Institute for Not-for-Profit Management (INM-JCS) course content includes:
Strategic Planning
Course work includes the application of classroom concepts to the development of a strategic plan, incorporating long-term and short-term objectives, financial considerations, and organizational systems that align with the agency's mission and respond to its environment and internal strengths and weaknesses.
Administration and Management
Participants will explore formal management systems, the analysis of human behavior as it affects organizational performance, and the development of personal and professional objectives for the individual manager.
Marketing
This course provides an investigation of ways to manage an organization's relations with its various constituents, respond to threats and opportunities, and achieve strategic goals.
Accounting, Budgeting, and Financial Management
Participants will consider the limits and usefulness of financial information for organizational decision making as well as for reporting to executive staff, boards of directors, and external sponsors.
Personal Leadership
These sessions examine the various lenses the executive draws on to execute his or her role in the organization: awareness of self, awareness of others, mediation, coalition building, and leadership. Through a combination of lectures, case study, role-playing, and experiential exercises, participants build emotional intelligence and gain a deep understanding of their personal impact.
The Impact of Jewish Values, History, and Communal Responses on Agency Mission and Systems
In this course, participants will explore Jewish values, text, history, and communal responses as they influence the development of the Jewish communal service network and individual agencies' missions. Jewish communal leadership roles and challenges and current issues on the communal agenda will be considered.
Strategic-Management Project Groups
A key component of INM-JCS is a comprehensive, interdisciplinary application project that participants undertake individually and discuss, at two intervals, in facilitated small groups. The assignment guides participants in conducting a strategic analysis of their organization as a whole or as a function or unit within the organization they oversee. In this way, participants are directly supported as they apply program concepts to issues they currently face. Through peer-group discussions, they practice critical reflection on their work, surfacing assumptions they hold about the organization and its potential, and they explore the complex relationship between the individual unit or institution and the larger context in which it operates.
