MBA 691 Practicum in Sustainable Enterprise Development
MBA 692 Research in Social Entrepreneurship (TBD as students express interest)
CTE 700 Christian Ethics
SMCL 771 Leadership and Administration (no prereqs; also offered online)
PAX 585 International Development
PAX 564 Developing Healthy Organizations
PAX 565 Leadership for Healthy Organizations
PAX 614 Systems Approach to Organizational Conflict
This research course, the specifics to be developed with the student(s), is designed to enable a student to contribute to the field of social entrepreneurship, by engaging in action research with a social enterprise (as participant-observer) and publishing a case study or paper for a peer-reviewed journal or conference.
This course involves an exploration of leadership and administration primarily in the context of the congregation. Various frames (personal/experiential, biblical/theological, systems theory, etc.) are used to examine the realities of leadership and administration with the goal of personal reflection and application on the part of the student. Students will engage a number of assignments and exercises which will afford opportunity to clarify and refine one’s understanding of leadership and administration.
This course trains students in the use of biblical and theological resources for moral discernment, with emphasis on case studies. We focus on the Christian church as a community of moral discourse and decision making, with practices that translate the biblical witness into clear guidance and formation of Christian character.
This course is designed to demonstrate how conflicts in organizations are often the product of emotional patterns within a group. Participants will first examine their own family of origin through the lens of family systems theory, then adapt that theoretical framework to assess an organization and its conflict dynamics. This will be a highly interactive course, utilizing case study and role-play methodology.
The goal of this course is to expose participants to some of the issues, dilemmas, and strategies in international development. The course is roughly structured into two sections: Intellectual History & Contemporary Issues. In the first section, participants will briefly be exposed to an overview of the history, players and competing philosophies in community development. A set of theoretical frameworks for analyzing and designing international development projects will be presented including an exploration of embedded assumptions and best practices for each framework. In the second section, participants will study contemporary issues within the development field and the implications for future directions of international development. During the last section, participants will analyze a specific case from their own work or life context and develop an analysis based on the principles and topics covered in this course.
Organizations are dynamic systems with unique structures and cultures, operating in specific environments. Every organization is also shaped by its leaders. Leaders have more leverage than others in the organization—both to determine strategic direction and to nurture people and systems. This course focuses on the role of leaders in “setting the tone” for healthy organizational functioning, with special attention to a leader’s own functioning. The course will include specific attention to developing management skills, including with personnel, project and conflict management.
Organizations committed to peacebuilding, development and other social change goals often devote far more energy to pursuing their external missions than to internal issues. As a result, such organizations often cope with underdeveloped organizational structures and undernourished personnel. This course will focus on the importance of understanding organizational structure, culture, and conflict, as well as the role of leadership in initiating and managing organizational change through strategic planning processes. Additional topics relevant to organizational life will be included depending on the interests of participants.