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  Rutgers Business School: Graduate Programs-Newark and New Brunswick 2022-2024 Concentrations Global Business Curriculum and Courses  

Curriculum and Courses




Required Courses
 
22:553:621  Global Management Strategy

22:620:648  Leading Across Cultures

Through experiential learning, case analyses, and individual and group projects, this course provides students with an understanding of the process of cross-cultural management and the challenges that they face while working in multicultural environments. Core competencies include self-awareness, managing ambiguity and uncertainty, managing intergroup conflict, cross-cultural communication, and international career development.

Prerequisite: Organizational Behavior (22:620:540 (FT) / 22:620:585 (PT))

22:553:671  Doing Business in China

22:620:603  Executive Leadership

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.

For Doing Business in China and Doing Business in Southeast Asia, students may count only one, not both, of these courses towards a concentration in Global Business. Other travel courses supervised by RBS faculty may be offered from time to time which may also be considered. Travel courses that do not involve RBS faculty cannot be counted toward the concentration.

For Doing Business in China and Doing Business in Southeast Asia, students may count only one, not both, of these courses towards a concentration in Global Business. Other travel courses supervised by RBS faculty may be offered from time to time which may also be considered. Travel courses that do not involve RBS faculty cannot be counted toward the concentration.

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 (FT) / 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 (22:620:540 (FT) / 22:620:585 (PT))

22:620:601  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 (FT) / 22:620:585 (PT))

22:620:615  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 (FT) / 22:620:585 (PT))

22:620:602  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 (FT) / 22:620:585 (PT))

22:620:617  Negotiations

22:799:608  Global Procurement and Supply Chain Management

22:390:606  International Financial Markets

22:799:653  New Product Commercialization

*STEM course

For more information on the full-time and part-time M.B.A. curriculum please visit our website: https://www.business.rutgers.edu/mba.

 

See the Course List and Descriptions section of this catalog.

 
For additional information, contact RU-info at 848-445-info (4636) or colonelhenry.rutgers.edu.
Comments and corrections to: One Stop Student Services Center.

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