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The Course Catalog includes course descriptions of all courses offered by the Undergraduate School at Babson College. For descriptions of the courses offered in the current or upcoming semesters, please see the Course Listing.




MOB1000 Foundations of Entrepreneurial Management 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. Foundations of Entrepreneurial Management (FEM) introduces you to how to think and act entrepreneurially (ET&A). FEM will help you apply ET&A a method of applying creative and predictive logic to achieve economic and social value creation -- to a variety of business situations you might encounter during your career, including: Starting and leading a new for-profit, non-profit or social venture; joining the team of a growing enterprise; or infusing an established organization or family business with entrepreneurial vigor. In FEM youll learn about Babsons method for entrepreneurial thought and action, giving you the foundation to move on to intermediate level coursework and pursue your own entrepreneurial dreams. Prerequisite: NONE

4.00 credits



MOB1010 Organizational Behavior 4 credit foundation management The content of MOB1010 is equivaelent to the material covered in FME1000 and FME1001. Students who are enrolled in FME therefore cannoy enroll in this course. Organizational Behavior is designed to help you improve your effectiveness as an individual contributor, team member, and leader in your current and future work environments. This course centers on developing your critical thinking regarding the complex circumstances that surround why people behave as they do in organizations and on using your knowledge to take more effective action and influence individuals and the wider organization in an ethical manner. Topics we will explore include emotional intelligence, behavioral styles, managing diversity, power and influence, negotiations, and culture. To become an entrepreneurial leader in a start-up venture, an established organization, or a social venture, you need to engage your understanding of organizational behavior. Prerequisite: None

4.00 credits



MOB2322 Career Exploration Lab 1 Non-academic credit This course is designed as a companion learning course for students engaged in an internship experience. The goal of the course is to help students enrich their career learning through facilitated analysis and reflection on their work experience. Students will apply key career concepts to their own situations and be challenged to compare and contrast their experience with that of their peers. NOTE:. The format for this course is self-directed over the course of the internship. You are responsible for completing each deliverable on time. Students must have secured an internship prior to registration in the course (internships will not be provided). Pre-requisites: Completion of FME

1.00 credits



MOB3504: Communicating in Global Virtual Teams 4 Advanced Management Credits In this course, students will learn how to successfully engage, collaborate and communicate in global virtual teams. Students will begin by reading and discussing assigned course reading on global communication, virtual collaboration, organizational communication, and writing in groups in preparation for a major cross-institutional global project. In collaboration with Marshall School of Business at USC, students will participate in the 6-week global Virtual Business Professional (VBP), project, which puts students in diverse international teams using Slacks communication platform to complete a written social media assessment project for Google, Amazon, or Starbucks. At the conclusion of the project, faculty teaching in the program will choose the best report for each company. Google, Amazon, and Starbucks are partnering with the project and a representative from each company will pick one of the three winners. Students will be expected to hold virtual meetings, use project management tools, create online presentations, and write a final report using state-of-the-art technology used in todays corporate environment. The VBP project runs from approximately week 4 to week 9 of the academic semester. During this time, class work will include discussing experiences working in the project, identifying and considering shared challenges, and engaging with scholarly and popular reading that can help students in the project.

4.00 credits



MOB3505 Global Leadership Development 4 credits This Summer Institute is comprised of two courses about the worlds most intractable problems, and about conceptualizing ways to address them. You have chosen an auspicious moment to engage this topic, as the United Nations is currently shifting from its Millennium Development Goals to the new Sustainable Development Goals which will be launched in September 2015. Because Babson is part of the Champions Group of the UN Principles of Responsible Development Education (UN PRME), we have the opportunity to visit and to consult with this branch of the UN on how to translate the new SDGs so that they become relevant to business schools and business students. As such, our course has a certainty urgency and practicality to it that will be reflected in the coursework. And as a Summer Institute, we will travel to NYC to visit the UN, host exciting visitors who are leading in this space, and more! In order to become a global leader, you must understand the context not only of the problems we face on a global level, but also of the partnerships among governments, businesses, NGOs, and concerned global citizens that are created in order to address them: this will be the topic in HUM3605. In order to consider ways to use entrepreneurial thought and action to address those problems, you must learn to clearly identify and scope opportunities, develop feasible and actionable plans to address the opportunities and be able to articulate those plans to various audiences, which will make up the work in MOB3505.

4.00 credits



MOB3506: Mysteries, Puzzles and Wicked Problems 4 advanced management credits The course will help you learn how to think insightfully and become a skilled problem solver. Excelling in both is essential for success, no matter what your choice of career. Employers routinely rank critical thinking and problem solving as prized skills that are difficult to find in business school graduates. A rising number of companies now look for these skills using case interviews. We will solve problems that are puzzles and mysteries, and we will slay problems that are wicked. Wicked problems are messy, multifaceted, lack sufficient information, and are difficult to solve. It is easy to get them wrong, especially under time pressure. Using various techniques and ways to think, we will learn to frame problems well to make sense of messy, ambiguous situations; identify needed evidence without wasting time on irrelevant information, draw upon different business disciplines but not be limited by any, find the story in numbers, use judgment, be original, and so much more. The course has a workshop format to emphasize in-class exercises and practice. We will minimize the use of conventional cases (14 pages of text and many more with exhibits). Instead, to simulate case interviews and workplace realities, we will use cryptic cases and live cases. Few business schools teach problem solving rigorously. Acquiring this skill will differentiate you in the job market, prepare you for doing well in case interviews, and position you for success in your career of choice. Prerequisites: None

4.00 credits



MOB3507: An Irish Journey: Leadership, Collaboration & Innovation in the Creative Ecosystem in Ireland 4 Advanced Management Credits (elective abroad) This course will provide undergraduate students a unique opportunity to experience and examine the current economic, social and political trends in the creative ecosystem in Ireland. We will directly engage and interact with Irish entrepreneurs, business executives, artists, performers, athletes and historians to strive to understand the ways in which creativity and innovation occur, flourish and extend far beyond the boundaries of this relatively small island nation. Our goal will be to immerse ourselves into the creative processes, systems, cultural norms and institutions that have led Ireland to gain the reputation and standing as one of the most innovative economies in the world.

4.00 credits



MOB3511 Business Presentations 2 credit general credit This is a performance course designed to build upon basic presentation skills and concepts. Focus will be directed toward presentation strategies for informative and persuasive speeches for business settings. Students will present virtual and in-class, high-impact presentations. The course will enforce communication concepts to allow students to become effective critical thinkers as creators and consumers of messages. Prerequisite: RHT II

2.00 credits



MOB3512 Leadership 4 advanced management credits The focus of this course will be on leader development your leader development. By wrestling with concepts and experiences, ideas and actions, identity and aspirations, we will explore leadership through the different lenses you all bring. Learning from experience is a critical part of this course. If you prefer to learn only the theories of leadership, this is the wrong course for you. We will work to identify and challenge assumptions and mental models of effective leader behavior and consider what it means to be an entrepreneurial leader. 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 the role or not. Prerequisites: SME 2001 and SME2002

4.00 credits



MOB3513: Mentoring for the Entrepreneurial Leader: Catalyzing your Networks for Career Advancement 2 advanced management elective credits Mentoring relationships are critical for career development and success in the 21st century. This course combines theory and practice to raise students awareness of the value of developmental relationships for career advancement while providing experiential learning opportunities for building a developmental network of coaches, sponsors, and mentorsall of which are essential for career growth in today's complex work environment. Students will apply course concepts through a series of relationship building activities, peer circle and group discussions, peer feedback, and structured reflection exercises. During this course, students pair with mentors through the Center for Womens Entrepreneurial Leadership Mentor Program*, based on compatibility and their career interests. Students will apply concepts learned in class to manage their mentoring experience and build their developmental relationships. CWEL Mentors are alumni and friends of the Babson community with 3-15 years of professional experience, who are committed to making a difference in the lives of the next generation of leaders. They come from a variety of backgrounds and industries and have their own unique combination of expertise and networks to share. *STUDENTS OF ALL GENDERS ARE WELCOMED AND ENCOURAGED TO ENROLL IN THIS COURSE Prerequisites: SME2001 and SME2002

2.00 credits



MOB3524 Managing the High-Performing Organization 4 credits (general credit) This course will help you learn how to manage collaboration and networks for organizational performance and personal success. It will focus on ways in which successful leaders think about, analyze, and develop collaboration networks that help drive strategic advantage, innovation, and well-being in organizations. The course will also equip you with a range of network tools and frameworks that not only can make you a more effective leader and team member but give you a competitive advantage in the job market. In this course we will specifically address: STRATEGY: Deriving strategic advantage in a knowledge economy. The ability to innovate and leverage expertise has become central to wealth creation for organizations and entire economies. The first 25% of this course will focus on how leaders can best define and develop networks that drive both organizational and personal success. In addition, we will review practices and unique technologies that high performing organizations employ to better leverage and share employee experience and expertise. ORGANIZATION: Attaining critical efficiencies and innovation through networks. In order to develop innovative products and services, leaders need to develop innovative organizations through new and better ways of collaborating. The middle 50% of this course will teach a specific process leaders can use for systematically assessing, improving and supporting collaboration inside organizations (especially in informal networks). EXECUTION: Driving performance through team and individual level learning and execution. The bulk of work done in organizations occurs in teams or other collaborative relationships. The last 25% of this class will address unique ways to drive performance through teams by helping them more effectively work through networks. In addition, specific focus will be paid to key things YOU need to think about in managing your own career and networks as you enter the work force. Prerequisites: SME2001 and SME2002

4.00 credits



MOB3515 Developing the Employee Experience (with a Human Resources Lens) (Previously title Human Resource Management) 4 (Advanced Management Credit) This course is designed to make you think about managing people or Human Resources in new ways. The purpose of the course is to help you learn how organizational systems and processes impact how jobs are designed, who gets hired, and how individuals are developed (or not) within an organization. In addition to these topics, well discuss performance management, employee engagement, and employee separation. Overall, the course is designed to create comfort with the language of human resources management and understand how individuals, managers, and entrepreneurs ideally respond to human resource-related concerns. Prerequisites: SME2001 and SME2002 This course is typically offered in the following semester: Fall

4.00 credits



MOB3518 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 associated with Strategic Management concentration and the Social and Cultural Studies concentration Prerequisites: ASM3300 (may be taken concurrently)

4.00 credits



MOB3521 Business Writing 2 credit - general credit In this course students will gain the tools necessary to produce effective business writing in a variety of multi-modal contexts. Students will read, discuss, and respond in writing to articles and cases that address scenarios such as communicating to colleagues (memos, emails, letters, executive summaries), responding to managerial issues (staffing, policy changes), and writing for public consumption (blogging, communicating to shareholders). The course material will focus on achieving rhetorical effectiveness through a consideration of argumentation, style, tone, visual effectiveness as well as the development of a strategic writing process. Prerequisite: RHT II.

2.00 credits



MOB3527 SOLVING BIG PROBLEMS 4 CREDITS (Advanced management) 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 peoples 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. Video description of the course Prerequisite: Babson Students: ASM3300 Olin or Wellesley students: ASM3300 or SUS1201 AND Junior or Senior class standing

4.00 credits