The curriculum information below is for the full-time M.B.A. program.
The information
presented on this page applies to students in the traditional full-time M.B.A.
program as well as students in the flex M.B.A. program (who started in spring 2009
or later). It is meant to serve as an overview and not as a replacement for
meeting with an adviser.
CURRICULUM
This
concentration is comprised of five courses (15 credits).Foundation
Course Requirement: International Business is part of the M.B.A. curriculum and is
required for all students who choose this concentration.
All courses
listed are worth 3 credits.
Required Courses
22:553:621 Global Management Strategy
Electives
(Choose 4 courses)
There are three
sections: Group 1, Group 2, and Doctoral level. A minimum of 6 credits must
come from Group 1.
Group 1
22:620:648 Cross Cultural Management
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
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.
22:553:672 Doing Business in Southeast Asia
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.
22:620:621 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 (FT) / 22:620:585 (PT))
22:620:603 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 (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
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.
Group 2
Students may not
count a course for the global business concentration that would represent a
sixth course in the same area as a first concentration would. For example, a
student who is getting a dual concentration in finance and global business
cannot count International Financial Markets toward the global business
concentration. A student who is getting a dual concentration in supply chain management and global business cannot count Procurement Management and
Globalization toward the global business concentration.
22:799:608 Global Procurement and Supply
Management
Supply Management is the overarching cross-functional management framework
that integrates all activities related to the acquisition and management of
resources for the organization. It includes global sourcing, supplier
relationship management, procurement and purchasing. Supply Management is
now recognized as a key strategic initiative to create value for the corporation.
This course reviews the demands placed on today's procurement and supply
management from the firm¿s stakeholders and demonstrates their impact on the
competitive success and profitability of the organization. Furthermore it
describes ethical, contractual and legal issues faced by procurement, and
recognizes the expanding strategic nature of supply management. The major areas
covered are procurement as a functional activity, and how effective supply
management impacts on total quality, cost, delivery, technology, and
responsiveness to the needs of a firm's external customers
(insourcing/outsourcing, supplier evaluation, supplier development, and global
sourcing). We introduce the tools, techniques, and approaches for managing the
procurement and sourcing process (cost/price analysis, negotiations, and
contract management). Case studies and outside speakers will be used to
illustrate the issues discussed in lectures.
22:390:650 International Banking and Capital
Markets
Provides an introduction to international financial markets. Covers foreign
exchange markets, international equity and debt markets, international
investments, diversification, and capital market equilibrium. Aspects of
international banking also discussed. The course discusses both theoretical and
practical issues in international capital markets.
22:553:605 International Business Law
Focuses on key legal issues affecting the conduct of international
business. Topics include legal aspects of trading and investing across national
borders; foreign investing in the United States; U.S. customs laws and
practices; import protection against unfair trade practices; taxation of
international trade and investment; currency and investment controls; and some
of the unique institutions affecting the conduct of international business.
22:390:606 International Financial Markets
Offers an understanding of the international financial structure and
studies its impact on business and individuals in various nations. The course
is divided into three parts: the study of the adjustment mechanism used by
nations to solve balance of payments difficulties; the examination of
international liquidity and the new techniques being developed to replace gold;
and a brief look at the implications of these developments in guiding the
international operations of banks, other financial institutions, and business
firms.
22:553:617 International Marketing
Designed for those who have already acquired an introductory understanding
of the international business environment. Examines the social, cultural,
political, institutional, behavioral, economic, and competitive conditions that
differentiate the conduct of foreign and international marketing from domestic
marketing. Examines a series of specific marketing problems, tasks, and tools
to prepare for approaching international marketing activity.Topics covered:
international information systems and marketing research, multinational product
offerings and services, promotional strategies in international marketing,
exporting and importing, and detailed analysis of marketing in several nations.
22:223:608 International Trade and
Macroeconomics
Extends the tools of macroeconomic policy analysis to incorporate the
international sector. Particular attention is devoted to topics and issues such
as the abolishment of the Gold Standard, the present fluctuations in exchange
rates, central bank intervention policies including dirty floats, theories of
international trade, tariffs and quotas, world currency markets including
Eurodollars, and the effects of trade deficits and capital inflows. Material
will be supplemented by discussions of current special topics such as the
unification of Europe in 1992.
22:799:653 New Product Commercialization
It is critical
for the success and survival of most organizations to effectively launch new
products into the market. New Product Commercialization is the process
and associated set of activities related to the development of new products and
its subsequent product launch and commercialization into the marketplace. The
supply chain plays a critical role in this process. This course will cover the
new product design phase, make vs. buy decisions, optimal sourcing decisions,
early involvement of suppliers and the use of strategic partners and, finally
the eventual launching of the product to the market and end customers. In
many progressive companies, the Supply Chain takes a leadership role to align
the business across multiple departments to ensure successful new product
launches.
Doctoral level
These courses
may be taken with the permission of the department.
26:553:604 Corporate Innovation and
International Business
This course shows how the multinational firm depends critically on its
technological and related skills to achieve its central strategic objectives.
26:620:677 Culture and Organizations
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.
26:553:602 History of International Business
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).
26:553:605 National Innovation Policies and
International Business
Examines the role of technology in economic development and national
innovation systems as they evolve in the globalizing economy.
26:553:601 Theory of International Business
Critically appraises the main economic and behavioral theories of the
determinants of international business activity over the past 30 years.
Additional Course Descriptions
These courses are not listed under the
current curriculum:22:553:533 (FT)/22:553:593 (PT) International
Business
See the Course List and Descriptions section of this catalog.
Concentrations 
