Introduction to Management
MET MG 301
Management of an enterprise from the perspective of the chief executive officer. Covers the functions of organizing for successful management. Survey of theories and techniques. Examination of case studies. 4 cr.
MET MG 310
Organization and techniques for effective verbal and written communication in the business environment. Emphasis on developing communication skills through practical written and oral assignments. 4 cr.
Entrepreneurial Management: Starting, Innovating, and Managing Small-, Medium-, and Large-Sized Ventures
MET MG 410
Covers the four key elements of successful entrepreneurial management: choosing a business, organizing, financing, and marketing. Includes preparing a business plan, becoming an entrepreneur, raising venture capital, selling, negotiating, and building an effective organization. Topics given special consideration are the practice of innovation, the art of leadership, and how to relate talents to succeeding in innovative venture and technology management. 4 cr.
MET MG 415
Examination of project management concepts, including organizational forms, planning and control techniques, and the role of the project manager. Develops the skills vital to effective management of multidisciplinary tasks through lectures, case studies, and business simulations. 4 cr.
MET MG 431
Organization of the marketing function in international business. How government policies and practices affect marketing. Comparative marketing strategies for doing business abroad. Examination of case studies. 4 cr.
MET MG 435
The structure and operating procedures of advertising agencies and corporate advertising departments in relation to marketing. Active student participation in learning how advertising strategies and concepts are developed and executed. Includes readings, development of advertising strategies, screenings, and analysis of contemporary advertising. 4 cr.
Electronic Commerce, Systems, and Web Design
MET MG 448
First course in a two course sequence. Combines (1) the practical aspect of web design through the use of application software such as Dreamweaver to construct a commercial website with (2) a general overview of the marketing, supporting services, systems, security, and business strategy issues facing commercial enterprises. 4 cr.
International Business Management
MET MG 520
Environmental, economic, political, and social constraints on doing business abroad. Examines the effects of overseas business investments on domestic and foreign economics; foreign market analysis and operational strategy of a firm; and development potential of international operations. 4 cr.
MET MG 530
Policy problems of business organizations. Integrates the areas of marketing, finance, accounting, economics, and personnel into a managerial concept of business decision-making. 4 cr.
The Innovation Process: Developing New Products and Services
MET MG 541
Addresses the specifics of new product and service development as well as the aspects of internal innovation and the use of technology that increase performance in small, medium, and large firms. Topics include generating and screening initial ideas; assessing user needs and interests; forecasting results; launching and/or improving products/services; and bringing innovation to commercial reality. 4 cr.
Business Communication for International Students
MET AD 501
Techniques for effective written and verbal communications. This course is a special offering for students whose first language is not English. Departmental approval required for non-MSAS students. Prerequisite course: credits can not be used toward the MSAS degree. 4 cr.
Mathematics for Management
MET AD 510
An overview of fundamental mathematical concepts, with emphasis on the solution of word problems. Topics covered include quadratic equations, signed numbers, polynomials, graphs, roots and radicals, and basic concepts of differential and integral calculus. Prerequisite course which may not be used toward graduate credit. 2 cr.
MET AD 642
Examines concepts and applied techniques for cost-effective management of both long-term development programs and smaller short-term projects. Special focus on planning, controlling, and coordinating efforts of multiple individuals and/or working groups. 4 cr.
Project Communications Management
MET AD 643
Prereq: MET AD642. To succeed in project management, you must be a strong leader and an effective communicator. This course examines the current philosophies of leadership as applied to project management and identifies various styles of communication and conflict resolution. Through case studies and various exercises, you will develop enhanced leadership, communication, conflict management, and negotiation skills. 4 cr.
Project Risk and Cost Management
MET AD 644
Introduces the art and science of project risk as well as continuity management and cost management. Managing the risk of a project as it relates to a three-part systematic process of identifying, analyzing, and responding is examined through actual case studies. Students learn how to manage the components of a project to assure it can be completed through both general and severe business disruptions on local, national, and international levels. Students learn the process of cost management, early cost estimation, detailed cost estimation, and cost control using the earned value method. Students study in-depth the issues of project procurement management and the different types of contracts for various scope scenarios. 4 cr.
MET AD 648
Provides a detailed examination of how businesses can successfully use Internet and Web technology. Students are introduced to the concepts and issues of electronic commerce. Topics include comparison of e-commerce procedures, payment mechanisms, applications in different industry sectors, security, the challenges of starting and maintaining an electronic business site, as well as a comparison with traditional business practices. 4 cr.
International Business, Economics & Cultures
MET AD 655
Considers macroeconomic factors of relevance to the firm: aggregate economic activity, cyclical movements, and fiscal and monetary policies. Reviews the problems of decision-making related to demand, production, costs, market structure, and price. Provides an analysis of the interplay between governments, economic systems, labor, and multinational corporations (MNCs). Topics include the basis for the existence, organization, and growth of MNCs; a comparison of major economic and government systems; and the impact on the firm's business transactions and trade due to taxation, regulation, legal environment, and labor influences. Investigates the relationship between the interaction of national culture and development. Topics range from developing nations' rain forest and species management to pollution generated by developed nations. Culture, policy, and development are also discussed in relation to the impact of the business interactions (agriculture, fishing, technology transfer, etc.) among developing and developed nations. 4 cr.
Innovation, Global Competitiveness, and National Economic Development
MET AD 667
Examines various approaches to developing high-tech innovation-based economies as a route to self-sufficiency and growth. Factors studied include both structural reforms in the political, legal, and economic areas, and government-sponsored initiatives in higher education, basic research, private venture capital, grants to support new product development by promising ventures, and the creation of science and technology parks and incubators. Students independently research, write, and present studies of the strategies of various countries. Augmented by case studies, readings, and guest speakers on strategies being employed in such countries as Taiwan, Thailand, and Brazil. 4 cr.
Quantitative and Qualitative Decision-Making
MET AD 715
Explores decision-making and policy formulation in organizations. Includes goal setting and the planning process, rational models of decision-making, evaluation of alternatives, prediction of outcomes, cost-benefit analysis, decision trees, uncertainty and risk assessment, and procedures for evaluation of outcomes. 4 cr.
Negotiations and Organizational Conflict Resolution
MET AD 725
Communication skills course designed to better understand the nature of conflict and its resolution through persuasion, collaboration, and negotiation. Students learn theories of interpersonal and organizational conflict and their resolution as applied to personal, corporate, historical, and political contexts. Students assess their own styles, skills, and values, and develop techniques to better resolve disputes, achieve objectives, and exert influence. 4 cr.
Leadership in Management
MET AD 733
A comprehensive overview of leadership skills and abilities through an examination of traditional and contemporary models of leadership. Students examine personal attitudes and perceptions as they relate to their leadership abilities and explore such areas as team building, motivation, and reward. Includes a weekend at Nature's Classroom at Sargent Center in New Hampshire from June 5-7. The program fee includes room and board for this weekend of experiential learning. 4 cr.
The Innovation Process: Developing New Products and Services
MET AD 741
Studies the global challenge of innovation and the impact of marketing and management issues on the development of new products and services and their introduction. Concepts for creating added value are applied to a range of innovations, radical and incremental, technological and procedural, and in different settings such as start-up companies and large corporations. 4 cr.
MET AD 745
Reviews the process whereby organizations establish and pursue goals within internal and external constraints, resources, and opportunities. Topics include strategy and tactics; the process of strategic choice and adjustment; resource assessment; environmental and competitor analysis; stakeholders and values; and strategy implementation, control, and valuation. 4 cr.
Business Law and Regulation in a Global Environment
MET AD 746
Examines legal issues that affect high-technology firms. Topics include copyright, reverse engineering, trade secrets, patents, international legal differences, the Uniform Commercial Code, and product liability. Cases drawn from high-tech industries are used to emphasize current and future developments. 4 cr.
International Business Simulation
MET AD 773
Through the use of an international business simulation, students develop the ability to manage in the shifting international environment by integrating finance, strategy, and marketing skills to expand their company globally. By selling, exporting, or manufacturing in up to fourteen countries the simulation is intended to provide the student with a "real life" approach to international expansion, environmental stability, inflation and currency issues, financial operations, as well as international sales and manufacturing issues. The objective of the course is to offer an overview of the factors affecting global business operations in a stimulating learning environment that is enjoyable and challenging. Intensive course. 4 cr.
MET AD 855
Strategy concerns the long-term direction, scope, and performance of an organization within its specific context. Strategic planning and implementation require actions, performance goals, and resource applications to be aligned with the efforts of other functions and departments, and with the major strategic orientation of the firm. Develops critical understandings and insights about strategy and strategic management at the business unit level to ensure that competitive advantage is developed and sustained. 4 cr.
MET AD 857
eLive offering. Strategic and operational marketing issues arising in the firm's operations. Topics include market screening, decisions, entry strategies, product/service development, as well as designing the marketing plan and its implementation. 4 cr.
Introduction to Business
SMG SM 101
A broad introduction to the nature and activities of business enterprises within the United States' economic and political framework. Course content introduces economic systems, essential elements of business organization, production, human resource management, marketing, finance, and risk management. Key objectives of the course are development of business vocabulary and a fundamental understanding of how businesses make money. This course is intended for non-business majors. It may not be taken by SMG students for credit nor can it be used by Boston University students toward the Business Administration minor. Non-SMG students may register for this course directly via the Student Link. 4 cr.
International Management Environment
SMG IM 345
Prereq: (CAS EC 101 & CAS EC 102). Junior standing. Required for International Management concentrators. Studies international economic theories and explores the intersection between theory and practice. Determinants of international trade and payments: international trade theory and policy and balance-of-payments accounting. Explores the implications of trade-promoting and trade-inhibiting institutions and practices: WTO, NAFTA, European Union, etc. Introduces cultural, political, and demographic issues for international managers. 4 cr.
Introduction to Information Systems
SMG IS 223
Prereq: (SMG FE 101). Sophomore standing. Provides students with an understanding of the important role that information and information technology play in supporting the effective operation and management of business. Elaborates on the themes of "place to space" and the implications for business of the digital enterprise. Focuses on learning IS concepts in the context of application to real business problems. 4 cr.
Innovating with Information Technology
SMG IS 479
Prereq: (SMG IS 223 or SMG IS 323). Junior standing. Surveys the organizational implementation, uses, and impacts of advanced information technology including decision support systems, management support systems, and expert systems. Includes a group project to design and develop a decision support system. 4 cr.
Introduction to Law
SMG LA 245
Prereq: (SMG SM 131) or sophomore standing. Sophomore requirement. Provides a broad overview of the American judicial system and fundamental legal issues. Examines dispute resolution, torts, contracts, criminal law, business organizations, employment law, intellectual property, and international law. The goal is to understand not only the basic rules of law but also the underlying social policies and ethical dilemmas. 4 cr.
The Dynamics of Leading Organizations
SMG OB 221
Prereq: (SMG SM 121/122 or SMG SM 131 or SMG SM 299). Sophomore standing. An experiential learning-based course that studies what people think, feel, and do in organizational settings, focusing on individual, interpersonal, group, and organizational processes. The primary objective is to help students understand and manage organizational dynamics as effectively as possible. This is done through analysis of readings; reflecting on hands-on real-time experiences in organizations and in teamwork; practice opportunities in class sessions, creative applications, and team exercises; and papers written by students and teams. The readings, discussions, and lectures provide students with abstract knowledge about organizational behavior processes and structures; the session-long "OB Team" experiences, working together as an intact team to address real-world problems, provide skill- building opportunities to help manage one's own and others' behavior in teams and organizations in the future. Major topics include personality, motivation, team dynamics, leadership, and organizational change. 4 cr.
Strategy and Policy
SMG SI 422
Prereq: (SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323). Senior requirement. Provides students with a powerful set of tools that prepare them to analyze, formulate, and implement business unit and corporate-level strategy with the aim of attaining sustainable competitive advantage. SI 422 adopts the perspective of the general manager, challenging student knowledge in each functional area in the effort to create integrative strategies that serve the needs of shareholders as well as other stakeholders inside and outside the company. The course includes conceptual readings, which elucidate the fundamental concepts and frameworks of strategic management, as well as case analyses, which enable students to apply their knowledge to real-world situations and managerial decisions. The course culminates with a final project, which requires student teams to perform a complete strategic analysis on a public company, considering its industry environment and dynamics, its strategic positioning and internal resources, and proposing a course of action for the firm to respond to its strategic challenges. 4 cr.
Business, Society, and Ethics
SMG SM 131
Required of all SMG freshmen. Explores the ethical problems facing global management. Through identification and discussion of the substantive disciplines relevant to business, students uncover a complicated analysis necessary to make appropriate decisions, and highlight their interdependencies. Stresses written and oral communication skills and logical reasoning as an ingredient for sound analysis and rational business planning. Emphasizes teamwork because at the heart of modern management is the need to collaborate with others and to organize, motivate, and monitor teams of diverse people to accomplish shared goals. 4 cr.
Creating Value in the Global Economy
SMG SM 151
Prereq: (SMG SM 131). SMG students only. Required of all SMG freshmen. Designed to provide deep immersion into the forces shaping the new global economy while providing students with a platform from which to practice the critical business skills of writing, oral presentation, and persuasion. Using the World Economic Forum as a backdrop, students engage in independent inquiry, writing, and debate focused on the digital technology, social enterprise and sustainability, and health and life sciences sectors of the new economy. Through in-class discussion, lecture, and small group work students become familiar with the concepts of value creation and stakeholder theory and develop integrative, critical thinking, and persuasion skills. 2 cr.
Career Management Seminar II
SMG SM 208
Prereq: (SMG SM 108). Coreq: (SMG OB 221). Builds upon SM 108 to provide students with fundamental tools to assist them with individual career management. It is the second course in the Questrom School of Business four-year career management curriculum. Importantly, as sophomores, students begin to chart their career path, work with the Feld Career Center (FCC), practice interviewing, develop a search strategy, and continue to build their personal "brand." 1 cr.
Career Management Seminar II (Intensive)
SMG SM 209
Coreq: (SMG OB 221). This seminar is intended for students who are taking OB 221 and have not completed SM 108. Combines the content of SM 108 and SM 208. Provides an overview of individual career management. Equips students with the necessary knowledge, tools, and skills needed to build a foundation of career management capabilities. Students begin to chart their career path, work with the Feld Career Center (FCC), practice interviewing, develop a search strategy, and continue to build their personal "brand." 2 cr.
Probabilistic and Statistical Decision Making for Management
SMG SM 221
Prereq: (SMG SM 121/122 or SMG SM 131 or SMG SM 299) and (CAS MA 121 or CAS MA 123 previous or concurrent). Sophomore standing. Sophomore requirement. Exposes students to the fundamentals of probability, decision analysis, and statistics, and their applications to business. Topics include probability, decision analysis, distributions, sampling, estimation, hypothesis testing, and chi-square. Please note that students may not receive credit for both SMG SM 221 and CAS EC 203. 4 cr.
Modeling Business Decisions and Market Outcomes
SMG SM 222
Prereq: (CAS EC 101 & SMG SM 221) and sophomore standing. Sophomore requirement. Examines the use of economic and statistical tools for making business decisions. Topics include optimization (including linear programming), multiple regression, demand modeling, cost modeling, industry analysis (including models of perfect competition, monopoly, and oligopoly), and game theory. The course emphasizes modeling with spreadsheets. 4 cr.
GSM ES 700
A presenter's delivery skills impact the audience's image of the presenter and the clarity of the message being communicated. A combination of lecture, discussion, and hands-on practice and simulation, this course is designed to help you exercise leadership through verbal communication. 1 cr.
Executive Written Communication
GSM ES 701
This course is a combination of lecture, discussion, and hands-on practice. It's designed to help you exercise leadership through writing and understand how strategies of written communication are an essential aspect of effective management, working relationships in the network era, and overall business strategy. 1 cr.
IT Strategies for a Networked Economy
GSM IS 711
Grad Prereq: OB712/713, AC710/711, QM716/717. This case-based course demonstrates the role that information technology plays in shaping business strategy and business models. It provides an overview of the key technologies that are important in today's business environment and introduces organization and management concepts relating to the information technology function. The course also illustrates the relationships between organizational performance and the ability to leverage knowledge assets. 4 cr.
Managing Organizational Change
GSM OB 844
Grad Prereq: OB712/713. Change is crucial for the success and survival of organizations. Managing change is central to the role of senior leaders, middle managers, and frontline supervisors alike; each needs to understand the change process and develop the skills necessary to engage that process effectively. This course focuses on both the knowledge and the set of skills that enable change to be effectively managed across various organizations and industries. Students will learn how to be effective agents of change, in the context of different types of roles--tops, middles and bottoms--and organizations. We will explore the nature of both proactive and reactive change, examining the conditions under which such change is successful and the skills necessary to ensure that success. Students will also have the opportunity to learn about themselves as change agents, in the context of considering their own tendencies, skills, and capabilities amidst proactive and reactive change. The course is particularly appropriate for students who wish to develop their leadership and consultation capabilities. 3 cr.
GSM OB 853
Grad Prereq: OB712/713. 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. 3 cr.
Creating Value Through Operations and Technology
GSM OM 726
Grad Prereq: OB712/713, AC710/711, QM716/717 (Recommended: MK723/724, FE721/722). 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. 4 cr.
GSM OM 855
Projects are increasingly the way that work gets done in companies of all types and sizes. In this course, you will learn the strategic dimensions of project management, including critical aspects of project selection, definition, planning, execution, and monitoring. Concepts and approaches for dealing with complexity, uncertainty, vague mandates, temporary staff, partners, stakeholders, dynamic risk, and time-critical deadlines are emphasized. Cases and readings cover a wide range of industry and organizational contexts. This course requires that students apply these topics and considerations to a real project of their choice either by analysis of publicly available information or direct field study. Many MBAs are tested on the job through tough assignments in project settings. Your performance there is highly visible. Doing especially well can accelerate your subsequent career opportunities. 3 cr.
Operations Management in the Service Sector
GSM OM 861
Prereq: (GSM OM 725 or GSM OM 726). This course provides you with an introduction to some of the special problems in designing and managing the operations which produce and deliver services. We explore how three key characteristics of services shape important differences between service operations and manufactured-goods operations: service intangibility, perishability of the service good, and the presence and frequent participation of customers in the service production and delivery operation. The course explores strategic and tactical implications of these characteristics through four modules: (1) managing customer presence while the service is being produced and delivered; (2) complexity and customization as key operations requirements in professional service operations; (3) life-cycle and operations features development in multi-site service operations; and (4) performance improvement programs for operations that produce services versus tangible products. 3 cr.
Introduction to Business Law
GSM PL 700
This course will survey contemporary issues in selected areas of law and ethics. We will introduce pivotal areas of law, so that students begin to anticipate legal problems, analyze how to avoid them, and realize how legal principles can be employed to add value in their chosen fields. The subjects are torts, contracts, employment law, securities regulation and corporate governance. We expect that this overview of a few disciplines will encourage students to explore other legal topics relevant to their business interests. We will also offer an analytic structure that enables students to identify ethical issues in business, analyze options and make choices consistent with their own values. 2 cr.
Emerging Issues in Business and Law
GSM PL 861
Introduces graduate business students to fundamentals of legal analysis by focusing on timely legal problems of particular interest to business. Students develop familiarity with substantive legal principles and leave the course with the ability to recognize legal issues, discuss them intelligently, and understand why the lawyers seem incapable of giving a simple answer. The course uses lectures to provide a common foundation of knowledge. It is primarily discussion based, using a question and answer format to engage students in the process of legal analysis. 3 cr.
Data Analysis for Managerial Decision-Making
GSM QM 717
Grad Prereq: OB712/713. The overall goal of this course is to improve student ability to learn from data, specifically to 1) assess the validity of conclusions that have been drawn from statistical analyses; 2) recognize the extent to which variation characterizes products and processes, and understand the implications of variation on organizational decisions when interpreting data; and 3) portray, summarize and analyze data to support operational and strategic decisions associated with the core business models. Students will increase their understanding of the use of probabilities to reflect uncertainty; how to interpret data in light of uncertainty to assess risk; and how to build and interpret regression models, which can be used to inform core business and organizational decisions. 4 cr.
Business Analytics: Spreadsheet Optimization and Simulation
GSM QM 880
Grad Prereq: QM716/717. The modeling process illustrated throughout the course will significantly improve students' abilities to structure complex problems and derive insights about the value of alternatives. You will develop the skills to formulate and analyze a wide range of models that can aid in managerial decision-making in the functional areas of business. These areas include finance (capital budgeting, cash planning, portfolio optimization, valuing options, hedging investments), marketing (pricing, sales force allocation, planning advertising budgets) and operations (production planning, workforce scheduling, facility location, project management). The course will be taught almost entirely by example, using problems from the main functional areas of business. This course is not for people who want a general introduction to or review of Excel. This course is for students who are already comfortable using Excel and would like to use it to create optimization and simulation models. 3 cr.
Competition, Innovation, and Strategy
GSM SI 751
Grad Prereq: OB712/713, AC710/711, MK723/724, OM725/726. *"Competition, Innovation, and Strategy" is an integrative course designed to capitalize on your understanding of Finance, Operations Management, Marketing, and other functional issues. The course draws on a number of academic disciplines, especially economics, organization theory, and sociology, to build a fundamental understanding of how and why some firms achieve and sustain superior performance. We also study why some firms persistently generate returns that are lower than average. The course is analytically focused and requires that you evaluate both the external environment and the internal capabilities of organizations. Corporate diversification and global management are important topics that are also featured. 4 cr.
Design and Innovation Strategy
GSM SI 839
This class will examine how managers and leaders can create the conditions for innovation at the individual, team and organizational levels and how those conditions differ for startup and mature organizations. Managing innovation includes the generation of ideas; the integration of ideas into new product concepts; and the commercialization of ideas. While core strategy courses address the questions of what innovations to pursue and whether and when those innovations will bring value, this course addresses the question of how managers can create organizations to deliver innovations of value. Thus, the course will focus on the practices and processes that mangers need to put in place to enable organizations to execute on an innovation strategy. In doing so, students will evaluate how to balance the challenges of organizing, managing and leading innovation with the need to produce concrete, routine and expected outcomes within the organization. To be innovative, any new idea must resolve the innovation paradox introducing enough novelty to appeal to new markets while retaining enough familiarity to tap into existing behaviors. Because design and innovation are frequently inseparable in managing this paradox, the class will assess how design contributes to innovation in product, process and business models across industry sectors. The course will also consider the role that all sources of innovation play including communities, networks, brokers and other forms of open innovation. Students will be asked to reflect upon innovations that have been critical to their lives, and how these innovations were produced and gained market traction. Final group projects will explore how to rescue innovations in trouble with turnaround teams. 3 cr.
GSM SI 849
*Global Sustainability explores the underpinnings of today's global sustainability challenges and how entrepreneurial thinking can be applied to government, NGOs, multinational corporations, small start-ups and the capital markets to address these challenges. Though lecture, case discussion, computer simulation and a unique guest speaker program, students will gain deeper understanding of both root cause, the interconnected and interdependencies across sectors such as energy, the environment and the global food and water supplies along with entrepreneurial thinking, methods, models and practices being employed by innovative individuals and organizations at the forefront in the search for solutions. 3 cr.
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- Actuarial Science
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