MOB1000 - FOUNDATIONS OF ENTREPRENEURIAL MANAGEMEN
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 youll learn about Babsons 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
MOB1010 Organizational Behavior
4 credit foundation management
The content of MOB1010 is equivaelent to the material covered in FME1000 and FME1001. Students who are enrolled in FME therefore cannoy enroll in this course.
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.
MOB2322 - CAREER EXPLORATION LAB
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
MOB3505 - GLOBAL LEADERSHIP DEVELOPMENT
GLOBAL LEADERSHIP DEVELOPMENT
MOB3505 Global Leadership Development
This Summer Institute is comprised of two courses about the worlds 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
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
MOB3512 - LEADERSHIP
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
MOB3514 - MANAGING THE HIGH-PERFORMING ORGANIZATIO
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.
MOB3515 - HUMAN RESOURCE MANAGEMENT
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, rsum 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
MOB3518 - ARTS AND ENTERTAINMENT MANAGEMENT
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
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.
MOB3527 - SOLVING BIG PROBLEMS
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.
Video description of the course
Prerequisite: Babson Students: ASM3300
Olin or Wellesley students: ASM3300 or SUS1201 AND Junior or Senior class standing
MOB3540 - ISRAEL START-UP STRATEGY
ISRAEL START-UP STRATEGY
MOB 3540 Israel Start-up Strategy (elective abroad)
Program fee is paid to Glavin Office program fee includes: accommodations, breakfast, bus transportation in Israel, program planned meals, and cultural excursions. Not included: tuition, international flight, visa costs, additional meals and personal expenses.
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 direct interaction with entrepreneurs, capital providers, educators, and government officials in Israel, the students should come away with a new perspective on startups opportunities and challenges and get experience consulting to local startups while applying concepts from two books Capital Rising: How Capital Flows Are Changing Business Systems All Over the World, co-authored by Peter S. Cohan with Srini Rangan, and Hungry Startup Strategy: Creating New Ventures with Limited Resources and Unlimited Vision (November 2012), by Peter S. Cohan.
Israels ability to spur entrepreneurial innovation vastly exceeds its size. Israel has 7.1 million people but the number of Israeli companies listed on the NASDAQ far exceeds its relative population. For example, India has three companies listed. Japan has six, Canada has 48, while Israel has 63. Israel has received as much foreign venture capital as the much larger Britain -- $2 billion in foreign venture capital invested there in 2008 alone. And Israel has the highest density of startups in the world 3,850 the equivalent of one startup for every 1,844 Israelis. Moreover, during the last few decades, Israels high-tech innovations have spread around the world.[i]
How did Israel accomplish this feat? Israel has historically been geo-politically isolated from its direct neighbors, limiting trade and cooperation. An Arab nation boycott made regional trade impossible and it has very few natural resources. In addition, it has borne the impact of multiple military conflicts, putting pressure on its economy. As a consequence, Israel looks to the spirit of its people to overcome its many limitations. The way Israel has managed its human capital a critical element of its EE has allowed Israel to become an innovation hub.
Israels entrepreneurial success depends on the people it attracts and how it harnesses their skills. Since Israel remains under constant political threat, all its citizens serve in the military which creates social networks and leadership training. Furthermore, Israels culture of critique, fostered by centuries of Jewish tradition, encourages a spirit of relentless improvement. Moreover, the Right of Return immigration policy for Jews augments Israel's population with people motivated to build new lives and livelihoods. The result is a business climate that embraces risk and spurs the growth of good ideas.
Many examples of Israels most successful start-ups spring from the application of its human capital to the gap between demand and supply. For example, drip irrigation was invented when a farmer in the Negev desert noticed one of his trees flourishing despite drought conditions. When he discovered a leaky underwater pipe, he had a moment of creative inspiration, developing a technology that spread around the world.
Many of Israels greatest innovations were in the area of information technology. They include PC anti-virus software, to AOL Instant Messenger, and the Intel Pentium microprocessor chip. Israelis also created medical devices such as radiation-free breast cancer diagnostics and the Gut Cam, an ingestible pill video camera that diagnoses abnormalities.
Hence one of the goals of the course is to explore how Israel has created such a vital EE and to give students a first-hand look at the Israelis who put the concept of entrepreneurship into practice.
The Israel Startup Strategy Elective Abroad is intended to provide students with the following benefits: to understand how Israel spurs startups, to get a deeper understanding of Israels business culture, to meet entrepreneurs, business educators, government officials, and capital providers in Israel
MOB3560 - GLOBAL STRATEGIC MANAGEMENT
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.
MOB3580 - NEGOTIATIONS
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: FME1000 and FME1001 or MOB1000 and MOB1010
This course is typically offered in the following semesters: Fall and Spring
MOB3582 - GLOBAL MANAGEMENT COMMUNICATIONS
GLOBAL MANAGEMENT COMMUNICATIONS
Global Management Communication
Effective communications are at the core of all international business relationships. So this course combines theory with practice in order for students to discover best practices in cross-cultural communication and then to apply them to the challenges of the global business leader. To become successful in this role, students will study the relationship between issues of culture, gender, and ethnicity and successful business communications. MOB3582 will be taught using lecture/discussion sessions, short case analyses, simulations, self-assessments, and the development of coaching skills that build collaboration across cultures and identities. Students will also have the opportunity to enhance their oral and written communication competencies established within multi-cultural contexts.
Prerequisite: SME2001 and SME2002