Management and Entrepreneurship
Professors Emeriti: David Caldwell, James Hall, James L. Koch
Michael J. Accolti, S.J. Professor of Leadership: 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, Jennifer L. Woolley
Associate Professor: Jo-Ellen Pozner
Assistant Professors: Andy El-Zayaty, Hooria Jazaieri, Ewan Kingston, Shuqi Li, Shaohua Lu, Andrew McBride, Esther Sackett, Vyas Sreenivas, Adele Xing
Teaching Professors: Fiona Xiaoying Ji, Nydia MacGregor, Sandy Kristin Piderit
Associate Teaching Professors: Deirdre Frontczak, Francine Gordon, Long Le
Assistant Teaching Professor: Jennifer Merritt
Lecturers: Vahideh Abaeian, Ihsen Ketata Aref, Phyllis Brock, Sylvia Flatt, Nik Tehrani, Brian Thomas
Dean’s Executive Professors: Sarah Cabral, Tim Harris, Anita Lynch
Management and Entrepreneurship Courses
MGMT 3000. Leading People in Organizations
Provides students with theories, frameworks, and empirical research on the topic of leadership and team dynamics to help students enhance their own leadership capabilities and their ability to perform effectively in teams. Topics include empirically-grounded models of leadership, importance of self-awareness in leadership, discussion and decision-making processes in teams, and team development over time. (4 units)
Prerequisites: None.
MGMT 3050. Strategic Analysis
This course focuses on how 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 operates 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 and 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 coursework (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 prominent role in the course. Students will develop skills in formulating viable and defensible strategies and in evaluating strategic choices and options. (4 units)
Prerequisite: Must complete all core courses excluding MGMT 3060 Business and the Common Good.
MGMT 3052. 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 to initiate and implement strategic change successfully. (2 units)
Prerequisite: MGMT 3000.
MGMT 3060. Business and the Common Good
This course analyzes the role of modern business enterprise and its leadership in addressing pressing social, ethical, political, and environmental concerns. The course utilizes the common good perspective and framework for analyzing within the context of business decision-making various issues facing employees and organizations. The course will grapple head-on with tradeoffs and tensions between competing goods and with both the intended and the unintended consequences (in the short- and long-term) of decisions and actions at the individual, group, organizational, and broader societal level.(4 units)
Prerequisite: Must complete all core courses, excluding ECON 3000 Managerial Economics and OMIS 3252 Operations Management (Starting Winter 2025 known as ISBA 3300).
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 the application of these concepts to cases describing real-life ethical dilemmas managers have faced in various organizational and environmental settings. (2 units)
Prerequisites: None.
MGMT 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, intellectual property, small business entrepreneurship) and core courses in strategy. (4 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3512. Leadership of Dynamic Organizations
The course Investigates and examines the priorities of exemplary leaders. Emphasizes developing a conceptual understanding of the leadership process and building leadership skills that help to inspire change in organizations. Classes are often experiential and highly reflective, and assignments include written and video case studies. Some team assignments may be made. (4 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
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. (2 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
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, linking human resource (HR) management to strategy and performance, employee engagement, HR strategy, and forces and trends driving HR strategy. (2 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3538. Leading Teams and Projects
This course focuses on building and leading project teams in dynamic environments. The course covers tools and concepts to manage teams and project teams, including some project management skills. Students will assess team composition and team dynamics, and learn to intervene when conflict is unhealthy. Key practices for project planning, monitoring, and controlling are examined, including an examination of common sources of project risks. (4 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3542. Management Consulting
This course is designed for students interested in learning about consulting, and it includes 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 be able to understand the consulting process 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, articulate client needs in a succinct proposal, plan and execute consulting assignments, manage client interactions and, in the process, learn to leverage some common frameworks for consulting. (4 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3544. Strategic Business Negotiations
This course examines the process and theory of negotiating so the student can negotiate successfully in various settings. This class covers a broad spectrum of negotiation problems that organizational leaders and everyday actors face. We consider that while a leader needs analytical skills to discover optimal solutions to problems, a broad array of social persuasion skills is necessary to get these solutions accepted and implemented. This class gives students practical analytical frameworks and develops their influence skills through experiential negotiation exercises. (4 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3545. Healthcare Management and Innovation
This course examines management challenges and innovation in diverse healthcare industry segments, 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 worldwide and examine various public and private efforts to make healthcare systems more efficient, ethical, effective in serving unmet healthcare needs, and creative in developing new healthcare therapies and business models. The approach will be highly practical and hands-on and draw heavily from case studies and other examples from the healthcare industry. (4 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3546. Spirituality and Business Leadership
This course examines the relationship between fulfilling business leadership and individual spirituality. It draws from contemporary literature, research, and classical wisdom to address the challenges facing modern business leaders. By referencing both Eastern and Western spiritual traditions, the course explores how the absence of spiritual integration can contribute to leadership derailment. Additionally, it introduces practical spiritual disciplines—such as prayer and meditation—designed to fit the demanding schedules of business professionals and leaders. The course is inclusive and respectful of all religious traditions, as well as those who do not follow a specific tradition. (4 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3548. Social Benefit Entrepreneurship
This course introduces students to social entrepreneurship as a movement in which organizations are expected to be responsible, sustainable, and scalable. Organizations – including but not limited to nonprofits, for-profits, social businesses, government agencies, and startup ventures – have shown both the capability to lead the movement, as well as “muddling” the movement. Through readings, case study analysis, and intrapreneurship, students are tasked to engage in the movement based on where they are, both academically and professionally. Students via the course’s portfolio project can design how they manage and lead in the social entrepreneurship movement. Emphasizing entrepreneurial mindsets and combinatorial innovation, students will design and develop new or existing products and services for their current or future employers. Leveraging entrepreneurial competencies and toolsets, students will develop their management leadership in maximizing and scaling the 3 Ps: profits, people, and planet .(4 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3549. Legal Fundamentals for Entrepreneurs
This course introduces students to 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)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3550. IP Strategies for Tech Start-Ups
Identifying and managing intellectual property (IP) assets is a significant strategic tool for every management level. This course is designed to demystify intellectual property rights in technology companies and give students a working understanding of IP rights relevant to technology, particularly start-up technology companies. (2 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
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. Students will build their facility and acumen in using a leadership operating system through lectures, fieldwork, experiential exercises, readings, and reflective essays. The course provides a systematic opportunity to practice and receive feedback on their leadership behaviors through instrumented 360-degree feedback and 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)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3552. Corporate Governance For Executives and Entrepreneurs
The course is designed to assist students in developing and practicing the skills necessary to establish and support proper and effective corporate governance, including distinctions between public and private organizations, with special attention to the roles and functions of the Board of Directors. The course explores several important topics related to current businesses (for example, mergers and acquisitions, global operations, and corporate culture). Particular emphasis will be placed on guiding senior executives, whether in start-up or established firms, on the various roles and responsibilities of critical resources at the different stages of company development. (2 units)
Prerequisites: MGMT 3000 Leading People in Organizations, MKTG 3000 , ACTG 3000 Financial Accounting, FNCE 3000 Financial Management, and ISBA 3300 Operations Management
MGMT 3553. Data + Digital Transformations For Business Managers
This course equips MBA students with the skills to leverage data technologies strategically across various business functions, enhancing decision-making and competitive positioning in any sector. It focuses on the foundational understanding of data technologies and the interpersonal dynamics of data leadership, preparing students to influence and drive transformation within their organizations effectively. Through case studies, students will learn how to navigate and resolve leadership and interpersonal challenges, such as securing buy-in for innovative new data-driven approaches such as AI, thereby integrating effective data strategy with comprehensive business leadership. (4 units).
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3554. Developing Your Creative Mindset
Creativity is key for innovation, problem-solving, and critical thinking. While some see it as a gift limited to a few, research shows it’s a skill anyone can develop. In this course, we’ll dive into the essentials of creativity, explore different models, and uncover what fuels and hampers it. Through theory, practical exercises, and real-world examples, we’ll cultivate a creative mindset. You’ll compare creative styles, apply tools and techniques, and gain confidence to generate innovative solutions individually and within teams. Together, we’ll make creativity accessible to all, equipping you with the skills to thrive in today’s dynamic business environment. (4 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3555. Sustainability in the Evolving Business Landscape
This multidisciplinary course examines business’ 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 following 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?
Armed with these fundamentals, students should feel empowered and energized to delve further into aspects of business sustainability, such as sustainable investing, social entrepreneurship, inclusive leadership, corporate ethics, and, in the future, sustainability accounting, sustainable marketing, sustainable supply chains, and public policy. (4 units) Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3556. Sustainability in Action: On-Site Visits
This experiential course offers students a hands-on opportunity to explore how leading companies integrate sustainability into their business operations, strategies, and culture. Through guided visits to organizations across various industries, students will engage with executives, sustainability officers, and operational teams to understand real-world applications of sustainable practices.
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3565. Cultivating Inclusive Leadership
This class will be covering sensitive topics. Students who enroll should be ready to embrace opportunities to engage in challenging and possibly tricky conversations. In today's interconnected world, leveraging diversity's power is a fundamental skill for aspiring leaders. Students will learn actionable strategies to increase diversity, improve equity, and create inclusive workplaces. Research has shown that diverse perspectives can drive innovation, foster financial growth, and align organizations with the needs of their customers if the environment is inclusive. One of the most significant barriers to inclusion is unconscious bias. Through candid discussions and reflective exercises, students are encouraged to confront their biases and assumptions, fostering a deeper understanding of the challenges faced by underrepresented groups in the workplace. Students should be ready to embrace opportunities to engage in thought-provoking conversations. (2 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3695. Global Business Perspectives
Through company sites and cultural visits, students learn to appreciate how business operates outside of the United States. Class sessions, pre-work, and project presentations bracket country visits. Content varies based on the expertise of the faculty and the country visited. Past locations include Germany, France, China, New Zealand, Brazil, and India. (4 units)
Open to MBA students only. Students must have completed three full terms of their MBA program and a GPA of 3.0 or higher. Students are required to fill out an application to be enrolled in this course. This course requires an additional travel fee to be enrolled. Prerequisite: None.
MGMT 3704. Women in Leadership
This course presents the best practices of successful women technology leaders. It features a series of in-depth discussions and case studies where experts share the principles upon which they have created their businesses. Includes topics on vision, value creation, branding, product development and testing, recruitment and team building, management, financing, communication skills, networking, exit strategy, and social impact. (2 units)
Open to MBA students only. Prerequisite: None.
MGMT 3799. Managing Transitions
This is a 2-unit credit course that prepares students for the career transitions they will encounter once they complete Santa Clara University’s MBA program. This highly relevant course concentrates on the skills students require to succeed early in their careers. The course focuses on situations where students can gain the best approaches to bolster their “First 90 Days” in a new position. The course covers transitions between a current company and a new one. Students will learn how to work with different generations in the workforce and gain insights into different work styles. Topics such as leveraging social media to attain the desired career and developing a career path are covered. The lessons learned will apply to transitions throughout the students’ careers. (2 units)
Open to MBA students only. Prerequisite: None.
MGMT 3802. Entrepreneurial Opportunities and Innovation
This course looks at the practice of business innovation and entrepreneurship, emphasizing 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 introductory course is 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 their own life - right now. This is an energized course about discovering entrepreneurship in and out of the firm. (4 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT XXXX. Sports Management & Leadership* ( 2 units)
Prerequisites: Open only to MS Sports Business students who have completed MGMT 3000 Leading People in Organizations.
MGMT XXXX. Sports Law & Personnel Management* (2 units)
Prerequisites: Open only to MS Sports Business students who have completed MGMT 3000 Leading People in Organizations.
*Course titles are subject to change