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Western Washington University’s MBA program begins every cohort and every track with a discussion of the broad environment of business. This is one piece of evidence showing our belief that the successful manager must understand the environment in which he or she operates. This is true whether the manager is working at a small or large business, a profit-seeking, not-for-profit, or public sector organization, and at any organizational level. We operationalize this belief by requiring all students to study ethics, both as a standalone subject and in a strategic context; debate the social responsibility of business and managers; understand the imperatives of a globalizing economy, and social and public policy responses to those imperatives; consider ethical issues at a functional level, and look at managerial and leadership skills through an ethical lens. Many students also engage in service learning or a field project that involves a community-based organization.
A Western MBA student also has many opportunities to deepen study in ethical, environmental, and social issues by taking elective courses in the program and throughout the university. Some possibilities include in-depth courses in ethical decision making, influence in organizations, negotiations and labor relations, environmental accounting and economics, and public environmental policy and administration. Further, because of Western’s niche, students further their education independently by going outside the normal model of business in asking and answering questions.
In this endeavor the MBA program applies core values of the College of Business and Economics, including integrity, a free exchange of ideas, and independent thought. In turn, the College applies University values described in its mission statement and strategic plan of community service, civic engagement, social responsibility, effective citizenship, embrace of diversity, and sustainability.
Western Washington University strives to be a national leader in campus sustainability. From our commitment to green energy and waste reduction to WWU’s sustainability committee and sustainability-minded courses, WWU incorporates sustainability into many areas of campus operations and academics. The WWU Office of Sustainability is dedicated to furthering Western’s strategic goal of campus sustainability. As defined by the WWU Sustainability Committee, a sustainable WWU protects local and global ecology; upholds social equity, creates economic vitality and maintains human health.
Examples of programs include:
Climate Neutrality: President Morse's signature on the President's Climate Commitment set WWU on a path to climate-neutrality. In 2007 and early 2008, the Office of Sustainability and Facilities Management conducted a greenhouse gas inventory and in 2010 the University adopted a climate action plan, with a goal of climate neutrality by 2050.
Green Energy and Energy Reduction: 100% of Western Washington University’s electrical energy consumption is offset by Renewable Energy Credits. Students tax themselves over $270k per year for investment into campus sustainability projects. WWU is the nation's 15th-largest buyer of green energy among academic institutions. The “10 x12 Program” is a university-wide, department-focused effort to reduce utility use across campus and conserve university funds through sustainability education, utility monitoring, improved building performance and monetary incentives.
Transportation: The Sustainable Transportation department educates students on alternative transportation, provides a universal student bus pass, acts as liaison between transportation-related community groups, and fulfills the requirements of the Washington State Commute Trip Reduction Act.
Food: University Dining Services (UDS) is committed to socially responsible practices that preserve ecosystems, support farming communities and promote good health. With strict purchasing standards, innovative programs, and outreach to sustainable growers and distributors, UDS provides better food for customers and the environment. There is a funded student sustainable foods coordinator position every quarter. UDS has taken the Real Foods Challenege, committing to 20% “Real Food” by 2020.
Green Purchasing: Central Stores procures recycled commodities, with approximately 90% of inventory containing recycled material. Papers contain between 30-100% post-consumer waste, and soon janitorial cleaning products will be Green-Seal approved and LEED certified.
Green Facilities and Grounds: Several buildings on campus are LEED Certified or are in the process of being certified. The Student Recreational Center was the first LEED certification for any university recreation center in the nation. Recently renovated Miller Hall has applied for LEED and features WWU's first green roof. WWU also recently implemented a campus storm water management plan. Grounds maintenance is currently researching ways to expand their pesticide-free garden bed program to incorporate a large portion of north campus as a “pesticide-free zone”. Academic Custodial Services was selected Grand National Champion for the American College and University Green Cleaning Award.
Residence Halls: Residents’ Resource Awareness Program (ResRAP) involves residents in creating a sustainable campus living by small, daily actions bringing a collective, noticeable impact. Eco-Reps are on-campus residents who work as sustainability advocates in their residence halls and achieved an average 20% reduction in electricity use during the Go For the Green annual conservation contest.
Waste Management: WWU has a goal to become a "zero waste" institution by diverting recyclable and compostable material from the waste stream. WWU had one of the first American university recycling programs beginning in 1971.
Inter-Campus Collaboration: The Northwest Higher Education Sustainability Consortium brings leaders from Western Washington University, Whatcom Community College, Bellingham Technical College, and the Northwest Indian College together for best practices in sustainability.
Class includes a focus on understanding the implications of diversity and ethics on leadership in organizations. Also include interpersonal skill building in critical management areas including stress management, delegation, communication, power and influence, meetings and conflict management, leadership in organizations, professional development planning, human resource management and teamwork.
For both traditional and accelerated MBA students. Course is taught in 16-credit modules.; for the traditional MBA students (syllabus included), the modules include Competing in the Global Environment, Finance, Marketing, Managing Organizations and People, and Operations Management. Students must complete an in-depth first year project as well working with an outside client. The focus of these modules is cross-functional decision making in the context of global competition. Topics include globalization, business ethics, public policy impacts, ethical issues. Prereq: MBA 515 for traditional two-year students or admission to the Accelerated Full-Time MBA Program.
For traditional 2-year MBA students, entire first year is taught as three 16-credit hour modules. This module has five sections taught in the following order: Accounting, Competing in a Global Environment, Microeconomics, Professional Skills/Introduction to Professional Management and Statistics. Topics discussed in modules include social and political environment of business, ecological context of business, ethical theory, ethical decision making, stakeholder management, enterprise strategy, accounting for environmental issues, and economics in the broader environment.
Students will gain an understanding of the impact of technology, political institutions, legal institutions, social institutions, and ethics on managerial decision making as well as how economic decision making, in turn, influences these factors/institutions.
For traditional MBA students in their first year, who take all their first year classes as three 16-hour courses. Course is taught in the following seven modules: Managerial Accounting, Competing in an Global Environment, Economics, Managerial Finance, Managing Organizations and People and finally Management Information Systems. Topics include globalization and its impact on society and public policy, accounting for environmental impact, diversity in organizations, and ethical issues.
Prereq: Admission to MBA program for the evening/weekend program. Introduction to professional management and foundation coverage of managerial and professional skills, microeconomics, global competition, financial reporting, business statistics, business ethics and business statistics.
Independent Study courses are available to meet unique needs of students choosing to study areas where course offerings of the University do not suffice. Many MBA students choose the Independent Study option to study courses such as Resource Economics, Social Entrepreneurship and other areas of interest within the College. For example, independent study courses completed in the reporting period include Environmental Economics with Geographic Information Systems (GIS), a Sustainability Reporting Project, The High Cost of Poor Quality, Wind Energy Marketing, an examination of sustainability within the local public transit system, Green Career Fair project management with consumer analysis and Sustainable Design (syllabus attached).
A course in the MBA 555 economics seminar series. This course will help you understand the economic basis of international trade. Emphasis is placed on understanding the theory of international trade and the application of that theory to a number of important issues. Issues to be covered include the gains from trade, determination of the pattern and terms of trade, and the implications of trade for the distribution of income. We will also examine the effects of tariffs and other trade barriers, the debate over outsourcing, the controversy surrounding regional trade agreements, and issues involving trade and the environment.
A course in the MBA 555 economics seminar series. Cross listed with Economics 483. This course focuses on the economic concepts and tools that are relevant to the analysis and management of natural resource use. Our investigation will be organized around three broad questions: First, what kinds of markets would we expect to develop for various kinds of natural resources, and what patterns of resource use would we expect to result? Second, under what conditions will these market allocations be socially desirable? And third, if market results are not optimal, are there policies that could lead to improvement?
To clarify what we mean by “socially desirable,” we will develop the tools of benefit/cost analysis and rules for efficient resource allocation over time; and we will examine the role of property rights, concepts of resource scarcity, questions of equity (particularly among generations), and the relationship between resources and economic growth. We will analyze renewable resources like fisheries and forests, nonrenewable resources like minerals, and the economics of recycling.
The course examines a variety of social, political, regulatory, environmental, and technological issues from regional, national, and global perspectives. The objectives of the course are to give you a better understanding of these issues and to develop your ability to apply the tools of economic analysis to problems involving the use of natural resources.
This course stresses the appropriateness of assessing the impact(s) of corporate action on the natural environment. The overriding pedagogical objective is to sharpen the graduate student’s ability to diagnose business situations from the environmental point of view. Primary consideration will be given to the organizational implications of shifting from the traditional input-process-output (“cradle-to-grave”) organization model to an input-process-output-input (“cradle-to-cradle”) mindset.
Strategic business opportunities associated with an evolving consumer environmental consciousness will be explored: What is the relationship between business and the natural environment? Do corporations--and more particularly the managers who represent them--have any responsibility to preserve the environment? In what ways does business activity impact the ecosystem? What is the appropriate relationship between the human species and the balance of the natural environment? These and other related questions provide the "gist" for this course:
- Specific topics include:
- Environmental Ethics
- Ecofeminism and Environmental Justice
- Scarcity, Overconsumption, and the Market
- Clean Technology
- Pollution Prevention
- Life-Cycle Design
- Loop Closing
- Environmental Management Systems
Students enrolling in this course can expect to come away with both theoretical as well as practical insights with regard to the broad topic of the interface between business and the natural environment.
A course in the MBA525 management seminar series. One of the major aspects of corporate design and structure pertains to the way organizations in general and firms in particular are 'governed' and relate to their shareholders and stakeholders. This course is designed to outline and elaborate the particular issues and mechanisms of contemporary corporate governance--alternatively defined as "the system by which companies are directed and controlled" (Cadbury Report 1992) or the "set of rules and relations referring to the company administration, ownership structure and management efficiency to reach the company targets" (Benneton Group - Investor Relations, accessed March 2010). The topic of corporate governance will be elaborated from the institutional as well as organizational and managerial points of view, against the backdrop of an understanding of how corporate governance has evolved over time. Specific topics include:
Variety of Organizational Forms
History & Evolution of Corporate Governance/Government v Governance
Roles of Boards/Duties of Boards
Board and Director Assessment
Private Company Boards
Constituencies: Shareholders v Stakeholders
Board Structure, Composition and Recruitment
CEO and Director Interaction
Sarbanes-Oxley
Audit Committee
Board's Role in Strategic Planning
International Perspectives
Effective Boards and Board Meetings
Succession Planning
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