Dean and Program Chair, Master of Business Administration
Kent has extensive work and research experience in sub-Saharan Africa, having spent 28 years prior to coming to the Institute with international NGOs such as Oxfam America, CARE, PATH, and also with Peace Corps. His work, teaching, and research focuses on the intersections of culture, organizational behavior, monitoring and evaluation, decision making, and strategy. He specializes in understanding how power dynamics, identity politics, and structural exclusion influence organizations, public policy, philanthropy, and the relationships between public, private, and nonprofit actors.
Courses offered in the past four years.
- Current term ●
- Upcoming term(s) ○
“Complex social problems are beyond the capacity of any single organization – or sector -- to solve. This case-based course looks at different ways of structuring, managing, and leading inter-organizational collaboration. First, we theorize power itself. Second, we build a sophisticated understanding of debates regarding how structural social change actually happens…vs. how we may wish it happens. Third, we challenge our implicit mental models of what an “organization” even is. Then, we look at specific, real-world cases – relative success stories -- where relations and structures of power have been de- and re-institutionalized. The goal is to understand what managers, leaders, and activists can actually do, pragmatically, to foster such social, political, and cultural change. Central to the course is looking at organizations themselves as social and cultural constructions, as sites where larger political struggles over power get enacted. In other words: the course will de-romanticize “NGOs” or “Social Enterprises” and unpack them as instantiations of extant power relations and forms of structural inequality rather than heroic actors somehow immune from such things. Our goal in this course is not to identify which kind of collective effort is uniformly best – students seeking black-and-white certainty and infallible “tools” will be very disappointed. Rather, our aim is to understand the strengths, weaknesses, limits, and opportunities of different approaches to collective action, depending on program goals and the operating context. Students will leave the course armed with broad strategies, approaches, tactics, and historical, comparative knowledge about what has worked, in what contexts…and the understanding that when it comes to shifting power relations in sustained ways…the next challenge demands creative thinking, not application of past “best practice.”
Spring 2018 - MIIS, MIIS Second Half of Term
Changing Economic Policy: What Advocates Need to Know About Economics
How can citizens change economic policy? What changes in public economic policy could foster more just markets, more equitable and sustainable economic development, and build more resilient cities, towns, counties, regions and states? What are smart ways of doing this within an increasing – Trump notwithstanding – globalization of markets, skills, and economic cultures?
This course will focus on innovations in economic policies being promoted by social justice activists, critics of forms of capitalism that are leading to vast wealth inequality, and actors interested in promoting more resilient local economies. Students will engage in critique of these proposals and develop a deep understanding of their strengths and weaknesses. At the same time, students will learn the tools, techniques, tactics and strategies of social justice advocacy. The course will include a large number of guest speakers from activist, advocate, public sector, and economic arenas.
Discussion of these policy innovations and advocacy will provide opportunities to deepen understanding of a host of economic concepts, including (but not limited to): the principles of, and public policy responses to address, market failure; theories of economic growth and investment; theories of income distribution and causes and consequences of economic inequality; taxation and transfers to businesses and households asset markets; theories of collective action. Students will demonstrate their facility with these economic concepts by integrating them into their course deliverables.
The major deliverable of the course: Students will work in teams on a strategy to pass a new economic policy of their choice at either city, county, or state level in California.
Fall 2017 - MIIS
This seminar introduces participants to a variety of evaluation approaches appropriate to public sector and nongovernmental organizations engaged in social change, poverty alleviation, education, health and development work. Key issues include: uses of evaluation; alternative evaluation methodologies; evaluation as the process of testing hypotheses about linkages and causality; evaluating for sustainability; stakeholder identification; participatory approaches to evaluation; cross-cultural perspectives on evaluation; funding of evaluation; and, the role of organizational leadership and management in evaluation. Seminar participants review and critique evaluations of development assistance projects sponsored by bilateral, multilateral, and nongovernmental organizations. Additionally, they develop original evaluation designs that allow them to apply critical seminar concepts to a real-life project.
Fall 2017 - MIIS
Social Asset Mapping: Monterey
MIIS and CSUMB are partnering on a contract with the City Council of Monterey. The contract calls for CSUMB to conduct a hard asset mapping of the city, and MIIS to undertake a social asset mapping. Together, the two products will serve to inform the city’s next strategic plan. In this course, students will learn the discipline of social asset mapping, and undertake primary research with Monterey community members, organizations, and leaders. Students will produce a report and be required to present results in front of City Council members.
Fall 2016 - MIIS
Leadership Across Borders is intended to develop each student’s personal and leadership effectiveness as it relates to leading self (understanding the practical importance of self-awareness, leveraging strengths, and addressing areas for growth), leading others (appreciating differences, understanding diversity, inspiring and engaging others, and empowering others to do their best thinking and problem-solving), leading teams (facilitating successful outcomes in teams), and leading the organization (with a focus on organizational strategy and culture). This course is designed as a leadership experience by providing a learning environment that is interactive, engaging, and provides opportunities to practice critical leadership and interaction skills. This course, at its heart, is about the people side of the enterprise.
We will explore key leadership competencies and organizational dynamics that are critical for the success of any organization, regardless of industry and whether it be small not-for-profits, start-ups, or medium to large companies. We will explore the challenges and leadership implications of working across borders and embracing diversity. Given that the success of most organizations across the globe is dependent upon leveraging people’s capabilities and collaborating within and across teams, this course will provide numerous opportunities to put these principles into practice. Students will also have the opportunity to explore leadership “presence” by practicing their presentation skills in an intensive day-long workshop.
By the end of this course, students will be ready to:
1. Act as a force for positive change inside any organization and be able to adapt personal strategies in diverse business, social, and market contexts (PLO 7)
3. Integrate into and/or lead multi-cultural teams (PLO 6)
4. Choose from a range of styles to effectively manage relationships with coworkers, bosses, and direct reports (PLO 6)
5. Articulate solutions to business problems orally in a persuasive manner
Fall 2016 - MIIS, MIIS Second Half of Term
Areas of Interest
I’m passionate about transforming higher education so as to better prepare young professionals to work on complex, wicked problems. This requires us to rethink and reinvent relationships between public, private, and nonprofit enterprises to connect disciplinary silos and expertise in new ways, and adopt transformative andragogical approaches in our programs. What the world doesn’t need is more competent, obedient, rule-following technocrats. What it does need is feral professionals who can transform systems and reconfigure long-standing relationships of power.
- PhD, Emory University, 2005
- MA in Communication, Cornell University, 1990
- BA in Journalism, Northwestern University, 1983
Professor Glenzer has been teaching at the Institute since 2011.
- Co-editor and chapter contributor in the forthcoming Action Research Handbook (3rd edition).
- Appointed to Editorial Board of the Action Research Journal.
- Led the formative evaluation of Save the Children’s $5 million program devoted to global knowledge sharing and building robust communities of practice related to food security programming.
- Consulted with Geneva Global on a long-term program to build the civil society sector in western China. This work is ongoing.
- Consulted with the Ford Foundation in China – and NGO partners there – on a strategic monitoring, evaluation, and learning system for the country office.
- Contributed a chapter to a book on understanding culture and cultural change for the Army Research Institute, a book targeted at army officers, as well as being lead expert for a training module for army staff on using appreciative inquiry to advise host country staff on organizational development and change.
- Authored Oxfam America’s Rights-Oriented Programming for Effectiveness and Oxfam International’s Program Principles, which both served to strategically frame the organization’s long-term and rights-based approaches to development and social change.
- Oversaw a three-year, multi-level portfolio assessment of CARE’s work on women’s empowerment and oversaw the massaging of evaluation results into organizational practice.