Courses

  • QST OB 840: Management Consulting Field Project
    The purpose of this course is to provide students with an in-depth understanding of the management consulting process and its practical application. Students will explore dimensions of the consulting framework, engagements, work methodology, client relationship management, value creation, developing and delivering presentations and client follow-up. This course requires a series of interim deliverables contributing toward the final deliverable. This course is primarily a field-based course supported by lectures, readings, guest speakers and case discussions. The course simulates a small consulting firm where you are the consultant. By working on a consulting assignment with team members as well as using your classmates as resources for your project you are gaining the "real world" experience of working in a small consulting firm. This class is designed and best suited for second year students who have 3-5 years work experience in the public, private or nonprofit sectors. Management consulting experience is not required though it is helpful.
  • QST OB 841: Fundamentals of Nonprofit Management
    Graduate Prerequisites: AC710/711/712
    The purpose of this course is to teach students about the distinctive challenges of managing high-performing organizations in the nonprofit sector. The course will cover a broad range of topics and it is intended to be a gateway course to the sector and to potential electives and pathways of future learning. The two major projects in the semester (one is individual, one in a team) offer students the chance to choose an area of interest to explore in depth. Other assignments challenge students to identify and analyze key indicators of nonprofit performance and to communicate effectively about those issues to selected stakeholders. A strong grounding in nonprofit accounting and financial management is extremely valuable and so we devote considerable attention to those topics. The course also addresses nonprofit marketing, evaluation, fundraising and revenue generation, growth strategy, impact investing, and the confluence of charity and commerce. The course is oriented to practice and will engage experts in the field.
  • QST OB 844: Managing Organizational Change
    Graduate Prerequisites: OB712/713/715
    In this course, we will explore the theory and practice of creating organizational change, with an emphasis on how "insiders" can create desired organizational change. By the end of the course, students should be more capable facilitators of change; sensitive to the nuances of change and more knowledgeable and wise about its enactment. To enable this, we will examine how people recognize challenges in situations and possibilities for change, and adopt an experimental and deliberative attitude to try and solve them. When successful, such collective initiatives encourage meaningful contribution of stakeholders, foster human development and achieve organizational outcomes. The course sessions will be highly experiential. We will confront situations of change via simulations, exercises, personal projects, and team-based organizational projects. We will connect these experiences of change with theories of change to generate a richer understanding of the mechanisms of change at our disposal, and the integrative/disintegrative conditions that shape change trajectories. This course is particularly relevant for those wishing to develop their leadership and consultation capabilities.
  • QST OB 848: The Leadership Challenge
    Graduate Prerequisites: OB712/713/715
    This course examines the essence of leadership; its relationship to managing; and the behaviors, attitudes and perspectives that distinguish leaders. Leadership is considered in a variety of ways: leadership in crises, at the top, in the middle, and in groups. Case studies, students' past experiences, instruments, and other learning activities provide opportunities for students to assess and develop their leadership talents.
  • QST OB 853: Negotiations
    Graduate Prerequisites: OB712/713/715
    This course uses the theory and research on effective negotiating strategies to build students' understanding of, and skills for, managing differences and negotiation situations. The course considers, among other topics, the issues of negotiating across functions, between levels, across national and cultural differences, over race and gender differences, and between organizations. Students examine: 1) problems of influence and self-defense in highly competitive "hardball" negotiations; and 2) the art of using differences for creative problem-solving and "mutual gain" outcomes. The emphasis is on developing practical skills for effective negotiations that can be applied to concrete situations. Students should be prepared to learn from their own experiences and practice in this course.
  • QST OB 898: Directed Study: Organizational Behavior
    Graduate Prerequisites: Consent of instructor and the department chairman
    Graduate-level directed study in Organizational Behavior. 1, 2, or 3 cr. Application available on the Graduate Program Office website.
  • QST OB 919: Seminar in Macro-Organizational Behavior
    This course examines theory and research about organization design, relations between organizations and environments, and inter-organizational relations. The emphasis is on the behavior of organizations as systems themselves and on their relations with the larger context in which they are embedded. The course examines topics such as: organizations as open systems, as institutions, as elements in ecological systems and other perspectives on large scale organization theory and dynamics. The course is a basic survey of theory and research on macro-organizational theory.
  • QST OB 923: Field Studies Seminar
    This doctoral seminar is designed to introduce students to the process of qualitative research and provide them an opportunity to enrich their understanding and cultivate skills required for collecting, analyzing, theorizing and writing up qualitative data. By the end of the course, they should be more sensitive and skilled researchers, better readers, and/or more informed gate keepers of qualitative research. They should also be better, e.g. less fearful and more knowledgeable, writers of research. To enable this, we will focus on core practices of observation and listening, discovery and validation, theorizing, and writing and re-writing as applied in the context of qualitative research projects. We will combine practical, hands-on experiences (e.g., conducting an interview, analyzing a piece of text, writing our way to clarity) with readings about research methodology and examination of articles using qualitative research. The course assignments primarily involve the practical application of a qualitative method or approach as informed by the practice, readings, class discussion and students' deliberation and integration of the various materials.
  • QST OB 998: Directed Study: Organizational Behavior
    Graduate Prerequisites: Consent of instructor and the department chairman
    PhD-level directed study in Organizational Behavior. 1, 2, or 3 cr. Application available on the Graduate Program Office website.
  • QST OM 323: Operations Management
    Undergraduate Prerequisites: QST AC222, IS223, OB221, QM222, and ES275 or SM151
    Component of QST SM 323, The Cross Functional Core. Focuses on the elements of operations management that are of particular importance in the context of new product development. These include: product and process design, process analysis, supply chain configuration, inventory management, and capacity and production planning. A semester-long business plan explores the interaction between operations management and marketing, information systems, and finance decisions.
  • QST OM 440: Operations Strategy
    Undergraduate Prerequisites: QST QM323
    Explores the ability of an organization's operations to satisfy its strategic requirements by investigating the influence of decisions made about the structure capacities, facilities, technology, and vertical integration and infrastructure workforces, quality, production planning and control, and organization of an organization's operations and its capabilities. These decisions are considered in the context of different types of performance improvement plans organizations use: quality management, lean, reengineering, supply chain management, strategic alliances, and performance management. 4 cr.
  • QST OM 441: Operations Analysis
    Undergraduate Prerequisites: QST QM323
    Presents tools and modeling frameworks that are relevant to solving today's supply chain problems. The class is a mixture of case discussions, lectures, games, and outside speakers. Case discussions cover subjects including designing new-product supply chains, optimizing inventory levels, quick response, and capacity management. Lectures provide the theoretical foundation for the course; the major subjects are inventory theory and forecasting. Although the course is not overly focused on mathematics, enough detail will be provided so that students can apply the material in practice. Games including the distribution game, the OPT game, and the Beer Game reinforce the concepts in a constructive way. Finally, outside speakers present real-world examples of how supply chain models are being developed in practice. This course is designed for students that will be working in consulting or supply chain management after graduation. For students majoring in areas like Finance or Marketing, it is a solid exposure to an area that is integral to any product-focused company. 4 cr.
  • QST OM 447: Operations Management in Service Sector
    Undergraduate Prerequisites: QST QM323
    Introduces students to the special challenges of designing and managing service operations. The course focusses on the problems and opportunities presented by the presence of the customer in the operation which creates and delivers the service; on professional service operations; and on systematic ways to improve performance in service operations. Students carry out a small project developing a new service and the operation which will deliver it. The course demonstrates that a service manager must combine operations, marketing, and human resource skills into an integrated service system general manager approach. The course incorporates the following topics: service strategy, service system design, service quality, professional service operations, improvement programs in services, and multisite service operations.
  • QST OM 453: Project Management
    Undergraduate Prerequisites: QST QM323
    Focuses on project management from two perspectives. First, the course explores management of projects on a day-to-day basis at the functional, operational level, dealing with the management of tasks, resources, risks and timelines within an individual project. The course also covers project management on a more strategic level, program management, which identifies linkages between and among a portfolio of projects at the business unit or firm level. The course covers the tools, techniques, roles, and responsibilities that are critical in managing programs effectively and managing projects to completion.
  • QST OM 465: Improving Quality: Six Sigma Certification
    Undergraduate Prerequisites: QST QM323
    Six Sigma quality programs help companies deliver near-perfect products and services. People trained as Six Sigma experts are highly sought after on the job market. This course makes students proficient in Lean and Six Sigma including its underlying philosophies, tools (for example, statistical process control), and implementation. This course certifies students as Six Sigma Green Belts and is also designed to prepare students so that when they complete one or more quality improvement projects in a post-BU career, they will be ready to test for a Black Belt.
  • QST OM 467: Global Supply Management
    Undergraduate Prerequisites: QST QM323
    Develops an understanding of the nature of international problems associated with the supply, distribution, and sourcing of products. Issues such as the operational support of market development in foreign countries, international sourcing, country analysis, and the management of supply and distribution activities are covered. A team project is required. 4 cr.
  • QST OM 498: Directed Study in Operations and Technology Management
    Directed study in Operations and Technology Management. 2 or 4 cr. Application available on Undergraduate Program website.
  • QST OM 710: Topics in Operations Management
    This MBA condensed core course focuses on topics of use to managers in any environment: process analysis, process improvement, supply chain management, and strategic operations decision-making. The course emphasizes the importance of effectiveness and efficiency and evaluates the potential trade-offs between them.
  • QST OM 725: Creating Value Through Operations and Technology
    This MBA core course is case-oriented and focuses on topics of use to managers in any environment: process analysis, process improvement, supply chain management, and strategic operations decision-making. The course emphasizes the importance of effectiveness and efficiency and evaluates the potential trade-offs between them.
  • QST OM 726: Creating Value Through Operations and Technology
    Graduate Prerequisites: OB712/713/715, AC710/711/712, QM711/716/717 (Recommended: MK713/723/724, FE717/721/722)
    This MBA core course is case-oriented and focuses on topics of use to managers in any environment: process analysis, process improvement, supply chain management, and strategic operations decision-making. The course emphasizes the importance of effectiveness and efficiency and evaluates the potential trade-offs between them. 3 cr.