May 08, 2024  
2014-2015 Graziadio Academic Catalog 
    
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2014-2015 Graziadio Academic Catalog [ARCHIVED CATALOG]

Courses

 

Organization Theory and Management
  

  • MSOD 612 Intensive I: Individual Development and Change (4)

    This course introduces one of the hallmarks of the Pepperdine Master of Science degree in Organization Development, that of understanding the role of ongoing personal development in sustainable strategic change and in the dynamics of consulting. Developing one’s whole self as an “instrument of change” requires a sophisticated understanding of the dynamics of human learning and development. Course content and experiential activities use principles form the interdisciplinary framework of interpersonal neurobiology (IPNB). At the end of this session, students will have embodied a process for fostering ongoing self-awareness, insight, and action in service of personal wellbeing and professional effectiveness. The values-based curriculum demands a commitment to one’s own personal learning as well as a commitment to the learning of others. This foundation provides a base upon which the practitioner then learns the additional theory and skills to make substantive professional contributions to the implementation of substantive strategic change-change toward higher performance at all levels, including a consideration of the human, environmental, social, and economic impact of the change.

  

  • MSOD 613 Foundations of Organization Theory and Consulting (2)

    The purpose of this course is to introduce concepts and theories related to the broad field of organization theory. Adopting an open systems perspective, organization theory explains the relations among organization environments, strategy, organization design, groups, technology, and culture and effectiveness. Students are expected to reflect on their performance and learning in Intensive 1 as a contribution to their point-of-view portfolio, integrate those learnings into the frameworks explored in this course, and mobilize for class and field assignments in Intensive 2.

  

  • MSOD 614 Small Systems Assessment and Change (4)

    Definitions and improvements of group, intergroup, and interpersonal effectiveness are the focus of this course. Assessment methods for performance in small systems and intervention methods for creating and managing change in these systems are also covered. Specific topics include group dynamics, team development, organization design, performance coaching, conflict resolution, team and intergroup development, consulting skills, and systems assessment skills.

  

  • MSOD 615 Foundations of Culture and Globalization (2)

    The purpose of this course is to introduce concepts and theories related to globalization and culture. As organizations prepare for conducting business in the 21st century, their people need the ability to traverse organizational and country boundaries. Students prepare for their first international session by addressing culture and its dimensions from three levels: the family culture, the country culture and the organization’s culture. Cross-cultural interactions are anticipated and the challenges inherent in working in countries other than one’s own are identified. Students are expected to reflect on their performance and learning in Intensive 2 as a contribution to their point-of-view portfolio, integrate those leanings into the cultural frameworks explored in this course, and mobilize for class and field assignments in Practicum 1.

  

  • MSOD 616 Practicum 1: Practitioner as Global Citizen (4)

    The skills and knowledge required for a global practitioner of change is the focus of this course. It extends the fundamental principles and skills of organization development by utilizing an unfamiliar cultural environment to leverage understanding of the “self as an instrument of change,” develop cross-cultural skills, and hone research skills. Basic principles of anthropology, sociology, political science, economics, and psychology are explored as foundational theories to organization development. Topics include culture of origin, cross-cultural awareness of attributes that align or create stress, dynamics of conducting research in a non-native land. Working with local experts, students ascertain the merits of investment in primary industries in the region. Researching various functions and trends, such as environmental sustainability or virtual workforces, students determine their status as possible benchmarks for other countries or organizations to emulate. A focus on the students’ personal and professional growth to become strong leaders of change culminates in the creation of a individualized model of cultural entry useful to trasverse across countries and disparate organization cultures to become a global citizen to work in a broad array of work settings.

  

  • MSOD 617 Foundations of Large Systems (2)

    The purpose of this course is to introduce concepts and theories related to complexity and large systems. To achieve high performance, an organization’s strategies, structures, and processes must be designed to support each other and to fit appropriately into its environmental context. The focus of this course is on the systemic, normative, and diagnostic considerations associated with designed an organization’s strategic orientation. Building on the open systems perspective introduced earlier, this course extends the understanding of the relationship among organization environments, strategy, organization design, groups, technology, and culture and effectiveness. Students are expected to reflect on their performance and learning in Practicum 1 as a contribution to their point of view portfolio, integrate those learnings in the frameworks explored in this course, and mobilize for class and field assignments in Practicum 2.

  

  • MSOD 618 Practicum 2: International OD and Large-Scale Systems Change (6)

    Building on Small Systems Assessment and Change, this course continues the focus on international situations and builds the capacity to manage planned change accordingly. Recognizing that organizations exist in social, political, and economics environments that change rapidly and unpredictably, this course deals with planned change in an organization’s strategy, organization design, and other large-scale and multi-organizational systems. Understanding that unpredictable and volatile environments can create significant impacts on organizations, this course places emphasis on the use of complexity and chaos theory as a means of navigating change in such environments. Assessments models, intervention theories, intervention design, survey and other data collection and analysis methods, planning of complex change, and political processes in complex systems are examined. Additionally, managing strategic reorientations, mergers and acquisitions, and technological change are considered. Finally large-scale interventions are explored including employee involvement, work design, organizational learning, trans-organization development, and effective use of large group dialogue methodologies.

  

  • MSOD 619 Foundations of Collaboration (2)

    The purpose of this course is to introduce concepts and theories related to collaborations and other forms of trans-organization development. Continuing and expanding on the open systems and complexity perspectives developed earlier, collaborative systems describe the relationships, motivations, and drivers of effectiveness among organizations, governments, citizens, non-governmental organizations, and shared domains (e.g., poverty, climate change, water quality) of interest. Students are expected to reflect on their performance and learning in MSOD 618 Practicum 2: International OD and Large-Scale Systems Change (6)  as a contribution to their point-of-view portfolio, integrate those leanings into the framework explored in this course, and prepare for class and field assignments in MSOD 620 Trans-Organizational Systems and Strategy (6) .

  

  • MSOD 620 Trans-Organizational Systems and Strategy (6)

    A total systems approach to planned change is required to create optimal, lasting change among an ecosystem of participants. In this third project-oriented and international session we emphasize the development of ecosystems and network-oriented change strategies; the design, development, and sustenance of alliance and trans-organizational collaborations; and the integration of intervention methods for structural, human systems, managerial, cultural, and technological changes. There is an explicit interest in applying organization development technologies to issues of social and environmental sustainability.

  

  • MSOD 621 Integration and the Future of Organization Development (2)

    This course integrates the entire MSOD curriculum, especially focusing on students’ in-depth development and articulation of their own practice point-of view and research regarding organization development. Current issues facing organizations in the planning and management of change and recent advances in organization development and change are discovered and discussed. Topics will emerge depending on the state of the field but may include topics like the impact of technological change and globalization on organization design and on how people work, the role of leadership in managing innovation and creativity, sustainability, and processes of future research. The research and practice of organizational endings is presented and experienced.

  

  • MSOD 630 Action Research and Evaluation in Organization Development (2)

    The concepts and methods of applied research and action research are covered in this course. The focus is on the philosophy of research, ethical issues in applied and action research, problem formulation, research design, sampling theory, data collection methods, data analysis, the interpretation of both quantitative and qualitative data, the organization and presentation of research findings, and report writing.

  

  • MSOD 631 Applied Research Project (2)

    During the course of the program, the student designs and implements an applied project under the supervision of a faculty committee. Guidance is provided in the design, implementation, and evaluation of the planned change project and in the preparation of the written project report.

  

  • MSOD 632 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • MSOD 633 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • MSOD 634 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • MSOD 635 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • MSOD 636 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • MSOD 637 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • OTMT 481 Managing Organizations (2)

    The emphasis of this course is on the planning (strategic management processes), decision making, organizing, and control functions of organization managers. To be explored in depth are the evolution of the field of management theory and practice; the impact of organizational environments on the internal functioning of the firm; processes of strategic management, in particular the key task of determining the organization’s purpose and the consequent processes entailed in planning for goal accomplishment; the factors that influence the choice of an organization’s overall structural arrangements; strategies and tactics for managing change and development; and the several forms of control systems and processes that serve as feedback on progress toward goal attainment and as the basis for corrective action. The course will extend the coverage of the functions and principles of management earlier addressed in the curriculum, with an examination on the functions of planning, organizing, and controlling from a “macro” perspective, i.e., from the perspective of the organization as a whole.

  

  • OTMT 483 Managing Diversity in Organizations (2)

    This seminar exposes students to the personal and organizational implications of increasing workforce diversity. The seminar aims to (1) explore the complex dynamics of ethnic, racial, and gender diversity in organizations as seen from the vantage point of social science and organizational studies and (2) examine the managerial implications of increasing cultural diversity in organizations. In accomplishing the former, the current state of theory, research, and application is explored in several thematic areas, including (1) the nature or character of diversity in organizations and (2) the dynamics of ethnic, racial, and gender diversity in organizations. In pursuit of the latter, the seminar examines the orientations to diversity adopted by organizations, the correlates of these approaches, and the possibilities for organizational change. Throughout the exploration of these issues, the emphasis will be on developing greater understanding of issues, problems, and opportunities posed by greater cultural diversity within the United States workforce.

  

  • OTMT 608 Theories and Models of Organization (2)

    This course provides an introduction to the variety of theories and diverse models of organization design and management worldwide, e.g., mechanistic/ bureaucratic/economic, human relations, sociotechnical systems, open systems, contingency, political, cultural, and learning/information processing. The basic assumptions and values of each model will be explored, and analytical tools from each will be introduced and practiced. Linkages with national cultural contexts will be made. The impact of these models upon organizations, managers, and workers will be examined, with special attention to organizational structure and processes, management style, and innovation and change.

  

  • OTMT 617 Leadership Theory and Practice (2)

    Leadership is a multifaceted and even controversial topic, still, it remains one of the most studied and least understood of human endeavors. While leadership appears critical for organizational success, especially in the hyper competitive global world of the 21st Century, the topic of leadership raises several important questions for consideration: What is leadership? Who has it? Where does leadership come from? What are the theories of leadership? Do leaders differ from managers? How can one become a more effective leader? This course explores the major theories and approaches of leadership to prepare individuals to understand, develop, and accept complex leadership roles. This course seeks to bridge leadership concepts to leadership actions by applying leadership theory to case situations.

  

  • OTMT 618 Designing and Managing International Organizations (2)

    This course develops skills in critically evaluating an organization from multiple theoretical perspectives and integrating the findings into a diagnosis of the organization’s current situation. Emphasis is placed on using the results of this well-grounded diagnosis to develop recommendations for change. Implications of the cultural context(s) of the organization and its members are explored. A comprehensive understanding of the scope and process of organization change is developed. Prerequisite(s): OTMT 608 Theories and Models of Organization (2) .

  

  • OTMT 630 Family Business (2)

    Family businesses are the most prevalent form of organization in the world today. In the United States, family businesses account for approximately half the GDP with more than 130 Fortune 500 companies falling into this category. Given the dominance of this business model in today’s global economy, it is important that all managers understand the unique culture, values, and perspective that family ownership brings to business relationships, partnerships, and strategic alliances. This course will investigate the dynamic interaction between family ownership, corporate governance, and management.

  

  • OTMT 632 Organizational Development and Human Resource Management (2)

    This course examines the powerful set of concepts and techniques used in organizations for improving effectiveness in dynamic and changing environments. Study concentrates on linking learning experiences in organizational development and human resource management with assessed competencies judged by experts as essential for graduating business students. This course will deal with issues related to human resources practices such as legal environment, planning, staffing and recruitment, performance appraisal, compensation, succession planning, and workforce planning. This course also examines the concepts of organization practice and general strategies on organizational development; structural organizational interventions; power; politics; effective consultant behavior and techniques; and application in the entrepreneurial, public, and private sectors.

  

  • OTMT 634 Change Management (2)

    The pace, the volume, and the complexity of change itself have increased significantly during the last decade, and the forecast is for no less in the years ahead. The topic of managing change and implementation often resided as a mere module in organizational behavior courses. For the professor, and presumably for the students who enroll in this course, there is a need to deepen our understanding of the challenges, the techniques, and the burdens associated with making major change in an organization. Indeed, today, many managers view their jobs-almost entirely-as managing change. The cases and materials in this course give students as much as possible the sense of “being in the shoes” of managers facing situations of change-in most cases as the change agent, but also as the change recipient.

  

  • OTMT 635 Management Consulting-Practice and Profession (2)

    The course will begin with an introduction to the consulting industry and acquiring an understanding of the business model, especially the profit model for larger global firms. The consulting life cycle, starting from the sales and marketing, scoping, proposal, project delivery, client communication, and engagement wrap-up will comprise the remainder of the course. Course work will be done in teams and the modus operandi will be that of “action.” Students will be given opportunities to write proposals, conduct presentations, prepare project plans, and participate in role plays. Cases and course readings will help provide context-sensitive material to the topics in the class.

  

  • OTMT 641 The Role of Business in Society (2)

    This course will prepare tomorrow’s business leaders to meet the challenges and competitive opportunities of today’s global economy and marketplace by exploring the intersection of culture, business strategy, shareholder return, and social issues. Discussions will cover a range of topics including the role of business in society, sustainable business models, and leadership competencies. Learning activities will require students to be actively involved as they will be modeled on the range of experiences business leaders face in today’s dynamic and diverse corporate cultures.

  

  • OTMT 643 Acquiring Wealth, Power, and Success, Morally and Ethically (2)

    This course examines how financial wealth, success, and power can be acquired and maintained through moral and ethical means. While definitions of these terms will be explored, the course does not seek to define them for the individual student, but rather to help the student develop the analytical skills necessary to evaluate the choices and consequences that will ultimately define his or her life experience. This is a seminar involving rigorous classroom discussion and critical thinking exercises that analyze real-life experiences of both contemporary and historical figures and of the students themselves.

  

  • OTMT 644 SEER Metrics: Defining and Communicating (2)

    Sustainability initiatives are important measures for assessing progress and furthering business development, but true sustainability is about more than just the number of initiatives undertaken by a company. Long-term sustainability requires consideration in every business decision and ensuring that measures flow from core capabilities rather than sustainability operating as a separate, isolated concept. This course will provide an opportunity to grapple with the challenges of defining sustainability and accurately yet equitably assessing progress according to appropriate sustainability metrics. Students will use case studies to learn how to define institutional sustainability through company specific parameters and metrics. The resulting definition will guide goals and objectives that result in accurate prioritization and recommendation of future sustainability initiatives.

  

  • OTMT 650A Leadership and Self (1)

    This opening 2.5-day residential workshop takes place prior to the start of the first trimester of the MSML program. During the module, the student must design, present, and initiate an individual learning contract. The course includes conceptual and experiential approaches to self-awareness and self-assessment. Anchor groups comprised of students with similar learning objectives will be formed, and these anchor groups will complete the two-trimester “Education to Community” project together (see OTMT 650B  and OTMT 650C ). Completion of this course is required for continuation in the program. This course is graded credit or no credit.

  
  
  

  • OTMT 670 Advanced Principles of Organizations and Leadership (4)

    This course examines the interactions among human resources, technologies, organization design, external forces, and management practices from a macro organization perspective. Study concentrates on organizations as systems and managerial, technical, structural, and cultural subsystems as they relate to the broader environment. The course also examines the concepts of system design, work design, and management theory. Prerequisite(s): BSCI 651 Behavior in Organizations (4) .

  

  • OTMT 671 Cross-Cultural Management (2)

    This course explores cultural influences on organizations and on the people working within them. Emphasis is placed on learning how to “learn culture” using 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 and considering their organizational and managerial implications; and facilitating communication and cooperation across cultures. Personal and managerial skills are developed to enhance performance in multicultural environments and on transpatriate assignments.

  

  • 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 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 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 676 Crafting Business Strategy (4)

    This course introduces a process for conducting strategic analyses (including SWOT) that integrates and extends what has been learned in previous trimesters. The process is applied using case studies of different business organizations in different industries, giving students an opportunity to assess strategic decision making in a variety of environments. Students examine the differences in business, corporate, industry, and global strategies as well as strategic options within each type of strategy. They develop a solid understanding of how to create strategic options and craft a grand strategy, which embodies, integrates, and synthesizes multiple types of strategies. It examines the link between strategy and structure and explores design choices for building and sustaining core competencies to effectively and efficiently implement the strategy under differing external conditions. Issues relating to management of alliances and partnerships are examined. Concepts and tools for managing external and internal interrelationships and cross-impacts of businesses, functions, and processes are introduced. Included is a study of how organizational structure and processes progressively evolve during their stages of development from start-up entrepreneurships to mature, complex global systems.

  

  • MBAA 679 Planning and Controlling Strategic Implementation (4)

    This course continues concepts and applications that were developed in MBAA 676 Crafting Business Strategy (4) , provides students with a framework for planning and control of implementation, and demonstrates how such a framework is derived from the organization’s grand strategy. The course examines ways in which a grand strategy can be implemented through the design of effective business models, virtual organizations, key functional areas, departments, and organizational units. Topics include developing integrated strategies and plans at business unit and functional (finance, marketing, production, R&D, human resources, etc.) levels. Students explore alternative future scenarios and consider contingency operational plans in an era of hyper competition, globalization, disruptive innovation, and economic and political uncertainties. Approaches to performance management, rewards, measurement and control systems, and change management are explored and applied. The role of the leadership in creation of an adaptive corporate culture for effective implementation of the grand strategy is examined. The course applies the concepts to the EMBA strategic management project.

  

  • MBAK 621 Industry Analysis and Performance Forecasting (2)

    The course analyzes the ways firms perform in different market structures and industrial settings. It explores the economic and industry drivers of company performance. Participants will investigate new industrial paradigms, generate alternative scenarios, and extract the implications for the development of the company’s strategic business model.

  

  • MBAK 651 Strategic Thinking (2)

    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.

  

  • MBAK 652 Generating and Analyzing Strategic Options (4)

    The course continues the ideas developed in MBAK 651 Strategic Thinking (2) , integrating and extending 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. The course includes a variety of topics, including strategic alliances, joint ventures, and competitive and collaborative choices. Students apply the concepts to their companies and case studies.

  

  • MBAK 661 Implementing Strategic Decisions (2)

    The course considers the relationship between strategy and organizational structure and sensitizes participants to the design issues and dynamic processes for bringing about effective implementation of strategy. It looks at appropriate organizational structure and forms (e.g., the virtual corporation) to build core competencies and ways that organizations can begin to intersect the future and anticipate and prepare for change. Topics are applied to real-world business situations and cases.

  

  • 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.

  

  • 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 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 191 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 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. This course is taken in conjunction with STGY 670C Integration in Business Operations: Strategic Management (1) . Prerequisite(s): FINC 655 Financial Management of the Firm (4) , MKTG 658 Marketing Management (4) , and GSBM 670X Integration in Business Operations (2)  or GSBM 670J Integration in Business Operations (1) .

  

  • 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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