Management & Business Strategy 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.
(Click here to jump straight to the Course Descriptions below.)

Curriculum

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

Organization Behavior (22:620:540) is part of the MBA core and is required for all MBA students. International Business (22:553:533) and Strategic Management (22:620:542) are part of the MBA foundation courses and are required for all MBA students. Therefore, while directly related, these three courses do not count towards the 15 credits required by this concentration as they are already part of the MBA curriculum.

Required Courses

Strategic Management (22:620:542) is the required course for this concentration but as stated above, it is already part of the MBA foundation courses and therefore does not count towards the required 15 credits.

Electives
(15 credits)

*Note: Students may count only one, not both, of these courses towards a concentration in Management & Business Strategy.

From time to time the Department of Management & Global Business offers special topics courses that can 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)

22:620:648 - (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)

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.

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

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

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)

22:620:606 - (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)

22:620:616 - (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: 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)

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)

22:620:542 - (2 cr)
Strategic Management

Discusses skills and concepts needed to manage an organization to compete effectively in its environment. Provides tools for identifying environmental opportunities and threats and organizational strengths and weaknesses. Serves as a basis for the interfunctional management team consulting project.

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)

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

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