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.

22:373:628 Business, Ethics, and Society - FT (1)  This course provides frameworks for identifying and resolving ethical problems and constructing and analyzing ethical arguments. The interactive lectures, class discussions, case studies, and course readings sharpen critical thinking skills and broaden students' perspective on ethics in their personal and professional lives. 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) This course 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 macro-environmental factors that make management of international businesses distinct from domestic businesses. The topics include understanding political, economic, legal, and cultural differences between nations; international organizations; trade theories; foreign exchange regimes; ethics; and strategies adopted by MNCs to expand globally.

22:553:593 International Business - PT (2) This course 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 macro-environmental factors that make management of international businesses distinct from domestic businesses. The topics include understanding political, economic, legal, and cultural differences between nations; international organizations; trade theories; foreign exchange regimes; ethics; and strategies adopted by MNCs to expand globally.

22:553:621 Global Management Strategy (3) This course provides an understanding of the theoretical and practical dimensions of doing business across borders. Students will learn how global managers can maneuver their firm amidst the myriad forces in the macro environment (foreign exchange, treaties and trade deals, cultural differences, geographical distances, etc.). With the help of case studies, students also learn the alternative structures, strategies, and operations of firms across international boundaries.

22:553:671 Special Topic: Doing Business in China (3) This unique course focuses on China, including study trips to Beijing, Shanghai, and other centers of business and entrepreneurship. For anyone interested in doing business in China, or knowing more about the emerging superpower of the world, this course is a must. The objective of the course is to learn about China's dynamic economy and business environment through a combination of academic and hands-on learning. This course is open to all students (M.B.A., master's, and advanced undergraduate) and alums. Students should consult with the department chair of their concentration to see if this course will count toward their concentration. For Doing Business in China and Doing Business in Southeast Asia (22:553:672), 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) The Doing Business (abroad) is a travel course that features a trip to a foreign country for about 10 days. Students learn about a specific country's economy and business environment through hands-on learning. During the travel component, students visit local companies and interact with local business leaders, government officials, and other important local stakeholders to understand their perspective on doing business locally. Students are also exposed to cultural immersion programs to understand the local culture, tradition, and business practices.

22:620:540 Organizational Behavior - FT (3) Examines human relations and behaviors in organizations in terms of how people relate to and interact with each other as individuals, teams, and/or organizations. Topics include individual personality, motivation, cognition and learning, communication, team development, leadership, and organizational culture. Through class discussions, case analyses, simulations, and group projects, students learn critical leadership and management skills such as communication, decision-making, conflict resolution, and team building.

22:620:542 Strategic Management - FT (2) This class introduces students to the foundational concepts and applications of strategic management. It is a capstone course that integrates many functional areas to develop understanding of how firms acquire and sustain strategic advantage in competitive markets. Topics include industry analysis, internal and market-driven value chains, competitive interactions, and business models. Cases are a central component of learning in which students apply conceptual frameworks to solve complex, real-world business problems. The skills and concepts learned in this course are applicable to those of management consultant, industry analyst, or strategic planner. They are also relevant to entrepreneurs and start-ups in new business ventures.

22:620:550 Management Skills - Professional Development (3) This course focuses on specific concepts and critical skills that individuals need to know and possess in order to successfully work with and lead teams and organizations. Skill building is a focal objective of this course and is achieved through class exercises, role plays, and teamwork. Topics include team development and dynamics, emotional intelligence, personality types, motivation, problem solving, communication, conflict, and negotiations.

22:620:585 Organizational Behavior - PT (3) Examines human relations and behaviors in organizations in terms of how people relate to and interact with each other as individuals, teams, and or organizations. Topics include individual personality, motivation, cognition and learning, communication, team development, leadership, and organizational culture. Through class discussions, case analyses, simulations, and group projects, students learn critical leadership and management skills such as communication, decision-making, conflict resolution, and team building.

22:620:588 Strategic Management - PT (2) This class introduces students to the foundational concepts and applications of strategic management. It is a capstone course that integrates many functional areas to develop understanding of how firms acquire and sustain strategic advantage in competitive markets. Topics include industry analysis, internal and market-driven value chains, competitive interactions, and business models. Cases are a central component of learning in which students apply conceptual frameworks to solve complex, real-world business problems. The skills and concepts learned in this course are applicable to those of management consultant, industry analyst, or strategic planner. They are also relevant to entrepreneurs and start-ups in new business ventures. 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) This course provides an introduction to the strategic management of technology and innovation. The course has three broad goals. First, we seek to understand the strategic dynamics of technology markets. Second, we will examine how firms--both in the technology sector and outside--can leverage technologies and innovate to achieve competitive advantage. Finally, we will discuss how organizations can structure and manage the process of innovation. The course is a case-based discussion class, and the majority of learning will happen through interactive debate in class. We will be discussing real companies facing real strategic and organizational issues, and our goal in each session will be to conduct a comprehensive analysis of these situations, and to generate tangible recommendations for how the firm should solve these problems. The class 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 leadership skills through techniques such as the use of self-evaluations, simulations, role plays, case analyses, and discussions. Skills examined and practiced in this course include exerting influence, 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) In today's environment of disruption and globalization, firms must quickly adapt strategies to maintain competitive advantage. This course provides a set of analytical and practical tools to help managers, consultants, and investors: 1) identify firms that are in need of strategic change; 2) formulate the right strategy given the competitive situation; and 3) identify and execute a plan for organizational implementation of the chosen strategy. There will be a particular emphasis on digital transformation and the various strategic and organizational challenges this change creates. The course is a case-based discussion class, and the majority of learning will happen through interactive debate in class. We will be discussing real companies facing real strategic and organizational issues, and our goal in each session will be to conduct a comprehensive analysis of these situations and to generate tangible recommendations for how the firm should solve these problems. The class should be of interest to people working or intending to work in general management, consulting, or private equity. 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 (3) This unique experiential course focuses on creativity and innovation models and frameworks in businesses and startups. It is a multidisciplinary course that has the potential to transform thinking, outcomes, and one's career and life. Cases, simulations, role plays, projects, exercises, and experiments will be used to unleash the students' potential as creatives, innovators, founders, and corporate executive leaders. The course explores Silicon Valley mindsets, skill sets, and tool sets as well as innovative/disruptive business models, products, technologies, and trends. We leverage creative and strategic thinking, design thinking, and decision-making skills for high performance execution. This course is not available for first-year students.

22:620:615 Managing Organizational Diversity (3) This course focuses on differences that make a difference to life chances and addresses the broader historical context of intergroup inequality as well as helping students to develop competencies to be effective in diverse and global environments. The course makes the point that attention to diversity must be combined with efforts to create equity and inclusion in order to ensure that all have rightful access to opportunity, resources, and full participation in their organizational roles. 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. The course includes discussion of effective planning for negotiations, strategies and tactics, persuasion, 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 opportunities to understand the opportunities and challenges of working in multinational and multicultural environments and develop skills of global leadership and cross-cultural management. Core competencies to be developed include self-awareness and self-regulation, 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) In this course, students will work with early-stage businesses to address challenges and develop a strategic plan for growth. Topics covered: founder motivations, social networks, organizational structure and culture, innovation, firm growth and change, intellectual property, financing, and entrepreneurial improvisation. This course is the required course for graduate students who want the concentration in technology commercialization, innovation, and entrepreneurship.

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). The course begins with the long-term historical background of globalization, and explains how globalization can be seen as either very old or very new depending upon how it is defined. The history of the largest MNCs and of the patterns of investment with which they have been associated are then outlined, and the history of scholarly thought on these issues is also discussed. Historical differences between groups of MNCs are demonstrated to have existed in terms of industry (with a focus on the role of the rise of science-based industries), nationality of origin, and the direction and extent of corporate technological diversification. The changing historical relationship between competition and cooperation within industries is considered with reference to both the inter-firm inter-dependencies brought about by technological complexity, and the rise and fall of international cartel arrangements. The course concludes with a look at the historical evolution of industry-university linkages, and a consideration of the role of new information and communications technology on the recent formation of more active international networks for knowledge creation and exchange within 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) This course examines the relationship between the strategies for innovation of multinational corporations (MNCs) and those of national governments in a global economic environment. A key theme is the relationship between innovation and competitiveness at the firm and country levels, and the interaction between these two levels since the majority of technological capacity is held by MNCs while government policies affect the extent and pattern of innovations within national boundaries. Attention is given to the distinctiveness of national patterns of technological specialization, how these reflect the characteristics of local policies and institutions, and how they have been changing over time. The international location of technological activity is considered from the national perspective of the effects of globalization on catching up (or falling behind); from the cross-border perspective of MNCs; and from the local perspective of regional systems of innovation and localized clusters, and the interactions in knowledge creation between MNC subsidiaries and indigenous firms. The course concludes with an evaluation of how innovation policies are being gradually reshaped in the current context of the globalization of a knowledge-driven 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) This doctoral seminar is designed for doctoral students to gain an understanding of classic and contemporary research that addresses fundamental issues of organizational behavior (OB). Drawing on theory and research in psychology, social psychology, and organizational behavior, we shall explore individual, interpersonal, and group processes in work organizations. Our emphasis will be on the development of theory and research. We will provide readings on current OB topics published in top-tier journals for students to gain a sense of the important perspectives and approaches in the field.

26:620:556 Seminar in Organization Theory (3) This Ph.D. seminar is intended to introduce students to the foundational questions and perspectives in research on organizational theory. We will examine organizational research from multiple disciplinary viewpoints (e.g., sociology, economics, political science, etc.), and cover canonical pieces to more contemporary research. Students will be exposed to a set of methodologically diverse approaches, which they will be asked to interrogate and compare. The course will be organized as a doctoral seminar. Our primary activities will include critical discussion of assigned articles and how these relate to our own nascent and ongoing research activities.

26:620:557 Social Science Research Methods (3) An introductory doctoral seminar course on social science research methods in management. It examines basic issues involved in conducting empirical research, including the framing of research questions; theory development; and choices involved in research designs such as experiment, survey, qualitative study, and secondary data. The course also provides students with opportunities to develop feasible research projects with a research design for testing or developing theory.

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 doctoral seminar course reviews and examines theories and research on culture and how it relates to various aspects of organization and management across nations, organizations, and groups. It examines theories and research regarding the nature, function, and impact of national, organizational, and group culture and methodological issues in conducting cross-cultural research. Students have opportunities to develop research projects with feasible research design to develop or test theory. At the end of the course, students should have a good understanding of how culture affects individual, team, and organizational processes and outcomes, and develop basic competences in understanding, evaluating, and conducting research from a cultural perspective.