MBA in Social Enterprise Leadership Curriculum (58 credits)

Transcription

1 MBA in Social Enterprise Leadership Curriculum (58 credits) Level A - Foundation Courses (40 credits): MBA 5000 MBA 5005 MBA 5010 Orientation The purpose of this course is to provide students with an overview of the online collaborative learning environment and course delivery methods. Leadership Theory and Practice This course gives students the foundational knowledge they need to critically assess leadership concepts and their utility. Students survey the leadership theories of key thinkers and practitioners in the field, learning about the empirical, theoretical and pragmatic strengths and limitations of each approach. Through case studies and exercises, students develop an understanding of organizational leadership. They will also learn a comprehensive set of leadership practices that will have immediate value for application at work. Accounting for Managers This course offers a comprehensive, graduate level exploration of managerial accounting. The course utilizes case studies and audit reports to focus on the use of appropriate accounting systems and the application of accounting data in the management of an organization. In conjunction, what accounting data are interesting or relevant-to-task, and how such data might be used is dependent upon what the manager is seeking to accomplish and what other information may or may not be available.

2 MBA 5015 MBA 5020 MBA 5025 Managerial Finance All managers are required to possess a basic understanding of financial concepts. This course explores the principle role of finance via its concepts, calculative applications, and capital market analyses. In addition, the basic concepts of the timevalue of money, rates of return, and valuation are covered. Students will learn how capital markets function, what different securities exist, and how to manage cash flow. Credit, risk, working capital, and analysis of financial statements receive particular attention. Cases are used throughout the course to provide students with hands-on experience in the use of financial tools. Unlike other finance courses, this consists of half concept and half mathematics. Besides providing basic math skills, this course should provide students with an excellent introduction to financial management concepts. The Global Economic Environment Systematic understanding of the internal and external economic environments of an organization, and the ability to analyze them as a basis for sound decisions, are core pre-requisites of sound leadership. This course reviews basic macro and micro-economic concepts (e.g. supply and demand, elasticity, production function, competitive environments, pricing, etc.), and illustrates their impact on decision making and strategy formulation. Students will learn how to think through economic challenges and opportunities presented to their organization. Corporate Governance, Strategy and Structure This course examines an organization's top-level constitution and processes, i.e., how its Board of Directors is selected by, and interacts with, its owners; how the Board appoints, and interacts with, the senior management team; how the Board and senior management team jointly

3 determine the strategic direction of the organization; and finally, how the organization itself may be structured to most effectively and efficiently accomplish the strategic directive. MBA 5030 MBA 5035 MBA 5040 Leadership Values and Ethics Organizational leaders convey values and ethics that affect public trust, stakeholder trust, and trust within the organizational team. This course teaches students how to enhance this value-laden ethical capital. Classic moral philosophies are reviewed, and we explore their application to cases in community relations, environmentalism, marketing, operations, accounting, information technology and human resource management. Learners will gain an enhanced understanding for and respect of the different managerial values of their colleagues, and concepts for analyzing ethical issues. Strategic Marketing Planning This course focuses on the strategic marketing planning process from the perspective of two key roles in the organization, i.e., the Chief Marketing Officer (CMO) and the Brand (or Product) Manager. Leaning heavily on external and internal analyses and the CEO's strategic guidance, we examine how these managers refine the company's long-term go-to-market strategy, at both the corporate level and the product level. We also briefly examine which leading edge digital applications are most useful with respect to intelligence gathering, analysis, decision-making and/or implementation. Strategic Operations Planning This course focuses on the operational planning process from the perspective of the Chief Operating Officer (COO). Leaning heavily on external and internal analyses and the CEO's strategic guidance, we examine how the COO develops the company's long-term operations strategy,

4 comprising decisions about supply-chain logistics, production, customer service, quality assurance (QA), distribution and field support. We also briefly examine which leading edge digital applications are most useful with respect to intelligence gathering, analysis, decision-making and/or implementation. MBA 5045 MBA 5050 Strategic Human Resource Planning In today's global context the rate of change is accelerating, and personnel have to be world-ready, and organizations have to be change-ready. This course examines the human resource recruiting and development function and the organizational design function within a global and organizational lifecycle perspective, emphasizing how personnel and designs must change as projects and divisions evolve. This dynamic approach to organizational development prepares students to diagnose mismatches between existing personnel and designs versus changing demands, and to develop personnel and designs to accommodate new realities. Strategic Information Systems Planning In today's 24/7 global operating environment, the possession of sufficient and correct information about the relevant external and internal environments, obtained and circulated to the right decision-makers in a timely fashion, can spell the difference between success and failure. This course introduces the main concepts of management information systems (MIS), examines how the design of MIS can affect the performance of an organization, and explores the process of Information systems planning from the perspective of the CIO.

5 Level B - Specialty Track (18 credits): The Social Enterprise as a Blended Value Business This course introduces the foundational characteristics of the social enterprise, beginning with the core concept of blended value, which comprises both financial value and social value. We follow with a detailed examination of: a range of evolving legal frameworks and performance measures; financial and social value forecasting; and important analytic decision-aiding concepts used for feasibility assessment and strategic business planning. We wrap up with discussion of appropriate organizational structures, and how to effectively manage internal cultural change and internal and external stakeholder communications. MBA 6031 Current and Emerging Tools for Financing the Social Enterprise The establishment and growth of a social enterprise requires substantial finance investment which must come from sources other than charitable donations. This course undertakes detailed examinations of which current and emerging financial tools are appropriate for which types of social enterprises at which stage of the enterprise s life cycle, and an analysis of how the investor may conduct a risk-return assessment of the social enterprise seeking financing. Included in this examination will be a review of social impact bonds, and managing social enterprise investor relations. Plus select one elective: MBA 6032 Social Enterprise and Public Policy This case-based course examines key examples of the socioeconomic results that social enterprises have directly generated through their operations, as well as the enterprises strategically planned

6 communications and public relations campaigns. By observing and measuring such social impacts, we can begin to better understand how governments might view social enterprises as valuable instruments of public policy, and how governments have in fact behaved, and how they might behave. This course will also address topics of special interest such as Social Impact Purchasing Policy, and the financial and social effects of free trade policies. MBA 6033 MBA 6034 Sustainability as a Core Dimension of Social Value In the last decade environmental sustainability has emerged as a sociallyvalued goal for businesses, almost regardless of its effect on the business s financially-valued goals. This course examines the technical, financial, managerial, and political complexities of integrating environmental sustainability with a social enterprise s financial values and social values. It continues with a study of managerial strategies to attain financial growth while meeting its own commitment to achieving social value, now with the additional societal need for environmental sustainability. Best Practices in Social Enterprise Leadership TBA Plus: MBA 6999 Integration Project (6 cr.) The Integration Report is a capstone course undertaken by either an individual student or team of students. Under the supervision of faculty members, individuals or teams (of 3 or 4 students) will approach and establish a formal project relationship with an existing business organization to: 1) identify a global or corporate new venture management issue that the organization is interested in having

7 analytically studied and summarized; 2) design and execute a study which involves the integration and synthesis of relevant knowledge acquired in the MBA program; 3) draft a report presenting their analysis and conclusions; and 4) present its final report to the participating business organization. Feedback from the client organization will be incorporated into the students' final grades.