Social Entrepreneurship Course Proposal
Submitted by Dr. Kathryn J. Ready, Professor of Management
A. Course Description and Outline
1. Catalog Description
Major opportunities and challenges facing social entrepreneurs and nonprofit organizations will
be examined through an engaged learning approach. Students will learn about social issues in the
Winona area community by analyzing nonprofit organizations and comparing the operations
with profit organizations. Volunteering at a local nonprofit organization and an organizational
analysis project are required. The course will consist of lectures, class discussions, guest
speakers, and organizational tours and presentations. Offered as needed. Prerequisites:
Management 325 or Management 317.
Course syllabus including course outline, topics, instructional methods course requirements,
textbooks is attached.
2. Course Outline of the major topics and subtopics
A) Defining Social Entrepreneurship and its Mission
1) Introduction to course
2) Defining Social Entrepreneurship and importance
3) Defining and writing the Mission statement
4) How does the “mission based” organization compare with a for profit organization?
5) Mission Drift
6) Strategic Objectives
B) Understanding the Nonprofit Organization
1) What is a Nonprofit Organization? Deciding to start a Nonprofit
2) Incorporating multiple constituencies in a strategic service vision
3) Operating to accomplish the mission/strategic plan
4) Types of nonprofit Organization
C) Industry Analysis and the Competitive Framework
1) Where do innovative opportunities originate
2) Strong leadership – blessing or a curse
3) Industry analysis and the Competitive Strategy Framework
4) Organizational assessment
5) Comparing Profit and Nonprofit models
D) Who are the Social Entrepreneurs?
1) Who are Social Entrepreneurs
2) U.S. and international organizations
E) NGO’s, Federations and the importance of Community
1) NGO
a) Rule and Mission
F)
G)
H)
I)
J)
b) Board Composition
2) Federation
a) Relationship to local nonprofits
b) Board Responsibilities
The Role of the Board and Cooperative Strategies
1) Managing Board
2) Defining skills of the board
3) Board Functions and recruitment
4) Life Cycle of the Board – Changing members
5) Creating a cooperative strategy
6) Recruiting willing and able partners
7) Working with the community
Resources and Earned Income Strategies
1) Steps to assess your resource need
2) Developing a research mobilization strategy
3) Earned income vs. unearned income paths
4) Three Different Earned income paths:
a) Getting paid for what you already do
b) Launching a new business venture
c) Building revenue relationships
5) 5 Steps for Developing a Viable Earned Income Strategy
Staffing, Systems and Accountability
1) Paid Staff vs. Volunteers
a) Staff involvement in setting objectives
b) Smart objectives
2) Understanding accountability
a) Building and evaluating management systems
b) Developing a performance information system
Profit Arms and Marketing your Organization
1) Profit Arms
a) Donor-investors
b) Promoting the Social Enterprise as a bonus for investors
2) Marketing Strategies
a) Identifying your customers and understanding their needs and wants
b) Pricing to maximized social impact
c) Promoting your product/service
d) Fund-raising and sources funds
e) Press releases
f) Making the most of special events
Business Plan and Securing Funding
1) Securing Funding
a) Developing the business plan
b) Communication with your funding source
K) Grants and Program Evaluation
1) Grants proposals
2) Writing a Grant Proposal
3) Managing Growth and Performance
4) Grant sources
5) Program Evaluation
L) Role of United Way
1) United Way as a funding organization
a) Materials needed for grant application
M) Final Project and Presentation of Reports
1) Individual assessment
2) Final project reports
3. Instructional methods utilized
In addition to readings, discussions, and class lectures, the course is supported by on-site tours
and presentations of local nonprofit organizations, and in-class speakers. Examples of tour sites
with accompanying presentations related to class material include Eagle Bluff, Humane Society,
Habitat ReStore, Minnesota Marine Art Museum, and Volunteer Services. Examples of in-class
speakers with presentations related to class material include representatives of the United Way,
Big Brothers Big Sisters, and the WSU grants office.
4. Course requirements
Course requirements include individual papers including journal and reflective writing, team
assignments culminating in organizational assessment and a professional team presentation to
class and organizational representatives, volunteering at local nonprofit organization, class
discussions utilizing course materials from articles, books and volunteer experiences, and
involvement in tours and in-class presenters. General information about the nature of
assignments follows:
Community Service - Students will spend 15 hours volunteering at a local nonprofit organization
or community agency. Students will select their placement from a list of options provided by the
Instructor. An individual detailed log will be kept on volunteer activities and what they learned
during each separate volunteering experience. This will be attached to a final project assessment.
In the final assessment, students will discuss experiences and what they have learned. They will
focus on how they have grown as a result of the experience, what they have learned about the
role of the social entrepreneur and the functioning of nonprofit organizations, and examine how
the social issue and /or the objectives of the organization relate to their life.
Students will complete team assignments through the course that will be used in the final written
organizational analysis that will be presented to the class and the organization with a copy going
to the organization as well. These individual assignments that are due throughout the course
include (1) description of the mission/goals of the community organization including value
statements, explanation of constituency, services provided, and geographic coverage; (2) analysis
of current organizational structure including staffing, volunteers, and the board; (3) evaluation of
funding and financial support including funding from government, public and private foundation
grants, discussion of earned and unearned income strategies, profit arms and evaluation of
budget, monthly financial reports and technology that supports operational efficiencies; (4)
examination of marketing plan and marketing activities including feedback mechanisms,
comparison with competitors and differentiation of services; (5) integration of material from
class in providing an overall assessment of operations, SWOT analysis, and evaluation of
organizational sustainability with conclusions. Feedback will be provided to students from each
team assignment, and should be used to further develop the final project paper that will be
presented to the class and the corresponding nonprofit organization.
Individual assignments include (1) an evaluation of mission statements of 5 social ventures and
recommended changes to better align mission with organization; (2) evaluation of a social
entrepreneur and their contributions to society; (3) individual assessment of learning experience
related to nonprofit involvement.
Team assignments include (1) major organizational analysis and supporting team assignments
and (2) non-governmental organization and federation reports. The NGO and federation reports
include description of mission and goals of the agency, evaluation of leadership, assessment of
organization funding and operational structure, description of population served, examination of
social issue organization addresses and discussion of current policy issues confronting
organization.
5. Course materials
Cunningham, Katie, and Marc Ricks. "Why Measure Nonprofits Use Metric to Show That They
are Efficient. But What If Donors Don't Care?" Stanford Social Innovation (2004): 4451.
Dees, J. Gregory, Jed Emerson and Peter Economy. Enterprising Nonprofits: A toolkit for
Social Entrepreneurs, John Wiley: New York, ISBN: 0-471-39735-0, 2001.
Dees, J. Gregroy, Jed Emerson, and Peter Economy, Strategic Tools for Social Entrepreneur:
Enhancing the Performance of Your Enterprising Nonprofit, John Wiley: New York, ISBN: 0471-15068-1, 2002
Flandez, Raymund. "Voluntary Pricing Lets Small Eateries Give and Get Back." (2007): b8-11.
Foster, William, and Gail Fine. "How Nonprofits Get Really Big." Stanford Social Innovation
(2007): 46-55.
Hafner, Katie. "Philanthropy Google's Way: Not the Usual." (2006): 1-6.
Hauser, Jerry. "Organizational Lessons for Nonprofits." The McKinsey Quarterly 2003 Special
Jansen, Paul J., and David M. Katz. "For Nonprofits, Time is Money." The McKinsey Quarterly
2002 Volume 1 (2002): 126-133.
Light, Paul C. "Reshaping Social Entrepreneurship." Stanford Social Innovation Review (2006):
47-51.
Lowell, Stephanie, Les Silverman, and Lynn Taliento. "Not-for Profit Management: The Gift
That Keeps on Giving." The McKinsey Quarterly 2001 Number 1 (2001): 147-155.
Martin, Roger L., and Sally Osberg. "Social Entrepreneurship: the Case for Definition."
Stanford Social Innovation Review (2007): 29-39.
O'Flanagan, Maisie, and Lynn Taliento. "Nonprofits: Ensuring That Bigger is Better." The
McKinsley Quarterly 2004 Volume 2 (2004): 113-122.
Sargeant, Adrian, and John B. Ford. "The Power of Brands." Stanford Social Innovation Review
(2007): 41-47.
Sawhill, John, and David Williamson. "Measuring What Matters in Nonprofits." The McKinsey
Quarterly 2001 Number 2 (2001): 98-107.
Silverman, Les, and Lynn Taliento. "What Business Execs Don’t Know -But Should- About
Nonprofits." Stanford Social Innovation Review (2006): 37-43.
Silverman, Rachel E. "A New Generation Reinvents Philanthropy." (2007): d1-4.
Snibbe, Alana C. "Drowning in Data." Stanford Social Innovation Review (2006).
Warwick, Mal. "Guess Who's Socially Irresponsible." Stanford Social Innovation (2007): 12-13.
6. Assessment of outcomes
Students will complete individual and team assignments and will be provided feedback to
enhance final report. The final report will be provided to instructor and to organizational
representatives. Organizational representatives will provide feedback to students on the analysis
and presentation after the presentation. Rubrics will be used to evaluate content and presentation
skills.
Class will assess presentations by other classmates on the following criteria: thorough discussion
of organizational background, thorough understanding of mission and vision, complete analysis
of staffing, analysis of board composition, evaluation of earned income strategies, thorough
discussion of grants and grant process, analysis of marketing strategies, thorough discussion of
recommendations with support. Class members that are not part of presenting team will further
evaluate major areas that differ from their organization and/or other organizations that we have
learned about during the semester. They will provide feedback demonstrating their critical
thinking skills and knowledge acquired by providing feedback on what areas should be further
analyzed or additional recommendations for the organization being discussed. Students will be
asked to consider their organization and others that they have examined during the semester in
providing an assessment.
Students will assess individual team member’s involvement in project assignments, project final
paper, project presentation and in-class team discussions.
7. List of references
Ashoka Council, Leading Social Entrepreneurs, Ashoka Innovators for the Public, 2006.
Cunningham, Katie, and Marc Ricks. "Why Measure Nonprofits Use Metric to Show That They
are Efficient. But What If Donors Don't Care?" Stanford Social Innovation (2004): 4451.
Dees, J. Gregory, Jed Emerson and Peter Economy. Enterprising Nonprofits: A toolkit for
Social Entrepreneurs, John Wiley: New York, ISBN: 0-471-39735-0, 2001.
Dees, J. Gregroy, Jed Emerson, and Peter Economy, Strategic Tools for Social Entrepreneur:
Enhancing the Performance of Your Enterprising Nonprofit, John Wiley: New York, ISBN: 0471-15068-1, 2002
Flandez, Raymund. "Voluntary Pricing Lets Small Eateries Give and Get Back." (2007): b8-11.
Foster, William, and Gail Fine. "How Nonprofits Get Really Big." Stanford Social Innovation
(2007): 46-55.
Hafner, Katie. "Philanthropy Google's Way: Not the Usual." (2006): 1-6.
Hauser, Jerry. "Organizational Lessons for Nonprofits." The McKinsey Quarterly 2003 Special
Jansen, Paul J., and David M. Katz. "For Nonprofits, Time is Money." The McKinsey Quarterly
2002 Volume 1 (2002): 126-133.
Light, Paul C. "Reshaping Social Entrepreneurship." Stanford Social Innovation Review (2006):
47-51.
Lowell, Stephanie, Les Silverman, and Lynn Taliento. "Not-for Profit Management: The Gift
That Keeps on Giving." The McKinsey Quarterly 2001 Number 1 (2001): 147-155.
Martin, Roger L., and Sally Osberg. "Social Entrepreneurship: the Case for Definition."
Stanford Social Innovation Review (2007): 29-39.
O'Flanagan, Maisie, and Lynn Taliento. "Nonprofits: Ensuring That Bigger is Better." The
McKinsley Quarterly 2004 Volume 2 (2004): 113-122.
Pakroo, Peri, Starting & Building a Nonprofit, Nolo, Berkeley, CA, 2005.
Robinson, Andy, Selling Social Change (without Selling Out), Chardon Press Series, JosseyBass, San Francisco, CA, 2002
Sargeant, Adrian, and John B. Ford. "The Power of Brands." Stanford Social Innovation Review
(2007): 41-47.
Sawhill, John, and David Williamson. "Measuring What Matters in Nonprofits." The McKinsey
Quarterly 2001 Number 2 (2001): 98-107.
Silverman, Les, and Lynn Taliento. "What Business Execs Don’t Know -But Should- About
Nonprofits." Stanford Social Innovation Review (2006): 37-43.
Silverman, Rachel E. "A New Generation Reinvents Philanthropy." (2007): d1-4.
Snibbe, Alana C. "Drowning in Data." Stanford Social Innovation Review (2006).
Warwick, Mal. "Guess Who's Socially Irresponsible." Stanford Social Innovation (2007): 12-13.
B. Rationale
Students are working in, volunteering at and/or financially supporting nonprofit organizations as
engaged members of their community. Yet, the operations of nonprofits differ significantly from
the operations of profit organizations. It is important for students to understand these differences
in their role as engaged community members. Further, many profit organizations are focusing on
social responsibilities and are creating social profit arms or are making decisions to actively
support the operations of nonprofits with financial and human resources. This course will allow
students to draw on their knowledge of profit organizations in learning about the operations of
nonprofits, social entrepreneurs and profit organizations that have adopted a social focus.
Many facets of the social entrepreneurship process parallel the traditional corporate
entrepreneurial process; social entrepreneurs can learn much from traditional business
management practices to develop more effective and innovative social organizations.
There are also very distinct differences between social entrepreneurs and traditional business
entrepreneurs that must be taken into consideration. The traditional firm’s objective is the
“bottom line”— the creation of wealth. This objective factors into every aspect of the firm’s
strategy from choosing what products and markets it will enter to assessing performance.
Social entrepreneurs have at least two major objectives. The first is to achieve their mission—to
make a positive contribution to society. Additionally, to accomplish their mission over time, they
must achieve financial sustainability. The social enterprise has capital markets available to it in
the form of philanthropy or government funding through subsidies. There have been
considerable changes in recent years in both of these traditional forms of financing. Successful
leaders must look to other sources of revenue, including, investments from venture capitalists,
charging fees for services, or developing for-profit subsidiaries.
The management of social enterprises is also different from that of traditional businesses.
Successful leaders must balance the expectations and desires of their board of directors,
employees, volunteers, providers of funding and ultimately and most importantly the
customers—the clientèle the organization is attempting to serve.
The purpose of this course is to provide students with an introduction to the major opportunities
and challenges facing social entrepreneurs and nonprofit organizations. Students will have an
opportunity to participate in nonprofit organizations, evaluate the operations of nonprofits and
develop an awareness of nonprofit’s involvement and support of the community. Students will
learn and be able to evaluate how profit and nonprofit organizations differ. The course will
consist of lectures and class discussions, guest speakers, case discussions, organizational tours,
and original research by students. In addition, students will have an opportunity to meet with
several social entrepreneurs, learn about specific social issues, and volunteer at local nonprofit
organizations and community agencies.
b. This course supports the mission of the university, the College of Business Administration
and is an elective in the Business Administration and Human Resource majors and other College
of Business majors.
c. No course will be dropped if this course is approved.
C. Impact on other Departments, Programs, Majors or Minors
This course is an elective for other majors in the College of Business. It does not increase or
decrease the total credits required by a major or minor of any other department. This course has
been offered as a topics course and was well received during the fall semester. The majority of
students enrolled were Business Administration and Human Resource majors that were taking
the course as an elective. The course fulfills a need for elective courses for Business
Administration and Human Resource majors.
Financial and Staffing Data Sheet
1. This class will be taught by existing staff. Dr. Kathryn Ready developed this course and
has taught this class during the fall semester as a topics course. She has developed
working relationships with several area nonprofits and community agencies. Both the
students and the nonprofit organization have been supportive of this course.
2. This course is a much needed elective and was filled when it was offered under the
special topics numbering.
3. This course does not add additional costs to the Business Administration and Human
Resource Departments for staffing, equipment, supplies or instructional resources.