MBAS600 - Foundations of Sustainable Business

• 3 credits
• Usually taught in Fall, Winter, Spring

As an introductory business management course, this looks at both the business case for sustainability and the sustainability case for business. Overview of key concepts, historical perspectives, and state-of-the-art tools and practices within CSR, environmental management, social enterprise, and the broader debates about the relationship between private firms, modern industry, and ecological and social sustainability.

MBAS601 - People and Teams

• 3 credits
• Usually taught in Winter

Theory and practice of how individuals and groups act and interact in an
organizational context with a focus on distributed and virtual teams in
networked organizations. Attempts to answer the questions: 1. What
makes teams and organizations effective and sustainable? 2. What are
the challenges to effective and sustainable teams and organizations? 3.
How can you understand your personal predilections as a team member and
organizational 'player'?

MBAS602 - Communication, Persuasion and Negotiation

• 3 credits
• Usually taught in Spring

Practical spoken, non-verbal and written communication concepts and skills, with an emphasis on clear and correct writing; presentation skills; how to persuade and negotiate effectively and respectfully; a critical exploration of communication's role in social relations and justice, with an emphasis on corporate stakeholder communication in the sustainability context.

MBAS604.1 - Exploring Sustainability I

• 1 credit
• Usually taught in Winter

The intention of this first of five Exploring Sustainability courses is to instill a capability to think about sustainability critically. This course will probe the sources and culturally bound reasons for current unsustainability. It will also create an alternate view of sustainability, and explore ways to transform current values, beliefs, and practices to guide us toward, rather than away from, sustainability. The term radical is used to indicate that we will look beyond the usual suspects causing unsustainability, to discover its roots buried deep in our culture.

By the end of this course, each student should be able to question the conventional ground of an MBA and construct business strategies and operations that are aligned closer to sustainability. This five-trimester course sequence begins in January each year, and must be taken in order.

MBAS604.2 - Exploring Sustainability II

• 1 credit
• Usually taught in Spring
• Prerequisites: MBAS604.1 Exploring Sustainability I

This course focuses on sustainable consumption, including the nature of consumption and the economic and institutional structures that shape the way we consume. Students will be exposed to several theories from economics, psychology, and sociology about how and why we consume. Lessons and understanding will also be drawn from personal experiences.

The primary objective is to leave students with a critical understanding of consumption that they can apply in designing business offerings and strategies, and in mobilizing collective action to change those structures that are barriers to sustainability. Since consumption (demand) is half the equation of microeconomics, the learning here should impact strategy, marketing and virtually all the subjects in the MBA program. This course is the second in a sequence of five courses. This five-trimester course sequence begins in January each year, and must be taken in order.

MBAS604.3 - Exploring Sustainability III

• 1 credit
• Usually taught in Fall
• Prerequisites: MBAS604.2 Exploring Sustainability II

This course will explore the new economics that are emerging to reflect the failure of present economic models and theories to represent the world fully, and to produce the normative goals of the political economies based on them. The focus will be on the macro-scale. The lessons begin with an examination of the shortcomings of standard economics to reflect the real world and real human beings, followed by a focus on the problems created by the growth-based economies now found in almost all countries. This course is the third in a sequence of five courses. This five-trimester course sequence begins in January each year, and must be taken in order.

MBAS604.4 - Exploring Sustainability IV

• 1 credit
• Usually taught in Winter
• Prerequisites: MBAS604.3 Exploring Sustainability III

In the mainstream conversation about sustainability, little or no attention is paid to the spiritual. Yet the importance of the spiritual to human well-being and fulfillment has been chronicled since antiquity. If the objective of a sustainable Earth is to be defined as some sort of flourishing, it seems unlikely that it can be attained without explicit attention to spirituality. In this course, we will pay attention by reading and discussing the writings of a group of poets, essayists, and journalists whose works probe the spiritual nexus between humans and the Earth. The readings and exercises are designed to heighten your sense of connectedness to your inner self, others, and the natural and transcendent world.
This spiritual context is missing from virtually all business and other academic programs dealing with sustainability. The intent of this course is to build capacity to care for that which may not be clearly describable, but which is mysteriously, but undeniably, connected to sustainability. This course is the fourth in a sequence of five courses. This five-trimester course sequence begins in January each year, and must be taken in order.

MBAS604.5 - Exploring Sustainability V

• 1 credit
• Usually taught in Spring
• Prerequisites: MBAS604.4 Exploring Sustainability IV

This fifth and final course in the Exploring Sustainability sequence will be centered on societal or cultural change. The thesis on which this course rests is that culture change is essential to pull society towards sustainability. We will build on the sociology of Anthony Giddens, who posits a model for both societal stability and change grounded on the existence of structure that underpins social action. The students will learn a model for inducing change and a palette of new structural elements that are aligned with sustainability. This model will be used as a practical framework for moving from ideas (new ideas relevant to sustainability) to action and implementation. This five-trimester course sequence begins in January each year, and must be taken in order.

MBAS605.1 - Personal Leadership Development I

• 0.5 credits
• Usually taught in Winter

Personal Leadership Development is a sequence of six courses, which explore ideas and approaches for the development of personal leadership--from personal mastery to the leadership of teams and larger organizations. In the context of reflecting and learning with peers and mentors, the course is organized around the creation of a personal leadership development plan, including goal and objective setting, progress monitoring, introspection, self-honesty, justice and empowerment, and feedback skills. Students are encouraged to seek mentoring from individuals in sectors, industries, or roles they aspire to be part of or assume. The workload is the same for all six trimesters, despite the uneven allocation of credit between the courses.

This first course in the sequence focuses on self-assessment and self-awareness in the personal leadership domain, personal ecology and sustainability, and the emotional intelligence leadership competencies. This six-trimester course sequence begins in January each year, and must be taken in order.

MBAS605.2 - Personal Leadership Development II

• 0.5 credits
• Usually taught in Spring
• Prerequisites: MBAS605.1 Personal Leadership Development I

The second of the six Personal Leadership Development courses explores the concept of servant leadership in relation to sustainable business practice, whether in large organizations or small, entrepreneurial businesses. It also considers the leadership domain of self-management and the related competencies of emotional self-control and transparency, hope and optimism, and adaptability and achievement. This six-trimester course sequence begins in January each year, and must be taken in order.

MBAS605.3 - Personal Leadership Development III

• 1 credit
• Usually taught in Fall
• Prerequisites: MBAS605.2 Personal Leadership Development II

The third of the six Personal Leadership Development courses introduces the practice of becoming a fearless leader in learning how to lead change, especially when the future is not clear. It also considers the emotional intelligence domain of social awareness and the related competencies of empathy and service to others, organizational awareness, and matching personal values to organizational strategies. This six-trimester course sequence begins in January each year, and must be taken in order.

MBAS605.4 - Personal Leadership Development IV

• 0.5 credits
• Usually taught in Winter
• Prerequisites: MBAS605.3 Personal Leadership Development III

During the fourth of the six Personal Leadership Development courses, the focus shifts to personal skill development clinics. It also considers the emotional intelligence domains of visioning and meaning-making, and using personal influence and collaborative leadership. Students also begin a leadership mentor relationship. This six-trimester course sequence begins in January each year, and must be taken in order.

MBAS605.5 - Personal Leadership Development V

• 0.5 credits
• Usually taught in Spring
• Prerequisites: MBAS605.4 Personal Leadership Development IV

During the fifth of the six Personal Leadership Development courses, the focus is on the ethical challenges of leadership: in particular, how personal values inform the decisions made in the workplace. The course will concentrate on the most vexing of ethical problems: what to do when one clear right thing must be left undone in order to do another or when doing the right thing requires doing something wrong. This six-trimester course sequence begins in January each year, and must be taken in order.

MBAS605.6 - Personal Leadership Development VI

• 1 credit
• Usually taught in Fall
• Prerequisites: MBAS605.5 Personal Leadership Development V

During the sixth and final Personal Leadership Development course there are two goals: 1) to assess the evolution of your emotional intelligence and leadership development since entering the MBA program, and 2) to cultivate the fearless leader characteristics of inner wisdom and personal conviction as you move through the Capstone process. This six-trimester course sequence begins in January each year, and must be taken in order.

MBAS606 - Managerial Economics

• 3 credits
• Usually taught in Fall

An introduction to the fundamentals of managerial economics, focusing on microeconomics, with three primary objectives: providing an understanding of the conventional (neoclassical) microeconomic model and how this model relates to business decision-making; providing a critique of the neoclassical model and presenting a more heterodox view of economics; and exercising a variety of analytical skills that are useful for economic analysis as well as managerial decision-making. The course will cover basic economic relationships, focusing on analysis at the margin; supply and demand theory; production theory; capital theory; profit maximization and cost minimization; firm structure; and types of markets. The critical aspect of the class will both consider how the neoclassical model becomes unrealistic, and therefore of limited value, and how the model is problematic in terms of sustainability. Substantially different economic paradigms will be explored.

MBAS607 - Caring for the Human Organization

• 3 credits
• Usually taught in Fall
• Prerequisites: MBAS601 People and Teams

This course begins with a review of conventional and transitional human resource management concepts, tools and practices. After examining, modeling and analyzing the typical role of HRM in firms and other organizations today, the emphasis will shift to designing effective, efficient and empowering work environments and roles for human, community and ecological sustainability. A basic premise of this course is that most organizations today are structured and managed in a fashion that necessarily leads to abuse of humans, other species and ecosystems, but that alternatives exist in practice, and that it is possible to transcend current organizational modes.

MBAS609 - Capstone Project

• 5 credits
• Usually taught in Fall, Winter, Spring
• Prerequisites: MBAS610 Needs and Wants in a Sustainable Society; MBAS607 Caring for the Human Organization; MBAS618 Finance III: Equity, Ownership, and Control; MBAS605.4 Personal Leadership Development IV; MBAS604.4 Exploring Sustainability IV

The content and structure of this independent study assignment is largely up to the student. Advising and mentoring is provided as needed. Projects could involve business plans, consulting assignments for real world clients or projects of a more academic nature, albeit of practical relevance. This part of the program is intended to bring many threads together depending on student desires and needs. Each capstone project will be presented to students, faculty and the Marlboro Graduate School community during a Capstone Fair. Each Capstone project will result in a significant document (e.g., plan, report) and conclude with a Capstone Defense Presentation

MBAS610 - Needs and Wants in a Sustainable Society

• 3 credits
• Usually taught in Fall

Defining needs and wants broadly - to include but not remain limited within a conventional marketing perspective - this course examines and works with the practical dimensions of designing, pricing, distributing and informing/persuading stakeholders about a product or service. Includes marketing management and strategy, brands, cause-related marketing, social marketing and critical perspectives on marketing and the consumer society in ecological and globalization contexts, including the life-cycle (LCA) view of products, the bottom-of-pyramid perspective and the notion of sustainable consumption.

MBAS611 - Systems Thinking and Modeling

• 3 credits
• Usually taught in Spring

The first of three systems thinking courses, this course grounds students in the physical material and energy systems of modern human societies, and uses basic systems concepts and ecological economics to describe and analyze their sustainability. An assumption is that it is in areas of essential resource systems  water, food, and energy (and their connections to heating, lighting, transportation, and human health)  where the preponderance of sustainability problems are arising, and that here is where the most urgent crises and greatest opportunities for entrepreneurs and innovators lie. Set in an ecological context that considers both nature and human welfare. Emphasis on real-world understanding, acquiring factual general knowledge, and modeling of regional food systems and local/regional/global energy regimes. Includes systems modeling using STELLA.

MBAS612 - Finance I: Managerial Accounting for Sustainable Business

• 3 credits
• Usually taught in Winter

Mixing financial and managerial accounting, with an emphasis on the latter, this course examines the theory and practice of identifying and analyzing financial and managerial accounting information, including the application of triple-bottom-line criteria, primarily for internal use by managers for decision-making. The course will focus on developing the financial skills necessary to be an effective manager of a project, program or organization. Topics include financial and non-financial performance measurement, internal control and risk, cost behavior and decision making and cost allocation and financial planning and control systems. The course also explores emerging measurement systems in use by values driven organizations.

MBAS613 - Macroeconomics and Political Economy

• 3 credits
• Usually taught in Winter

In this course, the economics of individuals, households, firms, and other actors are considered in the context of regional, national, and global economies. The uses and limitations of conventional macroeconomic theory in these larger contexts are examined. Business cycles, monetary and fiscal conditions, trade, economic globalization, and long-term sustainability are analyzed from both a practical standpoint (i.e., one of pragmatic relevance to investors, managers, and entrepreneurs) and a critical standpoint, using such alternative frames as political economy, critiques of globalization, and social and economic justice.

MBAS614 - Entrepreneurship (formerly Ecology and Art of Entrepreneurship)

• 3 credits
• Usually taught in Spring
• Prerequisites: MBAS600 Foundations of Sustainable Business; MBAS606 Managerial Economics; MBAS610 Needs and Wants in a Sustainable Society; MBAS607 Caring for the Human Organization; MBAS611 Systems Thinking and Modeling; MBAS615 Finance II: Corporate Finance and Sustainable Capital Management; MBAS605.3 Personal Leadership Development III; MBAS604.3 Exploring Sustainability III

The intent if this course is to serve as an introduction to the nature of entrepreneurial endeavor, and the skills and insight required to successful develop and manage entrepreneurial ventures. In particular, we will look at the role of entrepreneurship as culture changing activity, and how entrepreneurial ventures can serve as change agents for sustainability. It will also be an opportunity to explore the use of traditional entrepreneurial skills in non-traditional or innovative contexts with respect to sustainability. Entrepreneurial ventures are typically successful team efforts. The course will be organized around entrepreneurial teams, each working to develop and launch a new venture. Ideally, the organizational spark for the teams will come from ideas brought by students. Teams will develop a complete business plan and related presentation materials. In short, we will work towards forming actual businesses in the course of the trimester. We will use the tools of collaborative teamwork, business plan development and the presentation as key forums for exploring the entrepreneurial dynamic. We will also to use this as an ongoing forum to discuss the role of entrepreneurial endeavor in sustainable practice.

MBAS615 - Finance II: Corporate Finance and Sustainable Capital Management

• 3 credits
• Usually taught in Spring
• Prerequisites: MBAS612 Finance I: Managerial Accounting for Sustainable Business

This course builds on the foundation established in Finance I. The capital management of ongoing ventures and the start-up financing of new ventures are both explored. Topics include debt and equity financing, with specific emphasis on capital investment decisions, capital structure, initial public stock offerings, dividend decisions, working capital management, financial risk management and the interface with capital markets. The relationship among sustainable performance, triple-bottom-line criteria and investor and other stakeholder expectations is thoroughly examined, with particular reference to financing alternatives, including entrepreneurial financing opportunities and their investment and return criteria. Throughout, the similarities and contrasts among financial, human, social and natural capital will be explored.

MBAS616 - Operations in Industrial Ecosystems

• 3 credits
• Usually taught in Spring
• Prerequisites: MBAS600 Foundations of Sustainable Business; MBAS606 Managerial Economics; MBAS610 Needs and Wants in a Sustainable Society; MBAS607 Caring for the Human Organization; MBAS611 Systems Thinking and Modeling; MBAS615 Finance II: Corporate Finance and Sustainable Capital Management; MBAS605.3 Personal Leadership Development III; MBAS604.3 Exploring Sustainability III

This course brings together a variety of concepts and practices from manufacturing, services, IT and natural resource and waste industries to cultivate in students an operations perspective with sustainability as its overarching benchmark. Operations management is defined, and the roles of plant managers, industrial engineers, quality experts, line supervisors and supply chain managers are explored. Special emphasis is placed on modern knowledge-intensive operations, and on the use of teams, outsourcing, flexible production, just-in-time MRP, kaizen, Six Sigma and other currently relevant practices. This course also includes a close look at management systems/standards of relevance to sustainability strategies, including ISO 9000, ISO 14001, EMAS and ISO 26000. Other topics include the value chain and industrial ecology.

MBAS617 - Law, Formal Regulation, and Civil Governance

• 3 credits
• Usually taught in Winter

The final course in the systems thinking series, this explores formal systems created by humans to govern society, especially its economic and resource dimensions. Law, civil governance, and international agreements are studied and analyzed in relation to private property, public goods and the commons, business and market efficiency, social justice, and sustainability. Basic concepts of business law, environmental and natural resource law, and tort law are surveyed. The emerging global civil governance regime pertaining to environmental, CSR, and sustainability objectives is explored, and its power analyzed in relation to binding state laws and regulations.

MBAS618 - Finance III: Equity, Ownership, and Control

• 3 credits
• Usually taught in Winter
• Prerequisites: MBAS615 Finance II: Corporate Finance and Sustainable Capital Management

Bringing together finance, law and management, this course examines the legal forms available to organizations, including for-profit and non-profit entities, with particular emphasis on the effects of corporate form choices on access to capital, organizational control, social mission, legal issues and stakeholder interests. Ramifications of the organizational form, decisions for start-ups, organizations pursuing growth, and organizations that require re-structuring will be examined. Other ownership forms, such as employee ownership, cooperatives and collectives, will be analyzed in the context of workplace democracy and a contemporary social critique of the corporation in an age of globalization and concentrating wealth. Students will be required to develop a conceptual new venture project that thoroughly justifies an organizational form choice in relation to location, expected capital requirements, ownership goals and attainment of its mission. The course will make use of guest experts (online and in person) actively engaged in private start-ups and social enterprises.

MBAS619 - Ind. Learning Adventure/ International Trip

• 1 credit
• Usually taught in Fall, Winter, Spring
• Prerequisites: MBAS600 Foundations of Sustainable Business; MBAS605.1 Personal Leadership Development I; MBAS604.1 Exploring Sustainability I

To be completed either during the first or second year, and linked to course and capstone credit.

Option #1: A group trip to 1-2 countries over 2 weeks, with a focus on business-based sustainability models and "whole-system problems & opportunities analysis".

Option #2: Students design and complete an Independent Learning Adventure that involves travel to an international or U.S. location of their choice. The Independent Learning Adventure is an opportunity to visit a cultural, social and/or political setting that is new, in order to broaden perspectives and cultimate connections, to explore how some aspect of sustainability is being addressed there, and to strengthen the ability to communicate and work with a diversity of people and organizations around issues of sustainability.

MBAS620 - Sustainable Business Strategies

• 3 credits
• Usually taught in Fall
• Prerequisites: MBAS600 Foundations of Sustainable Business; MBAS606 Managerial Economics; MBAS610 Needs and Wants in a Sustainable Society; MBAS607 Caring for the Human Organization; MBAS611 Systems Thinking and Modeling; MBAS615 Finance II: Corporate Finance and Sustainable Capital Management; MBAS605.3 Personal Leadership Development III; MBAS604.3 Exploring Sustainability III

Seeking to integrate knowledge and experience from throughout the MBA curriculum, this course combines strategic analysis and management, organization design and development and the functional areas of management to explore how and why key strategic decisions are made and implemented in organizations, placing them in both conventional and sustainability contexts. A thorough application of the strategy "toolkit," especially strategy maps, is combined with development of consulting skills, mentors/advisors who are experienced practitioners, and engagements with real organizations to generate insights and useful recommendations.