This site is an archive. See the current website at www.extension.harvard.edu.

Courses

This page contains content from the 2008–09 academic year. For current information, visit the Harvard Extension School website at www.extension.harvard.edu.

Management and Operations

Also see the Master of Liberal Arts in Management and the Certificate in Management.

Courselist

MGMT E-100 Strategic Management
Course tuition: graduate credit $1,725. Limited enrollment.

Fall term (12514) (Syllabus) (Printable version): Mohsin Habib, PhD, Associate Professor of Management, University of Massachusetts Boston.
Thursdays beginning Sept. 18, 7:35-9:35 pm, Sever Hall, Room 214.

Spring term (22312) (Printable version):

*** MGMT E-100 (Spring term) has been CANCELED.***

This course introduces the concept of strategic management through case analyses involving the basic direction and goals of an organization; the social, political, technological, economic, and global environment; the industry and market structure; and the organization's strengths and weaknesses. The emphasis is on the development and successful implementation of strategy in different types of firms. Prerequisite: coursework in accounting and two other functional areas is desirable. (4 credits)

MGMT E-110 General Managers in Action (12510) (Syllabus) (Printable version)
Francis J. Aguilar, DBA, Professor of Business Administration, Emeritus, Harvard Business School.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Mondays beginning Sept. 15, 7:35-9:35 pm, Sever Hall, Room 210.

The general manager bears responsibility for the performance and well-being of an enterprise. This leadership responsibility encompasses three broad tasks: creating a vision of what the enterprise is to be and how it is to get there, developing the organizational capabilities to create and implement this vision, and ensuring that the necessary actions are taken to achieve the desired results. This course examines the job of the general manager in its entirety and how this person can achieve and sustain superior organizational performance through leadership and personal integrity. Prerequisite: three years experience in management or coursework in at least three functional areas (for example, marketing, finance, operations management). (4 credits)

MGMT E-117 Management of Technology: People and Organizations (12749) (Website) (Printable version)
Hans J. Thamhain, PhD, Professor of Management, Bentley College.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Tuesdays beginning Sept. 16, 7:35-9:35 pm, Northwest Science Building, Room B108.

This course discusses the critical issues and concepts of managing effectively in technology-based enterprises, including a study of contemporary organizations, their management processes, and leadership styles. Specific topics include the unique nature of managing in technology; changing roles of managerial leadership, motivation, and teamwork; organizational interdependence; enterprise systems and work flow; organizational layers and hybrids; performance measurements; dealing with flexibility, speed, and efficiency; power and resource sharing; the power spectrum in technology management; earned authority, trust, respect, and commitment; conflict management; risk management; innovation and creativity; challenges of the future; new directions, support systems, and career opportunities. The course prepares students for leadership positions in today's technology-based organizations. (4 credits)

MGMT E-118 Project Management
Course tuition: graduate credit $1,725. Limited enrollment.

Fall term, section 1 (12589) (Syllabus) (Printable version): Paul Tumolo, MBA, Deputy Director, Center for Continuing Professional Education, Harvard School of Public Health.
Wednesdays beginning Sept. 17, 5:30-7:30 pm, Sever Hall, Room 202.

Fall term, section 2 (13263) (Syllabus) (Printable version): Paul Tumolo, MBA, Deputy Director, Center for Continuing Professional Education, Harvard School of Public Health.
Wednesdays beginning Sept. 17, 7:35-9:35 pm, Sever Hall, Room 202.

The course develops the competencies and skills for planning and controlling projects and understanding interpersonal issues that drive successful project outcomes. Focusing on the introduction of new products and processes, it examines the project management life cycle, defining project parameters, matrix management challenges, effective project management tools and techniques, and the role of a project manager. (4 credits)

MGMT E-120 Project Management of Information Technology (22327) (Website) (Printable version)
Jeffrey E. Francis, MS, Consultant.
Course tuition: graduate credit $1,725. Limited enrollment.
Spring term: Mondays beginning Jan. 26, 7:35-9:35 pm, Maxwell Dworkin, Room G115.

This course explores and defines project management techniques for keeping management informed and engaged during the implementation of IT projects, which often involve significant organizational change. Discussion topics include project scope, business benefits, work and schedule, the project team, mitigating risks, project delivery, and the identification of stakeholders. (4 credits)

MGMT E-135 Operations Management
Course tuition: graduate credit $1,725. Limited enrollment.

Spring term, section 1 (22819) (Syllabus) (Printable version): Paul Tumolo, MBA, Deputy Director, Center for Continuing Professional Education, Harvard School of Public Health.
Tuesdays beginning Jan. 27, 5:30-7:30 pm, Sever Hall, Room 203.

Spring term, section 2 (23130) (Syllabus) (Printable version): Paul Tumolo, MBA, Deputy Director, Center for Continuing Professional Education, Harvard School of Public Health.
Tuesdays beginning Jan. 27, 7:35-9:35 pm, Sever Hall, Room 203.

The operational function lies at the heart of every organization, whether for profit or nonprofit, whether manufacturing or service. All organizations take some inputs and transform them into outputs for consumption by customers. The operational function focuses on this transformation process. It examines how value is added to a product or service. This course covers the design, planning, execution, control, and improvement of operational systems in organizations with a special focus on the strategic role of the operational function in helping the organization achieve its mission. (4 credits)

MGMT E-137 Operations Research and Risk Management (13056) (Syllabus) (Printable version)
Philip Anthony Vaccaro, PhD, Professor of Marketing and Decision Sciences, Salem State College.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Tuesdays beginning Sept. 16, 7:35-9:35 pm, Emerson Hall, Room 104.

This course introduces nonmathematical managers to the major quantitative models designed for sound decision making in today's complex and increasingly uncertain business environment. Topics include decision theory, linear programming, simulation, and inventory control. Emphasis is placed on a general understanding of theory, mechanics, application potential, and available software packages and templates. Prerequisites: a rudimentary knowledge of algebra and familiarity with spreadsheets. (4 credits)

MGMT E-138 Operations Research and Forecast Management (22948) (Syllabus) (Printable version)
Philip Anthony Vaccaro, PhD, Professor of Marketing and Decision Sciences, Salem State College.
Course tuition: graduate credit $1,725. Limited enrollment.
Spring term: Tuesdays beginning Jan. 27, 7:35-9:35 pm, Emerson Hall, Room 104.

This course introduces nonmathematical managers to the major quantitative models designed for sound demand, competitive, and system forecasting in today's complex and increasingly uncertain business environment. The course is useful for multiple business disciplines, including general management, marketing, and finance. Topics include game theory, Markov processes, statistical quality control, exponential smoothing, and seasonally-adjusted trend analysis. Emphasis is placed on a general understanding of theory, mechanics, application potential, available software packages, and templates. Prerequisites: introductory algebra and statistics. (4 credits)

MGMT E-140 Entrepreneurship and New Ventures (13192) (Website) (Printable version)
Barry Familetto, MBA, Adjunct Lecturer on Entrepreneurship, Babson College. Edward P. Marram, PhD.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Thursdays beginning Sept. 18, 5:30-7:30 pm, Sever Hall, Room 214.

This course provides insight into the entrepreneurial process from conception to birth of a new venture. It concentrates on attributes of entrepreneurs, searching for opportunities, gathering resources to convert opportunities into businesses, financing, start-up, and operating a new venture. Students develop a business plan for a new venture. (4 credits)

MGMT E-141a Entrepreneurial Leadership
Course tuition: graduate credit $1,725. Limited enrollment.

Fall term (13205) (Syllabus) (Printable version): Michael E. Gordon, PhD, Adjunct Lecturer, Entrepreneurship, Babson College and Chief Executive Officer, Center for Competitive Success and AngelDeals.com.
Tuesdays beginning Sept. 16, 5:30-7:30 pm, Sever Hall, Room 204.

Spring term (23044) (Syllabus) (Printable version): Michael E. Gordon, PhD, Adjunct Lecturer, Entrepreneurship, Babson College and Chief Executive Officer, Center for Competitive Success and AngelDeals.com.
Wednesdays beginning Jan. 28, 5:30-7:30 pm, Sever Hall, Room 204.

Entrepreneurial leadership is the single most important determinant of success or failure for organizations of all kinds—businesses, not-for-profits, NGOs, departments, divisions, and even nations. Without astute visionary leadership, the organization is rudderless; its fate is determined by circumstances, by fortune, and by others. This course brings together themes of entrepreneurial value creation and leadership to illuminate the full scope of the leader's functions, responsibilities, and actions. Students are encouraged to share best practices on broad entrepreneurial topics including strategy, culture, technology, opportunity, resources, execution, social responsibility, sustainability, and competitive advantage. Prerequisite: comfort with financial statements is very desirable (income, balance, and cash flow). (4 credits)

MGMT E-142 Managing a Growing Business (13130) (Syllabus) (Printable version)
Edward P. Marram, PhD. Howard S. Gross, MBA.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Wednesdays beginning Sept. 17, 5:30-7:30 pm, Sever Hall, Room 310.

This case-based course provides concepts and a framework for growing an entrepreneurial company. The course examines challenges encountered in the life cycle of an entrepreneurial business including recognition and capture of opportunities, securing and allocating resources, managing and leading personnel, and adapting goals and strategies to a changing business environment. Prerequisite: some understanding of accounting would be helpful. (4 credits)

MGMT E-143 Innovation, Entrepreneurship, and Business Transformation (12812) (Website) (Printable version)
James C. Fitchett, MA, Chief Executive Officer, ProVentive, Inc. Geoffrey S. Swift, MBA, Director of Financial Administration, Harvard Business School. William L. Wellman, MS, Chief Executive Officer, Davidson Partnership.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Mondays beginning Sept. 15, 7:35-9:35 pm, Harvard Hall, Room 201. Optional sections to be arranged.

Creating new businesses, capturing new markets, and enhancing organizational effectiveness occurs through improving productivity or innovation, or both. New discoveries, new technologies, competition, and globalization compel both entrepreneurs and existing firms to foster innovation and agility. This course examines the theory and practice of promoting innovation in start-ups and existing firms. It explores successful frameworks, strategies, funding techniques, business models, risks, and barriers for introducing break-through products and services. Topics include business models for innovation, commercialization of innovation, leadership, strategy, information technology, knowledge management, process improvement, performance measurement, and change management. (4 credits)

MGMT E-147 Managing Organizational Change (12819) (Website) (Printable version)
Arnold M. Howitt, PhD, Executive Director, Ash Institute for Democratic Governance and Innovation and Adjunct Lecturer in Public Policy, Harvard Kennedy School.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Mondays beginning Sept. 15, 5:30-7:30 pm, 1 Story Street, Room 304.
Online and on-campus options. See Distance Education. Lecture 1 video.

Drawing on case study examples from the private, nonprofit, and public sectors, this course examines organizational change and discusses managerial strategies to guide it in desired directions. The course encourages active interplay between conceptual frameworks of how leaders promote change and the way change has occurred in diverse real-world settings. It considers different types of organizational change, forces impeding change, and strategies of leadership to facilitate change. The course also inquires about the characteristics that make organizations more or less receptive to change. (4 credits)

MGMT E-148 Crisis Management and Emergency Preparedness (22661) (Website) (Printable version)
Arnold M. Howitt, PhD, Executive Director, Ash Institute for Democratic Governance and Innovation and Adjunct Lecturer in Public Policy, Harvard Kennedy School.
Course tuition: graduate credit $1,725. Limited enrollment.
Spring term: Mondays beginning Jan. 26, 5:30-7:30 pm, 1 Story Street, Room 304.
Online and on-campus options. See Distance Education. Lecture 1 video.

Crises challenge organizations to respond creatively to high-stakes and novel circumstances. Today not only traditional emergency responders (police, firefighters, and emergency medical teams) must be ready for crises, but also private and nonprofit organizations, as well as a wider spectrum of public sector responders (for example, public health, transportation, and public works). This course takes a managerial perspective on crisis management and emergency preparedness. It examines which skills and management systems crises demand; considers how to set a course of action, mobilize and coordinate resources, and rally support; and asks how organizations can effectively prepare for crises in advance. (4 credits)

MGMT E-150 Managing the Nonprofit Organization (12525) (Website) (Printable version)
Patricia H. Deyton, MSW, Assistant Professor and Faculty Director of the Center for Gender in Organizations, Simmons School of Management and Senior Advisor to the Council of Women World Leaders.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Thursdays beginning Sept. 18, 5:30-7:30 pm, Sever Hall, Room 213.

This course provides an introduction to the major issues and challenges leaders and managers face in increasing nonprofit organizational effectiveness. Topics include mission statements, ethics and leadership, managerial and financial controls, building organizational capacity, fundraising and revenue generation, marketing and external environment, volunteer management, governance and boards of directors, evaluation of operations and programs, and sustainability. Prerequisite: experience working or volunteering in a nonprofit organization strongly preferred but not required. (4 credits)

MGMT E-152 Leading in the Twenty-First Century (12941) (Website) (Printable version)
Michael Pirson, PhD, Research Fellow in Psychology, Harvard University.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Wednesdays beginning Sept. 17, 7:35-9:35 pm, Sever Hall, Room 210.

The challenges of leading organizations, especially businesses, in the current era are vast. Globalization requires competitive strategies and cultural sensitivity, the worsening environmental crisis calls for sustainable practices, and increasing social problems and inequalities increase pressure for social responsibility beyond traditional profit making. Many current management paradigms have to be rethought and remodeled to deal with these challenges effectively. In this course we look at challenges to organizations on the systemic level (environmental and social pressures), the organizational level (employee commitment and stakeholder trust), and the individual level (happiness) and examine ways of dealing with them proactively. (4 credits)

MGMT E-154 Social Entrepreneurship (23070) (Website) (Printable version)
John R. Whitman, PhD, Senior Lecturer, College of Professional Studies, Northeastern University.
Course tuition: graduate credit $1,725. Limited enrollment.
Spring term: Tuesdays beginning Jan. 27, 7:35-9:35 pm, Sever Hall, Room 214.

If willing and motivated, virtually anyone, in any sector, can be a social entrepreneur. Yet most of the best examples to date had no formal training in social entrepreneurship because such training was not available. This course addresses five crucial elements that may better orient and equip the prospective social entrepreneur. It provides a conceptual framework for understanding social entrepreneurship in the context of changing social arrangements; a vocabulary for thinking and communicating about social values in concrete terms; seven practical tools to launch, lead, and manage a social venture that succeeds financially, without a cost to social justice; specific funding sources for the venture; and an idea foundry to test and forge specific concepts for social entrepreneurship before taking the plunge. (4 credits)

MGMT E-160 Managing in the Global Economy (12513) (Syllabus) (Printable version)
Gunther S. Boroschek, PhD, Consultant, International Management Associates.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Thursdays beginning Sept. 18, 7:35-9:35 pm, Sever Hall, Room 210.

This course is an introduction to the issues and modes of analysis used by managers when their organizations cross national borders and enter foreign business environments. It examines both external environmental factors (economic, social, regulatory, and political) and internal adaptive business strategy development (transnational organizing, controlling, and decision-making processes). (4 credits)

MGMT E-162 Doing Business in China (22935)
(Printable version)

Course tuition: graduate credit $1,725.
Spring term

*** MGMT E-162 has been CANCELED.***

This course provides an interdisciplinary and comparative approach to the study of the origin, formation, and development of the current regulatory framework of doing business in China, using financial markets as a focal point. Discussion is centered on the corporation and its stakeholders. Success stories, institutional bottlenecks, and critical dislocations are highlighted. Political economics, history, law, economics, and aspects of finance are considered. Prerequisite: introductory economics, finance, or law. (4 credits)

MGMT E-165 Higher Education Management (23049) (Website) (Printable version)
G. Timothy Bowman, MBA, Associate Dean of Operations, Harvard Kennedy School.
Course tuition: graduate credit $1,725. Limited enrollment.
Spring term: Tuesdays beginning Jan. 27, 5:30-7:30 pm, Sever Hall, Room 213.

A survey course of leadership responsibilities and opportunities within higher education. Topics include governance, accreditation, institutional research, finance, facilities, fundraising, human resources, student life, recruitment and retention, leadership, and future trends. Students leave the course with an understanding of the overarching issues facing the leadership and administration of colleges and universities. (4 credits)

MGMT E-170 Hotel and Restaurant Management (12541) (Syllabus) (Printable version)
Michael L. Oshins, EdD, Assistant Professor of Hospitality Administration, Boston University. Denise Dupré, MPS.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Thursdays beginning Sept. 18, 7:35-9:35 pm, Sever Hall, Room 306.

This course offers an overview of the hospitality industry, exploring a wide range of organizations from urban hotels to country inns, from gourmet restaurants to fast food chains, from casinos to theme parks. The complexities of the hospitality industry's structure, including chains, franchising, ownership, and management relationships, are discussed. Industry examples and case studies are used extensively. (4 credits)

MGMT E-180 Forces of Change: Market Dynamics and Strategies for a Shifting Healthcare Marketplace (12536) (Syllabus) (Printable version)
Eric D. Kupferberg, PhD, Assistant Dean, Academic and Faculty Affairs, Northeastern School of Continuing and Professional Studies. David A. Shore, PhD, Associate Dean and Executive Director, Center for Continuing Professional Education, Harvard School of Public Health.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Thursdays beginning Sept. 18, 7:35-9:35 pm, Sever Hall, Room 208.

This course analyzes the factors contributing to challenges in the healthcare environment and provides directions for positive change. It begins by discussing market dynamics and asking two fundamental questions: What strategic implications can be drawn given the special nature of the healthcare market? And, what factors explain the disorganized and dysfunctional character of the healthcare system? We focus our attention on defining the several stakeholders active in healthcare and delineating the interrelationships among them. Through a careful vetting of empirical case studies, the course identifies steps for greater stakeholder alignment. Students evaluate current market responses, outlining the benefits and limitations of each. The course concludes with a careful exploration of novel approaches for healthcare organizations to do well while doing good by focusing on the intangible aspects of their actions and market strategies. The goal of the course is to provide new and emerging healthcare leaders with tools needed to create a unique and sustainable competitive advantage. (4 credits)

MGMT E-190 Principles and Practices of Fundraising (12539) (Website) (Printable version)
Frank White, MPhil, Editorial Director, Alumni Affairs and Development, Harvard University.
Course tuition: graduate credit $1,725. Limited enrollment.
Fall term: Tuesdays beginning Sept. 16, 5:30-7:30 pm, 53 Church Street, Room L01.
Online and on-campus options. See Distance Education. Lecture 1 video.

This course is designed to give broad exposure to managers, professional staff, and volunteers in the nonprofit sector who wish to become more familiar with the strategies and methods of fundraising. Topics include history and overview of philanthropy, prospect research, development office organization, motivations for giving, communications, annual giving programs, capital campaigns, training and staffing, ethics, and gift planning. (4 credits)

MGMT E-192 The Donor's Perspective: Gift Giving and Grant Making (23102) (Website) (Printable version)
Henry L. Berman, EdD, President and Co-Trustee, Edith Glick Shoolman Children's Foundation.
Course tuition: graduate credit $1,725. Limited enrollment.
Spring term: Tuesdays beginning Jan. 27, 5:30-7:30 pm, Sever Hall, Room 204.

This course explores grant making from the perspective of those making charitable gifts. Donors, whether acting personally or on behalf of a foundation or other organization, need to fully understand the how and why of their gift giving in order to maximize the impact of their giving. Created to complement MGMT E-190, this course is useful for students involved in development, fundraising, and corporate and foundation relations. (4 credits)

MGMT E-195 Civil Society: The New Superpower (23045) (Website) (Printable version)
Linda DeLauri, EdM. Prentice Zinn, MPH, MSW, Director, Grants Management Associates.
Course tuition: graduate credit $1,725.
Spring term

*** MGMT E-195 has been CANCELED.***

This course offers a holistic exploration of the current state of philanthropy. Globalization and new forms of nonprofit sector capitalization have blurred once traditional lines of demarcation between business, government, grant-making entities, and grant-seeking NGOs and charitable organizations fueling the embrace of a more cohesive concept of a global civil society engaged in coordinated efforts to serve the common good. Former UN Secretary General Kofi Annan calls civil society the "new superpower." The course examines the roles and interactions of the stakeholders in this new superpower, including foundation trustees and staff, intermediary organizations, government leaders and policy makers, social entrepreneurs, NGOs, and other nonprofit charitable organizations. The course also reviews hands-on approaches for assessing and enhancing organizational power as it relates to nonprofit leadership, board development, strategic planning and financing, collaborative partnerships, and capacity building. Prerequisites: solid writing skills; experience or coursework in the nonprofit/philanthropic sector. (4 credits)

MGMT E-200 The Business of Sports (22332) (Syllabus) (Printable version)
Stephen A. Greyser, DBA, Richard P. Chapman Professor of Business Administration (Marketing/Communications), Emeritus, Harvard Business School.
Course tuition: graduate credit $1,725. Limited enrollment.
Spring term: Mondays beginning Jan. 26, 7:35-9:35 pm, Sever Hall, Room 106.

This course focuses on management issues across the sports industry—local, national, and global. Topics include new and established league and team development and marketing strategies, corporate sports sponsorship, broadcasting contracts, licensed merchandise, event management, the role of agents, and athletes as endorsers. The perspective is strategy-based with an orientation to building fans, viewers, sponsorships, and revenues. (4 credits)

MGMT E-599 Strategic Management Capstone Course
Course tuition: graduate credit $1,725. Limited enrollment.

Fall term, section 1 (13209) (Website) (Printable version): Joseph W. Chevarley Jr., MPA, Lecturer on Management, Northeastern University. G. Timothy Bowman, MBA, Associate Dean of Operations, Harvard Kennedy School.
Thursdays beginning Sept. 18, 5:30-7:30 pm, Northwest Science Building, Room B108.

Fall term, section 2 (13262) (Website) (Printable version): Joseph W. Chevarley Jr., MPA, Lecturer on Management, Northeastern University. G. Timothy Bowman, MBA, Associate Dean of Operations, Harvard Kennedy School.
Tuesdays beginning Sept. 16, 5:30-7:30 pm, Maxwell Dworkin, Room G125.

Spring term, section 1 (23054) (Website) (Printable version): Joseph W. Chevarley Jr., MPA, Lecturer on Management, Northeastern University. G. Timothy Bowman, MBA, Associate Dean of Operations, Harvard Kennedy School.
Thursdays beginning Jan. 29, 5:30-7:30 pm, Northwest Science Building, Room B108.

Spring term, section 2 (23088) (Syllabus) (Printable version): Mohsin Habib, PhD, Associate Professor of Management, University of Massachusetts Boston.
Wednesdays beginning Jan. 28, 7:35-9:35 pm, Sever Hall, Room 213.

Spring term, section 3 (23111) (Website) (Printable version): Joseph W. Chevarley Jr., MPA, Lecturer on Management, Northeastern University. G. Timothy Bowman, MBA, Associate Dean of Operations, Harvard Kennedy School.
Wednesdays beginning Jan. 28, 5:30-7:30 pm, Maxwell Dworkin, Room G125.

This course is intended as the capstone course, integrating coursework in functional areas such as marketing, finance, accounting, human resource management, and operations management. It introduces the concept of strategic management through case analyses involving the basic direction and goals of an organization; the social, political, technological, economic, and global environment; the industry and market structure; and the organization's strengths and weaknesses. The emphasis is on the development and successful implementation of strategy in different types of firms. Prerequisites: students must be candidates for the Master of Liberal Arts in Management degree and in the final semester of their program. (4 credits)