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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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Management

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.

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

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.

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.

GLOBAL STRATEGIC MANAGEMENT

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

HEALTHCARE STRAGEGY

Registration for this course will open on Monday, August 25th and will close on Wednesday, October 15th, 2014. Course start and end dates: Start Date: Monday, October 20, 2014. End Date: Saturday, December 13, 2014. Class dates and Class Times: (Evening)/face-to-face session (Blended-Learning) dates: Dates and class times as listed below: - 11/7 F2F 9 AM-5 PM Olin Hall - 12/13 Final F2F 9 AM-5 PM Olin Hall Webinar or other mandatory session time/date: - 10/20 8:00-9:30 PM Opening Webex - 10/26 7:00-8:30 PM 2nd Webex (This is a Sunday, and Mon is Start up Week for Prof. Cummings) - 11/17 Webex 8 PM-9:30 PM - 11/24 OFF Thanksgiving week - 12/1 This is week six with no Webex MOB7517 HEALTHCARE STRATEGY 3 credit graduate elective Throughout Health Care Strategy, you’ll explore the complex and rapidly changing healthcare ecosystem; its players; and the dynamic economic, demographic, and political factors that are driving this change. You’ll explore the various components of this system and their roles, including patients, care providers, entities that pay for health care, entities that develop health care, and the government. We’ll examine how these organizations work and how they are changing, and look at the challenges and opportunities for the system, and organizations within the system. Prerequisites: None

INDEPENDENT RESEARCH

MOB7580 Independent Research ******Independent research is available for all academic divisions. Registration is manual for students through Graduate Programs and Student Affairs****** Independent Research provides an opportunity to conduct in-depth research in areas of a student's own specific interest. Students may undertake Independent Research for academic credit with the approval of a student-selected faculty advisor, the appropriate division chair, and Graduate Programs and Student Affairs. Please note that a student is responsible for recruiting a faculty advisor through the student's own initiative and obtain the advisor's prior consent/commitment before applying for an independent research project. Authorization for such a project requires submission of a formal proposal written in accordance with standards set forth by the Graduate School. The research project normally carries 1.5 or 3 credits. For more information and a proposal outline please visit: www.babson.edu/grad/gpsa

LEADING & MANAGING CHANGE

Meeting Dates: Friday, September 12 [6:30 – 9:30 PM] Saturday, September 13 [8:30 – 4:30] Saturday, September 20 [8:30 – 4:30] MOB9545 Leading and Managing change Credits: 1.5 intensive elective Meeting Dates: Given the shortening cycle time in all industries, in today's business environment it is difficult to find a company that is not at some stage of planning or implementing a change program, more often there are multiple change initiatives in process. Whether the goal is cutting costs, shortening development times, enhancing customer service, targeting new market segments, or becoming a "solutions provider", companies are devoting increasing effort to initiating and managing change programs. The basic objective of this Intensive Elective is to prepare you to play realistic and effective roles in leading and managing organizational change. It is more than a truism that if you are not part of leading a change, you are likely to become a victim of it. In the context of a range of concrete cases (small, medium, and large companies, technology and service firms, operating in the US, Europe, and Asia, with problematic and successful change outcomes), we will pursue our objective by focusing on separating the wheat from the chaff in change models for their efficacy and possible shortcomings. We will identify and challenge the most pivotal assumptions that seem to drive action imperatives. We will explore the interplay of changing competitive forces, a company's history, and its corporate culture. And we will consider ways of leading and managing necessary during different stages of a firm's evolution, and during different phases of the change process. Prerequisites: Evening: ([MBA8500 or MOB7010] and [MBA8520 or MKT7000] and [MBA8530 or OPS7000]) or (MOB7200 and OPS7200 and MKT7200) Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or (MOB7200 and OPS7200 and MKT7200) Two Year: MBA7320 or (MOB7303 and OPS7303 and MKT7302) or (MOB7200 and OPS7200 and MKT7200)

LEADING FOR SOCIAL VALUE

MOB7548 Social Value Creation: Matters 1.5 credit elective The role of business in society has significantly shifted. Business leaders increasingly have to meet the challenges and competing demands of "doing well" (economic value), while at the same time "doing good" (social value). This course will build on some of the most current thinking around the design, execution and assessment of "triple bottom line" leadership strategies. Students will have the opportunity to: Engage in focused, in-depth analysis of an array of companies and the multiple ways they are addressing social value creation; Discover what leaders across these organizations are doing and the impact this is having; Explore the complex opportunities available to enhance and expand social value creation in a world where the lines between business and society have significantly shifted; Contribute to the Second Edition of the Babson student-created book, Social Value Creation Matters.

MANAGEMENT CONSULTING

MOB7513 MANAGEMENT CONSULTING 3 CREDITS STUDENTS WHO HAVE TAKEN MOB9513 MANAGEMENT CONSULTING (1.5 INTENSIVE ELECTIVE) MAY NOT TAKE THIS COURSE. The objective of this course is to communicate the basic skills and functions of the management consulting industry and to make students aware of the key issues and factors driving the future of consulting. This will be accomplished by inculcating the perspective of the client and helping students consider some of the career and lifestyle issues inherent in a consulting career as well as to allow students to experience some aspects of consulting itself in the course. The course will be conducted using outside experienced consulting leaders and guest experts. 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

MANAGING IN TURNAROUND COMPANIES

MOB7552 Managing in Turnaround Companies 3 credit grad elective This course will address the strategic, operational and organizational issues confronting senior managers in a turnaround situation. It is intended to impart practical knowledge of how to strategically and financially assess the severity and depth of the situation, understand the key assessment tools used and how to develop strategic and operating plans going forward. Discussing organization implications and communication techniques will be an important part of the course. Students will develop familiarity with the management and organizational assessment tools used in turnaround situations. They also will understand the financial and managerial actions necessary for developing sound turnaround strategies and implementation plans. Importantly, organizational implications of these plans will be probed and discussed, with focus given on how people are affected by management's actions. Finally, students will learn which leadership techniques can best be employed in different turnaround situations. Prerequisites: Evening: FIN7000 or MBA8510 or FIN7200 Fast Track: MBA7335 or (ECN7201 and MIS7200) One Year: MBA7210 or FIN7200 Two Year: MBA7320 or FIN7302 or FIN7200

MANAGING TALENT YOUR OWN AND OTHERS

MOB7201 Face to Face meetings: 6:30 PM - 9:30 PM • Monday, November 3 -face to face • Monday, November 24 -face to face • Monday, December 1 -face to face • Monday, December 8 –WebX online

NEGOTIATIONS

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

PERSUASIVE BUSINESS PRESENTATIONS

MOB7502 Persuasive Business Presentations - (formerly COM7500) 1.5 credit elective Managers and entrepreneurs need effective presentation skills to persuade key audiences, such as employees and team members, investors, and prospective clients. A successful presentation depends on delivery and non-verbal factors as well as careful preparation and a logical organization of ideas. In this workshop format class, you will deliver four or five formal presentations, which we will videorecord to help you evaluate your technique. We will also give you some opportunities for impromptu speaking. Topics may include: rocket pitch to investors, B2B sales presentation, strategic recommendation to senior management, and a technical financial or data-driven presentation. Students are encouraged to use material from other courses or from your work context. We will also cover creating effective visuals and interacting with your visuals to tell a compelling story. The focus will be on providing extensive and constructive feedback and coaching you on assessing and improving your own capabilities.

SF1 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.

SF1 NEGOTIATIONS

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

STRATEGIC WRITING FOR MANAGERS

MOB7501 Strategic Writing for Managers - (formerly ENG7500) 1.5 credit elective This course helps students become more efficient and effective writers of strategic corporate communications. Cases, readings, and assignments illustrate challenging communication problems that demand readable, succinct, substantive, and persuasive writing. Assignments may range in applications to such issues as ownership structure, finance, investor relations, internal communications, production planning, and media and public relations. Class activities involve extensive peer review and editing of students' own writing. (1.5 credit hours) This course is typically offered in the following semesters: Fall, Spring, First Summer SessionI, and Second Summer Session Prerequisite: None

STRATEGY

MOB7202 Strategy (STRAT) (2 credits) This stream 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.

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.

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
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