Using The Baldrige Criteria, Systems Theory and the Triple Bottom Line in a Business Capstone Course Dennis R. Brode, MBAAssociate Professor Management Ned D. Young, Ph.D Professor Management & MIS Sinclair Community CollegeDayton, Ohio
Evolution of the Capstone Course • Began in the Early 1990s to: • Provide team-based “new learning” to advanced students • Assess Management Program for Improvements
Evolution of the Capstone Course • Program Outcomes include: • Understand organizational behavior, including concepts, workplace issues and trends; understand human relations, including the concepts and applications, as applied to job and interpersonal situations; both with a strong emphasis on communications, motivation, leadership and teaming. • Understand basic managerial functions, particularly in the context of organizational mission and organizational objectives (performance), in order to gain the ability to identify good practice in a small-to-medium organizational setting.
Evolution of the Capstone Course • Program Outcomes continued: • Gain insight into how goals, strategies and business plans are developed through analysis of internal and external organizational environments; gain insight into systems and management of systems. • Gain insight into how personal and organizational values influence managers and their role.
Evolution of the Capstone Course • Program Outcomes continued: • Demonstrate knowledge of contemporary approaches to management, particularly at the supervisory and intermediate levels, and of methods used to create and maintain a positive work environment. • Demonstrate competency, through knowledge and application, in skills of oral and written communication, quantitative methods and thinking.
Assessment Informed Pedagogy • Pedagogy Evolved Through Assessment: • Developed many team-based exercises including the purchase of a gold mining simulation • Assessment included student reflection of coursework in a portfolio format
Assessment Informed Pedagogy • Continued Improvements to Course: • Determined students lacking in presentation skills • Portfolio format of assessment lacking in value to the student
Continued Course Improvements • Employed Collins’ Good to Great with major presentation requirements • Continued improving team-based instruction • Discovered lack of student understanding of organizations as systems and general systems theory
Continued Course Improvements • Continued improving team-based instruction • Employed Andrew Savitz’s The Triple Bottom Line with major presentation requirements • Included Career Services information for graduating students
Economy &Technology Requires Changes • Advisory Board Members Suggestions • Requirement to Move Course to On-line Environment • Course Assessment Demonstrated Improvements in Systems Thinking but Lacking in Organizations as Systems and Less Concentration on Career Services
The Current Capstone Course • Added Peter Senge’s The Fifth Discipline with major presentation requirements • Continued with Andrew Savitz’s The Triple Bottom Line with major presentation requirements • Added Analysis of Excellent Organizations via the Baldrige Performance Excellence Program • Added Undercover Boss Analysis
The Current Capstone Course • Course Outcomes: • Integrate major concepts and theories of Management and Business by analyzing and evaluating businesses, education institutions and other forms of organizations. • Research and communicate systems theory culminating with presentations of the laws of the fifth discipline
The Current Capstone Course • Course Outcomes Continued: • Determine the major philosophy and components associated with sustainability, in particular, the Triple Bottom Line • Investigate and formally present the components of major continuous improvement frameworks (e.g. The Malcolm Baldrige National Quality Award model). Demonstrate how systems theory, continuous improvement and sustainability are manifested in real-world organizations
Fiscal Issues Addressed • Capstone Classes can be Expensive! • Cost of commercially produced simulations • Cost of Portfolio creation and maintenance • Cost of Textbooks • On-line access • Course can be purchased in the lobby!
Thank You! Dennis R. Brode, MBAdennis.email@example.com(937) 512-3722 Ned D. Young, Ph.D Ned.firstname.lastname@example.org(937) 512-2759 http://www.sinclair.edu/academics/bps/
The 11 Laws of the 5th Discipline 1: Today's problems come from yesterday's "solutions." 2: The harder you push, the harder the system pushes back. 3: Behavior will grow better before it grows worse. 4: The easy way out usually leads back in. 5: The cure can be worse than the disease. 6: Faster is slower. 7: Cause and effect are not closely related in time and space. 8: Small changes can produce big results but the areas of highest leverage are often the least obvious. 9: You can have your cake and eat it too --- but not all at once. 10: Dividing an elephant in half does not produce two small elephants. 11: There is no blame.