1. SOCIAL ENTREPRENEURSHIP IN EDUCATION – THEORY AND PRACTICE EUROPEAN UNION Common borders. Common Solutions.

2. SOCIAL ENTREPRENEURSHIP IN EDUCATION - TOPICS History; Definitions; Social Entrepreneurship; Social Innovation; Social Enterprise in Education. EUROPEAN UNION Common borders. Common Solutions.

3. SOCIAL ENTREPRISE SOCIAL INNOVATION SOCIAL ENTREPRENEURSHIP IN EDUCATION – BASIC CONCEPT EUROPEAN UNION Common borders. Common Solutions.

4. WHAT MAKES THE DIFFERENCE BETWEEN COMMERCIAL ENTERPRISE AND SOCIAL ONE - SOCIAL ENTREPRENEURSHIP IN EDUCATION The basic purpose of the enterprise is to deliver INCOMES and gain PROFIT The basic purpose of the social one is to deliver OUTCOMES for the development of the resources of the whole society. PROFIT MANAGEMENTTECHNOLOGYRESOURCES EUROPEAN UNION Common borders. Common Solutions.

5. RESOURCES - TIME RESOURCES - LABOR RESOURCES - FINANCE COMMERCIAL ENTERPRISE (CE) IN SOCIETY PROFIT Common borders. Common Solutions.

6. CE COMMERCIAL ENTERPRISES (CE) IN SOCIETY A SUM OF INCOMES (PRIVATE) Common borders. Common Solutions.

7. SOCIAL ENTERPRISE (SE) IN SOCIETY RESOURCES - TIME RESOURCES - health RESOURCES - knowledge OUTCOMES Common borders. Common Solutions.

8. BASIC VALUES (OUTCOMES) THAT BUILD SOCIETY FEITH HOPE LOVE Common borders. Common Solutions.

9. GROUTH OF RESOURCES FOR THE SOCIETY SE SSESSE T i m e Outcomes for society, delivered from SE

10. S II Student Centered Learning Social and Economic Change Education System Change School Leadership Innovating Teaching Practices ITL Research Logic Model

11. Social Entrepreneurs in education have a vision but there are some constraints: What is a stakeholder? Why and how do they impact on an enterprise? Who are the stakeholders? EUROPEAN UNION Common borders. Common Solutions.

12. It is not just your business – Stakeholder Definitions “Any group or individual that can affect, or is affected by, the performance of the organisation.” (Freeman 1984) “Individuals or groups who depend on the organisation to fulfil their own goals and on whom, in turn, the organisation depends.” (Johnson & Scholes 1999) “The firm is a system of stakeholders operating within the larger system of the host society that provides the necessary legal and market infrastructure for the firms activities.” (Clarkson, 1994) EUROPEAN UNION Common borders. Common Solutions.

13. Your Enterprise Mission Objectives Corporate Governance Whom should the organisation serve? How should purposes be determined? Cultural context Which purposes are prioritised and why? Shareholders Whom does the organisation serve?

14. Should enterprises know about Stakeholders? Failure to account for stakeholders often leads to poor performance, failure or even disaster … Nutt (2009) analysis of 400 strategic decisions – half ‘failed’ because didn’t attend to interests and information held by key stakeholders. Enterprises may start local but may be connected regionally, nationally and internationally Things change – markets, transport, people, regulations. EUROPEAN UNION

15. Stakeholder Groups for Social Education Programmes Primary stakeholders – shareholders, investors, employees, contractors, customers and suppliers Secondary stakeholders – media, action groups, government agencies, trade unions, regulatory authorities, those who influence or affect, or are influenced or affected by the enterprise EUROPEAN UNION

16. Different Types of Stakeholders in CE in Education Secondary social stakeholders Secondary – non-social stakeholders Primary social stakeholders Primary – non-social stakeholders Employees Natural Environment Enterprise Non- human species Future generations Investors Customers Suppliers Local communities Government Social pressure groups Trade Unions Competitors Media and commentators Environmental pressure groups Animal pressure welfare groups

17. Managing Enterprise in Education Identify stakeholders and identify key individuals Identify the orientation of different stakeholders Establish political priorities and trends in the political environment Assess the strength of the stakeholder influence on the company behaviour Evaluate stakeholder attitudes towards the business mission, strategies, activities Identify potential strategies to influence the perceptions of individual stakeholders Win over antagonistic stakeholders EUROPEAN UNION Common borders. Common Solutions.

18. Stakeholder Mapping – The Matrix in CE in Education Level of interest Low High Power A B Minimal Effort Keep informed C D Keep satisfied Key players EUROPEAN UNION Common borders. Common Solutions.

19. The Definition of Power ‘The extent to which individuals or groups are able to persuade, induce or coerce others into following certain courses of action’. (Johnson & Scholes 2008) EUROPEAN UNION Common borders. Common Solutions.

20. Group Task: Start Stakeholder Mapping Divide into groups of five You are launching a new product / service Step 1: Who are the interested parties? Step 2: Plot stakeholders in terms of their level and nature of interest and power on the Flipchart Step 3: Who needs your immediate attention and why? Step 4: How will you keep them happy? EUROPEAN UNION Common borders. Common Solutions.

21. Products / Service in CE in Education Your choice Coffee Shop on the ground floor of the Henry Price residence Community Transport – cycles when you want them Nature reserve on... EUROPEAN UNION Common borders. Common Solutions.

22. Innovation and Me Innovation is generally seen as positive Negative perceptions, tend to focus on constraints and risks Key words linked to innovation: different, creative, particular / new ways of working, advances in technology, people driven, reward, risk, flexible, efficiency gains, developmental, culture of innovation. EUROPEAN UNION Common borders. Common Solutions.

23. Social Innovation in Public and Private Education Private sector innovation is often contained within a single enterprise or cost centre Public sector systems are likely to be more open and more complex. The public sector operates generally under a regulated framework, which may limit scope for innovation. But in both arenas: A mix of people and skills are needed. One innovative project does not equate to an innovative culture. A thorough understanding of customers' needs is essential. 'Celebrating' success feeds back into and reinforces innovation. ‘… innovation is perhaps more challenging in the public sector’. EUROPEAN UNION Common borders. Common Solutions.

24. Innovation and Me Where do I fit with these ideas. Testing enterprising potential GET test http://www.get2test.net/test/index.htm Have a go and then write in your log books about the outcomes, and how you feel about it. There is an extensive literature about the GET test, remember its value is to help you sort out how you think about enterprise and getting involved. EUROPEAN UNION Common borders. Common Solutions.

25. References Clarkson, M.B.E. A Risk Based Model of Stakeholder Theory. The Centre for Corporate Social Performance and Ethics. University of Toronto. Freeman R.E. Strategic Management: A Stakeholder Approach. Boston: Pitman. Johnson, G. and Scholes, K. Exploring Corporate Strategy (Fifth Edition). Harlow: Prentice Hall. Nutt, P. Why Decisions Fail: Avoiding the Blunders and Traps That Lead to Debacles. San Francisco: Berrett-Koehler EUROPEAN UNION Common borders. Common Solutions.