Graduate Courses

MOB7565 China: The Economic Reality 3 credit Elective Abroad This elective provides an overview of the global economic power, China. The course participants will hear and see first-hand the inter-related cultural, economic, political and technological factors that serve as a foundation for the business realities of China. The participants will witness the complexities, the seeming contradictions and the regional subtleties of China. The program has a variety of activities, contexts and teaching methods to give the students a rich understanding of China. The program visits three cities - Beijing, Shanghai and a third city representative of China more so than Beijing and Shanghai; Beijing and Shanghai are world cities while the third city will be one that is typical of most of China. The program focuses successful domestic companies that have fended off the challenges of many foreign companies and forced other foreign companies to enter into alliances with them; there is always something learn from the struggles of foreign companies in China but there is a lot more to be learned from the successful Chinese companies. The program covers the cultural and political factors that shape the opportunities and threats for businesses in China; people, markets and organizations in China are the basic building blocks for opportunity in China.

MOB7200 –Creating and Leading Effective Organizations (CLEO) 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

MOB7526 Brazil: Doing Business in Brazil 3 credit off-shore elective 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.

Non-Fast Track students will be able to add this class beginning on April 17 when add/drop opens provided there is space and prereqs, if any, are met. All non-Fast Track students will be required to complete blended learning technology pre-work prior to the start of this class. F2F Dates: Fri, May 24 & Sat, June 22 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

Non-Fast Track students will be able to add this class beginning on April 17 when add/drop opens provided there is space and prereqs, if any, are met. All non-Fast Track students will be required to complete blended learning technology pre-work prior to the start of this class. F2F Dates: Thurs, May 23 & Fri, June 21 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.

Face-to-Face Dates: June 13-15 MOB7201 | MANAGING TALENT YOUR OWN AND OTHERS 1 credit This course is designed to help you build two competencies critical to your success as a leader and an entrepreneur. • The ability to effectively deploy your own talent. This means far more than getting a job. This means (1) developing a clear sense of your strengths, weaknesses and passions, (2) connecting those capabilities and interests with opportunities in your environment and (3) lifelong learning based on the experiences these connections offer you. A career is not an entitlement. It is a negotiated outcome that results in the creation of value for you and your world. Through experience, reflection and feedback you can continue to enhance your ability to create value, as you and others define it, over time. • The ability to identify and help to develop talent in others. Through better articulating your own talent, you will become more effective at grappling with one of the thorniest of all management challenges: identifying and selecting talent. Selection should not rely solely on intuition. Careful articulation of the talent needed to create value in a particular role is the foundation for a more systematic and objective approach to building an organization. Talent and opportunities are not static, however, and as such, it is essential to build coaching skills that facilitate the ability of others to learn from their experiences. Follow-up research conducted by Babson faculty with Fast Track alumni demonstrates that this course (formerly known as Managerial Assessment and Development) makes a tangible difference in how individuals think about their own leadership development and their ability to achieve learning goals and career milestones. Immersion in personal development planning in tandem with the framework of talent management catalyzes for many their ability and desire to manage and develop talent differently in their own organizations.

Face-to-Face Dates: August 8-10 MOB7202 | STRATEGY 2 credits 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? Students will need to demonstrate that they can write coherently about strategic developments and options.

MOB7576 GLOBAL BUSINESS COMMUNICATION: Our abilities to think strategically and to communicate powerfully in the global marketplace are profoundly influenced by culture, gender, and ethnicity. These are important factors which affect a person's style as a communicator and relative success as a business leader. Topics include: cross-cultural and gender-linked communication patterns in international business settings; managing multi-cultural work environments in domestic settings; and the relationships among culture, gender, and global business communication protocols. Combining theory and principle with active participation by students, the course will be taught using lecture/discussion sessions, short case analyses, and simulations. Prerequisite: NONE This course is typically offered in the following semester: Spring

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

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

MOB7201 – Managing Talent: Your Own and Others (MTYOO) This course is designed to help you build two competencies critical to your success as a leader and an entrepreneur: The ability to effectively deploy your own talent and the ability to identify and help to develop talent in others. Course tasks culminate in the creation of a graded development plan, an action oriented document that will help you identify key competencies important to your future, how to build those competencies through activities in and out of the classroom, and activities that can help you position yourself to better pursue your career goals.

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

THIS SECTION IS RESTRICTED TO STUDENTS IN THE MSA PROGRAM 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.

Non-Fast Track students will be able to add this class beginning on April 17 when add/drop opens provided there is space and prereqs, if any, are met. F2F Dates: Sat, June 1 & Fri, June 28 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

Face-to-Face Dates: June 20-22 MOB7201 | MANAGING TALENT YOUR OWN AND OTHERS 1 credit This course is designed to help you build two competencies critical to your success as a leader and an entrepreneur. • The ability to effectively deploy your own talent. This means far more than getting a job. This means (1) developing a clear sense of your strengths, weaknesses and passions, (2) connecting those capabilities and interests with opportunities in your environment and (3) lifelong learning based on the experiences these connections offer you. A career is not an entitlement. It is a negotiated outcome that results in the creation of value for you and your world. Through experience, reflection and feedback you can continue to enhance your ability to create value, as you and others define it, over time. • The ability to identify and help to develop talent in others. Through better articulating your own talent, you will become more effective at grappling with one of the thorniest of all management challenges: identifying and selecting talent. Selection should not rely solely on intuition. Careful articulation of the talent needed to create value in a particular role is the foundation for a more systematic and objective approach to building an organization. Talent and opportunities are not static, however, and as such, it is essential to build coaching skills that facilitate the ability of others to learn from their experiences. Follow-up research conducted by Babson faculty with Fast Track alumni demonstrates that this course (formerly known as Managerial Assessment and Development) makes a tangible difference in how individuals think about their own leadership development and their ability to achieve learning goals and career milestones. Immersion in personal development planning in tandem with the framework of talent management catalyzes for many their ability and desire to manage and develop talent differently in their own organizations.

Non-Fast Track students will be able to add this class beginning on April 17 when add/drop opens provided there is space and prereqs, if any, are met. All non-Fast Track students will be required to complete blended learning technology pre-work prior to the start of this class. F2F Dates: Fri, May 31 & Sat, June 29 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.

Face-to-Face Dates: August 15-17 MOB7202 | STRATEGY 2 credits 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? Students will need to demonstrate that they can write coherently about strategic developments and options.

THIS SECTION IS RESTRICTED TO STUDENTS IN THE MSA PROGRAM 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

MOB7202 -Strategy (STRAT) 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.

MOB7520 Corporate Strategies ( formerly) Advanced Strategic Management Focuses on alternatives and challenges companies face in deciding what businesses they should be in and then building and actively managing business portfolios which deliver attractive and sustainable returns from those strategic choices. Provides comprehensive and critical review of concepts and analytical tools companies and consultants use in devising corporate strategies. Coverage includes merits and success factors of different strategic investment vehicles in building business portfolios-greenfield expansion, acquisitions, joint ventures, and corporate venture capital programs. Case examples range from small, young companies to large multinationals. Target audience: those contemplating careers in strategy consulting, new business development, and general management. 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 the following semester: Fall