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Locational Road Map
“It Is Up to Me”


Preparing entrepreneurs or students committed to a social enterprise business missions’ visions’, value propositions, and maximizing business profit, how to visualize the business location, connect the commitment dots, and analyze the location’s strengths weakness, opportunities challenges and make decisions is a is not an easy task for entrepreneurship educators. The exercise bridges the gap between gathering information, alternative choices, and decision making can be used in the entrepreneurship classroom or workshop to improve business locational analysis and decision-making skills. Participants learn how to evaluate multiple options, the unintended consequences intertwined in the decision making creating the right road map for selecting the solution, implementing options and assessing the impact of the decision and solution Participants will join teams of like-minded social entrepreneurs or students, learn how to identify the best location for a social enterprise businesses, develop a locational road map and make decisions The experiential learning exercise activities are bundled and sequential. The activities can be a single lesson, expanded lessons, or workshop series. The printed/virtual materials can independently or with other business planning lessons or workshop series, as well as outside of the classroom or workshop.

Keywords: Locational Decision-making Social-Enterprise


“Mapping the Road Is Up to Me” exercise is best suited for like-minded social entrepreneurs or students committed to bringing about change in underserved communities and maximizing business profits. Together, they will learn how to develop a business site -location roadmap, identify and, manipulate variables, collect and analyze multiple roadblocks and probable outcomes intertwined with the pros and cons, locating or relocating a business to a self-selected location.

Corporate Social Responsibility (CSR) and Community Reinvestment Act, (CRA), public-private partnerships with community services and the economic development commitments and mandates, intertwined with the social-economic development and sustainability strategies in 2019 are some of the most transformative, dynamic, unstable, challenging and unpredictable variable impacting today’s social entrepreneur business ecosystems in underserved communities. They are the unintended consequence that social enterprise entrepreneurs must analyze when self-selecting the location for the business.
The exercise embeds practical site location road-mapping roadblock analysis and, decision-making competencies. The activities bundles provide a sequential approach to identifying and analyzing and comparing and road mapping the strengths, weakness, opportunities, challenges (SWOC), options, opportunities and roadblocks in the underserved community ecosystems as potential locations for doing business.
Discussions concerning the impact of CSR, the CRA, partnerships, and aliments with the entrepreneur ecosystems in underserved communities will be discussed in leaderless to improve shared decision making and provide an assessment tool for the educator.
This exercise is for the social entrepreneur and student interested in exploring business locations in an underserved community. Participants do not have to have an idea for a social enterprise or a location for a business. The author has discovered that some prior small business or experience, work, or community service in an economic opportunity zone, banking CSR or CRA operations add to the “realistic” feel. The exercise encourages understanding how public-private community partnerships, CSR, and CRA, contribute to the sustainability of businesses located in an underserved community and potential for sustainability and maximizing profit. Participants do not have to have an idea for a social enterprise or a business. The author has discovered that some prior small business or experience or community service in an economic opportunity zone, banking CSR or CRA operations add to the “realistic” feel of the simulation.

Deciding the social entrepreneurs’ business location is mistakenly understood as drafting a strategy to locate a business. However, while this is only one step in identifying the location process of charting a location road map involves the analysis of the strengths, weakness, opportunities, and challenges (SWOC) for the location or relocation and decision making. The decision-making exercise will help participants identify the variable intertwined in entrepreneur ecosystem locations and develop evaluations of the possible locations for consideration in decision making. Additionally, participants will learn the importance of private-public partnerships, CSR, and CRA in the underserved community entrepreneur ecosystem. The four (4) activities are bundled sequentially to address decision-making skills can be modified.
Eight decision-making steps will provide simple questions that can apply to the SWOC Analysis for the design a roadmap

Entrepreneurs and students will learn how to capture information -strategic to short -and long-term business development plan and identify the milestones linked to building a sustainable social enterprise, maximize profit, social responsibility and underserved communities’ location in a roadmap
Additionally, they will learn to determine if their visions’ missions’ and value propositions interlocked with the community entrepreneur ecosystem and the existing and proposed public, private mandates and partnerships in the SWOC analysis.

Learning Objectives
Empower of social entrepreneurs and students to visualize the critical variable intertwined into the entrepreneurship ecosystem by site location SWOC and for self-selected locations in an underserved community through road mapping and decision making as a process step.
Time: Sequential Series of Four (4) 90-minute Lessons
Group Size: 6-10- (Large groups can be divided equally into smaller groups)
Introduction- Facilitator
Lesson 1: It is Up to Me Locational Roadmap analysis and decision making to enhance and expand self-selected business location, decision-making lesson.
The leaderless group is given the assignment to analyze and determine the Strength, Weakness, Opportunities, and Challenges analyze (SWOC).linked with social entrepreneur ecosystems in underserved communities in the City of Chicago and Cook County.
Example: Three percent of small businesses created in 2017 in the city of Chicago was in the Greater Chatham area, and more than 8 percent of newly formed minority businesses in the city established in Greater Chatham.
Purpose: To understand How? Why? What? CSR and CRA, public and private partnerships contribute to sustainability in underserved communities; the importance of pros and cons, public and private partnerships intertwined with the underserved community and entrepreneurship ecosystem.
Outcome: Participants learn about: Cook County and the City of Chicago, Illinois, organizations committed to Corporate Social Responsibility (CRS) in underserved communities. Community Reinvestment (CRA) partnership organizations, financial institutions, or community interest groups in Cook County and the City of Chicago, Illinois.
Note: Educators has the option to select underserved community
Lesson One Materials: Included in Appendix

Lesson 2: In this activity participants identify and evaluate the problem(s) and solution(s) for diverse social enterprise industries in self- selected communities in Cook County and the City of Chicago, Illinois, CRS and CRA in the location, evaluate the company mission, vision, CRS commitment, and CRA network and partnerships bridging the gaps intertwined with the social enterprise business and community ecosystems

Lesson 3: In this activity, participants will answer questions: What is the probability of maximizing profit and maintaining a competitive edge and sustainability in the self-selected location?; What are the CRS commitments, CRA partnerships, and outcomes linked to economic and social enterprise sustainability in the ecosystems?. Compare those that make a difference in the social enterprise ecosystem; as those that are easy and automatic for businesses without CSR and CRA?. Identify the things (values) that are related to actual decisions to locate or relocate that are important to the entrepreneur or students’ commitments. Apply the eight (8) step decision questions.
Lesson 4: Most entrepreneurs recognize problems, make decisions based on how they react, and interpret information about the business and community ecosystems, the status of the business, influence, and opinion of peers and professionals and other rather than analyzing and evaluating the possible consequences and then making the location relocation decision.

This lesson will apply the eight-steps for location decision-making process; integrated steps with SWOC analysis, evaluating the probable unintended consequences of decision making and make a self-selected location decision
Eight Roadmap Decision Steps
Problem Discovery
Problem Research
Problem Solution
Pros and Cons
Alternative Solution
Road Mapping
Review and Revise

Key Discussion Questions Why? How? What?
1 Roadmaps leading to a location for building a sustainable, social enterprise that maximizes profit, and social responsibility in the underserved communities?.
2.Social enterprise business ecosystem in an underserved community?
Can a social entrepreneur in an underserved community be sustainable and maximize profit?
Lessons Learned or Teaching Tips
The educator will identify situations during the leaderless group discussions which challenge participant collaboration, discovery, and decision making.
The student and entrepreneur will learn how to bridge the gap between the community, CSR CRA, and CRA and business sustainability in underserved communities business location decisions.
Integrate teaching style with an assessment of what the entrepreneur and student should learn. Allow the student to experiment and discover solutions.
Share experiences and ideas. The facilitator and participants may experience success, failure, uncertainty. The outcomes of the experience are not predictable as
community reinvestment brings about \ change in underserved business ecosystems. Knowledge empowers the entrepreneur and student.

The world consists of the person; the neighborhood he/she lives in; the school or college he/she attends; the industry, business, factory, farm, or office where he/she works. Such are the places where every man, woman, and child seek social and economic stability, equal opportunity, equal dignity, access options. Social enterprise entrepreneurs, corporate social responsibility, and community reinvestment bring about change in underserved business ecosystems. Knowledge empowers the entrepreneur and student.

Bureau of the Census, State, Local, and National agenda zip codes,
Community Directories, Statistical Abstract of the United States(yearly),
Harvard Business School l(HBS) Cases, Telephone books, Videos, and Media,
Newspapers, and the US Department of Commerce

Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Authors: Michael E. Porter ‘Mark R. Kramer (December 2006)
Reprint Link: R0612D: https://hbr.org/2006/12/strategy-and-society-the-link-betweencompetitive-advantage-and-corporate-social-responsibility

Elenaor Roosevelt https://www.goodreads.com/quotes/76455-where-after-all-do-universal-human-rights-begin-in-small

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