All graduate courses offered by the Management & Entrepreneurship Department are listed below.
However, not all of the below are taught every quarter. Scroll down the page to see which courses are currently being offered.
MGMT
Courses
My goals by the end of the project are to: (1) better understand factors that determine connection,satisfaction, and happiness in the workplace; (2) collect data (via one-on-one interviews withUniversity Relations employees) on current experiences of connection, workplace culture, andmanagement style, and (3) apply the theoretical concepts uncovered in the readings anddiscussions with Dr. Jazaieri to come up with a set of specific and actionable recommendationsthat will improve the connection, satisfaction, happiness, and ultimately retention, of University Relations employees.
Course built for Peter Drevno
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Explores group dynamics to enable students to perform more effectively in group and team settings. Provides students with feedback on individual managerial competencies to aid in career self-management and planning. Must be taken during the student's first or second quarter of residence. Prerequisite: None.
# Units: 3
The structure and design of organizations. How organizational structure relates to an organization's environment, how it influences the technologies used, and how decisions about structure affect the behavior of individuals in the organization. Prerequisite: MGMT 501.
# Units: 3
This course discusses how society influences, and is influenced by, business, and the responsibilities that organizations and managers have toward their external stakeholders. This course aims to challenge student' views of organizations, workers and their responsibilities. The course discusses models of workers and organizations that differ from those commonly used in management studies. Topics may include: the origins of morality, ethics, and organizational dynamics that can undermine the responsible behavior of workers; how public policies influence and are influenced by business; the legal environment of business and managing social issues. Prerequisite: None.
# Units: 3
Investigates and examines priorities of exemplary leaders. Emphasizes developing conceptual understanding of leadership process and on building leadership skills. Classes are often experiential and highly reflective, using written and video case studies. Some team assignments may be made. Prerequisite: MGMT 501.
# Units: 3
The first half of the course is dedicated to understanding basic international business concepts. The second part deals with international management strictly defined, which includes organizational structures, staffing, and closely related issues. There is no textbook but a limited amount of reading from the business press. Criticality is more important than previous knowledge. Prerequisite: MGMT 503.
# Units: 3
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Exploration of the organizational structures and management processes that can facilitate or impede innovation. Topics include managing scientists and engineers, cross-functional integration, and analysis of the innovation process. Prerequisite: MGMT 503.
# Units: 3
Focuses on the strategic role of human resources (HR) planning and development. Addresses the creation of value through the HR function. Topics include linking HR and strategic planning; the transformational impact of information technology, process engineering, and outsourcing on the employment relationship; and an HR perspective on building a high-performance organization. Course has a special emphasis on high technology organizations. Prerequisite: MGMT 501.
# Units: 3
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# Units: 3
Focuses on three important aspects of managerial communications: interpersonal (building on concepts introduced in MGMT 501), cross-cultural, and corporate. Emphasis on implementation. High level of student involvement expected. Evaluation will be based on several papers and participation. Prerequisite: MGMT 503.
# Units: 3
This course focuses on building and leading project teams in dynamic environments. The course covers tools and concepts for effective project management and techniques for creating high performing temporary teams.
# Units: 3
Focuses on the key issues that affect the decisions of managers of food and agribusiness firms. Topics include the principal regulations and regulatory bodies governing the food industry, food safety and crisis management, ethical issues in food production and distribution, and resource and environment issues. Prerequisite: MGMT 505.
# Units: 3
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# Units: 3
Understanding the behavior of individuals, groups, and organizations in the context of cooperative and competitive situations. The purpose of this course is to understand the theory and processes of negotiation so that you can negotiate successfully in a variety of settings. This course is designed to be relevant to the broad spectrum of negotiation problems that are faced by managers and professionals. A basic premise of this course is that while a manager needs analytical skills to discover optimal solutions to problems, a broad array of negotiation skills is needed to get these solutions accepted and implemented. This course will allow participants the opportunity to develop these skills experientially and to understand negotiation in useful analytical frameworks. Prerequisite: MGMT 503.
# Units: 3
This seminar explores the relationship between business leadership and spirituality through the lens of contemporary as well as classical religious literature. The course references both Eastern and Western Spiritual traditions. It explores why successful leaders often derail in the absence of spiritual integration. It includes attention to spiritual disciplines such as prayer and meditation tailored for the time pressured life of business professionals and leaders. Prerequisite: MGMT 503.
# Units: 3
This course will introduce students to social entrepreneurship through readings, discussion of case studies (of social businesses), and analysis of business plans for social business that have participated in SCU's Global Social Benefit Incubator. The emphasis of the course is on understanding the elements on a business plan that affect the financial sustainability and scalability of a social business.
# Units: 3
The capstone course for the MBA program. Primary objective is to develop the ability to formulate competitive strategy from the perspective of the general manager. Introduction to a variety of analytical tools associated with the field of strategic management, primarily from the perspective of high technology companies. Application of conceptual and analytical frameworks introduced in the core curriculum. Focuses on in-depth analysis of industries and competition, techniques for predicting industry and competitive evolution as well as how government, technology, and other environmental factors influence competition. Features both business- and corporate-level strategy analyses. Prerequisite: Completion of all other required courses and 58 units towards the MBA degree.
# Units: 3
Covers special topics; offered on an occasional basis.
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In the Leavey Leadership Lectures series, senior executives reflect on their leadership experiences, challenges, and perspectives. Students also learn about leading through reading biographies of leaders, and they have the opportunity to reflect upon their own leadership abilities. Prerequisites: None.
# Units: 1
Simulation games provide advanced understanding of core management topics such as interpersonal communication, socio-technical systems, role conflict, and group dynamics. Experiential learning format places students in various managerial roles within a dynamic and rapidly changing corporate environment. Students apply conceptual ideas, receive feedback on their managerial skills, and deepen their appreciation for organizational complexity. Prerequisite: MGMT 503. Concentration: MI.
# Units: 1
Provides an integration of traditional financial measures of performance and managerial-based performance measures in view of the firm's strategic objectives. Students review work on measuring corporate performance, are introduced to the Balance Score Card technique, and evaluate its implementation in specific corporate settings. Prerequisite: MGMT 503.
# Units: 1
For the firms of the so-called high technology industries, the constant need for technological innovation and renewal is never-ending. One of the most commonly heard refrains is the need to create entrepreneurs within the corporate environment. In his book titled Intrapreneuring, Gifford Pinchot pioneered an approach that attempts to deal with the needs described above. This course is designed to allow the student to integrate learning from the MBA core as well as a body of knowledge about Intrapreneuring. Through a combination of assigned readings, case studies, guest lectures, and applied projects, the student will become familiar with the concept of Intrapreneuring. Prerequisites: none. Concentration: MI.
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# Units: 4
The objective of this course is to provide a framework for success for current and future project managers. The course will explore many of the facets of project management that ultimately define the level of success of the project manager. The concepts discussed in the course are applicable to virtually any kind of project, ranging from small projects to complex, global programs. The course will be based on a foundation of lectures and classroom discussion, as well as a number of practical cases that will provide real-life scenarios in which to explore the core topics highlighted in the class presentations. Prerequisite: MGMT 503. Concentration: none.
# Units: 1
The primary objective of this course is to provide the student with a framework and methodology for setting business strategy and the corporate planning process. Business strategy and corporate planning will be presented by senior executives of Silicon Valley companies who will highlight the practices and principles in operation in setting their corporate plans. Prerequisite: MGMT 501. Concentration: EN.
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Developing Leadership Skills
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In today's global economy, being able to lead teams across distance, time zones, and cultures is an essential skill for every manager. The quality of team interactions and the speed with which teams form and perform can determine the success or failure of a project and, in the case of small organizations, even the company. This course teaches how high performing teams are formed, the typical process that teams experience in executing a project, and how to manage through that process to successful project completion. Prerequisite: MGMT 501.
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This course provides an overview of the developments taking place in the clean-tech sector as well as offers students tools and frameworks that will enable them to develop organization-level strategies for engaging with this emerging field. Specifically, you will gain ideas, methodologies and information about how to generate value (both economic and social) from clean technologies. In addition, students will explore the possibilities that the transition to a clean-tech economy offers for entrepreneurship, policy and sustainable development.
# Units: 1
This course introduces students to the opportunities and challenges of doing business in a major emerging economy: India. Over the past decade, India has become one of the world's most vibrant economies with some of its companies enjoying an international reputation. And yet, the country remains beset with contradictions--its sagging infrastructure and significant poverty exisiting side-by-side with its growth (both economic and social) spirations. Through an in-depth ex;ooration of the key business developments taking place in India, this course examines key ideas in global business strategy: the shifting topography of the world order, the role of innovation in shaping international leadership and the changing role of business in fostering sustainable development in emerging economies. In doing so, it offers students frameworks, tools and perspective appropriate for the contemporary global manager.
# Units: 1
Firms are rapidly adopting internet-based collaboration technologies (CT) to involve a wide range of participants in joint product innovation or co-innovation. Broadly defined, these technologies include software tools and applications that leverage social activity within an online platform to facilitate interaction and collaboration among members of an online community and between members of a community and a firm. As such, they help firms engage the creativity and problem solving skills of firm-hosted online communities of users, employees, and other experts in the creation, development and refinement of products or services. As a result, their use may yield innovations that strongly fit user preferences while also, accelerating the pace and lowering the cost of product innovation. Despite the rapid adoption, many firms struggle with how to create value from CT-based co-innovation. Building on literature on user innovation, open innovation, and demand side value creation, this course explores the conditions for creating value when engaging online communities in co-innovation. The content focuses on non-open source contexts and community engagements that yield private gains for a host firm.
# Units: 1
Explores individual behavior and group dynamics to enable students to perform more effectively in group and team settings. Provides students with feedback on individual managerial competencies to aid in career self-management and planning. Examines the structure and design of organizations and how structure relates to an organizations environment and affects the behavior of individuals in the organization.
# Units: 6
Primary objective is to develop the ability to formulate competitive strategy from the perspective of the general manager. Introduction to a variety of analytical tools associated with the field of strategic management, primarily from the perspective of high technology companies. Application of conceptual and analytical frameworks introduced in the core curriculum. Focuses on in-depth analysis of industries and competition, techniques for predicting industry and competitive evolution as well as how government, technology and other environmental factors influence competition. Features both business- and corporate-level strategy analyses.
# Units: 6
Leaders are successful when they build teams and organizations that can accomplish critical goals, adapt to changing conditions, and maintain the motivation and commitment of employees. Doing these things requires understanding how individuals? characteristics affect their behaviors at work, how the dynamics of work teams are related to their performance, and how the technology, structure, and human resource systems of organizations influence performance. This course explores those general issues and addresses questions such as ?What are the characteristics and behaviors of high performing managers?? ?How does one build high performing cross-functional and cross- cultural teams?? ?What is the ?best? way to structure an organization when rapid changes may be necessary?? and ?What are the consequences?both intended and unintended? of systems (compensation plans, performance management systems, etc.), organization culture, and leaders? actions on individual and organization performance??
# Units: 3
Leaders are successful when they build teams and organizations that can accomplish critical goals, adapt to changing conditions, and maintain the motivation and commitment of employees. Doing these things requires understanding how individuals characteristics affect their behaviors at work, how the dynamics of work teams are related to their performance, and how the technology, structure, and human resource systems of organizations influence performance. This course explores those general issues and addresses questions such as What are the characteristics and behaviors of high performing managers? How does one build high performing cross-functional and cross- cultural teams? What is the best way to structure an organization when rapid changes may be necessary? and What are the consequencesboth intended and unintended of systems (compensation plans, performance management systems, etc.), organization culture, and leaders actions on individual and organization performance?
# Units: 3
Examines the structure and design of organizations, how organizational structure relates to its environment, how it influences the technologies used, and how decisions about structure affect the behavior of individuals in the organization.
# Units: 3
The course will cover the skills, practices and processes for understanding and managing technology and innovation in fast paced environments. The course delivery is informed by extant foundational and emerging empirical work in innovation. This course will complement content in elective courses (product marketing, product development, and intellectual property, small business entrepreneurship) and core courses in strategy.
# Units: 3 - 4
Leaders are successful when they build teams and organizations that can accomplish critical goals, adapt to changing conditions, and maintain the motivation and commitment of employees. Doing these things requires understanding how individuals characteristics affect their behaviors at work, how the dynamics of work teams are related to their performance, and how the technology, structure, and human resource systems of organizations influence performance. This course explores those general issues and addresses questions such as What are the characteristics and behaviors of high performing managers? How does one build high performing cross-functional and cross- cultural teams? What is the best way to structure an organization when rapid changes may be necessary? and What are the consequencesboth intended and unintended of systems (compensation plans, performance management systems, etc.), organization culture, and leaders actions on individual and organization performance?
# Units: 3
Investigates and examines priorities of exemplary leaders. Emphasizes developing conceptual understanding of the leadership process and on building leadership skills. Classes are often experiential and highly reflective, using written and video case studies. Some team assignments may be made.
# Units: 3 - 4
Introduces students to social benefit entrepreneurship through readings, case study analysis, and participation in assessing business plans for existing social benefit ventures. Considers that social benefit entrepreneurship is the creation of innovative ventures that produce a social benefit and that these ventures typically innovate to produce products and/or services that help alleviate important social problems in areas such as economic development (poverty), health, equality, education, and environment. Emphasizes understanding management techniques for maximizing the financial sustainability and scalability of an SBE.
# Units: 3
This course introduces students to some of the fundamental legal issues typically encountered by entrepreneurs and start-up companies. These include restrictions arising when leaving a current employer, selecting the best company structure and ownership, raising money and securities regulation, human resources concerns, contracts and leases, liability relating to the sale of goods and services, operational liability, intellectual property, creditors rights and bankruptcy, and others.
# Units: 3
This course is designed for students in the Master of Science in Supply Chain Management andAnalytics program. It provides an understanding of the psychology of ethical behavior, the roleof ethics in business and its application to the ethical dilemmas encountered in supply chainmanagement, and managing ethics within organizations. Its focus is on practical techniques foridentifying, analyzing, and resolving ethical dilemmas when they arise, for marshaling theresources and courage to respond ethically to them, and for managing other supply chainprofessionals in an ethical manner. The course consists of both an online component and an in-class component. This course is currently open only to students in the MS-SCMA program; thiscourse does not fulfill the ethics requirement in the MBA program.
# Units: 1
This introductory course provides a foundation regarding the role of entrepreneurship and entrepreneurs in society and economy. The course explores what entrepreneurship means from several angles including how you can be entrepreneurial in your own life - right now. We look at the practice of business entrepreneurship with an emphasis on innovation and opportunity creation, need identification, and value creation. This is an energized course about discovering entrepreneurship in and out of the firm.
# Units: 1
Business Model Frameworks covers the different types of business opportunities available to lifestyle, opportunistic, and innovating entrepreneurs, distinguished in general categories that encompass virtually all business ideas. In each case we develop a framework for an entrepreneur to use to 1) identify an opportunity's potential, 2) understand and take the appropriate first steps toward building the business, and 3) evaluate the early trajectory of the business to maximize learning and decide whether the opportunity is worth continuing.
# Units: 1
Firms are rapidly adopting internet-based collaboration technologies (CT) to involve a wide range of participants in joint product innovation or co-innovation. Broadly defined, these technologies include software tools and applications that leverage social activity within an online platform to facilitate interaction and collaboration among members of an online community and between members of a community and a firm. As such, they help firms engage the creativity and problem solving skills of firm-hosted online communities of users, employees, and other experts in the creation, development and refinement of products or services. As a result, their use may yield innovations that strongly fit user preferences while also, accelerating the pace and lowering the cost of product innovation. Despite the rapid adoption, many firms struggle with how to create value from CT-based co-innovation. Building on literature on user innovation, open innovation, and demand side value creation, this course explores the conditions for creating value when engaging online communities in co-innovation. The content focuses on non-open source contexts and community engagements that yield private gains for a host firm.
# Units: 1
Provides students with theories, frameworks, and empirical research on the topic of leadership and team dynamics to help students enhance their own leadership capabilities. Topics include empirically-grounded models of leadership, importance of self-awareness in leadership, effective group & team dynamics, group decision-making, conflict resolution, and design thinking.
# Units: 4
Students must enroll in MGMT 3000A (Part 1) and MGMT 3000B (Part 2) to receive a final grade.Provides students with theories, frameworks, and empirical research on the topic of leadership and team dynamics to help students enhance their own leadership capabilities. Topics include empirically-grounded models of leadership, importance of self-awareness in leadership, effective group & team dynamics, group decision-making, conflict resolution, and design thinking.
# Units: 4
Students must enroll in MGMT 3000A (Part 1) and MGMT 3000B (Part 2) to receive a final grade.Provides students with theories, frameworks, and empirical research on the topic of leadership and team dynamics to help students enhance their own leadership capabilities. Topics include empirically-grounded models of leadership, importance of self-awareness in leadership, effective group & team dynamics, group decision-making, conflict resolution, and design thinking.
# Units: 0
This course focuses on the processes by which managers position their businesses to develop and sustain an advantage relative to rivals in the face of uncertainty, rapid change, and competition. Strategy involves understanding the utility of different choices and tradeoffs choosing what not to do is as important as choosing what to do. As a result, the course covers a variety a tools, frameworks, theories and concepts for analyzing a firms strategic position and the environment in which it is operating. By focusing on the factors that make some strategic positions strong and viable, students will develop the ability to evaluate the effects of changes in resources & capabilities, industry forces, macroenvironmental forces, and technology on industry structure and firm behavior and, in turn, on a firms opportunities for establishing and sustaining a superior position relative to rivals. The course also requires that students integrate and extend the knowledge and skills they have developed throughout their MBA program course work (i.e. marketing, finance, economics, organizational behavior, ethics, information systems, accounting, etc.) into a "total business perspective. Analyzing real world situations best facilitates this activity; therefore, case analysis plays a large role in the course. Students will develop skills in developing a coherent, social responsible, viable and defensible strategic position that will carry a firm into the future.
# Units: 4
Moving an organization from where it is to where it needs to go is rarely easy and many strategic change efforts fail. The fast paced nature of todays competitive environments adds another layer of urgency and complexity. This course is designed to deepen your understanding of the strategic and tactical issues that a leader must prepare for in order to initiate and implement strategic change successfully.
# Units: 2
This course analyzes the role of modern business enterprise and its leadership in addressing pressing social, ethical, political, and environmental concerns. The course utilizes the common good perspective and framework for analyzing – within the context of business decision-making – various issues facing employees and organizations. The course will grapple head-on with tradeoffs and tensions between competing goods and with both the intended and the unintended consequences (in the short- and long-term) of decisions and actions at the individual, group,organizational, and broader societal level.Prerequisites: ALL core courses. (4 units)This course is required for students who enter the program in Fall 2022 or later.There will be an Intensive Weekend at the end of the 5-week course. You MUST attend the Intensive weekend; it is part of the class. Do not register for this class if you can not attend the class on 5/3/25 AND 5/4/25
# Units: 4
This course is an introduction to business ethics that focuses specifically on the kinds of ethical issues that managers typically encounter. Course topics include the psychological factors that influence moral decision-making, normative approaches for dealing with ethical issues in management, and application of these concepts to cases describing real life ethical dilemmas managers have faced in a variety of organizational and environmental settings.
# Units: 2
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# Units: 3
Leaders are successful when they build teams and organizations that can accomplish critical goals, adapt to changing conditions, and maintain the motivation and commitment of employees. Doing these things requires understanding how individuals characteristics affect their behaviors at work, how the dynamics of work teams are related to their performance, and how the technology, structure, and human resource systems of organizations influence performance. This course explores those general issues and addresses questions such as What are the characteristics and behaviors of high performing managers? How does one build high performing cross-functional and cross- cultural teams? What is the best way to structure an organization when rapid changes may be necessary? and What are the consequencesboth intended and unintended of systems (compensation plans, performance management systems, etc.), organization culture, and leaders actions on individual and organization performance?
# Units: 3
The course focuses on the skills, practices and processes for evaluatingand managing technology and innovation in fast-paced environments. Students learn to apply human-centric design thinking to innovation decision-making processes. The course delivery is informed by extant foundational and emerging empirical work in innovation. The content complements other elective courses (product marketing, product development, and intellectual property, small business entrepreneurship) and the core course in strategy. (4 units)
# Units: 4
This course focuses on the interplay between business and society, and examines managerial decision making. The course challenges students to think about the role that business plays in society, and examines how organizations can help improve people's lives across the globe. The course also analyzes the root causes of corporate disasters and failures and looks at the role of human psychology therein. Students will be stimulated to think critically about their own ethical reasoning and will learn intervention strategies that may help to mitigate ethical risk factors in their own organization.
# Units: 3
Investigates and examines priorities of exemplary leaders. Emphasizes developing conceptual understanding of the leadership process and on building leadership skills. Classes are often experiential and highly reflective, using written and video case studies. Some team assignments may be made.
# Units: 4
International Management
# Units: 3
Organizations are political institutions in which power and influence areused in decision making and the implementation of initiatives. This course focuses onunderstanding, diagnosing, and using political skills to manage political situations inorganizations to effectively achieve organizational objectives.
# Units: 2
This course focuses on the processes by which managers position their businesses to develop and sustain an advantage relative to rivals in the face of uncertainty, rapid change, and competition. Strategy involves understanding the utility of different choices and tradeoffs choosing what not to do is as important as choosing what to do. As a result, the course covers a variety a tools, frameworks, theories and concepts for analyzing a firms strategic position and the environment in which it is operating. By focusing on the factors that make some strategic positions strong and viable, students will develop the ability to evaluate the effects of changes in resources & capabilities, industry forces, macroenvironmental forces, and technology on industry structure and firm behavior and, in turn, on a firms opportunities for establishing and sustaining a superior position relative to rivals. The course also requires that students integrate and extend the knowledge and skills they have developed throughout their MBA program course work (i.e. marketing, finance, economics, organizational behavior, ethics, information systems, accounting, etc.) into a "total business perspective. Analyzing real world situations best facilitates this activity; therefore, case analysis plays a large role in the course. Students will develop skills in developing a coherent, social responsible, viable and defensible strategic position that will carry a firm into the future.
# Units: 4
In this course, students learn to leverage data technologies to effectively inform managerial insights and strategic decisions ultimately yielding competitive advantage. Course content is designed for students with varying backgrounds and is relevant for students in any industry -- financial services, tech / biotech, media, manufacturing, marketing, etc. This course exposes students to a range of data technologies, workflows, and use cases required to manage and scale a business, from expanding into new customer segments and forecasting future sales, to predicting consumer behavior and evaluating the efficacy of product and pricing changes.
New MBA elective
# Units: 4
The ultimate goal of this class is to equip leaders to navigate the intricate balance of technological advancements, enterprise risk and ethical considerations in the age of AI. All backgrounds and levels of technology expertise (or lack thereof) are welcome. We will critically examine the intersection of data strategy and enterprise risk management including AI, data privacy and cybersecurity. Our focus will be on understanding the impact of data-related decisions on stakeholders, including shareholders, employees, customers, and suppliers. We'll explore how risk management can be viewed both as an investment in internal resources and as an insurance strategy. By diving deep into the long term data strategy behind the business strategy of an individual firm, then broadening this lens to the ethical dimensions of technology and data decisions on an industry overall, students will learn to gauge the necessary level of responsibility they will need to take for data security and risk management appropriate for a diverse set of business contexts.
New MBA Elective
# Units: 4
This course provides students with a comprehensive understanding of the use of artificial intelligence (AI) technologies for business, strategy and governance from the general manager’s perspective. In this course, you will discover AI strategies that are used in transforming business in order to gain a competitive advantage. You will explore the multitude of uses for AI in an enterprise setting. You will get a closer look at the purpose, function, and use-cases for explainable AI. This course will also provide you with a framework to lead responsible AI governance at the enterprise level and reflect on how AI affects business sectors on a greater scale. Finally, you will examine AI in the organizational structure, how AI is playing a crucial role in change management, and the risks with AI processes.By the end of this course, you will be able to evaluate opportunities to leverage AI, recognize the risks, and know what it takes to construct an effective and responsible approach to leverage AI for business.
# Units: 4
Focuses on the strategic role of human resources (HR) planning and development. Addresses the creation of value through the HR function. Includes topics on linking HR and strategic planning; the transformational impact of information technology, process engineering, and outsourcing on the employment relationship; and an HR perspective on building a high-performance organization. Course has a special emphasis on high-technology organizations.
# Units: 2
Focuses on three important aspects of managerial communications: interpersonal (building on concepts introduced in MGMT 3500), cross-cultural, and corporate. The communication skills addressed are especially useful in a rapidly changing environment. Emphasizes implementation, and expectations are for a high level of student involvement. Evaluation is based on several papers and participation.
# Units: 3
This course presents key analytical tools to prepare students to build and lead project teams in dynamic environments. The course provides students with tools and concepts for effective project management and techniques for creating high performing temporary teams. Students will assess team composition and team dynamics, and learn to intervene when conflict is unhealthy. Key practices for project planning, monitoring and controlling are examined, including an examination of common sources of project risks.
# Units: 4
Focuses on the key issues that affect management decisions in food and agribusiness firms. Includes topics on the principal regulations and regulatory bodies governing the food industry, food safety and crisis management, ethical issues in food production and distribution, and resource and environment issues.
# Units: 4
focuses on analysis of the strategic options facing food and agribusinesses worldwide.Emphasis is on developing an understanding of industry segments and value chains, foodbranding strategies, and new product development. Particular attention is placed on innovation inthe agricultural production (AgTech) and food (FoodTech) sectors. Teams work together toprepare case analyses for presentation to the class. Students receive feedback and are coached onhow to enhance their performance. (4 units)
# Units: 4
This course focuses on the fundamental concepts of imagination, creativity, and innovation, as they apply to food products and the food industry. The course is designed as an action-learning process in which the students will be guided to immerse themselves in food innovation sources, identify an opportunity area, come up with an idea of food innovation and develop and plan early-stage entrepreneurial activities. Topics include the innovation methods, food value chain, including major food industry segments, factors influencing the food system, technological developments, and the methods and tools necessary to effectively manage the innovation process.
# Units: 4
Studies the behavior of individuals, groups, and organizations in the context of cooperative and competitive situations. Examines the theory and processes of negotiation so the student can negotiate successfully in a variety of settings. Designed to be relevant to the broad spectrum of negotiation problems faced by managers and professionals. Considers that while a manager needs analytical skills to discover optimal solutions to problems, a broad array of negotiation skills is needed to get these solutions accepted and implemented. Gives students the opportunity to develop these skills experientially and to understand negotiation in useful analytical frameworks.
# Units: 4
The course will also dive deeply into healthcare innovation in Silicon Valley and elsewhere and will examine various public and private innovative efforts to make the healthcare system more efficient, more ethical, more effective in serving unmet health care needs, and more creative in developing new healthcare therapies and business models. The approach will be highly practical and hands-on and will draw heavily from case studies and other examples from the healthcare industry. Pre-requisites: Management 3000; Management 3200; Finance 3000
# Units: 4
Explores the relationship between business leadership and spirituality through the lens of contemporary, as well as classical, religious literature. References both Eastern and Western spiritual traditions and explores why successful leaders often derail in the absence of spiritual integration. Includes attention to spiritual disciplines such as prayer and meditation tailored for the time-pressured life of business professionals and leaders.
# Units: 4
Introduces students to social benefit entrepreneurship through readings, case study analysis, and the application of a field-tested process to formulate business plans for existing social benefit ventures. Considers the unique nature of social entrepreneurship as an innovation process to develop products or services for advancing social progress in areas such as the environment, economic development, poverty alleviation, access to affordable healthcare, and education. Emphasizes the development of knowledge and skills for maximizing the social impact, financial sustainability, and scalability of a social benefit enterprise.
# Units: 4
This course introduces students to some of the fundamental legal issuestypically encountered by entrepreneurs and startup companies. These includerestrictions arising when leaving a current employer, selecting the best companystructure and ownership, raising money and securities regulation, human resourcesconcerns, contracts and leases, liability relating to the sale of goods and services,operational liability, intellectual property, creditors rights and bankruptcy, and others.Prerequisite: None. (4 units)
# Units: 4
Identification and management of intellectual property (IP) assets is a significant strategic tool for every level of management. This course is designed to demystify intellectual property rights that are present in technology companies, and to give them a working understanding of IP rights relevant to technology, and in particular start-up technology companies.
# Units: 2
There's a leadership shortage in the world. It's not a shortage of potential talent, because the people, eagerness, resources, and capabilities exist. The shortage is a result of demographic shifts, insufficient training and experiences, and the prevailing mindsets that discourage people from learning to lead. Leadership potential isn't something that some people have and other people don't. It's much more broadly distributed than traditionally accepted views suggest. Learning to become exemplary leaders, exercising greater leadership, is essential across all types of organizations, settings, and circumstances because it makes a significant difference in peoples levels of engagement, commitment, and performance. Developing greater leadership capabilities will not only promote more productive organizations but also enhances feelings of self-worth and meaningfulness. As the late management guru Peter Drucker explained: Only three things happen naturally in organizations: Friction, confusion, and under-performance. Everything else requires leadership.Through lectures, field work, experiential exercises, readings, and reflective essays students will develop their facility and acumen in using a leadership operating system. The course provides a systematic opportunity to practice and receive feedback on your leadership behaviors throughinstrumented 360-degree feedback as well as peer coaching. Upon successful completion of the course, students will be capable of:1. Articulating their philosophy of leadership2. Explaining an operating system for leadership3. Describing their leadership capabilities4. Building strong relationships with constituents5. Coaching themselves and others in leadership practices
# Units: 2
The course is designed to assist students in developing and practicing the skills necessary to establish and support proper and effective corporate governance, including distinctions between public and private organizations. The course explores several important topics related to current businesses (for example, mergers and acquisitions, global operations, and corporate culture). Particular emphasis will be placed on guiding senior executives, whether in start-up or established firms, on the various roles and responsibilities of critical resources at the different stages of company development. The class methodology will leverage readings from cases and articles (primarily from HBR) and instructor-prepared mini-cases created around real governance issues from the instructor’s direct experience to support the course learning objectives. Active classroom discussions led by industry experts and team activities emphasizing the hands-on application of the learning points will provide a strong foundation for applying these principles in practice. Specific assignments involve facilitating class discussions around critical elements of an actual governance case and preparing a Board package.
# Units: 2
Big data, analytics and AI are becoming the basis of competition in every industry. KPIs and experimentation are increasingly used to guide managerial decision-making. Digital marketing has transformed the 21st century and has upended the playbooks of almost every major corporation. Businesses that learn how to use data and digital transformation effectively will be more likely to win, and those that don’t are going to be left behind.Successful business leadership now requires that responsibility for corporate data strategy be distributed across the C-suite. This course is intended for any and all MBA students who want to build an understanding of how data technologies can be leveraged as a source of competitive advantage in all key business functions for companies of any stage. Effective strategy and managerial judgment in today’s world require a foundational understanding of data technologies, which are a core component of the modern digital enterprise.The course is designed for students with little or no background in data analytics or technology, and is suitable for students who plan to work in any industry/sector—from financial services and manufacturing to technology companies—that uses data for decision-making. The course can be taken as a stand-alone course to learn the basic principles of data technologies, or as a building block to Emerging Technologies Leadership for Business Managers.The goal of this course is to help students gain the skills to leverage data technologies to inform managerial insights and strategic decisions in an increasingly data-driven world. The course intentionally cuts across business function siloes to focus on the managerial skills needed for effective practice. We will approach each of the case studies first through the lens of their business strategy and then their corresponding data technology needs as a manager, not as a technologist. If you happen to be a technologist, however, your managerial perspective will be enriching to the case discussion! The course will expose students to a range of data technologies, workflows, and use cases required to manage and scale a business, from expanding into new customer segments and forecasting future sales, to predicting consumer behavior and evaluating the efficacy of product and pricing changes. This array of business and data technology problems together illustrate how critical data technology is to firms, and how excellence in digital innovation is critical to competitiveness.
# Units: 4
Creativity is key for innovation, problem-solving, and critical thinking. While some seeit as a gift limited to a few, research shows it’s a skill that can be developed by anyone. In thiscourse, we’ll dive into the essentials of creativity, explore different models, and uncover what fuelsand hampers it. Through theory, practical exercises, and real-world examples, we’ll cultivate acreative mindset. You’ll compare creative styles, apply tools and techniques, and gain confidence togenerate innovative solutions individually and within teams. Together, we’ll make creativityaccessible to all, equipping you with the skills to thrive in today’s dynamic business environment. (4 units)Prerequisites: MGMT 3000 Leading People in Organizations.
# Units: 4
This class will be covering sensitive topics. Students who enroll should be ready to embrace opportunities to engage in challenging and possibly difficult conversations. In today's interconnected world, leveraging diversity's power is a fundamental skill for aspiring leaders. Students will learn actionable strategies to increase diversity, improve equity, and create inclusive workplaces. Research has shown that diverse perspectives can drive innovation, foster financial growth, and align organizations with the needs of their customers if the environment is inclusive. One of the most significant barriers to inclusion is unconscious bias. Through candid discussions and reflective exercises, students are encouraged to confront their biases and assumptions, fostering a deeper understanding of the challenges faced by underrepresented groups in the workplace. Students should be ready to embrace opportunities to engage in thought-provoking conversations. (2 units) Prerequisites: MGMT 3000 Leading People in Organizations.
Elective for LIO Concentration
# Units: 2
Special Topics MGMT_3696
# Units: 3
Special Topics MGMT 3698
# Units: 4
Integrates traditional financial measures of performance and managerial-based performance measures in view of a firms strategic objectives. Reviews work on measuring corporate performance, introduces the Balanced Score Card technique, and evaluates its implementation in specific corporate settings.
# Units: 1
Presents the best practices of successful women technology leaders. Features a series of in-depth discussions and case studies where experts share the principles upon which they have created their businesses. Includes topics on vision, value creation, branding, product development and testing, recruitment and team building, management, financing, communication skills, networking, exit strategy and social impact.
MGMT 3704 is equivalent to IDIS 3704
# Units: 2
This course introduces students to the opportunities and challenges of doing business in a major emerging economy: India. Over the past decade, India has become one of the worlds most vibrant economies with some of its companies enjoying an international reputation. And yet, the country remains beset with contradictions--its sagging infrastructure and significant poverty existing side-by-side with its growth (both economic and social) aspirations. Through an in-depth exploration of the key business developments taking place in India, this course examines key ideas in global business strategy: the shifting topography of the world order, the role of innovation in shaping international leadership and the changing role of business in fostering sustainable development in emerging economies. In doing so, it offers students frameworks, tools and perspective appropriate for the contemporary global manager.
# Units: 1
Firms are rapidly adopting internet-based collaboration technologies (CT) to involve a wide range of participants in joint product innovation or co-innovation. Broadly defined, these technologies include software tools and applications that leverage social activity within an online platform to facilitate interaction and collaboration among members of an online community and between members of a community and a firm. As such, they help firms engage the creativity and problem solving skills of firm-hosted online communities of users, employees, and other experts in the creation, development and refinement of products or services. As a result, their use may yield innovations that strongly fit user preferences while also, accelerating the pace and lowering the cost of product innovation. Despite the rapid adoption, many firms struggle with how to create value from CT-based co-innovation. Building on literature on user innovation, open innovation, and demand side value creation, this course explores the conditions for creating value when engaging online communities in co-innovation. The content focuses on non-open source contexts and community engagements that yield private gains for a host firm.
# Units: 1 - 3
This one credit-hour course focuses on industry-proven approaches for assessing marketplace requirements, developing strategies, and translating insights into an execution plan (overall, as well as by business function). This course will provide real-world best practice approaches to these core management skills, as well as an executive guest lecturer to share their insights and how to apply the noted management processes. This course is for any MBA student who is interested in learning immediately applicable strategy development and execution approaches.
# Units: 1
Given our location in the heart of Silicon Valley, many of our students entertain the idea of becoming entrepreneurs. While not all entrepreneurs will choose to seek funding from VCs, there is a general interest in understanding exactly what VCs do. Sparked by preparing students to participate in the Venture Capital Investment Competition (VCIC), this course provides a good understanding of the processes VCs used to evaluate startups.
# Units: 2
Business Model Frameworks covers the different types of business opportunities available to lifestyle, opportunistic, and innovating entrepreneurs, distinguished in general categories that encompass virtually all business ideas. In each case we develop a framework for an entrepreneur to use to 1) identify an opportunity's potential, 2) understand and take the appropriate first steps toward building the business, and 3) evaluate the early trajectory of the business to maximize learning and decide whether the opportunity is worth continuing.
# Units: 1
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# Units: 1
This course is designed for students who are interested in learning about management consulting including tools and techniques to gain a consulting mindset. The course covers the consulting process from sourcing and starting engagements to closure and follow up engagements. Students will learn how to manage client needs and situations, how to articulate client needs in a succinct proposal, how to plan and execute consulting assignments, and how to manage client interactions. In addition, students will learn to use some common frameworks for consulting. The course also includes lecture, readings of cases and articles, in-class and out of class exercises, classroom discussions, and team project(s).
# Units: 4
This course looks as the practice of business innovation and entrepreneurship with an emphasis on how entrepreneurs recognize opportunities, communicate ideas, innovate, develop products, and build organizations. This course provides students with the skills, tools, and mindsets to enable them to discover other peoples problems upon which entrepreneurial ventures may be built and to use their own creativity to generate solutions to these problems. The techniques and skills apply to both start-ups and established ventures. This course is an introductory course intended to provide a foundation regarding the role of entrepreneurship and entrepreneurs in society and economy. As such, this class will explore what entrepreneurship means from several angles including how a person can be entrepreneurial in his or her own life - right now. This is an energized course about discovering entrepreneurship in and out of the firm.
# Units: 4