Strategy & Leadership MBA Course Descriptions

 

Course Descriptions

22:553:677 - (3 cr)
Business in Emerging Markets - Opportunities and Challenges

This course lays the foundations of strategy making in emerging markets, with an emphasis on the Asian Markets (China, India, Southeast Asia), Brazil, and Russia. Utilizing frameworks from mainstream strategy and international business disciplines, the course analyzes emerging markets from the perspective of two related phenomena: (1) multinationals from developed markets trying to tap into emerging markets; and (2) companies from emerging markets globalizing their operations and consequently changing the global competitive landscape. By drawing from both Strategy and International Business, the course provides students with a unique understanding of the influence of external business environments on organizations' strategy and operations in emerging markets that is increasingly important in leading organizations in the global context.

22:620:679 - (3 cr)
Corporate Strategy

This course focuses on the strategic, organizational, and leadership challenges that "multi-business" organizations face, providing students with perspectives on how corporations formulate a vision, develop strategies to allocate resources, and create synergies across their portfolio of businesses. The course offers practical and field tested methods used by corporate leaders to achieve sustained results. Students will discuss case studies to examine strategies of successful and failed corporations. Executive guest speakers will be invited to the class to discuss their corporate strategy perspectives.

Prerequisite: Strategic Management (22:620:542 (FT) / 22:620:588 (PT))

22:620:648 - (3 cr)
Cross Cultural Management

Through experiential learning, case analyses, and individual and group projects, this course provides students with an understanding of the process of cross-cultural management and the challenges that they face while working in multicultural environments. Core competencies include self-awareness, managing ambiguity and uncertainty, managing intergroup conflict, cross-cultural communication, and international career development.

Prerequisite: Organizational Behavior (22:620:540 (FT) / 22:620:585 (PT))

22:553:671 - (3 cr)
Doing Business in China

This unique course features a study trip to China. The objective of the course is to learn about China's dynamic economy and business environment through hands-on learning. This course is open to all students (MBA, Masters, and undergraduate) and alums. Students should consult with the department chair of their concentration to see if this course will count toward their concentration. For anyone interested in doing business in China, or knowing more about one of the most important developing economies today, this course is a must.

22:620:603 - (3 cr)
Executive Leadership

Examines the characteristics and skills that allow leaders to make positive contributions to their organizations. Offers students the opportunity to improve their skills through the use of simulations, role-plays, case analyses, and discussions. Skills examined and practiced in this course include developing and communicating a vision, systems thinking, team building, and decision making.

Prerequisite: Organizational Behavior (22:620:540 (FT) / 22:620:585 (PT))

22:620:624 - (3 cr)
Opportunity Identification and Evaluation

This course offers a framework for understanding the entrepreneurial process and exposes students to challenges, problems, and issues faced by entrepreneurs who start new businesses. A case study of actual business scenarios is the principal teaching method, supplemented by lectures, business cases, and guest speakers. The guest speakers will be executives who either run their own business or manage a division of a large company. Students should be prepared to ask guest speakers questions about their businesses and how they solved issues that arrive. i.e. Raising capital is an issue for every business owner and its part of the class assignment. Questions around this topic should assist with understanding this topic.  Major objectives are for students to learn how to identify and evaluate venture (e.g., business, non-profits, grassroots) opportunities, develop a venture concept, assess and obtain the required resources, and manage its growth.

22:553:621 - (3 cr)
Global Management Strategy

Addresses the creation of competitive advantage in the multinational firm as well as the complexities of managing a multinational firm. Examines the nature of global industries and global competition to assist managers in understanding how to create and administer a successful global strategy.

22:620:604 - (3 cr)
Human Resource Management

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 (FT) / 22:620:585 (PT))

22:620:609 - (3 cr)
Management Consulting

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 (FT) / 22:620:585 (PT))

22:620:601 - (3 cr)
Management of Innovation and Technology

Examines a variety of problems in the management of science and technology with emphasis on the strategic management of technology. Topics include integration of business strategy with technology, the product development process, manufacturing/process technologies, time to market, technology-based strategic alliances, and technology venture development. Case studies will be used extensively. Should be of interest to people working or intending to work in any functional area in an organization which develops or uses new technology-based products or services.

Prerequisite: Organizational Behavior (22:620:540 (FT) / 22:620:585 (PT))

22:620:654 - (3 cr)
Managing Growing Ventures

Small and medium businesses are the backbone of the modern economy by creating wealth and jobs.  In this course, students learn how to plan and manage the various activities essential for effectively running a small business and how to recognize and avoid the common mistakes made by small business managers. This course offers an overview of running a small business including a discussion of leadership, strategy, marketing, finance, operations, human resources, supplier management, facilities, banking, legal and regulatory considerations.  These topics are integrated and presented in the context of a small business environment. A combination of business case examples and text will be used to supplement lectures, student project work and guest speakers.

22:620:615 - (3 cr)
Managing Organizational Diversity

Helps students understand themselves at their own place (within cultures and subcultures) and their responses to difference; other people (bosses, coworkers, subordinates, clients, and customers); differences among organizations; and the skills for managing diversity well. Develops the point that managing diversity well is the essence of good management for the coming decades.

22:620:606 - (3 cr)
Managing Strategic Transformations

Explores new approaches for organizing the total enterprise, including structuring, processes, and culture. Using cases and simulations, new forms of organizing are linked to various competitive strategies and to performance, and skills for designing, implementing, and managing strategic transformation are developed.

Prerequisite: Organizational Behavior (22:620:540 (FT) / 22:620:585 (PT))

22:620:616 - (3 cr)
Managing Technical Professionals

Discusses issues in managing and leading scientists, engineers, software developers, and other technical professionals. Develops skills for increasing individual creativity and organizational innovation. Topics include motivation, reward systems, technical communications, career development, effective teams, technical leadership, and managing change in a technology-based organization. Special emphasis is placed on practical issues for technical professionals in today's business environment.

Prerequisite: Organizational Behavior (22:620:540 (FT) / 22:620:585 (PT))

22:620:602 - (3 cr)
Managing Technological Breakthroughs

Examines the impact of disruptive technologies on established and start-up organizations. Identifies best practices in each type of organization to take advantage of the emergence of breakthrough technologies such as the Internet, the cellular telephone, or the personal computer. Examines successful start-ups in the personal computer industry and contrasts organizations "built-to-last" with those "built-to-flip." Should be of interest to people working or intending to work in a technology-based start-up, an eCommerce company, or any functional area in an organization that develops or uses new technology-based products or services.

Prerequisite: Organizational Behavior (22:620:540 (FT) / 22:620:585 (PT))

22:620:680 - (3 cr)
Mergers, Acquisitions, and Alliances

This course provides an overview of the principles, tools, processes, and practices used by senior executives, investment bankers, venture capitalists, and consultants to manage mergers and acquisitions (M&A) and strategic alliances (SA) that achieve/sustain competitive advantage and deliver intended performance levels. Topics include: strategic and practical considerations for pursuing mergers, acquisitions, and alliances; understanding the underlying economics, financial, cultural and legal implications of M&A; identifying and evaluating acquisition targets and establishing priorities and valuations; negotiating the deal for M&A and SA, and structuring transactions and agreements; managing M&A integration and SA cooperation; and a discussion of exemplary processes and practices in M&A and SA.

Prerequisite: Strategic Management (22:620:542 (FT) / 22:620:588 (PT))
Recommended: Corporate Strategy (22:620:679) be taken prior to this course

22:620:617 - (3 cr)
Negotiations

Provides an introduction to the principles, practice, and processes of negotiations as a management skill with bosses, subordinates, peers, clients, and customers. Discussion of the preparation and planning for negotiation, the strategy and tactics of negotiation, issues regarding both distributive and integrative bargaining, and ethics in negotiation.

Prerequisite: Organizational Behavior (22:620:540 (FT) / 22:620:585 (PT))

22:620:542 (FT) / 22:620:588 (PT) - (2 cr)
Strategic Management

This course provides an introduction and overview of the strategic planning process, examination and evaluation of the strategies, and strategy implementation practices used by organizations to achieve competitive advantage and deliver high performance. Topics include analysis of the external and internal business environment; review of functional, business unit, and corporate level strategies; and discussion of the role of culture, structure, systems and processes in effective strategy planning and implementation. This seminar style course combines lecture, class discussion, readings, and case studies.

22:620:601 - (3 cr)
Strategic Management of Innovation and Technology

Examines a variety of problems in the management of science and technology with emphasis on the strategic management of technology. Topics include integration of business strategy with technology, the product development process, manufacturing/process technologies, time to market, technology-based strategic alliances, and technology venture development. Case studies will be used extensively. This course 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.

22:620:608 - (3 cr)
Team Building and Group Process

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 (FT) / 22:620:585 (PT))

22:620:672 - (3 cr)
Urban Entrepreneurship & Economic Development

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 & Economic Development.