Certificates in Professional Development in Social Entrepreneurship

1

Postgraduate Accredited

Certificates in Professional

Development in Social

Entrepreneurship

2 3

Social and Community EnterpriseCourse Code: CPSM001

This course is designed to provide a focus for on the importance

and position of social/community enterprise and its political and

legal context. The course takes an applied approach looking at the

application of social/community enterprise theories in a changing external

environment for social/community enterprise. The course will look at forms of

social enterprise, legal frameworks, the changing political environment including

the Big Society and public sector transition to social enterprise. The course will

assist students in gaining the knowledge required to ensure their organisations

understand the external environment for social/community enterprise.

Course Aims to provide students with:

1 The ability to demonstrate the knowledge and critical understanding of the definitions,

different forms and legal structures of social/community enterprise and the role of social

entrepreneurs.

2 The ability to critically assess both the position of social enterprise in the economy and the

impact of the external political and social environment on social/community enterprise.

3 The ability to apply social/enterprise models and concepts such as value systems, stakeholder

management models and measuring impact tools to social/community organisations.

4 The ability to enable students to critically evaluate their own social/community organisations and

identify key strategic areas for the future organisation.

5 The ability to highlight current trends in the sector and best practice.

Learning Outcomes: 1 Evaluate Social/Community enterprise and social entrepreneurship in a changing external environment.

2 Critically evaluate the impact of Social/community organisations Critically appraise the value systems of

Social enterprise.

3 Critically evaluate the impact of legal and political factors on the sector including the Big Society and public

sector transition.

4 Evaluate the role and responsibility of social enterprise Assess and map stakeholders for their contribution to

social enterprise.

Summary of Material: • Origins of social/community enterprise.

• Review of social and political context investigating the role of National, Regional and European Government

including the impact of the New Coalition government’s Big Society initiative.

• Transition of public services to social enterprises.

• Defining social and community enterprise, different organisational forms and legal frameworks.

• Six characteristics of social enterprise.

• The role of social entrepreneurs.

• Values in the social economy.

• Measuring impact of social economic organisations.

• Financing social enterprises and social capital.

Assessment:

Qualifying Component

No


No

Assessment Type2,500 word individual critical

analysis

Assessment Type500 word analysis of seminal journal

article about social enterprise context

Sample Question2,500 word individual critical analysis of the social political

and legal context of the students social/community

enterprise.

Sample Question500 word critical analysis of social enterprise and social

entreprenuership context of seminal article

Weighting (%)75

Weighting (%)25

Duration - word length equiv.0


Learning Outcomes Assessed4-7


Ethics for Social/Community EnterpriseCourse Code: CPSM002


and position of business ethics in the management of social/

community enterprises. The course takes an applied approach looking

at the application of ethical theories and concepts to social/community

enterprise. The course will look at the challenges of managing business

ethics in social/community enterprise when aiming to balance both social and

commercial objectives. The course will also analyse the ethical motivations of social

entrepreneurs within the social/community enterprise sector. The course will assist

students in gaining the knowledge required to ensure their organisations understand

the importance of having a clear approach to managing business ethics.

1 The ability to understand the philosophical underpinnings of ethical decision making in

organisations.

2 The ability to assess the impact of ethics on Social/community Enterprise organisations.

3 An understanding how to appraise an Ethical Policy for a Social Enterprise.

4 The ability to understand the role of business ethics in establishing a competitive position for

social/community enterprise.

1 Evaluate the philosophical underpinnings of ethical reasoning.

2 Critically appraise the different ethical perspectives of a number of theorists.

3 Critically analyse the cultural, social, political, and personal dimensions of ethics within a Social/

community enterprise environment.

4 Critically analyse a Social/community Enterprise, and show an academic underpinning to an ethical

profile.

5 Evaluate the importance of the ethical dimensions in the management of Social Enterprise and its role in

sustainable development.

6 Produce an ethical policy for a Social/Community Enterprise.

7 Demonstrate research skills and the ability to analyse the requirements for an ethical policy and present

this.

Learning Outcomes:

Summary of Material: • Ethical theories and the different philosophical positions for social/community enterprise.

• Sustainable Development in Social/Community Enterprise.

• Corporate Social Responsibility and Business Ethics.

• Managing Business ethics for competitive advantage.

• Different approaches to Managing Business ethics in organisations.

1 Developing ethical policies and codes of conduct.

• Ethical Governance.

Assessment:


No


No

Assessment Type500 word assessment

Assessment Type2,500 word individual ethical

analysis

Sample QuestionFirst 500 word assessment to analyse and summarise the

key arguments in a seminal research paper on business

ethics.

Sample Question2,500 word individual ethical analysis and formulation of

ethical policy for a social/community enterprise of your

choice.

Weighting (%)25

Weighting (%)75






4 5

Marketing for Social/Community EnterpriseCourse Code: CPSM003


and position of strategic management within social/community

enterprises. The course takes an applied approach looking at the

application of strategic management theories and concepts to social/

community enterprise. The course will look at the challenges of strategic

management in social/community enterprise when aiming to balance both

social and commercial objectives. The course will also analyse the concept of

social entrepreneurship within the social/community enterprise sector. The course

will assist students in gaining the knowledge required to ensure their organisations

understand the importance of having a clear mission and a balanced strategy to achieve

the strategic goals of the enterprise.

1 An understanding of the marketing concept.

2 The ability to develop a marketing concept which is applicable to social/community

enterprises.

3 An understanding of the concept of market orientation and social branding.

4 The ability to demonstrate the importance of environmental analysis and marketing planning for

social /community enterprises.

5 The ability to demonstrate the importance of segmentation, targeting and positioning for social

enterprises.

6 An introduction to the concept of the marketing mix and develop a mix that is suitable and relevant

to social/community enterprises.

The ability to investigate strategy development models and to evaluate their applicability to

the social enterprise/community organisation.

1 An understanding of the special hybridity of social/community enterprise and the concept of

social entrepreneurship.

2 The ability to grasp the strategic role of functional departments and other types of business

units in the building and maintenance of competitive advantage.

3 The ability to master a range of analytical tools with which to conduct the analysis required to

build value creating strategies based on internal capabilities and market opportunities for social/

community enterprise.

Learning Outcomes:

Learning Outcomes:

1 Critically appraise the importance of marketing to the social/community enterprise.

2 Critically evaluate the specific challenges inherent in marketing within social/community enterprises.

3 Critically assess the importance of a marketing orientation, branding and ethical, social and relationship

marketing

4 Undertake internal and external environmental analyses.

5 Develop a strategic marketing plan.

6 Segment and target markets and develop positioning strategies within target markets.

7 Synthesize and present the unique competitive advantage of a social enterprise of your own choice.

1 Critically evaluate the usefulness of a range of strategic decision making models in different contexts

with special reference to social/community enterprise organisations.

2 Undertake a critical analysis of the different strategic issues at the corporate, business unit and

operational level with special reference to social entrepreneurs and their stakeholders.

3 Explain the nature and sources of competitive advantage with special reference to social/community

enterprise.

4 Define and critically evaluate the intra- and inter-organisational relationships that must be managed for

effective strategy development and implementation.

5 Apply a range of analytical models and techniques to determine an organisations strategic options.

6 Develop clear plans for the implementation of an organisations strategy that show a thorough grasp of the

cultural, structural and behavioural issues involved in implementing change in organisations.

7 To be able to use stakeholder mapping techniques and apply strategic models to analyse case studies in

classroom situation.Summary of Material: Summary

of Material:• The Changing Definition of Marketing.

• The Dominant Social Paradigm of Marketing.

• The marketing context for social/community enterprise.

• Marketing orientation in a social/community enterprise context.

• Social Marketing for social/community enterprise.

• Relationship marketing and social/community enterprise.

• Branding for social/community enterprise.

• Ethical consumption and ethical marketing.

• Marketing planning in a social/community enterprise context

• Definitions of strategic management.

• The Strategy development process.

• Developing a social mission and vision.

• The Role of Social Entrepreneurship.

• Determining the current strategic position of the

organisation.

• Developing strategies and plans.

• Implementation of Strategy and change

management.

• Measuring performance in social/community

enterprise context.

• Roles of market position and resource capabilities in

delivering competitive advantage.

• Value creation and sustainable business models v

service demands.

• Competitor and market analysis.

Assessment:

Qualifying

Component

No


No


No


No

Assessment Type500 word analysis

Assessment Type500 word analysis

Assessment Type2,500 word indvidual marketing

analysis

Assessment Type2,500 word indvidual marketing

analysis

Sample Question500 word analysis of seminal article in this subject area

Sample Question500 word analysis of seminal paper in strategic management

of social enterprise

Sample Question2,500 word individual marketing analysis and plan for a

social enterprise of your choice.

Sample Question2,500 word individual strategic analysis for a social

enterprise of your choice.

Weighting (%)25

Weighting (%)25

Weighting (%)75

Weighting (%)75









Strategic Management for Social/Community EnterpriseCourse Code: CPSM004


and position of strategic management within social/community

enterprises. The course takes an applied approach looking at the

application of strategic management theories and concepts to social/

community enterprise. The course will look at the challenges of strategic

management in social/community enterprise when aiming to balance both

social and commercial objectives. The course will also analyse the concept of

social entrepreneurship within the social/community enterprise sector. The course

will assist students in gaining the knowledge required to ensure their organisations

understand the importance of having a clear mission and a balanced strategy to achieve

the strategic goals of the enterprise.

Assessment:



6 7

Bibliography

Social and Community Enterprise -

Marketing for Social/Community Enterprise -

The key text will be:Doherty, B., Foster, G., Mason, C., Meehan, J., Meehan, K., Rotheroe, N. and Royce, M.

(2009), Management for Social Enterprise, SAGE Publishers

Other supplementary texts include:Amin, A, Cameron, A and Hudson (2002) Placing the Social Economy, Routledge, London and

New York.

Defourney, J. and Borgaza, C., (2001), The Emergence of Social Enterprise, University of Trento,

Italy, University of Liege, Belgium.

Department of Trade and Industry (2002), ‘‘Social Enterprise – A Strategy for Success’, London.

Nicholls, A. (2006b), Social Entrepreneurship: New models of Sustainable Social Change, Oxford

University Press, Oxford.

Westall, A. (2001), Value led Market Driven, Social Enterprise Solutions to Public Policy Goals, The

Institute of Public Policy Research, London.

Journal Readings:You will gain from reading a good selection of material, from newspapers to specialist refereed journals.

You should keep abreast of topical issues, and be prepared to use examples to illustrate general

arguments.

Good sources both in the library and on electronic sources are Emerald, Dialogue Newsline, Business

Source premier (EBSCO), Ingenta, Wiley Interscience. Some sample articles include:

Key Journal is:Social Enterprise Journal (Emerald publishers)

Doherty, B. and Thompson, J.L (2006), The diverse world of social enterprise: a collection of eight social

enterprise stories. International Journal of Social Economics, Volume 33 Number 5/6.

WebsitesThere are also some very useful websites.

http://www.cabinetoffice.gov.uk/newsroom/news_releases/2010/100719-bigsociety.aspx

www.cicregulator.gov.uk

The key text will be:Doherty, B., Foster, G., Mason, C., Meehan, J., Meehan, K., Rotheroe, N. and Royce, M. (2009), Management for Social

Enterprise, SAGE Publishers (particularly Chapters 7-8)

Other supplementary texts include:Crane. A. and Matten, D. (2007), Business Ethics, Oxford University, Oxford.

Journal ReadingsYou will gain from reading a good selection of material, from newspapers to specialist refereed journals. You should

keep abreast of topical issues, and be prepared to use examples to illustrate general arguments.

Good sources both in the library and on electronic sources are Emerald, Dialogue Newsline, Business Source premier

(EBSCO), Ingenta, Wiley Interscience. Some sample articles include:


Journal of Business Ethics

Business Ethics- European Review

The key text will be:Doherty, B., Foster, G., Mason, C., Meehan, J., Meehan, K., Rotheroe, N.

and Royce, M. (2009), Management for Social Enterprise, SAGE Publishers

(particularly Chapter 6)

Other supplementary texts include:Sargeant, A., (2005) Marketing Management for Non-profit Organizations, Second

Edition, Oxford University Press

Westall, A. (2001), Value led Market Driven, Social Enterprise Solutions to Public Policy

Goals, The Institute of Public Policy Research, London.

Journal ReadingsYou will gain from reading a good selection of material, from newspapers to specialist refereed

journals. You should keep abreast of topical issues, and be prepared to use examples to illustrate

general arguments.

Good sources both in the library and on electronic sources are Emerald, Dialogue Newsline,

Business Source premier (EBSCO), Ingenta, Wiley Interscience. Some sample articles include:


Journal of Strategic Marketing

European Journal of Marketing

http://info.emeraldinsight.com/products/journals/journals.htm?PHPSESSID=mb82kpmdfsdbfj52sakfnbk

hc6&id=sej




The key text will be:Doherty, B., Foster, G., Mason, C., Meehan, J., Meehan, K., Rotheroe, N. and Royce, M. (2009), Management for

Social Enterprise, SAGE Publishers (particularly Chapter 3)

Other supplementary texts include:Westall, A. (2001), Value led Market Driven, Social Enterprise Solutions to Public Policy Goals, The Institute of

Public Policy Research, London.

Hussey, D. (2003), How to Manage a Voluntary Organization: The Complete Guide for the Not-for-profit Sector,

Kogan Page.

Journal ReadingsYou will gain from reading a good selection of material, from newspapers to specialist refereed journals. You should

keep abreast of topical issues, and be prepared to use examples to illustrate general arguments.

Good sources both in the library and on electronic sources are Emerald, Dialogue Newsline, Business Source premier

(EBSCO), Ingenta, Wiley Interscience. Some sample articles include:


http://info.emeraldinsight.com/products/journals/journals.htm?PHPSESSID=mb82kpmdfsdbfj52sakfnbkhc6&id=s

ej

Doherty, B. and Thompson, J.L (2006), The diverse world of social enterprise: a collection of eight social enterprise

stories. International Journal of Social Economics, Volume 33 Number 5/6




Ethics for Social/Community Enterprise -

Strategic -Management for Social/Community Enterprise

8

Specifications: Course LeaderBob Doherty

Pathway typeShort Course

Pathway nameCert in Professional Development (SCI & SOC SCI)

Compulsory / OptionalCompulsory

Sponsoring Pathway / ProgrammeCert in Professional Development (SCI & SOC SCI)

LevelM

Credit10

FacultyFaculty of Science and Social Sciences

DepartmentFaculty of Science and Social Sciences

Availability:

The programme will be delivered by a series of three-hour lectures/seminars, which will include the

introduction, and discussion of theoretical concepts followed by the application of the concepts to selected

case study examples. This will enable a more in depth discussion of the issues. Key readings will also be

provided along with interactive discussions and exercises via the e-learning environment moodle. Students will

also be expected to watch DVDs and videos which will be placed on moodle for students to watch between the

lectures.

Lectures

The course will consist of a combination of lecturers/seminars over 6* three-hour periods.

Readings

Prior to the commencement of the programme the students will be provided with a number of key readings to be

covered prior to day one. Between the lectures the students will be given further reading and analysis to carry out.

Further self-study materials will be placed on moodle including short films, DVD’s which students will need to utilise

between lectures.

The mode of delivery will be on Saturdays from 10-5pm or during vacation periods during weekdays.

Learning and Teaching Methods:

For more info and for course bookings contact:

Price: 500.00 GBP per module

Jane DaviesFaculty Director of Continuing

Professional Development

T: +44(0) 151 291 3843

M: +44(0) 771 863 2297

E: [email protected]

Elizabeth UnderhillContinuing Professional

Development Officer,

Sciences and Social Sciences

E: [email protected]

Liverpool Hope University

Hope Park

Liverpool, L16 9JD

For each Course

Certificates in Professional Development in Social Entrepreneurship

Documents

Transcript of Certificates in Professional Development in Social Entrepreneurship