Use Democratic Theory to Analyse, Evaluate and Design Social Enterprises;

1PROGRAMME AIMS

1. provide an educational programme for experienced practitioners to critical evaluate the theory and practice of social enterprise;
2. develop the capacity to assess and change the social, political and legal contexts that influence social enterprise development;
3. use democratic theory to analyse, evaluate and design social enterprises;
4. compare, contrast and choose between theories of management practice in "not for profit" and "more than profit" social enterprises;
5. contribute to the creation of a community of practitioners and researchers active in the field of social enterprise and economic democracy and
6. Contribute to new thinking and practice in the field of management and business development.

2PROGRAMME LEARNING OUTCOMES

2.1Knowledge and understanding covered within the Programme. By the end of the programme you will be able to:

1. explain the concept, role and use of consultancy as a methodology for analysing the rationales, purposes and practices of social enterprises;
2. analyse and engage with the principal theories of organisational strategy and change in terms of their application to socially enterprising organisations;
3. explain and theorise the concept of social enterprises as a vehicle for social, economic and environmental change;
4. explain and apply democratic theory to enterprise management, and use it to critique and/or transform business practices;
5. develop specialist knowledge on the way social enterprise activities and business projects are justified and evaluated;
6. develop a theoretically informed critique of regional, national and inter-national support networks, and their role in developing or inhibiting social enterprise development and
7. explain the role of theory in research methodology, recognise and select alternative strategies for conducting research, and select the most appropriate strategy for their own research questions.

2.2 Intellectual/Subject/Professional/Key skills covered within the Programme: by the end of the programme you will be able to:

1. critically evaluate the historical trends that have influenced the emergence of social enterprise as a phenomenon;
2. critically evaluate business processes and identify those that promote social inclusion / exclusion, and promote / inhibit participative and representative democracy;
3. assess and critically evaluate the relevance of typologies of social enterprise in different regional, national, international and industry sector contexts;
4. develop professional skills to contribute to strategic decisions regarding income generation, organisational and human resource development in one or more social enterprise contexts;
5. evaluate the purposes, outcomes and impacts of social entrepreneurship in the public, private and third sectors;
6. develop critical skills to appraise the potential of an organisation to develop or transform itself into a social enterprise;
7. develop and/or implement a realistic social enterprise project or business plan;
8. evaluate styles of learning and thinking, and critically appraise their impact on enterprise development, organisation culture and management practice;
9. apply research and consultancy skills to the analysis of business and management issues affecting social enterprises;
10. identify characteristics of a good research project and appraise the variety of research styles available to answer specific research questions and
11. critically appraise findings from published research on management, business and social enterprise.

3LEARNING, TEACHING AND ASSESSMENT

3.1The approach to Learning and Teaching within the Programme

The philosophy underpinning the learning and teaching approach on this programme emphasises the constructed nature of knowledge about management and business practice, and its institutionalisation in support networks. This approach is adopted to assist students in critically assessing commonalities and differences between private, public and social economy thinking, and how existing knowledge is applied to questions about management practice in social enterprise.

This approach is applied through:

• Lectures designed to introduce concepts, models and theories.

• Problem-solving seminars providing opportunities to apply theoretical understanding, models, concepts, tools and techniques learnt during the course.
• Case studies (mostly drawn from the lecturers’ and participants’ direct experience) that allow participants to discuss the application of key concepts, ideas and frameworks.
• Opportunities - in Learning Sets - to discuss emerging themes, relating them to the participants’ own experience of social enterprise and business innovation.
• Key to the learning and teaching experience is the development of habits of enquiry, debate, reflection and learner autonomy.

Each of the modules has a well developed BlackBoard site with opportunities to access resources and to engage in discussion.

3.2The approach to Assessment and Feedback within the Programme

The general approach to assessment is either a synthesising essay requiring the student to compare and contrast the application of theory to a specific topic area, or an essay requiring enquiry-based learning about an aspect of social enterprise practice (drawn from student's own interest or experience). The expectation is that students will explore their experience of organisations in a reflective (or, at best, a reflexive) manner without solipsism and with a critical understanding of relevant theory. The goal, by the end of the course, is that they can contribute to emerging discourses that define the field of social enterprise, including co-operative and non-profit strategies for social entrepreneurship.

Formative assessment opportunities will be afforded through a number of workshops during module delivery, which will give the students the chance to look at the developing themes and theoretical ideas in group discussion and through informal presentations.

Feedback in the support of student learning is an integral part of module design and:

We encourage dialogue (tutor, peer) and collaboration around learning topics through an interactive teaching and learning style.

We help clarify what good performance is through full discussion of the assessment tasks.

We provide information that can be used to help shape teaching and learning support through the module guide and the BlackBoard site.

We facilitate the development of self-assessment and reflection in learning through the reflective nature of the assessment and its relationship to experience, reflection and relevant theory.

We provide high quality information to students about their learning through the use of an assessment matrix and written feedback.

We provide opportunities to close the gap between current and desired performance through an ongoing dialogue, including - where requested - discussion of drafts of student work.

4PROGRAMME DESIGN AND STRUCTURE

The MSc in Co-operative and Social Enterprise Management is one of the courses within the MSc Organisation Change and Consultancy Programme. It is a part-time course. The taught part of the course extends over a period of about 18 months and the Masters dissertation could be completed within 6 months although usually it takes somewhat longer than that. There are three generic modules which are undertaken by all the students on the programme:

1. Developing Strategies for Change

2.Consultancy Theory and Process

3.Research Methods.

These modules establish a common base that supports processes of enquiry and change management in organisations. They provide forums for debate and discussion of issues that affect all students on the programme. This process is supported by facilitated Learning Sets that provide opportunities for students to exchange knowledge and experience and apply this to specific problems related to their subject or learning experience.

The specialist modules for this course are:

1. The Context for Social Enterprise (route-specific)

2. Coaching, Mentoring & Leadership (route-linked)

3.Third Sector Human Resource Management (route-linked)

4.Democratic Management, Ownership and Governance (route-specific)

5.Charity Trading and Social Enterprise (route-linked)

Route-specific modules are taught only on this programme. Route-linked modules are shared with students from one other route.

To obtain the PgC award, students must successfully pass four modules, of which at least two must be specialist modules for this course.

To obtain the PgD award, students must successfully pass all eight taught modules specified for the course.

To obtain the MSc, students must in addition successfully complete a dissertation that enables them to explore in some depth an aspect of democratic management practice and its relevance to the development of social enterprise.

5PROGRESSION/CAREER ROUTES

Possible progression or career routes after you have completed this programme.

This is a new Masters programme. Evidence from entry programmes, and other institutions, suggest that students will use this programme to: develop their career in specialist business support and advice; secure employment in public policy development for the third sector; develop regional social enterprise and third sector support bodies; enhance their profile and competence as an independent consultant; enhance their competence as a practising social entrepreneur. It is particularly relevant to:

those seeking senior roles in a trading charity, employee-owned business or cooperative enterprise

those acting as consultants and support specialists, providing advice to third and private sector organisations that trade for a social purpose

those whose public sector roles have been transformed by the introduction of policy initiatives involving partnership working, or the creation of social enterprises, to deliver services previously provided by the public sector.

those wishing to take up board (management committee) positions in cooperatives, employee-owned businesses, social enterprises and trading charities.

those wishing to develop an academic career in social enterprise education, teaching and/or research.

6ENTRY REQUIREMENTS AND ENTRY PROFILE

6.1Specific Entry Requirements for entry to the initial stage of this programme are

• Academic Qualifications (including A / AS level grades and subjects, where applicable)

• Level of English language capability

• Any other specific, formally certified qualifications

• Previous relevant work or work-related experience

• Any specific articulation arrangements recognised for this programme

• Professional qualifications

• Any other specific entry requirements

6.2APPLICANT ENTRY PROFILE: the knowledge, skills and qualities etc. required to enable you to benefit from, and succeed on the programme of study are outlined below:

It is expected that applicants for this programme will fall into three broad categories:

Change agents (public sector professionals, third sector consultants, social entrepreneurs in co-operative, employee-owned and other trading organisations) for whom social enterprise / entrepreneurship is - or is expected to become - their chosen area of professional and/or academic interest.

Professionals who wish to change (or have changed) their career, and for whom social enterprise has become a central aspect of their career change. This may apply particularly to health professionals involved in new commissioning and procurement arrangements within the NHS.

Leaders, managers and professionals who want to review and/or apply a democratic ethos in their working life, or who wish to contribute to (or lead) debates about the democratisation of workplace practices. This may apply particularly to directors, managers and members of employee-owned and cooperative enterprises, or those who provide support to these types of enterprise.

6.3The University will select non-standard entrants to the programme in the following ways:

If they have no honours degree or professional qualification equivalent to an honours degree, at least five years' experience in an organisational setting. Such applicants will be asked to submit an essay indicating their reasons for application that outlines the ways in which their experience renders them suitable for this programme. In the event that an essay is required, the Programme Leader will provide advice.

6.4Use of Prior Credit (APCL/APEL): prior certificated credit or prior experiential credit may be used within the Programme in the following ways

In accordance with SHU/Sheffield Business School regulations.

Disclaimer