伴隨公民社會的發展與成熟，世界各國非營利組織的規模與產值不僅超越營利部門，在功能角色方面更已成為政府不可或缺的合作夥伴，儼然被稱為所謂「第三者政府」。約自1990年以來，各類民間自發性組織持續蓬勃發展，積極地擔負起彌補社會需求和公共服務落差的角色，自外於政府部門（第一部門）及私人企業（第二部門）等機構，成為以公益為先的「第三部門」(The Third Sector)，對於私人企業不願介入，而政府又力猶未逮的文化及社會等領域，非營利組織的參與恰可彌補此一缺口。
此外，在國家與社會互動架構下，公民對於攸關其福祉的「公共服務」（public service）自然會形成種種要求，除了責求政府「公正廉能」，以及提供更多元、更具品質及更符合正義的「公共服務」之外，甚至主動要求參與公共政策之「規劃、執行和評估」，這正也是國家民主化的落實。而非營利組織，因具備取私為公、去私存公的「公共性」特質，正好成為公民參與公共服務的最佳管道。因此，深入研究非營利組織課題，對學術研究與實務工作之發展，均極具意義與價值，亦可藉此為個人生涯發展開啟新頁。
為增進同學們對非營利組織管理理論與實務的認識，本課程內容涵蓋「導論、公共性、發展與變遷、NPO現狀、合作與聯盟、夥伴關係、課責、信任與契約、產業化議題、非政府組織、信仰型組織、社區基金會、社會企業、中國NPO發展」等主題。

With the development and maturity of civil society, the scale and output value of non-profit organizations around the world have not only surpassed the for-profit sector, but have also become indispensable partners of the government in terms of functional roles, and are known as the so-called "third-party governments." Since about 1990, various non-governmental voluntary organizations have continued to flourish and actively assume the role of filling the gap between social needs and public services. They have externalized government departments (the first sector) and private enterprises (the second sector) and other institutions to become the "Third Sector" (The Third Sector) that puts public welfare first. For cultural and social fields where private enterprises are unwilling to intervene and the government is still unable to address it, the participation of non-profit organizations can fill this gap.
In addition, under the interactive framework between the state and society, citizens will naturally form various demands for "public services" that are related to their well-being. In addition to demanding that the government be "fair and honest" and provide more diversified, higher-quality and "public services" that are more consistent with justice, citizens even actively request to participate in the "planning, execution and evaluation" of public policies. This is also the implementation of national democratization. Non-profit organizations, because of their "public" nature of taking private things and making them public, and removing private things and keeping them public, have become the best channel for citizens to participate in public services. Therefore, in-depth research on the topic of non-profit organizations is of great significance and value to the development of academic research and practical work, and can also open a new page for personal career development.
In order to enhance students' understanding of the theory and practice of non-profit organization management, this course covers topics such as "Introduction, publicity, development and changes, current status of NPOs, cooperation and alliances, partnerships, responsibilities, trust and contracts, industrialization issues, non-governmental organizations, faith-based organizations, community foundations, social enterprises, and the development of NPOs in China".

在全球化趨勢下，非營利組織面臨著比以往多元與複雜的社會問題，如何運用有限的資源，落實組織計畫目標，逐步實現組織使命，已成為當今非營利組織領導者必須審慎面對的管理課題。本課程除將簡介非營利組織的定義、範圍與論述外，並將以不同的案例來引介非營利組織管理之基本內涵，及該類組織未來可能的發展趨勢和挑戰。

Under the trend of globalization, non-profit organizations are facing more diverse and complex social problems than ever before. How to use limited resources to implement organizational plan goals and gradually realize the organizational mission has become a management issue that leaders of today's non-profit organizations must face with caution. In addition to introducing the definition, scope and discussion of non-profit organizations, this course will also use different cases to introduce the basic connotation of non-profit organization management, as well as the possible future development trends and challenges of this type of organization.

Austin, James (2000) The collaboration challenge: How nonprofits and businesses succeed through strategic alliances. San Francisco: Jossey-Bass Publishers.
Bozeman, Barry (1987). Why All Organizations are Public: A Multi-Dimensional View of Publicness. All Organizations are Public (pp. 83-106). San Francisco: Jossey-Bass Publishers.
Bozeman, Barry (2008) The “publicness” puzzle revisited: An integrative approach to managing publicness. Presented in the Conference of Minnowbrook Ⅲ.
Brinkerhoff, Jennifer M. (2002) Government–Nonprofit partnership: A defining framework. Public Administration and Development, 22: 19-30.
Brinkerhoff, Jennifer M. and Derick W. Brinkerhoff (2002) Government–Nonprofit relations in comparative perspective: Evolution, themes and new directions. Public Administration and Development, 22: 3-18.
Buckhoff, Thomas and Abbie Gail Parham (2009) Fraud in the Nonprofit Sector? You bet. Strategic Finance, June: 53-56.
Daly, Siobhan (2008) Institutional innovation in philanthropy: Community foundations in the UK. Voluntas, 19: 219-241.
Dudley, Larkin (2008) Need for balance? Publicness in the inherently governmental dialogue. Presented in the Conference of Minnowbrook Ⅲ.
Easterling, Doug (2009) The leaderships role of community foundations in building social capital. National Civic Review, 97(4): 39-51.
Evers, Adalbert et al. (2004) The Third Sector in Europe. Northampton, MA: Edward Elgar.
Feiock, Richard and Hee Soun Jang (2009) Nonprofits as local government service contractors. Public Administration Review, July/August: 668-680.
Graddy, Elizabeth and Lili Wang (2009) Community foundation development and social capital. Nonprofit and Voluntary Sector Quarterly, 38(3): 392-412.
Halseth, Greg and Laura Marie Ryser (2007) The development of partnerships by the voluntary sector to address service needs in rural and small town Canada. Volu ntas, 18: 241-265.
Kearns, Kevin (2007) Income portfolios in nonprofit organizations: Theory, practice

Austin, James (2000) The collaboration challenge: How nonprofits and businesses succeed through strategic alliances. San Francisco: Jossey-Bass Publishers.
Bozeman, Barry (1987). Why All Organizations are Public: A Multi-Dimensional View of Publicness. All Organizations are Public (pp. 83-106). San Francisco: Jossey-Bass Publishers.
Bozeman, Barry (2008) The “publicness” puzzle revisited: An integrative approach to managing publicness. Presented in the Conference of Minnowbrook III.
Brinkerhoff, Jennifer M. (2002) Government–Nonprofit partnership: A defining framework. Public Administration and Development, 22: 19-30.
Brinkerhoff, Jennifer M. and Derick W. Brinkerhoff (2002) Government–Nonprofit relations in comparative perspective: Evolution, themes and new directions. Public Administration and Development, 22: 3-18.
Buckhoff, Thomas and Abbie Gail Parham (2009) Fraud in the Nonprofit Sector? You bet. Strategic Finance, June: 53-56.
Daly, Siobhan (2008) Institutional innovation in philanthropy: Community foundations in the UK. Voluntas, 19: 219-241.
Dudley, Larkin (2008) Need for balance? Publicness in the inherently governmental dialogue. Presented in the Conference of Minnowbrook III.
Easterling, Doug (2009) The leaderships role of community foundations in building social capital. National Civic Review, 97(4): 39-51.
Evers, Adalbert et al. (2004) The Third Sector in Europe. Northampton, MA: Edward Elgar.
Feiock, Richard and Hee Soun Jang (2009) Nonprofits as local government service contractors. Public Administration Review, July/August: 668-680.
Graddy, Elizabeth and Lili Wang (2009) Community foundation development and social capital. Nonprofit and Voluntary Sector Quarterly, 38(3): 392-412.
Halseth, Greg and Laura Marie Ryser (2007) The development of partnerships by the voluntary sector to address service needs in rural and small town Canada. Volu ntas, 18: 241-265.
Kearns, Kevin (2007) Income portfolios in nonprofit organizations: Theory, practice