The Strategy and Leadership concentration prepares you to step into strategic management and organizational leadership positions and is particularly helpful when paired with a functional discipline like finance, marketing or supply chain.
The Strategy track prepares you to develop and execute organizational and business strategies, create or extend new products and services to cope with technological and market changes, manage mergers, acquisitions and alliances, and build organizational capabilities for long-term competitive advantage.
The Leadership track prepares you to manage people, teams, and organizations. Courses in executive leadership, creative decision making, human resource management, team building, management consulting, negotiations, and change management provide you with the tools you need to be a successful organizational leader.
Part-time MBA students entering the program prior to Spring 2025 may follow either the pre-spring 2025 concentration or the current concentration.
Students can now earn a STEM MBA. To qualify, students must take a minimum of half of their credits in STEM-designated courses (25-30 credits). The Core Curriculum provides 9 STEM credits. Please use the STEM Link below to view all STEM courses.
Students are required to choose either the Strategy Track OR the Leadership Track.
| Full-Time MBA: 15 Credits | ||
|---|---|---|
| Required Courses | Electives | |
| Strategy Track | A Minimum of 6 Credits from Area 1 | 9 Credits |
| Leadership Track | A Minimum of 6 Credits from Area 2 | 9 Credits |
| Part-Time MBA Primary Concentration: 12 Credits | ||
|---|---|---|
| Required Courses | Electives | |
| Strategy Track | A Minimum of 6 Credits from Area 1 | 6 credits |
| Leadership Track | A Minimum of 6 Credits from Area 2 | 6 Credits |
| Part-time MBA Secondary Concentration: 9 Credits | ||
|---|---|---|
| Required Courses | Electives | |
| Strategy Track | A Minimum of 6 Credits from Area 1 | 3 Credits |
| Leadership Track | A Minimum of 6 Credits from Area 2 | 3 credits |
*Foundation Course Requirement:
*22:620:588 Strategic Management is part of the MBA Curriculum and is required for all students who choose this concentration and cannot double-count towards the Strategy and Leadership concentration.
| Course # | Course Name | Credit(s) | STEM (Y/N) |
|---|---|---|---|
| *22:620:588 | Strategic Management* | 2 | N |
| Course # | Course Name | Credit(s) | STEM (Y/N) |
|---|---|---|---|
| 22:553:621 | Global Management Strategy | 3 | N |
| 22:620:601 | Management of Innovation and Technology | 3 | Y |
| 22:620:680 | Mergers, Acquisitions, and Alliances | 3 | N |
| 22:620:679 | Corporate Strategy | 3 | N |
| Course # | Course Name | Credit(s) | STEM (Y/N) |
|---|---|---|---|
| 22:620:603 | Executive Leadership | 3 | N |
| 22:620:604 | Human Resource Management | 3 | N |
| 22:620:608 | Team Building and Group Process | 3 | N |
| 22:620:617 | Negotiations | 3 | N |
| Course # | Course Name | Credit(s) | STEM (Y/N) |
|---|---|---|---|
| 22:553:670 | Global Experience | 3 | N |
| 22:620:606 | Managing Strategic Transformations | 3 | N |
| 22:620:609 | Management Consulting | 3 | N |
| 22:620:615 | Managing Organizational Diversity | 3 | N |
| 22:620:624 | Opportunity Identification and Evaluation | 3 | N |
| 22:620:654 | Managing Growing Ventures | 3 | N |
| 22:620:672** | Urban Entrepreneurship & Economic Development+ | 3 | N |
| 22:620:XXX | Special Topic: Leading with AI: Strategies for Business Management | 3 | Y |
**22:620:672 Urban Entrepreneurship& Economic Development- This course may only be counted as an elective for the concentration if it is not already counted toward the MBA Curriculum's Integrative Course Requirement.
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.
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 (22:620:585 (PT))
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 (22:620:585 (PT))
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 (22:620:585 (PT))
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 (22:620:585 (PT))
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 (22:620:585 (PT))
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 (22:620:585 (PT))
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.
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.
This course offers a framework for understanding the entrepreneurial process and exposes students to challenges, problems, and issues faced by entrepreneurs who start new businesses. A case study of actual business scenarios is the principal teaching method, supplemented by lectures, business cases, and guest speakers. The guest speakers will be executives who either run their own business or manage a division of a large company. Students should be prepared to ask guest speakers questions about their businesses and how they solved issues that arrive. i.e. Raising capital is an issue for every business owner and its part of the class assignment. Questions around this topic should assist with understanding this topic. Major objectives are for students to learn how to identify and evaluate venture (e.g., business, non-profits, grassroots) opportunities, develop a venture concept, assess and obtain the required resources, and manage its growth.
Small and medium businesses are the backbone of the modern economy by creating wealth and jobs. In this course, students learn how to plan and manage the various activities essential for effectively running a small business and how to recognize and avoid the common mistakes made by small business managers. This course offers an overview of running a small business including a discussion of leadership, strategy, marketing, finance, operations, human resources, supplier management, facilities, banking, legal and regulatory considerations. These topics are integrated and presented in the context of a small business environment. A combination of business case examples and text will be used to supplement lectures, student project work and guest speakers.
This course is designed for students who exhibit high degrees of self-direction and significant interest in urban issues, entrepreneurship, and/or economic development. Students will be challenged to work individually and in teams on projects, reports, and research at the intersection of business, community development, new venture creation, urban policy, and economic development.
The course will explore the many dimensions of urban entrepreneurship and economic development through an exploration of the business and policy issues, the use of action research methods and the development and completion of consulting projects. The location of the course in Newark provides a unique opportunity to have the city become a laboratory for student education in the areas of urban entrepreneurship and economic development. Students in this course will be directly involved in the economic development initiatives of Rutgers-Newark and The Center for Urban Entrepreneurship & Economic Development.
This course focuses on the strategic, organizational, and leadership challenges that "multi-business" organizations face, providing students with perspectives on how corporations formulate a vision, develop strategies to allocate resources, and create synergies across their portfolio of businesses. The course offers practical and field tested methods used by corporate leaders to achieve sustained results. Students will discuss case studies to examine strategies of successful and failed corporations. Executive guest speakers will be invited to the class to discuss their corporate strategy perspectives.
Prerequisite: Strategic Management (22:620:588 (PT))
This course provides an overview of the principles, tools, processes, and practices used by senior executives, investment bankers, venture capitalists, and consultants to manage mergers and acquisitions (M&A) and strategic alliances (SA) that achieve/sustain competitive advantage and deliver intended performance levels. Topics include: strategic and practical considerations for pursuing mergers, acquisitions, and alliances; understanding the underlying economics, financial, cultural and legal implications of M&A; identifying and evaluating acquisition targets and establishing priorities and valuations; negotiating the deal for M&A and SA, and structuring transactions and agreements; managing M&A integration and SA cooperation; and a discussion of exemplary processes and practices in M&A and SA.
Prerequisite: Strategic Management (22:620:588 (PT))
Recommended: Corporate Strategy (22:620:679) be taken prior to this course