Entrepreneurship MBA Curriculum & Course Descriptions

The information presented on this page applies to students in the Traditional Full-Time MBA program as well as students in the the Flex MBA program. It is meant to serve as an overview and not as a replacement for meeting with an advisor.
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Curriculum

This concentration requires students take at least 15 credits beyond the MBA core, foundation, and integrative courses.

Required Courses
(6 credits)

Specialized Entrepreneurship & Innovation Courses
(3 credits)

*Note: Evaluation of Business Ventures and Urban Entrepreneurship & Economic Development are courses that can count towards the "Interfunctional Team Consulting" requirement for the MBA degree. If a student uses one of these courses to fulfill the team consulting requirement, that course cannot be used towards the Entrepreneurship concentration.

Electives
(6 credits)

A student can take any of the specialty courses listed above, any of the following courses designated for the entrepreneurship concentration or, with approval, any other course that is related to entrepreneurship.

**Note: Students may count only one of these courses toward 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.

Course Descriptions

22:620:612 - (3 cr)
Creativity in Business Decision-Making

Focuses on creativity in business, which has typically been applied to product and process development, but may be best leveraged at the highest levels of the organizations to improve strategic decision making. Cases, simulations, role-plays, and other exercises will be used to help students develop creative strategic thinking and decision-making skills.

Prerequisite: Organization Behavior (22:620:540; MBA Core)

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.

22:390:674 - (3 cr)
Evaluating New Ventures

This multidisciplinary MBA course will provide students with the real world skills and business acumen to screen, analyze, and invest in early-stage technology and life-sciences start up companies. By the end of the semester, students will conduct technical and financial due diligence around a Rutgers invention. They will in turn create a full-blown business plan that they will pitch to the BEST institute for funding. The goal is to turn these real-world business plans into viable real-world businesses.

22:620:624 - (3 cr)
Foundations of Entrepreneurship

The purpose of this course is to explore the many dimensions of new venture creation and growth and to foster innovation and new business formations in independent and corporate settings. The course uses and integrates many of the disciplines in the MBA curriculum.  The course appeals to individuals who have an existing strong desire to become an entrepreneur, or work in a startup or early stage or entrepreneurial minded company that may be expressed immediately or later in their careers.  This course is also good for students who considering careers in consulting, venture capital, or investment baking where they are dealing with new or relatively new ventures.

Prerequisite: All MBA Core courses

22:799:667 - (3 cr)
Growing New Ventures in a Supply Chain Environment

This course will provide students with the real world skills and business acumen to screen, analyze, and invest in early-stage technology and life-sciences start up companies.  By the end of the semester, students will conduct technical and financial due diligence around a Rutgers invention.  They will in turn create a full-blown business plan that they will pitch to the BEST institute for funding.  The goal is to turn these real-world business plans into viable real-world businesses.

22:799:661 - (3 cr)
Introduction to Project Management

One of the most critical elements in the competitiveness and growth of organizations is project management. Projects are the drivers of innovation and change and no organization can survive today without projects. Furthermore, almost every MBA graduate may sooner or later be required to manage a project. This course will present the classical foundations of project management and introduce students to the world of real life project problems. Upon completion of this course, students will understand the basic concepts and critical factors of initiating, planning, organizing, controlling, and running a project. They will be able to develop a project plan, build a project team and adapt their project management style to the unique project characteristics. Course topics will include: project initiation, project success dimensions, integration, scope, planning, controlling and monitoring, time, cost and risk management, project organization, project teamwork, and project adaptation. The course will also advise students how they could prepare themselves for the PMP Exam of the Project Management Institute in order to become Professional Project Managers.

22:620:601 - (3 cr)
Management of Innovation 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: Organization Behavior (22:620:540; MBA Core)

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: Organization Behavior (22:620:540; MBA Core)

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.

22:620:617 - (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: Organization Behavior (22:620:540; MBA Core)

22:630:602 - (3 cr)
Product Innovation

Introduces concepts and methods used for coordinating strategy formulation and the identification and evaluation of new product opportunities; planning and organizing the process of development; testing new products and new markets; and commercialization. Special emphasis is given to issues related to marketing and R & D. Text, cases, guest speakers.

Prerequisite: Marketing for Decision Making (22:630:550; MBA Core)

22:390:612 - (3 cr)
Small Business Finance

Financing problems that face a new and/or small business can be broken into financial planning, valuing, and raising capital. These topics form the main portion of this course. The course is designed for those planning to start a business or take over an existing business. It will also be beneficial for those planning careers that must interact with a small or new business.

Prerequisites: Accounting for Managers (22:010:577; MBA Core), Financial Management (22:390:522; MBA Core), and Managerial Economic Analysis (22:223:521; MBA Core)

22:620:674 - (3 cr)
Social Entrepreneurship

Social entrepreneurship is recognized as encompassing a wide range of activities: enterprising individuals devoted to making a difference; social purpose business ventures dedicated to adding for-profit motivations to the nonprofit sector; new types of philanthropists supporting venture capital-like 'investment' portfolios; and nonprofit organizations that are reinventing themselves by drawing on lessons learned from the business world.  This course explores entrepreneurship as a mechanism for social change, economic development, and community wealth creation.  Specifically, we examine the concepts and practice of social entrepreneurship, through reading and project assignments, class discussions, cases, and guest speakers.

22:620:645 - (3 cr)
Technology Ventures

In this course, students will explore the fundamental issues that revolve around technology-intensive ventures. Analysis and evaluation of a business plan for technology business ventures including demand forecasting, financial modeling, licensing of technology and intellectual property and other issues for current business conditions. Through a collection of case studies, lectures, workshops, and projects that cover high-growth ventures in information technology, electronics, life sciences, biotechnology and other industries, this course provides the student with the tools necessary to successfully identify a true business opportunity, and to start a technology enterprise, gather resources such as talent and capital, and managing rapid growth.

 Prerequisite: Organization Behavior (22:620:540; MBA Core)

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

The purpose of this course is to study 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. It draws heavily on case studies, experiential learning, and guest speakers.

This course is based on the Rutgers-Newark campus to leverage the city as a living laboratory for the study of urban entrepreneurship and economic development. Students in this course will be directly involved in the economic development  initiatives of Rutgers-Newark and act as co-managers of the $1 million Profeta Urban Investment Foundation at Rutgers Business School.

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.

22:799:648 - (3 cr)
Valuation of New Business Ventures: A Supply Chain Perspective

Knowledge made available along the supply chain can be used to foster new demand–driven product innovations and to initiate new ventures. Virtual company teams are formed to plan the design, assembly, marketing and distribution of new innovative products.  A business plan will be formed by each virtual company team. The business plan will include: a marketing plan; financial analysis including income statements and balance sheets, procurement, supplier alliances, logistics and fulfillment plans for the products to be produced. A design plan for the proposed new product will also be produced. Each project will be directed to develop a business process for launching a specific product and is expected to involve: Product identification and description; Market analysis and product benchmarking; Product design and R&D management; Business plan for launching the new product; Implementation of the business plan with adaptations as required; Documenting the evolution of the project; New product testing, demonstrating, and marketing; Financial analysis; Supply chain innovations and business process design.  The expected outcome of each teamed project is a marketable new product together with a design of its supply chain that is resilient, profitable, cost-effective, and responsive to the highly dynamic market. A large number of project opportunities will be encountered as the participants work through the introductory material.

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