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Graduate Courses

The Course Catalog includes course descriptions of all courses offered by F. W. Olin Graduate School of Business. For descriptions of the courses offered in the current or upcoming semesters, please see our Course Listing

 

 Graduate Course Catalog

 
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Interdisciplinary

SIMULATION EXPERIENCE

MBA7150 - Simulation In Mod III One Year students will engage in a cross-functional business simulation that focuses on strategic and operational decision making. The simulation will test the ability to make decisions, take calculated risks, and effectively work with others in uncertain circumstances. Students will work with a new team of classmates to grow your business over several simulated years in the life of your company.

KICK-OFF FOUNDATIONS

Kick-off Foundations The Kick-Off Foundations SLE will focus on Entrepreneurial Thought and Action, team building, and technology. In addition to sessions on Ideas and Barriers to Innovation, students will participate in a competitive, computer-based simulation (Techmark), develop processes that will support virtual and in-person teamwork, take their first classes in Entrepreneurship and Leadership, and attend a variety of networking events.

START-UP FOUNDATIONS

Meeting Dates: October 27 - October 31st Kick-off Foundations The Kick-Off Foundations SLE will focus on Entrepreneurial Thought and Action, team building, and technology. In addition to sessions on Ideas and Barriers to Innovation, students will participate in a competitive, computer-based simulation (Techmark), develop processes that will support virtual and in-person teamwork, take their first classes in Entrepreneurship and Leadership, and attend a variety of networking events.

DISRUPTIVE CHANGE AND ENTERPRISE TRANSF

F2F Meeting Dates: March 11 - 14th. MBA7401 Disruptive Change and Enterprise Transformation (Signature Learning Experience) (Formerally titled Business Model Innovation) 1 credit Rapid changes in technology (digital convergence of data, voice, and video), greater concern for the environment, significant productivity increases in manufacturing and globalization of services are all causing tectonic shifts in several industries— publishing, music, telecommunications, retail, health care, and even government and nonprofits. During a 30-year period of one’s career, a manager can easily expect to be involved in at least three or four significant business model changes, even within the same industry. During this 3½-day interactive, executive-style workshop, students will explore different approaches to developing new and innovative business models in for-profit, nonprofit, and social enterprise contexts. A multidisciplinary approach will be used that integrates concepts and tools from entrepreneurship, innovation, technology, finance, marketing, engineering, sustainability, and design thinking.

BL1 DISRUPTIVE CHANGE ENT TRANSFORM

F2F September 3 - 6th MBA7401 Disruptive Change and Enterprise Transformation This 3½-day intensive, executive-style workshop is predicated on a central question for all entrepreneurial managers and leaders: How best to prepare oneself and one’s enterprise – be it a for-profit, a not-for-profit, or a social enterprise – to thrive in tomorrow’s world? A world that will be disruptively different from yesterday’s world because of fundamental shifts in consumer needs and preferences, social mores, globalization, scientific and technological knowledge and application, environmental consciousness, governance context, and governmental regulation and oversight. Arguably, nowhere are such industry-realigning “tectonic shifts” more evident than in the spaces of energy, media, and life sciences, and these three spaces that will be the focus of the workshop. Selectively integrating concepts and tools from entrepreneurship, innovation, technology, marketing, finance, sustainability, and design thinking, the workshop will immerse students in making sense of the disruptive forces at play, visioning the plausible shifts that may result in the ecology of the respective industry landscapes, and recommending how individual players should transform their enterprises so, as instigators, enablers (or disablers), victims, or witnesses of the disruptive change, they might be better prepared to thrive in the emerging world.

BL CAPSTONE: CORPORATE ENTREPRENEURSHIP

F2F Meeting Dates: March 27the & 28th, May 1st & 2nd and May 28th & 29th MBA7402 Capstone: Corporate Entrepreneurship The Corporate Entrepreneurship capstone course has three learning objectives: Integrate and apply accumulated learning experiences since the beginning of the Blended Learning MBA program Explore creativity, innovation, and entrepreneurship in greater depth—in corporate and in greenfield settings Develop a penetrating understanding of the process required to create something of significant value out of almost nothing Students form teams and develop a business plan based on either a project identified within their companies or a greenfield project.

SF CAPSTONE: CORPORATE ENTREPRENEURSHIP

F2F Meeting Dates: April 10 & 11th and May 22md and 23rd. MBA7402 Capstone: Corporate Entrepreneurship The Corporate Entrepreneurship capstone course has three learning objectives: Integrate and apply accumulated learning experiences since the beginning of the Blended Learning MBA program Explore creativity, innovation, and entrepreneurship in greater depth—in corporate and in greenfield settings Develop a penetrating understanding of the process required to create something of significant value out of almost nothing Students form teams and develop a business plan based on either a project identified within their companies or a greenfield project.

DECISIONS

Meeting Dates: Saturday, February 28th and Saturday, April 11th MBA7509 Decisions Decisions, Decisions, Decisions-How managers make good and bad choices (3 credit Elective) MBA students are exposed to a wide variety of concepts and tools which should enable them to make intelligent decisions. However, the decision making performance of corporate managers, most of them trained in these concepts and tools, is very uneven. This course will seek to enable a student to understand some key factors that can influence the quality of decision making. Using case examples from both business and government, the course will build on a basic understanding of analysis and decision making to expose participants to the circumstances that can limit the effectiveness of the techniques they have learned and help them understand the challenges they will face as members of leadership teams making complex choices throughout their careers. Students will also learn about the factors involved in providing information for decision-making, and the roles that information technology plays in decision situations. At the conclusion of the course, students will have an appreciation for the factors they will encounter in leadership roles and the methods they can employ to ensure that they contribute to the making of good decisions. Their exposure to the broad topics presented should also acquaint them with areas which may draw their interest for more intensive study in specific academic disciplines.

SF1 DECISIONS

Required F2F Meeting Dates - December 5th and January 17th. 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. MBA7509 Decisions Decisions, Decisions, Decisions-How managers make good and bad choices (3 credit Elective) MBA students are exposed to a wide variety of concepts and tools which should enable them to make intelligent decisions. However, the decision making performance of corporate managers, most of them trained in these concepts and tools, is very uneven. This course will seek to enable a student to understand some key factors that can influence the quality of decision making. Using case examples from both business and government, the course will build on a basic understanding of analysis and decision making to expose participants to the circumstances that can limit the effectiveness of the techniques they have learned and help them understand the challenges they will face as members of leadership teams making complex choices throughout their careers. Students will also learn about the factors involved in providing information for decision-making, and the roles that information technology plays in decision situations. At the conclusion of the course, students will have an appreciation for the factors they will encounter in leadership roles and the methods they can employ to ensure that they contribute to the making of good decisions. Their exposure to the broad topics presented should also acquaint them with areas which may draw their interest for more intensive study in specific academic disciplines.

ENTERPRISE 2.0 BUILDING SOCIAL NETWORKS

MBA7515 Enterprise 2.0: Building Social Networks to Improve Business Performance (MBA7515) 3 Credits This course counts as Requirement C (Depth) for the Business Analytics concentration. This is a blended course, with 2 face-to-face sessions & 4 online weeks. • Session 1: Jan. 10 - Jan. 16 online week (asynchronous – no specific meeting time) • Session 2: Friday Jan. 23, 8:30am -4:30pm (face-to-face class) • Session 3: Jan. 24 – Jan. 30 online week (asynchronous – no specific meeting time) • Session 4: Feb. 1 – Feb. 7 online week (asynchronous – no specific meeting time) • Session 5: Feb. 8 – Feb. 14 online week (asynchronous – no specific meeting time) • Session 6: Saturday Feb. 21, 8:30am -4:30pm (face-to-face class) Enterprise 2.0 is the term to describe organizations that use strategies, business practices, and technologies that enable emergent collaboration. Many organizations are now interested in capturing, distributing and applying the knowledge of their employees for business benefit. Also, companies need to keep track of knowledge outside of their corporate walls, for example, understanding market trends and being aware of what customers are saying about their products. Ultimately, the goal of Enterprise 2.0 is to break down traditional information silos and to allow employees and managers to tap into the right expertise when they need it. A major objective of this course is to understand social networks using social network analysis (SNA). SNA is a methodology to analyze the structure of social networks, or the people-to-people connections in organizations. SNA is an increasingly popular application used by both management consultants and internal organizational practices (e.g., Marketing, HR, R&D, and HR-Talent Management) to understand information flows inside and outside a company. The SNA results in both visualizations as well as metrics to determine: where information silos exist in the organization and people's position in the "informal" structure of the organization, such as central, peripheral, and broker positions (i.e., connecting different subgroups). From this analysis, we can then determine knowledge management/talent management/marketing interventions that improve collaboration and business practices. We will also discuss how SNA techniques can be used to analyze employee connections through social media (e.g., who is blogging and responding to other employees' blogs, following other employees' social profile, etc.) Students will gain valuable "hands-on" experience using and applying SNA from their group project, leveraging various popular tools used by organizations and consulting companies. Finally, we will explore how the latest social collaboration tools, including social networking platforms such as Twitter, Facebook, LinkedIn, Foursquare, and applications such as blogs, wikis, and bookmarking/tagging tools, are being adapted and used by organizations, for example, to leverage the "wisdom of crowds". Through case studies, group projects, and hands-on exercises, we will discuss the value proposition to companies and their employees from using social media. For example, groups will come up with a social media strategy for an organization, including providing metrics on how to evaluate the success or "ROI" of their strategy. This is a "blended" course - consisting of both face-to-face and on-line classes. The course will consist of lecture material, discussion of real-world case studies, and interactive group exercises. Your grade will consist of three equal components: class participation, group projects, and an individual paper. Prerequisites : none

BL1 MEASURING & ACHIEVING STRAT RESULTS

MBA7540 Measuring and Achieving Strategic Results Formerly ACC7540 Required F2F Friday, May 30 & Saturday, June 28th 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. Students who have taken ACC7540 or MOB9577 or MOB7577 cannot take this course. This course provides extension coverage of topics discussed in MOB9577 and MOB7577. Drawing on a variety of integrative sources of information and different functional material the course explores methods to manage the total firm and its operations in harmony with strategy. Firm and industry value chains along with organizational structures are used to develop balanced measurement systems that drive performance and motivate action. Financial and non-financial analytical techniques are developed to evaluate the design and implementation of a management system. Case studies provide contextual breath by applying the material to a variety of firms. Prerequisites: Evening: (ACC7000 or MBA8510) or ACC7200 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or ACC7200 Two Year: MBA7320 or ACC7301 ACC7200 This course is typically offered in the following semester: Fall

CONSCIOUS CAPITALISM

MKT7541 Conscious Capitalism: Theory and Practice 3 credit graduate elective This course introduces students to the theoretical underpinnings and practical implications of the approach to business known as Conscious Capitalism, which challenges business leaders to re-think why their organizations exist and to acknowledge their company's role in the interdependent global marketplace and ecosystem. Research shows that companies that embody the principles of Conscious Capitalism substantially outperform the market in financial terms over the long term, while creating many other kinds of non-financial value for all stakeholders. Students in the course will learn how Conscious Capitalism and differs from a traditional perspective on business; critically examine the evidence on the impact of practicing conscious capitalism on the tangible and intangible well-being of all stakeholders; explore in detail how to operationalize the four key tenets of conscious capitalism: higher purpose, stakeholder orientation, conscious leadership and conscious culture; develop an understanding and appreciation for systems thinking as an integral discipline contributing to the practice of Conscious Capitalism; explore how to help a conventional business transform into a conscious business; and understand and practice the fundamental elements of personal transformation that must accompany any effort to implement Conscious Capitalism. The course will incorporate a blend of lectures, discussions, guest speakers, personal mastery exercises and a group project that entails performing a Conscious Business Audit of a company.

WEALTH MANAGEMENT

F2F Meeting Dates: March 28th and April 25th. MBA7546 Wealth Management 3 credit blended elective Wealth management does not necessarily have as much to do with how much asset value you now have or how you accumulated that wealth. But wealth management is more about how you manage the wealth you have. There is an accumulation stage and a distribution stage. Wealth management does not involve just investing. Investing is an important element but good management also involves income taxes, estate taxes, how to fund education for children, how to fund a retirement, and how to protect your assets from creditors. There are 6 pillars of wealth management. This course examines tax planning, estate planning, investment planning, retirement planning, education planning, and risk management including asset protection and insurance, from an individual planning perspective. The course is designed for students who have already accumulated wealth or are in the process of doing so. This could be the successful entrepreneur (or in the process of becoming successful) but also includes students who expect to inherit wealth and those that are interested in helping parents manage their wealth. Also students who have interest in the financial services industry – financial advisors, insurance advisors, bankers, mutual fund managers, etc. will find the course of interest. The course will use a combination of cases, readings, power point presentations, spread sheet models, and discussions amongst students. Since many of the topics change quickly (for example expiration of the Bush tax cuts and the fiscal cliff legislation known as The American Tax Relief Act of 2012) there will also be cutting edge updates (for example the Affordable Care Act) to planning techniques. The course is offered in a blended learning format. Thus the course is about 7 weeks long with two face to face sessions. The text will be supplemented with numerous articles which are very practical in nature. Although not a guarantee past students have learned how to save on income and estate taxes! No prerequisite required.

CHINA: THE BUSINESS REALITIES

MBA7565 China: The Business Realities 3 credit Elective Abroad This course is for Fast Track students only. COURSE OBJECTIVES: This elective focuses on the critical strategic and operational issues underlying the successful capture of business opportunities that exist within China. More specifically, this course addresses two basic questions that any business professional would have with regard to his/her enterprise and China: * What are the business practices with China that bring significant value-added to my company? * For a company that does business with China, what are the critical operational issues to ensure success? COURSE SUMMARY: This course has been designed from the perspective of a business professional whose company has China business and who aims to improve his company’s performance. This course has been designed for the student enrolled in the Babson Fast-Track MBA program. The course coverage is divided into three parts. The first part is several online sessions before departure for China. The second part is a one-week visit in China. The third part is a session for reflection after the program in China. The pre-departure sessions will introduce and discuss the prevailing challenges of doing business with China in three contexts -- China as a market, China as a collaborator and China as owner-investor in a non-China company. The second part of the course, taking place in China, will have visits with companies who can address the critical issues raised in the pre-departure sessions. A distinctive aspect of this course is that priority for industry sector or specific company scheduling will be given to the Fast-Track students’ companies. For example, if a student’s company wishes to host a visit, it would be given priority. The third part of this will take place after the one-week visit to China. There will be an online session to share reflections and synthesize learning points. Prior to that session, each student will be required to submit a paper which demonstrates his or her grasp of the successful business practices for a company’s engagement with China. The paper will be written after the student returns from China. Prerequisites: Completion of all Fast Track core courses.

SELLING IDEAS PROD AND SERVS TO EXECS

Meeting Dates: April 3rd (6:30 PM - 9:30 PM) April 4th and 11th (8:30 AM - 4:30 PM) MBA9502 Selling Ideas, Products and Services to Executives (formerly titled Business Development through Professional Selling) The growth of business revenue depends directly on a firm's ability to create additional value for current and potential customers. This 2.5 day intensive course will focus on the professional selling process, to include identifying opportunities, gaining access to and engaging decision makers, asking high gain questions, building long term relationships with decision makers and influencers, presenting winning proposals, handling resistance and objections, completing the sale or obtaining commitments and following up. The course will use the value creation methodology to identify solution options aimed at creating value and enhancing the other party's (e.g., customers) competitiveness. The course will use a number of inputs to share current academic thinking and best practice. Course participants will also be challenged to apply the learning to potential opportunities. The art and science of ethically and effectively convincing another party about self, ideas, solutions, products, services, etc., is an imperative for everyone, whether in family or social settings, profit or not-for-profit ventures. It's a life skill. This course is therefore for everyone. Prerequisites: None This course is offered in both Fall and Spring

WEALTH MANAGEMENT II

Meeting Dates: Friday, June 13th - 6:30 PM - 9:30 PM Saturday, June 14th - 8:30 AM - 4:30 PM Saturday, June 21st - 8:30 AM - 4:30 PM MBA9521 Wealth Management Part 2 – Retirement Planning, Education Planning and Risk Management There are 6 pillars of wealth management – tax planning, estate planning, investment planning, retirement planning, education planning, and risk management (asset protection and insurance). Part 2 examines retirement planning – an overview of the retirement planning process including sources of income in retirement, health care costs, longevity, expected returns, sustainable withdrawal rates including asset allocation and guaranteed income sources. Then tax efficient withdrawals and a model are discussed. Also included is analysis of Roth conversion and net unrealized appreciation. Social Security decision including the basics, taxation, Medicare, breakeven analysis, and normal or delayed benefits are examined along with details on IRA’s, annuities, and distribution options. Education planning starts with background on rising college costs and setting education funding as a goal and includes traditional saving options such as custodial accounts. Also examined are models to estimate education costs and funding. This leads to an extensive examination of 529 College Saving Plans. Advanced techniques such as 529’s and trusts and scholarship accounts are discussed. Risk management includes asset protection – protecting retirement plans and IRA’s; the homestead exemption; umbrella liability insurance; the S corp. versus an LLC for a business owner; domestic asset protection trusts; and offshore trusts. Also included is insurance – home owners, health, disability, and long term care. Part 2 covers the topics from an individual planning perspective. The course is designed for students who have already accumulated wealth or are in the process of doing so. This could be the successful entrepreneur (or in the process of becoming successful) but also includes students who expect to inherit wealth and those that are interested in helping parents manage their wealth. Also students who have interest in the financial services industry – financial advisors, insurance advisors, bankers, mutual fund managers, etc. will find the course of interest. Prerequisites: None

LEAP: LEADING ENTREPREN ACTION PROJECT

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