Santa Clara University

Leavey School of Business

Course Descriptions

MANAGEMENT (MGMT)

Professor Emeritus: Dennis J. Moberg
Professors: Gregory A. Baker, David F. Caldwell, André L. Delbecq, Terri L. Griffith (Chair), James L. Koch. Barry Z. Posner, Manuel G. Velasquez
Associate Professors: James L. Hall, Tammy L. Madsen, Jennifer L. Woolley
Assistant Professors: Robert Eberhart, Sanjay Jain, Peter L. Jennings, Nydia MacGregor
Charles J. Dirksen Professor of Business Ethics: Manuel G. Velasquez
J. Thomas and Kathleen L. McCarthy Professor: André L. Delbecq
Stephen and Patricia Schott Professor: David F. Caldwell
Accolti Professor: Barry Posner
Professors of Practice: Andrew Johnson, Peter Knight, Steve Levy, Darrel Mank, Kurt Nutting, Elizabeth Powers, Richard Trevisan
Adjunct Lecturers: Tom Chandy, Christine Isakson, Sandy Piderit, Wan Yan

MGMT 2501. Building and Leading High-Performance Teams and Organizations
Explores the dimensions underlying interpersonal and team performance, and how to work effectively within particular organizational designs. Provides students with the background to be successful managers and the foundations for building successful teams and organizations. Open to M.S. students only. Prerequisite: None. (3 units)

MGMT 2504/3504. Innovation in Silicon Valley
The course will cover the skills, practices and processes for understanding and managing technology and innovation in fast paced environments. The course delivery is informed by extant foundational and emerging empirical work in innovation. This course will complement content in elective courses (product marketing, product development, and intellectual property, small business entrepreneurship) and core courses in strategy. Prerequisite: MGMT 503 or MGMT 2501 or MGMT 3502. (3 units)

Students who have taken MGMT 524 in the pre-2013 curriculum are not eligible to take MGMT 3504 and vice versa. MGMT 3504 will satisfy the Managing Technology and Innovation concentration in the pre-2013 curriculum and will serve as the required innovation course in the 2013 curriculum.

MGMT 2505/3505. Business, Integrity and Society
This course focuses on the interplay between business and society, and examines managerial decision making. The course challenges students to think about the role that business plays in society, and examines how organizations can help improve people’s lives across the globe. The course also analyzes the root causes of corporate disasters and failures and looks at the role of human psychology therein. Students will be stimulated to think critically about their own ethical reasoning and will learn intervention strategies that may help to mitigate ethical risk factors in their own organization. Prerequisite: None. (3 units)

Students who have completed MGMT 505 have fulfilled the MGMT 3505 requirement and are not eligible to register for this class.

MGMT 3500. Building and Leading High-Performance Teams and Organizations – Part 1
(Part 1 of 6 unit cohort class. Must be taken in sequential quarters.) Prerequisite: None.

MGMT 3502. Building and Leading High-Performance Teams and Organizations – Part 2
Leaders are successful when they build teams and organizations that can accomplish critical goals, adapt to changing conditions, and maintain the motivation and commitment of employees. Doing these things requires understanding how individuals’ characteristics affect their behaviors at work, how the dynamics of work teams are related to their performance, and how the technology, structure, and human resource systems of organizations influence performance. This course explores those general issues and addresses questions such as “What are the characteristics and behaviors of high performing managers?” “How does one build high performing cross-functional and cross- cultural teams?” “What is the ‘best’ way to structure an organization when rapid changes may be necessary?” and “What are the consequences—both intended and unintended—of systems (compensation plans, performance management systems, etc.), organization culture, and leaders’ actions on individual and organization performance?” (Part 2 of 6 unit cohort course. Must be taken in sequential quarters.)Prerequisite: MGMT 3500.

Students who have completed MGMT 501 and MGMT 503 in the pre-2013 curriculum have satisfied the MGMT 3500 and 3502 requirement. Students switching to the 2013 curriculum, who have only completed MGMT 501 – please contact the GBP Office for assistance with completing this requirement, generally by administrative enrollment in. MGMT 3502.

MGMT 3519. Strategic Analysis
This course focuses on the processes by which managers position their businesses to develop and sustain an advantage relative to rivals in the face of uncertainty, rapid change, and competition. Strategy involves understanding the utility of different choices and tradeoffs – choosing what not to do is as important as choosing what to do. As a result, the course covers a variety of tools, frameworks, theories and concepts for analyzing a firm’s strategic position and the environment in which it is operating. By focusing on the factors that make some strategic positions strong and viable, students will develop the ability to evaluate the effects of changes in resources & capabilities, industry forces, macroenvironmental forces, and technology on industry structure and firm behavior and, in turn, on a firm’s opportunities for establishing and sustaining a superior position relative to rivals. The course also requires that students integrate and extend the knowledge and skills they have developed throughout their MBA program course work (i.e. marketing, finance, economics, organizational behavior, ethics, information systems, accounting, etc.) into a “total” business perspective. Analyzing real world situations best facilitates this activity; therefore, case analysis plays a large role in the course. Students will develop skills in developing a coherent, social responsible, viable and defensible strategic position that will carry a firm into the future. Prerequisites: Completion of all core courses. (4 units)

MGMT 3519 is required by all students who opt to follow the 2013 curriculum. Students who are following the pre-2013 curriculum, please consult with the GBP Office regarding possible options for completing your MBA degree.

MGMT 3512. Social Psychology of Leadership
Investigates and examines priorities of exemplary leaders. Emphasizes developing conceptual understanding of the leadership process and on building leadership skills. Classes are often experiential and highly reflective, using written and video case studies. Some team assignments may be made. Prerequisite: MGMT 501 or MGMT 2501 or MGMT 3500. (3 units)

MGMT 3514. International Management
Encourages an understanding of the complexities of the global landscape and teaches the skills to analyze cross-border competition. While some argue that globalization has eliminated differences between nations and made the world one large market so that, as one journalist asserts, the “world is flat,” this course will show that the reality is far more complicated. To deal with this complexity, firms, first, require leaders who are sensitive to and can bridge differences in culture and systems of government and, second, must innovate in new ways that leverage differences in economics and culture. Prerequisite: MGMT 503 or MGMT 2501 or MGMT 3502. . (3 units)

MGMT 3516. Organizational Politics
Explores the use of influence and political skills in leadership and organizational decision-making.. Emphasizes innovation and the politics of change. Prerequisite: MGMT 501 or MGMT 2501 or MGMT 3500. (3 units)

MGMT 3526. Strategic Talent Management
Focuses on the strategic role of human resources (HR) planning and development of organizational talent. Addresses the creation of value through the HR function. Includes topics on linking HR and strategic planning; the transformational impact of information technology, process engineering, and outsourcing on the employment relationship; and an HR perspective on leading a high-performance organization. Course has a special emphasis on innovative high-technology organizations. Prerequisite: MGMT 501 or MGMT 2501 or MGMT 3500. (3 units)

MGMT 3532. Managerial Communications
Focuses on three important aspects of managerial communications: interpersonal (building on concepts introduced in MGMT 3500), cross-cultural, and corporate. The communication skills addressed are especially useful in a rapidly changing environment. Emphasizes implementation, and expectations are for a high level of student involvement. Evaluation is based on several papers and participation. Prerequisite: MGMT 503 or MGMT 2501 or MGMT 3502. (3 units)

MGMT 538. Leading Teams and Projects
This course focuses on building and leading project teams in dynamic environments. The course covers tools and concepts for effective project management and techniques for creating high performing temporary teams. Prerequisite: MGMT 503 or MGMT 2501 or MGMT 3502. (3 units)

MGMT 3540. Social, Political, and Legal Environment of Food and Agribusiness Firms
Focuses on the key issues and management decisions necessary to effectively lead food and agribusiness firms in the competitive, global food system. Includes topics on the principal regulations and regulatory bodies governing the food industry, food safety and crisis management, ethical issues in food production and distribution, and resource and environment issues. Prerequisite: MGMT 505 or MGMT 2505 or MGMT 3505. (3 units)

MGMT 3544. Strategic Business Negotiations
Studies the behavior of individuals, groups, and organizations in the context of cooperative and competitive situations. Examines the theory and processes of negotiation so the student can negotiate successfully in a variety of settings. Designed to be relevant to the broad spectrum of negotiation problems faced by leaders in innovative organizations. Considers that while a leader needs analytical skills to discover optimal solutions to problems, a broad array of negotiation skills is needed to get these solutions accepted and implemented. Gives students the opportunity to develop these skills experientially and to understand negotiation in useful analytical frameworks. Prerequisite: MGMT 503 or MGMT 2501 or MGMT 3502. (3 units)

MGMT 3546. Spirituality of Organizational Leadership
Examines in depth the inner growth necessary for a contemporary leader facing continuous and rapid change. It explores spiritual practices from the great religious and wisdom traditions that can be important resources allowing a leader to remain open to change and capable of avoiding burnout and cynicism. Leadership challenges associated with high rate of innovation are so complex and varied that analytic competence in DO-ing must be coupled with a leader’s BE-coming ever more psychologically and spiritually integrated. Prerequisite: MGMT 503 or MGMT 2501 or MGMT 3502.(3 units)

MGMT 2548/3548. Social Benefit Entrepreneurship
Introduces students to social benefit entrepreneurship through readings, case study analysis, and participation in assessing business plans for existing social benefit ventures. Considers that social benefit entrepreneurship is the management and leadership of innovative social ventures that produce a social benefit and that these ventures typically innovate to produce products and/or services that help alleviate important social problems in areas such as economic development (poverty), health, equality, education, and environment. Emphasizes understanding management techniques for maximizing the financial sustainability and scalability of an SBE. Prerequisites: MKTG 551 or MKTG 2552 or MKTG 3552 and ACTG 300 or ACTG 2300 or ACTG 3100. Prerequisites may be waived by permission of the instructor.. (3 units)

MGMT 2549. Legal Fundamentals for Entrepreneurs
This course introduces students to some of the fundamental legal issues typically encountered by entrepreneurs and startup companies. These include restrictions arising when leaving a current employer, selecting the best company structure and ownership, raising money and securities regulation, human resources concerns, contracts and leases, liability relating to the sale of goods and services, operational liability, intellectual property, creditor’s rights and bankruptcy, and others. Prerequisite: None. (3 units)

MGMT 3550. IP Strategies for Tech Start Ups
Identification and management of intellectual property (IP) assets is a significant strategic tool for every level of management. This course is designed to demystify intellectual property rights that are present in technology companies, and to give them a working understanding of IP rights relevant to technology. (3 units)

MGMT 3696. Experimental Course
Covers special topics; offered on an occasional basis. (3 units)

MGMT 2750 Introduction to Entrepreneurship
This introductory course provides a foundation regarding the role of entrepreneurship and entrepreneurs in society and economy. The course explores what entrepreneurship means from several angles including how you can be entrepreneurial in your own life—right now. We look at the practice of business entrepreneurship with an emphasis on innovation and opportunity creation, need identification, and value creation. This is an energized course about discovering entrepreneurship in and out of the firm. Open to MSE students only. Prerequisite: None. (1 unit)

MGMT 2751/3751. Business Model Frameworks
Covers the different types of business opportunities available to lifestyle, opportunistic, and innovating entrepreneurs, distinguished in general categories that encompass virtually all business ideas. In each case, develop a framework for an entrepreneur to use to: identify an opportunity’s potential; understand and take the appropriate first steps toward building the business; and evaluate the early trajectory of the business to maximize learning and decide whether the opportunity is worth continuing. Prerequisite: None. (1 unit)

MGMT 3703. Measuring and Managing Corporate Performance
Integrates traditional financial measures of performance and managerial-based performance measures in view of a firm’s strategic objectives. Reviews work on measuring corporate performance, introduces the Balance Score Card technique, and evaluates its implementation in specific corporate settings. Prerequisite: MGMT 503 or MGMT 3502. (1 unit)

MGMT 3711. Managing Global Teams
Teaches how high performing teams are formed, the typical process that teams experience in executing a project, and managing through that process to successful completion. Explores concepts of leading teams across distance, time zones, and cultures as an essential skill for every manager. The quality of team interactions and the speed with which teams form and perform can determine the success or failure of a project and, in the case of small organizations, even the company. Prerequisite: MGMT 501 or MGMT 2501 or MGMT 3500. (1 unit)

MGMT 3714. Strategies for Emerging Clean-Tech Sector
This brief introductory course provides an overview of the developments taking place in the clean-tech sector as well as offers students tools and frameworks that will enable them to develop organization-level strategies for engaging with this emerging field. Specifically, students gain ideas, methodologies and information about how to generate value (both economic and social) from clean technologies. In addition, students explore the possibilities that the transition to a clean-tech economy offers for entrepreneurship, policy and sustainable development. Prerequisite: MGMT 501 or MGMT 2501 or MGMT 3500. (1 unit)

MGMT 3715. Globalization and Emerging Economies
This course introduces students to the opportunities and challenges of doing business in a major emerging economy: India. Over the past decade, India has become one of the world’s most vibrant economies with some of its companies enjoying an international reputation. And yet, the country remains beset with contradictions--its sagging infrastructure and significant poverty existing side-by-side with its growth (both economic and social) aspirations. Through an in-depth exploration of the key business developments taking place in India, this course examines cutting-edge ideas in global business strategy: the shifting topography of the world order, the role of innovation in shaping international leadership and the changing role of business in fostering sustainable development in emerging economies. In doing so, it offers students frameworks, tools and perspective appropriate for the contemporary global manager. Prerequisite: MGMT 501 or MGMT 2501 or MGMT 3500. (1 unit)

MGMT 2752/3716. Crowdsourcing and Expertsourcing: Strategies for Innovation
Firms are rapidly adopting internet-based collaboration technologies (CT) to involve a wide range of participants in joint product innovation or co-innovation. Broadly defined, these technologies include software tools and applications that leverage social activity within an online platform to facilitate interaction and collaboration among members of an online community and between members of a community and a firm. As such, they help firms engage the creativity and problem solving skills of firm-hosted online communities of users, employees, and other experts in the creation, development and refinement of products or services. As a result, their use may yield innovations that strongly fit user preferences while also, accelerating the pace and lowering the cost of product innovation. Despite the rapid adoption, many firms struggle with how to create value from CT-based co-innovation. Building on literature on user innovation, open innovation, and demand side value creation, this course explores the conditions for creating value when engaging online communities in co-innovation. The content focuses on non-open source contexts and community engagements that yield private gains for a host firm. Prerequisites: MGMT 503 or MGMT 2501 or MGMT 3500 and ECON 401 or ECON 2401 or ECON 3402, and MKTG 551 or MKTG 2552 or MKTG 3552. (1 unit)

MGMT 890. Business Policy and Global Strategy
Develops the ability to formulate competitive strategy from the perspective of the general manager. Introduces a variety of analytical tools associated with the field of strategic management, primarily from the perspective of high-technology companies. Applies conceptual and analytical frameworks introduced in the core curriculum. Focuses on in-depth analysis of industries and competition, techniques for predicting industry and competitive evolution, as well as how government, technology, and other environmental factors influence competition. Features both business- and corporate-level strategy analyses. Prerequisites: All required AMBA program courses. Open to pre-2014 AMBA program students only. (6 units)

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