Management and Global Business

22:553:533 International Business - FT (2) The course is designed to introduce managers in both domestic U.S. and global firms to the major international environmental influences on their future decisions, and to basic analytical tools such as foreign expansion alternatives, managing foreign exchange risks, analysis of international alliances, globalization strategies, and cultural aspects of international business.

22:553:593 International Business - PT (2) The course is designed to introduce managers in both domestic U.S. and global firms to the major international environmental influences on their future decisions, and to basic analytical tools such as foreign expansion alternatives, managing foreign exchange risks, analysis of international alliances, globalization strategies and cultural aspects of international business.

22:553:605 International Business Law

22:553:617 International Marketing

22:553:621 Global Management Strategy (3) 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.  Prerequisite: 22:620:540 or 585    

22:553:671 Special Topic: Doing Business in China Please contact the department to obtain more information on this course.

22:553:672 Doing Business in Southeast Asia

22:620:540 Organizational Behavior - FT (3) As organizations keep changing in order to stay competitive in a more dynamic and uncertain environment, people management issues become even more complex, subtle, and important. This course explores these complex human dynamics by examining the role of management and learning styles in the effective functioning of organizations. Topics include personality types, motivation, cognition and learning, communication, team development, and leadership. Through class discussions, case analyses, simulations, and group projects, students learn critical managerial skills such as communication, decision making, conflict resolution, and team building.

22:620:542 Strategic Management - FT (2) 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.

22:620:585 Organizational Behavior - PT (3) As organizations keep changing in order to stay competitive in a more dynamic and uncertain environment, people management issues become even more complex, subtle, and important. This course explores these complex human dynamics by examining the role of management and learning styles in the effective functioning of organizations. Topics include personality types, motivation, cognition and learning, communication, team development, and leadership. Through class discussions, case analyses, simulations, and group projects, students learn critical managerial skills such as communication, decision making, conflict resolution, and team building.

22:620:587 Strategic Management - PT (3) Intended as a capstone policy class for students this course gives students a view of business problems from the perspective of the CEO. Comprehensive case studies that engage the student in wide-ranging and complex issues are the primary tools by which this integration is accomplished. Provides the student with an appreciation for and understanding of the policy formation process.
Prerequisite: 22:620:540 or 585.           

22:620:601 Strategic 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. This course 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.      

22:620:602 Managing 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."  This course 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 which develops or uses new technology-based products or services. Prerequisite: 22:620:540 or 585.      

22:620:603 Executive Leadership (3) Leaders at all levels make a major difference in the growth, success, or even the survival of their organizations. This course examines the characteristics and skills that allow these individuals to make such positive contributions to their organizations.  Not only does the course examine these characteristics and skills, it also 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.     

22:620:604 Human Resources Management (3) Accompanying the fast-paced, substantive changes that are transforming today's organizations and the traditional workplace, the human resource (HR) function is similarly undergoing its own evolution.  This survey course 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 will 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.     

22:620:606 Managing Strategic Transformations (3) As old industries converge and new industries emerge, managers must transform organizations and then manage them for continuous adaptation. This course explores new approaches for organizing the total enterprise, including structuring, processes, and culture. Using cases and simulations, we link these new forms of organizing to various competitive strategies and to performance, and develop skills for designing, implementing, and managing strategic transformation. Prerequisite: 22:620:540 or 585.      

22:620:608 Team Building and Group Process (3) Increasingly, organizations rely on teams to develop, produce, market, and sell their products.  This course examines the skills needed to successfully create and manage teams in organizations. It also 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.     

22:620:609 Management 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.      

22:620:612 Creativity in Business Decision Making (3) Business leaders have reported that they are not prepared to handle the rapidly changing environment that their firms face and that some of the most important characteristics of their employees are creative problem solving and the generation of new ideas. Creativity in business 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.     

22:620:615 Managing Organizational Diversity (3) Changes in the demographics of the work force, the structure of work, and globalization have all increased the importance of knowing how to bridge differences among people. This course endeavors to help students understand themselves at their own place (within cultures and subcultures); their responses to difference and other people (bosses, coworkers, subordinates, clients, and customers), and differences among organizations; and the skills for managing diversity well. The course tries to develop the point that managing diversity well is the essence of good management for the coming decades. Prerequisite: 22:620:540 or 585.     

22:620:616 Managing 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.      

22:620:617 Negotiations (3) This course provides an introduction to the principles, practice, and processes of negotiations as a management skill with supervisors, subordinates, peers, clients, and customers. Included in the course are discussions 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.       

22:620:621 Ecommerce Strategy (3) The growth of the internet and the advances in the underlying computing and telecommunication technologies are causing discontinuous changes in the way business is conducted and driving a restructuring of the world economy, industries, and individual firms. Starting with an exploration of the basic notions of disruptive changes in technology and business models, we will use 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: 22:620:540 or 585, and 22:620:611 or permission of instructor.

22:620:648 Cross-Cultural Management (3) Previously, cross-cultural competencies were required of only the few executives in the international divisions of firms. Today, with increasing business globalization, employees at all levels often work and interact with people from different nations and cultures either on international assignments or in cross-cultural teams. Through experiential learning, case analyses, and individual and group projects, this course seeks to provide students with an understanding of the process of cross-cultural management and the challenges that they face while working in multicultural environments. Core competencies that students could learn from the course include self-awareness, managing ambiguity and uncertainty, managing intergroup conflict, cross-cultural communication, and international career development. Prerequisite: 22:620:540 or 585.     

22:620:653 Strategic Management of High-Technology Intra/Entrepreneurship (3) This is an advanced graduate-level elective that will give students the concepts and tools essential for strategically managing the entrepreneurial process in high-technology enterprises both at their start and in their ongoing evolution. Case studies, class discussions, workshops, and projects covering new ventures as well as established firms are the focus of this course. Counts towards management and global business concentration. Prerequisite: Completion of core courses.        

22:620:668 Personal and Leadership Development: Empowering Leaders to Create a Civil Society (3) This course is intended to lead to an understanding of the complexity, challenge, and fulfillment of the nonprofit or foundation leader.  It serves as a primer on the nonprofit sector, describing the breadth and size of the sector, covering the governance and legal structures, and comparing the sector to the for-profit sector.  Also explores the particular challenges of the nonprofit leader and will examine leadership styles, the role of the leader and the board, and the leader's role in visioning and strategy.

22:620:672 Urban Entrepreneurship and Economic Development Part 1 (3) This course studies the many dimensions of urban entrepreneurship and economic development through an exploration of business and policy issues, the use of action research methods, and the development and completion of consulting projects. The course is useful for students interested in running their own businesses, who will work in new venture financing, or who will work in the venture capital and private equity arena.

26:553:501 Global Strategic Management (3) Analyzes the collective knowledge about multinational enterprises, their strategy, design, and organization. Reviews the literature in international management and identifies gaps for possible research questions and dissertation topics. Topics include definitions of multinational corporations, diversification, the ownership and organizational strategies of firms, and the globalization of production markets.

26:553:601 Theory of International Business (3) Critically appraises the main economic and behavioral theories of the determinants of international business activity over the past 30 years.

26:553:602 History of International Business (3) This course examines the history of international business, with a particular focus upon the context and determinants of the growth over the last 150 years of the largest multinational corporations (MNCs).

26:553:604 Corporate Innovation and International Business (3) This course shows how the multinational firm depends critically on its technological and related skills to achieve its central strategic objectives.

26:553:605 National Innovation Policies and International Business (3) Examines the role of technology in economic development and national innovation systems as they evolve in the globalizing economy.

26:553:607 Global Political Economy (3) This course offers a global perspective on long-term change in the world economy, and the interaction between countries, regulatory systems, and business firms. Attention is especially focused on the dynamics of international trade and investment, including the relationship between trade and economic growth, trade imbalances and protectionism, and the impact of technological innovation on international competitiveness. The role of economic and political institutions is also a central feature of the discussion, including international trading and financial systems, national systems of innovation and political economy, and the interaction between multinational companies and both state and multilateral institutions. The course also looks at the possibility of long waves in the world economy and examines a variety of alternative perspectives on the origins and processes of globalization.

26:620:555 Seminar in Organizational Behavior (3) Survey of theory and empirical research about the behavior of individuals and groups in organizations. Typical topics include motivation, socialization, job design, satisfaction, performance, leadership, group norms, and decision-making processes.

26:620:556 Seminar in Organization Theory (3) Survey of theory and empirical research about the behavior of individuals and groups in organizations. Typical topics include models or organizations (e.g., theories of bureaucracy and closed, open, and natural systems), effects of technology, environment, power and decision making, and organizational culture.

26:620:557 Social Science Research Methods (3) Surveys methods used in the study of organizations, including experimental design, survey research, case methods, questionnaire and interview construction, and scaling techniques. Students are expected to design feasible research projects that are carried out later.

26:620:558 Seminar in Strategic Management (3) This seminar introduces the field of strategy at the Ph.D. level. It critically reviews a wide variety of approaches to strategy research, including both behavioral and economic approaches, and the relation of other areas of research to strategy formulation and implementation.

26:620:660 Qualitative Research Methods (3) Emphasizes issues of eliciting, analyzing, and representing verbal data in qualitative research. The topics considered are definition and evaluation of qualitative research; methods of eliciting data from individuals and groups; methods of analyzing verbal data; issues of representing narratives; and new research directions using feminist, historical, and aesthetic methods.

26:620:671 Management of Innovation and Technology (3)

26:620:677 Culture and Organizations (3) This course draws on the cross-cultural psychology literature on national and ethnic cultures and on the management literature on culture in organizations. Major topics include the content and manifestations of culture, cultural similarities and differences, the transmission of culture, culture and subculture, culture change, leadership and culture, and managing organizational culture.