BUSINESS ENVIRONMENT IN RUSSIA
The Business Environment in Russia
4-cr General Credit
A component of the 16-credit Russia-China course, this two week, 4-credit advanced general credit course in St. Petersburg, Russia will build upon the work done in the preceding two weeks in the Russia in Modernity: History, Culture and Politics course taught by Prof. Brian Seitz. One premise of the course is that you cannot understand the business environment of a country without understanding and having an appreciation of the history, politics and culture of that country. So although this is a course about the business environment of Russia, it will explicitly build upon the foundation laid by Prof. Brian Seitz. By the time this course starts the students would have spent two weeks in Russia. So students will be familiar with their surroundings. They will see how things appear but they will not have an appreciation of the immense change in the business environment in a period shorter than they have been alive. So the course will start with a history of the transformation of the communist centrally planned Soviet Union to capitalistic Russia. They will see how Russia had to change its economic and legal system entirely. Areas such as the formation of a legal code, the creation of a banking system, and the privatization of existing companies and the creation of newly created companies will be explored. Then students will start to consider the current business environment. The role of oil and natural gas and other commodities will be analyzed on how it affects the economy of Russia. Business sectors such as retail and manufacturing will be considered. Tourism and trade, customs and import/export issues will be analyzed. Imbedded within the course will be discussions about the ethical business environment in Russia and the cost of corruption to the economy and to society. Students will also have the opportunity to visit a number of companies to illustrate and provide concrete examples of issued raised in class. Proposed company visits would be in the banking, retail, information technology and manufacturing sector.
Prerequisites: OEM and MCE
Co-requisites: BRC3501, BRC3601, BRC3602
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.
A survey of management topics designed to give students a broad view of the environment and techniques of business, introducing various disciplines including strategy, entrepreneurship, accounting, finance, marketing, marketing research, organizational behavior, and effective presentations. The backbone of the course is a business plan competition where student teams create product or service concepts which are then developed into a cohesive and persuasive business plan. At the end of the semester, the plans are presented to and evaluated by a panel of judges including debt and equity capital providers, entrepreneurs, and the teaching team.
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.
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, résumé construction, and performance management.
Uses text, lectures, case studies, films, and experiential exercises.
This course is typically offered in the following semester: Fall
4 CREDITS Advanced Management
This rigorous course is designed for seniors who are considering entering the management consulting field. Specifically, this course should help prepare students for roles as analysts in management consulting firms. 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 business of consulting. This will be accomplished by inculcating the perspective of the client and helping students develop skills in problem analysis and communications used by consulting firms to assist clients. The course will also allow students to experience some aspects of the consulting process itself in the course. Enrollment is limited to 30 students
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.
This course is typically offered in the following semesters: Fall and Spring
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.
Prerequisite: Babson Students: ASM3300
Olin or Wellesley students: ASM3300 or SUS1201 AND Junior or Senior class standing
STRATEGIC DECISION MAKING
Strategic Decision Making
This course is an extension of the core Strategy courses focusing on strategy formulation and
execution. It draws upon the insights from the field of strategy, economics, decision making and
corporate financed and is suited for students interested in management consulting, investment
management or corporate planning. It is intended to complement the course, Economics of
Competitive Strategy, by focusing on how strategies are formulated and executed in specific
ARTS AND ENTERTAINMENT MANAGEMENT
MOB33518 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 not associated with a concentration
Prerequisites: ASM3300 (may be taken concurrently)
GLOBAL STRATEGIC MANAGEMENT
International Business Enterprise
This course provides a broadly based introduction to management of international business ventures and the strategies and operations of multinational corporations.
ISRAEL START-UP STRATEGY
MOB3540 Israel Start-up Strategy
4 credit off-shore elective (general credit)
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 pre-visit exposure to the concepts of the EE and start-up strategy; in-country interaction with Israeli start-ups, venture capitalists, government officials, entrepreneurship scholars, and others; and post-visit consulting projects for these start-ups, students will understand how Israel spurs entrepreneurship and get a deeper understanding of Israel’s business culture.
Prerequisites: OEM and MCE
ISSUES IN LEADERSHIP AND ETHICS
Issues in Leadership and Ethics
Instructor(s): Miller; Schlesinger
Credits: 2 general credits
Pre-requisite: students in their final semester of their undergraduate program
This course, taught by President Schlesinger of Babson College and President Miller of Olin College, will explore ethics and morality and the role that they play in business, engineering and across various industries. What role should ethics play in various professions and where is the intersection between leadership and ethics? Students will explore these questions as they relate to current events and issues. This is a seminar-type course and enrollment will be limited to 8 students each from Babson, Olin, and Wellesley Colleges.
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.
This course is typically offered in the following semester: Spring
MOB3535 STRATEGY EXECUTION
This course is designed to help students understand and master the rigorous, discrete discipline of strategy implementation. Accordingly, it builds on concepts, frameworks, and methodologies presented in ASM3300 but focuses on what has to be true about a chosen strategy – and about the organization of efforts to put it into effect – if that strategy is to have any chance of being successfully implemented.
The course is divided into 3 modules: how to “stress test” a proposed strategy to ensure that it is realistic, internally consistent, and properly configured for implementation; how to design and put into practice an integrated implementation effort; and how to track, monitor, and measure implementation success. Through case discussions and exercises, students will hone their ability to assess the relevance, quality, and adequacy of a company’s assets and processes to the demands of a proposed strategy; to confirm (or dis-confirm) the alignment of all its 7-S elements with that strategy and, in particular, with the business model on which it is based; and to identify where (and what types of) conflicts, stresses, and tensions are most likely to occur.
Student evaluation will depend heavily on informed, well-reasoned classroom presentation and discussion linked to short, action-oriented homework assignments, as well as to an extended, small team project assignment.