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Management (MGMT) Courses

Academic Unit: Strategic Management

MGMT 70 - Fundemen: (3 cr; Student Option)
MGMT 1001 - Contemporary Management: (3 cr; Prereq-Carlson School fr or soph; A-F only; offered Every Fall & Spring); Equivalent courses: was BA 1011 until 06-SEP-22; How/why organizations differ in form/purpose in complex environments/technologies. Managerial challenges related to international management, social responsibility. Models of effective leadership/teamwork.
MGMT 1001H - Honors: Contemporary Management: (3 cr; Prereq-[Fr or soph] honors; A-F only; offered Every Fall & Spring); How/why organizations differ in their forms/purposes in relation to complex/changing environments/technologies. Challenges related to international management and social responsibility. Models of effective leadership/teamwork.
MGMT 1005 - Corporate Responsibility and Ethics [CIV]: (3 cr; Prereq-Carlson School student; A-F only; offered Every Fall & Spring); Equivalent courses: was BA 2005 until 06-SEP-22; Identify/apply ethical principles to resolution of moral challenges in management. Understanding place of business/corporation in society.
MGMT 1005H - Corporate Responsibility and Ethics [CIV]: (3 cr; Prereq-Honors student; A-F only; offered Every Spring); Equivalent courses: was BA 2005H until 06-SEP-22, BA 2005H; Identify/apply ethical principles to resolution of moral challenges in management. Understanding place of business/corporation in society.
MGMT 3001 - Fundamentals of Management: (3 cr; A-F or Audit; offered Every Fall, Spring & Summer); This course is about the foundational principles of management, encompassing disciplinary and topical boundaries. We will look at these principles from the perspective of how they guide action, specifically: planning, organizing, leading and controlling. By the end of the course, students will know the basics of how to set up organizations to be effective and innovative, and not just efficient. During the course, you will engage with the material in the course and understand how management frameworks can be used to choose the right internal structures and processes that can best react to your particular industry context and general business environment.
MGMT 3004 - Strategic Management: (3 cr; Prereq-CSOM, soph or jr; A-F only; offered Every Fall & Spring); Equivalent courses: MGMT 4004W (inactive, starting 02-SEP-08, was MGMT 4004 until 05-SEP-00); Business strategy. How business firms set and pursue their goals. Key categories of strategic issues and concepts/frameworks managers use to analyze and address those issues. Attention to specific firms and situations.
MGMT 3015 - Introduction to Entrepreneurship: (4 cr; A-F or Audit; offered Every Fall & Spring); Equivalent courses: was MGMT 3010 until 06-SEP-22; Fundamentals of entrepreneurship. Career paths, including new business start-ups, franchising, acquisitions (including family business succession), corporate venturing, and entre-preneurial services. Legal structures for new business formation. Aspects of business law/ethics.
MGMT 3033W - Business Communication [WI]: (3 cr; Prereq-First Year Writing, Carlson School junior or senior.; A-F or Audit; offered Every Fall, Spring & Summer); Equivalent courses: was BA 3033W until 03-SEP-24, was BA 3033W until 27-MAY-08, was BA 3033 until 05-SEP-00, BA 3033W (starting 05-SEP-06, was MGMT 3033W until 06-SEP-22, was BA 3033 until 05-SEP-00), IBUS 3033W; This course teaches strategies and skills to communicate with confidence, clarity, and impact in business settings. Students develop their abilities in critical thinking (analyzing data, audience, purpose, and context) and craft (honing skills in storytelling, persuasion, writing, diction, tone, presence, data visualization, and visual design). They learn to navigate ambiguity, evaluate the needs of internal and external stakeholders, and communicate solutions to complex business problems. The course is performance- and project-based. Students produce professional-level memos, emails, and research-based proposal decks. They deliver multiple presentations (individual and team) and learn to communicate effectively with data. Students will meet with the instructor in small groups outside of class time for one scheduled lab session. The course culminates in the Case Study Competition where student teams apply their knowledge to address a real challenge from one of our industry partners.
MGMT 3039 - Intercultural Business Communication [GP]: (3 cr; A-F only; offered Every Spring); Equivalent courses: was MGMT 3900 until 18-JAN-22; This course teaches students how to create culturally aware messages in business settings. Students will learn to recognize the cultural dimensions and communication patterns of various social identities that form at the intersection of nationality, religion, race, ethnicity, and gender. Through intercultural development assessments, case studies, simulations, business writing assignments, and discussions, students will: 1) reflect on their own cultural identities and worldview, 2) recognize how different cultural values can impact business success, and 3) engage in debates about the complex ethical, political, and social issues that arise from cross-cultural exchange.
MGMT 3041 - The Individual and the Organization: (2 cr; Student Option; offered Every Fall); Equivalent courses: was HRIR 3041 until 05-SEP-23; The purpose of this course is to understand both the impact and experience of the individual in an organizational setting. We will discuss the influence that individual differences and behaviors play within an organization, focusing on the employee as the key factor through which organizations function and grow. An employer?s success is largely attributable to the motivation and performance of those they employ. The factors that influence both their motivation and performance will be the focus of our content. We will explore topics such as personality, values, perceptions, and diversity among others. Each topic covered will enrich our understanding of the complex relationship between the individual and the organization. Recommended prerequisite: HRIR 3021. Prior, this course's designator was HRIR 3041.
MGMT 3042 - Organizational Behavior: Groups and Teams: (2 cr; Student Option; offered Every Fall); Equivalent courses: was HRIR 3042 until 05-SEP-23; The purpose of this course is to understand both the impact and experience of the individual, leaders, and teams in an organizational setting. We will discuss the influence that individual differences and behaviors play within work teams, and how leadership may shape team experiences, focusing on the team as the key factor through which organizations function and grow. An employer?s success is largely attributable to the motivation and performance of those they employ. The factors that influence group, team, and organizational performance will be the focus of this class. We will explore topics such as communication, conflict, negotiation, leadership, organizational structure and change, among others. Each topic covered will enrich our understanding of the complex relationship between the individual, team, and the organization. Recommended prerequisite: HRIR 3021. Prior, the course's designator was: HRIR 3042.
MGMT 3045 - Understanding the International Environment of Firms: International Business: (2 cr; Prereq-MGMT 3001 or 3004; A-F or Audit; offered Every Fall & Spring); Equivalent courses: was MGMT 3040 until 06-SEP-22, was BGS 3040 until 04-SEP-01; Theories, frameworks, tools, and facts for understanding the environment of firms in international competition. Main world-level economic flows (trade, investment, finance). How country-/industry-level economic, political, and sociocultural factors influence behavior/functions of firms in international competition.
MGMT 3061 - Leadership in Practice: Everyday Moments of Leadership: (2 cr; A-F only; offered Every Spring); Every day, life gives us opportunities to practice leadership: experiencing group conflicts, recognizing the achievements of a classmate, overhearing an offensive joke, observing microaggressions, sharing innovative ideas with your team. In this course, you will learn how to investigate and respond to these moments of leadership using fundamental leadership science and frameworks based on leadership theory and empirical evidence. These moments provide an opportunity to become something, to do something different, usually through understanding complex issues, navigating change, empathy, and influencing others. The course will expose you to fundamental leadership science and frameworks backed by leadership theory and empirical evidence. You will focus on understanding personal leadership strengths and vulnerabilities through assessments, reflection, and feedback. To improve your leadership capabilities, you must know from what point you are starting. Throughout the class, there will be reflection exercises and assessments that will help you understand your values, default traits, and work styles as you navigate everyday moments of leadership. Leadership skills are best learned by integrating and applying evidence-based theoretical concepts to practical situations. These skills are difficult to meaningfully assess with exams and typical assignments. Thus, we will learn with practical exercises and the application of course materials to your life as a leader. The experiential learning of the class will allow you to navigate leadership moments and bring the course concepts to life.
MGMT 3063 - Leadership Lab in Action: (2 cr; Prereq-MGMT 3061; A-F only; offered Every Fall & Spring); MGMT 3063: Leadership Lab in Action prepares students to translate leadership theory into practice. Students work with a client on real-world leadership challenges by applying the frameworks from The Student Leadership Challenge. By the end of the course, students will have identified, analyzed, and proposed solutions to business leadership challenges for a client. The Department of Work and Organizations approaches leadership development from six perspectives: academic foundation, experiential education, relational guidance, research infrastructure, cultural immersion, and community connections. This course, associated with the Carlson Leadership Lab which is a selective experience of a limited number of students, focuses on experiential education and relational guidance. The experiential learning portion of the class will allow you to navigate leadership moments and bring the course concepts to life. After course completion, all students should be able to: 1. Articulate the importance of collaboration in leadership (understand). 2. Identify leadership challenges through the lens of the five practices for becoming an exemplary leader (knowledge). 3. Effectively analyze challenges or opportunities presented by clients (analyze). 4. Understand the role of creativity, innovation, discovery, and expression in problem solving (understand). 5. Develop problem-solving and critical-thinking skills to identify opportunities for innovation and impact (create). 6. Effectively communicate solutions for leadership challenges (apply).
MGMT 3090 - Topics in Leadership (Topics course): (1 cr [max 4]; Student Option; offered Periodic Fall & Spring; may be repeated for 8 credits; may be repeated 2 times); Topics Vary
MGMT 4001 - Social Venturing in Action: (4 cr; Prereq-CSOM mjr, senior standing; A-F only; offered Every Spring); Equivalent courses: was MGMT 4000 until 06-SEP-22; Capstone course. Students choose projects with nonprofit organizations in local communities. Readings/discussions tie managerial theory to experiences. The focus of this course is on sectors of the economy that provide goods and services with motivation beyond generating profits for investors. The non-profit sector and impact-related for-profit organizations are a large, growing, and increasingly entrepreneurial part of our economy. Non-profit administration and social entrepreneurship require knowledge of subjects unique to this sector. This class will provide a basis of knowledge about these issues from the standpoint of practitioners and researchers.Because the landscape of the non-profit and impact-related for-profit world is broad, one seminar course cannot possibly cover all of the important and interesting issues in this field. In this course, we will focus our attention by exploring a number of issues that involve the intersection of the for-profit and the not-for-profit economies.
MGMT 4008 - Entrepreneurial Management: (4 cr; Prereq-MGMT 3015 or MGMT 3010 or IBUS 3010; A-F only; offered Every Fall & Spring); Management of a new venture after founding. Internal/external challenges of managing a startup organization. Working with resource constraints and understanding how business models may change over time.
MGMT 4031 - Industry Analysis in a Global Context: (2 cr; Prereq-MGMT 3001 or MGMT 3004 ; A-F only; offered Every Fall & Spring); This course covers concepts and tools required to devise strategies that enable a global business to create superior value for customers and to capture a sufficient share of that value. It will offer perspectives on analyzing competitive situations and identifying and evaluating strategic options. In particular, it focuses on: - Applying fundamental concepts of strategic management?including strategy identification, the relationship of strategy and organization, industry analysis, competitor analysis, firm and industry evolution?coupled with economic theory and quantitative analysis to evaluate competitive strategies in a global context - Developing an awareness of the impact of external environmental forces and of strategic actions by the firm and its rivals on business strategy - Integrating knowledge gained in previous and concurrent core courses with a focus on understanding applying analytical concepts that are most useful to business analysts and managers
MGMT 4032 - Corporate Strategy: (2 cr; Prereq-MGMT 3001 or MGMT 3004; A-F only; offered Every Fall & Spring); This course examines issues of corporate strategy, i.e., issues associated with creating and managing a firm that operates in multiple businesses. Some of the key questions we shall seek to address through this course are: ? What are the drivers of corporate scope? How should a firm choose the activities/businesses it participates in? ? What are the sources of value for a firm from being diversified across multiple businesses? ? What are the challenges associated with managing across multiple businesses and markets? ? How are these challenges best dealt with? What structures and processes enable successful corporate diversification over time? The learning objective of this course is to help you learn to identify and define successful corporate strategies and offer solutions for the common problems that diversified firms face. The course not only introduces you to core concepts around corporate strategy, but it also seeks to develop your ability to critically evaluate the strategies of multi-business firms, through the extensive use of case discussions.
MGMT 4033 - Strategy Implementation: (2 cr; Prereq-Mgmt 3004 or 3001.; A-F only; offered Every Spring); This course focuses on implementing and executing strategy at both the organizational and functional level. It will focus on the relationship between strategy formulation and execution, the systematic and structural problems with implementing strategy, and various methods to minimize these problems. The course is designed both as a standalone topic and to deepen the student?s understanding of the other strategic concepts covered in the strategy minor.
MGMT 4034 - Technology Strategy: (2 cr; Prereq-Mgmt 3004 or 3001; A-F only; offered Every Spring); This course addresses challenges and opportunities in the strategic management of technology and innovation. The course will equip students with the conceptual frameworks, tools, and language for analyzing and managing businesses in environments of technological change. We will examine how new technologies transform industries and create new markets, strategies for addressing technological change, and approaches for managers to shape and/or respond to new technologies. Because innovating or responding to new technologies often involves strategic and organizational change, we will also discuss how organizations change in response to new technologies. We will use a combination of readings, lectures, case discussions, and simulations. The final team project provides an opportunity to explore in-depth the technology strategy and innovation challenges of a particular organization. The class is heavily discussion-based, which means that all students must read the material and be prepared to contribute to the learning process.
MGMT 4035 - Mergers & Acquisitions Strategy: (2 cr; Prereq-MGMT 4032; A-F only; offered Every Spring); This course focuses on the strategic use of mergers and acquisitions (M&A) as a means of new market entry and growth. It covers such questions as: when should one pursue an acquisition? What are the sources of value from an acquisition? What are the common challenges acquirers face? What should acquirers look for in a potential target? How should they integrate a target post-acquisition? It also considers the sell-side strategies for firms looking to exit businesses through divestiture. The learning objective of this course is to help you learn to identify and define successful mergers and acquisitions and offer solutions for the common problems that firms face when undertaking acquisitions. The course not only introduces you to core concepts around M&A, it also seeks to develop your ability to critically evaluate firms? M&A choices and to effectively communicate your assessment of these choices to a business audience.
MGMT 4044 - Negotiation Strategies: (4 cr; A-F only; offered Every Fall); Equivalent courses: was MGMT 4040 until 06-SEP-22; This course is an introduction to the theory and practice of negotiation as the art and science of securing agreements between two or more interdependent parties seeking to maximize their own outcomes. The concepts you learn and the skills you develop in this class will apply to both your work and personal negotiations. At the heart of this class is the idea that the best way to learn to negotiate is by engaging in negotiation and then rigorously analyzing your experience. Therefore, this course is designed to be a highly interactive learning experience. The role of the course instructor is to help you get the most out of this experience by selecting relevant and compelling exercises and readings, as well as by facilitating engaging and meaningful discussion of class negotiations, negotiation research and best practices.
MGMT 4055 - Managing Innovation and Change In Action: (2 cr; Prereq-MGMT 3001 or MGMT 3004 or MGMT 3010 or MGMT 3015; A-F only; offered Every Fall & Spring); Equivalent courses: was MGMT 4050 until 06-SEP-22, was MGMT 5050 until 17-JAN-06, IBUS 4050 (inactive, starting 28-MAY-13); This course focuses on how business organizations innovate and change. The course covers foundational topics and combines both theoretical insights and practical knowledge based on cases and hands-on exercises. The class topics address the following questions: ? What are the sources, types, and patterns of innovation? ? What are the characteristics of an organization?s innovation ecosystem? ? How do organizations compete and collaborate in innovation ecosystems? ? What are some external forces shaping organizational innovations? ? How do organizations adapt to these external forces? By the end of this course, students will: - Learn the key principles of success and failure of innovation and change in business organizations across different products, services, and geographies. - Apply course concepts to real organizational cases, diagnose problems, and recommend solutions. - Use clear written, verbal, and online communication skills. - Collaborate to create novel solutions to tasks and problems. - Demonstrate the use of a wide range of qualitative and quantitative sources to support conclusions and recommendations.
MGMT 4080W - Applied Technology Entrepreneurship [WI]: (4 cr; Student Option; offered Every Spring); Equivalent courses: was MGMT 4080 until 19-JAN-10, MGMT 4175W (ending 08-SEP-09, was MGMT 4170W until 06-SEP-22, was MGMT 4170 until 19-JAN-10); Team projects based on commercializable technologies or innovations. Teams present their ideas to investors and industry professionals. Students are encouraged to submit their business plans to Minnesota Cup.
MGMT 4100 - Topics in Strategic Management (Topics course): (2 cr; A-F only; offered Every Fall & Spring; may be repeated 2 times); Topics vary for each offering.
MGMT 4101 - Independent Study in Strategic Management and Organization: (1 cr [max 4]; Prereq-instr consent or dept consent; Student Option; offered Periodic Fall & Spring; may be repeated for 8 credits; may be repeated 2 times); Students contract with faculty on independent studies.
MGMT 4171W - Entrepreneurship in Action I [WI]: (4 cr; Prereq-3010, [4008 or concurrent registration is required (or allowed) in 4008], completed coursework in business core, CSOM upper division, approved application; A-F only; offered Every Fall); Equivalent courses: was MGMT 4171 until 07-SEP-10; Two-semester course. In fall, students identify a business oportunity, develop concept, determine resources required, and launch the business. In spring, students implement business plan, manage business, and determine exit strategy.
MGMT 4172 - Entrepreneurship in Action II: (4 cr; Prereq-4171; A-F only; offered Every Spring); Second of two-semester sequence. In fall, students identify business opportunity, develop concept, determine resources required, and launch business. In spring, students implement busienss plan, manage business, and determine exit strategy.
MGMT 4173 - New Venture Financing & Seed Stage Investing: (2 cr; Student Option No Audit; offered Every Fall & Spring; may be repeated for 4 credits; may be repeated 2 times); This experiential course is offered to University undergraduate students interested in learning about new venture financing through the operation of an independent angel investment fund. It serves as an introduction to the subject matter, while providing a forum for the students to review investment opportunities, connect with members from the entrepreneurial and investor communities, and learn about startup fundraising through direct participation in the investment process. This course is being offered to complement a student-owned private venture capital fund in collaboration with individual accredited investors, which was initially formed in April of 2018. In addition to the ongoing management of the fund operations and reporting, the students will be responsible for ongoing capital raising. Final authority for all investment decisions rests with the students.
MGMT 4175W - New Business Feasibility and Planning [WI]: (4 cr; Prereq-MGMT 3010 or MGMT 3015 or IBUS 3010; A-F only; offered Every Fall & Spring); Equivalent courses: was MGMT 4170W until 06-SEP-22, was MGMT 4170 until 19-JAN-10; The purpose of this course is to provide students with the following insights to: ? Techniques for developing and screening business ideas ? Criteria for properly assessing idea feasibility ? Equipping yourself with the necessary information and analysis to develop a useful business plan ? Preparing an effective business plan ? Effectively pitching the plan to stakeholders, primarily prospective investors The class makes use of lecture, videos, articles, cases, class exercises, assignments, and quizzes to help develop depth of understanding amongst students of the relevant subject matter of this course.
MGMT 4505 - Seminar in International Business: (2 cr; Prereq-CSOM jr or sr; strongly recommended completed international experience requirement; MGMT 3045 required only for IB majors/minors; A-F only; offered Every Fall & Spring); Equivalent courses: was MGMT 4500 until 06-SEP-22; Globalization and technological developments of the digital age have created exciting new opportunities for managers who seek growth and profits by accessing resources and serving markets worldwide. At the same time, managing across cultures and nations in a world where foreign companies are not always viewed in a positive light, and where political realities often obstruct business opportunities, poses multiple challenges. This course will address the global context and then focus on the strategic and cultural challenges involved in managing activities across borders, in an increasingly interconnected world. It will also draw on the students? international experience (a semester abroad or a short term experience). Overall, as current challenges abound, they also provide an extremely rich context within which we can discuss the topics on our syllabus.
MGMT 5018 - Philanthropy & Fundraising Strategy: (2 cr; A-F only; offered Every Spring); Equivalent courses: was MGMT 4018 until 21-JAN-20; This brief experiential course explores the evolving world of philanthropy and provides an opportunity to directly influence a real-life nonprofit?s funding strategies. It shows students how, despite resource constraints, nonprofit organizations can effectively build meaningful engagement and financial support around society?s most pressing needs. It provides an immersive experience ? supported by a professional ecosystem ? where students can learn, be inspired and leave this class more driven (and capable) to be ?a force for good.? By the end of this course, students will have gained hands-on consulting experience in partnership with nonprofit organizational leaders, active consultants and major philanthropists. They will have devised and presented implementable strategies at the ?virtuous nexus? between potential donors and their client?s organizational needs - solutions which increase engagement and promote lasting symbiotic relationships between the private and nonprofit sectors. They will be well-positioned to make a significant positive impact throughout their careers in the Twin Cities and beyond.
MGMT 5102 - StartUp: Customer Development and Testing: (2 cr; Prereq-Dept consent; A-F only; offered Every Fall & Spring); Provides a structured process with faculty and mentor oversight for students at any level and from any college at the University to learn the initial process of customer development by testing market acceptance of a specific new business concept. Students primarily take this course individually and must have an idea or technology that they are interested in pursuing. The goal of the curse is to teach the process to quickly and efficiently test the value and market fit for a new concept.
MGMT 6004 - Negotiation Strategies: (2 cr; Prereq-MBA or Mgmt Sci MBA student; A-F only; offered Every Fall, Spring & Summer); At its core, negotiation is the art and science of getting what you want in a world of innumerable interests, possibilities, and standards of fairness---a world in which we must often compete or cooperate with others to do anything from picking a restaurant to transforming markets. The objective of this course is to equip students with a simple, ready-to-use framework from which we can prepare for and engage in negotiations. Topics include interest-based bargaining, psychological biases, multiparty negotiations, and hard tactics. Regular cases and exercises reinforce our negotiation framework and provide students a safe forum to thoughtfully reflect on their experiences and improve.
MGMT 6031 - Industry Analysis and Competitive Strategy: (4 cr; Prereq-MBA 6301 (previously MBA 6300), MBA student; A-F only; offered Every Spring); Processes by which firms maximize long-term returns in face of competition, uncertainty, changing market/technological conditions. Resource commitments to gain sustainable advantage. Choices to leverage resources.
MGMT 6032 - Strategic Alliances: (2 cr; Prereq-MBA or Mgmt Sci MBA studentt; A-F only; offered Periodic Fall & Spring); How inter-/intra-alliance rivalry influences global competitive landscape. How interplay of competitive/cooperative arrangements among firms invigorate intellectual/operational tasks. Designing/managing international strategy, organizational structure, and alliances.
MGMT 6033 - Strategy Implementation: (2 cr; Prereq-MBA or Mgmt Sci MBA student; A-F only; offered Periodic Fall & Spring); This course focuses on strategy execution at both the organizational and functional levels. Specific topics include the relationships between strategy formulation and execution, and between implementation and change. The course goes into depth on the systemic and structural problems that make most of these efforts difficult and often unsuccessful, along with various methods to minimize these problems.
MGMT 6034 - Strategic Leadership: (2 cr; Prereq-MBA or Mgmt Sci MBA student; A-F or Audit; offered Periodic Spring); Role of leadership in making strategy a reality while maintaining learning/adaptive organization capable of meeting competitive challenges. Students prepare project set in an organization. Advanced materials, complex cases.
MGMT 6035 - Complex and Cross-Cultural Negotiations: (2 cr; Prereq-[MGMT 6004, MBA or Mgmt Sci MBA student] or instr consent; A-F or Audit; offered Periodic Fall & Spring); Principles, role play of multi-party/-issue, team-based negotiations/conflicts. How to structure ambiguous situations, bridge national/organizational cultures (e.g., alliances, mergers), functions (R&D, finance), and institutional contexts (regulators, interest groups).
MGMT 6041 - Competing Globally: (2 cr; Prereq-MBA or Mgmt Sci MBA student; A-F only; offered Every Fall & Spring); Equivalent courses: was MGMT 6040 until 06-SEP-22; Dealing with enormous complexity in competitive environment, in strategy, and in organizations. Focuses on strategic/organizational issues in managing across borders.
MGMT 6043 - Strategies for Sustainability: (2 cr; A-F only; offered Every Spring); Firms are increasingly being asked to look beyond profit maximization and address environmental and social challenges such as climate change, exclusion, and inequality. This is driven in part by the demands from a wide range of stakeholders and in part by the recognition that forward-looking firms may be able to devise win-win strategies that respond to these concerns while also increasing profits. Managers need to develop new sets of skills to deal with this increasingly complex business environment. We will take the perspective of managers, entrepreneurs, and investors seeking to combine social and environmental impact with financial profitability. Through a combination of lectures and case studies, we will explore the central question: how can managers incorporate Environmental, Social, & Governance (ESG) issues into their firms? business core strategies effectively and sustainably?
MGMT 6055 - Management of Innovation and Change: (2 cr; Prereq-MBA or Mgmt Sci MBA student; A-F only; offered Every Fall & Spring); Equivalent courses: was MGMT 6050 until 06-SEP-22; How organizations innovate/change. Focuses on innovation in a wide variety of new technologies, products, programs, and services, and what paths likely to lead to success/failure.
MGMT 6071 - Strategic Management of Technological Change: (2 cr; A-F only; offered Every Fall); Equivalent courses: was MGMT 6070 until 06-SEP-22; This course addresses challenges and opportunities in the strategic management of technology. It will equip students with conceptual frameworks tools, and language for analyzing and managing businesses in environments of technological change. Students will understand how new technologies transform industries and create new markets, ways that firms shape and/or respond to technological evolution in industries, and the strategic decisions for managing technological change and creating and capturing value from new technologies. We will also consider the influences of factors outside the control of a particular firm, such as complementary markets or the organization of innovations in the broader technology developing community. Because innovation and responding to technological change involve changing organizations, we will also consider factors in leading and managing organizational change. The course uses a combination of readings, lectures, case discussions, exercises, and simulations, and includes cases and vignettes on situations of specific companies managing technology strategy. Anyone who wants to lead innovation or create and capture value from new technologies should take this course. We live in a world of constant technological change and disruption. An understanding of the patterns and processes of innovation and technological change will help students formulate and execute successful technology strategies.
MGMT 6082 - New Business Development: (4 cr; A-F only); Understanding how to develop a new business; analyzing the opportunities and managing the constraints; structuring the venture, obtaining the resources, and writing the business plan; course covers main factors needed to start a successful business--the key operations, marketing, financial, legal, and competitive issues; topics covered are relevant to buyouts, franchises, and the family firm.
MGMT 6083 - Consulting: (4 cr; Prereq-MBA student; A-F only; offered Periodic Fall); Management consulting. Engaging the client. Problem definition, proposal formulation. Establishing project schedules, work plans. Coordinating work. Writing reports, doing presentations. Evaluating the product. Professional learning, career development, balancing work/family. Field projects.
MGMT 6084 - Management of Teams: (2 cr; A-F only; offered Every Fall, Spring & Summer); Equivalent courses: HRIR 6484; Factors that influence performance and well-being of groups in organizations. Group dynamics, norms, culture, structure, leadership, decision-making, and problem-solving. Managing dynamics, learning, performance, and creativity of groups. Intergroup relations, incentives, and effect of environment.
MGMT 6085 - Corporate Strategy: (4 cr; Prereq-MBA or Mgmt Sci MBA student; A-F only; offered Every Fall); Case for/against insourcing vs outsourcing, and corporate diversification. Managing a multi-business firm. Role of acquisitions/mergers in corporate diversification. Contrasting mergers with strategic alliances. Corporate restructuring and divestitures.
MGMT 6086 - Technology and Strategy: (4 cr; Prereq-MBA student; A-F only; offered Periodic Fall); Limitations/strengths of various strategy models in different technology contexts. Innovation vs. imitation. Vertical/horizontal integration in high tech industries. Aligning technology strategy with business strategy. Renewing, sharing, leveraging corporate technology competencies across business units. Roles of CEO/CTO in technology intense businesses.
MGMT 6100 - Topics in Management (Topics course): (2 cr; Prereq-CSOM grad student or instr consent; A-F only; offered Periodic Fall & Spring; may be repeated for 4 credits; may be repeated 2 times); Topics vary.
MGMT 6101 - Independent Study in Strategic Management and Organization: (1 cr [max 8]; Prereq-instr consent or dept consent; A-F or Audit; offered Every Fall, Spring & Summer; may be repeated for 16 credits; may be repeated 2 times); Students contract with faculty on independent studies.
MGMT 6131 - Competitive Dynamics of Industries: (2 cr; Prereq-MBA 6301; MBA student; A-F only; offered Every Fall); This course offers perspectives on analyzing competitive situations and identifying and evaluating strategic options. In particular, the course focuses on applying fundamental concepts of strategic management?including competitor analysis, game theory, co-operation, network effects, firm and industry evolution?coupled with economic theory and quantitative analysis to evaluate competitive strategies; developing an awareness of the impact of external environmental forces and of strategic actions buy the firm and its rivals on business strategy; integrating knowledge gained in previous and concurrent core courses with a focus on understanding applying analytical concepts that are most useful to general managers.
MGMT 6222 - Creating and Managing Diversity and Inclusion: (2 cr; Prereq-CSOM graduate students must register A-F; Student Option; offered Every Fall & Spring); This course covers the challenges and rewards associated with managing today?s increasingly diverse workforce. Diversity has the potential to benefit employees and organizations alike, yet the benefits of diversity are only realized in organizations with effective diversity management practices. In this course, we will discuss the power of inclusion as it relates to the employee experience. We will study effective strategies for building diverse and inclusive companies, and will address the barriers that can often exist. We will look at approaches to organizational design that limit unconscious bias and produce more objective decisions across the employee experience?from engaging and hiring candidates to retaining employees and helping them thrive. Finally, we will dive into how to create inclusive cultures and a sense of belonging, across local and global contexts. Student engagement and willingness to share diverse perspectives are critical to the success of this course.
MGMT 6305 - The International Environment of Business: (4 cr; Prereq-MBA or Mgmt Sci MBA student; A-F only; offered Every Fall, Spring & Summer); Equivalent courses: was MBA 6305 until 12-JUN-00; Introduction to international trade/finance theory and political economy. Institutional governance of international trade/monetary policy, differences in political-economic/sociocultural systems, implications for managerial decision-making.
MGMT 6311 - Cross-Cultural Management: Developing Intercultural Compentence: (2 cr; A-F only; offered Every Spring); Equivalent courses: was MGMT 6310 until 17-JAN-23; The emphasis of this course is on people-related (i.e., psychological and behavioral) issues that arise when managing across cultures. Through the use of cases and interactive experiential activities, this course will develop your intellectual ability to critically examine, analyze, and deal with cross-cultural problems in business contexts, while also cultivating a tolerance for ambiguity that is necessary in the global workplace. The combination of materials and experiences will allow you to evaluate your cross-cultural savvy, understand and appreciate the nuances of cultural identities and the impact these have on work relationships, and create a plan to increase your intercultural competence. Prior to Spring 2023 course number was: MBA 6310.
MGMT 6345 - Powerful Problem Solving: (2 cr; A-F only; offered Every Fall); One of the key distinguishing characteristics of effective leaders is the ability to parse through the overwhelming number of inputs we all receive to understand what needs to be done. ?What problem are we trying to solve?? is a crucial question that too often goes unaddressed in the rush to ?just fix it?. Powerful Problem Solving will expose students to a clear problem-solving framework and process, a variety of perspectives on how to approach problems, as well as individual and group activities and assignments to inform and sharpen skills.
MGMT 6402 - Integrative Leadership: Leading Across Sectors to Address Grand Challenges: (3 cr; Prereq-Doctoral or master's student; A-F only; offered Every Fall); Equivalent courses: PA 5130 (inactive), PA 5105, OLPD 6402, GCC 5023 (inactive), LAW 6623 (starting 03-SEP-19); Are you interested in working across government, business, and the non-profit sector for public good? Are you wondering how you can create sustainable shared leadership on challenges that can best be addressed together? This course explores multi-sector leadership and related governance and management challenges from a variety of perspectives and provides an opportunity for students to work together to apply what they are learning individually and in teams through in-class exercises and a final team project. The course is taught by a team of interdisciplinary faculty and considers different contexts, forms, and specific examples of multisector leadership that can enable transformative action to tackle a significant societal issue and achieve lasting change. Credit will be not be granted if credit has been received for GCC 5023, OLPD 6402, PUBH 6702, PA 5105, PA 5130, LAW 6623
MGMT 6411 - Corporate Responsibility: (2 cr; Prereq-MBA 6301 (previously MBA 6300), CSOM grad student; A-F only; offered Every Fall); Equivalent courses: was MGMT 6410 until 06-SEP-22; Managing with appreciation for corporate responsibility. Corporate responsibility/how executives think about it. Factors that make assessing corporate responsibility complex. Need for business leaders to understand/make choices with respect to corporate responsibility issues.
MGMT 6443 - Principles of Effective Coaching: (2 cr; Prereq-CSOM graduate students must register A-F; A-F only; offered Every Fall); Skills/competencies required to coach, mentor, develop employees/leaders. Managing coaching process. Planning coaching relationship. Coaching as leadership development strategy. Coaching executives.
MGMT 6444 - Employee Engagement and Wellbeing: (2 cr; Prereq-CSOM graduate student or dept consent; A-F only; offered Every Spring); Employee motivation, behavior, job attitudes. How they can be channeled into productive/unproductive behaviors/employee well-being. How work behavior is influenced by individuals, groups, features of organizations.
MGMT 6465 - Leadership and Personal Development: (2 cr; Prereq-CSOM Grad student or dept consent; A-F only; offered Every Fall & Spring); Equivalent courses: was HRIR 6465 until 03-SEP-19, was HRIR 6025 until 02-SEP-14; Understanding effective leadership. Identifying personal leadership strengths/vulnerabilities through feedback. Developing leadership skills through practice as informed by theory/evidence. Exercises, role play. Creating customized leadership development plan.
MGMT 8101 - PhD Seminar: Theory Building: (2 cr; Prereq-Business admin PhD student or instr consent; A-F only; offered Every Spring; may be repeated for 4 credits); Problem formulation, conceptual modeling, and theory building, in the social and behavioral sciences.
MGMT 8102 - Research Methods I - Applied Empirical Methods: (2 cr; A-F only; offered Fall Even Year); This is a course in applied empirical methods, focusing on approaches to causal inference commonly used in strategic management and entrepreneurship research, as well as other research design and execution issues. We will discuss issues of the validity of independent and dependent measures, econometric approaches to implementing various designs. We will study these methods by reading and discussing empirical papers in strategy and entrepreneurship and by working with data in problem sets.
MGMT 8104 - PhD Seminar: Research Design: (2 cr; A-F only; offered Every Spring); Problem formulation, conceptual modeling, and research design in the social and behavioral sciences.
MGMT 8202 - Seminar in International Management: (2 cr; Prereq-Business admin PhD student or instr consent; A-F only; offered Spring Odd Year; may be repeated for 4 credits; may be repeated 2 times); Overview of the field of international management research.
MGMT 8204 - Topics in BGS - I (Topics course): (2 cr; Prereq-PhD student or instr consent; A-F or Audit; offered Periodic Fall); Topics vary.
MGMT 8205 - Topics in Business, Government, and Society II (Topics course): (2 cr; Prereq-PhD student or instr consent; A-F or Audit; offered Periodic Fall); Topics vary.
MGMT 8302 - Seminar in Organizational Theory: (4 cr; Prereq-Business admin PhD student or instr consent; A-F only; offered Fall Odd Year; may be repeated for 4.02 credits); Major theories and current research on organizational and interorganizational topics from a macro perspective.
MGMT 8401 - Strategy I: (2 cr; Prereq-Business admin PhD student or instr consent; A-F only; offered Spring Odd Year); Review of research in strategy.
MGMT 8402 - Seminar in Behavioral Strategy: (2 cr; Prereq-Business admin PhD student or instr consent; A-F only; offered Fall Even Year; may be repeated for 4 credits; may be repeated 2 times); Designed to help doctoral students interpret and conduct research on strategic management. Will focus on research that reflects a behavioral approach to strategy.
MGMT 8403 - Strategy II: (2 cr; Prereq-Business admin PhD student or instr consent; A-F only; offered Spring Odd Year; may be repeated for 4 credits); This is the second strategy core course for Business admin PhD students in Strategic Management and Entrepreneurship. It will focus on both strategy content and process.
MGMT 8404 - Seminar in Non-Market Strateg: (2 cr; Prereq-Business admin PhD student or instr consent; A-F only; offered Fall Odd Year); This is a Ph.D. seminar in the field of nonmarket strategy, i.e., the strategies by which firms alter, influence, or adapt to their existing institutional environment in order to gain competitive advantage. Drawing on foundations in both institutional economics and institutional theory, the seminar examines a body of recent research in the field of strategic management that studies how and to what effect firms engage with political, legal, and social stakeholders. While the primary focus of the course is on the antecedents and consequences of such nonmarket strategies for firms, we shall also consider the impact of these strategies on social welfare, and the resulting implications for public policy.
MGMT 8405 - Seminar in Technology Strategy: (2 cr; Prereq-PhD student or instr consent; A-F only; offered Fall Even Year; may be repeated for 8 credits; may be repeated 2 times); This is a course that will cover theories and phenomena that are central to the field of technology strategy. The course will include readings on a broad range of topics and perspectives pertaining to firms? technology and innovation strategy. An illustrative list of readings are provided below. These readings will be grouped into required and recommended readings. The course is intended to prepare students to undertake research in technology strategy. Towards this goal students will prepare summaries of assigned readings, serve as discussion leaders for the class topics and write a research proposal (including a research question, theory and hypotheses and research design) that builds on the course concepts.
MGMT 8406 - Organizational Theory I: (2 cr; Prereq-Business admin PhD student or instructor consent; A-F only; offered Fall Odd Year); Major theories and current research on organizational and inter-organizational topics from a macro perspective. This is course one of two. Previously offered as Mgmt 8302.
MGMT 8407 - Organizational Theory II: (2 cr; Prereq-Mgmt 8406, Business admin PhD student or instructor consent; A-F only; offered Spring Even Year); Major theories and current research on organizational and inter-organizational topics from a macro perspective. This course is two of two. Previously offered as Mgmt 8302.
MGMT 8408 - Computational Social Science for Organizational Research: (2 cr; A-F only; offered Periodic Fall & Spring); This seminar will provide a general introduction to the field of computational social science, with an emphasis on applications for research on organizations and management. The course will begin with an examination of the benefits of computational methods and their relationship to other, more established research approaches. Subsequently, we will consider several broad categories of topics, theories, and tools, including, for example, social network analysis, simulation, and natural language processing. In addition to providing an overview of the emerging field of computational social science, the course will help you gain hands on experience with using the methods discussed through lab demonstrations and a research project.
MGMT 8501 - Seminar in Entrepreneurship: (4 cr; A-F only; offered Spring Even Year; may be repeated 2 times); This seminar provides a broad introduction to the field of entrepreneurship. It helps students develop the skills and knowledge needed to conduct their own research within this domain. It introduces them to the theoretical and empirical foundations of the field of entrepreneurship as a scholarly discipline. It will familiarize students with key debates in the field. It will also sharpen students' conceptual and analytical skills, and help them develop their research agenda.
MGMT 8892 - Readings in Management Theory and Administration: (1 cr [max 8]; Prereq-Business admin PhD student or instr consent, adviser consent; Student Option; offered Every Fall & Spring; may be repeated for 16 credits; may be repeated 16 times); Intensive research on a management topic; major term paper.
MGMT 8894 - Graduate Research in Management Theory and Administration: (1 cr [max 8]; Prereq-Business admin PhD student or instr consent, adviser consent; Student Option; offered Every Fall, Spring & Summer; may be repeated for 16 credits; may be repeated 16 times); Research project on a management problem of interest to student; may be completed in cooperation with a business firm.

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