Management and Entrepreneurship (MGMT)
Professors Emeriti: Gregory A. Baker, 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
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, Esther Sackett, Adele Xing
Assistant Professors: Hooria Jazaieri, Ewan Kingston, Shuqi Li, Shaohua Lu, Andrew McBride, Vyas Sreenivas
Teaching Professors: Francine Gordon, Fiona Xiaoying Ji, Long Le, Nydia MacGregor, Sandy Piderit
Associate Teaching Professors: Deirdre Frontczak, Assistant Teaching Professor: Jennifer Merritt, Holden Reyes
Lecturers: Vahideh Abaeian, Ihsen Ketata Aref, Phyllis Brock, Sylvia Flatt, Nik Tehrani, Brian Thomas
Dean’s Executive Professors: Sarah Cabral, Tim Harris
Management and Entrepreneurship Courses
MGMT 3000. Leading People in Organizations
Provides students with theories, frameworks, and empirical research on leadership and team dynamics to help them enhance their leadership capabilities and their ability to perform effectively in teams. Topics include empirically-grounded models of leadership, the importance of self-awareness in leadership, discussion and decision-making processes in teams, and team development over time. (4 units)
Prerequisites: None.
MGMT 3001. Sports Leadership
This course examines the role of leadership in the sports industry, considering the internal and external challenges and opportunities facing sporting organizations around the world. The course evaluates how sporting organizations and their leaders navigate pressing social, ethical, political, and environmental issues while balancing high-performance and financial stability. Using a leadership framework, students will explore exemplary leadership behaviors and analyze what makes teams effective, with a focus on trust, psychological safety, team culture, and team chemistry. Through reflection and applied learning, students will assess their own leadership strengths, identify areas for growth, and develop a plan to enhance their leadership and teambuilding skills.
Prerequisites: Open only to MS Sports Business students
MGMT 3050. Strategic Analysis
This course focuses on how managers position their businesses to develop and sustain an advantage over rivals amid 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 strategic decision-making. 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, defensible strategies and 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 a leader must prepare for in order to successfully initiate and implement strategic change. (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 on the ethical issues managers typically encounter. Course topics include the psychological factors that influence moral decision-making, normative approaches to addressing ethical issues in management, and the application of these concepts to cases that describe real-life ethical dilemmas managers have faced in various organizational and environmental settings. (2 units)
Prerequisites: None.
MGMT 3201. Who Runs Sports? Leadership and Stakeholder Management in the Modern Game ( 2 units)
This course will focus on general management and leadership case studies in the collegiate and professional sports ecosystem. The objective of the class will be to learn from specific cases of management and leadership challenges in the major areas of the sports industry, including media, revenue generation (tickets and partnerships), analytics, player and talent management, league governance, facility development, and sports globalization.
This course is designed to equip future sports leaders with the leadership skills and values needed to navigate the dynamic and complex world of sports management. We will move beyond a theoretical understanding to the practical application of ethical leadership principles, focusing on leading change, managing diverse stakeholders, and building high-performance cultures. Students will learn how to leverage data and media to tell a compelling story, manage crises, and build the skills needed to become the next generation of leaders.
Prerequisites: Open only to MS Sports Business students who have completed MGMT 3000 Leading People in Organizations.
MGMT 3202. Sports Law and Personnel Management (2 units)
This course will introduce students to the various legal frameworks that regulate high school, college, professional, and Olympic sports competition, along with important contemporary topics such as gender and racial equity; health, safety, and risk management; ethics; and intellectual property issues in sports. It will provide an overview of the significant historical, economic, and sociological issues that have shaped the development of laws regulating sports at each level of competition, as well as common sports-related legal issues.
This course is designed to equip students with an understanding of a wide variety of contemporary sports law issues of interest to future sports administrators, executives, and business managers, as well as coaches and other sports industry personnel. The course will provide a comprehensive perspective regarding a variety of legal and regulatory issues that frequently arise in interscholastic, intercollegiate, professional, and Olympic sports industries.
Prerequisites: Open only to MS Sports Business students who have completed MGMT 3000 Leading People in Organizations.
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 examines the skills leaders need in changing organizations. Emphasizes developing leadership skills that help to inspire change in organizations. Includes a focus on decision making, motivation, power and influence, and other relevant topics. Classes are often experiential and highly reflective, and assignments include 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 the 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 common sources of project risk. (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 includes tools and techniques to develop 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 that 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 across 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 worldwide, examining various public and private efforts to make healthcare systems more efficient, ethical, and effective at serving unmet healthcare needs, and more creative in developing new healthcare therapies and business models. The approach will be highly practical and hands-on, drawing heavily on case studies and other examples from the healthcare industry. (4 units)
Prerequisites: MGMT 3000 Leading People in Organizations.
MGMT 3546. Thriving at Work: Purpose, Presence, and Performance
(Formerly titled Spirituality and Business Leadership)
This course explores how business leaders can cultivate purpose, presence, and sustainable performance in today's complex corporate landscape. Drawing from contemporary organizational research, behavioral science, and classical wisdom, the curriculum directly confronts the core frictions of modern leadership: relentless disruption, decision fatigue, and the constant threat of burnout. By diagnosing how a lack of alignment and self-awareness leads to leadership derailment, students will develop practical, evidence-based disciplines, including mindfulness, structured reflection, and micro-meditations, tailored for demanding schedules. Ultimately, this course equips leaders from all backgrounds with the personal and professional skills needed to thrive individually while empowering their teams to do the same. (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 that entrepreneurs and startup companies typically encounter. 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 students’ own leadership competencies and on 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, MGMT 3200 Ethics for Managers, and ISBA 3000 Quantitative Methods (Statistics & Descriptive Analytics)
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 foundational understanding of data technologies and the interpersonal dynamics of data leadership, preparing students to effectively influence and drive transformation within their organizations. 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 an 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 to 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’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 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, potentially tricky conversations. In today's interconnected world, leveraging the power of diversity 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 their customers' needs when 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 faculty expertise 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 have 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 for enrollment. Prerequisite: None.
MGMT 3698. Independent Study
Independent Study provides students with the opportunity to pursue an individualized area of study under the guidance of a faculty member. The course is designed for students seeking to explore a specialized topic, conduct applied research, complete an academic or professional project, or deepen their knowledge in an area not addressed through regularly scheduled coursework. Learning objectives, scope of work, deliverables, and evaluation criteria are established in consultation with the supervising faculty member and require approval from the academic program. Students are expected to demonstrate independent initiative, critical thinking, and scholarly or professional rigor throughout the course.
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 in which experts share the principles on which they have built 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 course that prepares students for the career transitions they will face upon completing 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 the transition from a current company to 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 examines the practice of business innovation and entrepreneurship, emphasizing how entrepreneurs identify opportunities, communicate ideas, develop products, and build organizations. This course provides students with the skills, tools, and mindsets to discover other people's problems on which entrepreneurial ventures can 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 the 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.