Courses

• GSM MS 714: Career: Strategy and Skills
  This course focuses on the strategy and tactics of assessing individuals' professional fit, pursuing career opportunities, and managing the process of finding a job. Emphasis will be on understanding individual strengths and weaknesses, taking inventory of work style (MBTI), writing resumes, creating career profile, networking and interviewing.
• GSM MS 719: Client Consulting Project A
  The project uses a mentored team structure to analyze, investigate and deliver value for a company client. The focus will be on understanding multiple aspects of a company's performance relative to the competition and identifying key recommendations for improving results.
• GSM MS 721: Communicating in Teams
  This workshop takes an in-depth look at individual and group communication by establishing principles of communications and using hands-on exercises to practice effective presentation, speaking with impact, and writing to influence.
• GSM MS 722: Leadership and Persuasion
  This workshop introduces the principles and sources of leadership. The focus will be on understanding how to inspire, persuade and connect with others in the service of achieving a goal.
• GSM MS 723: Data Analysis for Business
  This workshop takes a pragmatic approach to understanding data and its potential for aiding decision-making. Emphasis will be on identifying relevant information using qualitative and quantitative approaches. Activities will include designing research, collecting and analyzing data and converting findings into actionable insight.
• GSM MS 724: Strategic Analysis
  This course surveys strategic action and response in a competitive environment. By building on an understanding of the organization's alignment of its strengths with the marketplace (customers and competitors), this course considers growth, differentiation and innovation. Learning vehicles include current events, exercises, case studies, discussion, teamwork, and a client consulting project.
• GSM MS 725: Data and Taking Action
  This course sharpens skills in analysis and data visualization for the purpose of persuasive impact. Observational, ethnographic, numerical, and statistical data are the focus. Learning vehicles include data exercises, teamwork, and a client consulting project.
• GSM MS 726: Collaboration and Innovation Design
  This course introduces the concepts and principles of strategic design. Emphasis is on creating cross-functional innovation teams. Learning vehicles include case studies, discussion, teamwork, and a client consulting project.
• GSM MS 729: Client Consulting Project B
  The project uses a mentored team structure to analyze, investigate and deliver value for a company client. The focus will be on developing ideas for innovation and identifying key recommendations for accelerating growth.
• GSM MS 731: Implementing Organizational Change
  This course delves into the challenges and opportunities of change within organizations. By drawing on case studies, collected data and theoretical frameworks, this course develops an understanding of change as an operational, financial, cultural and human phenomenon. Learning vehicles include case studies, current events, discussion, teamwork, and a client consulting project.
• GSM MS 732: Technology Strategy
  This course examines the role of technology in organizations as a force that drives innovation and facilitates the development of new business platforms, but also introduces change, stumbling blocks and disruption. Learning vehicles include case studies, current events, discussion, teamwork, and a client consulting project.
• GSM MS 733: Innovating the Customer Experience
  This course investigates how a profound understanding of the customer experience can be a source of true innovation and sustainable competitive advantage. Learning vehicles include data analytics, case studies, current events, discussion, teamwork, and a client consulting project.
• GSM MS 739: Client Consulting Project C
  The project uses a mentored team structure to analyze, investigate and deliver value for a company client. The focus will be on identifying challenges and opportunities for organizational change and identifying key recommendations for leadership into an uncertain future.
• GSM OB 712: Leading Organizations and People
  This course introduces you to some fundamental concepts, models and frameworks to help you become better acquainted with the organizations for which you work, the teams in which you work, the people with whom you work, and your own personal development. Specifically, this course considers: 1) how to develop yourselves as managers, 2) how to work well within teams, 3) how to assess and manage interpersonal dynamics, 4) how to structure more effective organizations, and 5) how to manage organizational change. Tying all of these elements together, we will devote particular attention to the traits, skills and behaviors that are indicative of good leadership and how organizations and managers can be transformed for better alignment with the business demands of the future.
• GSM OB 713: Leading Organizations and People
  This course introduces concepts, models and frameworks to help you become better managers of the organizations you work for, the teams you work in, the people you work with and your own professional development. Emphasis will be on behavioral science concepts and research findings related to the major challenge managers face -- how to organize individuals in order to fulfill the objectives and strategies of the firm. Topics that will be examined include: the nature and dynamics of the organization (organizational structure and culture, performance systems and metrics, reward systems, selection and socialization); the elements of individual leadership and personal development (power, decision-making, emotional intelligence, career development, developmental needs, feedback, and mentoring and coaching); managing change within organizational contexts (the dynamics and stages of organizational change and the skills and tactics employed by change agents); and the relationships between the firm and the external environment in which it operates. The course objective is to provide analytical skills and strategies, substantive knowledge, and a professional sensibility that will increase your ability to take effective action.
• GSM OB 830: Leading the Mission-Driven Organization
  Mission-driven organizations are created in order to accomplish goals that extend beyond profits for stakeholders and owners. Missions vary, ranging from, among many others, improving health care, providing meaningful work opportunities, educating or protecting youth, safeguarding the planet, eradicating poverty, building sustainable organizations, and enabling spirituality. Such missions occur in the context of various organizations, including non-profit and for-profit, philanthropic and religious, public and private, governmental and non-governmental. This course focuses on leadership theories, frameworks, and practices that take seriously the nature of workers, including both professional staff and volunteers, and their reasons for choosing to work in such organizations. This course is designed to build the capacities of students to use specific tools related to leadership, conflict, and change that are particularly useful in leading mission- driven organizations, and enable them to develop particular insights about specific mission-driven organizations of interest, related to their effectiveness and capacities for change.
• GSM OB 835: Leading Sustainable Enterprises
  Leading and managing a sustainable and successful 21st Century Enterprise requires updated context, skills, frameworks, and vernacular. Pressures resultant from population growth and increasing consumerism have upended past assumptions related to limits. While the 19th century was characterized by limits of human capital and the 20th century was limited by financial capital, the 21st century will be limited by natural capital. Shared and improperly priced renewable resources (such as the air, the oceans and clean water) are being threatened by climate change and a host of other challenges. Other renewable resources (such as forests and fish stocks) are being consumed faster than they can be replenished and non-renewable resources (such as oil and metals) are being depleted faster than any time in human history. At the same time, transparency (enabled by technology), new modes of communication, and an ever increasing number of NGOs, are elevating consumer expectations of corporations. Finally, regulation is expanding in response to market inefficiencies and as a means of addressing externalities. While all of these changes are happening outside the walls of the corporation, they are so profound that they require a reexamination of the past modes of leadership and management inside the Enterprise. For starters, leaders must reconsider the mission of their enterprise and identify and prioritize the stakeholders that the corporation is committed to serve. In addition, leaders will be challenged to reimagine the appropriate framework for the corporation, understanding newly extended boundaries of responsibility. Thoughtful leaders will also look around corners to try to understand the inter-relationships of heretofore not considered interactions and feedback loops.
• GSM OB 838: Global Strategic Human Resources Management
  This course focuses on personnel and labor policies that are crucial to the accomplishment of a company's strategy. After introducing a conceptual framework, the course, largely through case studies, emphasizes the policies needed to attract, develop, and motivate an organization's members. Specific topics include the employment relationship, employee relations, contract negotiation and administration, and benefit policies and programs. This course is as concerned with the executive and professional level as it is with the non-exempt work force.
• GSM 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.
• GSM OB 841: Fundamentals of Nonprofit Management
  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.

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