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Curriculum - Managerial Leadership
These courses examine the concepts and techniques required for effective management.
- Competitive Strategy applies concepts from microeconomics and industrial organization to competitive decision making. Case discussions serve as a foundation for learning in this class. Topics covered include industry analysis, basic game theory, competitive interactions, competitive pricing, commitment, and antitrust.
- Managerial Accounting sheds light on why some managers use numerous seemingly sub-optimal accounting practices and explores why firms are adopting activity based–costing (ABC), economic value added (EVA), and balanced scorecard. Emphasis is placed on the question of organizational motivation and control and the role of accounting in this context.
- Financial Strategy takes a financial approach to managerial decision making. Funds needs, financing decisions, and investment decisions are discussed. Understanding how financial decisions affect firm value is a focus of the course. Case discussions of large, small, international, and country-specific firms provide the main vehicle for learning in this course.
- Marketing Management develops an understanding of and skill in formulating and planning marketing strategies. Understanding, developing, and evaluating brand strategies over the life of a product are key components of the course. Topics also include strategies for pioneering brands and later entrants and strategies for growth in declining markets.
- Quantitative Marketing expands on the concepts developing in the introductory marketing course and provides greater focus on strategic marketing planning, tactical selection, and execution. Additional emphasis will be placed on effectively capturing and analyzing marketing data in order to make good marketing decisions and on the strategic nature of particular marketing tactics such as pricing and integrated marketing communications.
- Managerial Decision Making and Negotiations has two goals: a descriptive goal that helps students understand how managers actually make decisions and a prescriptive goal that helps students become better decision makers and negotiators. Through readings, demonstrations, and cases, students learn why managers are susceptible to certain decision-making biases and subsequently make less than optimal decisions. The course explores the implications of these biases for consumer, organizational, and financial decision making. In the second part of the course, a series of negotiation simulations helps students develop a structured approach to preparation and a refined set of skills for carrying out negotiations.
- Operations concentrates on organizational operations concepts and processes from a general manager’s perspective. Three critical concepts form the base of this course: locating and costing bottlenecks, reducing variability, and managing variability. These concepts provide insight into process analysis, quality, inventory control, capacity planning, and location.
- Strategic Leadership encourages participants to use the social structure around them to identify opportunities to create value, mobilize resources around the opportunities, and organize to deliver value. Case-based class discussions serve as a framework for exploring high performance teams, corporate culture, reputations, leading strategic change, leveraging best practices, communicating a vision, reading the informal organization, and integrating operations across business units.
- Global Economics - A course description for Global Economics is not available at this time.
- Entrepreneurial Strategy is a capstone course that requires students to integrate new frameworks and concepts in strategy with frameworks and tools they learned throughout the program. The first half of the course focuses on strategy for entrepreneurial activities, either start-up companies or new businesses within existing organizations. We will study the generation and evaluation of ideas for new businesses, choices among business models, go-to-market strategies, and financial modeling of a start-up. In addition to lectures and case analysis, student groups will generate and evaluate ideas for a new business (or business unit) and choose the most promising idea which they will use for a project in the second half of the course. The second half of the course will involve developing a business plan (and a presentation of it) for their chosen venture. Groups will be expected to incorporate knowledge, frameworks, and tools from a large selection of courses including marketing, operation, management, accounting, finance, strategy, statistical analysis, and economics into their business plan. The course will end with presentation of the business plans to faculty, alumni, and fellow students. Students will have an opportunity to present a preliminary version of their plan early in the second half of the course, and much of the second half will involve working to improve and refine the plan with advice from faculty and coaches.
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