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331 - 340 of 389 results for: EDUC

EDUC 377: Comparing Institutional Forms: Public, Private, and Nonprofit (GSBGEN 346, PUBLPOL 317, SOC 377)

For students interested in the nonprofit sector, those in the joint Business and Education program, and for Public Policy MA students. The focus is on the missions, functions, and capabilities of nonprofit, public, and private organizations, and the managerial challenges inherent in the different sectors. Focus is on sectors with significant competition among institutional forms, including health care, social services, the arts, and education. Sources include scholarly articles, cases, and historical materials.
Last offered: Spring 2012

EDUC 377B: Strategic Management of Nonprofit Organizations and Social Ventures

(Same as STRAMGT 368). This course seeks to provide a survey of the strategic, governance, and management issues facing a wide range of nonprofit organizations and their executive and board leaders, in the era of venture philanthropy and social entrepreneurship. The students will also be introduced to core managerial issues uniquely defined by this sector such as development/fundraising, investment management, performance management and nonprofit finance. The course also provides an overview of the sector, including its history and economics. Cases involve a range of nonprofits, from smaller, social entrepreneurial to larger, more traditional organizations, including education, social service, environment, health care, religion, NGO's and performing arts. In exploring these issues, this course reinforces the frameworks and concepts of strategic management introduced in the core first year courses. In addition to case discussions, the course employs role plays, study group exercises and many outsider speakers.
Terms: Win | Units: 4
Instructors: Meehan, B. (PI)

EDUC 377C: Philanthropy: Strategy, Innovation and Social Change

Appropriate for any student driven to effect positive social change from either the for-profit or nonprofit sector, Philanthropy will challenge students to expand their own strategic thinking about philanthropic aspiration and action. In recent decades, philanthropy has become an industry in itself - amounting to over $358 billion in the year 2014. Additionally, the last decade has seen unprecedented innovation in both philanthropy and social value creation. This course explores the key operational and strategic distinctions between traditional philanthropic entities, such as community foundations, private foundations and corporate foundations; and innovative models, including funding intermediaries, open-source platforms, technology-driven philanthropies, impact investing and venture philanthropy. Course work will include readings and case discussions that encourage students to analyze both domestic and global philanthropic strategies as they relate to foundation mission, grantmaking, evaluation, financial management, infrastructure, knowledge management, policy change and board governance. Guest speakers will consist of high profile philanthropists, foundation presidents, social entrepreneurs and Silicon Valley business leaders creating new philanthropic models. The course will also provide students with real-world grantmaking experience in completing nonprofit organizational assessments and making grants to organizations totaling $20,000.
Terms: Aut | Units: 3

EDUC 377E: Improving and Measuring Social Impact

(Also GSBGEN 322). This course focuses on strategy and actionable measurement in government, non-profit organizations, market-based social enterprises, philanthropy, and impact investing. ¿Actionable¿ means that measurement is used by managers, investors, and other stakeholders in improving outcomes. The course explores the intersection of several ideas that seem to be in some tension with each other. (1) ¿In preparing for battle I have always found that plans are useless, but planning is indispensable.¿ (Dwight D. Eisenhower), (2) You can¿t manage what you can¿t measure, (3) Measurement is expensive and its results are often ignored, (4) ¿Not everything that counts can be counted and not everything that can be counted counts¿ (apocryphally attributed to Einstein), (5) ¿The more any quantitative social indicator is used for decision making, the more subject it will be to corruption pressures and the more apt it will be to distort and corrupt the social processes it is intended to monitor.¿ (Campbell¿s Law). Specifically, the course will include: strategic planning, logic models, theories of change, monitoring, and evaluation; measuring the social impact of governments, non-governmental organizations, and market-based social enterprises, and asking how philanthropists and impact investors can assess their own impact; impact investing, performance contracting, and social impact bonds; and techniques for improving the behavior and accountability of individuals and organizations. These issues will be addressed mainly through business school case studies, which place the students in the position of CEOs, managers, and investors called upon to make major decisions. WARNING: The course has a fair amount of reading - not more than is common in undergraduate and graduate courses, but more than is typical for MBA courses in the GSB.
Last offered: Autumn 2015

EDUC 377F: Disruptions in Education

(Same as GSBGEN 345). This course will explore the contemporary higher education industry, focusing especially on the places where disruptions of all kinds present significant opportunities and challenges for investors, entrepreneurs, and the businesses that serve this huge global market, as well as for faculty, students, and higher education administrators. Using a variety of readings and case studies to better understand recent disruptions and the unbundling occurring across the post-secondary landscape, from outside and inside the academy, both for-profit and non-profit, the course will examine technology in teaching and learning; the future of the degree and alternatives to the traditional credential; accreditation; competency based education; debt and education financing models; investing in the education space; and tertiary products and platforms that serve the student services market. Guests will include higher education leaders and practitioners, as well as investors and entrepreneurs.
Terms: Win | Units: 3
Instructors: Urstein, R. (PI)

EDUC 377G: Problem Solving for Social Change

(Also GSBGEN 367). GSB graduates will play important roles in solving many of today's and tomorrow's major societal problems - such as improving educational and health outcomes, conserving energy, and reducing global poverty - which call for actions by nonprofit, business, and hybrid organizations as well as governments. This course teaches skills and bodies of knowledge relevant to these roles through problems and case studies drawn from nonprofit organizations, for-profit social enterprises, and governments, as well as novel financing mechanisms like impact investments and social impact bonds. Topics include designing, implementing, scaling, and evaluating social strategies; systems thinking; decision making under risk; psychological biases that adversely affect people's decisions; methods for influencing individuals' and organization's behavior, ranging from incentives and penalties to "nudges;" and human-centered design. Students who have encountered some of these topics in other courses are likely to gain new perspectives and encounter new challenges in applying them to solving social problems.
Terms: Aut | Units: 3
Instructors: Brest, P. (PI)

EDUC 377H: Diverse Leadership as an Imperative for Impact - Lessons from Education

(Same as GSBGEN 377). Our society implicitly prizes a particular approach to leadership - but today's cross-sectoral, impact-oriented leader cannot afford to be restricted to a single approach. If we aspire to address challenges across social, economic, and political arenas, with highly charged moral implications and multiple stakeholders, we have an imperative to use all available tools by discovering, celebrating, and advancing diversity in leadership.Education provides the perfect canvas on which to explore this imperative. In this course, we will: (1) study a range of effective leadership approaches in the context of education; (2) develop broad, transportable skills and frameworks required to lead in any complex setting - business, public sector, nonprofit sector; (3) delve into leadership tradeoffs and tensions; (4) explore and understand our own values and tacit and explicit decision-making criteria; and (5) recognize barriers to diversity and tactics to address them. Guiding questions will include: How does the context shape the solution set? What does inspired and inspiring leadership look like? How do race/gender/other identities enter into the equation? How do I develop my own brand of leadership? We will examine contemporary leaders and controversies from education, draw upon timeless historical thinkers, enjoy the wisdom of guest speakers, and work intensively in small groups to highlight challenges, opportunities, and tradeoffs. By exploring a range of approaches and situations, we will strive for deeper understanding of ourselves and of the context to become a more capable, empathetic and effective leaders.
Terms: Spr | Units: 3
Instructors: Colby, S. (PI)

EDUC 380: Supervised Internship

Terms: Aut, Win, Spr, Sum | Units: 1-15 | Repeatable for credit
Instructors: Alim, H. (PI) ; Alvarado, A. (PI) ; Antonio, A. (PI) ; Ardoin, N. (PI) ; Atkin, J. (PI) ; Aukerman, M. (PI) ; Ball, A. (PI) ; Barron, B. (PI) ; Bernert, R. (PI) ; Bettinger, E. (PI) ; Blikstein, P. (PI) ; Booker, A. (PI) ; Borko, H. (PI) ; Brazer, S. (PI) ; Brest, P. (PI) ; Bridges, E. (PI) ; Brown, B. (PI) ; Brown, N. (PI) ; Bryk, T. (PI) ; Calfee, R. (PI) ; Callan, E. (PI) ; Carnoy, M. (PI) ; Carter, P. (PI) ; Cohen, G. (PI) ; Cuban, L. (PI) ; Damon, W. (PI) ; Darling-Hammond, L. (PI) ; Dee, T. (PI) ; Ehrlich, T. (PI) ; Eisner, E. (PI) ; Fogg, B. (PI) ; Forssell, K. (PI) ; Gage, N. (PI) ; Goldenberg, C. (PI) ; Goldman, S. (PI) ; Gordon, L. (PI) ; Greeno, J. (PI) ; Grossman, P. (PI) ; Gumport, P. (PI) ; Haertel, E. (PI) ; Hakuta, K. (PI) ; Hanushek, E. (PI) ; Heath, S. (PI) ; Hoagland, G. (PI) ; Juel, C. (PI) ; Kamil, M. (PI) ; Kelman, A. (PI) ; Kennedy, D. (PI) ; Kim, P. (PI) ; Kirst, M. (PI) ; Koski, W. (PI) ; Krumboltz, J. (PI) ; LaFromboise, T. (PI) ; Labaree, D. (PI) ; Levin, H. (PI) ; Lit, I. (PI) ; Loeb, S. (PI) ; Lotan, R. (PI) ; Lythcott, J. (PI) ; March, J. (PI) ; Martinez, A. (PI) ; Massy, W. (PI) ; McDermott, R. (PI) ; McFarland, D. (PI) ; McLaughlin, M. (PI) ; Mendoza-Newman, M. (PI) ; Meyerson, D. (PI) ; Murata, A. (PI) ; Nasir, N. (PI) ; Noddings, N. (PI) ; O'Hara, S. (PI) ; Obradovic, J. (PI) ; Olkin, I. (PI) ; Osborne, J. (PI) ; Padilla, A. (PI) ; Pea, R. (PI) ; Phillips, D. (PI) ; Pope, D. (PI) ; Porteus, A. (PI) ; Post, L. (PI) ; Powell, W. (PI) ; Ramirez, F. (PI) ; Reich, R. (PI) ; Rickford, J. (PI) ; Rogosa, D. (PI) ; Rohlen, T. (PI) ; Salinas, N. (PI) ; Schwartz, D. (PI) ; Shavelson, R. (PI) ; Shulman, L. (PI) ; Simms, W. (PI) ; Spindler, G. (PI) ; Staklis, S. (PI) ; Stevens, M. (PI) ; Stipek, D. (PI) ; Stout, F. (PI) ; Strober, M. (PI) ; Suarez, D. (PI) ; Thoresen, C. (PI) ; Tyack, D. (PI) ; Valdes, G. (PI) ; Walker, D. (PI) ; Weiler, H. (PI) ; Willinsky, J. (PI) ; Wineburg, S. (PI) ; Wotipka, C. (PI) ; reardon, s. (PI)

EDUC 381: Multicultural Issues in Higher Education (CSRE 181, EDUC 181)

The primary social, educational, and political issues that have surfaced in American higher education due to the rapid demographic changes occurring since the early 80s. Research efforts and the policy debates include multicultural communities, the campus racial climate, and student development; affirmative action in college admissions; multiculturalism and the curriculum; and multiculturalism and scholarship.
Terms: Spr | Units: 4

EDUC 382: Student Development and the Study of College Impact

The philosophies, theories, and methods that undergird most research in higher education. How college affects students. Student development theories, models of college impact, and issues surrounding data collection, national databases, and secondary data analysis.
Last offered: Autumn 2014
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