Beyond Grey Pinstripes

Western Washington University (CBE)

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Western Washington University (CBE) 516 High Street
Bellingham, WA, 98225-9072
United States

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Demographic Information

Number of full-time MBA students (2011):

Number of part-time MBA students (2011):

Total duration of full-time MBA program:

24 months

MBA faculty (Fall 2010):

Females as percent of student body:

50%

Description of MBA Program:

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.

How does the MBA program 'walk the talk' of social and environmental impact?:

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.

Academic Department

Course Name: Seminar in Management: Organizational Change

Instructor: Mary Sass

A course in the MBA 525 management series. In today’s business climate, it is critical that employees work together effectively to manage ever-changing organizations. Therefore, the overarching goal of this course is to offer a practical framework for understanding individual and group dynamics as they operate within and through organizations experiencing change, and to create an opportunity for introspection, participation and skill development around competencies that are highly prized in the modern economy.

Specifically, then, this course has three interrelated objectives. The first is to impart a body of knowledge about human social dynamics in changing organizations. Such knowledge is at the core of mastering the managerial endeavor and serves as a basis for conceiving of and executing behavioral coordination in the pursuit of organizational goals. The second purpose is to test the applicability of this knowledge by using it to better comprehend, anticipate and influence the thinking and behavior of others as conditioned by organizational structure and policy. That is, this course will provide opportunities to examine the usefulness of theory as applied to real-world practice. The third purpose is to encourage students to assume a more reflective posture about their aptitudes, aspirations and interactions. This entails developing a keener sense of self-awareness about one’s strengths and weaknesses in relation to environmental demands.

Course Name: Seminar in Marketing: Innovation

Instructor: Ed Love

A course in the MBA 534 marketing series. In this course, we will explore three methods that have been applied to the commercialization of new or innovative products. These are:

• Geoffrey Moore’s Chasm Marketing model Crossing the Chasm,

• W. Chan Kim & Renee Mauborgne’s Blue Ocean Strategy, and

• Clayton Christensen’s theory of disruptive innovation, as presented in The Innovator’s Solution

Upon completion of the course you should be able to:

1. Understand how Design Thinking is used to create innovation

2. Evaluate the potential of a product innovation

3. Understand the difference between a discontinuous and continuous innovations

4. Understand the difference between a disruptive and sustaining innovation

5. Develop new product marketing strategies based on the three methods discussed in class

6. Evaluate a market’s potential for new entrants

7. Determine which types of firms will benefit most from a given innovation

Course Name: Seminar in Marketing: Sustainable Marketing

Instructor: Wendy Wilhelm

A course in the MBA 534 marketing series. Stacked with the 474 undegraduate class. This course will provide students with the skills for developing and marketing a sustainable product. It will cover key concepts and tools related to marketing mix decisions, such as product design-for-environment, pricing based on full cost accounting, greening of the supply chain, and life cycle impact assessment. Strategies for reducing the environmental impacts of products and services will be emphasized.

Course Name: Senior Seminar: Natural Resource Economics

Instructor: Hart Hodges, Daniel Hagen

MBA students can take up to 10 hours of 400-level courses. Discussion and analysis of selected issues in the economics of the environment and natural resources.

Course Name: Social Entrepreneurship

Instructor: Craig Mayberry

MBA students can take up to 10 hours of 400-level courses. This course is about using entrepreneurial skills to craft innovative responses to social problems. Entrepreneurs are particularly good at recognizing opportunities, exploring innovative approaches, mobilizing resources, managing risks, and building viable enterprises. These skills are just as valuable in the social sector as they are in business. Social entrepreneurship applies to both profit and non-profit firms who have programs designed to create social value.