This course will examine Human Resources from a strategic perspective, emphasizing the contribution of HR decisions to the development of a high performance organization. HRM will be treated as a dynamic system that enables organizations to cope more quickly and effectively with a rapidly changing environment. The course will emphasize those topics, such as reward systems, performance management and the selection and retention of high performance employees, that confront managers in a variety of organizational roles. Emphasis will be given to the identification, evaluation and solution of specific HR problems facing managers with these responsibilities.
An introduction to managerial decisions in the marketing area and approaches to making these decisions. Among the topics considered are the institutional framework of retail and industrial markets; buyer behavior; and product line, promotion, pricing and distribution decisions and strategies. Impact and relevance of electronic markets are also considered.
Managers continually have to make decisions in situations in which the outcomes depend, at least in part, on what their competitors do. Game theory provides a lens that is useful for examining these types of strategic interactions. This mini-course will introduce you to some simple frameworks and tools from game theory that you can use to analyze strategic interactions to inform decision making. We will look at a wide range of examples from business, law, politics, and everyday life to illustrate the power of this approach. The class will be highly interactive. There will be minimal lecture and a high level of discussion and real-time working through problems. The assignments will consist of in-class exercises and a take-home problem set. Because game theory is a branch of mathematics, the course will use some math so you should be comfortable with basic algebra. Many of the applications of game theory have been developed within the field of economics, so some background in microeconomics while not necessary, will be helpful. There will be a pre-assignment consisting of a short reading prior to the first class meeting.
The approach for this course is interactive and participative, using activities to reinforce topics and concepts. Participants learn by doing, reflecting and discussing activities. The lessons they discover are based on their experience, which reinforces understanding and commitment.
Workplace toxicity environments that are characterized by negative motivations and emotions that manifest themselves in malicious, self-serving, and abusive behavior. These manifestations accrue and generate climates that perpetuate such behavior. This type of employee victimization is prevalent. Indeed, 25% of all employees report being bullied at some point in their careers, while 50% say that bullying at work has negatively impacted their career. The costs associated with this abuse are staggering with some estimates suggesting a half a billion dollars is lost by corporations each year due to this abuse.
Despite the prevalence of toxic behavior, only 3% of American companies have a policy that specifically addresses such behavior. Thus, employees are left to craft their own careers within environments wrought with bullying, victimization, abusive supervision, ostracism, and organizational politics. This course will address four overarching objectives. First, we will discuss what organizational scientists know about the topic of workplace toxicity. Second, we will assess the level of toxicity that each participant is experiencing in his or her own workplace. Third, we will discuss personal strategies participants can engage in when confronted with such environments. Finally, we will collectively design corporate strategies to reduce toxicity in organizations.
This course introduces students to the basic tools and concepts needed to effectively manage “organizational behavior” (OB). A wide spectrum of contemporary OB Topics is reviewed, including: communication, learning, diversity, multiculturalism, teamwork, motivation, power, innovation, leadership, organizational design, and change. Learning occurs through a variety of activities such as case discussions, self-assessments, group exercises, role-playing, team projects, lectures, and training videos.
Topics to be discussed include probability theory, counting problems, random variables (also known as probability distributions), Central Limit Theorem, estimation, hypothesis testing (including chi-square tests), regression analysis (simple and multiple) and interpretation of regression output on computers. If time available, analysis of variance.
A study of the patterns and fluctuations of growth of the aggregate level of economic activity in a modern complex society. Among the topics included are: the measurement and determination of national income; the nature and role of money and interest rates; inflation; the role of expectations; the role of trade; macro economic forecasting; alternative fiscal and monetary policies and their role in promoting stability and progress; and macro aspects of legislation. Prerequisite: MGE 601 or undergrad.
The scope and objectives of corporate financial management are introduced along with the concept of the risk- return trade-off. The various sources of capital are discussed, along with their costs. Financial planning with special emphasis on the evaluation of capital projects is considered. The implications of the efficient market hypothesis are considered throughout the course.
Prerequisites: MGA 604, MGQ 606 or concurrent registration in MGQ 606.
An analysis of the business sector's relation to the principal forces operating in the legal, political, and social environment. Particular attention given to constraints and freedoms offered under common, corporate, and regulation. Also examined are contemporary problems in corporate governance such as business and professional standards, code of ethics, and corporate social responsibility.
The aim of this course is to provide the analytic techniques and tools to help develop an understanding of how competitive advantage can be created and sustained. This is an integrative course that examines the firm as a whole and adopts the perspective of the general manager. It draws together and builds on ideas from courses in functional areas such as marketing, finance and operations. There is extensive use of cases. Specific topics covered include analyzing industries, analyzing firm resources and capabilities, understanding organization structure and management systems, developing competitive strategies and understanding competitive behavior, determining the scope of the firm, developing corporate strategies, managing the multi-business firm, and understanding corporate governance mechanisms.
Prerequisites: MGA 604, MGF 631, MGM 625.
This course deals with defining, organizing, and managing activities associated with complex, multidisciplinary projects. Such endeavors are critical to raise the level of performance of the organization and enable it to have a competitive edge. Many areas of MBA education when applied in “real world” require extraordinary and coordinated effort by various parts of the organization for implementation. In times of rapidly changing technologies and managerial processes, the need for cross-functional teams to achieve long and short term goals is increasingly imperative.
Prerequisites: MGO 630 or concurrent with MGO 630.
This course focuses on recent approaches to team building that typically occur in most high performing organizations. The course relies on in-class exercises as well as team projects to teach in applied terms how to lead and function as a member of self-directed and cross-functional teams.
Prerequisite: MGB 601 or permission of instructor.