Introduction to Nonprofit Management

W. Glenn Rowe served in the Canadian Navy for 22 years. While still in the navy, he completed his MBA degree at Memorial University of Newfoundland part-time (1983-1986) and taught on a part-time basis for 2 years (1986-1988) in Memorial’s Faculty of Business Administration. In 1990, he retired from the navy and became a full-time lecturer in the Faculty of Business Administration at Memorial. In 1992, he began studying leadership within the context of strategic management at Texas A&M University, where he completed his PhD in 1996. He rejoined the Faculty of Business Administration at Memorial in September 1995, where he taught strategic management and strategic leadership. Professor Rowe joined the Ivey Business School on July 1, 2001. He served as the faculty adviser for the PhD program in general management (including strategy) from January 2002 to July 2009. From July 2009 to June 2012, he served as the director of Ivey’s Executive MBA Program. He currently serves as the coordinator for the General Management Area Group. He has taught strategy and strategic leadership to undergraduate business students, MBAs and EMBAs. He taught a strategy doctoral seminar from 2003 to 2009. In January 2016, he was appointed as the Executive Director, Ivey Publishing where he oversees Ivey’s case publishing operation and the Ivey Business Journal.  Professor Rowe serves as an ad hoc reviewer for several academic journals and is active in the community. He has facilitated strategic-thinking sessions for several organizations including a couple of banks, a fish farming company, and others such as the Alliance for the Control of Tobacco (Newfoundland and Labrador), the Newfoundland and Labrador Medical Association, Fishery Products International, Gros Morne National Park, and Sir Wilfred Grenfell College. He was the coauthor of a strategic management textbook and its associated casebook, both of which went to a their third edition. He is a co-author on a second strategic management textbook having joined the author team for the 9th edition. His research is published in journals such as the Strategic Management Journal, the Journal of Management Studies, the Journal of Management, the Leadership Quarterly, the Journal of World Business, the Journal of Business Ethics and the Journal of Management Inquiry. Mary Conway Dato-on is an Associate Professor of International Business at Rollins College, Crummer Graduate School of Business. She came to Rollins from Northern Kentucky University where she was Associate Professor of Marketing and Director of the International Business Center. She received her Ph.D. in Marketing at University of Kentucky, her Masters in International Marketing and Management at Denver University, and her BA from Bradley University. Prior to joining academics, Mary’s work experience included positions in the Philippines, Japan and the USA. Mary serves the community through active involvement in the Board of Directors for Ten Thousand Villages in Winter Park, FL. She also donates her time to the Rollins College Philanthropy and Nonprofit Leadership Center by leading seminars and consulting projects in nonprofit branding. To serve her profession Mary served as editor for the Academy of Marketing Science 2011 Annual Conference, regularly reviews for academic publications, and acts as track chairs for professional conferences.

“The case book is impressive in that it provides great examples of hard choices being made in nonprofits. Providing real experiences and opportunities leads to real decisions that the students can discuss, with outcomes that may either be successes or failures. I appreciate this immensely.”

• 1. The Nonprofit Organization in SocietyCase 1.1 Mote Aquaculture Park: Sturgeon ProjectCase 1.2 Elephant Walk Through2. Starting the Nonprofit OrganizationCase 2.1 Launch of Durra: Women in Islamic BankingCase 2.2 MIA, Philippines3. Nonprofit Organization Governance and Structure3.1 OHNo Swim Club: Organizational Governance and Mission3.2 YMCA of London, Ontario4. Leadership in Nonprofit OrganizationsCase 4.1 Good Intentions Gone Awry at the National Kidney FoundationCase 4.2 Dickinson College: Inspiration for a Leadership Story5. Performance MeasurementCase 5.1 Lake Eola Charter SchoolCase 5.2 Otago Museum6. Nonprofit Strategy and ChangeCase 6.1 Atlanta Symphony OrchestraCase 6.2 Health Care Center for the Homeless7. Nonprofit Capacity and NetworksCase 7.1 Western Area Youth ServicesCase 7.2 Rollins College Philanthropy and Nonprofit Leadership Center8. Managing the People: Staff and VolunteersCase 8.1 Alice Saddy: Caring for the CommunityCase 8.2 Consultancy Development Organization (CDO)9. MarketingCase 9.1 Ten Thousand Villages of CincinnatiCase 9.2 The Toronto Ultimate Club10. Obtaining and Maintaining Organizational MomentumCase 10.1 Ontario Science Center: Agents of Change and BeyondCase 10.2 Newfoundland Centre for the Arts11. Financial ManagementCase 11.1 Goodwill Industries of Greater Grand RapidsCase 11.2 Kiddyland12. Advocacy and LobbyingCase 12.1 AOL Time Warner (A)Case 12.2 East Coast Trail Association13. International PerspectiveCase 13.1 Women’s Tennis Association (WTA) in AsiaCase 13.2 NASSCOM14. Social EntrepreneurshipCase 14.1 Competing for Development: Fuel Efficient Stoves for DarfurCase 14.2 Care Kenya: Making Social Enterprise Sustainable