Courses

• SMG SI 445: Small Business Management
  Designed to help students understand the intricacies of running a small company. The course addresses the major problem areas in smaller companies, including valuation, negotiation, deal structure, personnel and compensation, and marketing and financing. Exposes students to a wide range of business activities, emphasizing significant differences between large and small enterprises. The course uses a competitive computer simulation to provide students with the opportunity to "run" their own business. 4 cr.
• SMG SI 451: Organizing for Design and Innovation
  This course examines 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 those ideas into new product concepts; and the commercialization of those 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 sustainable innovations of value. 4 credits. (Spring 2011 pilot course)
• SMG SI 453: Strategies for Environmental Sustainability
  Can firms increase both environmental performance and profitability? Sometimes, but not always. In this course, we will consider how and when firms can respond to growing demands improved environmental performance and disclosure (from customers, NGO, activists, and regulators) in a way that also improves the long term financial performance of the firm. Through case studies and current news articles across a variety of contexts (consumer products, food services, energy service companies, and renewable energy), mini-lectures, and a team project working with the BU Sustainability Office, this course provides exposure to many topics related to sustainability and provides hands-on experience with the analytical tools and thinking required to evaluate the business case for sustainability.
• SMG SI 469: Real Estate Development
  Real estate development is a process rather than a product. Too often, assumptions about occupancy, market absorption, rental income growth, valuation and competition are based on guesswork and interest in specific product types. The course reviews the underlying demographic market data that drives demand; utilizing data such as population and job growth, market and marketability analysis. The focus then shifts to site selection and feasibility analysis, the available methods of gaining site control and the process of assembling the professional team. Later, the course reviews the regulatory control process, along with budgeting and contract award and review of the construction control processes. The course is introductory in nature and assumes students have little or no knowledge about the development process. 4 cr.
• SMG SI 471: International Entrepreneurship
  Designed for students who may at some point be interested in pursuing managerial careers in the international entrepreneurial sector, and covers the development of skills to identify, evaluate, start, and manage ventures that are international in scope. Over the course of the semester, the class "travels" to more than fifteen countries on five continents, and analyze operations at each stage of the entrepreneurial process. The course covers market entry, forming alliances, negotiations, managing growth, and cross-border financing. Support from local governments, and the cultural, ethical, legal, and human resource issues facing the entrepreneur is also covered. 4 cr.
• SMG SI 480: The Business of Technology Innovation
  Open only to seniors and juniors in the College of Engineering. SMG students cannot take this course for degree credit. Provides an introduction to entrepreneurship and business for the engineer. Topics include finding business ideas; recognizing good from bad; understanding the importance of business model; turning technology into a business, including what to sell and how to sell it; the role of engineering within a business; business financial statements; and startups and venture capital, including starting a company or joining a startup. 4 cr.
• SMG SI 498: Directed Study in Strategy and Innovation
  Directed Study
• SMG SM 108: Career Management Seminar I
  SMG freshmen only. Required for all SMG freshmen. Provides an overview of individual career management. It is the first course in a School of Management yearly progression designed to equip students with the necessary knowledge, tools, and skills needed to build a foundation of career management capabilities.
• SMG SM 131: Business, Society, and Ethics
  Required of all SMG freshmen. (4 cr) Students will explore the ethical problems facing global management. Through identification and discussion of the substantive disciplines relevant to business, students will uncover a complicated analysis necessary to make appropriate decisions and will highlight their interdependencies. This course stresses written and oral communication skills and logical reasoning as an ingredient for sound analysis and rational business planning. The course stresses 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.
• SMG SM 151: Creating Value in the Global Economy
  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, student will 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 will become familiar with the concepts of value creation and stakeholder theory and develop integrative, critical thinking and persuasion skills. 2 cr.
• SMG SM 221: Probabilistic and Statistical Decision Making for Management
  Sophomore requirement. Exposes students to the fundamentals of probability, decision analysis, and statistics, and their application to business. Topics include probability, decision analysis, distributions, sampling, estimation, hypothesis testing, and chi-square. Please note: Students may not receive credit for both SMG SM 221 and CAS EC 305.
• SMG SM 222: Modeling Business Decisions and Market Outcomes
  Sophomore requirement. Examines the use of economic and statistical tools for making business decisions. Topics include optimization (including linear programing), 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. (There is also an Honors Program section for this course offered each Spring, numbered SMG SM 224).
• SMG SM 411: Charting Your Career Path
  Equips students with tools to become self-aware and market-ready when joining the work force, with a focus on résumé and cover letter development, research techniques, networking tips, and interviewing skills.

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