MBAS601 - People and Teams

• 3 credits
• Taught in Winter
• This is a required course

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'?

MBAS610 - Needs and Wants in a Sustainable Society

• 3 credits
• Taught in Fall
• This is a required course
• Prerequisites: MBAS601 People and Teams

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.

Prerequisite: Proficiency in using Power Point

MBAS612 - Finance I: Managerial Accounting for Sustainable Business

• 3 credits
• Taught in Winter, Spring
• This is a required course

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.

MBAS621 - Introduction to Systems Thinking

• 1 credit
• Taught in Winter
• This is a required course

This course introduces the concepts and tools of systems thinking. Creating sustainability within organizations, businesses and the world requires paradigmatic shifts, and insights into how to effectively create change. Systems thinkers have shown that the effective levers of change are often counter-intuitive, or only become obvious when the mental model which structures them is revealed. This course will use a case study approach to develop competence and comfort with systems thinking analysis and prepare students for Applied Systems Thinking.

MDO602 - Fundraising and Philanthropy

• 3 credits
• Taught in Spring
• This is a required course

This course assumes a basic level of understanding of fundraising methods and history, and covers the mechanics of various fundraising techniques as well as the psychological and philosophical underpinnings of the field. It assumes that giving, as well as encouraging others to give, will be an ongoing basis for sustaining work in the nonprofit sector, but will explore the implications of impending political, technological, generational and taxation change. There will be practical instruction and discussion on direct mail, grassroots, major donor, social media, event, and planned gift fundraising, with serious investigation of the human factors that make these successful. There will also be a current events' component of the course, tracking and studying potential change in the motivations for giving, as diverse as the generational transfer of wealth and proposed charitable deduction revisions. Students will be encouraged to follow a specific nonprofit and its fundraising program through the course, either of their own employment or their own charitable interests.

MDO604 - Outcomes and Evaluations

• 3 credits
• Taught in Spring
• This is a required course

This course explores the rationale and methods for setting and assessing measurable outcomes in mission-driven environments. Students will examine the benefits and challenges of establishing program, organizational, and community level outcomes and using metrics to determine "what is better as a result of our efforts?" They will come away with the tools and strategies to set, assess, and use the results of measurable outcomes. The course will use a three-pronged approach: didactic learning about the purpose and techniques of outcome measurement; applied learning, with student teams each working with an organization to develop outcomes and assessment strategies; and sharing and analyzing the experience, deepening students' ability to translate learning to practice.

MDO605 - Project Management

• 3 credits
• Taught in Fall
• This is a required course

Based on the Project Management Body of Knowledge (PMBOK®), this course guides project leaders through the application of the project management process groups: initiating, planning, executing, monitoring & controlling, and closing. Key topics include project selection and scoping, time management, risk identification, quality planning, team building, and project communication.

MDO609 - Capstone I: Planning

• 2 credits
• Taught in Fall, Winter, Spring
• This is a required course

Students enroll in Capstone I: Planning in their penultimate trimester. The course offers guidance and support as students plan their response to the problem or opportunity they have identified. Each student completes a project proposal in his or her own website with the support of others in the class, course faculty and their Program Director. Deliverables for this phase include: completion of a comprehensive project proposal document and the first two pages of students individual Capstone websites, and creation and delivery of an elevator pitch  a very brief statement that communicates their Capstone project.

Capstone involves both process and product. Students engage in the process of identifying a problem or opportunity, planning and carrying out a project, and reflecting on their learning. During the two-trimester process, students create products including a completed website, a project deliverable designed to solve the problem or address the opportunity, and an elevator pitch. There is a strong focus on ensuring an agile approach to planning and implementation and on clear, professional communication. Together process and product provide students with a deep learning experience during their last two trimesters at the Graduate School.

MDO699 - Capstone II: Implementing

• 4 credits
• Taught in Fall, Spring
• This is a required course

Students enroll in Capstone II: Implementing in their final trimester and complete their Capstone project thereby completing a key degree requirement. Supported by an Advisor, students: create the deliverable planned in Capstone I; deliver a formal presentation of his/her project; participate in a conversation about what they have learned doing the Capstone and their course of study; and submit their completed Capstone website, which includes a written Project Summary and Retrospective on Learning. Students Capstones are assessed on a pass/fail basis.

Capstone involves both process and product. Students engage in the process of identifying a problem or opportunity, planning and carrying out a project, and reflecting on their learning. During the two-trimester process, students create products including a completed website, a project deliverable designed to solve the problem or address the opportunity, and an elevator pitch. There is a strong focus on ensuring an agile approach to planning and implementation and on clear, professional communication. Together process and product provide students with a deep learning experience during their last two trimesters at the Graduate School.

MBAS605.1 - Personal Leadership Development I

• 1 credit
• Taught in Winter

Personal Leadership Development is a sequence of five 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 five-trimester course sequence begins in January each year, and must be taken in order.

MBAS605.2 - Personal Leadership Development II

• 1 credit
• Taught in Spring
• Prerequisites: MBAS605.1 Personal Leadership Development I

The second of the five 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 five-trimester course sequence begins in January each year, and must be taken in order.

MBAS605.3 - Personal Leadership Development III

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

The third of the five 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 five-trimester course sequence begins in January each year, and must be taken in order.

MBAS606 - Managerial Economics

• 3 credits
• 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
• 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 Human Resource Management (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.

MBAS613 - Macroeconomics and Political Economy

• 3 credits
• 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.

MBAS615 - Finance II: Corporate Finance and Sustainable Capital Management

• 3 credits
• Taught in Fall
• 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.

MBAS622 - Applied Systems Thinking

• 2 credits
• Taught in Spring

In order to make transformational, lasting change that makes a positive difference, organizations need to help steer the systems they are embedded in: they need to apply systems thinking. This course will give students the opportunity to apply the basic concepts of systems thinking through a practical project-based hands on approach. They will learn how to apply simple, yet powerful, systems thinking tools and processes to facilitate learning and steer change.

MDO603 - Leading the Mission Driven Organization

• 1 credit

MSM MDO students will be enrolled in this "thread" course throughout the first year of their studies at Marlboro. In the first trimester, this course will look at the history, current status and future of mission-driven organizations. The second trimester will use a case study approach to learn how to lead strategically from mission. In the final trimester, students will learn how to apply industry-standard techniques for strategic planning and resource mapping to nonprofits and other mission-driven enterprises.

MDO615 - Planned Giving

• 1 credit

This course offers a deep understanding of planned giving methodology and a case study approach to identifying appropriate giving vehicles to suit the needs of a nonprofit organization as well as donors in various life situations.

The course assumes a basic level of understanding of fundraising methods and history, and covers the mechanics of various planned giving techniques which go beyond the basics of immediate giving. Co-taught by a planned giving specialist and a fundraising consultant, the program is designed to give a staff member or donor the understanding of tools and benefits, but not the legal expertise to write or design planned gifts.

MDO616 - Nonprofit Seminar

• 1 credit
• Taught in Fall, Winter, Spring

Short topic courses covering various aspects of nonprofit management and mission driven organizations.

MDO621 - Board-Staff Partnerships

• 1 credit

Nonprofit and community boards are a critical source of influence in the success of their organizations. The best boards can provide vision, synergy, and leadership - yet boards are often inefficient or counterproductive due to inexperience, blurred roles, frequent turnover, inconsistent volunteer energy, crisis management mentality, and poor board-staff relationships. This course will introduce the Carver governance model, Chait's teamwork model, an organizational life cycle model, and Peter York's 4-capacity model as frameworks for understanding and improving the work of nonprofit and community boards, and the relationship between board and staff. Participants will apply systems thinking, situational leadership, and partnership models to the board-staff relationship, and take home a variety of hands-on practical board and board-staff development techniques to address situations in their own community. While geared more for nonprofit governing and working boards, this course is also appropriate for those working with advisory boards, school boards and town commissions, as well as those in the for-profit sector who may volunteer in their community.

MDO622 - Understanding the Nonprofit Sector

• 1 credit
• Taught in Spring

In this class, we will look at history of nonprofits, and the current status and future of mission driven organizations. It is the goal that you leave this class inspired about the tremendous role of mission-driven organizations. Specifically, you should also leave the class with: a general understanding of the role of the not-for-profit sector in America, and appreciation for the variety and depth of the sector today; an appreciation for the types of leadership and management skills that are necessary to run a mission-driven organization; and an appetite to learn more.

MDO623 - Strategic Planning for Nonprofits

• 1 credit

This course will examine the process of strategic planning. Organizations are undergoing a series of revolutionary changes, including vertical integration, horizontal consolidation, strategic alliances and joint ventures, entrepreneurial startups, and specialized niche networks. This course will explore the implications of these changes and provide resources and skills for navigating them. Through case studies, research, discussion and lecture, students will deepen their understanding of strategic planning, management and policy-making. Assuming roles of leaders and advisors, students will be equipped with models, processes and tools for engaging stakeholders in creating nimble, responsive organizations that effectively fulfill their missions.

MDO624 - The Science and Art of Grant Writing

• 1 credit
• Taught in Winter

This course provides concrete, practical guidance for preparing successful grant proposals. Participants will learn how to organize proposals, find and use pertinent facts and data, and build compelling cases to effectively sell your proposal. We will discuss strategies to fully meet common proposal requirements, the importance of appearance, how to get excellent letters of support, and address the key areas of budgets and evaluation. Students will also learn how to seek out relevant grant opportunities. This is a blended course: online work and two face-to-face sessions, the first Friday January 11, 2013 and the second Friday March 22, 2013. Both face-to-face sessions will run from 5:00-8:30pm at Marlboro College Graduate School in Brattleboro.

MDO625 - Leading from Mission

• 1 credit

Leadership roles in both the business and citizen sector offer an ever shifting array of challenges. In order to be an effective leader one needs to develop: strong communication skills, self awareness, the ability to discern opportunities and challenges, meaningful supervisory and accountability strategies, the ability to set limits and care for self. In addition to targeted reading, this class will give students the opportunity to relate their real world experiences in leadership, receive insights, ideas and support from their peers and teacher.

MDO626 - Independent Study

• Variable credits
• Taught in Spring

Independent Study

MSIT617 - Entrepreneurship and the New Venture

• 3 credits
• Taught in Spring

This course is designed to instruct students on the process of formulating, planning, and implementing a new venture. It introduces the nature of the entrepreneurial endeavor and of the entrepreneur. It looks at the skills and insights required to successfully develop and manage entrepreneurial ventures.

The processes and methods utilized in creating and starting the new venture will be presented and reviewed in lecture, case study, and class team exercise formats.

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.

We will use the tools of collaborative teamwork, business plan development, and the "investor" presentation as key forums for exploring the entrepreneurial dynamic. All aspects of a new venture will be studied including: innovation, creation, managing, growth, and exit.

MSM608 - Managing Change

• 3 credits
• Taught in Spring

This course prepares participants to lead change within a variety of organizational settings (schools, small businesses, multinational corporations, non-profit / non-governmental collaboratives). Topics of study include: contrasting climates and cultures in various organizational types; analyzing conditions that foster both acceptance and resistance to change; viewing change management through structural, personnel, political, and symbolic frames; assessing the needs and providing the means for professional development to accompany change; and specific leadership strategies for managing change. Participants will develop a change management plan for use in an organizational setting of their choice.

NPM600 - Certificate in Nonprofit Management

• Variable credits
• Taught in Winter

This intensive four-month series offers nonprofit leaders and staff the opportunity to gain and refine the essential skills needed to strengthen their organizations and achieve their missions. The Certificate course provides immediately-applicable training in all the core competencies of nonprofit management. It is intended for people who want to make a serious investment in their not-for-profit careers.

NPM601 - Nonprofit Management Practicum

• 3 credits
• Taught in Fall, Winter, Spring
• Prerequisites: NPM600 Certificate in Nonprofit Management

MDO students will expand on learning from the Certificate in Nonprofit Management by enrolling in a required 3-credit online class called the Nonprofit Management Practicum. Students may enroll in the practicum concurrently with the Certificate or at any time after completing the Certificate.

While enrolled in the practicum, students will create a portfolio which synthesizes learning from three of the Certificate modules. The instructor will work one-on-one with each student regarding their portfolio design. The portfolio will have three components:

* Brief annotated resource list, describing 3 useful resources for your topic (could be books, articles or websites)
* Written analysis which synthesizes learning from the face-to-face Certificate workshop and your additional resources, and considers that learning in the context of a real-world situation (for example, your own nonprofit organization). The conclusion of this paper will be an action plan describing how you will apply this learning to a real-world problem.
* A project in which the student applies the learning to a real-world problem. Each student's project will be unique and will arise out of a particular real-world situation. Examples might include: a new model for meeting facilitation, a board orientation handbook, a fundraising Youtube video or a 3-year marketing strategy.