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
MOB7511 - NEGOTIATIONS
Explores formal and informal ways that business professionals negotiate with colleagues, supervisors, employees, clients, suppliers, competitors, and others. 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.
MOB7513 - MANAGEMENT CONSULTING
MOB7513 MANAGEMENT CONSULTING
Elite armies of management consultants are at work advising companies ranging from the Fortune 500 to mid-sized Private Equity portfolio companies across all industries (and government) addressing such topics as market attractiveness, mergers & acquisitions, business strategy, operating and cost efficiencies, information/data management, human performance, and development/coaching of leadership. The over 700,000 firms (globally) that comprise this $250 Billion industry, employing the best students from leading business schools, use proprietary methodologies and tools to deliver real shareholder value to their clients. The objective of this course is to introduce to those students who seek to compete and prosper by addressing exigent business issues-that cannot be solved by leading firms without assistance from credentialed consultants-the skills necessary to be successful in the management consulting industry. This will be accomplished by reviewing the content and process frameworks and methodologies used by leading consulting firms, inculcating the perspective of the client when addressing challenging business issues, and helping students consider some of the career and lifestyle issues inherent in a consulting career. Topics will be introduced in facilitated discussions, in-class exercises, cases, and some selected pre-readings. In addition, there will be a group project-using client materials from a real company with which I was involved prior to coming to Babson-that will replicate a "typical" consulting project.
Co-requisites: MOB7202 or MOB7801
MOB7515 - TALENT MANAGEMENT:WHAT MANY LEADERS MISS
TALENT MANAGEMENT:WHAT MANY LEADERS MISS
MOB7515 TALENT MANAGEMENT: WHAT MANY LEADERS MISS
(FORMERLY HUMAN RESOURCES FOR HIGH PERFORMANCE)
The ability to manage people effectively provides a distinct competitive advantage for organizations. This course is for managers and current or future entrepreneurs who hope to capitalize on the connection between managing people and superior organizational performance, competitive advantage, profitability, and growth. This course will help you develop a conceptual understanding of organizational practices, strategies and tools that enable the most effective management of an organization's human resources. The course is designed to answer the following fundamental question: What do managers and entrepreneurs need to know about human resources for organizational success?
MOB7518 - SOLVING BIG PROBLEMS
SOLVING BIG PROBLEMS
MOB7518 SOLVING BIG PROBLEMS
3 Elective Credits
The core strategy course, which emphasizes knowledge, covers the application of widely used strategy concepts and frameworks. This course emphasizes skills, specifically, those of diagnosis and problem solving. Good thinking and problem solving will set you apart no matter what your choice of profession and career. To make learning both challenging and compelling, we will use the setting of big problems. These are uncommon, difficult, visionary attempts at transforming industries and societies to better people's lives. By studying a variety of attempts at solving big problems, both successes and failures, we will learn the following skills. One, integrative or systemic thinking, which is not limited to any function or discipline but draws upon all of them. Two, conceptual thinking, which is different from but complements analytical thinking that you learn in core courses. The ability to think conceptually is uncommon and a trait possessed by those who accomplish transformative things. Three, critical thinking, a skill regularly stated as desirable by recruiters and in studies of effective executives. The course is ultimately about becoming an effective and valued problem solver.
Prerequisites: MOB7202 or MOB7801
MOB7523 - COMMUNICATING IN A GLOBAL CONTEXT
COMMUNICATING IN A GLOBAL CONTEXT
MOB7523 COMMUNICATION IN A GLOBAL CONTEXT
3 Elective Credits
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 - DOING BUS IN BRAZIL
DOING BUS IN BRAZIL
MOB7526DOING BUSINESS IN BRAZIL
3 Elective Abroad Credits
This course applies and ETA perspective to entrepreneurship in a different country. The primary focus is on 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, Sao 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.
MOB7531 - STRATEGY & THE CEO
STRATEGY & THE CEO
Strategy & the CEO
3 elective credits
Today's CEOs are viewed either as visionaries and corporate wizards, or liabilities and dead weight leading their organizations to stagnation or ruin. Society and investors increasingly look to the CEO as responsible for a company's strategy and its overall performance. How should CEOs approach their jobs? What are the things only the CEO can do? What are the characteristics of a good CEO?
By examining the role of the CEO, this course aims to deepen our understanding of strategy and leadership. We will bring the CEO perspective into the classroom - through regular guest CEOs, videos and case discussions - and outside of class through live interaction with the leader of your own organization or another of your choosing. Hear directly from CEOs how they think about strategy, what is different about their current role from previous functional leadership positions, and what they have struggled with or been surprised by in the job. Think through the intersection of strategy and leadership through case-based discussions and a simulation in which you play the role of CEO.
At the end of the course, students will have a deeper, more hands-on view of strategy and organizational leadership. Students will learn how taking a "CEO perspective" can improve decision-making, problem solving and one's leadership profile at any level of an organization.
Prerequisites: None (Strongly recommended to take Strategy (MOB7801) first)
MOB7543 - BUILDING INCLUSIVE ORGANIZATIONS
BUILDING INCLUSIVE ORGANIZATIONS
MOB 7543: Building Inclusive Organizations
(Previously Managing in a Diverse Workplace)
This course focuses on how to build inclusive organizations for enhanced innovation and performance. We will explore this essential topic for today's business world through the lenses of social context, individual leadership, and organizational policy and culture. The course begins by examining the opportunities and challenges to building inclusive organizations. Next, the course takes the personal perspective, considering what entrepreneurial leaders can do to build an inclusive organization. The course concludes with a focus on organizational policies and culture -- and how inclusive workplace practices contribute to positive outcomes. The emphasis throughout the course will be on how building inclusive organizations provides an opportunity for individuals and organizations to develop and thrive. Students will work independently and in learning groups.
MOB7548 - LEADING FOR SOCIAL VALUES
LEADING FOR SOCIAL VALUES
MOB7548 LEADING FOR SOCIAL VALUE
1.5 Elective Credits
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; Meet in person and 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 thought leadership for an addendum to the book, Creating Social Value: A Guide for Leaders and Changemakers.
MOB7549 - GLOBAL AND INTERNATIONAL BUSINESS CONTEXT
GLOBAL AND INTERNATIONAL BUSINESS CONTEXT
MOB7549 GLOBAL AND INTERNATIONAL BUSINESS CONTEXT
The goal of this course is to explore how firms build competitive advantages by adapting to, and shaping, the business contexts in which they operate, and how they can develop integrated market/non-market strategies to build and strengthen their competitive advantage. To achieve this goal, we analyze the impact of the formal and informal dimensions of their environment, including, among others, corporate governance systems, innovation systems, policies, non-market ecosystems, corruption, and third-sector activism, on firms' strategies. In turn, this analysis helps understand not only how firms can adapt to and/or shape their environment to their benefit, but also why firms from different countries behave differently when they compete globally. This course is intended as a strategy elective in international business. It qualifies for Requirement B in the Global Management Concentration.
Prerequisites: MOB7202 or MOB7801
MOB7552 - LEADING BUSINESS TURNAROUNDS
LEADING BUSINESS TURNAROUNDS
MOB7552 LEADING BUSINESS TURNAROUNDS
How (and why) does one catch a falling knife? The Leading Business Turnarounds course will address the strategic, financial, operational and organizational issues confronting senior executives managing a turnaround situation. It is intended to: impart the practical knowledge needed to assess the business and financial severity of a turnaround candidate; develop an action plan to address the immediate crisis conditions facing the organization; define how to evaluate and build the necessary management team to implement the mid-term stabilization plan; define the exit strategy options (sale, bankruptcy, shutdown, or revitalization) to be pursued; and create a communication plan for the critical stakeholders affected by corporate distress. Turnaround leadership styles and actions will be investigated. 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 and implementing sound turnaround strategies. 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 situational turnaround leadership techniques for use in different turnaround situations.
Prerequisites: FIN7200 or FIN7800 and MOB7202 or MOB7801
MOB7553 - SINGAPORE/HONG KONG STARTUP STR
SINGAPORE/HONG KONG STARTUP STR
MOB7553 HONG KONG/SHENZEN STARTUP STRATEGY
3 Elective Abroad Credits
Program fee is paid to Glavin Office program fee includes: accommodations, breakfast, ground transportation, program planned meals and cultural excursions.
Not included: tuition, international flight, single supplement (optional - TBD), visa costs, additional meals and personal expenses.
The purpose of this course is to provide students with an opportunity to understand the entrepreneurial ecosystem (EE) in Hong Kong and Shenzhen. Hong Kong is a vital hub for finance and trade in Asia while Shenzhen is a nearby entrepreneurial hub which has enjoyed rapid development over the last 10 years hosting companies such as Tencent Holding. Hong Kong's government has taken affirmative steps to try to encourage entrepreneurship within its borders to avoid the economic stagnation that often results from being too dependent on the largest companies. Yet there is still a strong cultural bias for the graduates of elite schools in Hong Kong to work for large companies. Hence one of the goals of the course is to explore how the tension between strong cultural values vie for the attention with the countries need to encourage entrepreneurship. Hong Kong has significant intellectual capital but very small local markets for its products. Meanwhile Shenzhen- thanks in part to a strong push from China's government - has built a significant technological hub in a very short time. Through direct interaction with entrepreneurs, capital providers, educators, and government officials in Hong Kong and Shenzhen, students should come away with a new perspective on startup opportunities and challenges, and gain experience consulting to local startups, while applying concepts learned from course readings: Capital Rising: How Capital Flows Are Changing Business Systems All Over the World, co-authored with Srini Rangan, Startup Cities: Why Only a Few Cities Dominate the Global Startup Scene and What the Rest Should Do About It; and Hungry Start-up Strategy: Creating New Ventures with Limited Resources and Unlimited Vision.
MOB7559 - GLOBAL STRATEGIC MANAGEMENT
GLOBAL STRATEGIC MANAGEMENT
MOB7559 GLOBAL STRATEGIC MANAGEMENT
This course is the only required course for those who seek a Global Management Concentration (Requirement A). 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. We will look 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: MOB7202 or MOB7801
MOB7570 - LEADERSHIP
The focus of this course will be on leader development. This course is appropriate for those who are or want to become leaders, and for students who want to understand leadership whether they aspire to a leadership role or not. The course assumes from the start the following. (1) Leaders develop themselves and do so primarily through and within their life experiences. Therefore, much of leader development is also personal development. (2) Learning to be a leader is an iterative process of reflection, assessment, planning, experimentation and practice, application of what we know, and developing supportive relationships. (3) Knowing (from theory and research) what other leaders have done, how they did it, and why, greatly informs the process of developing leader capacity. (4) You learn best when you understand and build on your current capability. (5) Openness to and wise use of feedback is essential as a basis for growth and development and ultimately effective leadership. With these assumptions, the course has the following objectives to help students develop as a leader: (1) explore the nature of leadership theory, principles, and practice and apply them to improve thinking, problem solving, and decision making; (2) better understand what constitutes effective leadership and what does not; (3) appreciate why leaders are needed at all levels in organizations and how they effectively influence, regardless of their position in the organization; (4) create a plan for your personal leader development as an initial step in developing your own leader capability; (5) increase your confidence and your impact and influence as a leader in whatever you decide to pursue. These objectives are achieved through readings, cases, experiential activities, practice in developmental coaching, receiving feedback, and putting into practice a model for sustainable leader development and change.
MOB7580 - INDEPENDENT RESEARCH
MOB7580 INDEPENDENT RESEARCH
Independent research is available for all academic divisions. Registration is manual for students through Graduate Programs and Office of Graduate Academic Services.
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 Academic Services. 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. The research project normally carries 1.5 or 3 credits.
For more information and a proposal outline please visit: http://www.babson.edu/Academics/graduate/mba/Pages/independent-research.aspx