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))
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
22:799:608 Global Procurement and Supply Chain Management
22:390:606 International Financial Markets
22:799:653 New Product Commercialization
See the Course List and Descriptions section of this catalog.
Concentrations 
