Management and Global Business

22:373:622 U.S. Health Care Systems and Managed Markets (3) The health care industry in the United States is one of the most controversial and changing systems in the global economy. In recent years it has transformed into a conglomerate of public and private entities; each with its own agenda, funding sources, and place in the market. Topics of discussion will include characteristics of the health care system, public/private sector roles, health care markets, managed care impact, congressional proposals, health policy changes, health care reform strategies, and the role of patients/consumers.

22:373:623 Business, Ethics, and Society - FT (3)  A major priority of the course is to equip students to make thoughtful and effective arguments as to how to deal with business issues for which there are no obvious, clear answers, and in which ethical, social, or political concerns are present. Learning in the classroom will take place primarily through discussing readings, which should be read before class; lecturing will be secondary to discussion. Note: Five weeks; attendance required.

22:373:670 Business Law for Entrepreneurs (3) This course is designed to give students a working foundation in those areas of the law that are most relevant for individuals starting or operating a small business. The course covers those specific issues most likely to be encountered by managers and clients in business ownership, including business formation, taxation, contracts, employment and labor law, regulatory compliance, and intellectual property. This class will introduce participants to the substance and application of legal principles of particular utility to entrepreneurs and their advisers. We will experiment with participatory and practical pedagogical methods (in addition to traditional case method) in an effort to develop and improve critical writing, articulation, and presentation skills. Students will also be assigned to consult in groups with an entrepreneur (a "client") with an eye toward solving a pressing business problem.

22:553:533 International Business - FT (2) Exposes students to numerous challenges a firm faces as it attempts to internationalize its operations. At course end, students are expected to have a better understanding of the microfactors that make management of international businesses distinct from domestic businesses. The topics include entry strategies, site selection, world trade organization, and ethics in international business.

22:553:593 International Business - PT (2) Exposes students to numerous challenges a firm faces as it attempts to internationalize its operations. At course end, students are expected to have a better understanding of the microfactors that make management of international businesses distinct from domestic businesses. The topics include entry strategies, site selection, world trade organization, and ethics in international business.

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. 

22:553:671 Special Topic: Doing Business in China (3) 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 (M.B.A., master's, 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 toward 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 (3) For Doing Business in China and Doing Business in Southeast Asia, students may count only one, not both, of these courses toward 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.

22:620:540 Organizational Behavior - FT (3) Explores 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) This course provides an introduction and overview of the strategic planning process, examination and evaluation of the strategies, and strategy implementation practices used by organizations to achieve competitive advantage and deliver high performance. Topics include analysis of the external and internal business environment; review of functional, business unit, and corporate level strategies; and discussion of the role of culture, structure, systems, and processes in effective strategy planning and implementation. This seminar style course combines lecture, class discussion, readings, and case studies.

22:620:550 Management Skills - Professional Development (3) This course explores 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.

22:620:585 Organizational Behavior - PT (3) Explores 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.

22:620:588 Strategic Management - PT (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. Prerequisites: All M.B.A. core classes. Corequisite: Organizational Behavior (22:620:585) may be a corequisite to Strategic Management.

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. 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).

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." 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).

22:620:603 Executive 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: Organizational Behavior (22:620:540).

22:620:604 Human Resources Management (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: Organizational Behavior (22:620:540).

22:620:606 Managing Strategic Transformations (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: Organizational Behavior (22:620:540).

22:620:608 Team 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: Organizational Behavior (22:620:540).

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: Organizational Behavior (22:620:540).

22:620:612 Creativity, Innovation, and Entrepreneurship 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: Organizational Behavior (22:620:540).

22:620:615 Managing 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: Organizational Behavior (22:620:540).

22:620:617 Negotiations (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.

22:620:624 Opportunity Identification and Evaluation (3) This course will take students through the process of identifying an opportunity and building an organization to take advantage of it. Topics to be covered: opportunity assessment, value propositions, market assessment, strategic assessment, organizational structures, business model development, and feasibility studies. The final deliverable will be a clearly defined product/service, a defined target market, and a business model for a proposed start-up company. Prerequisite: All M.B.A. core courses.

22:620:648 Cross-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: Organizational Behavior (22:620:540).

22:620:654 Managing Growing Ventures (3) This course is the required course for graduate students who want the concentration in technology commercialization, innovation, and entrepreneurship. In this course, students will work with early-stage businesses to address challenges and develop a strategic plan for growth. Topics covered: social networks, organizational structure and culture, innovation, firm growth and change, intellectual property, employment practices and incentives, financing, and entrepreneurial improvisation.

22:620:672 Urban Entrepreneurship and Economic Development - PT (3) 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 and Economic Development.

22:620:674 Social Entrepreneurship (3) Social entrepreneurship is recognized as encompassing a wide range of activities: enterprising individuals devoted to making a difference; social purpose business ventures dedicated to adding for-profit motivations to the nonprofit sector; new types of philanthropists supporting venture capital-like "investment" portfolios; and nonprofit organizations that are reinventing themselves by drawing on lessons learned from the business world. This course explores entrepreneurship as a mechanism for social change, economic development, and community wealth creation. Specifically, we examine the concepts and practice of social entrepreneurship, through reading and project assignments, class discussions, cases, and guest speakers.

26:553:601 Theory of International Business (3) This course provides a critical overview of the major theoretical approaches in the international business literature. These strands of analysis can be grouped under the five headings of the market power, internalization, eclectic paradigm, competitive international industry, and macroeconomic approaches. We examine both the differences and the scope for complementarities between these alternative means of thinking about international business. Drawing upon this analytical background, the course then reviews the key areas of recent research focus. These crucial new research issues include the role of location in international business, the strategy and organization of multinational corporations, subsidiary level development, cross-border alliances, and international mergers and acquisitions. The course concludes with an assessment of the role of methodological design and prospective new directions in international business research.

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. Introductory classes consider the determinants and characteristics of corporate technological change, and the linkages between science and technology, and the consequences of their geographical localization for international business. Then we assess the contention that corporate strategy should include a strategy for managing innovation, the purpose of which is deliberately to accumulate and exploit firm-specific knowledge. The course examines the implications of technological change as a learning process, for intercompany technology-based alliances, for international technology transfer, and for capturing the returns to innovation in the multinational firm. The innovative records of large and small firms are compared. The use of corporate patent statistics is appraised as a means of measuring patterns of innovation at the firm level. The course concludes with a discussion of systems of innovation and technology policies.

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 our discussion, including the international trading and financial systems, national systems of innovation and political economy, and the interaction between multinational companies and both the 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 of 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 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) Examines individual, structural, and contextual factors that facilitate and inhibit the generation and implementation of new technology. Emphasizes the management of innovation in organizations.

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.