Academics’ Research Was Mischaracterized

To the Editor:

We are happy that our research sparked the debate published in Pablo Eisenberg’s column (“Academic Centers Don’t Develop Charity Leaders,” Opinion, March 25) and the ensuing letters. We always welcome a lively debate. However, we need to clarify a few misstatements regarding our research.

First, Michael O’Neill, in his letter to the editor responding to Mr. Eisenberg’s column (“Columnist Didn’t Do His Homework on Academic Centers,” April 22), stated that he had problems with our methodology and told us about his concerns when he met with us. He stated, “As I suggested to those two colleagues … they need to look beyond course titles to actual course content.” The methodology for curriculum review employed in our study had, in fact, included an examination of full catalog course descriptions and available syllabi, not just course titles.

Second, we want to address a point made by Mr. Eisenberg regarding adjuncts. He states: “The absence of outstanding non-profit executives, either in residence or as adjunct faculty members, is one of the major reasons that non-profit management programs are not as productive or as rooted in reality as they should be.”

As we told Mr. Eisenberg in a telephone conversation, our research indicates that many of these programs rely heavily on adjuncts for the delivery of their program. Many of the adjuncts interviewed during our visits to 10 campuses were highly educated “pracademics.” Some of the adjuncts are national leaders in the field. Many have served as non-profit executives for most of their careers. Some hold advanced degrees and have publication records. The frequent use of adjuncts in these programs firmly roots them in reality and in practice, contrary to the assertion of Mr. Eisenberg.

Third, our research highlighted our opinions regarding the strengths of these programs and the curricular components that are weak. Clearly, none of our academic programs are perfect, and we must continually strive to improve our programs and make them more relevant for our students. We point to areas for improvement and further curricular development in our conclusion.

We would agree that components of these programs could be strengthened, particularly with the infusion of additional course work on policy, community organizing, and advocacy. However, we dispute Mr. Eisenberg’s conclusion that “the academic centers should not be expected to serve as adequate preparation for the dynamic new leadership that the non-profit world needs to meet the challenges ahead. Internships, fellowships, and subsidized entry-level jobs are wiser investments.”

Our findings show that there is a place for graduate management education among non-profit leaders. Many of the education programs in non-profit management that we examined have successfully combined theory and practice with a dual emphasis on scholarly knowledge and practical application.

Are generic graduate non-profit management programs appropriate for all non-profit executives? Probably not. Stakeholders pointed to the need for a continuum of programs and services to address the management-education needs of the non-profit community. Full master’s-degree programs, certificate programs, undergraduate programs for entry-level positions, and non-credit, short-term training including workshops, seminars, and conferences are all essential to the strengthening of management capabilities within the non-profit community. Through our research, we concluded that higher education’s increased attention to the non-profit sector is very positive. We suggest that Mr. Eisenberg visit some of these academic centers and speak with stakeholders: faculty, students, and employers. We think that he would come to appreciate their richness, their diversity, and their value.

Most importantly, though, we are glad that we sparked a debate. This continued discussion, coupled with further examination and analysis of our curricula, will bring us closer to Mr. Eisenberg’s goal and ours: i.e., the strengthening of the non-profit sector.

Roseanne Mirabella
Assistant Professor

Naomi Wish
Director
Center for Public Service
Seton Hall University
South Orange, N.J.