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Full-Time MBA concentration in Global Business

If you want to be an effective manager in a complex and evolving global business environment, the MBA concentration in Global Business will help you get there.

A Global Business concentration is especially valuable when paired with a primary concentration in a functional field, like finance or supply chain management. By pursuing a Global Business concentration, you send a signal to employers that you have mastered a functional specialization while also having a broad, strategic view of how to manage in a global economy.

Curriculum

Expanding on a foundational course in international business, you will select from a range of courses that address contemporary issues involved in managing in a global environment—courses such as cross-cultural management, negotiations, strategic alliances and technology transfer. You can also choose from courses in international trade or finance, procurement, marketing, and even travel abroad courses.

Course Descriptions

Required Course: Global Management Strategy [22:553:621]

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.

Cross Cultural Management [22:620:648]

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.

Doing Business in China [22:553:671]

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.

For Doing Business in China and Doing Business in Southeast Asia, students may count only one, not both, of these courses towards 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.

Doing Business in Southeast Asia [22:553:672]

For Doing Business in China and Doing Business in Southeast Asia, students may count only one, not both, of these courses towards 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.

eCommerce Strategy [22:620:621]

Explores of the basic notions of disruptive changes in technology and business models, using case studies and current developments to examine strategic alternatives and management, looking at internal as well as external factors. This course is not a technology course; we assume general familiarity with the application of the Internet and its elements, but not the technologies of their realization.

Executive Leadership [22:620:603]

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.

Management of Innovation and Technology [22:620:601]

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.

Managing Organizational Diversity [22:620:615]

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.

Managing Technological Breakthroughs [22:620:602]

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.

Negotiations [22:620:617]

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.

Global Procurement and Supply Management [22:799:608]

Supply Management is the overarching cross-functional management framework that integrates all activities related to the acquisition and management of resources for the organization.  It includes global sourcing, supplier relationship management, procurement and purchasing.  Supply Management is now recognized as a key strategic initiative to create value for the corporation. This course reviews the demands placed on today's procurement and supply management from the firm’s stakeholders and demonstrates their impact on the competitive success and profitability of the organization. Furthermore it describes ethical, contractual and legal issues faced by procurement, and recognizes the expanding strategic nature of supply management. The major areas covered are procurement as a functional activity, and how effective supply management impacts on total quality, cost, delivery, technology, and responsiveness to the needs of a firm's external customers (insourcing/outsourcing, supplier evaluation, supplier development, and global sourcing). We introduce the tools, techniques, and approaches for managing the procurement and sourcing process (cost/price analysis, negotiations, and contract management). Case studies and outside speakers will be used to illustrate the issues discussed in lectures.

International Banking and Capital Markets [22:390:650]

Provides an introduction to international financial markets. Covers foreign exchange markets, international equity and debt markets, international investments, diversification, and capital market equilibrium. Aspects of international banking also discussed. The course discusses both theoretical and practical issues in international capital markets.

International Business Law [22:553:605]

Focuses on key legal issues affecting the conduct of international business. Topics include legal aspects of trading and investing across national borders; foreign investing in the United States; U.S. customs laws and practices; import protection against unfair trade practices; taxation of international trade and investment; currency and investment controls; and some of the unique institutions affecting the conduct of international business.

International Financial Markets [22:390:606]

Offers an understanding of the international financial structure and studies its impact on business and individuals in various nations. The course is divided into three parts: the study of the adjustment mechanism used by nations to solve balance of payments difficulties; the examination of international liquidity and the new techniques being developed to replace gold; and a brief look at the implications of these developments in guiding the international operations of banks, other financial institutions, and business firms.

International Marketing [22:553:617]

Designed for those who have already acquired an introductory understanding of the international business environment. Examines the social, cultural, political, institutional, behavioral, economic, and competitive conditions that differentiate the conduct of foreign and international marketing from domestic marketing. Examines a series of specific marketing problems, tasks, and tools to prepare for approaching international marketing activity.Topics covered: international information systems and marketing research, multinational product offerings and services, promotional strategies in international marketing, exporting and importing, and detailed analysis of marketing in several nations.

International Trade and Macroeconomics [22:223:608]

Extends the tools of macroeconomic policy analysis to incorporate the international sector. Particular attention is devoted to topics and issues such as the abolishment of the Gold Standard, the present fluctuations in exchange rates, central bank intervention policies including dirty floats, theories of international trade, tariffs and quotas, world currency markets including Eurodollars, and the effects of trade deficits and capital inflows. Material will be supplemented by discussions of current special topics such as the unification of Europe in 1992.

New Product Commercialization [22:799:653]

It is critical for the success and survival of most organizations to effectively launch new products into the market. New Product Commercialization is the process and associated set of activities related to the development of new products and its subsequent product launch and commercialization into the marketplace. The supply chain plays a critical role in this process. This course will cover the new product design phase, make vs. buy decisions, optimal sourcing decisions, early involvement of suppliers and the use of strategic partners and, finally the eventual launching of the product to the market and end customers. In many progressive companies, the Supply Chain takes a leadership role to align the business across multiple departments to ensure successful new product launches.

Career Opportunities

Global Business MBAs have gone on to work for major corporations in a variety of roles, such as global business developer, global supply chain manager, international brand managers and global merchandising and development.

Faculty Spotlight

John Cantwell

Distinguished Professor and Former Editor-in-Chief of Journal of International Business Studies

Dr. Cantwell came to Rutgers as Professor of International Business in 2002. Coming from a Chair in International Economics at the University of Reading in the UK, he has also been a Visiting Professor at the University of Rome "La Sapienza", the University of the Social Sciences, Toulouse, and the...


I came to Rutgers Business School as a 'career changer.' I had started in the non-profit sector on the business side, and I really fell in love with business. I knew that to get to the next step in my career, I needed a thorough understanding of the analytic tools and skills to help firms succeed in the global economy.
—  Lisa Podhayny, MBA 2012