Management and Entrepreneurship

Professors Emeriti: David Caldwell, James L. Koch, Dennis J. Moberg

Michael J. Accolti, S.J. Professor: Barry Z. Posner (Department Chair)

Charles J. Dirksen Professor of Business Ethics: Manuel G. Velasquez

Naumes Family Professor: Gregory A. Baker

Keck Foundation Professor: Tammy L. Madsen

Professors: Gregory A. Baker, Tammy L. Madsen, Barry Z. Posner, Michael Santoro, Manuel G. Velasquez

Associate Professors: Jo-Ellen Pozner, Jennifer L. Woolley

Assistant Professors: Andy El-Zayaty, Hooria Jazaieri, Keyvan Kashkooli, Shaohua Lu, Kelly Patterson, Esther Sackett, Adele Xing

Senior Lecturer: Nydia MacGregor

Lecturers: Jack Caffey, Francine Gordon, Fiona Xiaoying Ji, Long Le, Sandy Kristin Piderit

Adjunct Lecturers: Phyllis Brock, Sylvia Flatt, Laura Jacobus, Christina Johnson

Dean's Executive Professor: Tim Harris

Management and Entrepreneurship Curriculum

Prerequisites: MGMT 3000

MGMT 2504/3504. Innovation in Silicon Valley

The course focuses on the skills, practices and processes for evaluating and managing technology and innovation in fast paced environments. Students learn to apply human-centric design thinking to the innovation decision making processes. The course delivery is informed by foundational and emerging empirical work in innovation. The content complements that in other elective courses (product marketing, product development, and intellectual property, small business entrepreneurship) and core courses in strategy. (4 units)

MGMT 3200. Ethics for Managers.

This course is an introduction to business ethics that focuses specifically on the kinds of ethical issues that managers typically encounter. Course topics include the psychological factors that influence moral decision-making, normative approaches for dealing with ethical issues in management, and application of these concepts to cases describing real life ethical dilemmas managers have faced in a variety of organizational and environmental settings. (2 units)

MGMT 3050. 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 to inform the strategic decision making process. By covering 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, macro environmental forces, and technology on industry structure and firm behavior and, in turn, on a firm's opportunities for creating, capturing and sustaining a superior strategic 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 formulating viable and defensible strategies and in evaluating the strategic choices and options. Prerequisites: Completion of all core courses. (4 units)

MGMT 3052. Challenges in Leading and Managing Strategic Change

Moving an organization from where it is to where it needs to go is rarely easy, and many strategic change efforts fail. The fast-paced nature of today\'s competitive environments adds another layer of urgency and complexity. This course is designed to deepen your understanding of the strategic and tactical issues that a leader must prepare for in order to initiate and implement strategic change successfully.

MGMT 2512/3512. Leadership of Dynamic Organizations

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. (4 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. (4 units)

MGMT 3526. Strategic Talent Management

Focuses on the strategic role of talent management--especially (1) designing and managing the human context of organizations; (2) talent selection, development, and deployment; and (3) developing organizational execution capabilities by ensuring the right people are in the right positions in organizations. Analytical topics include: business strategy and environment, risk-optimization frameworks, linking human resource (HR) management to strategy and performance, HR communication techniques, employee engagement, HR strategy, forces and trends driving HR strategy, and HR analytics through "big data."(2 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 changing environment. Emphasizes implementation and expectations for a high level of student involvement. Evaluation is based on several papers and participation. (3 units)

MGMT 3538. 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. (4 units)

MGMT 3540. Food Industry Management

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. (4 units)

MGMT 3541. Strategy Development in Food and Beverage Industries

Focuses on analysis of the strategic options facing food and agribusinesses worldwide. Emphasis is on developing an understanding of industry segments and value chains, food branding strategies, and new product development. Particular attention is placed on innovation in the agricultural production (AgTech) and food (FoodTech) sectors. Teams work together to prepare case analyses for presentation to the class. Students receive feedback and are coached on how to enhance their performance. (4 units)

MGMT 3542. Management Consulting

This course is designed for students who are interested in learning about consulting including tools and techniques to gain a consulting mindset. The course requires students to complete a series of case readings, assignments, classroom discussions, and a team project. Students will have the opportunity to understand the consulting process right from sourcing and starting engagements to closure and follow up engagements. Further, with the help of some practical execution in the classroom, students will also learn how to manage client needs and situations, articulating client needs in a succinct proposal, planning and executing consulting assignments, managing client interactions and in the process, learn to leverage some common frameworks for consulting. (4 units)

MGMT 3543. Global Food, Startup Culture and Climate Change: A look forward

A rebuild of the Global Food System is poised to be the largest commercial disruption in history. MGMT 3543 examines startup culture, the evolution of consumer packaged food goods, and its influence on the environment. Units include a history of global food, the emergence of alternative proteins, cellular agriculture, functional proteins, and other biotechnology that is the basis for a new century of food and consumer innovation. Students will conceive of and present companies and learn to build brand through exercises and labs throughout the course. (4 units)

MGMT 3544. Strategic Business Negotiations

We examine the process and theory of negotiating so the student can negotiate successfully in a variety of settings. This class covers a broad spectrum of negotiation problems faced by organizational leaders and everyday actors. We consider that, while a leader needs analytical skills to discover optimal solutions to problems, a broad array of social persuasion skills is needed to get these solutions accepted and implemented. This class gives students useful analytical frameworks and develops their influence skills through experiential negotiation exercises. (4 units)

MGMT 3545. Healthcare Management and Innovation

This course examines management challenges and innovation in diverse segments of the healthcare industry, including healthcare providers, information systems, insurance, medical research, and government. The course will focus not solely on the U.S., but also on healthcare in other developed and developing economies. We will dive deeply into healthcare innovation in Silicon Valley and throughout the world and will examine various public and private efforts to make healthcare systems more efficient, more ethical, more effective in serving unmet healthcare needs, and more creative in developing new healthcare therapies and business models. The approach will be highly practical and hands-on and will draw heavily from case studies and other examples from the healthcare industry. (4 units)

MGMT 3546. Spirituality and Business Leadership

Explores the relationship between business leadership and spirituality through the lens of contemporary, as well as classical, religious literature. References both Eastern and Western spiritual traditions and explores why successful leaders often derail in the absence of spiritual integration, includes attention to spiritual disciplines such as prayer and meditation tailored for the time-pressured life of business professionals and leaders. (4 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 2552 or MKTG 3552 and ACTG 2300 or ACTG 3100. Prerequisites may be waived by permission of the instructor. (4 units)

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. (4 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. (2 units)

MGMT 3551. Coaching for Leadership Development

The focus of this course is on improving the students' own leadership competencies as well as developing the skills required to coach others in developing their leadership abilities. Through lectures, field work, experiential exercises, readings, and reflective essays students will develop their facility and acumen in using a leadership operating system. The course provides a systematic opportunity to practice and receive feedback on their leadership behaviors through instrumented 360-degree feedback as well as peer coaching. The course is particularly relevant for those students who wish to broaden and build upon the knowledge and applications they were exposed to in MGMT 3000. (2 units)

MGMT 3802. Entrepreneurial Opportunities and Innovation

This course looks at the practice of business innovation and entrepreneurship with an emphasis on how entrepreneurs recognize opportunities, communicate ideas, innovate, develop products, and build organizations. This course provides students with the skills, tools, and mindsets to enable them to discover other people\'s problems upon which entrepreneurial ventures may be built and to use their own creativity to generate solutions to these problems. The techniques and skills apply to both start-ups and established ventures. This course is an introductory course intended to provide a foundation regarding the role of entrepreneurship and entrepreneurs in society and economy. As such, this class will explore what entrepreneurship means from several angles including how a person can be entrepreneurial in his or her own life - right now. This is an energized course about discovering entrepreneurship in and out of the firm.(4 units)

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