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MOB7525 - ANLYZ EPS OPPORTUNITY LATIN AM

ANLYZ EPS OPPORTUNITY LATIN AM

MOB7525 Chile/Peru: Analyzing Entrepreneurial Opportunities in Latin America 3 credit off-shore elective This course focuses on approaches and opportunities for starting and growing entrepreneurial businesses in Chile and Peru. We will study the characteristics influencing entrepreneurship in Chile and Peru, and draw some conclusions about the similarities and differences across countries and firms. Upon completing this course, you will have a better understanding about the unique elements associated with starting a new venture in Chile and Peru. This course provides an overview of the mindsets, methods, and managerial activities necessary to understand the entrepreneurial process in Peru and Chile, in particular the process of detecting and understanding entrepreneurial opportunities in Latin American countries. A key element of the course are visits to a number of entrepreneurial firms in Chile and Peru and the presentations by top level entrepreneurs, academics and government officials. An optional extension of travel is planned to Cusco and Machu Picchu. Additional details of which will be provided at the course information session.

3.00 credits

MOB7200 - BL CREATING AND LEADING EFFECTIVE ORGS

BL CREATING AND LEADING EFFECTIVE ORGS

F2F Meeting Dates - April 24th & 25th

2.00 credits

MOB7200 - BL CREATING AND LEADING EFFECTIVE ORGS

BL CREATING AND LEADING EFFECTIVE ORGS

2.00 credits

MOB7559 - BL GLOBAL STRATEGIC MANAGEMENT

BL GLOBAL STRATEGIC MANAGEMENT

F2F Meeting Dates: Friday, January 23rd and Saturday, February 21st. MOB7559 Global Strategic Management This course is intended as a strategy elective for students who are in the second half of their program. It is also the only required (or capstone) course for those who seek a global concentration. The course aims at understanding the development and implementation of broad global strategies by businesses. The course expands students' strategic thinking and combines it with a global perspective. The strategic elements include business systems analysis, competitive strategies, key success factors, and strategic imperatives. Looks at a number of issues relevant to international business such as global opportunity analysis, market(s) selection, assessing international competitors, selecting generic or complex global strategies, geographic priority setting, resource allocation across geographies and products, global functional strategies, and organizational implications. Students learn to develop global strategies, paying attention to their implementation through organizational innovations such as fostering a global mindset within the organization and using global strategic alliances. Teaching is discussion driven and involves case analysis. Prerequisites: Evening: MOB7000 or MOB8400 or MOB7202 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or MOB7202 Two Year: MBA7320 or MOB7301 or MOB7202

3.00 credits

MOB7517 - BL HEALTHCARE STRATEGY

BL HEALTHCARE STRATEGY

Registration for this course will open on April 15th F2F Meeting Dates : Saturday, June 21st and Saturday, July 18th. This course will begin on June 2nd with an evening session. MOB7517 HEALTHCARE STRATEGY 3 credit graduate elective The healthcare ecosystem is arguably the most complex in the US economy. Its importance, profitability, and knowledge-intensity have led to many specialized and inter-connected organizations. No matter where one is positioned in this ecosystem, success requires an understanding of all of it. This elective course provides a broad overview of the healthcare ecosystem, its players, and the economic, demographic, and political factors that are driving rapid change. We will explore the system's various components and their roles: the patients the system is intended to serve, the players responsible for delivering care (clinicians, hospitals, nursing homes, and other delivery systems), the entities that pay for health care (insurance companies and health maintenance organizations), the entities that develop and commercialize medical advances (pharmaceuticals and medical devices), and the government (in its role as regulator and funder). We will examine how these organizations work and how they are changing, and look at the big challenges and opportunities they face. We will also touch on global health issues and the role of foundations and non-profits. Integral to this course is exploring the big problems that health care ecosystem participants face, and how those may be addressed through innovation and entrepreneurship.

3.00 credits

MOB7200 - BL1 CREATING AND LEADING EFFECTIVE ORGS

BL1 CREATING AND LEADING EFFECTIVE ORGS

F2F Meeting Dates December 5th and December 6th MOB7200 Creating and Leading Effective Organizations Creating and Leading Effective Organizations (CLEO) - This course studies the core issues of entrepreneurial leadership: how to get things done when you can’t give orders, how to develop influence and build effective teams and organizations, and how to design and implement management structures and processes for high performance. There will be opportunity for practicing influence, stakeholder analysis and action planning skills.

2.00 credits

MOB7559 - BL1 GLOBAL STRATEGIC MANAGEMENT

BL1 GLOBAL STRATEGIC MANAGEMENT

MOB7559 Global Strategic Management Required F2F Sessions Firday, August 1st and Saturday, August 30th Non- Blended Learning students will be able to add this class beginning on April 7th, provided there is space and prereqs, if any, are met. All non- Blended Learning students will be required to complete the Blended Learning Business and Social Communications pre-work by the first day of the course. Contact gradprograms@babson.edu to be added to the required pre-work. This course is intended as a strategy elective for students who are in the second half of their program. It is also the only required (or capstone) course for those who seek a global concentration. The course aims at understanding the development and implementation of broad global strategies by businesses. The course expands students' strategic thinking and combines it with a global perspective. The strategic elements include business systems analysis, competitive strategies, key success factors, and strategic imperatives. Looks at a number of issues relevant to international business such as global opportunity analysis, market(s) selection, assessing international competitors, selecting generic or complex global strategies, geographic priority setting, resource allocation across geographies and products, global functional strategies, and organizational implications. Students learn to develop global strategies, paying attention to their implementation through organizational innovations such as fostering a global mindset within the organization and using global strategic alliances. Teaching is discussion driven and involves case analysis. Prerequisites: Evening: MOB7000 or MOB8400 or MOB7202 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or MOB7202 Two Year: MBA7320 or MOB7301 or MOB7202

3.00 credits

MOB7201 - BL1 MANAGING TALENT YOUR OWN AND OTHERS

BL1 MANAGING TALENT YOUR OWN AND OTHERS

F2F Meeting Dates: February 20th and February 21st

1.00 credits

MOB7201 - BL1 MANAGING TALENT YOUR OWN AND OTHERS

BL1 MANAGING TALENT YOUR OWN AND OTHERS

M0B7201 Managing Talent: Your Own and Others F2F Meetings - June 20 - June 21st. Managing Talent: Your Own and Others (MTYOO) – The purpose of this course is to think strategically about the management of talent, your own in particular, but also the talents of those with whom you work. Talent management and development is the key to leveraging that most important of all business assets: people. This is an action-oriented course that will require you to self-assess, reflect, obtain feedback and create a development plan for attaining your career goals. Such an experience often equips individuals with the skills and desire to reassess how talent is managed and developed in their current organizations. In this course, you will learn how to effectively deploy your own talent and build the ability to identify and help to develop talent in others.

1.00 credits

MOB7511 - BL1 NEGOTIATIONS

BL1 NEGOTIATIONS

Required F2F dates: Saturday, November 22nd and Friday, December 19th. Non-Blended Learning students will be able to add this class beginning on July 21st, provided there is space and prereqs, if any, are met. All non-Blended Learning students will be required to complete the Blended Learning Business and Social Communications pre-work by the first day of the course. Contact gradprograms@babson.edu to be added to the required pre-work. MOB7511 (formerly MOB7120) Negotiations Explores formal and informal ways that managers negotiate differences. Treats negotiation with peers, supervisors, subordinates, suppliers, customers, outside agencies, and others as a core managerial process. Examines research and concepts developed in a number of academic fields, and looks closely at personal skills and experiences. Requires intense involvement in negotiation simulation exercises, and thoughtful application of theory and research. Prerequisites: Evening: (MBA8500 or MOB7010) or MOB7200 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or MOB7200 Two Year: MBA7320 or MOB7303 or MOB7200 This course is typically offered in the following semesters: Fall, Spring and Summer first and second sessions

3.00 credits

MOB7511 - BL1 NEGOTIATIONS

BL1 NEGOTIATIONS

MOB7511 (formerly MOB7120) Negotiations Required F2F - Friday August 1 & Saturday, August 30th Non- Blended Learning students will be able to add this class beginning on April 7th, provided there is space and prereqs, if any, are met. All non- Blended Learning students will be required to complete the Blended Learning Business and Social Communications pre-work by the first day of the course. Contact gradprograms@babson.edu to be added to the required pre-work. Explores formal and informal ways that managers negotiate differences. Treats negotiation with peers, supervisors, subordinates, suppliers, customers, outside agencies, and others as a core managerial process. Examines research and concepts developed in a number of academic fields, and looks closely at personal skills and experiences. Requires intense involvement in negotiation simulation exercises, and thoughtful application of theory and research. Prerequisites: Evening: (MBA8500 or MOB7010) or MOB7200 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or MOB7200 Two Year: MBA7320 or MOB7303 or MOB7200 This course is typically offered in the following semesters: Fall, Spring and Summer first and second sessions

3.00 credits

MOB7202 - BL1 STRATEGY

BL1 STRATEGY

Face-to-Face Dates: April 24th & 25th MOB7202 | STRATEGY 2 credits This course focuses on strategic and competitive analysis to enable entrepreneurial action. How should we position our business strategically to compete effectively? What sources of competitive advantage can we create, exploit and sustain? What capabilities do we need to launch the business, grow the business, and adapt successfully to changes in the environment? Students will need to demonstrate that they can write coherently about strategic developments and options.

2.00 credits

MOB7202 - BL1 STRATEGY

BL1 STRATEGY

2.00 credits

MOB7200 - BL2 CREATING AND LEADING EFFECTIVE ORGS

BL2 CREATING AND LEADING EFFECTIVE ORGS

F2F Meeting Dates December 5th and December 6th MOB7200 Creating and Leading Effective Organizations Creating and Leading Effective Organizations (CLEO) - This course studies the core issues of entrepreneurial leadership: how to get things done when you can’t give orders, how to develop influence and build effective teams and organizations, and how to design and implement management structures and processes for high performance. There will be opportunity for practicing influence, stakeholder analysis and action planning skills.

2.00 credits

MOB7201 - BL2 MANAGING TALENT YOUR OWN AND OTHERS

BL2 MANAGING TALENT YOUR OWN AND OTHERS

F2F Meeting Dates: February 20th and February 21st

1.00 credits

MOB7202 - BL2 STRATEGY

BL2 STRATEGY

Face-to-Face Dates: April 24th & 25th MOB7202 | STRATEGY 2 credits This course focuses on strategic and competitive analysis to enable entrepreneurial action. How should we position our business strategically to compete effectively? What sources of competitive advantage can we create, exploit and sustain? What capabilities do we need to launch the business, grow the business, and adapt successfully to changes in the environment? Students will need to demonstrate that they can write coherently about strategic developments and options.

2.00 credits

MOB7200 - BOS CREATING AND LEADING EFFECTIVE ORGS

BOS CREATING AND LEADING EFFECTIVE ORGS

MOB7200 Creating and Leading Effective Organizations Creating and Leading Effective Organizations (CLEO) - This course studies the core issues of entrepreneurial leadership: how to get things done when you can’t give orders, how to develop influence and build effective teams and organizations, and how to design and implement management structures and processes for high performance. There will be opportunity for practicing influence, stakeholder analysis and action planning skills. MOB7200 will meet for 7 face-to-face sessions, plus a 3 hour online session, and an integrated session with EPS7200 and ACC7200 held on Saturday, December 13, 2014. MOB7200 is part of Cluster A and must be taken with EPS7200 and ACC7200 during the same semester unless otherwise waived from the course through completion of old core courses, advanced standing credit, or passing a waiver exam. All of the courses in Cluster A must be taken at the same location. MOB7200 is a prerequisite for Cluster F MOB7202 and MBA7201. MOB7200 is equivalent to MOB7010 Organizational Behavior or MBA8500 Leading Dynamic Organizations in the Info Age.

2.00 credits

MOB7541 - BOS CRISIS COMMUNICATION

BOS CRISIS COMMUNICATION

MOB7541 Crisis Communication 1.5 credit graduate elective This course focuses on helping leaders and entrepreneurs become more effective communicators in unexpected, stressful situations demanding rapid, strategic interaction with key stakeholders such as employees, shareholders, customers or suppliers. Students will examine how leaders responded to real crisis situations such as: withdrawal of a major investor, discovery of a harmful product defect, or employees being put at risk due to political instability. Students will learn how effective crisis communication depends on a careful analysis of the potential impact on each stakeholder group, anticipation of immediate and ripple effects of the crisis, and timely and consistent response from the leadership team. We will also explore how social media have become a channel for both information and mis-information in crisis situations. Case examples are drawn from a variety of industries and geographic areas, and are supplemented by relevant press releases and coverage in print, on the internet and other news media. Expected student deliverables include: a number of written assignments, active participation in case discussions, presentations of additional background to classmates, and taking part in a mock crisis situation requiring immediate written and spoken response.

1.50 credits

MOB7200 - CREATING AND LEADING EFFECTIVE ORGS

CREATING AND LEADING EFFECTIVE ORGS

2.00 credits

MOB7200 - CREATING AND LEADING EFFECTIVE ORGS

CREATING AND LEADING EFFECTIVE ORGS

2.00 credits

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