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.
Dynamite Presentations: Strategies for better design and delivery This mini-course is designed to give students a chance to upgrade the construction of their presentations as well as refine important delivery skills. Topics covered include stage presence, delivery techniques and principles of persuasion. Students will also learn about contemporary approaches to presentation planning and design. Students will have opportunities to practice and strengthen oral communication skills in the classroom setting and receive valuable feedback on personal techniques and mannerisms. Please note: If you have already taken Communication Skills, you are not eligible to take Presentation Skills.
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.
This mini-course is an introduction to the field of Microfinance, defined as the provision of financial services to those too poor to be served by traditional financial institutions. We will explore what microfinance is, how it got started, and how it operates today around the world. Course activities will include lectures, films, and a short research paper. In 2006 Muhammad Yunus received the Nobel Peace Prize for his pioneering efforts in the field of Microfinance. Also referred to as ‘Inclusive Finance’, Microfinance is widely recognized as one approach to alleviate poverty. In addition, microfinance is increasingly viewed as a profit-making opportunity by financial institutions (e.g., Citigroup). So, for a variety of reasons, microfinance today is a very relevant topic and one that lies outside the mainstream of typical MBA finance courses. The microfinance mini-course is primarily descriptive, and will cover topics such as the similarities and differences in lending practices of commercial banks and microfinance banks, loan portfolio evaluation, micro loan pricing, etc. To take one example of a difference: The average loan size of one of the largest microfinance banks in the world, Grameen Bank of Bangladesh (which recently opened a branch in New York City), is less than $125. This has implications for many management issues, including collection policies, loan officer staffing and training, etc. We will also briefly cover Islamic banking practices, important because many microfinance organizations operate is countries that are predominately Islamic.
This course will draw on concepts from new product development, entrepreneurship, technology management, project management, marketing and economics to illustrate and learn-how to innovate. Learning-about will involve reading the assigned book, reading several cases pertaining to innovation and engaging in class dialog. Learning-by-doing will involve case study analyses and the development of a business plan. The purpose of the course is to understand how new product innovation unfolds through product differentiation and versioning and how versioning guides the strategic direction of contemporary business in the development of new products and services. Dynamic tension exists between delivering feature rich Midas versions of products using extravagant engineering and the low cost Hermes versions of a product developed using frugal engineering. The results of this dynamic tension between Midas versioning and Hermes versioning are Atlas products and services. Atlas products and services incorporate the product design features that will attract the broadest customer base. The driving force behind the development of Midas, Atlas and Hermes versions is driven by the implicit creative genius that everyone possess as they engage in continuous learning-about and learn-by-doing activities.
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 focuses on production and inventory management problems in the entire supply chain, and the application of quantitative models and information systems and technologies for these problems. An enterprise resource planning (ERP) system platform is assumed and the course also covers the implementation aspects of ERP systems. The topics covered include supply chain strategy and coordination mechanisms, forecasting systems, aggregate planning, advanced planning systems (APS), master production scheduling, materials requirements planning (MRP) systems, inventory management for suppliers, manufacturers and distributors, cellular manufacturing, just-in-time (JIT) systems, lean manufacturing, optimized production technology (OPT), and flexible manufacturing systems (FMS) technologies. The completion of this course will enable students to take the certification examinations (CPIM/CFPIM) for American Production and Inventory Control Society (APICS).
Prerequisite: MGO 630
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 design, modeling and optimization of global supply chain networks. The course deals with modeling approaches and quantitative tools and techniques for design and optimization of global supply chain networks. The course also covers information systems and technologies for supply chain planning and coordination. The topics covered include: supply chain strategy formulation, performance metrics, new forecasting models applicable for supply chain contexts, newsvendor models for capacity and aggregate planning, models for location and design of supply and distribution entities, inter-organizational planning, advanced planning systems, multi-echelon inventory management techniques, distribution requirements planning (DRP) systems, joint transportation-inventory models, and pricing and revenue management techniques. The course will also be taught in a manner that will enable you to obtain APICS professional certification (CPIM / CFPIM) with minimum preparation after the course. Prerequisite: MGO 630.
Pertinent theoretical and empirical findings about the behavior of consumers and industrial and institutional buyers are discussed. Topics include motivation, learning, attitude formation, attitude change, and the relation between attitudes and behavior as applied to buyers. The impact of the electronic environment is also discussed as are innovation and market communication and the social and cultural concepts underlying strategies of market segmentation.
Prerequisites: MGM 625, MGQ 606.
Healthcare spending in 2010 reached 17% of GDP, and if it continues unabated, it will reach 25% by 2025. This clearly unsustainable model impacts the lives of every business and every man, woman, and child in the United States. Costs continue to grow despite innumerable intervention attempts by the government and by private industry. Control is made much more difficult because of the unique role that health insurance plays, insulating consumers from typical market dynamics. This course will investigate the market structure of healthcare today, as well as the reform measures being proposed for the future. It will look at spending and demand, how the insurance industry impacts consumer behavior, the role of physicians, healthcare systems, the pharmaceutical industry and the impact of government intervention. It will reinforce these macro discussions with case reviews of real-life problems being faced by healthcare executives today. The course will reinforce these competencies: Strategic Thinking, Problem Solving and Decision Making, Team Skills, and most importantly, Integrity.