Course Descriptions: Management
- D 546 China in Transition1(3 cr) P: MBA Module 2A
- An introduction to the process of creating a market-driven organization. Specific topics include marketing strategy, market research and analysis, and the development of products and services, pricing, distribution and promotion. The course employs lecture, classroom discussion, case analyses, and field research projects. For MBA students enrolling in Module 2A.
1There is a 1.5 hour section of this course that does not include the trip to China - D 594 Competitive Strategies in Global Industries (3 cr.)
- The objective is to seek to develop an understanding of the contemporary challenges and opportunities associated with developing global strategies. In light of recent developments in the global market place, old ideas about competitive strategy and implementation have become largely obsolete. Through a study of competitive industry analysis, competitor analysis, and cooperative alliance analysis, we shall gain a grasp of the basic principles that are necessary in thinking about competing in a global business environment. We will identify how to do an industry analysis and a cooperative industry analysis. This course provides an opportunity to learn about the factors affecting firm capabilities that build on industrial economic theories and on emerging theories of cooperative alliances and joint ventures. For MBA students enrolled in Summer Module 2S.
- D 595 International Management (1.5cr.)
- This course focuses on developing skills in managing international alliances and is aimed at students who are aspiring for general management positions in technology intensive firms -both entrepreneurial and large established firms. Alliances, both domestic and international, are increasingly becoming central to a firm's competitive strategy and thus demands executives who can strategically find partners, negotiate strategic alliances, and work with them to create value. International alliances provide the extreme case of an interorganizational relations, and the course learning can be easily extended to cover a wide range of joint ventures and strategic alliances including purely domestic arrangements.
- D 590 Independent Study in International Business (cr. arr.)
- For advanced M.B.A. students engaged in special study projects. Course admission and project supervision is arranged through the M.B.A. Office and the student's faculty advisor.
- J 501 Developing Strategic Capabilities (1.5 cr.)
- This course offers an introduction to tools for strategic management. Because it comes at the beginning of the MBA Program, it provides an introductory view of the complexities involved in determining long-term strategies. Rather than assessing the firm's environment in terms of broadly defined opportunities and threats, we will examine the dynamics of the competitive environment, how both the pace and the direction of industry change are influenced by the resources, capabilities, and competitive interactions of rival firms. For MBA students enrolled in Module 1A
- J 506 Leadership and Ethics in the Business Environment (3 cr.) P: J501
- Modern businesses operate in an increasingly interdependent and dynamic environment. The modern, large firm is the major institution in most contemporary industrialized societies. Many actions of firms have major impacts on society as a whole, as well as on specific stakeholders. Corporate actions are increasingly subject to media, public and government scrutiny. The nature of the constantly changing relationship between business and its major constituencies is the focus of the course. The ethical, political, economic, social, and technological considerations of various managerial decisions are investigated. The role of ethical leadership and how it relates to corporate purpose and responsibility will be a major theme of this course. For MBA students enrolled in Module 2B.
- J 522 Strategic Management of Technology and Innovation (3.0 cr.) P: J 506
- Once upon a time, technology management was left to engineers and innovation was something that came out of the R&D labs. Today new technologies redefine industries and business practices daily, and nurturing innovation is the responsibility of all managers. Technology, innovation, and strategy have become intertwined as firms realize that distinctive organizational capabilities are the basis of competitive advantage. The importance of developing capabilities has, in turn, increased interest in a broader interpretation of innovation: organizational learning. This course examines the interrelationship of these concepts and explores how managers may use the development of technology to improve their firm's strategic position
- W 511 Venture Strategy (3 cr.) P: J506
- This course is designed for those individuals interested in creating a new business venture, acquiring an existing business, working in industries that serve the entrepreneur, or students wishing to familiarize themselves with concepts, issues, and techniques of new venture creation and entrepreneurship. There is also a strong focus on intrapreneurship, or innovation within a corporate environment. Because the sources of entrepreneurial and intrapreneurial motivation are often quite diverse, the learning goals and objectives of the students in this course are often similarly diverse. Therefore, the course is designed to offer a broad range of educational experiences, including case analyses, presenting and negotiating a financial deal, and creating a business plan or corporate change initiative
- W 516 Organizational Development and Change (3 cr.) P: J 501
- Today's business environment forces executives to use every tool at their disposal to create and maintain an effective and adaptable organization. A major source of effectiveness and adaptability is the ability of managers to facilitate meetings, to assess strategic decision-making, and to coach others. This course addresses these skills by training the students to be facilitators for the MBA weekend experience (X511).
- W 519 Knowledge Management (1.5 cr.)
- It is now widely accepted that a firm's knowledge and its capability to learn and to share knowledge are critical competitive advantages. This course will begin by defining organizational learning and then move toward helping the business professional to do a knowledge audit. Organizations expand their knowledge through their networks and external contacts and through alternate modes of disseminating their knowledge. So it is important for firms to assess their learning intent and goals for learning externally as well as sharing and using knowledge internally. Many organizations are looking at themselves as learning organizations and think of their capacity to learn as an important capability. Taught as a web-based course through Oncourse.
- W 590 Independent Study in Management and Administration (cr. arr.)
- For advanced M.B.A. students engaged in special study projects. Course admission and project supervision is arranged through the M.B.A. Office and the student's faculty advisor.
- Z 590 Independent Study in Personnel and Organizational Behavior (cr. arr.)
- For advanced M.B.A. students engaged in special study projects. Course admission and project supervision is arranged through the M.B.A. Office and the student's faculty advisor.
