Management and Entrepreneurship
Professor Emeritus: David Caldwell, James L. Koch, Joel Liedecker, Dennis J. Moberg
Professors: Gregory A. Baker, Tammy L. Madsen, Barry Z. Posner (Chair), Michael Santoro, Manuel G. Velasquez
Associate Professors: Jennifer L. Woolley
Assistant Professors: Vikram Bhargava, Hooria Jazaieri, Keyvan Kashkooli, Shaohua Lu, Kelly Patterson, Jo-Ellen Pozner, Esther Sackett, Adele Xing
Charles J. Dirksen Professor of Business Ethics: Manuel G. Velasquez
Naumes Family Professor: Greg A. Baker
*Michael J. Accolti, S.J. Professor: Barry Z. Posner*
*Dean's Executive Professor: Tanya Monsef*
Lecturers: Francine Gordon, Xiaoying Ji, Long Le, Nydia MacGregor, Sandy Piderit
Adjunct Lecturer: Tim Harris, Laura Jacobus, Phyllis Brock, Sylvia Flatt, Christina Johnson
Professors of Practice: Jack Caffey, Elizabeth Powers
Management and Entrepreneurship Curriculum
MGMT 2504/3504. Innovation in Silicon Valley and Beyond
This course covers the skills, practices and processes for understanding and managing technology and innovation in fast paced environments. Students will learn to apply human-centric design thinking to decision-making processes related to innovation. The course delivery is informed by extant foundational and emerging empirical work in innovation. Students will engage in a project-based learning process to identify key innovation opportunities/problems and propose solutions for organizations. 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 3000. (4 units)
MGMT 2505. 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)
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. Prerequisites: None. (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 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. Prerequisite: MGMT 2501 or MGMT 3500 or MGMT 3000. (4 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 2501 or MGMT 3502 or MGMT 3000. (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 2501 or MGMT 3500 or MGMT 3000. (2 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." Prerequisite: MGMT 2501 or MGMT 3500 or MGMT 3000. (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. Prerequisite: MGMT 2501 or MGMT 3502 or MGMT 3000. (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. Prerequisite: MGMT 2501 or MGMT 3502 or MGMT 3000. (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. Prerequisite: MGMT 2505 or MGMT 3505. (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. Prerequisites: ECON 3000 and MKTG 3000. (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. Prerequisites: MGMT 3000. (4 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. Consider 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 or MGMT 3000. (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. Prerequisites: MGMT 3000. (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. Prerequisites: MGMT 3000. (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)
MGMT 2549/3549. 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. (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. Prerequisite: MGMT 3000. (2 units)
MGMT 2752/3716. Crowdsourcing and Expert-sourcing: 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 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. Prerequisites: MGMT 3000. (4 units)