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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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Capstone: The CEO (MBA7201) Complementing the Strategy course and integrated with it, the Evening MBA capstone course is focused on the job, perspective, and agenda of the CEO because the CEO is ultimately responsible for a company’s strategy and its overall performance. It is also an occasion for students to draw upon the knowledge gained from other core and elective courses taken in the program. MBA7201 has 7 face-to-face sessions and a Saturday session held on Saturday, April 30th 9AM - noon. MBA7201 is part of Cluster F and must be taken with MOB7202 during the same semester unless otherwise waived from the course through completion of MOB8400. All of the courses in Cluster F must be taken at the same location. The prerequisites for MBA7201 are MOB7200, EPS7200, ACC7200, ECN7200, MKT7200, QTM7200, OPS7200, ACC7201, ECN7201, MIS7200, MOB7201, LAW7200, and FIN7200 or ACC7000 & FIN7000 & ACC7010 & OPS7000 & ECN7000 & MKT7000 & MOB7010 & MIS7500 & EPS8150 & QTM7010 & QTM8200 & ECN8200 & LAW8200 & MOB8100 or MBA8500 & MBA8510 & MBA8520 & MBA8530 & QTM8400 & LAW8200 & ECN8200 & EPS8150 & MOB8100.



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.


MOB7201 Managing Talent: Your Own and Others F2F Meeting Dates - Friday, June 17th and Saturday, June 18th 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


MOB7202 Strategy F2F Meeting Dates - Friday, August 5th and Saturday, August 6th Strategy (STRAT) - 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?


MOB7500 STRATEGY EXECUTION (formerly called Acomplishing Strategy) Strategy Execution helps participants achieve superior results in both managerial and consulting roles. The course exploits the natural and indigenous dynamics that constitute Strategic Management, not just top management direction and the execution of a plan. This powerful perspective reaches deep into how strategic results actually are accomplished in organizations, thus empowering course participants compared to their peers. Since a premium usually devolves to practitioners and consultants who achieve greater timeliness the course helps participants comprehend uncertainty more presciently, pursue initiatives more proactively, and take actions more preemptively. "Next generation" strategy tools drive the course almost entirely using original concepts, innovative exercises, and case studies derived from the instructor's own field research and experience. Professional consulting methods are integral to the course and employed in a team consulting project which applies both course techniques and modern consulting methods to a real situation. This course leverages education and experience in other fields for increased managerial or consulting success. Course content and perspective complements and potentially multiplies careers in consulting, business development, brand management, strategic human resources, market research, information technology management, entrepreneurial ventures, organization development, and similar business activities. This course is unique to Babson and designed to extend our distinctions. 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 This course is typically offered in Fall


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


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.


MOB7511 Negotiations Blended Learning MBA electives will open up to Non-Blended Learning MBA students on March 11th at noon. F2F Meeting Dates- Saturday, June 4th and Friday, July 1 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: None This course is typically offered in the following semesters: Fall, Spring and Summer first and second sessions


Meeting Dates: January 22nd, 23rd, 29th, 30th and February 12th from 8:30 AM - 4:30 PM 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


MBA7518 Solving Big Problems 3 credits Big problems are those that if solved even partly will transform industries, change the way we live, and greatly better people's lives. This elective course is about the nature of big problems, the pioneers who solve them, and how they do so. The focus is not on any select few big problems – we will look at a variety of them – but on the thinking process and business approaches to solving any of them. More broadly, the course is about how to think better and make better decisions when tackling difficult, complex, fuzzy, consequential problems in any setting. The course emphasizes ideas, discovery, and the ability to think conceptually (which complements the emphasis on analytical thinking in other courses). Because transformers of industries and societies are skilled at conceptual thinking, the course will help you cultivate this skill by learning how to ask the right questions and by creating your own models and frameworks to look at the world differently. Pioneers, innovators, transformers are also widely informed about the world, so the course will draw its stories and ideas from a breadth of sources. Your intellectual openness and curiosity are therefore desirable for the course along with having completed the core strategy course. Pre-requisites: core/required strategy course (MOB7202)



MOB7523 Communication in a Global Context 3 credits elective (FULLY ONLINE) Please paste this link in your browser to view a presentation by Dr. Sydel Sokovitz In today’s competitive, global environment, effective communication is at the core of business success. This course assumes that our abilities to think strategically and to communicate powerfully in the global marketplace are profoundly influenced by culture, gender, ethnicity, and technology. We’ll examine the knowledge, mindfulness, and behaviors that lead to more successful business engagements with our clients. We’ll then combine theory with action in order to discover and enact best practices in global business relationships. This course does NOT prescribe protocols of behavior in different geographies. Instead, by increasing our own cultural awareness, we’ll be in a position to observe, respect, and communicate in ways that lead to success. The key is to adapt to other contexts – but without sacrificing our own cultural identities and authenticity.


MOB7526 Brazil: Doing Business in Brazil 3 credit Elective Abroad This course applies and expands on National Business Systems, Managing in the Global Economy, and MOB 8400 courses by examining competition and strategy at three levels of analysis: country, industry and firm. It also builds on Entrepreneurship courses in the Mods or 8150 by investigating opportunity recognition and the potential for new venture creation. The context consists of a variety of institutions and firms in Brazil, focusing on the country's main business center, São Paulo, where Brazil's most important financial market and industrial concentration is located. We will also visit Paraty and Rio de Janeiro. The course is organized around the following themes: the context for business in Brazil, developing business issues in Brazil, economic transformation-from import substitution to regional integration, and the social dimension in Brazil.



MOB 7543: Managing in a Diverse Workplace This course focuses on understanding the factors that create leaking talent pipelines with respect to diversity in the workplace. The course will first examine the context for the so-called war on talent and the need and opportunity to effectively diversify the talent pool and leadership pipeline. Next, it examines the underlying social norms and organizational barriers that may engender talent loss and considers examples of how organizations set and implement policy to attract and retain a diverse talent pool and the challenges they face in doing so. Finally the course concludes with the perspective of the manager, looking at how social identity impacts individuals and the choices they make, both for themselves and in their managerial roles. The focus throughout the course will be on ways to enhance effectiveness in managing a diverse group of employees. Students will work in study groups on a weekly basis and to complete the final course project. Format Options: This course is taught in traditional OR blended format. In the traditional format, class runs once a week in standard 2.5 hour classroom sessions. In the blended format there is a special schedule with daylong classroom sessions Weeks 1 and 7 and online work in the intermediate weeks; during the intermediate weeks students should expect to check the online course website regularly during each week. Credits: 3 Prerequisite: Completion of the One Year or Two Year core modules, Blended core course sets or Evening cluster A.


MOB7549 Global Business, Institutions and Policies 3 credit graduate elective This course is intended as a strategy elective in international business. It qualifies for Requirement B in the Global Management Concentration. The course aims at exploring the institutional and policy contexts in which businesses develop both national and global strategies. The course expands students’ understanding of global contextual factors impacting business, and helps them develop deeper local, national, and global perspectives on competition. To achieve this goal, the course explores the contextual sources of firms’ competitive advantage and disadvantage, helping understand why firms from different countries tend to emphasize different dimensions of competition, behave differently in global markets, and have different organizational structures. In particular, we analyze the impact of formal and informal institutions, corporate governance systems, legal systems, innovation systems, government policies, non-market actors, and international financial institutions, among others. Students learn how to identify institutional opportunities and constraints in local, national, and global settings, and how firms can leverage these opportunities and constraints. Teaching is discussion-driven and involves case analysis.


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


MOB7553 Singapore/Hong Kong Startup Strategy 3 Credit Elective The purpose of this course is to provide students with an opportunity to understand the entrepreneurial ecosystem (EE) of two small Asian countries - Singapore and Hong Kong -- with significant intellectual capital but very small local markets for their products. Through direct interaction with entrepreneurs, capital providers, educators, and government officials in these countries, the students should come away with a new perspective on startup's opportunities and challenges and get experience consulting to local startups while applying concepts from two of my books - Capital Rising: How Capital Flows Are Changing Business Systems All Over the World, co-authored with Srini Rangan, and the forthcoming Startup Strategy: How Entrepreneurs Set Goals, Raise Capital, Build Teams, Pick Markets, Gain Share and Adapt to Change. Singapore and Hong Kong are vital hubs for finance and trade in Asia. Both governments have taken affirmative steps to try to encourage entrepreneurship within their borders. Yet there is a strong cultural bias for the graduates of elite schools in these countries to work for large companies, banks, or the government. Hence one of the goals of the course is to explore how this tension between strong cultural values in Singapore and Hong Kong vie for attention with the countries' need to encourage entrepreneurship in order to avoid the economic stagnation that often results from being too dependent on the largest companies.


MOB7557 National Business Systems National Business Systems is designed to enhance your understanding of the complexities of various national systems and, more importantly, the opportunities that exist in even the most challenging of national business systems. We will explore the institutions, policies and cultural aspects at a country level that affect potential opportunities and ultimately firm level profitability. This course is an excellent introduction for those students interested in furthering their understanding of global markets.
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