Apr 29, 2024  
2018-2019 Graziadio Academic Catalog 
    
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2018-2019 Graziadio Academic Catalog [ARCHIVED CATALOG]

Courses

 

Organization Theory and Management
  

  • OTMT 677 Global Human Resources and Inclusion (2)

    For successful organizations in the 21st century, the market for talent is a global one. As organizations increasingly operate on a global scale and employ a global workforce, significant Human Resource challenges emerge. Among the question to be addressed in this course are standardization vs. localization of human resource policies, cultural differences in how management and leadership are viewed, and the social, political, and cultural issues facing global human resource managers. The implications of cultural diversity as an organizational strategy are examined through the joint lenses of both challenge and opportunity.

    Student Learning Outcomes
    1. Students will understand and appreciate the “real” complexities inherent in international business, as they affect governments, organizations, managers, all employees, and subcontractors
    2. Students will develop their “cultural intelligence” through study, reflection, and exercises
    3. Students will develop their understanding of an analytical framework to determine global HR strategies for MNEs
    Grading Basis: Graded
  

  • OTMT 678 Managerial Creativity and Innovation for Leadership (4)

    Business leaders must respond to such contemporary realities as the information explosion, intense competition, accelerated social and technological change, fresh expectations from new generations, and ever-higher customer demands. Therefore, contemporary leaders must be more creative and innovative. This course focuses on imagination and invention (“creativity”) and on the productive results of such processes (“innovation”). To enhance business problem solving and effective leadership, students will integrate a dozen linear methods with a dozen nonlinear, imaginative tools.

  
  

  • OTMT 680 Leadership: Great Leaders, Great Literature (4)

    Leadership is one of the most studied and least understood human behaviors. Yet, leadership is critical for organizational success-especially in the hypercompetitive, global world. What is leadership? Who has it? Where does leadership come from? Does it differ by culture? What are the theories of leadership? Do leaders differ from managers? How might the student become a more effective leader? The objective of this course is to prepare individuals to better understand, accept, and assume leadership roles in increasingly competitive, globalized, multicultural, multi-values organizations by (1) understanding the significant theories, models, and concepts of leadership; (2) analyzing and understanding their unique leadership style; (3) developing, refining, and articulating their individual philosophy of leadership; and (4) examining and considering the values and ethical issues associated with leadership.


Strategy
  

  • ENTR 623 Creating a New Business Opportunity (3)

    This course is an introductory course focusing on the individual as entrepreneur and/or innovative employee, the generation of innovative business ideas, the protection of intellectual property, the process of venture creation, and the enactment of emergent strategies in existing businesses. Students acquire the principles, processes, skills and tools needed to generate and validate innovative for-profit solutions to real-world market opportunities, and pitch novel ideas.

    Grading Basis: Graded
  

  • ENTR 661 Entrepreneurship and the Generation of New Venture Ideas (2)

    The course is an introductory class focusing on the individual entrepreneur, the generation of innovative business ideas, the protection of intellectual property, the process of venture creation, and the role of entrepreneurship within society. Students will acquire the skills and process knowledge needed to create innovative for-profit solutions to real-world market opportunities and to pitch their ideas. Prerequisite(s): Full-Time-ACCT 591 Financial Accounting (2)  or equivalent, ACCT 602 Cost Accounting (2)  or equivalent, ECNM 592 Economic Concepts (2)  or equivalent, and ECNM 602 Managerial Economics (2)  or equivalent.

  

  • ENTR 662 The Feasibility of New Venture Ideas (2)

    The course concentrates on testing the personal, technical, financial, and market feasibility of entrepreneurial ideas generated to solve a perceived opportunity in the market. Students will learn how to assess the personal desirability, technical difficulty, financial viability, and market demand for products and services that are new to market and/or for which no market currently exists. Prerequisite(s): ENTR 661 Entrepreneurship and the Generation of New Venture Ideas (2) .

  

  • ENTR 663 Financing Entrepreneurial Ventures (2)

    Is the third in the sequence of courses needed to earn a concentration in Entrepreneurship and addresses issues related to financing new entrepreneurial ventures. It examines the various sources of funding available to start-ups, including friends and family, commercial lending institutions, angel investors, venture capitalists, and various governmental programs. The Initial Public Offering (IPO) process is also examined as a means for accessing public capital markets and growing the business. A major focus of the course is the creation of revenue models, profit models, and financials (i.e., pro forma income statements, pro forma balance sheets, and cash flow projections) that will allow students to determine the capital needs and valuation for their proposed new venture as well as secure the funds needed to launch. Prerequisite(s): Full-Time-FINC 614 Finance (4)  or equivalent, and ENTR 662 The Feasibility of New Venture Ideas (2) . Fully-Employed-FINC 655 Financial Management of the Firm (4)  or equivalent, and ENTR 662 The Feasibility of New Venture Ideas (2) . Note: FINC 663  may be substituted for ENTR 663 and vice versa. However, students should be aware that the specific focus and deliverables for these two courses are substantially different from each other.
  

  • ENTR 664 Managing Entrepreneurial Ventures (2)

    The course highlights the foundational principles and best practices for managing the start-up process, determining the organizational structure, planning operations, handling compensation and human resources, and exiting a new venture. Students will learn how to organize a new business as well as how to select, train, compensate, and promote employees. Prerequisite(s): ENTR 662 The Feasibility of New Venture Ideas (2) .

  

  • ENTR 665 Marketing Entrepreneurial Ventures (2)

    ENTR 662 The Feasibility of New Venture Ideas (2)  Is the fifth in the sequence of courses needed to earn a concentration in Entrepreneurship, and examines the unique marketing challenges encountered by entrepreneurs who must introduce products or services that are new to the market and/or for which no market currently exists. A major focus of the course is the completion of market research for a proposed product or service and the creation of a marketing plan that includes decisions regarding promotion, pricing and distribution, as well as the “go to market” strategy that will guide students in launching their proposed new venture. Prerequisite(s): Full-Time-MKTG 615 Marketing (4)  or equivalent and ENTR 662 The Feasibility of New Venture Ideas (2) . Fully-Employed-MKTG 658 Marketing Management (4)  or equivalent and ENTR 662 The Feasibility of New Venture Ideas (2) . Note: MKTG 665  may be substituted for ENTR 665 and vice versa. However, students should be aware that the specific focus and deliverables for these two courses are substantially different from each other.
  
  

  • MBAA 645 Applied Strategic Research Project–Strategy (2)

    The Applied Strategic Research Project–Strategic Management provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in Trimester V and to integrate the applied strategic plans completed in previous trimesters into an overall, integrated, comprehensive strategic plan for the chosen organization.

    Grading Basis: Graded
  

  • MBAA 655 Strategically Managing Organizations (6)

    Students will learn to view critical strategic issues of the firm from a senior executive’s perspective and think and implement strategically. The trimester has four streams of activities: analyzing the internal and external environments, crafting the strategies, implementing the strategies, and the business management simulation. The strategic analysis and strategy formulation streams focus on integrating concepts and lessons learned in prior trimesters, learning new strategic concepts, generating and analyzing strategies, and developing superior strategies in a global environment. The third stream focuses on the opportunities and challenges in implementing the strategies. Students learn concepts and practical methods of implementation. This involves learning how to design enabling organizational structures, processes, and measures for effective alignment of performance to the strategy. The fourth activity involves students conducting a business management simulation, which highlights key aspects of managing a company in an evolving industry and changing environment.

    Grading Basis: Graded
  

  • MBAK 618 Generating and Analyzing Strategic Options (5)

    The course integrates and extends what has been learned throughout the program by developing strategy formulation skills. The process occurs at business, corporate, industry, and global strategy levels of analyses, culminating in the development of the grand strategy. Topics such as strategic alliances, joint ventures, and competitive and collaborative choices inform the class discussions. The course continues by requiring that students consider the relationship between strategy and organizational structure. Students are sensitized to the design issues and dynamic processes for bringing about effective implementation of strategy. Options for organizational structures (e.g., the virtual corporation) used to build core competencies are examined as ways that organizations can intersect with the future and anticipate and prepare for change are discussed.

    Grading Basis: CR/NC/I
  

  • MBAK 624 Strategic Thinking (1)

    The course provides participants an understanding of what strategy is, different approaches to conceptualizing and characterizing strategy, and ways to generate added economic value in highly competitive environments. Cases from a variety of businesses and from participant experiences are used to develop a critical sensitivity to the firm and its environment.

    Grading Basis: CR/NC/I
  

  • MBAK 685 Strategic Research Project (2)

    The student continues work on the strategic research project in this course, primarily focusing on collecting and analyzing data as part of their effort to recommend actions that will improve organizational performance. The Strategic Research Project involves creating and evaluating options, selecting a strategy, and outlining the implementation plan. Students present an oral overview of a refined version of their strategic projects. Students are required to complete the research project prior to graduation. Their progress is monitored during the course.

    Grading Basis: CR/NC/I
  

  • STGY 479 Business Strategy (4)

    This capstone course effectively introduces students to the responsibilities of the top management of an enterprise. Integrating most of what has been covered in the entire program, the course helps students to conduct strategic analyses and make strategic decisions and puts special emphasis on their ability to defend the recommendations they make. The course may use a variety of experiential methods, including case studies, a strategic project on a real company, and competitive strategy simulations, to help students improve their decision making skills. Prerequisite(s): FINC 474 Managerial Finance (4)  and MKTG 473 Marketing Management (4) . This course must be taken during the last trimester.

  

  • STGY 619 Strategic Management (4)

    This MBA capstone course examines strategic management of an enterprise from the chief executive officer’s perspective. It builds on all previous MBA courses for formulating, executing, and controlling enterprise-wide strategies for success. The formulation segment of the course includes the study of an enterprise’s vision, mission, values, and goals; external and internal assessments; competitive, corporate, industry, and global strategic choices; and formulation of the grand and unifying strategy. Along with formulation, the students learn how to implement the firm’s strategy. Implementation topics involve structure and process design; operational and functional (e.g., marketing, finance, operations) strategies and plans; performance management; and change management. Strategic control of outcomes and the alignment of resources, competencies, and deliverables for achieving strategic outcomes are presented. As a capstone course, the integration of previous courses in the program is emphasized and their strategic significance and relationships are highlighted. In addition, current issues such as technology, globalization, sourcing, and other emerging factors impacting the strategic management of the firm are discussed. The ethics and responsibilities of the top executives and their strategic significance on the enterprise and society are discerned. The course utilizes a number of pedagogies including lectures, cases, interactive exercises, presentations, and a strategic management project. Prerequisite(s): Full-Time - FINC 604 Managerial Finance (2)  or  FINC 614 Finance (4)  or  FINC 614B Advanced Financial Management (2)  and MKTG 605 Marketing Management (2)  or  MKTG 615 Marketing (4)  or  MKTG 615B Advanced Marketing Essentials (2) 

  

  • STGY 620 Strategic Issues In Global Business (2)

    The challenge of leading an organization in the dynamic global economy is explored from a strategic management perspective. Significant issues addressed are globalization of customers, markets, and competitors; changing sources and applications of financial, human, and intellectual resources; evolving organizational and managerial structures; and the increasing impact of technology. This course is taken near the end of the program.

  

  • STGY 621 Competitive Intelligence (2)

    Organizations and organizational units increasingly employ competitive intelligence (CI) to support decision-making, management, and to build and sustain competitive advantages. As the formal practice of CI has grown in adoption and sophistication, information professionals are often charges with intelligence-related responsibilities. This course examines competitive intelligence models, functions, and practices, the roles of information professionals in CI, and the management of CI. Discussion and practice topics may include: intelligence ethical and legal considerations; identifying intelligence needs; intelligence project management, research methods, analysis, production, and dissemination; the uses of intelligence; intelligence sources and tools; managing the intelligence function; and the evolution of CI. A working knowledge of print and electronic business information sources is recommended.

    Grading Basis: Graded
  

  • STGY 628 Strategic Management (3)

    This MBA capstone course examines strategic management of an enterprise from the chief executive officer’s perspective. It builds on all previous MBA courses for formulating, executing, and controlling enterprise-wide strategies for success. The formulation segment of the course includes the study of an enterprise’s vision, mission, values, and goals; external and internal assessments; competitive, corporate, industry, and global strategic choices; and formulation of the grand and unifying strategy. Along with formulation, the students learn how to implement the firm’s strategy. Implementation topics involve structure and process design; operational and functional (e.g., marketing, finance, operations) strategies and plans; performance management; and change management. Strategic control of outcomes and the alignment of resources, competencies, and deliverables for achieving strategic outcomes are presented. As a capstone course, the integration of previous courses in the program is emphasized and their strategic significance and relationships are highlighted. In addition, current issues such as technology, globalization, sourcing, and other emerging factors impacting the strategic management of the firm are discussed. The ethics and responsibilities of the top executives and their strategic significance on the enterprise and society are discerned.

    Grading Basis: Graded
  

  • STGY 635 The Practice of Strategic Human Resources (3)

    The practice of strategic human resources and the role of a strategic human resources business partner in creating customer and economic value is fundamental to organizational success. Students study the formulation and execution of a business-focused HR strategy that creates value for an organization, and implementation of strategic plans in global environments. The course offers practical tools and frameworks to facilitate systems thinking and enable students link HR strategy with business strategy. Students assess the firm’s vision and mission, values and culture, corporate governance and organizational structure, and lastly the social and ethical environment. By understanding the strategic competitive environment of the organization, students gain deeper understanding of the role HR plays in achieving organizational goals and develop their skills in managing human resource projects. Prerequisite(s): OTMT 622 Talent Management (3)  

    Grading Basis: Graded
  

  • STGY 640 Social Entrepreneurship (2)

    This course explores the role of the social entrepreneur in positively impacting socially responsible organizations that are concerned with improving economic, educational, healthcare, and cultural institutions. This course also provides the opportunity to apply the business knowledge and skills acquired in previous core courses in an integrative fashion while emphasizing the development of values-centered leadership skills. Students complete a Social Entrepreneurship Project that is a consulting report in the form of business plans, marketing plans, organizational development recommendations, and financial reports. Students learn to integrate knowledge from all functional areas of business and to apply those skills to complex business problems arising out of changing technology, competitive market conditions, social changes, and governmental actions. The methodology used includes the Social Entrepreneurship Project reports as well as an analysis of project management skills demonstrated by the student teams while working with social enterprises.

  

  • STGY 645 Responsible Business Practice Capstone (2)

    This course examines multidisciplinary values such as environmental stewardship, corporate citizenship, product/service excellence, and financial strength. Students are required to integrate these four values in building a blueprint for business sustainability. The course is taught from a practitioner’s point of view utilizing a combination of case studies, current media, and guest speakers. The capstone project requires students to work collaboratively in preparing a business plan that will be presented to a panel of distinguished business entrepreneurs.

  

  • STGY 655 Strategic Human Resources (4)

    The role of HR as a strategic partner in creating customer and economic value is central to organizational success. Students learn to formulate and execute a business-focused HR strategy that drives value for an organization; implementing strategic plans in global environments is especially emphasized. The course offers practical tools and frameworks to enable students to link HR strategy with business strategy–topics include the social, ethical, and legal environment of an organization, diversity in the work place, organizational culture, and business strategy. By understanding the strategic competitive environment of the organization, students gain deeper understanding of the role human resources plays in achieving organization’s goals. Prerequisite(s): OTMT 676 Talent Management (4) 

    Student Learning Outcomes
    1. View the organization from an executive-level perspective.  
    2. Think strategically as well as functionally.
    3. Analyze the external environment and internal resources of the firm.
    4. Compare/contrast business strategies and determine competencies required to execute the strategies.
    5. Design a strategic plan that integrates individual components of HR into a cohesive strategy that aligns with and implements the business strategy.
    6. Formulate HR strategy from an ethical, legal, socially responsible, and global perspective.
    7. Defend and justify recommendations.
    8. Hone critical thinking, teamwork, and communication (written, oral, and presentation) skills.
    Grading Basis: Graded
  

  • STGY 659 Strategic Management (4)

    This capstone course examines the running of an enterprise from the chief executive officer’s point of view. It is designed to help students conduct external and internal assessments of an organization, identify its key strategic issues, identify and choose from alternative strategies, and defend those decisions. In addition, the course illuminates the interplay between organizational structure, design, human resources, culture, technology, and the global environment. This knowledge gives the student the foundation for understanding and managing change. In summary, students learn to conduct a strategic analysis, make sound strategic decisions, and implement strategic change. The course is integrative of all prior subject matter. A variety of experiential methods are used, including case studies and a strategic project on an existing company. This course is taken after completing all required core courses. Prerequisite(s): FINC 655 Financial Management of the Firm (4) , MKTG 658 Marketing Management (4) , and PGBS 670X Integration in Business Operations (2)  or PGBS 670J Integration in Business Operations (1)  for MBAJ students.

    Grading Basis: Graded
  

  • STGY 670C Integration in Business Operations: Strategic Management (1)

    This integration course covers all core courses and the focus is on integrated strategic management. This course is taken in conjunction with STGY 659 Strategic Management (4) . This course is graded credit or no credit.

 

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