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Management&Organization Courses (MGMT) Carroll School of Management


Subject Area Course # Course Title Semester Credit Hours Expand
MGMT 1021 Organizational Behavior Fall/Spring 3
Course Description

As an introduction to the study of human behavior in organizations, this course aims at increasing an awareness and understanding of individual, interpersonal, group, and organizational events, as well as increasing a student's ability to explain and influence such events. The course deals with concepts that are applicable to institutions of any type; a central thrust of these concepts concerns the way institutions can become more adaptive and effective. The course is designed to help the student understand and influence the groups and organizations to which he/she currently belongs and with which he/she will become involved in a later career. Note: Restrictions only apply to current Boston College students and do not apply to transfer or exchange students.


Instructor(s): The Department

Prerequisites: None

Cross listed with:

Comments: Class restriction is only applicable to current Boston College students and does not apply to non-BC (transfer or exchange) students.

MGMT 1031 Organizational Behavior—Honors Spring 3
Course Description

This course focuses on the study of individual, group, and organizational behavior. It emphasizes a diagnostic approach and ethical problem solving in varied organizational settings. The course differs from MGMT 1021 in including an independent field project relating to an actual organization as well as assignments that encourage more extensive reflection on and evaluation of contemporary organizational practice.


Instructor(s): Mindy Payne

Prerequisites: None

Cross listed with:

Comments: Satisfies the Carroll School of Management Core requirement in Organizational Behavior. Counts as an intensive course in the Carroll School of Management Honors Program.

MGMT 2110 Human Resources Management Fall/Spring 3
Course Description

This course surveys the functions, processes, and techniques of human resource management. It examines human resource management from the perspective of human resources systems implemented by managers and human resources professionals. The development of programs to reduce turnover, forecast personnel needs, and create career tracks is critical to the success of companies competing in the international arena. Just as it would be unthinkable for a modern manager to be computer illiterate, it is extremely difficult for a manager to succeed without a solid background in human resources management.


Instructor(s): Judith Gordon
Richard Nielsen

Prerequisites: MGMT1021. With permission of the Instructor.

Cross listed with:

Comments:

MGMT 2111 Ethical Leadership Skills Spring 3
Course Description

This course focuses on ethics leadership and engagement methods in different types of pre-modern, modern, and postmodern organizational and political-economic contexts. What are our visions of ethical leadership, relationships and organization? What were we doing when we were at our best in leading meaningful and effective change and problem resolution in our relationships with family and friends and in our work and citizenship lives? What have been the individual, organizational, and environmental obstacles that made it difficult for us to lead meaningfully and effectively? What are different types of methods in trying to intervene and lead ethical change?


Instructor(s): Richard Nielsen

Prerequisites: MGMT1021. With permission of the Instructor. MGMT 1021, MGMT 1031, or permission of instructor.

Cross listed with:

Comments:

MGMT 2119 Communication and Personal Branding Fall 3
Course Description

An innovative, interactive course for juniors and seniors who want to effectively manage how they communicate individually and in a group in their everyday work life and as they develop their careers in all types of organizations. Self-branding is how people both hear you and perceive you and makes you a powerful job candidate and improves your performance on the job. This course helps you understand what is unique about you and how to practice skills that make you a powerful communicator in both written and verbal formats.


Instructor(s): Philip Fragasso

Prerequisites: None

Cross listed with:

Comments:

MGMT 2123 Negotiation Fall 3
Course Description

Negotiating is a key process in leadership, conflict resolution, and change management at every level of internal and external management. The purpose of the course is to improve students' abilities to analyze, prepare for, and practice win-lose, win-win, dialogic, and third party negotiating methods as appropriate. Emphasis is on practical application and personal development. Teaching methods used are role playing, discussion of readings, discussion with practitioners, original student projects, and discussion of current events. Students are invited to reflect upon how negotiating and conflict resolution practices help them developmentally change themselves, their organizations, and the world.


Instructor(s): Richard Nielsen

Prerequisites: MGMT1021. With permission of the Instructor. MGMT 1021, MGMT 1031, or permission of instructor.

Cross listed with:

Comments:

MGMT 2127 Leadership Fall/Spring 3
Course Description

In today's world, there are many challenges that call for effective leadership. Corporate ethics scandals, an increasingly global and diverse work force, and the need for employees to experience renewed meaning and connection to their work are just a few examples. How we respond to these challenges can profoundly change the world in which we live and work. In this course, we learn about the challenges and opportunities of effective leadership and how leaders, including ourselves, can respond to them.


Instructor(s): Judith Clair
Michael Pratt

Prerequisites: None

Cross listed with:

Comments:

MGMT 2130 Managing Change Spring 3
Course Description

This course is intended to introduce students to change initiatives in organizations and to increase their skill in understanding and managing organizational change. The course will address a number of pressing contemporary change issues and approaches in work organizations, and emphasis will be put on developing competencies in understanding and managing change. At the end of the course students should have developed skills in using diagnostic tools related to change, in awareness of their own and others' responses to change, and in initiating change.


Instructor(s): Jean Bartunek

Prerequisites: MGMT1021. With permission of the Instructor. MGMT 1021, MGMT 1031, or permission of instructor.

Cross listed with:

Comments:

MGMT 2131 Crisis Leadership Spring 3
Course Description

In crisis situations leaders need to shift priorities quickly and communicate in the face of uncertainty. Examples include a serious product defect that harms customers, unethical behavior by an employee, a natural disaster, an epidemic, an industrial accident causing environmental damage, or a major breakdown in IT security. A crisis can actually be an opportunity for a leader. In this course students will practice their own capability to respond under time pressure using online and in class simulations, and we'll examine a range of crisis scenarios both in the United States and internationally.


Schedule: Periodically

Instructor(s): Laura Foote

Prerequisites: None

Cross listed with:

Comments:

MGMT 2132 Managing Change Fall 3
Course Description


Instructor(s): Steven Leduc

Prerequisites: None

Cross listed with:

Comments:

MGMT 2133 Leading High Performance Teams Spring 3
Course Description

This course examines the dynamics of groups— such as teams— within organizations. One of the key questions we will investigate is what makes some teams more effective than others. Students will learn and practice high performance team fundamentals, intervening to problem solve and understand the consequences of interpersonal conflicts. The course emphasizes a diagnostic and reflection approach within varied team settings and includes an independent field analysis project relating to an actual team within an organization.


Instructor(s): Mindy Payne

Prerequisites: None

Cross listed with:

Comments:

MGMT 2135 Managing Your Career Spring 3
Course Description

This course focuses on helping students to discover careers. Careers are discovered when individuals know themselves, know something about professions and industries, and know others to and from whom they can provide and seek help. Our first task will be a series of exercises, interviews, and self reflection to help students identify their interests and talents. Our second task will be to learn about the processes of becoming a professional in a variety of industries. Our third task will be to examine our social networks to assess those who can provide help in seeking a career.


Instructor(s): Candace Jones

Prerequisites: None

Cross listed with:

Comments:

MGMT 2137 Managing Diversity Fall 3
Course Description

Students in this course will learn about contemporary empirical and theoretical research on the dynamics of international culture, gender, race, and other special differences in the workplace. They can also increase skills in diagnosing and solving diversity-related conflicts and dilemmas, and develop a capacity to distinguish a monolithic organization from one that treats diversity as a competitive advantage.


Instructor(s): Judith Clair

Prerequisites: MGMT1021. With permission of the Instructor. MGMT 1021, MGMT 1031, or permission of instructor.

Cross listed with: AADS1137

Comments:

MGMT 2139 Special Topics:Social Innovation&Entrepreneurship Fall/Spring 3
Course Description

Are you moved by a particular social injustice? It could be homelessness on the streets of Boston. It could be famine in Africa. It could be wage inequality across our country. It could be one of hundreds of issues, but one that is meaningful to you. Social Impact and Entrepreneurship explores the innovative ways government agencies, nonprofit groups and for-profit organizations are addressing societal challenges. This course will focus on understanding the building blocks of a social venture -- starting with the mission and working through the operational plan, the financials and the evaluation criteria. Students, either individually or in small groups, will create a business plan for an enterprise, grounded in her/his passion for change in a given area. Multiple case studies will be used to illustrate various topics. Open to students from all majors.


Instructor(s): Laura Foote

Prerequisites: None

Cross listed with:

Comments:

MGMT 2140 Special Topics: International Management Fall 3
Course Description

The world has changed in fundamental ways over the last several decades, resulting in a more integrated, complex, and global economy. This has created new opportunities as well as new risks. How managers respond to changes in the global business environment have important implications to the firm's competitive position and overall survival. Historically it was primarily large firms that operated internationally; however, nowadays firms of all sizes are internationalizing. Thus, no matter what firm you work for or business you start after graduation, you will benefit from a strong understanding of the global business environment. We will explore a broad range of topics important to the success of businesses outside the firm's "home country", including cultural, social, political, and legal differences, international trade and investment policies, and international organizations. We will also look at issues surrounding international market entry options and competitive strategies. And finally, we will close with a review of the ways that business functions need to be adapted when operating across international markets. The course material will be presented via in-class learning, case discussion, and project work.


Schedule: Periodically

Instructor(s): Jim Maritan

Prerequisites: None

Cross listed with:

Comments:

MGMT 2145 Environmental Management Spring 3
Course Description

This course focuses on the management of organizations to achieve environmental sustainability. Concern with the natural environment has been treated as a peripheral issue for business. Environmental management was regarded as an added cost driven by regulation. Now there is a growing awareness that separating organizational management from the impact of the corporation on the environment is an unsustainable strategy. Managers are faced with pressures from stakeholders and have to make choices on how to integrate environmental responsibility into the operations of the organization. We will consider the techniques that managers can use to deal with the issue of sustainability.


Schedule: Periodically

Instructor(s): William Stevenson

Prerequisites: None

Cross listed with:

Comments: Fulfills an elective requirement in public policy for Environmental Studies minors, an elective requirement for Human Resource concentrators, and a general elective requirement for Carroll School of Management undergraduates.

MGMT 2150 Special Topics: Transitions: Learning How to Learn in the World of Business Fall 3
Course Description

This course is designed to help students make the critical transition from learning in an academic environment to learning in a business environment. The course will focus on current business events, such as the mortgage crisis, the future of the euro, the budget deficit, and health care, as well as other business issues that shape tomorrow's operating environment. This course offers an opportunity to work with an accomplished financial executive to learn how the most successful professionals engage in lifelong learning as a catalyst to a successful career.


Instructor(s): Richard F. Powers III

Prerequisites: None

Cross listed with:

Comments:

MGMT 2165 Special Topics: Managing in Adversity Spring 3
Course Description

Virtually every corporation will hit the wall at sometime. “Adversity” is more than missing a quarterly goal; it is a situation where the very viability of the company is at stake. It is almost synonymous with “Crisis”. Perhaps the patents that underlie to firm are declared invalid; there may be fraud, natural disaster, or violent disagreement between the founders. This course examines how to overcome adversity when often there is little time, few options and the need for quick decisions.


Instructor(s):

Prerequisites: None

Cross listed with:

Comments:

MGMT 2170 Entrepreneurial Management Spring 3
Course Description

Entrepreneurial opportunities often exist when industries are created or transformed by new technologies, new business models or new product categories. The pursuit of these opportunities, however, creates challenges for both start-ups and established firms. This course introduces a research-based set of conceptual frameworks and tools that help students to identify, evaluate, launch, and grow innovative ventures that revolutionize markets. We will discuss cases set in a range of industry contexts including: folding bicycles, online Indian art auctions, aviation (air taxis), electronic publishing, fashion, digital imaging, education, and clean energy.


Instructor(s): Mary Tripsas

Prerequisites: None

Cross listed with:

Comments:

MGMT 2173 Consulting Practice Spring 3
Course Description

Consulting Practice combines real-world, real-time experience as a management consultant with a classroom component focusing on the methodology and tools used by professional consultants to deliver and manage change projects and drive next-level business performance improvement. The class addresses consultative skills, project management, client management, teamwork, and presentation skills — all in the context of a real-world consulting experience. The project brings students together in teams to work on the challenges and opportunities confronted by leading non-profit organizations. The program advances the paradigm: Management in Service. The program seeks to improve each student’s analytical skills, business vocabulary, and applied management knowledge. Each CSOM CC Project Team (i) analyzes a major client challenge or problem, (ii) recommends, plans, and implements change, and (iii) delivers practical and actionable solutions meeting their client’s needs.


Instructor(s): Scott McDermott

Prerequisites: None

Cross listed with:

Comments:

MGMT 2260 Leadership and Corporate Accountability Spring 3
Course Description

This course is designed to provide an overview of the economic, legal, and ethical responsibilities of companies and their leaders. Through a series of case studies, it will demonstrate the acute challenges of ensuring that a company’s conduct conforms to those responsibilities. A major portion of the course will review the principal obligations of corporations to five primary stakeholder groups: investors and shareholders, customers, employees, suppliers, and the general public. Insider trading, fiduciary duties, disclosure of health risks, fairness in pricing, power asymmetries, affirmative action, international labor rights, market failures, privacy rights, environmental sustainability, and corporate citizenship represent some of the issues to be discussed in this segment of the course. A secondary theme is corporate governance. Several cases will explore the proper role of management, the Board of Directors, financial intermediaries, and external regulators.


Instructor(s): Richard Spinello

Prerequisites: None

Cross listed with:

Comments:

MGMT 2265 Globalization, Culture, and Ethics Fall 3
Course Description

This course helps students learn how to manage responsibly across different countries and cultures. The spread of capitalism and expansion of markets around the globe provoke challenging questions about socially responsible management. Managers must decide whether strategies and ethical principles that make sense in one culture can be applied to others. Central to the course will be the difficult choice between adapting to prevailing cultural norms or initiating a cultural/moral transformation. The course considers a number of cases set in different cultural contexts. There are selected readings about the beliefs, ideals, and values at the core of these different cultures.


Instructor(s): Rick Spinello

Prerequisites: None

Cross listed with:

Comments:

MGMT 2270 Ethics, Public Policy and Controversial Industries Spring 3
Course Description

When businesspeople are formulating and implementing potential "strategies" for their organizations, they need to deal with two environments, namely the internal and the external. In viewing their internal environment, managers need to evaluate the markets and economic structure of the markets in which their businesses compete. How businesspeople deal with this is the subject matter for what has traditionally been called by economists, Industrial Policy. There is also an external environment, i.e., those political and social forces that play in formulating the strategy of the firm. These political and social forces shape a firm's relationships with its various stakeholders that include all those individuals and institutions which have a vested interest in the performance of the firm both financially and socially. Usually, the stakeholders include the local community, regional community, Government (at all levels and branches) unions, stockholders, employees, etc.. The purpose of this course is to examine how business (internal environment) and public policy (external environment) processes interact. The first part of the course will examine the "economics" of "Sin" industries such as Cigarettes, Alcohol, Gambling, Marijuana, Soft Drinks, Uber. We will analyze how these firms in these industries compete as well the structure of these industries. Finally, how public policy makers view these industries and regulate them.


Instructor(s): Richard McGowan, SJ

Prerequisites: None

Cross listed with: MHON2270

Comments: Offered periodically

MGMT 2313 Research Methods for Management Fall 3
Course Description

This course introduces you to the tools that you need to conduct and evaluate organizational research. These skills will help you qualify for positions in human resources research, consulting or research-based jobs. Students who take this course will be able to answer: how to convert organizational problems into testable propositions, how to develop qualitative insights into problems and convert these insights into testable hypotheses, and how to deal with internal and external clients in search of answers to organizational problems. Although the course is geared to the practice of organizational research, you will learn a more general set of skills.


Schedule: Periodically

Instructor(s): William Stevenson

Prerequisites: MGMT1021. MGMT 1021 or MGMT 1031, MGMT 2110.

Cross listed with:

Comments:

MGMT 3099 Strategic Management Fall/Spring 3
Course Description

This course provides future leaders and strategists with an understanding of strategic management that will enable them to function effectively in a complex, global economy. Successful strategists need to define goals, analyze the organization and its environment, make choices, and take concerted actions to effect positive change in their organization and society. Using the conceptual tools and analytic frameworks of strategic management, this course provides a perspective that is integrative, yet analytical. This perspective helps students make sense of the global business and societal environments, understand the ambiguities and dilemmas of management, and learn how to take effective action.


Instructor(s): The Department

Prerequisites: Successful completion of the CSOM core requirements.

Cross listed with:

Comments: This is the senior integrative capstone course of the CSOM core

MGMT 3100 Strategic Management-Honors Fall 3
Course Description

This course is designed to develop the administrative perspective and general management skills necessary for determining and achieving the strategic objectives of a firm. Through case studies and readings, the course exposes future managers to (1) the use of strategic concepts to achieve corporate objectives and mission in competitive situations through the use of strategic management concepts, including environmental and industry analysis, and (2) the integrative application of knowledge gained from all of the management disciplines to solve actual management dilemmas.


Instructor(s): Richard McGowan, SJ

Prerequisites: MGMT3100. MGMT 3100 substitutes for MGMT 3099 in the CSOM Core requirements, hence, it has the same prerequisites as MGMT 3099.

Cross listed with:

Comments: This is the senior integrative capstone course of the CSOM Core.

MGMT 4901 Independent Study Fall/Spring 3
Course Description

The student works under the direction of an individual professor, with whom he or she has made specific advance arrangements.


Instructor(s): The Department

Prerequisites: With permission of the Instructor. Permission of the instructor.

Cross listed with:

Comments:

MGMT 5530 Capstone: Gender and Leadership Spring 3
Course Description

As your time at BC winds down, it is time to take stock before you enter into post-college adulthood. How will you make choices to lead, work, love, and play? What role has your gender already played in your choices and experiences as you have chosen your educational pathway, explored vocational choices, got involved in formal and informal leadership, and anticipated a transition to post-college life? In this course we will explore these enduring questions. The lessons built through the class aspire to help women and men leaders in the quest to design and lead organizations so that all employees, regardless of gender or other differences, are able to reach their full potential. We rely on a variety of learning methods, including discussion and reflection, critique of readings, experiential exercises, and when available, connections with guest speakers who seek to inspire our learning and own leadership development.


Instructor(s): Judith Clair

Prerequisites: Seniors only.

Cross listed with: UNCP5530

Comments: Capstone classes may NOT be taken Pass/Fail. You may take only ONE Capstone class before graduation.

MGMT 5548 Capstone: Leadership and Mindfulness Spring 3
Course Description

No matter what your major, you will participate in groups and organizations that will consistently ask or expect you to lead. The best leader is authentic, has integrity, is self- and other-aware, and acts with this awareness firmly in mind. Good leaders, that is, act mindfully with respect for the people and world around them. This course explores your development as a mindful focusing inward and outward, reflecting on where you have come from and where you are going, what type of world you want to live in, your relationships with others, and how you can be an effective leader.


Instructor(s): Sandra Waddock

Prerequisites: None

Cross listed with: UNCP5548

Comments: Capstone classes may NOT be taken Pass/Fail. You may take only ONE Capstone class before graduation.

MGMT 7701 Introduction to Strategic Management Fall 2
Course Description

The course is designed to provide you with a general understanding of how firms formulate and implement strategies to create competitive advantage. Relying exclusively on the case method, it will expose you to some basic strategy concepts, which will lay the foundation for the strategic management core course that you will take later on. The cases chosen for this course will place you in diversity of managerial situations—large multinational firms and small startups, manufacturing and service industries, growing and mature organizations, U.S. and non-U.S. settings. Discussion of these cases will enable you to learn different analytic techniques, and illustrate (1) the essence of strategy, (2) how to understand the external competitive environment, (3) ways to consider beyond the current business landscape, and (4) the role of top management in strategy implementation.


Instructor(s): Metin Sengul
Tieying Yu

Prerequisites: None

Cross listed with:

Comments:

MGMT 7709 Managing People and Organizations Fall/Spring 3
Course Description

This course focuses on the analysis and diagnosis of organizational problems. It attempts to enable students to apply these concepts to real organizational and managerial problems. It also provides opportunities for participation in ongoing work teams while learning about team effectiveness. Finally, students can examine their own behavior and beliefs about organizations to compare, contrast, and integrate them with the theories and observations of others.


Instructor(s): Candace Jones
Phil Fragasso

Prerequisites: None

Cross listed with:

Comments:

MGMT 7710 Strategic Management Fall/Spring 3
Course Description

The strategic management course deals with the overall general management of an organization. It stresses the role of the manager as strategist and coordinator whose function is to integrate the conflicting internal forces that arise from among the various organizational units while simultaneously adapting to the external pressures that originate from a changing environment. Drawing on the knowledge and skills developed in the core curriculum, this course serves as the integrating experience for the M.B.A. program.


Instructor(s): The Department

Prerequisites: None

Cross listed with:

Comments:

MGMT 7711 Managing Business in Society Fall/Spring 3
Course Description

This course deals with the complexities of managing corporate sustainability and responsibility (new CSR) in today's dynamic and ever-more difficult world. Emphases include the integration of issues related to business in society, ethics, responsibility, accountability, transparency, governance, and ecological sustainability into corporate strategies and practices. We use a strategic management lens to learn the potential sources of strategic and competitive advantage that can derive from CSR, and explore some of the problems associated with poor responsibility practices.


Instructor(s): Sandra Waddock

Prerequisites: Management Practice I, II, and III, and M.B.A. Core.

Cross listed with:

Comments:

MGMT 7712 Managing People and Organizations Fall 2
Course Description

Among the major facets of organizational management, its human dynamics have consistently proven to be the most challenging to understand, predict, and control. This course introduces the accumulated knowledge about individual, group, and system-wide behavior in organizations, as well as contemporary approaches for both diagnosing and intervening in situations at each of these systems levels. Students will be exposed to theories, concepts, and important literature in the field, with frequent opportunities to integrate and apply this knowledge.


Instructor(s): Robert Radin

Prerequisites: None

Cross listed with:

Comments:

MGMT 7730 Strategic Analysis Fall 3
Course Description

This course introduces you to a set of analytical frameworks that enable you to explain performance differences among firms and that provide a structure for strategic decisions to enhance firms’ future competitive positions. Building on the foundation laid by the Introduction to Strategic Management course that you took earlier, we will cover strategy both at the business level (introducing tools of industry analysis and competitive positioning) and at the corporate level (examining how decisions regarding corporate scope –horizontal, vertical, and global– create or destroy value in multibusiness firms). We will also study strategy implementation, focusing on the organizational structure, systems and processes that are put in place to manage the corporation. Throughout the course, our viewpoint will be that of the top management team who has responsibility for the long-term health of the entire organization.


Instructor(s): Metin Sengul
Tieying Yu

Prerequisites: None

Cross listed with:

Comments:

MGMT 7750 Global Capitalism, Culture, and Ethics Spring 2
Course Description

Emphasizes strategic management in the broadest possible context--in social, political, ecological, and ethical environments. These external environments are viewed as a complex set of interrelated economic, cultural, legal, social, political, and ecological influences facing the organization as it operates in domestic and global contexts; a powerful and dynamic set of constituencies affecting the enterprise; and a set of issues to which the organization must respond. Also provides a forward-looking perspective on the dominant trends and issues that shape the competitive environment in a rapidly changing economy: technology, globalization, strategic and economic alliances, new standards, and expectations for executives and corporations.


Instructor(s): Rick Spinello

Prerequisites: Management Practice I, II, III and M.B.A. Core.

Cross listed with:

Comments:

MGMT 7760 Thinking strategically. A Global Integrative Simulation Spring 2
Course Description

This course is about the art of strategy. Courses like marketing, organizational behavior, operations, accounting, and finance help you understand the functional areas of management, but now (and before you finish your first-year MBA), you need to close the knowing and doing gap, and that is the role of the present course. We will use a simulation called Global DNA in which teams compete in planning and executing a multi-year, multinational business strategy in a highly competitive global market. The course utilizes a sophisticated, market-leading simulation platform to create a realistic, hands-on learning experience. Engaging with the complexities of the simulated international business environment will prompt discussions on decision making, team dynamics, strategic planning and tactical execution. Thinking strategically is what C-level managers need to understanding competitive contexts, and make decisions that take into account all the relations and variables inside and outside the organization. A simulation presents a unique opportunity to challenge your managerial and strategic skills, and additionally, it creates a virtual competitive context that is usually fun, demanding and complex. This course culminates with the Diane Weiss Competition in which student teams will compete in a final round of the simulation.


Instructor(s): Juan Montes

Prerequisites: None

Cross listed with:

Comments:

MGMT 8102 Management of Organizational Change Fall 3
Course Description

Focuses on the variety of organizational changes that are being implemented in contemporary organizational life. Examines such changes as employee involvement, culture change, life cycle changes, mergers and acquisitions, and downsizing. Discusses such change strategies as envisioning and implementing change, overcoming resistance to change, the power and politics associated with change, organization development, and other action tools.


Instructor(s): Jean Bartunek

Prerequisites: MGMT7709. With permission of the Instructor. MGMT 7709, MGMT 7712, or permission of instructor.

Cross listed with:

Comments:

MGMT 8103 Leadership Fall 3
Course Description

Explores the managerial process from the perspective of executives and managers at various levels and in diverse organizational settings. Draws on current behavior theory and research; examines the complex web of internal and external forces and contingencies acting on the manager in context. Uses a variety of teaching/learning methods, including the case method, situational exercises, and diagnostic instruments to illuminate managerial effectiveness in general as well as the student's particular style.


Instructor(s): Mary Ann Glynn

Prerequisites: MGMT7709. MGMT 7709, MGMT 7712, or consent of instructor.

Cross listed with:

Comments:

MGMT 8104 Nonprofit Management Fall 3
Course Description

This course provides an opportunity to explore essential management issues in a nonprofit context alongside topics that are somewhat unique to the nonprofit sector, including distinctive funding methods, governance, and staffing structures. Topical areas include Social Entrepreneurship, Venture Philanthropy, Leadership, Strategic Planning, Performance Measurement, Cause Marketing, and Microfinance. In addition to case and article discussion, the course features local, national, and international nonprofit leaders as guest speakers. The course aims to provide future nonprofit managers, volunteers, board members, donors, or supporters with a more nuanced understanding of critical issues and important trends in the nonprofit sector.


Instructor(s): Nate Pelsma

Prerequisites: None

Cross listed with:

Comments:

MGMT 8106 Strategic Planning and Implementation Spring 3
Course Description

We will explore how to develop a business strategy and implement it through readings, assignments, class discussion and a case project. This will include examining emerging strategies build with higher purpose, ethical values and inspired leadership. Students will analyze real business situations, including a start-up business; an established, successful company; and a turnaround situation. The leaders of one of those businesses will participate in the project team report outs and share their own learnings.


Instructor(s): Nancy Lowd

Prerequisites: MGMT7710. With permission of the Instructor. MGMT 7710 or permission of instructor.

Cross listed with:

Comments:

MGMT 8107 Competitive Strategy Spring 3
Course Description

TBD


Instructor(s): Metin Sengul

Prerequisites: None

Cross listed with:

Comments:

MGMT 8108 Corporate Strategy Fall 3
Course Description

The Strategic Management course focuses on the creation of long-term competitive advantage in companies with a single primary line of business. Corporate Strategy extends those principles to explore strategies of multi-business organizations. The course will take the perspective of the CEO and senior management team whose primary job is to create shareholder value, and addresses questions such as: which businesses should be part of our portfolio? How should we shape that portfolio through M&A and divestitures? How do balance sheet realities, private equity alternatives, and activist investors impact our strategic choices? How do we develop and implement strategy in multi-business companies.


Instructor(s): Jack Welch

Prerequisites: None

Cross listed with:

Comments:

MGMT 8109 Digital Strategy Spring 3
Course Description

Digital technologies are revolutionizing traditional interdependencies among businesses. Managers have hence begun to recognize their business environments as digital ecosystems. But for firms accustomed to framing their business environments as industries, this is a significant shift in perspective, requiring an understanding of fresh strategic initiatives necessary to compete in the digital era. This course will elaborate on what is new and different about digital ecosystems for firm strategy. The course will offer frameworks that explain how digital ecosystems provide firms with new sources of value and new avenues for growth and highlight new strategic options for firms to compete in the new digital era.


Instructor(s): Mohan Subramaniam

Prerequisites: None

Cross listed with:

Comments:

MGMT 8110 Small Business Strategy Spring 3
Course Description

The objective of the course is to provide the student with an understanding of and the ability to utilize the various concepts, analytical techniques and practical applications essential to starting up and/or successfully operating a small business enterprise. Class sessions will consist of discussions led by the instructor or students on particular small business concepts and practices, preceded or followed by discussion of case assignments relevant to the particular subject matter.


Instructor(s): William Driscoll

Prerequisites: MGMT7710. MGMT 7710.

Cross listed with:

Comments: Offered periodically

MGMT 8112 Negotiating Fall 3
Course Description

Have you found yourself limited in your performance because you lacked the ability to effectively negotiate for more resources, including staff, money, or time? Do you experience difficulty in handling conflict in organizations? Are you anxious to improve your ability to take a problem-solving approach to organizational dilemmas? This course assists students in becoming more effective negotiators in a range of organizational situations. Students learn the different types of negotiating approaches and practice their use in a variety of situations.


Instructor(s): Catherine Hall

Prerequisites: MGMT7709. With permission of the Instructor. MGMT 7709, MGMT 7712, or permission of instructor.

Cross listed with:

Comments:

MGMT 8114 Managing in the BioPharma Industry Fall 3
Course Description

This course evaluates strategic challenges and opportunities faced by life science companies. We will review: US health care system versus global alternatives, Global burden of disease and treatment paradigm, Industry benchmarks for R&D, Business Development, and Commercialization. We will consider specific strategic issues facing the industry, e.g. emerging markets opportunity, R&D productivity challenges, Portfolio management approaches, Increasing role of academia and bio-tech in discovery. Guest lecturers working within the industry will speak to strategic issues. Students will be asked to complete two typical consulting projects focusing on a particular disease state and/or strategic issue.


Instructor(s): Frank Deane

Prerequisites: None

Cross listed with:

Comments:

MGMT 8115 Women and Leadership Fall 3
Course Description

This course explores challenges and opportunities women face as leaders and managers in organizations. Students will examine a variety of issues: the call and character of women leaders, leadership issues throughout women's careers, essential skills and competencies, balancing work and family, etc. Our goal is to link lessons learned from readings with our own and others' practical experience as leaders and managers of organizations. We rely on a variety of learning methods, including discussion and reflection, critique of readings, experiential exercises, connections with women leaders and managers, and guest speakers who will provide us with insights about their own experiences.


Instructor(s): Judith Clair

Prerequisites: None

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MGMT 8117 Advanced Topics: Environmental Management Spring 2
Course Description


Schedule: Periodically

Instructor(s): William Stevenson

Prerequisites: None

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MGMT 8120 Leading Healthcare Organizations Fall 3
Course Description

This course introduces and examines the structure and function of the American healthcare system. Students will focus on key issues across the system by analyzing the organization, economics, and delivery of healthcare, as well as major stakeholders within the industry. By the end of the course students will: 1. Acquire a working knowledge of each of the major components that make up the American healthcare system, and the complex inter-relationships among them. 2. Practice a conceptual framework for understanding pertinent healthcare issues and their potential solutions moving forward.


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Prerequisites: None

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MGMT 8121 Leadership Workshop Fall 3
Course Description


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Prerequisites: None

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MGMT 8125 Leading High Performance Teams Fall 3
Course Description

Note: The course was formerly offered under the course number GSOM 8814 The course explores the dynamics of high performance teams and focuses on the vital role of teams and task forces in driving next-level business achievement. In a fast-paced world, the highest performing organizations increasingly rely on a team paradigm to innovate, to manage multi-disciplinary projects, and to accelerate change. By engaging with real-world teams operating in environments of complexity and pressure, the class examines the core physics which lead to great team productivity and performance. The course specifically considers how trust, talent, leadership, communication, planning, execution and other attributes contribute to the breadth, depth, and speed of team achievement.


Instructor(s): Scott McDermott

Prerequisites: None

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MGMT 8128 Strategic Human Resource Management Spring 3
Course Description

This course adopts a strategic perspective and examines current topics in human resources from the perspective of how HRM can help the firm compete more effectively. Topics include current challenges to HRM such as downsizing, managing the changing psychological contract between employee and employer, career systems for the 21st century, managing "knowledge" workers, managing cross-culturally, and the changing legal environment. Through these topics, the student will be exposed to the HRM function and the current issues challenging HRM practitioners.


Instructor(s): Katsouras

Prerequisites: MGMT7709. With permission of the Instructor. MGMT 7709 or MGMT 7712, or permission of instructor.

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MGMT 8136 Entrepreneurial Management Spring 3
Course Description

Entrepreneurial opportunities often exist when industries are created or transformed by new technologies, new business models or new product categories. The pursuit of these opportunities, however, creates challenges for both start-ups and established firms. This course introduces a research-based set of conceptual frameworks and tools that help students to identify, evaluate, launch, and grow innovative ventures that revolutionize markets. We will discuss cases set in a range of industry contexts including: folding bicycles, online Indian art auctions, aviation (air taxis), electronic publishing, fashion, digital imaging, education, and clean energy.


Instructor(s): Mary Tripsas

Prerequisites: None

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MGMT 8137 Strategic Deal-Making Spring 3
Course Description

This is a course with practical case studies and innovative experiential simulations that will empower you with specific ways to proactively shape discussions and business agreements by creating partnerships, alliances and business deals with the right parties, approached in the right order/sequence, dealing with the right issues/interests, by the right means under the right to reach more optimal outcomes.


Instructor(s): Patrick Davenport

Prerequisites: None

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MGMT 8140 Social Entrepreneurship Spring 3
Course Description

Creating and leading a sustainable social enterprise requires a strong customer orientation, the agility to adapt to external trends, a desire to build strategic partnerships, and a commitment to making measurable social impact. Students will evaluate both successful and struggling social enterprises, and look at many ways to innovate at different parts of the value chain, to balance mission and profits, to access alternative financing including social impact investors and crowdsourcing, and to design appropriate performance metrics. Students will develop pitches and write business plans for their own social enterprise ideas.


Instructor(s): Laura Foote

Prerequisites: None

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MGMT 8143 Technological Innovation and Disruption Spring 3
Course Description

To be competitive organizations need to drive innovation in their products and services. Organizations need to innovate rapidly and in some cases this involves reinventing the enterprise to compete in disruptive business environments. The course on Technological Innovation looks closely at the company value chain and where technology can be leveraged as a source of innovation. Company vision sets the context for the type of innovation necessary to achieve sustainable competitive growth. During the course we examine the process of building innovative capability across the company value chain, developing and implementing an innovation plan and creating the capacity for sustained innovation as a competitor or disruptor.


Instructor(s): John Macdonald

Prerequisites: None

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MGMT 8145 Managing in Adversity Spring 3
Course Description

Companies are always getting into some sort of trouble - a new product may fail, key employees may leave, the company may run afoul of government regulations. This course deals with much more severe crises, crises which may cause the demise of the company itself. Akamai had a founder killed by terrorists on 911 at the same time its stock price dropped 99% and its key customers stopped buying. Houghton Mifflin was trying to emerge from bankruptcy when their market suddenly turned. Gitman Brothers discovered fraud by its senior management and found all its banking accounts frozen. What does Management do when it has to make key decisions with inadequate information, scarce resources, and adversities it has zero experience in? That is the nature of this course. Students will be given a short case and have to decide what is the correct course of action and then defend it during class. Often the CEO him/herself will be in the class and will then explain what really happened and what lessons were learned. The lessons learned are those that deal with leadership and management in extreme situations.


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Prerequisites: None

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MGMT 8850 PhD Seminar in Organizational Behavior Fall 3
Course Description

Providing the theoretical underpinnings of individual and group behavior in organizations, the seminar includes topics such as perception, emotions, motivation, socialization, commitment, group dynamics, leadership, initiative and individual agency at work. Students read the classics of organizational behavior, trace the development of thought, and evaluate current research in each of these areas.


Instructor(s): Judith Clair

Prerequisites: None

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MGMT 8851 PhD Seminar in Organizational Theory Fall 3
Course Description

The seminar provides a foundation in traditional and emerging topics in theory at the organizational level of analysis. Several perspectives are explored such as Weberian bureaucracies, open systems theories, contingency theory in organization design, political economy, resource dependence and demography, institutional theories, population and community ecology, organizational culture, and interpretivist perspectives.


Instructor(s): Candace Jones

Prerequisites: None

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MGMT 8852 Perspectives on Individual and Organizational Change Fall 3
Course Description

This course introduces topics relating to individual and organizational change and development. Topics include approaches to career development, and organizational-level change issues, such as the early formation and development of organizations, planned change, organizational learning, organizational life cycles, organizational transformations, and organizational decline and death.


Instructor(s): Jean Bartunek

Prerequisites: None

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MGMT 8853 Organizational Change and Transformation Fall 3
Course Description

This course explores fundamental, qualitative changes that occur in organizations that influence their nature and effectiveness. Leading edge theories are introduced. Topics addressed include varieties of dialectic change processes, mergers and acquisitions, developmental changes in organizations' understandings of themselves and their missions, transformational leadership, restructuring to respond to a changing environment, and ethical change and transformation. In addition, the course considers the intellectual history or the idea of change.


Instructor(s): Richard Nielsen

Prerequisites: None

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MGMT 8855 Advanced Topics/Social Cognition Spring 3
Course Description


Instructor(s): John Glynn

Prerequisites: None

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MGMT 8858 Special Topics: Leadership Spring 3
Course Description

This PhD seminar explores theoretical and empirical approaches to leadership in organization studies with an emphasis on the connection between theories and empirics. The course examines leadership at the micro, meso, and macro levels by examining work that addresses leadership styles, attributes, and orientations; leadership-in-situ (situational, organizational, and contingent views of leadership); and leadership in broader contexts of history, culture, and time. The course emphasizes a social-psychological approach, looking at leadership in terms of the context in which it occurs rather than the individual leader. Students are required to complete a major paper on leadership for the course.


Schedule: Periodically

Instructor(s): Mary Ann Glynn

Prerequisites: None

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MGMT 8859 Ph.D. Seminar in Strategy Fall 3
Course Description


Instructor(s):

Prerequisites: None

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MGMT 8860 Phd Seminar:Advanced Micro Organizational Behavior Fall 3
Course Description


Instructor(s): Michael Pratt

Prerequisites: None

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MGMT 8870 Qualitative Research Methods Fall 3
Course Description

The purpose of this course is to help you better understand qualitative research methods so as to enable you to be a better researcher and reviewer of work that employs these types of methodologies. Given the variety of methods that fall under the rubric of “qualitative methods,” some classes will discuss general issues or skills (e.g., gaining access, interviewing, observing) that are applicable to several different methodological approaches, while others will focus more specifically on a particular approach (e.g., ethnography, case studies, grounded theory). Skill development is essential to the course, and there will be opportunities to practice specific methodological techniques and to critique exemplary qualitative research.


Instructor(s): Michael Pratt

Prerequisites: None

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Comments: Open to current PhD students only (not available for MBA students).

MGMT 8871 Quantitative Research Methods Fall 3
Course Description

This course deals with quantitative measurement and interpretation of phenomena in organization studies. Topics include theory construction; the development of causal models; the problems of the reliability and validity of measures, survey research, questionnaire design, sampling design, interviewing techniques, data collection, coding, and database design; experimental and quasi-experimental design; and meta-analysis.


Instructor(s): William Stevenson

Prerequisites: None

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MGMT 8872 Research Seminar I Spring 3
Course Description

Students participate with department faculty as colleagues in a weekly seminar on contemporary developments in organization studies. Objectives are to enhance expertise in theory building, scholarly writing, and other professional competencies, to foster completion of the second year paper, to improve research and presentation skills through public discussion, and to enhance the organization studies community.


Instructor(s): Jean Bartunek

Prerequisites: None

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MGMT 8873 Research Seminar II Spring 3
Course Description

Students participate with department faculty as colleagues in a weekly seminar on contemporary developments in organization studies. Objectives are to enhance expertise in theory building, scholarly writing, and other professional competencies, to foster initial progress on the dissertation, to improve research and presentation skills through public discussion, and to enhance the organization studies community.


Instructor(s): Jean Bartunek

Prerequisites: None

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MGMT 8877 Research in the Community Fall 1
Course Description

The purposes of this seminar are to introduce first year students to the variety of research occurring in the Management and Organization Department and to involve them in the scholarly activities of the department. Members of the Organization Studies faculty will provide overviews of their research, students will attend research presentations that comprise the MO Research Series, and students will complete a reflection paper about their own research identity.


Instructor(s): Michael Pratt

Prerequisites: None

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MGMT 8881 Teaching Seminar Spring 3
Course Description

Designed to accompany a doctoral student's first teaching experience, this course addresses issues associated with teaching in a university. The course traces typical course progression and identifies the issues faculty encounter during various phases of a course. The course combines readings, discussion, and practice. Peer observations and critique through videotaping are integral parts of the course.


Instructor(s): Judith Gordon

Prerequisites: None

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Comments: Primarily intended for doctoral students in the Organization Studies Department.

MGMT 8897 Independent Study Fall/Spring 3
Course Description

Extensive reading in a selected area under the direction of a faculty member. Student presents written critiques of the readings, as well as comparisons between readings.


Instructor(s): The Department

Prerequisites: Permission of a faculty member.

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MGMT 8898 Pre-Dissertation Project Fall/Spring 3
Course Description

Investigation of a topic under the direction of a faculty member. Student develops a paper with publication potential.


Instructor(s): Michael Pratt

Prerequisites: Permission of a faculty member.

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MGMT 8899 Dissertation Project Fall/Spring 3
Course Description

Investigation of a topic under the direction of a faculty member. Student develops a paper with publication potential.


Instructor(s): Michael Pratt

Prerequisites: Permission of a faculty member.

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MGMT 9911 Doctoral Continuation Fall/Spring 1
Course Description


Instructor(s): Michael Pratt

Prerequisites: None

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