Nonprofit Education: Course Offerings and Perceptions in Accredited U.S. Business Schools

Mottner, Sandra; Wymer, Walter

doi:10.1080/10495142.2010.508207

Cited by 17 publications

(6 citation statements)

References 20 publications

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“…Smith (2012) points to the rapid expansion of nonprofit offerings over the past 20 years and seems to prove O'Neil's (2007) prediction true by stating that much of this expansion has indeed occurred in schools of public administration and policy. Outside of the realm of strictly MPA study, Mottner and Wymer (2011) paid recent attention to nonprofit course offerings in accredited U.S. business schools, and Mirabella and Young (2012) examined models of nonprofit management education involving multiple disciplines. However, for this purposes of this article, I am mostly interested in the attention paid to nonprofit graduate education in MPA programs and the curricular challenges presented.…”

Section: Nonprofit Graduate Educationmentioning

confidence: 99%

Nonprofit Management Education in MPA Programs: Lessons for Successful Track Building

Gerlach

2016

Journal of Political Science Education

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Section: Nonprofit Graduate Educationmentioning

confidence: 99%

Nonprofit Management Education in MPA Programs: Lessons for Successful Track Building

Gerlach

2016

Journal of Political Science Education

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“…The lack of qualified library managers may soon become an even more critical problem for the community if the predicted trends for the library workforce prove accurate. In the last 15 years, professional library publications have begun to address the "graying" of library staff -especially in upper-management and director positions (Arthur, 1998;Hernon et al, 2002;Mottner and Wymer, 2011;Tompson, 2006). The concern is that as many qualified and experienced managers reach retirement age, there will be too few capable and willing librarians to take their places.…”

Section: Statement Of the Problemmentioning

confidence: 99%

Continuing education in library management: challenges and opportunities

Matteson

Schlueter²,

Hidy³

2013

Library Management

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Purpose -The purpose of this paper is to investigate the current state of continuing education in management for librarians. Design/methodology/approach -Directors from public and academic libraries were surveyed to explore their perceptions of the need for and value of management knowledge in librarians. Findings -The results show that library directors consider a wide range of management areas important for librarians to possess and believe that having above average management knowledge is a significant factor in hiring and promotion decisions. Respondents perceive that applicants for mid to senior positions in libraries are more likely to have average or low levels of management knowledge. Research limitations/implications -Limitations to the study are the small sample and the exclusive focus on library directors. Future research on the need for and value of management knowledge for librarians should also examine the perceptions of early to mid career librarians and should explore associations between employees' levels of management knowledge and promotion and hiring decisions. Practical implications -Results suggest that librarians who wish to move up professionally would benefit from pursuing continuing education in management. Libraries should look for ways to offer management training to staff through collaborations with other libraries and community organizations. Library and information science education programs should offer strategically designed continuing education in specific areas of management. Originality/value -This research demonstrates a gap in the field of librarianship in the development of highly knowledgeable, trained managers, and offers some solutions to librarians, library institutions, and schools of library and information science toward closing that gap.

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“…There are other factors that directly or indirectly determine the overall perception of a university brand such as quality of education, tuition fees, facilities, location, word of mouth and reputation (Simões & Soares, 2010). The factors that influence university selection include the university's overall image and reputation (Byron, 1995;Kent, Lian, Khan, & Anene,,1993;Scott, 2000;Simões & Soares, 2010), international reputation (Mazzarol & Hoise, 1996;Knight, 2000), awareness campaigns (Gauatm, 2011), word of mouth (Kent et al, 1993, Scott, 2000, ranking in the higher education market (Kent et al,1993;Cret, 2011;Mottner & Wymer, 2011), size of the higher education institutions (Kent et al,1993;Scott, 2000), relationship with stakeholders (Scott, 2000), overall quality of the education service (Scott, 2000;Kent et al,1993), tuition fees, relationship with the Alumni and their graduate performance in the labor market (Kent et al, 1993), previous experience with the university and finally the location of the Higher Education Institute (Scott, 2000). From another point of view, Keller (1993) mentioned that the consumers' experience with the education service affects the future selection decision.…”

Section: Determinants Of University Selectionmentioning

confidence: 99%

Identifying the Basis for Segmenting Higher Education

Mourad

Shamma

2012

International Journal of Technology and Educational Marketing

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This paper reviews the developments taking place in the Higher Education (HE) industry. The focus of the research is to identify the main variables used to segment universities in Egypt. The research is qualitative in nature as the dimensions for segmentation were derived based on a series of in-depth interviews followed by two focus groups. Perceived quality and level of internationalization were found to be the two most important dimensions for classifying HE institutions in Egypt. These two dimensions formed the basis of a two-by-two matrix, which was used to segment HE universities into four main segments. The four HE segments that were identified are: legacy, prestigious, imitators, and the uncertain. Each quadrant was identified based on the level of perceived quality and the degree of internationalization. The matrix is useful for universities’ administrators to identify their current position and assess their future positioning strategies.

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Nonprofit Education: Course Offerings and Perceptions in Accredited U.S. Business Schools

Cited by 17 publications

References 20 publications

Nonprofit Management Education in MPA Programs: Lessons for Successful Track Building

Nonprofit Management Education in MPA Programs: Lessons for Successful Track Building

Continuing education in library management: challenges and opportunities

Identifying the Basis for Segmenting Higher Education

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