BUS 5000 Introduction to Social Business, Non-Profit Management, and Strategic Leadership (3 units)
Social businesses and non-profit enterprises aim to provide innovative and sustainable solutions to challenging social problems. In this course, students will be introduced to the history and theory behind the growth of social and non-profit organizations and the concomitant societal drivers of change that have led to their establishment. Students will explore various types of social endeavors from informal (e.g., micro-lending social networks) to formal (e.g., large multinational, donor organizations) and profit versus non-profit. Through the use of case studies, students will explore the establishment, sustainability, trials, and triumphs of these organizations to gain a perspective on these ventures in today’s environment.
BUS 5010 Leadership, Teamwork, and Diversity: Developing Human Resources in Changing Environments (3 units)
This course will provide an overview of key principles of effective human resource practice for managers and will integrate conceptual and experiential approaches to communication, self-awareness, situational leadership, creative problem-solving, and social responsibility. It will include best practices in recruitment, hiring, evaluation, and the legal and environmental complexities of human resources management, including counseling, mentoring, and training.
BUS 5020 Global Philanthropy and Social Responsibility (3 units)
This course will build on the analytical and critical thinking skills developed in previous coursework and will examine the growing role of philanthropy and social investment on the global stage. The course will provide an overview of new kinds of creative capitalism. This course will also address the moral and ethical issues that arise when major private philanthropic resources are combined with market-based solutions in the attempt to resolve systemic social dilemmas.
BUS 5030 Finance I: Introduction to Management Accounting and Finance (3 units)
This course will provide the basics required for an understanding of financial and accounting issues for both social ventures and non-profits. Topics will include cash flow analysis, financial reporting, and various measurement systems for the evaluation of financial and non-financial metrics of performance.
BUS 5040 Entrepreneurship & Leading Change (3 units)
At its heart, entrepreneurship is the development, aggregation and successful deployment of resources: financial, human, and intellectual. Innovation and creativity exist in every field of endeavor and within any organizational structure. Although the entrepreneurial spirit might be behind change in an organization, it also drives the successful implementation of carefully realized plans—and the knowledge of available resources. This course will provide students an opportunity to develop their entrepreneurial ability and, through self-reflection, explore who they want to be as a leader, social business and non-profit champion, entrepreneur, and agent of change.
BUS 5050 Integrative Strategic Management (3 units)
The essence of strategic planning is to define the business we are in, discover how to build sustainable organizations in that arena and evaluate how to manage and lead that business. This course will provide the basic framework for the completion of the strategic plan outlined in BUS 6003. Topics will include defining the business, determining the stakeholders, detailing goals, and evaluating action plans to reach those goals. Students will analyze strategic decision-making in a variety of environments and will build an outline for a strategic plan for an organization of their choice or creation.
BUS 5060 Marketing and Communication Strategy (3 units)
This course will explore the practical and theoretical aspects of this most crucial component of an organization’s design and operations. Marketing is the process by which the organization communicates the value proposition or benefits of its products and services. It is also the process through which an organization can design its product or service offerings. Particular attention will be paid to the social system and cultural dependencies of marketing strategy and the various ways in which the enterprise can connect with its stakeholders.
BUS 5200 Finance II: Fundraising & Financial Management (3 units)
This course will build on the analytical and critical thinking skills developed in Finance I. Students will develop understanding of the various forms of organizations, types of business taxes, preparing financial forecasts, and sources of internal and external financing as well as modeling techniques. This course provides an introduction to venture capital, an overview of fundraising processes and systems, and the framework through which managers can determine the efficiency and effectiveness of various tactics within an organization’s private revenue stream.
BUS 5210 Legal, Regulatory, and Ethical Issues (3 units)
A solid grounding in the rules and regulations governing various types of organizational structures and the societal expectations of their governance is a requirement for complying with the standards of the 21st century. This course provides a framework for understanding the connection among ethics, law, and regulation in business environments.
BUS 5220 International Trade and Economics (3 units)
This course will investigate present models of international economics and their relationship to social ventures, NGOs, and nonprofit organizations around the world. Students will be exposed to various models of political economy, ecological and behavioral economics, and the role of world trade and international financial organizations.
BUS 6000 Integrative Strategy Project I (1 unit)*
The general objective of the first term of this 4-semester sequence is an introduction to the market using interviews with social entrepreneurs and/or non-profit leaders to begin to draw baseline comparisons. Through the interview process, students will explore various types of organizations, evaluate alternatives for ideas or concepts relative to their organizational form and begin to hone their concepts for the feasibility study they will do in BUS 6001. The semester project is an interview report (using both structured and non-structured questions) to uncover the strategic goals of the organization, its origins, and path to present operations.
BUS 6001 Integrative Strategy Project II (1 unit)
In the second semester of a 4-semester sequence, students will explore techniques used to create and evaluate new concepts and new business opportunities for both non-profit and social ventures from the initiation of the concept to analysis of feasibility and criteria for decisions. The specific objectives for this section are the generation of concepts, evaluation of concepts for feasibility, generation of strategic alternatives, and determination of final choice. The semester deliverable is a feasibility plan.
BUS 6002 Integrative Strategy Project III (2 units)
The third semester of a 4-semester sequence will include the preparation of a specific strategic and action plan based on the feasibility study from BUS 6001, interviews from BUS 6000 and curriculum skills from previous course activity.
BUS 6003 Integrative Strategy Project IV (2 units)
This fourth-semester course is the culmination of the entire course of study, employing the skills and tools provided in the prior coursework and resulting in a specific plan for action. The “final” will be a strategic plan presentation to an external group of senior advisors who are knowledgeable in the field and familiar with the process of starting or managing social or nonprofit ventures. The deliverable for this section is a presentation of the strategic plan prepared in the last section, discussion and analysis of the plan and revisions to accommodate instructor, peer, and external reviewer comments. The goal is a course project that has real-world, real-time applicability.
BUS-6004 Workshop (0 units)
The monthly MBA workshops help students build additional skills and a professional and social network. Through guest speakers and panelists, students will learn new skills and form life-long bonds with peers, mentors, faculty, and both the for-profit and non-profit business communities. Our outstanding MBA Advisory Group, comprised of both for-profit and non-profit leaders, will play an active role in these events.