BUSINESS ENVIRONMENT IN RUSSIA
The Business Environment in Russia
4-cr General Credit
A component of the 16-credit Russia-China course, this two week, 4-credit advanced general credit course in St. Petersburg, Russia will build upon the work done in the preceding two weeks in the Russia in Modernity: History, Culture and Politics course taught by Prof. Brian Seitz. One premise of the course is that you cannot understand the business environment of a country without understanding and having an appreciation of the history, politics and culture of that country. So although this is a course about the business environment of Russia, it will explicitly build upon the foundation laid by Prof. Brian Seitz. By the time this course starts the students would have spent two weeks in Russia. So students will be familiar with their surroundings. They will see how things appear but they will not have an appreciation of the immense change in the business environment in a period shorter than they have been alive. So the course will start with a history of the transformation of the communist centrally planned Soviet Union to capitalistic Russia. They will see how Russia had to change its economic and legal system entirely. Areas such as the formation of a legal code, the creation of a banking system, and the privatization of existing companies and the creation of newly created companies will be explored. Then students will start to consider the current business environment. The role of oil and natural gas and other commodities will be analyzed on how it affects the economy of Russia. Business sectors such as retail and manufacturing will be considered. Tourism and trade, customs and import/export issues will be analyzed. Imbedded within the course will be discussions about the ethical business environment in Russia and the cost of corruption to the economy and to society. Students will also have the opportunity to visit a number of companies to illustrate and provide concrete examples of issued raised in class. Proposed company visits would be in the banking, retail, information technology and manufacturing sector.
Co-requisites: BRC3501, BRC3601, BRC3602
ENTREPRENEURIAL STUDIES CREDIT
FOUNDATIONS OF ENTREPRENEURIAL MANAGEMEN
MOB1000 Foundations of Entrepreneurial Management
The content of MOB1000 is equivalent to the material covered in FME 1000 and FME 1001. Students who are enrolled in FME therefore cannot enroll in this course.
Foundations of Entrepreneurial Management (FEM) introduces you to how to think and act entrepreneurially (ET&A). FEM will help you apply ET&A – a method of applying creative and predictive logic to achieve economic and social value creation -- to a variety of business situations you might encounter during your career, including: Starting and leading a new for-profit, non-profit or social venture; joining the team of a growing enterprise; or infusing an established organization or family business with entrepreneurial vigor. In FEM you’ll learn about Babson’s method for entrepreneurial thought and action, giving you the foundation to move on to intermediate level coursework and pursue your own entrepreneurial dreams.
MOB1010 Organizational Behavior
4 credit foundation management
Organizational Behavior is designed to help you improve your effectiveness as an individual contributor, team member, and leader in your current and future work environments. This course centers on developing your critical thinking regarding the complex circumstances that surround why people behave as they do in organizations and on using your knowledge to take more effective action and influence individuals and the wider organization in an ethical manner. Topics we will explore include emotional intelligence, behavioral styles, managing diversity, power and influence, negotiations, and culture. To become an entrepreneurial leader in a start-up venture, an established organization, or a social venture, you need to engage your understanding of organizational behavior.
CAREER EXPLORATION LAB
MOB2322 Career Exploration Lab
1 Non-academic credit
This course is designed as a companion learning course for students engaged in an internship experience. The goal of the course is to help students enrich their career learning through facilitated analysis and reflection on their work experience. Students will apply key career concepts to their own situations and be challenged to compare and contrast their experience with that of their peers.
NOTE:. The format for this course is self-directed over the course of the internship. You are responsible for completing each deliverable on time. Students must have secured an internship prior to registration in the course (internships will not be provided).
Pre-requisites: Completion of FME
GLOBAL LEADERSHIP DEVELOPMENT
MOB3505 Global Leadership Development
This Summer Institute is comprised of two courses about the world’s most intractable problems, and about conceptualizing ways to address them. You have chosen an auspicious moment to engage this topic, as the United Nations is currently shifting from its Millennium Development Goals to the new Sustainable Development Goals which will be launched in September 2015. Because Babson is part of the Champions Group of the UN Principles of Responsible Development Education (UN PRME), we have the opportunity to visit and to consult with this branch of the UN on how to translate the new SDGs so that they become relevant to business schools and business students. As such, our course has a certainty urgency and practicality to it that will be reflected in the coursework. And as a Summer Institute, we will travel to NYC to visit the UN, host exciting visitors who are leading in this space, and more!
In order to become a global leader, you must understand the context not only of the problems we face on a global level, but also of the partnerships among governments, businesses, NGOs, and concerned global citizens that are created in order to address them: this will be the topic in HUM3605. In order to consider ways to use entrepreneurial thought and action to address those problems, you must learn to clearly identify and scope opportunities, develop feasible and actionable plans to address the opportunities and be able to articulate those plans to various audiences, which will make up the work in MOB3505.
MOB3511 Business Presentations
2 credit general credit
This is a performance course designed to build upon basic presentation skills and concepts. Focus will be directed toward presentation strategies for informative and persuasive speeches for business settings. Students will present virtual and in-class, high-impact presentations. The course will enforce communication concepts to allow students to become effective critical thinkers as creators and consumers of messages.
Prerequisite: RHT II
Characteristics of effective leadership and the dilemmas of leadership, organizational structure and leadership, power and influence strategies, theories of leadership and leader's personality. Students will gain practice in leadership situations.
Prerequisites: SME2001 and SME2002
This course is typically offered in the following semester: Spring
MANAGING THE HIGH-PERFORMING ORGANIZATIO
MOB3524 Managing the High-Performing Organization
4 credits (general credit)
This course will help you learn how to manage collaboration and networks for organizational performance and personal success. It will focus on ways in which successful leaders think about, analyze, and develop collaboration networks that help drive strategic advantage, innovation, and well-being in organizations. The course will also equip you with a range of network tools and frameworks that not only can make you a more effective leader and team member but give you a competitive advantage in the job market.
In this course we will specifically address:
• STRATEGY: Deriving strategic advantage in a knowledge economy. The ability to innovate and leverage expertise has become central to wealth creation for organizations and entire economies. The first 25% of this course will focus on how leaders can best define and develop networks that drive both organizational and personal success. In addition, we will review practices and unique technologies that high performing organizations employ to better leverage and share employee experience and expertise.
• ORGANIZATION: Attaining critical efficiencies and innovation through networks. In order to develop innovative products and services, leaders need to develop innovative organizations through new and better ways of collaborating. The middle 50% of this course will teach a specific process leaders can use for systematically assessing, improving and supporting collaboration inside organizations (especially in informal networks).
• EXECUTION: Driving performance through team and individual level learning and execution. The bulk of work done in organizations occurs in teams or other collaborative relationships. The last 25% of this class will address unique ways to drive performance through teams by helping them more effectively work through networks. In addition, specific focus will be paid to key things YOU need to think about in managing your own career and networks as you enter the work force.
HUMAN RESOURCE MANAGEMENT
Human Resource Management
Provides an in-depth exploration of the challenges of managing through people. This course is appropriate for any student interested in serving in a management role, and particularly for those
interested in careers in human resource management. Topics covered include human resource
planning, personnel selection, interviewing, résumé construction, and performance management.
Uses text, lectures, case studies, films, and experiential exercises.
Prerequisites: SME2001 and SME2002
This course is typically offered in the following semester: Fall
ARTS AND ENTERTAINMENT MANAGEMENT
MOB3518 Arts & Entertainment Management: Balancing Creative Passion & Business Savvy
4 General Credit (advanced management)
Arts and entertainment organizations share one important aspect - they are born of the dreams, ideas, and passions of creativity and vision. Their products and services are driven by emotional impact and inspiration. They leave a lasting historical legacy that few other industries can. To remain sustainable, both nonprofit visual and performing arts organizations and corporate entertainment and media entities must have business models that have the right "return on investment" - economic, social, educational, and aesthetic. But nonprofit and corporate entities differ in their business models, legal structures, channels of distribution, and many other social, artistic, and business practices.
This course looks at how arts and entertainment organizations are created, managed, sustained, and operated and the delicate balance that must be achieved between artistic integrity and best business practices. Students will learn what goes on behind-the-scenes in these institutions and what types of artistic, human, technological, and financial resources are required to ensure their sustainability in both good economic times and bad. A wide variety of topics will include social and corporate entrepreneurship, strategy, fundraising, audience development, marketing, branding, finance, governance, negotiations, operations, and measuring organizational effectiveness. The course will be taught via a combination of lectures, case studies, video/audio examples, guest speakers, and group work.
By the end of the course, students will have greater insights into the arts and entertainment industries and will be able to:
1. Understand and appreciate the delicate balance between artistic sensitivity and business savvy that exists in these organizations;
2. Identify and evaluate the human, technical, and financial forces that inspire ideas, create challenges, and impact decision making;
3. Develop broader and deeper knowledge of non-profit and corporate structures, strategies, business models, strategies, and brand building techniques;
4. Learn about various forms of involvement available to students personally and professionally, from Board participation to career options, in these creative industries.
This course is associated with Strategic Management concentration and the Social and Cultural Studies concentration
Prerequisites: ASM3300 (may be taken concurrently)
MOB3521 Business Writing
2 credit - general credit
In this course students will gain the tools necessary to produce effective business writing in a variety of multi-modal contexts. Students will read, discuss, and respond in writing to articles and cases that address scenarios such as communicating to colleagues (memos, emails, letters, executive summaries), responding to managerial issues (staffing, policy changes), and writing for public consumption (blogging, communicating to shareholders). The course material will focus on achieving rhetorical effectiveness through a consideration of argumentation, style, tone, visual effectiveness as well as the development of a strategic writing process.
Prerequisite: RHT II.
SOLVING BIG PROBLEMS
MOB3527 SOLVING BIG PROBLEMS
4 CREDITS (GENERAL CREDIT)
This elective course is about how big problems in business, society, and the environment may be solved. Big problems are those that, if solved even partly, will transform industries, change the way we live, and greatly better people's lives. Examples include viable alternate energy, affordable transportation not based on fossil fuel, addressing global warming and environmental damage, developing treatments for diseases neglected for economic reasons, alleviating food and water shortages, responding to disasters, bringing products and services to ignored markets, and many others. Solving these complex problems requires creativity and innovation, strategic and entrepreneurial thinking, and management and organizational practices. The aim of the course is to discover how big problems may be solved.
Prerequisite: Babson Students: ASM3300
Olin or Wellesley students: ASM3300 or SUS1201 AND Junior or Senior class standing
ISRAEL START-UP STRATEGY
MOB3540 Israel Start-up Strategy
4 credit off-shore elective (general credit)
The purpose of this course is to provide students with an opportunity to understand the entrepreneurial ecosystem (EE) of Israel – a country of about seven million people with the highest rate of NASDAQ listings per capita of any nation.
Through pre-visit exposure to the concepts of the EE and start-up strategy; in-country interaction with Israeli start-ups, venture capitalists, government officials, entrepreneurship scholars, and others; and post-visit consulting projects for these start-ups, students will understand how Israel spurs entrepreneurship and get a deeper understanding of Israel’s business culture.
Prerequisites: OEM and MCE
SPAIN/PORTUGAL START-UP STRATEGY
MOB3545 Spain/Portugal Start-up Strategy
Peter S. Cohan, MA, Adjunct Lecturer, Strategy
The purpose of this course is to provide students with an opportunity to understand the entrepreneurial ecosystem (EE) of two small European countries – Spain and Portugal -- with significant intellectual capital but very small local markets for their products.
Travel Dates: May 11-20, 2014 (arrive in Lisbon on May 12th & depart from Barcelona on May 20th)
Pre-departure Academic Session Dates:
Saturday March 29 (9am-2pm)
Saturday April 12 (9am-2pm)
*All sessions are required
CONTEMPORARY STRATEGIC ISSUES IN CHILE
GLOBAL STRATEGIC MANAGEMENT
MOB3560 Global Strategic Management (formerly International Business Enterprise)
This course provides a broadly based introduction to management of international business ventures and the strategies and operations of multinational corporations.
This course explores the many ways that individuals think about and practice conflict resolution. Students will have a chance to learn more about their own negotiating preferences and the consequences of the choices they make. The course requires both intensive involvement in negotiation and mediation simulations/exercises and thoughtful application of theory through class discussion and written analysis. Class materials will reflect a variety of contexts from the workplace, including interpersonal, global, and cross-cultural interactions.
Prerequisite: SME2001 and SME2002
This course is typically offered in the following semesters: Fall and Spring
ISSUES IN LEADERSHIP AND ETHICS
Issues in Leadership and Ethics
Instructor(s): Miller; Healey
Credits: 2 general credits
Pre-requisite: students in their final semester of their undergraduate program
This course will explore the intersection between leadership and ethics in various contexts. It provides an opportunity for senior undergraduates in the last semester of their undergraduate studies to explore complex issues in societal and professional contexts while engaging in probing conversations with classmates from two or more campuses, faculty members, and guest speakers
Enrollment will be limited to 8 Babson students, 8 Olin students, students in the final semester of their undergraduate program.
If you are interested in taking this course, please fill out the application that was sent by email and return it to email@example.com by the 21st of November. You cannot enroll in this course through the normal registration process. You must apply, and only 8 students will be selected!