certificates in professional development in social entrepreneurship
DESCRIPTION
Postgraduate Accredited Certificates in Professional Development in Social Entrepreneurship by Liverpool Hope University and i-genius. The courses aim to provide social entrepreneurs and students interested in a career in social enterprises with models and techniques to improve their likelihood of success.TRANSCRIPT
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
Qualifying Component
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
Duration - word length equiv.0
Learning Outcomes Assessed4-7
Learning Outcomes Assessed1-3
Ethics for Social/Community EnterpriseCourse Code: CPSM002
This course is designed to provide a focus for on the importance
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:
Qualifying Component
No
Qualifying Component
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
Duration - word length equiv.0
Duration - word length equiv.0
Learning Outcomes Assessed1-7
Learning Outcomes Assessed1-7
Course Aims to provide students with:
4 5
Marketing for Social/Community EnterpriseCourse Code: CPSM003
This course is designed to provide a focus for on the importance
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
Qualifying Component
No
Qualifying Component
No
Qualifying Component
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
Duration - word length equiv.0
Duration - word length equiv.0
Duration - word length equiv.0
Duration - word length equiv.0
Learning Outcomes Assessed1-4
Learning Outcomes Assessed1-5
Learning Outcomes Assessed1-7
Learning Outcomes Assessed3-7
Strategic Management for Social/Community EnterpriseCourse Code: CPSM004
This course is designed to provide a focus for on the importance
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:
Course Aims to provide students with:
Course Aims to provide students with:
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:
Key Journal is:Social Enterprise Journal (Emerald publishers)
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:
Key Journal is:Social Enterprise Journal (Emerald publishers)
Journal of Strategic Marketing
European Journal of Marketing
http://info.emeraldinsight.com/products/journals/journals.htm?PHPSESSID=mb82kpmdfsdbfj52sakfnbk
hc6&id=sej
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 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:
Key Journal is:Social Enterprise Journal (Emerald publishers)
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
WebsitesThere are also some very useful websites.
http://www.cabinetoffice.gov.uk/newsroom/news_releases/2010/100719-bigsociety.aspx
www.cicregulator.gov.uk
Ethics for Social/Community Enterprise -
Strategic -Management for Social/Community Enterprise
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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
Elizabeth UnderhillContinuing Professional
Development Officer,
Sciences and Social Sciences
Liverpool Hope University
Hope Park
Liverpool, L16 9JD
For each Course