Yale University
Course Information:
MGT 527
The Strategic Management of Nonprofit Organizations
Graduate
3 Credits |
The Strategic Management of Nonprofit Organizations is an Economics-based
general management course. Using both lectures and cases, we explore a broad range of issues
affecting the sector: Why do we have nonprofit organizations? What competitive advantages
and disadvantages might this form have over the for-profit or public firm and under what
circumstances might this matter? How do we think about industry analysis and competitive
advantage in a nonprofit setting? What special issues arise in the startup phase and later in the
expansion/replication phases of a nonprofit? How do we think about pricing products, fund
raising and managing an endowment? Are there special challenges in managing staff and the
board? Finally, how do we think about mergers in the industry, and possibilities for innovation?
We expect students to come to class prepared and to actively engage in the course, bringing their
own experiences to the course material. |
MGT 827
Endowment Management
Graduate
3 Credits |
The course will focus on the process of endowment management and the specific challenges facing the institutional funds manager. These include evaluating the role of the endowment, portfolio choice, manager choice, socially responsible investing and alternative asset class investing. |
MGT 853
Services Marketing: Strategies for Nonprofits and For-Profits
Graduate
3 Credits |
Services—including the activities of public and nonprofit organizations—dominate the economies of most
developed nations today. In a typical year, a majority of MBA graduates go to work for service firms.
Yet traditionally, business school courses in marketing and other fields have focused on the manufacturing
sector of the economy. And most marketing concepts were originally developed with manufactured
products in mind.
Service management differs from manufacturing management in a number of ways, reflecting the intangible
nature of service performances and the greater variability that often results from real-time production and
delivery. In many instances, customers are actively involved in the delivery process and employees
become part of their service experience. As a result, quality control is difficult and the marketing,
operations, and human resource functions overlap. |
MGT 529 (India)
MGT 865 (Brazil)
Global Social Entrepreneurship
Graduate
3 Credits |
The Global Social Entrepreneurship (GSE) courses link teams of Yale students with mission-driven social entrepreneurs (SEs) to focus on a specific management challenge that the student/SE teams work together to address during the semester. The course covers both theoretical and practical issues, including case studies and discussions, and in-country field work. Meets SOM's Global Studies Requirement.
|
MGT 621
Managing Social Enterprises
Graduate
3 Credits |
Following initial content reviewing perspectives on the trend of social enterprise, topics covered include: choosing the right organizational legal form, managing competing or conflicting goals, tools for double and triple bottom line decision making, calculating a SROI (social return on investment), the challenge of integrating interdisciplinary human resources, raising capital at different stages of the organizational lifecycle, scaling a social innovation/ product, and exits. |
Entrepreneurship and Innovation Clinic
Graduate
Clinic |
Clients of the clinic range from student- and faculty-led entrepreneurial ventures at Yale from all institutes, programs, centers, and schools, to for-profit and nonprofit entrepreneurs and their ventures that are part of the greater New Haven innovation ecosystem. |
Program Information:
Program on Social Enterprise
Yale School of Management
Services
Internships
Newsletters
Consultant Services
Workshops
Conferences
Technical Assistance
Degree and Certificate InformationDegrees
Degree/
Level | Title/
English Correspondence | Subject | Credit Hours | Working
Language | History |
|---|
Master of Business Administration
Graduate |
MBA |
|
|
|
|
No certificates listed.
Information on Training and Other Services
| SOM Net Impact Club |
The SOM Net Impact Club provides education, events and career guidance for SOM students pursuing careers in non-profit management, public management and socially responsible business. The Club also functions as an umbrella organization, coordinating activities relating to social enterprise and socially responsible careers with faculty, staff, and other clubs on campus. Other related social enterprise related clubs include: Economic Development, Environment, Healthcare, SOM Outreach, Arts and Culture, Board Service, Community Service, The Internship Fund, Food for Thought and others. |
| Economic Development Symposium |
Organized by the Economic Development Club, this annual conference works to bring together eminent scholars, action agents and key opinion leaders to work on solutions for pressing economic development issues. This year, the Symposium brought to campus influential leaders in the field including Josh Wright, SOM ‘98, the Executive Director of ideas42, and Andrea Levere, SOM ‘83, the President of Corporation for Enterprise Development. Topics included holistic development, economic and societal inclusion, and developing a financial market place that addresses the needs for all Americans. |
| Philanthropy Conference |
Founded in 2005, this annual conference, co-sponsored with the Net Impact Club, brings to SOM leaders from the world of philanthropic grant-making and investing. In it’s sixth year at Edward P. Evans Hall, the 15th annual Philanthropy Conference in 2020, “A Vision for the Future,” featured speakers including Emilie M. Antonetti of the Brooks Brothers Golden Fleece Foundation, Ellis Carr of Capital Impact Partners, and Courtney Howard Hodapp of JPMorgan Chase & Co. |
Additional InformationThe Program on Social Enterprise (PSE) supports faculty, students, alumni, and practitioners interested in exploring the ways in which business skills and market disciplines can be harnessed to most effectively and efficiently achieve social objectives. PSE explores work on nonprofit and public sector social entrepreneurship as well as initiatives in private sector social enterprise.
|
