Global Business 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 (who started in Spring 2009 or later). 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.

International Business (22:553:533) is part of the MBA foundation courses and is required for all MBA students.

Required Courses
(3 credits)

Electives
(12 credits)

There are three sections: Group 1, Group 2, and Doctoral level. A minimum of 6 credits must come from Group 1.

Group 1

*Note: 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.

From time to time the Department of Management & Global Business offers special topics courses that can be counted toward the concentration.

Group 2*

*Note: Students may not count a course for the Global Business concentration that would represent a sixth course in the same area as a first concentration would. For example, a student who is getting a dual concentration in Finance and Global Business cannot count International Financial Markets toward the Global Business concentration. A student who is getting a dual concentration in Supply Chain Management and Global Business cannot count Procurement Management and Globalization toward the Global Business concentration.

Doctoral level*

*Note: These courses may be taken with the permission of the Department.

Course Descriptions

26:553:604 - (3 cr)
Corporate Innovation and International Business

This course shows how the multinational firm depends critically on its technological and related skills to achieve its central strategic objectives.

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

26:620:677 - (3 cr)
Culture and Organizations

This course draws on the cross-cultural psychology literature on national and ethnic cultures and on the management literature on culture in organizations. Major topics include the content and manifestations of culture, cultural similarities and differences, the transmission of culture, culture and subculture, culture change, leadership and culture, and managing organizational culture.

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.

22:620:621 - (3 cr)
eCommerce Strategy

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.

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

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

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.

26:553:602 - (3 cr)
History of International Business

This course examines the history of international business, with a particular focus upon the context and determinants of the growth over the last 150 years of the largest multinational corporations (MNCs).

22:390:650 - (3 cr)
International Banking and Capital Markets

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.

22:553:605 - (3 cr)
International Business Law

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.

22:390:606 - (3 cr)
International Financial Markets

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.

22:553:617 - (3 cr)
International Marketing

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.

22:223:608 - (3 cr)
International Trade and Macroeconomics

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.

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.

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

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

26:553:605 - (3 cr)
National Innovation Policies and International Business

Examines the role of technology in economic development and national innovation systems as they evolve in the globalizing economy.

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)

22:799:608 - (3 cr)
Procurement Management & Global Sourcing

Global Procurement is now recognized as a key strategy to create value for the corporation. This course reviews the demands placed on today's procurement and supply management from the firm’s stakeholders, demonstrates the impact of procurement and supply management on the competitive success and profitability of the organization, describes ethical, contractual and legal issues faced by procurement, and recognizes the expanding strategic nature of procurement. The major areas covered are procurement as a functional activity; how procurement 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); introduction of the tools, techniques, and approaches for managing the procurement and sourcing process (cost/price analysis, negotiations, and contract management); issues and activities that support the procurement and sourcing process; and future directions of procurement and supply management. Case studies and outside speakers will be used to illustrate the issues discussed in lectures.

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. 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)

26:553:601 - (3 cr)
Theory of International Business

Critically appraises the main economic and behavioral theories of the determinants of international business activity over the past 30 years.

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