Please Note
The Management & Business Strategy Concentration was replaced by the Strategy & Leadership Concentration in the Summer of 2013. Students who started the Management & Business Strategy Concentration in the Spring of 2013 or earlier can complete the Management & Business Strategy concentration or switch to the Strategy & Leadership concentration.
Students who did not start the concentration by the Spring of 2013 can select only the Strategy & Leadership Concentration.
Curriculum
This concentration is comprised of 5 courses (15 credits).
Foundation Course Requirements: International Business and Strategic Management are part of the MBA Curriculum and are required for all students in this concentration.
Electives
(Choose 5 courses)
| Course # | Title | Cr |
|---|---|---|
| 22:620:612 | Creativity in Business Decision-Making | 3 |
| 22:620:648 | Leading Across Cultures | 3 |
| 22:553:671 | Doing Business in China* | 3 |
| 22:553:672 | Doing Business in Southeast Asia* | 3 |
| 22:620:621 | eCommerce Strategy | 3 |
| 22:620:603 | Executive Leadership | 3 |
| 22:553:621 | Global Management Strategy | 3 |
| 22:620:590 | Special Topic: Introduction to Corporate Social Innovation | 3 |
| 22:620:604 | Human Resource Management | 3 |
| 22:620:609 | Management Consulting | 3 |
| 22:620:601 | Management of Innovation and Technology | 3 |
| 22:620:615 | Managing Organizational Diversity | 3 |
| 22:620:606 | Managing Strategic Transformations | 3 |
| 22:620:616 | Managing Technical Professionals | 3 |
| 22:620:602 | Managing Technological Breakthroughs | 3 |
| 22:620:617 | Negotiations | 3 |
| 22:620:608 | Team Building and Group Process | 3 |
*Note: Students may count only one, not both, of these courses towards a concentration in Management & Business Strategy.
Course Descriptions
22:620:612 - (3 cr)
Creativity in Business Decision-Making
Focuses on creativity in business, which has typically been applied to product and process development, but may be best leveraged at the highest levels of the organizations to improve strategic decision making. Cases, simulations, role-plays, and other exercises will be used to help students develop creative strategic thinking and decision-making skills.
Prerequisite: Organizational Behavior (22:620:540)
22:620:648 - (3 cr)
Leading Across Cultures
This course is designed to address the needs of executives with leadership and/or senior management responsibilities in global businesses. It focuses on the uniquely different aspects of leading a multinational organization across different cultures and interacting with a globally dispersed workforce. Many businesses today do not grant full autonomy to their foreign-based subsidiaries choosing instead to centralize decision-making using a global or transnational strategic platform while implementing these strategies at a global, regional, and local level. This approach requires leaders with global responsibilities to understand the cultural differences that exist in various regions and countries in which they operate and the implications of those cultural differences in making and implementing strategic decisions regarding marketing strategies, operations/supply chain strategies, HR strategies including hiring and engaging key executives and managers, and business development strategies.
22:553:671 - (3 cr)
Doing Business in China
This unique course features a study trip to China. The objective of the course is to learn about China's dynamic economy and business environment through hands-on learning. This course is open to all students (MBA, Masters, and undergraduate) and alums. Students should consult with the department chair of their concentration to see if this course will count toward their concentration. For anyone interested in doing business in China, or knowing more about one of the most important developing economies today, this course is a must.
22:620:621 - (3 cr)
eCommerce Strategy
Explores of the basic notions of disruptive changes in technology and business models, using case studies and current developments to examine strategic alternatives and management, looking at internal as well as external factors. This course is not a technology course; we assume general familiarity with the application of the Internet and its elements, but not the technologies of their realization.
Prerequisite: Organizational Behavior (22:620:540)
22:620:603 - (3 cr)
Executive Leadership
Examines the characteristics and skills that allow leaders to make positive contributions to their organizations. Offers students the opportunity to improve their skills through the use of simulations, role-plays, case analyses, and discussions. Skills examined and practiced in this course include developing and communicating a vision, systems thinking, team building, and decision making.
Prerequisite: Organizational Behavior (22:620:540)
22:553:621 - (3 cr)
Global Management Strategy
Addresses the creation of competitive advantage in the multinational firm as well as the complexities of managing a multinational firm. Examines the nature of global industries and global competition to assist managers in understanding how to create and administer a successful global strategy.
22:620:604 - (3 cr)
Human Resource Management
Provides an overview of the HR function's traditional focus (selection, training, performance management, legal issues), while also delving into more contemporary challenges that include managing change, the changing nature of work and work practices, international and cross-cultural considerations, and the future of HR itself. Students learn a variety of skills and tools that can be utilized to effectively deal with these day-to-day challenges in the workplace.
Prerequisite: Organizational Behavior (22:620:540)
22:553:533 - (2 cr)
International Business
Exposes students to numerous challenges a firm faces as it attempts to internationalize its operations. At course end, student is expected to have a better understanding of the microfactors that make management of international businesses distinct from domestic businesses. The topics include entry strategies, site selection, world trade organization, and ethics in international business.
22:620:609 - (3 cr)
Management Consulting
Develops management consulting skills by examining best practices for introducing change by internal and external consultants. Examines various aspects of the consulting process including assessment and diagnosis, contracting, data collection and feedback techniques, commitment, resistance to change, implementation, evaluation, and ethics. Combines lectures, class discussions, and case analyses as vehicles for application of theory in action.
Prerequisite: Organizational Behavior (22:620:540)
22:620:601 - (3 cr)
Management of Innovation and Technology
Examines a variety of problems in the management of science and technology with emphasis on the strategic management of technology. Topics include integration of business strategy with technology, the product development process, manufacturing/process technologies, time to market, technology-based strategic alliances, and technology venture development. Case studies will be used extensively. Should be of interest to people working or intending to work in any functional area in an organization which develops or uses new technology-based products or services.
Prerequisite: Organizational Behavior (22:620:540)
22:620:615 - (3 cr)
Managing Organizational Diversity
Helps students understand themselves at their own place (within cultures and subcultures) and their responses to difference; other people (bosses, coworkers, subordinates, clients, and customers); differences among organizations; and the skills for managing diversity well. Develops the point that managing diversity well is the essence of good management for the coming decades.
Prerequisite: Organizational Behavior (22:620:540)
22:620:606 - (3 cr)
Managing Strategic Transformations
Explores new approaches for organizing the total enterprise, including structuring, processes, and culture. Using cases and simulations, new forms of organizing are linked to various competitive strategies and to performance, and skills for designing, implementing, and managing strategic transformation are developed.
Prerequisite: Organizational Behavior (22:620:540)
22:620:616 - (3 cr)
Managing Technical Professionals
Discusses issues in managing and leading scientists, engineers, software developers, and other technical professionals. Develops skills for increasing individual creativity and organizational innovation. Topics include motivation, reward systems, technical communications, career development, effective teams, technical leadership, and managing change in a technology-based organization. Special emphasis is placed on practical issues for technical professionals in today's business environment.
Prerequisite: Organizational Behavior (22:620:540)
22:620:602 - (3 cr)
Managing Technological Breakthroughs
Examines the impact of disruptive technologies on established and start-up organizations. Identifies best practices in each type of organization to take advantage of the emergence of breakthrough technologies such as the Internet, the cellular telephone, or the personal computer. Examines successful start-ups in the personal computer industry and contrasts organizations "built-to-last" with those "built-to-flip." Should be of interest to people working or intending to work in a technology-based start-up, an eCommerce company, or any functional area in an organization that develops or uses new technology-based products or services.
Prerequisite: Organizational Behavior (22:620:540)
22:620:617 - (3 cr)
Negotiations
Provides an introduction to the principles, practice, and processes of negotiations as a management skill with bosses, subordinates, peers, clients, and customers. Discussion of the preparation and planning for negotiation, the strategy and tactics of negotiation, issues regarding both distributive and integrative bargaining, and ethics in negotiation.
22:620:590 - (3 cr)
Special Topic: Introduction to Corporate Social Innovation
Helps prepare leaders of tomorrow to create profitable and sustainable business opportunities in a world undergoing massive and transformational change. Provides an overview of "mission driven" and responsibility-centered business practices. Using case studies, guest speakers, group projects and course readings, students gain broad understanding of the many ways they can pursue positive, innovative and sustainable change, while developing the skills, knowledge and practices for building innovative organizations that contribute to solving complex social, ecological, and economic problems.
22:620:542 - (2 cr)
Strategic Management
Discusses skills and concepts needed to manage an organization to compete effectively in its environment. Provides tools for identifying environmental opportunities and threats and organizational strengths and weaknesses. Serves as a basis for the interfunctional management team consulting project.
22:620:608 - (3 cr)
Team Building and Group Process
Examines the skills needed to successfully create and manage teams in organizations. Offers students the opportunity to improve their skills through the use of simulations, role-plays, case analyses, and discussions. Skills examined and practiced in this course include team building, conflict management, decision making, and strategic thinking.
Prerequisite: Organizational Behavior (22:620:540)