MOB7557 - NATIONAL BUSINESS SYSTEMS
NATIONAL BUSINESS SYSTEMS
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.
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.
Prerequisite: 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
******Independent research is available for all academic divisions. Registration is manual for students through Graduate Eform approved by a faculty 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.
Authorization for such a project requires submission of a formal proposal written in accordance with standards set forth by the Graduate Academic Services. The research project normally carries 1.5 or 3 credits.
MOB7800 - MANAGING PEOPLE AND ORGANIZATIONS
MANAGING PEOPLE AND ORGANIZATIONS
MOB 7800 Managing people & Organizations
**If you have taken and passed MOB7200 you cannot register for MOB7800 as these two courses are equivalent**
Through the People & Organizations course you will gain a better understanding of your leadership and career capacity with a particular emphasis on developing your ability to think and act as an entrepreneurial leader. You will have multiple chances to reflect on who you are, how you work with others as you pursue an opportunity, and how this relates to you as a growing leader. This self-awareness forms the basis for your leadership development as we explore issues such as enlisting and motivating a diverse team, influencing and negotiating, cultivating a developmental network, and how to grow and align an organization to support new and innovative opportunities. You will have a variety of ways to practice and gain feedback on these skills.
MOB7801 - STRATEGY
**If you have taken and passed MOB7202 you cannot register for MOB7801 as these two courses are equivalent**
This stream, part of the Strategy-Marketing integrated course, focuses on strategic and competitive analysis to enable entrepreneurial action. How can we identify the main strategic issues facing our company? 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.
MOB9527 - LEADING IN A CONNECTED WORLD
LEADING IN A CONNECTED WORLD
MOB9527: Leading in a Connected World
1.5 Credits (intensive elective)
Meeting Dates: TBD
The collaborative intensity of work has snowballed over the past decade as companies have transitioned to flatter or matrix-based structures, layered on collaborative technologies, adopted agile methodologies, deployed increasingly complex products and services, and integrated operations across the globe. Collaborative time demands have risen more than 50% in this time frame with most people spending 85% or more time in a given week on email, in meetings, and on the phone. There are positive outcomes of this new way of working: Companies more seamlessly serve demanding clients, and individuals are able to craft jobs with meaning. But a significant (and unmanaged) consequence of this new landscape is the un-abating collaborative work load, which is hurting company performance and employee effectiveness and well-being.
In this new world of work, networks of collaboration have become central to both organizational effectiveness and personal success. Yet despite the centrality of networks to performance, most leaders do not manage this asset well and often have no transparency into the main thing people do all day long: collaborate with others. Leading in a Connected World addresses organizational, team and individual collaborative drivers of effectiveness in todays networked economy. The course is thoroughly evidence-based, drawing on more than two decades of research in over 300 organizations. At each step, it will focus not only on drivers of effectiveness but also on equipping you with analytic tools (e.g., Organizational Network Analysis) and best practice guides (e.g., Team Agility, Personal Effectiveness) that you can deploy immediately in your organization or as a differentiating skill in interviews.
MOB9545 - LEADING & MANAGING CHANGE
LEADING & MANAGING CHANGE
MOB9545 Leading and Managing Change
1.5 credits (intensive elective)
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. In the more recent cycles of the Course, increasing numbers of students from Family Business have enrolled to prepare their re-entry strategy, and to plan how they intend to establish the credibility to be able to lead change in their family businesses.