Social EntrepreneurshipInstructor DetailsCourse DescriptionCourse Prerequisites: None; SOCI-MGMT 376 and SOCI-MGMT 476 usefulCourse Learning OutcomesTextbook and Resource MaterialsGrading PolicyLate Work Policy - Late work will be accepted only based on the criteria of the make-up policy of Texas A&M University.Course SchedulePage 1 of 8 Social Entrepreneurship Course Number: SOCI 450 / MGMT 478, Spring 2022 Time: Tuesday & Thursday 11:10 a.m. – 12:25 p.m. Location: WCBA 181 Credit Hours: 3 Instructor Details Professor: Patricia Thornton, Ph.D. Grand Challenge Initiative Faculty for Sociology and Entrepreneurship, Senior Research Fellow, Institute for Organizations and Society, HEC, Paris Office: Academic Building 328A Phone: 650.380.5011 E-Mail: [email protected] Office Hours: Tues & Thurs 2:30pm, or by email, Zoom, and appointment Course Description This is a course in social entrepreneurship with the goal to create a business plan for a financially viable business that is mission driven to solve a problem in society. It is suggested that you complete this plan with a team. You may also work individually. You may already be in the process of developing this business and use this class to further develop its progress. Social entrepreneurship applies business innovations to solve social, economic, and environmental problems, often in underserved markets. It addresses the question of how individuals can change the world through the application of business theory and practice to reduce poverty, hunger, inadequate housing, homelessness, unemployment, under-employment, illiteracy, disease, environmental degradation, disability, or other issues. Social entrepreneurs seek to develop alternative solutions to these problems in the context in which state and federal government and traditional corporate organizations have been unsuccessful in their tactics or do not have sufficient resources. In an era of skyrocketing government debt and greater competition for private donors, a key dilemma is how to align social mission and profit orientation to decrease government grant and private donor dependency and achieve financial self-sustainability. The course includes key concepts and issues in scaling social enterprise ventures including strategic management tools, organization structures, funding sources, and impact measurement. Presentational assignments are designed to prepare you to communicate your social entrepreneurship ideas and plan to audiences outside of the university. Course Prerequisites: None; SOCI-MGMT 376 and SOCI-MGMT 476 useful Special Course Designation: This is a capstone course in the CLA Course Learning Outcomes 1. Ability to identify the social entrepreneurs and career opportunities in social entrepreneurship. 2. Gain experience in social enterprise opportunity recognition and analysis.Page 2 of 8 3. Ability to develop a persuasive social enterprise idea and business plan. 4. Apply knowledge of theory and practice for interpreting market and industry forces. 5. Develop a theory of social change to gain support for your innovation. 6. Apply management principles and tools to execute on a social change model. 7. Identify realistic resources to develop your innovation. Textbook and Resource Materials 1. Kickul and Lyons (2020), Understanding Social Entrepreneurship: The Relentless Pursuit of Mission in an Ever Changing World. 3rd edition 2. Riley 2002, The One-Page Proposal: How to Get Your Business Pitch onto One Persuasive Page. ISBN (0-06-098860-6) (If you have taken MGMT-SOCI 476 and used this text—then not required) 3. Creation of a free on-line lean-start-up canvas template at http://LeanCanvas.com 4. Subscription to Live Plan web-based business planning library and software tools https://www.liveplan.com 5. The following readings to motivate ideation and opportunity recognition for your social entrepreneurship project are available on canvas. a) Kanter and Searchinger (2018) A Technology-forcing Approach to Reduce Nitrogen Pollution, Nature Sustainability b) Kwon and Sorenson (forthcoming) The Silicon Valley Syndrome, Annals of Regional Science c) Anonymous (2021) Batteries: The Embedded Costs of Going Green? d) Wework ideas, 10 Effective Brainstorming Techniques for Teams Extended Reading, Not Required 6. Maurya, Ash (2012) Running Lean: Iterate From Plan A to a Plan that Works, O’Reilly. 7. Cabage, Neal and Zhang (2013) The Smarter Startup: A Better Approach to Online Business for Entrepreneurs, ISBN 13:978-0-321-90501-7 Grading Policy • Grade Scale: A 90% or above; B 80% - 89%; C 70% - 79%; D 60% - 69%; F less than 60% • Eight Deliverables Are Required DUE ASSIGNMENT % GRADE All Class participation 10 3/1 Midterm Exam 10 4/28 Final Exam 10 2/17 Live Plan Module 1 Opportunity (Problem & Solution, Target Market, Competition) 10 2/24 Live Plan Module 2 Execution (Marketing & Sales, Operations, Milestones & Metrics) 10 3/8 Live Plan Module 3 Company (Overview & Team) 10 3/29 Live Plan Module 4 Financial Plan (Forecasting, Financial Statements) 10 4/7 Live Plan Module 5 Executive Summary (Opportunity & Expectations) 10 4/12 4/14 4/19 4/21 Social Enterprise Executive Summary, Pitch Slide Deck, and Presentation 20 Total 100 • To receive a superior grade please demonstrate analytical thinking. Analytical thinking is defined as interpreting and evaluating the facts based on empirical evidence, prior experience, theory,Page 3 of 8 or some other form of logical reasoning, not simply describing the facts. Show your ability for creative thinking, why your insights may not be obvious, and support for your assertions. Assignments will be graded on the following criteria 1) demonstrates analytical and creative thinking on key issues, 2) shows knowledge of and integration of relevant course material, 3) summary of main issues, and 4) overall quality and organization of the writing. • LATE OR MAKE-UP ASSIGNMENTS ARE NOT ACCEPTED UNLESS THERE IS A UNIVERSITY AUTHORIZED EXCUSE. • If you believe something was missed in grading your work, please write a brief summary of what you think needs further consideration. If you request a re-read, please be aware that your grade may go down, remain the same, or go up. Each grade is final one week after given. Graded Class Participation – Class participation is an individual grade. Your class participation score is based on the quality of your verbal in-class contribution and