You can choose from one of two tracks
The Strategy track prepares you to develop and execute organizational and business strategies, create or extend new products and services to cope with technological and market changes, manage mergers, acquisitions and alliances, and build organizational capabilities for long-term competitive advantage.
The Leadership track prepares you to manage people, teams, and organizations. Courses in executive leadership, creative decision making, human resource management, team building, management consulting, negotiations, and change management provide you with the tools you need to be a successful organizational leader.
Rutgers STEM MBA
You can now choose to earn a STEM degree with any of our MBA concentrations. To qualify, you must complete 50% of the total required degree credits for your program with courses that fall under STEM. The Core Curriculum provides 9 STEM credits. I you are seeking the STEM certification, you should take Data Analysis & Decision Making as a Foundation course, at least 3 STEM-designated Concentration Courses, and additional STEM Foundation or Elective courses.
(*) Indicates a STEM-designated course
Corporate Strategy [22:620:679]
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.
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.
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.
Mergers, Acquisitions, and Alliances [22:620:680]
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.
Business in Emerging Markets - Opportunities and Challenges [22:553:677]
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.
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.
Opportunity Identification and Evaluation [22:620:624]
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.
Managing Strategic Transformations [22:620:606]
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.
Management Consulting [22:620:609]
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.
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.
Leading Across Cultures [22:620:648]
This course is designed to address the needs of executives with leadership and/or senior management responsibilities in global businesses. It focuses on the uniquely different aspects of leading a multinational organization across different cultures and interacting with a globally dispersed workforce. Many businesses today do not grant full autonomy to their foreign-based subsidiaries choosing instead to centralize decision-making using a global or transnational strategic platform while implementing these strategies at a global, regional, and local level. This approach requires leaders with global responsibilities to understand the cultural differences that exist in various regions and countries in which they operate and the implications of those cultural differences in making and implementing strategic decisions regarding marketing strategies, operations/supply chain strategies, HR strategies including hiring and engaging key executives and managers, and business development strategies.
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.
Human Resource Management [22:620:604]
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.
Managing Growing Ventures [22:620:654]
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.
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.
Team Building and Group Process [22:620:608]
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.
Introduction to Corporate Social Innovation [22:620:590]
Helps prepare leaders of tomorrow to create profitable and sustainable business opportunities in a world undergoing massive and transformational change. Provides an overview of "mission driven" and responsibility-centered business practices. Using case studies, guest speakers, group projects and course readings, students gain broad understanding of the many ways they can pursue positive, innovative and sustainable change, while developing the skills, knowledge and practices for building innovative organizations that contribute to solving complex social, ecological, and economic problems.