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
MOB7800 - MANAGING PEOPLE AND ORGANIZATIONS
MANAGING PEOPLE AND ORGANIZATIONS
MOB7800 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 integrative 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 Intensive Elective Credits
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 today's 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 Intensive Elective Credits
Meeting Dates TBD
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.