22:620:601Strategic Management of Innovation and Technology (3) 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: 22:620:540 or 585. |
22:620:602Managing Technological Breakthroughs (3) 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: 22:620:540 or 585. |
22:620:603Executive Leadership (3) 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: 22:620:540 or 585. |
22:620:604Human Resource Management: HR Challenges for the 21st-Century Manager (3) 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: 22:620:540 or 585. |
22:620:606Managing Strategic Transformation (3) 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: 22:620:540 or 585. |
22:620:608Team Building and Group Process (3) 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: 22:620:540 or 585. |
22:620:609Management Consulting (3) 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: 22:620:540 or 585. |
22:620:612Creativity in Business Decision Making (3) 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: 22:620:540 or 585. |
22:620:615Managing Organizational Diversity (3) 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: 22:620:540 or 585 . |
22:620:616Managing Technical Professionals (3) 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: 22:620:540 or 585. |
22:620:617Negotiations (3) 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. Prerequisite: 22:620:540 or 585. |
22:620:620Internet-Based Entrepreneurship (3) Examines ways entrepreneurs are exploiting the Internet to identify new business opportunities, compete in new ways, launch and rapidly grow new kinds of enterprises, and transform economic and social resources. Prerequisites: 22:620:540 or 585, and 22:373:625 or permission of instructor. |
22:620:621Ecommerce Strategy (3) 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. Prerequisites: 22:620:611 or permission of instructor, and 22:620:540 or 585 or permission of instructor. |
22:620:645High-Technology Independent Ventures (3) Designed for students who intend to start a high-technology enterprise,
or for those who are working in high-tech firms and who might become
responsible for some new lines of business. Focuses on practice matters
rather than academic theory. Each student picks his/her own enterprise
project. Students' final objective is an enterprise plan that
identifies the management team; the product and its market; the means
of production, distribution, support, and financing for their projects.
Prerequisite: 22:620:540 or 585. |
22:620:648Cross-Cultural Management (3) 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 22:620:540 or 585. |
22:620:657White Collar Crime (3) A joint offering with the graduate program at Rutgers` School of Criminal Justice. Examines the issue of unethical and criminal activity by both corporations and their executives. Relying on a mix of lectures and case studies, allows participants to focus the primary required assignments on the firm or industry of their choice. Helps students better understand the thin line between ethical/legal and unethical/criminal activity that exists in many firms, and how executives can more effectively control unethical/criminal activity within their organizations. Guest lecturers with expertise in the prosecution and defense of white-collar crime will be utilized in addition to one or more corporate attorneys who oversee corporate compliance programs. Optional field trip to a white-collar crime prison. |
