May 12, 2024  
2022-2023 Graziadio Academic Catalog 
    
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2022-2023 Graziadio Academic Catalog [ARCHIVED CATALOG]

Courses

 

Organization Theory and Management
  

  • OTMT 672 Organizational Dynamics and Managing Change (4)

    Contemporary organizations exist in social, political, and economic environments that change rapidly and unpredictably. This course deals with how to manage changes by looking at strategy, organization design and processes, and multi-organizational systems. Theories and practice of change management, which deal with the individual, group, intergroup, and organizational levels, are discussed. Methods for diagnosing organizations and designing interventions that will increase an organization’s effectiveness are explored. Specific topics include traditional and contemporary approaches to change management, organization learning, consulting skills, and organization development.

  

  • OTMT 673 Managing Creativity & Innovation (2)

    A recent IBM survey of more than 1500 CEOs worldwide revealed that creativity was identified as the number one leadership competency of the successful enterprise of the future. This course focuses on creativity-the ability to generate new ideas-and innovation-the ability to put new ideas to use. Starting with the premise that creativity can be managed, this course explores methods for managing personal creativity and organizational innovation.

  

  • OTMT 674 Total Rewards (2)

    Central to this course are modern approaches to Total Rewards, most specifically employee compensation and benefits, and the implications of these practices relative to motivation, engagement, and productivity in the workplace. Students will explore key issues and challenges facing compensation managers as they strive to attract, motivate, retain, develop, and engage high performance talent in today’s global economy, including concepts, models, strategies, and practices within the Compensation discipline. In addition, students will gain an understanding of Employee Benefits through an overview of statutory and voluntary benefits, health and welfare benefits, ERISA and other major benefits legislation, and elements of administration.

    Student Learning Outcomes
    1. Gain a deeper understanding of the employer/employee value proposition and the role that rewards play in the attraction, motivation, retention, development, and engagement of employees.
    2. Understand the organizational contexts most influential on an organization’s total rewards strategy.
    3. Have had a thorough overview of the basic principles of compensation and benefits as they integrate with Human Resources to ultimately align with the business strategy and results.
    4. Have developed a working understanding of compensation theory, concepts, practice, and administration.
    5. Be able to describe typical components of employee benefit plans including health & welfare, retirement, and other non-cash employee awards.
    6. Build a broad understanding of the regulations surrounding Compensation & Benefits and gain insight into compliance issues relative to the two disciplines.
    7. Be able to articulate a critical view of pros and cons of motivating performance with rewards based in research and evidence.
    8. Be exposed to emerging and global concepts in the fields of Compensation & Benefits.
    Grading Basis: Graded
  

  • OTMT 675 Organization and Job Design (2)

    This course provides an introduction to the multiple perspectives of theories and diverse models of organization and job design. This course examines the interaction among human resources and job design for sustainable global organizations by considering the impact of organization design, external forces, and management practices from a macro-organizational perspective. Our study concentrates on job and organization design as the central focus of multiple organizational systems (managerial, structural, cultural and sustainable) subsystems as they relate to the broader global environment.

    Student Learning Outcomes
    1. Understand the diversity of theories and models that can be applied to the design and management of organizations throughout the world;
    2. Develop skills in critical observation, description, and analysis of organizations through application of relevant theories, frameworks, and concepts;
    3. Apply job design principles in cases that could result in a sustainable and fulfilling work.
    4. Articulate the relationships between organization design and job design to Improve work management processes; and
    5. Personally recognize favored ways of thinking about organizing and designing, and to develop both an appreciation for and the discipline of applying multiple theoretical perspectives to analyze organizational situations, and to convincingly articulate one’s own position through written and oral expression.
    Grading Basis: Graded
  

  • OTMT 676 Talent Management (4)

    As the 21st century global economy has transitioned from the Knowledge Age to what is being called the Talent Age, talent is viewed as being the primary differentiator between great companies and ordinary ones. In this context, talent management has become an overarching strategic lens and a set of functions that can drive the management of human capital and create sustained competitive advantage for organizations. This course provides an in-depth analysis of the talent management functions of workforce planning, talent acquisition, learning and development, performance management, career planning, employee engagement, and retention. Prerequisite(s): BSCI 651 Behavior in Organizations (4)  

    Grading Basis: Graded
  

  • 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.

  

  • OTMT 681 Leading Cross Cultural and Virtual Teams (4)

    In today’s complex global business environment, cross cultural and virtual teams are replacing many face to face working groups. Coworkers are no longer across the hall, they are on the other side of the city, the country or the world. Companies are turning more to cross cultural and virtual teams and management as the world becomes more virtually connected. This course explores cultural influences on organizations and on the people working within them as well as communication processes in virtual organizations and how to build, manage, and lead virtual teams across cultures. The class will also focus on the impact of distance and diversity on processes and outcomes as well as examine culturally diverse practices in a global environment. Issues relating to virtual management such as team building, defusing conflict, building networks and trust, and developing organizational identification among multi-cultural workforces will also be points of focus. Finally, with an emphasis on learning methods for scanning the cultural assumptions of groups; bringing personally held cultural assumptions to consciousness; gaining exposure to the cultures of a variety of different regions, nations, and groups while facilitating communication and cooperation across cross cultural and virtual teams, personal and managerial skills are developed to enhance organizational performance.

    Grading Basis: Graded
  

  • OTMT 682 Designing and Leading Organizations for Sustainable Effectiveness (4)

    This course provides an introduction to the variety of theories, frameworks, and models of organization design and management. The course will focus on how the multiple elements of organization design and management contribute to an organization’s sustainable performance outcomes and strategic alignment. Multiple frameworks and models of organization will be examined. The course will provide special attention to several core organization design elements, including organizational structure and processes, job design, management and leadership style, talent management practices, and innovation and charge.

    Grading Basis: Graded
  

  • OTMT 683 Diversity, Equity, Inclusion, and Belonging (2)

    This course explores the management of diversity, equity, inclusion, and belonging (DEIB) at work and how the Human Resources Management function can contribute to leveraging diversity as a competitive advantage. Using a multilevel approach, the course identifies how individuals, work relationships, teams, and organizations employ DEIB principles. Designed to better prepare HR professionals to meet the challenge of diversity in organizations, the course is taught from an HR practitioner’s point of view using case studies, textbooks, external readings and videos, and current media. The application of DEIB principles to actionable HR topics is studied during interactive class sessions, employing discussion, experiential exercises, presentations, case analyses, and team projects. By the end of this course, students will have a holistic appreciation of the HR tools necessary to implement effective DEIB management practices.

    Grading Basis: Graded
  

  • OTMT 684 The Business Case for Human Resources (2)

    Human Resources has a history of being regarded as a necessary cost, but not necessarily as a function that adds value to an organization. This course will demonstrate the numerous ways that the Human Resources function can-and does-add value. Central to the course is the difference between administrative or operational functions vs. strategic contributions. Included in the course is the use of Human Resources analytics to quantify and demonstrate the value that Human Resources adds to the business.

    Grading Basis: Graded
  
  

  • OTMT 686 Human Resource Consulting and Change Management (2)

    The pace, volume and complexity of the business world have significantly increased. Indeed, the very environment in which businesses compete changes on a rapid basis, and the pace of change in the business world will accelerate over time. This is especially true in the human resources realm, where human resources professionals are tasked with understanding and implementing change on a variety of subjects ranging from corporate policies, employee compensation procedures, the legal ramifications of doing business, and more. Many HR professionals serve as internal consultants in their own organizations or become outside consultants for other organizations. This course is designed to educate the students on the realities of change management in the workforce, provide practical application of change management strategies, engage in theoretical discussions on the subject, and provide a clearer understanding of the consultancy process as it relates to human resources management.

    Grading Basis: Graded
  

  • OTMT 687 Principles of Talent Management (3)

    Talent is commonly characterized as one of the few sources of competitive advantage that remains very difficult for rival firms to duplicate. As a field of professional practice, talent management has become an overarching strategic lens and a set of functions that can drive the management of human capital and create sustained competitive advantage for organizations. As such, a critical role of human resource professionals is ensuring strong strategic alignment of a wide range of talent management functions including workforce planning, talent acquisition, learning and development, performance management, employee engagement, and retention.

    Grading Basis: Graded

Strategy
  

  • ENTR 461 The Entrepreneur’s Journey - Innovation (2)

    This course introduces students to “The Entrepreneur’s Journey” as their first steps in becoming an entrepreneur. Students examine the entrepreneur’s mindset through discovering tools, strategies, tactics, and practices, using creativity, innovation, and problem-solving thinking concepts. Students meet as a combined course using lectures, case studies, hands-on tools and practice exercises to understand, contextualize, demonstrate and apply successful best practice concept rules and applications. By generating an innovative mind and skillset, students will more effectively solve problems and transform the process of ideas into applications preparing students with insights to successfully leading world-wide and local entrepreneurial ventures.

    Grading Basis: Graded
  

  • ENTR 462 The Entrepreneur’s Journey - Development (2)

    This is a survey course focusing on the journey of an individual entrepreneur from the generation of an innovative business idea through the process of validating that idea and pitching it to a potential investor. Students will experience “The Entrepreneur’s Journey” by generating and determining the feasibility of an innovative consumer product for potential adoption by a consumer brands company. Prerequisite(s): ENTR 461 The Entrepreneur’s Journey - Innovation (2)  

    Grading Basis: Graded
  

  • ENTR 463 The Entrepreneur’s Journey - Practicum: Education to Community (E2C) (2)

    This is a practicum course designed to provide students with an opportunity to apply principles derived from their coursework and use their new skills in Entrepreneurial venturing to serve a social purpose. For example, students might create a business model for a venture that help low-income individualslearn how to access capital and mobility to increase their living standards through their own entrepreneurial journey. Other Journey’s might align with non-profit organizations to help create new revenue streams to advance fundraising. Students in this course articulate milestones for their ventures and work with faculty to meet those milestones. This is a practicum and much of the learning is application-oriented and focuses directly on the startup or the startup team. Prerequisite(s): ENTR 462 The Entrepreneur’s Journey - Development (2)  

    Grading Basis: Graded
  

  • 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 624 Building a Business Model (4)

    This is an advanced course that examines issues related to building a viable business model in support of an innovative business opportunity with a compelling customer value proposition. More specifically, it focuses on generating key financial metrics, creating the value chain, and engaging the customer. The course will also help students gain the confidence and skills needed to defend their business model to a panel of business professionals in a formal presentation. Prerequisite(s): ENTR 623 Creating a New Business Opportunity (3)  or ENTR 662 The Feasibility of New Venture Ideas (2) .

    Grading Basis: Graded
  

  • ENTR 625 Launching a New Venture (4)

    This is a capstone course designed for students actively involved in creating a new venture. It investigates issues related to bringing a product or service to market. That is, actually launching their “minimum viable business.” More specifically, it focuses on supplying the products, creating the promotional materials, and soliciting the funds. The course will also help students gain the confidence and skills needed to solicit funding from a panel of potential investors in a formal presentation. Prerequisite(s): ENTR 624 Building a Business Model (4)  

    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.

    Grading Basis: Graded
  

  • 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) .

  

  • 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
  

  • MBAK 698 Contemporary Issues in Executive Leadership (1)

    This course will provide students with the opportunity to study specific contemporary issues or topics relevant to executive business leaders. The class will be conducted seminar style and provide opportunities for reflection, problem solving and in-depth discussions. This course may be repeated as content changes.

    Grading Basis: Crd/No Crd
  

  • 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 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 622 Strategic Thinking and Tactical Planning (2)

    This course explores the challenges of planning in dynamic global environments from a tactical perspective using a 1-2 year planning period and a strategic management perspective over a 5-year period. Significant issues addressed are the globalization of customers, global value supply chains, markets and competitors in differenteconomic environments, changing sources and applications of financial, human, and intellectual resources; evolving organizational and managerial structures; and the increasing impact of technology and artificial intelligence from an Industry 4.0 perspective.

    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 (3)

    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.

  

  • STGY 681 SEER Strategy Capstone (2)

    This course examines the SEER macro-values, environmental stewardship, corporate citizenship, product/service excellence, and financial strength, all from a global perspective. Using the SEER model as a strategic lens, students are required to integrate these four values in building a blueprint for business longevity and adaptability. The course is taught from a practitioner’s point of view utilizing a combination of case studies, textbooks, current media, and guest speakers. The course will include in-person interactive sessions, consisting of lectures, discussions, case analyses, presentations, videos, and skill-building exercises. Students will also collaborate with colleagues abroad in a real-time cross border challenge resulting in a SEER strategy plan for a target organization that establishes clear KPI’s and performance drivers for near- mid- and long-term sustainable competitive advantage in the global environment. Prerequisite(s): PGBS 580 Global Business Learning Opportunities (0) 

    Grading Basis: Graded
 

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