Explore Options; Plan Your MBA Academic Program

MANAGEMENT
with experience in investment banking, consulting, and industry
will be invited to share their perspectives. A semester-long
group project is intended to give students the opportunity to
apply learning from the course to a context that is most interesting
and relevant.
Format: Two written assignments and a final paper.
Prerequisites: MGMT 611 or MGMT 612.
MGMT 731 (.5 cu)
Technology Strategy
Description: The course is designed for students interested in
analyzing and developing firm strategies in industries where
technological innovations play an important role in creating
and sustaining competitive advantage. It provides concepts and
frameworks to help understand the interaction among firm
strategies, technologies and markets. Students act in the roles
of key decision-makers or their advisors and solve problems related
to the development or maintenance of the competitive
advantage of the firm in a given market. The first part of the
course focuses on technology and industry dynamics. Next, we
examine the strategic challenges and opportunities that firms
face in competing with their innovations. Finally, we expand
our analysis from firms to ecosystems and understand the key
drivers of value creation and value capture in such interdependent
value chains. The course uses a combination of cases and
conceptual readings. The cases are drawn primarily from technology-based
settings. Note, however, that the course discussions
are mainly based on strategic (not technical) issues.
Hence, a technical background is not required for fruitful
participation.
Format: Cases and conceptual readings.
MGMT 736
Inside Indian Business
Description: This project-oriented course focuses on Indian
business. There are several themes underlying the course: the
India Way, a mix of management and leadership practices that
distinguishes many Indian firms; the contemporary political
economy of India; the nature of the historic economic reforms
of 1991, and how established Indian firms, particularly Indian
conglomerates, adapted during the 1990’s to the changed competitive
landscape; the explosive growth of the Indian telecommunications
sector; bottom of the pyramid business model and
an emphasis on both product and business model innovation;
the media and entertainment industries including Bollywood;
the Indian health care sector; the software services sector and
the remarkable global success of several firms, and their contemporary
globalization challenges; and, finally, a comparison
of China and India, and the different challenges facing them.
The emphasis is integrative, and the course builds upon several
required first year courses in Management.
Format: This class will involve a mix of lectures, cases, and
guest speakers, group paper on a topic relating to Indian business,
and class participation.
Prerequisites: MGMT 610 and MGMT 611 or MGMT 612.
50
MGMT 740
Leading Effective Teams
Description: This course is designed to develop students’ skills
in effectively designing, leading and consulting to teams in
organizations. This is an interactive course, with emphasis on
class participation and experiential learning. One of the goals
of this course is to provide both the conceptual understanding
and the behavioral skills required to implement strategies for
improving team effectiveness. To this end, class sessions will
make use of a variety of approaches to teaching and learning,
including the case method, simulation exercises, lectures, and
a field project with a real team for which you will provide an
analysis and set of recommendations. It is expected that students
will leave this course with comprehensive knowledge of
how to diagnose and intervene — as leader, member, or consultant
— to improve the effectiveness of teams in any setting.
Format: Case method, simulation exercises, required textbook,
lectures, and a field project.
Prerequisites: MGMT 610.
MGMT 751 (.5 cu)
Strategic Management of Human Assets
Description: This course introduces the student to the strategic
role human resource management might play in creating
competitive advantages for firms. We study P/HRM policies
and practices in context and consider broader corporate strategies,
business activities, and competitiveness in an increasingly
global marketplace. We give attention to the diversity of the
American workforce, and to the effects of changing technologies
in production and in provision of services.
Format: This course covers specific activities typically associated
with the practice of P/HRM: staffing, the assurance of\
equal employment opportunity, compensation and employee
relations. The final section of the course comprises customized
readings and programs for study based on student interest.
These modules will include interaction with practitioners
where possible.
Prerequisites: MGMT 611 or MGMT 612, or equivalent.
MGMT 773
Managing Organizational Change
Description: During the last decade it has become clear that in
the global economy, firms must constantly adapt to changing
technological, competitive, demographic and other environmental
conditions in order to survive and prosper. The importance
of acquiring the knowledge and tools for changing organizations
successfully cannot be overemphasized (particularly
for students headed for consulting and general management
careers, although not limited to them). This course focuses on
specific concepts, theories and tools that can guide executives
entrusted with the task of leading organizational change to
successful execution. Among other topics, the course will focus
on various change strategies such as leading change, managing
cultural change, and mergers or acquisitions, corporate transformation,
managing growth, building the customer centric
organization, business process outsourcing both from client