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The following courses are offered by Other UCB Graduate Schools: Leadership and Strategy PP 260 / Fall This course examines the political, organizational, and social factors involved in delivering better services, implementing new policies, and empowering groups to more effectively achieve their own ends. Materials will include case studies, theoretical, empirical, and interpretive works from several disciplines. This course offers students a refreshingly practical look on a classic topic. Reich teases apart the complexity of leadership and strategic decision-making in a highly interactive and engaging course through dissecting theories of leadership and applying them to real-world case studies. The course is set up in a way such that students can engage differently based on personal interest. Highlights for me were being regaled with fascinating anecdotes from Reich's expansive government and policy work and a heavy focus on leadership in action throughout the semester-long group project. Ethics, Policy and the Power of Ideas PP 280 / Fall This seminar brings together two related frames for policy thinking: the ethics of policy, that is, what does it mean to do the right thing? and the intervention of policy, that is, how do new policy paradigms emerge? Ethics: Those who seek to govern well inescapably confront questions of value in their political, professional, and personal choices. The discussion of ethical dilemmas, which will take up the first half of the semester, is designed to provoke analytic reflection on the moral challenges and responsibilities of public policymaking in a democracy. The focus is on the many and often competing obligations, commitments and values that should guide public actors, as well as on the public principles that guide the design of good public policy. Big Ideas: Politics and conventional analytics dominate policy in the short run. But over the longer term, conceptualizations as varied as exit/voice/loyalty, satisficing, the tipping point, memes, winner-take-all, strong democracy, broken windows, and the prisoner’s dilemma profoundly influence the policy conversation. Group, Organizational and Community Dynamics SW 210I Course examines theories of group, organization, and community dynamics. Topics include group leadership and decision-making, organizational goals, structure, and change, and community power and demographics. This course is theoretical not practice based, with the idea of getting more practice classes in later semesters. The structure is a combination of lecture, group presentations, and class discussions. The assignments include attending and analyzing a community event and analyzing the structure of an organization. Through lots of practice, each student becomes more comfortable with creating concept maps as tools for analyzing and explaining groups, communities, and organizations. It is a helpful grounding course for students interested in management and organizational structure. Strategic Management of Nonprofit Organizations EW/MBA 292A-1 This is a new course to introduce students to strategic management issues in the nonprofit sector. The course will cover key issues in founding, leading, managing, and governing nonprofit organizations and new nonprofit ventures, including organizational mission, strategic analysis and planning, board governance, multiple constituencies, partnerships and collaborations, human resources, financial management, fundraising and resource development, and performance measurement and impact. Nonprofit Boards: Governance and Leadership in Nonprofit Organizations EW/MBA 292B-1 This course examines the roles and responsibilities of members of nonprofit boards of directors. Generally, they establish strategic direction, raise money, and exercise financial oversight. Students will identify and develop the leadership and management skills necessary to be an effective board member. Using board assessment instruments and self-assessment activities, the class will seek to determine "fit" between different types of boards and class participants. Financial Management of Nonprofit Organizations EW/MBA292F In order to be an effective leader in the nonprofit field, one must have a solid grounding in financial management. This course is designed to develop the core financial management skills needed by board members and seniors managers in large and small organizations. Students will learn the tools and techniques for effective planning and budgeting as well as how to control, evaluate and revise plans. The course will address current regulations and issues that impact nonprofit financial management. The use and development of internal and external financial reports will be studied with an emphasis on using financial information in decision-making. Tools and techniques of financial statement analysis, interpretation and presentation will be discussed and practiced. Social Entrepreneurship MBA 292N-2 / Spring This course explores how to utilize social entrepreneurship to generate social impact efficiently, effectively, and sustainably through two primary means: 1) organizational level growth and innovation and 2) catalyzing networks, requiring the mobilization of a vast array of actors and resources across organization and sector boundaries, and having the potential to generate rapid and sustained social impact. Case topics include social entrepreneurship in climate change/energy, microfinance, health, and international development. |
