Department of Management and Entrepreneurship

Professors Emeriti: Gregory A. Baker, David F. Caldwell, James Hall, James L. Koch

Professors: Tammy L. Madsen (Keck Foundation Chair), Barry Z. Posner (Michael Accolti, S.J., Professor of Leadership and Department Chair), Michael A. Santoro, Manuel G. Velasquez (Charles J. Dirksen Professor of Business Ethics), Jennifer L. Woolley

Associate Professors: Jo-Ellen Pozner, Esther Sackett, Adele Xing

Assistant Professors: Hooria Jazaieri, Ewan Kingston, Shuqi Li, Shaohua Lu, Andrew McBride, Brenda Myung, Vyas Sreenivas,

Teaching Professor: Francine Gordon, Fiona Xiaoying Ji, Long Le, Nydia MacGregor, Sandy Piderit

Associate Teaching Professor: Deirdre Frontczak

Assistant Teaching Professor: Jennifer Merritt Faria, Holden Reyes

Lecturers: Vahideh Abaeian, Phyllis Brock, Sylvia Flatt, Ihsen Ketata, James Styker, Susan Styker, Nik Tehrani

Dean’s Executive Professor of Practice: Sarah Cabral, Tim Harris, Anita Lynch

The Department of Management and Entrepreneurship curriculum emphasizes rigorous analysis and practical applications in managerial and leadership roles. Courses are offered in organizational behavior, human resource management, team dynamics, leadership, sustainability, and negotiations. Additional courses in strategic management, business ethics, entrepreneurship, new venture creation, and international management provide an overall leadership perspective.

As a management major, you will be able to analyze complex people- and business-related challenges and opportunities and apply appropriate strategies to address them. You will develop sound ethical reasoning, interpersonal, and leadership competencies. You will also learn and enhance your communication, teamwork, and group dynamics skills. These proficiencies will serve you well, regardless of whether you work with for-profit or for-purpose organizations. Majors often enrich their academic experience by pursuing a minor in entrepreneurship or international business, as well as through directed studies, practica, and internships.

Requirements for the Major

In addition to fulfilling undergraduate Core Curriculum and Leavey School of Business requirements for the Bachelor of Science in Commerce degree, students majoring in management must complete the following departmental requirements:

MGMT 161
Four courses selected from MGMT 110, 113, 132, 134,164, 165, 166, 168, 169, 170, 171, 172, 173, 175, 176, 177, 178, 179, 180, 197, 198 (5 units), 198E, and 199 (5 units)

Lower-Division Courses

40. Foundational Knowledge of Managing for Sustainability

This course examines the foundational knowledge required to effectively manage organizations that meet the triple bottom line: social, economic, and environmental sustainability. Students will learn the concepts critical for understanding sustainability from biological, economic, and social perspectives. Students will learn how to justify the pursuit of sustainable business practices, illustrate the role of businesses in building a just and equitable future, and demonstrate how systems thinking helps explain the interdependent nature of our world. (2 units)

41. Foundational Skills of Managing for Sustainability

The primary focus of this course is to share the core skills professionals need to successfully advance sustainability in organizations and communities. Students will learn to assess an organization’s sustainability practices and make appropriate strategy recommendations. Students will be able to illustrate the role of businesses in building a just and equitable future and articulate how change agents can inspire action at multiple levels to build a more sustainable world. (2 units)

42. Leading from the Triple Bottom Line

This course allows students to apply the theoretical skills they have learned in previous classes to a real-world organization or “client”, and gain valuable business skills they can use in future internships or full-time roles. Students will learn the foundational principles of sustainable business and explore leadership challenges to advance social and environmental objectives within an actual business or organization. The course counts toward credit in the Design Thinking, Paradigm Shift, and Sustainability pathways. (4 units)

50. Professional Development Skills and Strategies Seminar

This one-unit seminar introduces foundational professional development skills for planning and implementing internship and career search strategies. By the end of the seminar, students will create a career action plan to launch an internship search and build their lifelong network. Prerequisite: Must be a Leavey School of Business major, have sophomore standing, or have permission from the instructor to enroll. (1 unit)

71. Foundations of Leadership: Clarifying Personal Values

Founded on the understanding that all leadership begins with self-knowledge, this course is intended to orient students to the practice of leadership. In this course, leadership will be presented not as a position but rather a mindset, a way of doing things based on who you are and what you want to achieve. Students will be introduced to specific effective leadership practices through directed readings and reflective writing assignments. This course is usually taken in the first year. (2 units)

72. Values-Driven Leadership in Silicon Valley

Rooted in Santa Clara University’s vision of graduating leaders of competence, conscience, compassion, and community and designed to connect sophomore Leavey School of Business students with leaders in Silicon Valley, this course continues the learning begun in MGMT 71, Foundations of Leadership: Clarifying Personal Values. This leadership course integrates academic research, case studies, an interview essay, and a group project to prepare students for leadership roles across various organizational contexts. This course is usually taken in the sophomore year. Prerequisite: MGMT 71. (2 units) Students achieve a leadership badge on completion of both MGMT 71 and MGMT 72.

80. Global and Cultural Environment of Business

Examining the basic conceptual vocabulary and theories regarding today's economic, political, and social influences on international business. Topics may include international trade, financial systems, political institutions, cultural factors, corporate structure, and market entry. Students taking this class may not receive credit for MGMT 80L in the Santa Clara London Program or any equivalent course in a study abroad program. Prerequisites: BUSN 70 or 170, and ECON 3. (4 units)

80S. Global and Cultural Environment of Business

Examining the basic conceptual vocabulary and theories regarding today's economic, political, and social influences on international business. Topics may include international trade, financial systems, political institutions, cultural factors, corporate structure, and market entry. Students taking this class may not receive credit for MGMT 80L in the Santa Clara London Program or any equivalent course in a study abroad program. Enrollment in the Leavey Scholars Program is required for this course. Prerequisites: BUSN 70 or 170, and ECON 3. (4 units)

Upper-Division Courses

110. Global Microfinance for Entrepreneurial Development

This course introduces students to the theories, practices, and issues of microfinance — a social enterprise movement that serves entrepreneurs who lack access to traditional banking services. Grounded and enhanced by systems thinking and design thinking, students will understand structural constraints, trade-offs, and paradoxes in problem-solving the current challenges facing microfinance operations. By engaging with microfinance stakeholders, students will apply global business and management skills to empower entrepreneurs in the world’s unbanked communities. Prerequisite: MGMT 80 or MGMT 80S and ACTG 11 or ACTG 11A. This course also satisfies the ELSJ requirement. (5 units)

113. Design Theory, Innovation, and Jesuit Values in Silicon Valley

This course introduces students to Jesuit values and Jesuit business education, opening up a broader, more innovative vision of the human person and the world. The course equips students with mindsets, skill sets, and tool sets – grounded in Jesuit ways of proceeding through discernment, magis, and solidarity. Students are then tasked with designing their life charter through, with, and for others, accounting for local, national, and global environments. With a new reframing of life as a designer, students will prototype and test aspects of their self-formation and self-transformation. As life designers, students will also explore how to align their personal and professional journeys with the world’s needs, grounded in Jesuit values. This course also satisfies the RTC-3 requirement. (5 units)

132. Contemplative Leadership and Sustainability Program (CLASP)

This ELSJ course provides students with opportunities to explore the relationship among personal values, business, and sustainability, and to learn effective leadership practices they can apply to real-world challenges in their communities. Contemplative Leadership and Sustainable Practice (CLASP) explores issues of sustainability and environmental justice – defined as the integration of and practical service to people, planet, and prosperity within business, communities, and the public sector. Learning occurs through a series of hikes, excursions, research on an exemplary leader, and an eight-week immersion in an organization already doing the work of sustainable change. Prerequisite: Students must have completed 60 units. The course satisfies the core ELSJ requirement. (5 units)

134. Business Sustainability - Balancing Profitable Growth with the Common Good

This multidisciplinary course examines business's critical role in addressing today's societal challenges and develops students' ability to integrate sustainability into their functional expertise. This course builds a foundational understanding of business sustainability, enabling students to apply a sustainability lens to business decisions. It is oriented around the questions: What is "sustainability" in the current business context? How does it impact capital, product, and labor markets? How are businesses incorporating it into their management cadence? How should you integrate it into your professional skill set? Prerequisite: Students must have completed 60 units and BUSN 70. (5 units)

136. Business Ethics

A normative inquiry into the ethical issues that arise in business and how they should be managed. Students will learn to apply ethical frameworks, theories, or concepts to real-world cases and dilemmas. The course focuses on contemporary ethical issues, with particular emphasis on those arising from cutting-edge technology innovation in Silicon Valley. Upon completing this course, students will be able to describe (1) Ethical dilemmas in business, including around DEI and the utilization of AI, and identify and articulate an ethically justifiable response, using appropriate ethical frameworks; and (2) Critically evaluate the roles of corporate social responsibility, stakeholders, and sustainability in modern business. Prerequisite: Students must have completed 60 units. Students who have completed MGMT 6, PHIL 26 or PHIL 109 may not take this course for credit. (5 units)

160. Managing Human Dynamics in Organizations

Introduction to organization theory and practice with an emphasis on organizational behavior, inclusive of the contexts of the individual, the group, and the organization as a whole. Prerequisite: Students must have completed 60 units. (5 units)

160S. Managing Human Dynamics in Organizations

161. Leadership in Action

This course prepares students for the real work of exercising leadership: making sense of ambiguous, high-stakes situations, speaking up when it counts, and effectively influencing people. You’ll practice cutting through complexity, using details without getting stuck in them, and communicating with clarity. Each week puts you in the seat of a real decision-maker where both perspective and vision are required, interests and values often conflict, and no perfect answers exist. Building on the leadership framework from MGMT 71 and MGMT 72, students will be challenged to Model the Way, given opportunities to Inspire a Shared Vision, required to Challenge the Process, determine how to Enable Others to Act, and find ways to Encourage the Heart. Prerequisites: MGMT 71 and MGMT 72 or MGMT 174. Students must have completed 60 units. (5 units)

162. Strategic Analysis—The Business Capstone

The focus is on the processes by which managers position their businesses or assets to maximize long-term value creation amid uncertainty, rapid change, and competition. Covers various frameworks for analyzing an industry’s structure and competitive position, as well as for developing a coherent and viable firm strategy. Requires students to integrate and extend their knowledge and skills developed throughout their coursework (e.g., marketing, finance, economics, organizational behavior, ethics, information systems, statistical analysis, operations management, accounting, etc.) into a “total” business perspective. Prerequisites: ECON 41 and 42 or OMIS 41; FNCE 121 or 121S; MGMT 80, 160, or 160S; MKTG 181 or 181S; and senior standing. (5 units)

162S. Strategic Analysis—The Business Capstone

The focus is on the processes by which managers position their businesses or assets to maximize long-term value creation amid uncertainty, rapid change, and competition. The course covers various frameworks for analyzing an industry’s structure and competitive position, as well as for developing a coherent and viable firm strategy. Requires students to integrate and extend their knowledge and skills developed throughout their coursework (e.g., marketing, finance, economics, organizational behavior, ethics, information systems, statistical analysis, operations management, accounting, etc.) into a “total” business perspective. Enrollment in the Leavey Scholars Program is required for this course. Prerequisites: ECON 41 and 42 or OMIS 41; FNCE 121 or 121S; MGMT 80, 160, or 160S; MKTG 181 or 181S; senior standing; and a minimum 3.5 cumulative GPA. (5 units)

164. Introduction to Entrepreneurship

The course examines the practice of business innovation and entrepreneurship, emphasizing how entrepreneurs identify opportunities, evaluate resources, build organizations, and understand the dynamics of the entrepreneurial process. MGMT 164 is an introductory course that provides a foundation for understanding the role of entrepreneurship and examines ideas about entrepreneurship and entrepreneurs in society and the economy. Prerequisites: BUSN 70 and ACTG 11 or ACTG 11A. Students must have completed 60 units. (5 units)

165. Building a Business

This course integrates a range of entrepreneurial concepts, tools, and practices. This course systematically and practically examines the creation and evaluation of new ventures and entrepreneurial projects. Students will learn to assess and shape venture ideas, turn them into viable businesses, and present them to external stakeholders. Topics include new-venture execution plans, alternatives, and trade-offs across financing, feasibility, resource acquisition, venture growth, and harvesting. The course comprises case discussions, lectures, and presentations by guest lecturers who have helped launch new enterprises. The course builds on foundation concepts from the Introductory Entrepreneurship course. It is designed for students seriously considering launching a new venture across various contexts and for those planning to work at an early-stage venture. Prerequisite: MGMT 164. (5 units)

166. Human Resource Management

A comprehensive review of the role and functions of human resource management departments in business organizations, with particular emphasis on selection and placement, training and development, and reward systems. Prerequisite: MGMT 160 or 160S, or permission of instructor. (5 units)

167. Venture Capitalist Essentials

This course provides insight into the thought processes of Venture Capitalists. It covers all aspects of deal flow, including sourcing opportunities, performing due diligence, determining valuation, and constructing term sheets. Provides an introduction to the VC world for students interested in becoming investors and in obtaining VC funding as entrepreneurs. Students must have completed 60 units. (5 units)

168. Entrepreneurship and the Public Sector: Challenges and Opportunities

Cities and local governments face many challenges as cities grow and expand. This can be both a hub for innovation and a catalyst for economic growth if entrepreneurs can understand how to build and sell solutions to these problems to governments. This course will help students gain a deeper understanding of how to conduct business across various types of governments. Student(s) will interview city leaders, attend meetings, and conduct research to identify traits of successful business leaders who engage in business with various governments. This class will uncover how city officials prioritize and evaluate projects and gauge the economic effects of those decisions. This course examines innovation and social entrepreneurship in the public sector. In addition, students can learn to do business with local governments and identify the resources available to entrepreneurs through them. Students will learn how to become successful entrepreneurs by selling a product or idea to a local government, and how to serve as agents of innovation within public-sector organizations. Prerequisites: MGMT 160 or 160S and MGMT 164. (5 units).

169. Business and Public Policy

The impact of public policy on business and how businesses adapt to and influence public policies. Includes ideology, corporate social responsibility, government regulations, and business political activity. Lectures/discussions; case analyses. (5 units)

170. International Management

Today’s business managers are challenged to set strategies, develop organizations, lead people, and control performance in a local context. They also need to understand and lead within a complex global context. This course is designed to help students: 1) understand multinational management; 2) recognize the challenges and opportunities presented by global markets; 3) implement a global strategy using organizational design, human resources management, and leadership development. Prerequisite: MGMT 80. MGMT 160 or 160S is recommended. (5 units)

171. Managerial Communication

Interpersonal and small-group communication. Negotiating behavior. Oral and written communication. Integrates theory and skill-building through reading, case analysis, and practice. Prerequisite: MGMT 160 or 160S, or permission of instructor. (5 units)

172. Social Entrepreneurship

This course focuses on emerging enterprise models at the interface of the public, private, and nonprofit sectors. It examines theories of change and the dynamics of social innovation. It develops conceptual and practical tools to create high-performance organizations capable of addressing seemingly intractable problems in a financially sustainable manner. An analysis of exemplary social business ventures will illustrate how the discipline of business planning can help develop social ventures that are economically viable at scale. Students will apply this knowledge to the writing and analysis of a case on—and/or service learning for an actual social business. Prerequisite: Students must have completed 87.5 units or have the instructor's permission. (5 units)

173. Resources, Food, and the Environment

Exploration of relationships among food production, resource use, and the environment. Topics include food innovation, biotechnology, the green revolution, resource depletion, environmental degradation, and food safety. Also listed as ECON 101. (5 units)

174. Social Psychology of Leadership

This course provides a conceptual framework (The Five Practices of Exemplary Leadership) for understanding leadership and opportunities for developing leadership skills. This interactive course requires personal reflection on leadership experiences and active participation in the classroom. It is not open to students who have completed MGMT 71, MGMT 72, or MGMT 161. Prerequisite: Students must have completed 44 units or have the instructor's permission. (5 units)

175. Flourishing at Work

We spend a large portion of our waking lives at work. What happens in the workplace can significantly affect our ability to flourish and achieve optimal mental and social well-being. Throughout this interactive course, we will explore topics in Positive Organizational Scholarship, drawing on Organizational Behavior and Psychology, that contribute to the flourishing of individuals, relationships, and systems. The first half of the course focuses on promoting individual flourishing, including mindsets, values, identity, authenticity, and meaning in the workplace. The second half of the course will focus on promoting flourishing interpersonal relationships and systems, including topics such as creating high-quality connections, psychological safety in teams, positive interpersonal emotions, networks, culture, and change. Prerequisite: MGMT 160 or 160S. (5 units)

176. Sustainable Food Systems

In this course, you will study the existing food system, food access issues, justice, sovereignty, and opportunities to use technology and innovation to create a more just and sustainable food system. We will examine how food policy and lobbying affect food production and consumption and how food policy addresses food insecurity, health risks associated with food, and climate change. The first third of the class focuses on agricultural production, food policy, and issues of access and affordability. The second part analyzes the role of food production in climate change, supply chains, and opportunities for creating more sustainable, traceable, and transparent supply chains. In the final third of the course, we will discuss disruptive innovation opportunities as agents of change in the agricultural and food technology fields. Prerequisite: Students must have completed 60 units. (5 units)

177. Globalization and the Cultures of Innovation and Entrepreneurship

This course introduces students to the skills, practices, and processes for understanding and managing innovation and entrepreneurship across cultures worldwide. These cultural challenges include developing an entrepreneurial mindset and adopting new organizational forms (e.g., open innovation and crowdsourcing). Students must have completed 60 units. (5 units)

178. Business and Human Rights

More and more companies are adopting human rights policies, conducting human rights due diligence, reporting on their human rights performance, and employing teams of human rights experts. Through interactive exercises, debates, case studies, and role-plays, this course will equip you with the knowledge, skills, and tools to identify and address a company’s human rights risks and to leverage the power of business to advance human rights worldwide. Prerequisite: Students must have completed 60 units. (5 units)

179. Risk Management

A comprehensive examination of corporate risk, including history, current practices, and the impact of risk appetites on culture (and vice versa). This course covers risk classification, organizational risk structures, and enterprise risk management. Students will identify, prioritize, mitigate, and report risks through a hypothetical company, with an analysis of real-world risks affecting the global corporate landscape. Students will gain familiarity with heat maps and other planning tools and draft business continuity and disaster recovery plans. This overview addresses professional risk roles, responsibilities, and skills required to obtain these compelling jobs, and focuses on understanding risk management roles and honing the skills relevant to them. Prerequisite: MGMT 80 or MGMT 80S and MGMT 136. (5 units)

180. Negotiation Skills in Business

We negotiate every day, both at work and in our personal lives. This course provides a framework for understanding negotiation principles, helping students build competence and confidence in their negotiation skills. Drawing on decades of research, students will gain the analytic skills and situational awareness needed to negotiate successfully. Students will be exposed to various negotiation scenarios and learn strategies appropriate to different interaction contexts. Students will develop practical skills to influence others through weekly negotiation exercises and critical reflection. Prerequisite: MGMT 160 or 160S may be taken concurrently with instructor permission. (5 units)

182A. and 182B. Field Studies: Neighborhood Prosperity Initiative (NPI)

In this two-quarter course, sophomore, junior, and senior students work directly with a small business in a local, economically disadvantaged neighborhood. Students analyze the business owner’s goals, develop an action plan to pursue the goals, and implement their plan using funds allocated to each team. The purpose of the Neighborhood Prosperity Initiative (NPI) is to provide a unique, experiential learning opportunity for undergraduate students and to contribute to the economic growth and prosperity of a local neighborhood in a sustainable, ethical, and effective way. As part of the curriculum, students and business owners participating in NPI will also complete the “Starting a Business” course offered by the My Own Business Institute (MOBI) to establish a shared understanding of the foundational facets of entrepreneurship. NPI fulfills the Experiential Learning for Social Justice (ELSJ) University Core requirement. This course requires participation in community-based learning (CBL) experiences off campus. Students must complete 182A and B to receive ELSJ credit. (2 units per quarter)

191. Peer Educator in Management or Leadership

Work closely with the department to help students in core management classes to understand the course material, think more deeply about it, and feel less anxious about testing. Prerequisites: A declared management major and permission from the instructor and chair are required before enrollment. (1 or 2 units)

196. Principled Leadership Development Portfolio

This course serves as a final integrative experience.. Students will reflect on feedback, values, and lived experiences during their time in the Leavey School to articulate their development as principled leaders prepared to lead beyond the University. Students will take this course in the winter or spring quarter of their junior year or in the fall or winter quarter of their senior year. Prerequisite: MGMT 71/72 or MGMT 174. (1 unit)

197. Special Topics in Management

Offered occasionally to introduce new topics not covered by existing electives. Topics generally reflect the research interests of the course's faculty. Prerequisites: MGMT 160 or 160S and MGMT 161, and the instructor and chair must approve a written proposal one week before registration. (5 units)

198. Internship/Practicum

Opportunity for students to apply managerial knowledge and skills, as well as leadership skills, through their internship in organizations. Students provide their own internships. Only internships approved by the Management Department count; prior internship experience does not count toward this course. During the internship, students will analyze their experience. Prerequisites: MGMT 160 or 160S and MGMT 161 (can be taken concurrently) and two courses from the following list: MGMT 162, 166, 169, 170, 171, 172, 173, 174, 175, 176, 177, 178, 180. Students must have completed 60 units and have approval from the instructor and the chair at least 1 week before registration. MGMT 198 is for the Management Major. Students cannot take both MGMT 198 and MGMT 198E. (1–5 units)

198E. Entrepreneurship Internship

This course combines academic studies with real-world start-up experience. The class has two components: an internship at a startup and an academic component. Students taking MGMT 198E are assigned to a pre-approved start-up internship where they will work approximately 10 hours per week. Only internships provided through the entrepreneurship minor for this class will count; prior internship experience does not count for this course, nor can students provide their own internships. The academic component will analyze internship experiences using academic tools. Prerequisites: MGMT 164, MGMT 165, and a declared entrepreneurship minor. MGMT 165 may be taken concurrently. Students cannot take both MGMT 198 and MGMT 198E. (5 units)

199. Directed Reading/Directed Research/Independent Study

Independent projects undertaken by upper-division students with a faculty sponsor. Prerequisites: MGMT 160 or 160S, MGMT 161, and a written proposal must be approved by the instructor and chair one week before registration. (1-5 units)