the voluntary sector as provider of policy evidence, policy learner and policy leader and advocate
Sectoral policy contributions to the development of civil society.
to develop a broad knowledge and conceptual base in the field of strategy development, diversity and governance
introduce practical tools to help improve the quality of an organisation’s strategic response to the changing environment
introduce practical tools to help improve the ability of the organisation and its managers and leaders to build a diverse workforce
an enhanced appreciation of the constraints and opportunities offered by the changing governance and service-delivery frameworks which affect voluntary organisations.
Syllabus
Improving an organisation’s strategic response by use of strategy and diversity management and theory:
approaches to developing strategy
approaches to managing diversity
the changing environment of the voluntary sector
case studies on the application of strategic planning and diversity
Demonstrate a comprehensive understanding of the context and environment in which international NGOs operate
Appreciate the impact of the strategic challenges and dilemmas facing NGO managers (e.g. the impact of the changing aid architecture), and identify appropriate strategies as how to address these.
Demonstrate an appreciation of the wider governance and management issues facing NGOs, and their implications for the way strategies are developed and organisational capacity is built (e.g. assessing alternative approaches to capacity building with international partners)
Undertake a critical appraisal of the different organisation types and structures commonly found in the NGO sector (e.g. comparisons of the federal or confederal structures adopted by major international NGOs)
Syllabus:
The development environment and strategic trends
NGOs: organisational types and structures
The issues of managing NGOs in the current aid architecture
Implications of the changing role of INGOs and civil society
Applying NGO principles and values
Governance and working with NGO Boards
Accountability and impact assessment for NGOs
Issues in risk assessment in uncertain environments
NGO Capacity building: trends and effectiveness
Developing strategies and strategic plans
Building partnerships and managing inter-organisational relations
Demonstrate increased understanding of the key management and leadership issues faced by international NGOs
Identify the key competencies and capabilities needed by those in management and leadership positions in international NGOs (e.g managing a range of country and field programmes with limited resources)
Demonstrate an understanding of the practice and challenges of capacity building, and organisational change and learning in NGOs (e.g. assessing the process and consequence of introducing new capacity building initiatives with NGO partners)
Appreciate the complex dynamics of personal development, and the management of teams and people in NGOs (e.g. the issues raised by working with multi-cultural teams in complex and volatile settings).
Syllabus:
NGO Leaders and Leadership Development
Managing NGOs and management competencies
Dimensions of cross-cultural management in NGO context
Issues in decision making, power & influence in NGOs
The dynamics of personal development
Managing People & Teams in NGOs
Performance Management
OD and organisational change in NGOs
Promoting organisational learning and innovation in NGOs
Current issues in monitoring & evaluation
MSc Conversion
Upon successful completion of the diploma, students will be given the option to continue to the MSc. This requires completion of the Research Methods for Managers module. This can be followed by a further six months of personal supervised research and the presentation of a 10,000 word dissertation. The alternative option of a taught Masters which allows the specialist modules from one of the other Charities programme to be chosen.
Courses
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