|
C522
Information Technology for Managers
(3
cr.)
|
|
Study of information systems management issues including enterprise support applications, systems acquisition and implementation practices, facilitating end-user support and telework and e-business opportunities. Readings and case analysis and one team project.
|
| |
|
C561
The United States in a Global Economy
(3
cr.)
|
|
This course takes a macroeconomist's lens to the United States economy in a global context. After taking this course, you will be better able to understand the U.S. and other industrial countries' economic performances, including the terminology and theories that are used to document and explain their long-term trends and cyclical ups and downs. That is, you should be able to better understand and evaluate articles you read in business periodicals like the Wall Street Journal, Business Week, the Economist and the Financial Times.
|
| |
|
C562
Developing Strategic Capabilities
(3
cr.)
|
|
This course offers an introduction to tools for strategic management. It provides an introductory review of the complexities involved in determining long-term strategies. Rather than assessing the firm's environment in terms of broadly defined opportunities and threats, we will examine the dynamics of the competitive environment, how both the pace and direction of industry change are influenced by the resources, capabilities, and competitive interaction of rivals. The course uses discussion forums, team projects, and an interactive simulation.
|
| |
|
C565
Thinking Strategically: Game Theory and Business Strategy
(3
cr.)
|
|
Game Theory has traditionally been a tool of economists, but its use in management situations has been growing rapidly in recent years. This trend is sure to continue. Managerial decisions are not static and cannot be made in isolation. Instead, a manager must account for the reactions of both rival firms, subordinates, and superiors to this directives and proposals. Game theory is a tool to use to examine these interactions. The course extends the analysis of game theory and business strategy that you began in the Managerial Economics portion of the Core. The ultimate aim of the course is to strengthen your ability to think strategically in business situations, rather than to teach you facts or theories. To achieve this aim, we will iterate between theory and practice. We will use both formal case studies and real world examples to sharpen our strategic thinking skills.
|
| |
|
C570
Strategic Marketing Management
(3
cr.)
|
|
An introduction to the process of creating a market-driven organization. Specific topics include marketing strategy, market research and analysis, and the development of products and services, pricing, distribution and promotion. The course employs lecture, classroom discussion through threaded discussion forums, case analysis and field research projects.
|
| |
|
C580
Operations Management
(3
cr.)
|
|
Surveys the management of operations in manufacturing and service firms.Diverse activities, such as determining the size and type of production process, purchasing the appropriate raw materials, planning and scheduling the flow of materials and the nature and content of inventories, assuring product quality, and deciding on the production hardware and how it gets used, comprise this function of the company. Managing operations well requires both strategic and tactical skills. The topics considered include process analysis, workforce issues, materials management, quality and productivity, technology, and strategic planning, together with relevant analytical techniques. The course makes considerable use of business cases. Most classes will be spent discussing the cases assigned. For each case, students will be asked to review actual company situations and apply technical and managerial skills to recommending courses of action. Most cases will be taken from manufacturing, but some will be service-oriented. Several of the cases will focus on international companies or issues.
|
| |
|
U701
Strategic Competitive Analysis
(3
cr.)
|
|
The purpose of this course is to provide students with an in-depth exposure to the theory of industry structural analysis and to begin gain practice in its application. Students will learn how to use the competitive forces model for interpreting the strategic implications of evolutionary and revolutionary shifts in industry structures.
|
| |
|
U702
Organization Designs for Strategic Advantage
(3
cr.)
|
|
The purpose of this course is twofold. Initially, students will be introduced to the basic elements of organizational design, including but not limited to organization structure, administrative processes and systems, size, and product-market complexity. Then they will learn how these other elements can be configured into a range of designs alternative suited for the demand of different strategic, environmental and technological conditions. These two areas of learning will prepare students for designing organizations that can adapt to the shifting competitive forces of virtually any organizational context.
|
| |
|
U710
Strategic Management and Leadership
(3
cr.)
|
|
The primary focus of this course is the top-level executives who provide strategic leadership to business organizations. Students will learn about the roles, functions, and responsibilities of leadership, in order to learn the administrative requirements of leadership. In addition, students will be introduced to the analytical skills and social and personal characteristics of highly effective leaders. Case studies, videotapes and other media will be used to explore these and related issues.
|
| |
|
U714
International Competitive Strategy
(3
cr.)
|
|
This course will cover key concepts and frameworks related to International competitive Strategy. As such, the focus will be on the Multinational Corporation (MNC) and on the international managers responsible for its success. MNC managers must understand the broad content of global and cross-border management to achieve success.
|
| |
|
U723
Strategic Management of Technology and Innovation
(3
cr.)
|
|
This course is designed for individuals interested in starting, building or growing with a high-tech company. It would also be of interest to students pursuing a career in consulting to high-tech industries or venture capital. The course will help students build a strategic perspective on problems related to innovation management and explore solution implementation to the challenges of innovation.
|
| |
|
U730
The Global Business Environment
(3
cr.)
|
|
The objective of this course is to familiarize students with the basic principle of how the world economy functions and on how it may impact international business managers. The focus will be on the global environment in which multinational companies operate. Thus, participants should acquire awareness of, and appreciation for, the diversity and complexity of the international environment.
|
| |
