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Syllabus – iLearn – PA722_FA15 As of 19 Aug 2015

PERFORMANCE MANAGEMENT & PLANNING

PA722

FALL 2015

Monday, 3:00 – 5:45 p.m.

San Francisco State University, Downtown Campus

835 Market Street, Room 677

Everett Kaplan

Email: everettkaplan@gmail.com

Department of Public Administration

Office Hours: Monday, 2:00 p.m. – 3:00 p.m. (Room 678 A)

CONCEPT

This course seeks to provide an overview of key performance management and planning theories, methods, and tools. A cross-sector, interdisciplinary, and participatory approach will be used to bridge theory and practice.

Readings are drawn from a wide range of sources (academia, journals, periodicals, books, private sector and public sector publications) and disciplines (public policy, economics, business, political science, anthropology, literature, and military studies). Case studies will be used to explore topics in depth and provide students an opportunity to apply and contextualize course work. Guest lectures and multimedia will be used to offer differing approaches and perspectives. Student participation and teamwork will be key to the class. The course’s intent is to enhance the way students think about and implement change in their professional careers.

READINGS

The majority of readings are accessible via iLearn, as electronic reserves. Readings are intended to provide a foundation and context for class discussion, case/briefing memorandum preparation, and strategic assessment paper and presentation. Students will be expected to integrate concepts and arguments from the readings into class discussion. “BSP” refers to Business Source Premier database accessed online via the SFSU Library.

Additional Recommended Reading:

Bossidy, Larry and Charan, Ram (2002). Execution: The Discipline of Getting Things Done. New York: Crown

Business.

Collins, Jim (2001). Good to Great. New York: HarperCollins Publishers.

Collins, Jim and Porras, Jerry I. (2002). Built to Last: Successful Habits of Visionary Companies. New York: Collins

Publishers.

Goldratt, Eliyahu M. and Cox, J (1986). The Goal: A Process of Ongoing Improvement. Second edition revised.

New York: North River Press.

Hamel, Gary (2007). The Future of Management. Boston: Harvard Business School Publishing.

Kearns, Kevin P. (2000). Private Sector Strategies for Social Sector Success: The Guide to Strategy and Planning for

Public and Nonprofit Organizations. San Francisco: Jossey-Bass.

Lawler III, Edward E. and Worley, Christopher G. (2006). Built to Change: How to Achieve Sustained Organizational

Effectiveness. San Francisco: Jossey-Bass.

Lencioni, Patrick (2004). Death by Meeting. San Francisco: Jossey-Bass.

Schwartz, Peter (1996). “Information Hunting and Gathering” in The Art of the Long View: Planning for the Future in an Uncertain World. New York: Currency Doubleday.

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FILMS

Movies will be an integral part of this course, providing alternate perspectives and dramatic context to explore topics in greater depth. A brief discussion will follow each movie shown in class to delve into key issues and lessons captured by the film. Prior to the session, please familiarize yourself with the background and critique of the film by visiting one of the following websites: Movie Review Query Engine, All Movie Guide, and/or the

Internet Movie Database.

ASSESSMENTS

Case Exercises (45 points): Each session will discuss a relevant case from Harvard University’s John F. Kennedy

School of Government’s Case Studies in Public Policy & Management (http://www.case.hks.harvard.edu/).

Working in small groups, students will prepare a one page memorandum (template to be provided) and brief the case in the session. Students will be expected to integrate course readings into the briefing and respond to questions from other students and the instructor. By the next session, the group will submit the original briefing memo with an additional page capturing salient points from the class discussion and possible "ways ahead" (i.e., future study, action, follow-up). Students will sign up for cases on the first day of class. Each student will prepare two case exercises (22.5 points each).

Strategic Assessment Paper & Presentation (40 points): Each student will conduct a strategic assessment of an organization of their choosing. By Session 5, each student will submit a prospectus on the selected organization

(two to three pages, 5 points). By Session 10, each student will submit a strategic assessment of the organization, applying more than one of the theories/methods/tools discussed in the course (four to six pages, 10 points). On either of the last two sessions, each student will submit a "strategic plan" (in writing) for their organization, including recommended “ways ahead” with key performance measures, implementation challenges/opportunities, and possible outcomes (four to six pages); each student will also brief their "strategic plan" in class and be prepared for discussion, totaling 10-15 minutes (25 points).

Participation & Attendance (15 points): Participation is a critical part of performance management and planning in terms of development and implementation. To encourage in-class participation, one to two students will be asked to prepare questions for each case exercise and will serve as “lead participants” for the discussion. Students will sign up for the “lead participant” role on the first day of class. An informal and inclusive environment in class will be fostered, in which ideas will be shared in a respectful, rewarding, and enjoyable manner.

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GRADING CRITERIA

Writing



Content: responsive to assignment’s requirements, succinct, persuasive, balanced, creative.



Structure: logical flow (introduction, discussion, conclusion), transitions, arguments advance main points.



Mechanics: correct citation and documentation, grammar, spelling, punctuation.

Briefing



Introduction: articulate briefing goals and structure.



Discussion: organized, logical analysis, reasoned justifications.



Conclusion: summarize key ideas, propose clear courses of action.



Delivery: eye contact, voice (pitch, volume, rate), attitude (businesslike, confident, helpful).



Visual Aides (as applicable): succinct, readable, salient.

Participation & Attendance



Contributions: frequent and consistent, cogent examples and arguments, integrate course readings.



Listening: process and reflect on comments of students and instructor.

 Integrity: respectful, inclusive, welcoming, sincere commitment to learning.

BRIEFING INFORMATION

Recommended Structure



Mission Statement: Articulate core message (define problem and approach).



Context: Summarize key facts, dates, and issues with respect to your message.



Discussion: Analyze using theories/methodologies/readings discussed in class.



Conclusion: Recommend prioritized courses of action.



Question & Answer: Allow sufficient time. Answer the question; do not evade.

Tips



Practice.



Communicate effectively and efficiently, focus on transmitting information as best as you can.



Speak slowly, audibly, and clearly.



Make eye contact.



Do not read slides, limit number of slides (i.e., one slide per five minutes) and text on slide.

 Take a minute, breath, compose your answer with your team members, and deliver a cogent response.

 Prepare answers to two or three possible question ahead of time.

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24 August 2015 – Session 1

INTRODUCTION & OVERVIEW

Definition, History, Value

Readings (69 pages):

Mintzberg, Henry and Lampel, Joseph (1999). Reflecting on the Strategy Process, Sloan Management Review,

40(3):21-29. (BSP) [9 pages]

Mintzberg, Henry (1987). The Strategy Concept I: Five Ps for Strategy, California Management Review, 30(1):11-

21. (BSP) [11 pages]

Mintzberg, Henry (1987). The Strategy Concept II: Another Look at Why Organizations Need Strategies, California

Management Review, 30(1):25-31. (BSP) [7 Pages]

Mintzberg, Henry and Waters, James A. (1985). Of Strategies, Deliberate and Emergent, Strategic Management

Journal, 6(3):257-272. (JSTOR) [16 pages]

Sun Tzu. III. Attack by Stratagem, IV. Tactical Dispositions, V. Energy, VI. Weak Points and Strong in The Art of War.

Translated by Lionel Giles. (MIT Internet Classics Archive) [8 pages] http://classics.mit.edu//Tzu/artwar.html

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31 August 2015 – Session 2

METHODS & TOOLS (I) – MODELS & ANALYTICAL FRAMEWORKS

Competitive Analysis, Resource-Based View, Stakeholder Analysis, SWOT Analysis


Bryson, John M. (2004). What To Do When Stakeholders Matter: Stakeholder Identification and Analysis

Techniques, Public Management Review, 6(1):21-47. (BSP) [27 pages]

Mintzberg, Henry (1990). The Design School: Reconsidering the Basic Premises of Strategic Management,

Strategic Management Journal, 11(3):171-192. (JSTOR) [22 pages]

Peteraf, Margaret A. (1993). The Cornerstones of Competitive Advantage: A Resource-Based View, Strategic

Management Journal, 14(3):179-190. (JSTOR) [12 pages]

Poister, Theodore H. and Steib, Gregory D. (1999). Strategic Management in the Public Sector: Concepts, Models, and Processes, Public Productivity & Management Review, 22(3): 308-324. (JSTOR) [17 pages]

Case: Managing Change or Running to Catch Up: CARE USA and Its Mission in Thailand (1281.0) [14 pages] http://www.case.hks.harvard.edu/casetitle.asp?caseNo=1281.0 (free download)

7 September 2015 – Labor Day – No Class

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14 September 2015 – Session 3

METHODS & TOOLS (II) – OPERATIONS MANAGEMENT

Lean, PART, Six Sigma, Total Quality Management, Friction


Gilmour, John B. (2006). Implementing OMB’s Program Assessment Rating Tool (PART): Meeting the Challenges of

Integrating Budget and Performance, IBM Center for the Business of Government, pages 6-33. (IBM) [28 pages] http://www.businessofgovernment.org/sites/default/files/GilmourReport.pdf

Maleyeff, John (2007). Improving Service Delivery in Government with Lean Six Sigma, IBM Center for the Business of Government, pages 6-33. (IBM) [28 pages] http://www.businessofgovernment.org/sites/default/files/MaleyeffReport.pdf

Mintzberg, Henry (1996). Managing Government, Governing Management, Harvard Business Review, 74(3):75-83.

(BSP) [9 pages] https://hbr.org/1996/05/managing-government-governing-management

Case: Mayor Stephen Goldsmith: Organizing Competition in Indianapolis (1269.0, 1270.0, 1270.1) [16 pages]

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METHODS & TOOLS (III) – FUTURES

“21st Century Government,” Assumption-Based Planning, Scenario Planning, Uncertainty, Visioning


Dewar, James. A. (2002). Chapter 1: The Essence of Assumption-Based Planning in Assumption-Based Planning.

New York: Cambridge University Press. Pages 1-13. [13 pages] http://assets.cambridge.org/97805218/06534/sample/9780521806534ws.pdf

Economist (2007). The Future of Futurology, December 30, 2007. (Economist) – distributed in class [2 pages]

Humphreys, John (2004). The Vision Thing, MIT Sloan Management Review, 45(4):96. (BSP) [1 page]

Kamarck, Elaine C. (2002). Applying 21st-Century Government to the Challenge of Homeland Security, The

PricewaterhouseCoopers Endowment for The Business of Government, pages 5-35. (IBM) [30 pages] http://www.businessofgovernment.org/sites/default/files/Applying 21st-Century.pdf

Scearce, Diana and Fulton, Katherine (2004). What if? The Art of Scenario Thinking for Nonprofits, Global Business

Network, pages 1-60. (GBN.com) [Pages 60] http://www.monitorinstitute.com/downloads/what-we-think/what-if/What_If.pdf

Case: Kennedy and the Bay of Pigs (279.0) [23 pages]

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LEADERSHIP

Leadership vs. Management, Persuasion vs. Coercion, Questioning, Servant-Leadership, Trust & Consensus

Building


Blunt, Roy (2004). Growing Leaders for Public Service, IBM Center for The Business of Government, pages 7-22.

(IBM) [16 pages] http://www.businessofgovernment.org/sites/default/files/BluntReport3.pdf

Churchill, Winston (1946). Speech entitled “Sinews of Peace (Iron Curtain),” dated March 5, 1946, at Westminster

College, Fulton, Missouri. (The Churchill Centre website) [8 pages] http://www.winstonchurchill.org/component/content/article/3-speeches/120-the-sinews-of-peace

Lincoln, Abraham (1863). Abraham Lincoln to Ulysses S. Grant dated Monday, July 13, 1863 (Congratulations on capture of Vicksburg), Abraham Lincoln Papers at the Library of Congress. (LOC website) [1 page] http://memory.loc.gov/cgi-bin/query/r?ammem/mal:@field(DOCID+@lit(d2477000))

Lincoln, Abraham (1862). Abraham Lincoln to George B. McClellan dated Wednesday, April 9, 1862 (Reply to

McClellan's complaints), Abraham Lincoln Papers at the Library of Congress. (LOC website) [2 pages] http://memory.loc.gov/cgi-bin/query/r?ammem/mal:@field(DOCID+@lit(d4346900))

Phillips, Donald T. (1992). Chapter 3: Persuade Rather Than Coerce in Lincoln on Leadership: Executive Strategies for Tough Times, pages 38-47. New York: Warner Books. To be provided. [10 pages]

Pfeffer, Jeffrey (2007). No Excuses Leadership, Leader to Leader, 46 (Fall). (Leader to Leader Institute) [4 pages] http://www.vision4dynamics.com/f/No_Excuses_Leadership_Jeffrey_Pfeffer.pdf

Spears, Larry C. (2004). Practicing Servant-Leadership, Leader to Leader, 34 (Fall): 7-11. (Leader to Leader

Institute) [5 pages] https://apscomunicacioenpublic.files.wordpress.com/2012/12/larry-spears-practicingservant-leadership.pdf

Case: Aung San Suu Kyi: "Icon of Hope" in Burma (1685.0) [35 pages]

Film: 12 Angry Men (1957)

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5 October 2015 – Session 6

DECISION-MAKING

Bureaucratic Politics Model, Crisis Management, Expected Utility Theory, Irrational Actor,

Organizational Process Model, Poliheuristic Choice Theory, Rational Process Model


Allison, Graham T. (1969). Conceptual Models and the Cuban Missile Crisis, The American Political Science Review,

63(3): 689-718. (JSTOR) [30 pages]

Lencioni, Patrick (2005). Death by Meeting. Leadership Excellence, November, 22(11):10. (BSP) [1 page]

Malhotra, Deepak and Bazerman, Max H. (2007). Dealing with the 'Irrational' Negotiator, Harvard Business

School’s Working Knowledge for Business Leaders. (Harvard.edu) [4 pages] http://hbswk.hbs.edu/item/5721.html

Mintz, Alex (2004). How Do Leaders Make Decisions: A Poliheuristic Perspective, Journal of Conflict Resolution,

48(1): 3-11. (JSTOR) [9 pages]

Shakespeare, William. Hamlet’s Soliloquy “To Be, or Not To Be” in The Tragedy of Hamlet: Prince of Denmark, Act

III, Scene I. (Wikipedia) [1 page] http://en.wikipedia.org/wiki/To_be,_or_not_to_be

Case: Achille Lauro Hijacking (A) (863.0) [23 pages] http://www.case.hks.harvard.edu/casetitle.asp?caseNo=863.0 (free download)

Film: Thirteen Days (2000)

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ORGANIZATIONAL CULTURE

Community, “Fit”/Compatibility, Knowledge Management, Principal-Agent Problem, Problem Solving, Strategic

Intent, Strategic Learning


Argote, Linda; McEvily, Bill and Reagans, Ray (2003). Managing Knowledge in Organizations: an Integrative

Framework and Review of Emerging Themes, Management Science, 49(4):571-580. (JSTOR) [10 pages]

Bodaken, Bruce and Fritz, Robert (2006). The Managerial Moment of Truth, Reflections, 7(2):58-62. (BSP) [5 pages]

Brooks, Arthur C. (2002). Can Nonprofit Management Help Answer Public Management's ‘Big Questions’?, Public

Administration Review, 62(3): 259-264. (JSTOR) [6 pages]

Brown, John Seely (1999). Sustaining the Ecology of Knowledge, Leader to Leader, 12 (Spring):31-36. (Leader to

Leader Institute) [8 pages] http://www.johnseelybrown.com/Sustaining_the_Ecology_of_Knowledge.pdf

Collins, Jim (2007). Good to GREAT, Women in Business, 59(5):38-46. (BSP) [9 pages]

Economist (2007). Doing Well By Being Rather Nice, November 29, 2007. (Economist.com) – to be distributed in class [2 pages]

Kettl, Donald F. (2007). The Next Government of the United States: Challenges for Performance in the 21st

Century in Reflections on 21st Century Government Management, IBM Center for The Business of

Government, pages 9-28. (IBM) [20 pages] http://www.businessofgovernment.org/sites/default/files/KettlKelmanReport.pdf

Quick, James C. (1992). Crafting an Organizational Culture: Herb's Hand at Southwest Airlines, Organizational

Dynamics, 21(2):45-56. (BSP) [12 pages]

Case: Zero-Tolerance in Memphis (A) (1438.0) [19 pages] http://www.case.hks.harvard.edu/casetitle.asp?caseNo=1438.0 (free download)

Film: Business of Business is People: Herb Kelleher [5 minutes] https://www.youtube.com/watch?v=oxTFA1kh1m8

Apollo 13 (1995)

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RISK & ETHICS

Individual/Organizational Risk, Perceived Risk, Rational Actor/Choice, Risk Analysis, Risk Management,

Corruption, Deception, Governance, Spoiler, Values, Whistleblower


Bozeman, Barry and Kingsley, Gordon (1998). Risk Culture in Public and Private Organizations, Public

Administration Review, 58(2):109-117. (JSTOR) [9 pages]

Gneezy, Uri (2005). Deception: The Role of Consequences, The American Economic Review, 95(1):384-393.

(JSTOR) [10 pages]

Hardin, Garrett (1968). The Tragedy of the Commons, Science, 162(3859):1243-1248. (JSTOR) [6 pages]

Harvard Law Review (2003). The Good, the Bad, and Their Corporate Codes of Ethics: Enron, Sarbanes-Oxley, and the Problems with Legislating Good Behavior, Harvard Law Review, 116(7):2123-2141. (JSTOR) [19 pages]

Kallman, James Wm. and Maric, Romy Violette (2004). A Refined Risk Management Paradigm, Risk Management,

6(3):57-64. (JSTOR) [8 pages]

McKenna, Steve (2001). Organizational Complexity and Perceptions of Risk, Risk Management, 3(2):53-63.

(JSTOR) [11 pages]

Sorenson, Jesper B. (2007). Bureaucracy and Entrepreneurship: Workplace Effects on Entrepreneurial Entry,

Administrative Science Quarterly, 52:387–410. (BSP) [24 pages]

Thucydides (431 BC). Mytilenean Debate in The History of the Peloponnesian War, Book 3.37-50. Note: Please begin reading from paragraph 36, which starts “Upon the arrival of the prisoners with Salaethus…” to paragraph 50, which ends with “…Such were the events that took place at Lesbos.” (The Internet Classics

Archive, MIT) [7 pages] http://classics.mit.edu/Thucydides/pelopwar.3.third.html

Case: A Go-Getter in DOD (1747.0, TBP) [5 pages]

Film: Enron: The Smartest Guys in the Room (2005)

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HUMAN RESOURCES

Diversity, Labor Relations, Mentorship, Recruitment, Succession Planning, Strategic Role, Training


Ballenstedt, Brittany (2008). Freedom To Manage, Government Executive, January 1, 2008. [5 pages] http://www.govexec.com/features/0108-01/0108-01s1.htm

Cotten, Ann (2007). Seven Steps of Effective Workforce Planning, IBM Center for The Business of Government, pages 6-32, 48-51. (IBM) [31 pages] http://www.businessofgovernment.org/sites/default/files/CottenReport.pdf

Council for Excellence in Government and Gallup Organization (2007). Within Reach…But Out of Synch: The

Possibilities and Challenges of Shaping Tomorrow’s Government Workforce, May 22, 2007. (Council for

Excellence) [14 pages] http://www.hreonline.com/pdfs/06162007Extra_GovernmentStudy.pdf

Lawler III, Edward E. (2007). Why HR Practices are Not Evidence-Based, Academy of Management Journal,

50(5):1033-1036. (BSP) [4 pages]

Lawler III, Edward E. (2004). Develop People Right, Executive Excellence, 21(3):12. (BSP) [1 page]

Lawler III, Edward E. and Mohrman, Susan A. (2003). HR as a Strategic Partner: What Does It Take to Make It

Happen?, Human Resource Planning, 26(3):15-28. (BSP) [14 pages]

Tompkins, Jonathan (2002). Strategic Human Resources Management in Government: Unresolved Issues, Public

Personnel Management, 31(1): 95-108. (BSP) [14 pages]

Case: Extreme Hiring Makeover, Part A: Tackling the Federal Employment Crisis (1855.0) [20 pages] http://www.case.hks.harvard.edu/casetitle.asp?caseNo=1855.0 (free download)

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2 November 2015 – Session 10

COLLABORATION

Collective Problem Solving, Collaborative Advantage, Consilience, Cooperative Strategies,

Game Theory, Goldwater-Nichols Act, Networks, Public-Private Partnerships


Davis, Vincent (1991). Defense Reorganization and National Security, Annals of the American Academy of Political

and Social Science, 517:157-173. (JSTOR) [17 pages]

Hansen, Morten T. and Nohria, Nitin (2004). How to Build Collaborative Advantage, MIT Sloan Management

Review, 46(1):22-30. (BSP) [9 pages]

National Commission on Terrorist Attacks Upon the United States (2004). Chapter 13. How To Do It? A Different

Way of Organizing the Government in the 9/11 Commission Report, pages 399-428. (U.S. Government Printing

Office) [30 pages] http://www.gpo.gov/fdsys/pkg/GPO-911REPORT/pdf/GPO-911REPORT-19.pdf

Nielsen, Richard P. (1988). Cooperative Strategy, Strategic Management Journal, 9(5):475-490. (JSTOR) [16 pages]

O’Leary, Rosemary and Bingham, Lisa Blomgren (2007). A Manager’s Guide to Resolving Conflicts in Collaborative

Networks, IBM Center for the Business of Government, pages 6-35. (IBM) [30 pages] http://www.businessofgovernment.org/sites/default/files/ConflictsCollaborativeNetworks.pdf

“The Story of Stone Soup” ( Wikipedia) [1 page] http://en.wikipedia.org/wiki/Stone_soup

Case: Power Partnership: The Creation of a Hybrid Electric Delivery Truck Eaton, FedEx, and Environmental

Defense (1820.0) [17 pages]

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ORGANIZATIONAL CHANGE (I) - INNOVATION/INVENTION

Disruptive Innovation, Improvisation, Innovation vs. Invention, Institutionalizing Innovation


Anthony, Scott D.; Johnson, Mark W.; and, Sinfield, Joseph V. (2008). Institutionalizing Innovation, MIT Sloan

Management Review, 49(2):44-53. (BSP) [9 pages]

Borins, Sandford (2006). Challenge of Innovating in Government, IBM Center for The Business of Government, pages 4-35. (IBM) [32 pages] http://www.businessofgovernment.org/sites/default/files/BorinsInnovatingInGov.pdf

Christensen, Clayton (2007). Disruptive Innovation, Leadership Excellence, 24(9):7. (BSP) [1 page]

Economist (2007). Lessons from Apple: What Other Companies Can Learn from California's Master of Innovation,

The Economist Online. (Economist.com) [2 pages] http://www.economist.com/node/9302662

Goldsmith, Stephen (2007). The Feds versus Innovation, Washington Post.com’s Think Tank Town, Saturday,

August 18, 2007. (Washingtonpost.com) [2 pages] http://www.washingtonpost.com/wpdyn/content/article/2007/08/17/AR2007081701672_pf.html

Vera, Dusya and Crossan, Mary (2005). Improvisation and Innovative Performance in Teams, Organization Science,

16(3):203-209, 218-221. (JSTOR) [11 pages]

Case: Civil War Shoulder Arms (771.0, 772.0, TBP) [10 pages]

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ORGANIZATIONAL CHANGE (II) - IMPLEMENTATION

Absorptive Capacity, Closed-Loop Management System, Organizational Design, Restructuring


Berry, Frances S. (2007). Strategic Planning as a Tool for Managing Organizational Change, International Journal of

Public Administration, 30(3):331-344. (Infoworld Journals) [14 pages]

Fernandez, Sergio and Rainey, Hal G. (2006). Managing Successful Organizational Change in the Public Sector,

Public Administration Review, 66(2):168-173. (BSP) [9 pages]

Robertson, Peter J. and Seneviratne, Sonal J. (1995). Outcomes of Planned Organizational Change in the Public

Sector: A Meta-Analytic Comparison to the Private Sector, Public Administration Review, 55(6):547-556.

(JSTOR) [10 pages]

Vinzant, Douglas H. and Vinzant, Janet C. (1996). Strategy and Organizational Capacity: Finding a Fit, Public

Productivity & Management Review, 20(2):139-156 (JSTOR) [18 pages]

Case: The Nature Conservancy, Harvard Business School Case Program (Prod #: 303007) [25 pages] https://hbr.org/product/nature-conservancy/an/303007-PDF-ENG?Ntt= the nature conservancy

23 November 2015 – Fall Recess – No Class

15



SOCIAL CHANGE

Catalytic Innovation, Human Development, Politics of Alternative Strategies, Social Development, Social

Entrepreneurship


Barth, Fredrik (1967). On the Study of Social Change, American Anthropologist, 69(6):661-669. (JSTOR) [9 pages]

Dalai Lama (1989). Nobel Lecture, December 11, 1989. (DalaiLama.com) [6 pages] http://www.dalailama.com/messages/acceptance-speeches/nobel-peace-prize/nobel-lecture

Dees, J. Gregory (2001). The Meaning of Social Entrepreneurship. (Duke.edu) [5 pages] http://csi.gsb.stanford.edu/sites/csi.gsb.stanford.edu/files/TheMeaningofsocialEntrepreneurship.pdf

Ghandi, Muhatma (1951). Statement in the Great Trial of 1922 in Mahatma, Vol. II, pages 129-33. (MKGhandi.org)

[5 pages] http://www.mkgandhi.org/speeches/gto1922.htm

Hartigan, Pamela (2006). It’s About People, Not Profits, Business Strategy Review, 17(4):43-45. (BSP) [3 pages]

King, Martin Luther (1964). Address Delivered in Acceptance of Nobel Peace Prize, Oslo Norway. (Standford.edu)

[3 pages] https://kinginstitute.stanford.edu/king-papers/documents/acceptance-speech-nobel-peace-prizeceremony

Parks, Rosa (1995). Interview of Rosa Parks: Pioneer of Civil Rights, Academy of Achievement. Interviewed at

Williamsburg, Virginia, on June 2, 1995. (Achievement.org) [6 pages] http://www.achievement.org/autodoc/printmember/par0int-1

U.S. Government Printing Office (1997). The Constitution of the United States with Index and The Declaration of

Independence, 105th Congress, 1st Session, S. Doc. 105-11, pages 1-39. (GPO Access) [39 pages] Note: On

GPO Access web site, look under “Other U.S. Constitution Publications on GPO Access,” and select PDF version of the “the U.S. Constitution With the Declaration of Independence (S. Doc. 105-11)” http://www.gpo.gov/fdsys/pkg/CDOC-110hdoc50/pdf/CDOC-110hdoc50.pdf

Case: Muhammad Yunus and the Grameen Bank (1881.0) [29 pages] http://www.case.hks.harvard.edu/casetitle.asp?caseNo=1881.0 (free download)

Film: Gandhi

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Syllabus – iLearn – PA722_FA15

7 December 2015 – Session 14

STRATEGIC ASSESSMENT PRESENTATION (I)

14 December 2015 – Session 15

STRATEGIC ASSESSMENT PRESENTATION (II)

4 January 2016 – Grades Due

As of 19 Aug 2015

17


AS OF August 12, 2015

THIS INFORMATION IS SUBJECT TO CHANGE

College of Health and Social Sciences

Standard Wording for All Syllabi

Fall 2015

From: Interim Dean Alvin Alvarez

B. CHSS Policy

Syllabi are to incorporate the Academic Senate Policy regarding finals week, the deadlines or withdrawals, late adds,

CR/NC option and information related to course registration and Disability Programs and Resource Center. A sample listing of the required College policies are shown below.

Final Exam: According to Academic Senate policy F76-12 a time period is set aside at the end of each semester for a formal examination period. All classes are expected to meet during the final examination period whether an examination is given or not. The final examination schedule is published each semester in the Class Schedule. http://www.sfsu.edu/~acadres/final_exams/finalf15.htm

CHSS Withdrawal Policy: The last day to drop a class is September 4, 2015 until 11:59pm. Starting

September 5 – November 20, 2015 you must submit a withdrawal petition. Withdrawal from a class starting

September 5, 2015 will be considered for serious and compelling reasons only and must have accompanying documentation . The following reasons are not considered serious and compelling : Changing your major, poor performance, class not required for graduation/major, or more time needed for other classes. If you wish to withdraw from class due to unexpected changes in your work schedule, illness or family emergencies, documentation will be required , along with a copy of unofficial transcripts. Submit your petition within a reasonable timeframe (e.g., within 2 weeks of a change in work hours.) From November 21 – December 11, 2015 you may not withdraw from a class or the University, except in the case of a serious documented illness or verified accident. You are only allowed to withdrawal from a maximum of 18 units and take a class no more than 2 times at SF State.

Please refer to the following website for further information on withdrawal polices: http://chss.sfsu.edu/src

CR/NC Option: The last day to request CR/NC option is October 19, 2015 until 11:59pm. The Associate Dean will not approve requests for changes if you miss this deadline.

Late Add Policy: The period to add classes via permission numbers is August 21 – September 4, 2015. The period to add classes by Exception is September 5 – September 21, 2015. It is your responsibility to procure a late permission number from your instructor and add the class. Faculty cannot add you into a class. Starting

September 22, 2015, a Waiver of College Regulations form must be signed by your instructor, Chair and CHSS

Associate Dean to add. This will be approved only if there was an administrative error.

Check your registration through SF State Gateway: Sign up for CR/NC, drop and add classes by the appropriate deadline online through SF State Gateway. ALWAYS check your registration after making any changes and

BEFORE deadlines to be sure you are registered properly for your classes. Deadlines for all registration procedures, including withdrawals and requests for credit/no credit, are listed in the class schedule and will be strictly adhered to by the instructor, the Department Chair and the Associate Dean of College of Health & Social Sciences. It is

ALWAYS the student’s responsibility to ensure their schedule is correct, even if the instructor indicates they will drop you.

This can be viewed on the Registration Calendar at the following website: http://www.sfsu.edu/~admisrec/reg/regsched2157.html

Disability Programs and Resource Center: Students with disabilities who need reasonable accommodations are encouraged to work with the instructor and contact Disability Programs and Resource Center (DPRC). They are located in SSB 110, can be reached by telephone at 415-338-2472 (voice/TTY) or by e-mail at dprc@sfsu.edu

.

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Student disclosures of sexual violence: SF State fosters a campus free of sexual violence including sexual harassment, domestic violence, dating violence, stalking, and/or any form of sex or gender discrimination. If you disclose a personal experience as an SF State student, the course instructor is required to notify the Dean of

Students. To disclose any such violence confidentially, contact:

The SAFE Place - (415) 338-2208 http://www.sfsu.edu/~safe_plc/

Counseling and Psychological Services Center (415) 338-2208 http://psyservs.sfsu.edu/

For more information on your rights and available resources : http://titleix.sfsu.edu

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Crisis Management - the SF State Web Content Management System

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