Eastern Mennonite University MBA 560 Stewardship, Innovation and Social Entrepreneurship Summer 2016 Syllabus

Transcription

1 Eastern Mennonite University MBA 560 Stewardship, Innovation and Social Entrepreneurship Summer 2016 Syllabus Dr. Anthony E. Smith Office Hours: By appointment Cell: Course Description Organizations, and people who manage them, shape our world. Those who understand and master innovation, stewardship and social entrepreneurship increase their effectiveness as civic leaders and as leaders in their own chosen field. This multi-disciplinary theory and practice course provides students with a deeper appreciation for how we as individuals can make a difference as organizational stewards in co-creating the future for ourselves and for others. The course includes a combination of a field trip, classroom and online discussion, and case studies focusing on systems approaches to stewardship, innovation, and social entrepreneurship. Course Objectives Developing and applying a strategic framework for stewardship design principles in organizations and organizational domains, building on systems theory and patterns in natural ecologies; Increasing theoretical and practical understanding of the sources and types of innovation, and in co-designing, influencing and leading sustainable innovation; and Developing an understanding of social entrepreneurship (SE) and how corporations, benefit corporations, and nonprofit organizations apply SE strategies to more effectively achieve their missions and objectives. Theory Systems theory focusing on stewardship design principles in natural and human ecologies, and how they apply to organizational design for turbulent environments; the causal texture of organizational environments, and adaptive approaches to environmental change; Systems approach to understanding the sources and types of innovation, including 1st order innovation (scalar) and 2nd order innovation (relational); theory of competitive and collaborative advantage; Overview of the theory and practice of social entrepreneurship, the art and science of doing good by doing well, and doing well by doing good. Understanding how to form a benefit corporation, how it differs from other corporate models, its roles and responsibilities in stakeholder engagement, and applying the B-Corp assessment tool. 1

2 Practice: Stewardship: Applications of stewardship design principles in designing and leading regenerative organizations, using case studies and field work. Field work: Community discovery in Staunton, VA. Innovation: Applications in socio-technical innovation, 2nd order change, and collaborative advantage, using case studies and field work. Social Entrepreneurship and Benefit Corporations: Nonprofit entrepreneurial management, benefit corporations, stakeholder theory, community development financial institutions, using case studies. Course Schedule - Readings to be completed prior to class meeting Course Expenses: Moodle: available as PDF links on Moodle Books: purchased through the EMU bookstore or Amazon kindle. Inquire with Patty Eckard. Field trip expenses: transportation, admission, and lunch expenses, TBA. Reading Required for the Course (boldface are purchased separately by students) Appleton, Albert. (2002). How New York City used an ecosystem services strategy carried out through an urban-rural partnership to preserve the pristine quality of its drinking water and saving billions of dollars. Monograph. New York. (Moodle) Callison, JW (2013). Benefit Corporations, Innovation, And Statutory Design. Regent University Law Review [Vol. 26: ]. (Moodle) 2

3 Clayton, J. (2001). A Call to Action for Business Writing. Harvard Business Communication Letter. (Moodle) Drucker, Peter. (1985). Innovation and entrepreneurship: Practice and principles. New York: Harper & Row. *Honeyman, Ryan (2014). The B-Corp Handbook. Oakland: Berrett- Koehler Publishers. Amazon Digital Services (Kindle Edition). Laszlo, Chris. (2008). Sustainable value: How the world s leading companies are doing well by doing good. Stanford: Stanford University Press. Smith, Anthony. (2010). Drucker on Shakespeare: Applying innovation and entrepreneurship to enhance a performing arts organization. in Leveraging Global Competitiveness for Organizational Excellence. Gupta, H. and Thatchenkerry, T. (eds.). MacMillan: Institute of Management Education, Ghaziabad, India. (Moodle). Smith, Anthony. (2009). Stewardship Design Principles. Presented at Global Forum 2009 on Business as an Agent of World Benefit, UN Social Compact and Case Western University, Cleveland, OH. June 2-5, (Moodle). *Note: Amazon offers free software so that you can download a Kindle book directly onto your PC or Mac, without needing a Kindle machine. Learning Methods Increase oral communications skills through class discussions and presentations; Increase critical reasoning and written communications skills through reflective journals, on-line forums, and group projects, graded in accordance with graduate writing rubric and business writing skills (guidelines posted on Moodle). Increase group planning and teamwork skills through group projects; and Apply new knowledge through self-managed teams of 4 to 6 students that research, design, plan and implement group projects to demonstrate understanding and/or mastery of course materials. Class Environment EMU provides reasonable accommodations for students with documented disabilities. Students who have registered in the Student Disability Support Services Office should self-identify with the Instructor. Students who have not yet registered their documented disability should do so immediately at the SDSS office in Roselawn Residence. If you have received services in the past related to a learning disability or attention deficit disorder and/or feel you may have such a problem in this course, please make an appointment to speak with me during my office hours or with the Coordinator of Student Disability Support Services in the Academic Support Center, Roselawn Ground Floor, Grading System 1. The grading scale is as follows: Superlative over 93% A (4 quality points) Excellent 90% - below 93% A- (3.7 quality points) Very Good 87% - below 90% B+ (3.3 quality points) 3

4 Good 83% - below 87% B (3.0 quality points) Adequate 80% - below 83% B- (2.7 quality points) Below Expectations 77% - below 80% C+ (2.3 quality points) 73% - below 77% C (2.0 quality points) 70% - below 73% C- = 1.7 quality points Unsatisfactory D or Below D+ = 1.3 quality points D = 1.0 quality point F Failure Zero quality points See Graduate Writing Standards and Oral Presentation Rubric included in Course-pack and posted on Moodle. 2. Students will be responsible for demonstrating their learning through class participation, oral presentations, on-line discussions, case studies, and two group projects. a) Participation in class will count 20% towards the final grade. Students will use a participation rubric each week to self-evaluate their frequency of participation in class, the quality of comments, and their listening skills. See rubric on Moodle. b) Two business memos of 500 words each will count 30% of the total grade (10 points for each assignment, and 2.5 points for each response to other students). Submit memos via Turnitin for grading, and via Forum to share with others for responses. Students are expected to respond to two other student submissions. d) The final group projects will count towards 50% of the final grade, of which the group written papers of 5,000 words will count 35%, the oral presentations will count 15%. Grading for the group projects will be based on the extent to which the oral and written presentations clearly demonstrate understanding and synthesis of course materials. Students will provide individual, confidential evaluations as to how each member of the group contributed to the final product. Class participation: 20% Business memos (2 of 10 points each) 20% 4 responses to student memos (2.5 points ea) 10% Group Projects: 50% group oral presentation: 15% group written presentation: 35% Total 100% 3. Unexcused absences from class will reduce the final grade by 3 points for each occurrence. Excused absences will be granted for documented medical and family emergencies. Excused absences, other than documented emergencies, will generally not be granted unless obtained at least 24 hours prior to class. 4. Students who receive grades below expectations (i.e., below 80) on any writing assignments will be expected to take advantage of graduate writing tutoring support from EMU s free graduate tutoring service available in person or via Zoom. Contact Anna-Maria Johnson for an appointment at 4

5 and request that she send me a confirming that you received tutoring assistance from her. 5. Business memos will be submitted via TurnItIn on Moodle for grading, and on a Forum so that students can respond to others work. Final group papers and power-point presentations are to be posted on Moodle by midnight of the day before they will be presented. Grades for late papers and other assignments will be reduced by 10 points for each day or part thereof late. 6. All papers and exams will be signed by students, testifying that the work is entirely their own, original for the course, and following the code of ethics of EMU. An ed paper or paper posted on Moodle or online assignment will be considered to have been signed by that student. Any student who compromises the academic integrity of his/her or another s work may be failed from the course. Client-Driven Projects The course engages students to synthesize their learning and experience through two live client-driven case studies to address strategic opportunities with respect to stewardship, innovation and social entrepreneurship. Students will develop a strategy paper and conduct a B-Corp certification for each project. Students will form into self-managing teams on both projects. 5