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Management

Also see the Graduate Program in Management.

Courselist

Accounting

• MGMT E-1000 Financial Accounting Principles (Fall, Spring, January)
• MGMT E-1300 Fundamentals of Accounting and Finance for Governmental and Nonprofit Organizations (Fall)
• MGMT E-1600 Managerial Accounting (Fall, Spring)
• MGMT E-1620 Accounting, Auditing, and Ethical Standards (Spring)
• MGMT E-1640 Tax Factors in Business Decisions (Spring)
• MGMT E-1680 Forensic Accounting (Fall)

Finance

• MGMT E-2000 Principles of Finance (Fall, Spring)
• MGMT E-2020 Managerial Finance (Fall, Spring)
• MGMT E-2030 Real Estate Finance and Investment Fundamentals (Fall)
• MGMT E-2050 The International Economy and Business (Fall)
• MGMT E-2600 Financial Statement Analysis (Fall, Spring)
• MGMT E-2620 Business Analysis and Valuation (Spring)
• MGMT E-2640 Project Financing (Fall, Spring)
• MGMT E-2690 Quantitative Equity Investing (Fall)
• MGMT E-2700 Corporate Finance (Fall, Spring)
• MGMT E-2720 Mergers and Acquisitions (Spring)
• MGMT E-2740 Investment Theory and Applications (Fall, Spring)
• MGMT E-2780 Investment Management (Spring)
• MGMT E-2785 Funding in Global Financial Markets (Fall)
• MGMT E-2790 Private Equity (Fall)
• MGMT E-2900a Chartered Financial Analyst® (CFA®) Level 1 Examination Preparation: Non-Finance Topics (Fall)
• MGMT E-2900b Chartered Financial Analyst® (CFA®) Level 1 Examination Preparation: Finance Topics (Spring)

Organizational behavior

• MGMT E-4000 Organizational Behavior (Fall, Spring)
• MGMT E-4020 Managing Organizational Change (Fall)
• MGMT E-4030 Leading through Change (Spring)
• MGMT E-4100 Managing Yourself and Others (Fall)
• MGMT E-4120 The Assessment and Analysis of Your Management Style (Fall)
• MGMT E-4140 Gender, Leadership, and Management (Spring)
• MGMT E-4160 The Challenges of Team Management (Fall)
• MGMT E-4170 Managing Virtual Teams (Fall)
• MGMT E-4180 Leading in the Twenty-First Century (Spring)
• MGMT E-4190 Choice Points: Exercising Power and Responsibility (Spring)
• MGMT E-4200 Conflict Resolution: Practical Negotiation Skills (Spring)
• MGMT E-4210 Skills in Managing Conflict in Organizational Settings (Fall)
• MGMT E-4220 Managing Negotiations (Fall, Spring)
• MGMT E-4240 Human Resource Management (Fall, Spring)
• MGMT E-4250 Workplace Development and Talent Management (Spring)

Enterprise management

• MGMT E-5000 Strategic Management (Fall, Spring, January)
• MGMT E-5020 Management of Technology: People and Organizations (Fall)
• MGMT E-5025 Managing in the Global Economy (Fall)
• MGMT E-5030a Introduction to Project Management (January)
• MGMT E-5030 Project Management (Fall, January)
• MGMT E-5040 Project Management of Information Technology (Spring)
• MGMT E-5060 Operations Management (Spring)
• MGMT E-5070 Operations Research and Forecast Management (Spring)
• MGMT E-5080 Operations Research and Risk Management (Fall)
• MGMT E-5090 Crisis Management and Emergency Preparedness (Spring)
• MGMT E-5100 Introduction to Management (Fall)
• MGMT E-5110 The Law of Business Enterprises (Spring)
• MGMT E-5120a Personal Financial Planning A (Fall)
• MGMT E-5120b Personal Financial Planning B (Spring)
• MGMT E-5121 Personal Financial Planning (January)
• MGMT E-5300 Introduction to the Not-For-Profit Sector (Spring)
• MGMT E-5310 Leading and Managing Nonprofit Organizations (Fall)
• MGMT E-5320 Higher Education Management (Spring)
• MGMT E-5330 Principles and Practices of Fundraising (Fall)
• MGMT E-5340 The Donor's Perspective: Gift Giving and Grant Making (Spring)
• MGMT E-5350 Civil Society: The New Superpower (Fall)
• MGMT E-5360 Strategic Management of Nonprofits (Fall)
• MGMT E-5400 Entrepreneurship and New Ventures (Fall, Spring)
• MGMT E-5405 Innovation (Spring)
• MGMT E-5410 Managing a Growing Business (Fall)
• MGMT E-5420 Innovation, Entrepreneurship, and Business Transformation (Fall)
• MGMT E-5430 Entrepreneurial Leadership (Fall, Spring)
• MGMT E-5440 Social Entrepreneurship (Fall, Spring)
• MGMT E-5450 Launching an e-Commerce Start-up (Spring)
• MGMT E-5500 The Business of Sports (Spring)
• MGMT E-5510 Hotel and Restaurant Management (Fall)
• MGMT E-5520 Strategies for a Shifting Healthcare Marketplace (Fall)
• MGMT E-5600 General Managers in Action (Fall)
• MGMT E-5610 Business Planning for Closely Held Enterprises (Fall)
• MGMT E-5700 Management Consulting (Spring)

Marketing

• MGMT E-6000 Marketing Management (Fall, Spring)
• MGMT E-6020 Services Marketing and Management (Spring)
• MGMT E-6060 Customer Relationship Management (Spring)
• MGMT E-6600 Strategic Marketing (Fall)
• MGMT E-6620 Internet Marketing Strategies (Fall)
• MGMT E-6640 Social Media Marketing (Spring)
• MGMT E-6700 Marketing Research and Analysis (Fall, Spring)

Accounting

MGMT E-1000 Financial Accounting Principles

This course introduces the generally accepted principles that govern an entity's financial accounting system and the income statement and balance sheet that are the principal end products of the system. Students learn how accounting information is used to evaluate the performance and financial status of an organization, both by managers within the organization and by shareholders, lenders, and other outside parties. Formerly ACCT E-100. (4 credits)

MGMT E-1300 Fundamentals of Accounting and Finance for Governmental and Nonprofit Organizations (13384)

This course introduces the fundamentals of accounting and finance associated with governmental and nonprofit organizations. It emphasizes the issues related to fund accounting, including general and revenue funds, debt service funds, capital project funds, internal service funds, enterprise and fiduciary funds, long-term debt and fixed-asset accounting, and planning and control of cash and temporary investments. Other topics include budgeting, budgetary control and reporting, management control, financial reporting, budgeting and controlling operations, cost determination, strategic planning, program analysis, measurement of output, reporting on performance, full-accrual and modified-accrual accounting, cost determination, tax levies, auditing, and preparation of financial statements. Formerly ACCT E-110. Prerequisite: MGMT E-1000 helpful but not required. (4 credits)

MGMT E-1600 Managerial Accounting

This course teaches students how to extract and modify costs in order to make informed managerial decisions. Planning is covered by topics including activity-based costing, budgeting, flexible budgeting, cost-volume-profit analysis, cost estimating, and the costs of outsourcing. Control is covered by topics including standard costing, variance analysis, responsibility accounting, and performance evaluation. Emphasis is placed on cost terminology (the wide variety of costs), cost behavior, cost systems, and the limitations concerning the use of average costs. Formerly ACCT E-120. Prerequisite: introductory financial accounting course, or the equivalent. (4 credits)

MGMT E-1620 Accounting, Auditing, and Ethical Standards (23230)

In today's accounting climate it is important that managers at all levels understand the auditing process, including the theory, philosophy, and practice of auditing and the ethical implications of auditing decisions. Topics include generally accepted auditing standards; systems of internal control; tests of compliance; transaction sampling; quality and reliability of information for decision making; the concepts of audit risk, materiality, and evidence; frameworks for the rules of conduct and the code of professional conduct; and information technology applied to internal control. Formerly ACCT E-130. Prerequisite: MGMT E-1000 helpful but not required. (4 credits)

MGMT E-1640 Tax Factors in Business Decisions (23199)

Most personal and business transactions have tax consequences. This course provides a solid understanding of basic federal income tax laws relating to individuals and business entities. Among the topics covered are an overview of tax policy; the federal tax system; identifying the proper taxpayer; determining income, deductions, credits, and compensation; deferred and non-cash income; characterization of gains and losses; tax accounting methods; taxable entities; tax-motivated transactions; and international, state, and local tax issues. Formerly ACCT E-140. Prerequisite: financial accounting or related experience. (4 credits)

MGMT E-1680 Forensic Accounting (13414)

Forensic accounting differs from other types of accounting, partly due to the work performed and partly due to the standards of law that must be met by these accountants. Whereas many accountants participate in creating or auditing financial statements, forensic accountants are more likely to be found dissecting these statements and obtaining evidence from other sources. Some forensic accountants perform investigations much like financial private investigators; others perform extensive valuation work related to financial damages experienced by businesses and the division of assets in divorce actions. Forensic accounting requires the knowledge and skills of accountants and other specialized skills that enable the forensic accountant to practice in this unique area of accounting. To aid forensic accountants, various organizations support the practice of forensic accounting, and many of these organizations offer credentials that distinguish forensic accountants from other practitioners. Prerequisite: MGMT E-1300 helpful but not required. (4 credits)

Finance

MGMT E-2000 Principles of Finance

This course provides an introductory survey of the field of finance. It examines the agents, instruments and institutions that make up the financial system of the modern economy, such as bonds, the stock market, derivatives, and the money market. Along the way, standard concepts and tools of financial analysis are introduced: present discounted value, option value, and the efficient markets hypothesis. Recent developments in the field—in particular, the application of psychology to financial markets (called behavioral finance)—are also discussed. The course is designed to equip students with the tools they need to make their own financial decisions with greater skill and confidence. Specifically, we see how insights from academic finance can inform and improve students' own investing decisions. Formerly FINC E-100. Prerequisite: high school algebra. (4 credits)

MGMT E-2020 Managerial Finance

This course deals with managing business funds and planning their use to accomplish the objectives of the organization. Topics include techniques of financial analysis such as budgeting, ratio analysis, pro forma projections, and discounted cash flow analysis; the domestic and international financial environment; the sources and forms of external financing; problems of capital structure and dividend policy; capital budgeting and cost of capital; and approaches to the valuation of a business or company. Formerly FINC E-130. Prerequisite: introductory accounting course, or the equivalent. (4 credits)

MGMT E-2030 Real Estate Finance and Investment Fundamentals (13348)

This course focuses on understanding, calculating, and analyzing potential cash flow, tax, and future benefits for representative real estate asset types from a variety of perspectives, including those of a developer, investor, lender, and broker. A framework to analyze the quantitative and nonquantitative risks and rewards of existing and proposed real estate projects is used to make specific financing and investment recommendations. Formerly FINC E-145. Prerequisites: although no prior real estate experience is required, students must be willing to work with numbers, attend all classes, and participate actively in class discussions. (4 credits)

MGMT E-2050 The International Economy and Business (13349)

The objective of this course is to enhance our understanding of the economies of the world and their interdependence. It analyzes the impact of changing global financial and trade systems on businesses. The course includes topics related to new trade systems such as the EU, NAFTA, and WTO, as well as new financial systems such as currency union. It covers topics related to exchange rates, the IMF, global credit and currency crisis, and international financing institutions. The thrust of the course is to provide an understanding of the dynamic global trade and financial environment and to analyze the impact on businesses. Formerly FINC E-170. (4 credits)

MGMT E-2600 Financial Statement Analysis

This course presents financial statement analysis from the point of view of the primary and everyday users of financial statements: company managers, lenders, and stock investors. The objective is to provide the insight with which to recognize and appreciate the messages, biases, and limitations of financial statements. The course reviews basic financial statements and covers issues such as revenue recognition, earnings quality, cash flow, and ratio analysis. Common size statements and trend analysis are done using spreadsheet software, and a company analysis is performed. Formerly FINC E-105. Prerequisites: MGMT E-1000, or the equivalent required; MGMT E-1600 and MGMT E-2020 helpful. (4 credits)

MGMT E-2620 Business Analysis and Valuation (23203)

Knowing how to value a company is important for analysts in a range of fields, including banking, investments, mergers and acquisitions, management communications, and venture capital. This course covers the four key components of effective business analysis: business strategy analysis, accounting analysis, financial analysis, and prospective analysis. The valuation techniques examined include traditional discounted cash flow and multiple earnings models as well as techniques that link value directly to accounting numbers. An important part of the course is discussion of corporate social responsibility and its effect on sustainable profitability. Prerequisites: introductory accounting and managerial finance. Formerly FINC E-135. (4 credits)

MGMT E-2640 Project Financing

Employing a carefully engineered financing mix, project financing has long been used to fund large-scale natural resource projects, from pipelines and refineries to electric generating facilities. It has also been used on many high-profile corporate projects, including Euro Disneyland and Euro Tunnel. Project financing discipline includes understanding the rationale, preparing the financial plan, assessing the risks, designing the financing mix, and raising the funds. In addition, this technique helps us to understand why some financing plans succeed and others fail. This course provides students with the theoretical and conceptual tools necessary for financial analysis and decision making in relation to project finance. Formerly FINC E-120. Prerequisites: MGMT E-2000, or the equivalent. (4 credits)

MGMT E-2690 Quantitative Equity Investing (13416)

This course is a survey of quantitative equity investing as practiced in investment management environments. Emphasis is on lower frequency and fundamentals-based strategies. The course covers risk models, stock selection models, portfolio construction, and performance attribution. Prerequisites: STAT E-50, MGMT E-2740, or the equivalent. (4 credits)

MGMT E-2700 Corporate Finance

The goal of this course is to develop skills for making corporate investment decisions and for analyzing risk. Topics include discounted cash flow and other valuation techniques; risk and return; capital asset pricing model; corporate capital structure and financial policy; capital budgeting; mergers and acquisitions; and investment and financing decisions in the international context, including exchange rate/interest rate risk analysis. Formerly FINC E-140. Prerequisite: introductory accounting course helpful. (4 credits)

This course is an introduction to corporate finance, including capital budgeting, capital structure of firms, dividend policy, corporate governance, and takeovers. The recorded lectures are from Harvard Faculty of Arts and Sciences course Economics 1745. Prerequisites: knowledge of linear algebra and multivariable calculus, ECON E-1010 and STAT E-50, or the equivalent. (4 credits)

MGMT E-2720 Mergers and Acquisitions (23204)

The course focuses on the design, analysis, and implementation of financial strategies aimed at repositioning and revitalizing companies faced with major competitive or environmental challenges, problems, and opportunities. The course helps students to understand how to create corporate value by restructuring a company or by combining businesses. After reviewing valuation methods based on strategic, ratio, and financial forecasting analysis, we analyze cases of the different solutions: leveraged buyouts and recapitalizations, corporate downsizing programs, mergers and acquisitions, corporate spinoffs, divestitures, and joint ventures and alliances. Emphasis is given to contemporary expectations and requirements of good governance, based on the roles corporations play in society, and the timing and principles of merger integration. Formerly FINC E-142. Prerequisite: finance and accounting; business analysis and valuation helpful but not required. (4 credits)

MGMT E-2740 Investment Theory and Applications

This course introduces the concepts of investment theory and their applications in practice. It starts with an overview of different securities and markets. We discuss portfolio theory, the capital asset pricing model, and other models. The process of equity valuation is examined. This is followed by an introduction to fixed-income securities, options, futures, and other derivative instruments. We also discuss portfolio management. Throughout, the emphasis is on applying theory to practice. Formerly FINC E-143. Prerequisite: MGMT E-2020, or the equivalent. (4 credits)

MGMT E-2780 Investment Management (23241)

The objective of this course is to develop the analytical skill sets required for risk and portfolio management in a global context. Topics covered include asset allocation; security selection; passive and active equity and fixed income portfolio management; management of alternative investments such as hedge funds and private equity; portfolio risk management using derivatives; trade execution of portfolio decisions; portfolio monitoring and rebalancing; and performance evaluation and attribution. The course examines the investment decisions faced by institutional investors such as mutual funds, pension funds, endowments, foundations, banks, and insurance companies, and addresses private retirement and wealth management decisions. The course takes a global approach with asset class and country selections/allocations, spanning instruments traded in both developed economies and emerging markets. Formerly FINC E-144. Prerequisites: MGMT E-2700 or MGMT E-2740, or good finance and investment background. (4 credits)

MGMT E-2785 Funding in Global Financial Markets (13422)

*** MGMT E-2785 has been CANCELED. ***

MGMT E-2790 Private Equity (13418)

This course introduces private equity (PE) and its practice today under extra-normal growth, inefficient markets, rapid globalization, and cycles of growth-disillusionment. It covers the selection, operation, and assessment of direct/indirect PE investments and includes practical frameworks and tools for evaluation; operating best-practices; impacts of geography, product, and industry; compensation; contract structures; economics; returns; global private equity, portfolio and investment management and governance. Formerly FINC E-190. Prerequisites: MGMT E-2000, E-2020, or E-2700, or the equivalent; basic mathematics (MATH E-3, or the equivalent); ECON E-1010 and E-1012 recommended but not required. (4 credits)

MGMT E-2900a Chartered Financial Analyst® (CFA®) Level 1 Examination Preparation: Non-Finance Topics (13465)

The Chartered Financial Analyst® (CFA®) credential is one of the most prestigious in finance. To achieve this designation, candidates must pass three levels of exams. MGMT E-2900a and E-2900b prepare students for Level 1 of the exam. MGMT 2900a covers the topics on the exam that do not directly involve finance. These are, in the order presented: ethical and professional standards; quantitative methods; micro- and macro-economics; and accounting. MGMT E-2900b deals with the exam topics involving finance: corporate finance; equities markets; fixed income instruments; derivatives; alternative investments; and portfolio management and wealth planning. Each topic is taught by an expert in the field, and is geared explicitly to the concepts and issues likely to appear on the relevant portion of the Level I exam. Prerequisites: an undergraduate degree, or four years work experience in business or finance, or some combination of college coursework and work experience totaling four years. Students who lack any of these prerequisites may still enroll with the permission of the instructor. They should register and send their CV and description of their coursework to the instructor one week before classes begin. Note: CFA Institute does not endorse, promote, or warrant the accuracy or quality of this course. CFA® and Chartered Financial Analyst® are registered trademarks owned by CFA Institute.

MGMT E-2900b Chartered Financial Analyst® (CFA®) Level 1 Examination Preparation: Finance Topics (23316)

The Chartered Financial Analyst® (CFA®) credential is one of the most prestigious in finance. To achieve this designation, candidates must pass three levels of exams. MGMT E-2900a and MGMT E-2900b prepare students for Level 1 of the exam. MGMT 2900a covers the topics on the exam which do not directly involve finance. These are, in the order presented: ethical and professional standards; quantitative methods; micro- and macro-economics; and accounting. MGMT E-2900b deals with the exam topics involving finance: corporate finance; equities markets; fixed income instruments; derivatives; alternative investments; and portfolio management and wealth planning. Each topic is taught by an expert in the field, and is geared explicitly to the concepts and issues likely to appear on the relevant portion of the Level I exam. Prerequisites: an undergraduate degree, or four years work experience in business or finance, or some combination of college coursework and work experience totaling four years. Students who lack any of these prerequisites may still enroll with the permission of the instructor. They should register and send their CV and description of their coursework to the instructor one week before classes begin. Note: CFA Institute does not endorse, promote, or warrant the accuracy or quality of this course. CFA® and Chartered Financial Analyst® are registered trademarks owned by CFA Institute.

Organizational behavior

MGMT E-4000 Organizational Behavior

*** MGMT E-4000 Fall term, section 3 (13423) has been CANCELED. ***

This course deals with human behavior in a variety of organizations. Conceptual frameworks, case discussions, and skill-oriented activities are applied to each topic. Topics include communications, motivation, group dynamics, leadership, power, the influence of technology, and organizational design and development. Class sessions and assignments are intended to help participants acquire the skills that managers need to improve organizational relationships and performance. Formerly OBHR E-110. (4 credits)

MGMT E-4020 Managing Organizational Change (13356)

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. Formerly MGMT E-147. (4 credits)

MGMT E-4030 Leading through Change (23260)

Today's competitive business environments demand that individuals and companies continually reinvent themselves. Leading knowledge-based organizations requires the establishment of environments that facilitate learning and the management of the anxieties surrounding change. Leadership at every level must instill a sense of urgency and commitment to the change process. This course examines how and why individuals and organizations resist change, and the skills that leaders need to overcome these obstacles. Formerly OBHR E-140. (4 credits)

MGMT E-4100 Managing Yourself and Others (13472)

This course teaches the fundamentals of management from different angles: managing oneself, managing organizational life, and managing others (managing upward, downward, and sideways). Using a variety of readings, written assignments, in-class exercises, and case discussions, the class focuses on understanding individual strengths, preferences, and blind spots—our own and others—and working with other people to advance career goals and organizational objectives. (4 credits)

MGMT E-4120 The Assessment and Analysis of Your Management Style (13376)

The course is taught in a workshop/seminar format that focuses on the assessment, analysis, and application of management style to personal and organizational effectiveness. The variables are scientifically and operationally validated and include psychological type (MBTI), motive/need patterns, power/influence styles, values, conflict/problem solving, and boss/subordinate communication styles. This course is run on an executive development format that the instructor has used in organizational consulting. Prerequisite: some management experience. Formerly OBHR E-180. (4 credits)

MGMT E-4140 Gender, Leadership, and Management (23223)

This course examines leadership and management from a gender-based perspective. Issues covered include leadership styles and their impact, understanding of power, conflict management, ethical decision making, workplace stereotypes, impact on policy making, differences in communication, and approaches to teamwork. Formerly OBHR E-190. (4 credits)

MGMT E-4160 The Challenges of Team Management (13375)

The course focuses on the complexities of teamwork, leadership, group interaction, coaching skills, shared responsibility, and empowerment. Team-based organizations that rely on developing cross-functional interactions must establish environments that foster creativity, innovation, risk-taking, and achievement. By encouraging open communication, cooperative problem solving, and conflict management, teams can produce working conditions that support accountability and reward group efforts. Formerly OBHR E-170. (4 credits)

MGMT E-4170 Managing Virtual Teams (13444)

As the world becomes more connected, companies are increasingly using virtual teams. Building high performance virtual teams presents managers with special challenges that are not present in face-to-face teams. In this course students learn how to build, manage, and lead virtual teams. Topics covered include leveraging talent, group processes, communicating in a virtual world, working in a global environment, motivating culturally diverse groups, negotiating online, and managing conflict. In addition, students are introduced to online tools that facilitate knowledge sharing and team communication. As part of the learning process, students are assigned to a virtual team to complete a series of team challenges. (4 credits)

MGMT E-4180 Leading in the Twenty-First Century (23299)

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. Formerly MGMT E-152. (4 credits)

MGMT E-4190 Choice Points: Exercising Power and Responsibility (23224)

This course uses modern and classical works of literature as a point of departure for a discussion of some of the ethical dimensions of business. The goal is to help managers develop practical guidelines for dealing with difficult managerial choices. Topics include organizational pressures against personal honesty and integrity; corporate responsibility within the broader society; law and order versus matters of personal conscience; appropriate behavior in cultures where values differ from our own; balancing obligations to multiple constituencies in times of crisis; avoiding blind spots; dealing with mistakes and the ethical dimensions of leadership. Films are used to illustrate some of the readings. Prerequisites: an interest in literature and the flexibility to apply concepts gleaned from the readings to practical situations faced by managers. Formerly OBHR E-195. (4 credits)

MGMT E-4200 Conflict Resolution: Practical Negotiation Skills (23344)

This course is designed to develop practical negotiation skills applicable in a wide range of circumstances. Simulations of actual negotiations cover conflict resolution in labor-management disputes; among government agencies; among public agencies, community groups, and private developers; and finally among individual policy makers. Formerly OBHR E-210. (4 credits)

MGMT E-4210 Skills in Managing Conflict in Organizational Settings (13377)

This course is taught in a workshop/seminar format that focuses on conflicts that occur in the organizational context. The emphasis is on diagnosis, analysis, and resolution of conflict within these settings. The format uses lectures, cases, readings, self-assessments, and simulations in an executive development setting. Formerly OBHR E-200. Prerequisite: some management experience. (4 credits)

MGMT E-4220 Managing Negotiations

This course is designed for students who wish to manage negotiations more effectively. It is based on the premise that everyone with significant management responsibilities is involved in some form of negotiation every day. This includes intraorganizational transactions, line-staff relationships, trades with individuals and firms outside an organization, and multiparty negotiations involving other organizations, government agencies, special interest groups, and representatives of the media. Formerly OBHR E-215. (4 credits)

MGMT E-4240 Human Resource Management

Human resource (HR) management can be defined as the effective use of human resources in an organization through the management of people-related activities. It is a central and strategic organizational activity of increasing complexity and importance. This introductory, survey course covers the range of HR activities all managers need to understand: strategic HR, legal issues, staffing, recruitment and selection, performance management, training, compensation, labor relations, and technical support systems. Through interactive lectures and cases, students become familiar with the basic principles and techniques of human resource management. The course takes a practical view that integrates the contributions of the behavioral sciences with the technical aspects of implementing the HR function in the real world. Formerly OBHR E-100. (4 credits)

MGMT E-4250 Workplace Development and Talent Management (23215)

Talent management is becoming increasingly important in today's competitive business environment. This course provides an overview of the principles of strategic workplace development, with special emphasis on how to align an organization's internal talent with current and future organizational needs. Topics include the relationship between strategic business planning and HR planning; needs assessment and environmental scanning; organizational development as a lever for change; the importance of employee development, education, and training; and evaluation of talent management systems. Formerly OBHR E-105. (4 credits)

Enterprise management

MGMT E-5000 Strategic Management

To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets—traditional and emerging. The way in which organizations attempt to develop such competitive advantage constitutes the essence of their strategy. This course introduces the concept of strategic management through case analyses, and considers the basic direction and goals of an organization, the environment (social, political, technological, economic and global factors), industry and market structure, and organizational strengths and weaknesses. The emphasis is on the development and successful implementation of strategy in different types of firms across industries. Formerly MGMT E-100/599. Prerequisites: course work in accounting and two other functional areas recommended. (4 credits)

MGMT E-5020 Management of Technology: People and Organizations (13353)

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. Formerly MGMT E-117. (4 credits)

MGMT E-5025 Managing in the Global Economy (13358)

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). Formerly MGMT E-160. (4 credits)

MGMT E-5030a Introduction to Project Management (23298)

*** MGMT E-5030a has been CANCELED. ***

MGMT E-5030 Project Management

This course introduces the tasks and challenges fundamental to project management, the vital function of managing complex projects across multiple functions. Successful project managers possess the skills necessary to manage their teams, schedules, risks, and resources to produce a desired outcome. Students learn the skills and tools of project management with a practical, hands-on approach. A key and often overlooked challenge for project managers is the ability to manage without influence—to gain the support of stakeholders and access to resources not directly under their management control. This course guides students through the fundamental project management tools and behavioral skills required in profit and nonprofit organizations. Formerly MGMT E-118. (4 credits)

MGMT E-5040 Project Management of Information Technology (23208)

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. Formerly MGMT E-120. (4 credits)

MGMT E-5060 Operations Management (23312)

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. Formerly MGMT E-135. (4 credits)

MGMT E-5070 Operations Research and Forecast Management (23274)

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. Formerly MGMT E-138. (4 credits)

MGMT E-5080 Operations Research and Risk Management (13453)

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. Formerly MGMT E-137. Prerequisites: a rudimentary knowledge of algebra and familiarity with spreadsheets. (4 credits)

MGMT E-5090 Crisis Management and Emergency Preparedness (23210)

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. Formerly MGMT E-148. (4 credits)

MGMT E-5100 Introduction to Management (13419)

This course introduces many important aspects of managing a business. It teaches thoughtful decision making in connection with communications, marketing, human relations, efficiency, and the framework for making sound financial decisions amongst competing strategic priorities and objectives. It analyzes the risks and rewards of different types of management decision making. The course also covers corporate responsibility and ethics. (4 credits)

MGMT E-5110 The Law of Business Enterprises (23270)

This course examines the legal structure of corporations and other business forms such as partnerships and limited liability companies. Topics include the distinction between corporations and other business forms; legal separateness of business enterprises from their owners; formation of corporations; financing of corporations under federal securities law; management duties and powers; shareholder rights; fundamental changes such as mergers, sales of assets, and tender offers; and insider trading. Formerly LSTU E-140. (4 credits)

MGMT E-5120a Personal Financial Planning A (13455)

This course looks at the many challenges facing an individual in a complex financial environment. It focuses on achieving long-term success through goal setting, developing financial and life strategies, acquiring personal financial technical knowledge, and managing risk throughout one's life. Case studies are used to practice and reinforce personal financial planning principles. Specific areas of study include personal financial statements, budgets, income tax minimization strategies, time value of money, the US banking system, making wise automobile and real estate decisions, effective retirement planning, and estate planning. Students may not count both FINC E-150 and MGMT E-5120a toward a degree. (4 credits)

MGMT E-5120b Personal Financial Planning B (23301)

This course looks at the many challenges facing an individual in a complex financial environment. It focuses on achieving long-term success through goal setting, developing financial and life strategies, acquiring personal financial technical knowledge, and managing risk throughout one's life. Case studies are used to practice and reinforce personal financial planning principles. Specific areas of study include managing credit; using consumer loans; general approaches to risk management—life insurance, disability, long-term care, and health insurance; designing investment portfolios using stocks and bonds; fundamental and technical analysis; and using mutual funds and exchange-traded funds to accumulate wealth. Students may not count both FINC E-150 and MGMT E-5120b toward a degree. (4 credits)

MGMT E-5121 Personal Financial Planning (23367)

This course examines the principal financial issues facing an individual in today's complex financial environment. The course enables students to make informed decisions in the context of their own specific situations so that the chance of success is maximized and risks are minimized. Focus is on practical strategies that produce results. Areas of study include budgeting; taxation; managing credit; investments; health, life, disability, and long-term care insurance; and retirement and estate planning. Students may count only one of the following toward a degree: FINC E-150, MGMT E-5120a, MGMT E-5120b, or MGMT E-5121. (4 credits)

MGMT E-5300 Introduction to the Not-For-Profit Sector (23278)

The not-for-profit sector serves a vital role in society by addressing needs that neither business nor government are prepared to fulfill. Over the past decade, this sector has grown in size, sophistication, impact, and influence. This course presents a broad overview of the not-for-profit sector. Through a combination of readings, case analyses, writings, discussions, and guest speakers, students gain an understanding of the challenges and opportunities within the sector, the various domains comprising the sector, and a number of functions within not-for-profit organizations that work together to deliver value to individuals and society. Domains covered include a mix of education, health care, humanitarian, and arts and culture organizations. (4 credits)

MGMT E-5310 Leading and Managing Nonprofit Organizations (13357)

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. Formerly MGMT E-150. (4 credits)

MGMT E-5320 Higher Education Management (23211)

This is 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. Formerly MGMT E-165. (4 credits)

MGMT E-5330 Principles and Practices of Fundraising (13439)

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. Formerly MGMT E-190. (4 credits)

MGMT E-5340 The Donor's Perspective: Gift Giving and Grant Making (23281)

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-5330, this course is useful for students involved in development, fundraising, and corporate and foundation relations. Formerly MGMT E-192. (4 credits)

MGMT E-5350 Civil Society: The New Superpower (13411)

*** MGMT E-5350 has been CANCELED. ***

MGMT E-5360 Strategic Management of Nonprofits (13412)

Not-for-profit organizations, like their for-profit counterparts, must develop the resources and capabilities needed to gain and sustain advantage in their market segments. Developing such competitive advantage is the essence of any organization's management strategy. This course introduces the concept of strategic management, with a focus on the not-for-profit sector, and considers the basic direction and goals of an organization, the environment (social, political, technological, economic, and global factors), industry and market structure, and organizational strengths and weaknesses. The emphasis is on the development and successful implementation of strategy in the not-for-profit sector. (4 credits)

MGMT E-5400 Entrepreneurship and New Ventures

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. Formerly MGMT E-140. (4 credits)

*** MGMT E-5400 Spring term (23325) has been CANCELED. ***

MGMT E-5405 Innovation (23368)

The course provides students with tools for understanding the concept of innovation at the individual and firm level. There are four modules on creativity, markets, systemization, and launch of innovations. With rich case studies, the course provides a real-world relevance to the concepts discussed. (4 credits)

MGMT E-5410 Managing a Growing Business (13354)

*** MGMT E-5410 has been CANCELED. ***

MGMT E-5420 Innovation, Entrepreneurship, and Business Transformation (13355)

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. Formerly MGMT E-143. (4 credits)

MGMT E-5430 Entrepreneurial Leadership

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. Formerly MGMT E-141a. Prerequisite: comfort with financial statements is very desirable (income, balance, and cash flow). (4 credits)

MGMT E-5440 Social Entrepreneurship

If 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 models to launch, lead, and manage a social venture, with special attention to social justice; specific funding sources for the venture; and an opportunity to give and receive critical feedback on specific concepts for social entrepreneurship before taking the plunge. Formerly MGMT E-154. (4 credits)

MGMT E-5450 Launching an e-Commerce Start-up (23290)

Intended for entrepreneurs interested in e-commerce, this course helps students explore various facets of e-commerce, including business strategy, business models, distribution channels, entrepreneurship issues, legal issues, and market strategy. It highlights opportunities and risks. Students collaborate on an existing project or propose a new e-commerce venture, build a business plan, and create a website demonstrating critical functions of the new venture. Formerly ISMT E-125. Prerequisites: understanding of e-commerce fundamentals and prior experience, training, or coursework in either business fundamentals, finance, or some working knowledge of website development. (4 credits)

MGMT E-5500 The Business of Sports (23213)

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. Formerly MGMT E-200. (4 credits)

MGMT E-5510 Hotel and Restaurant Management (13359)

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. Formerly MGMT E-170. (4 credits)

MGMT E-5520 Strategies for a Shifting Healthcare Marketplace (13360)

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. Formerly MGMT E-180. (4 credits)

MGMT E-5600 General Managers in Action (13352)

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. Formerly MGMT E-110. Prerequisite: three years experience in management or coursework in at least three functional areas (for example, marketing, finance, operations management). (4 credits)

MGMT E-5610 Business Planning for Closely Held Enterprises (13443)

Small, closely held and family businesses have been called the heart of the American economy. They create 75 percent of new jobs, employ 50 percent of all private sector workers, produce more than 50 percent of nonfarm GDP and make up 99.7 percent of all employers. This multidisciplinary course focuses on all practical aspects associated with closely held businesses, particularly those issues unique to smaller companies. Among the topics covered are entity selection, business funding, compensation agreements, stock options and insurance planning, structuring and executing buy/sell agreements, family business valuation, transition, estate planning, and other exit strategy issues. The course benefits entrepreneurs as well as current owners and their heirs. Prerequisites: MGMT E-1000, or the equivalent; a basic understanding of finance, legal principles, and taxation is helpful but not required. (4 credits)

MGMT E-5700 Management Consulting (23333)

This course is designed for people interested in understanding the consulting process and the tools and techniques that can be used to help organizations improve performance and become more effective. Through a variety of readings, written assignments, case discussions, exercises, and role plays, students learn the fundamentals of consulting practice, including diagnosing situations, planning and executing assignments, client management, business development, common mistakes, and ethical issues in consulting, as well as a variety of diagnostic and problem-solving methodologies. Prerequisites: MGMT E-1000, or the equivalent, and two other courses in functional areas. (4 credits)

Marketing

MGMT E-6000 Marketing Management

This course is an introduction to managing the marketing activities of an organization: marketing information systems and research, the marketing organizational system, and the marketing planning and control system. Topics include customer and client analysis, market research, product and service planning, pricing, communications, advertising and sales promotion, distribution management, and the development of strategies. The use of marketing concepts and tools by nonprofit organizations also is discussed. Formerly MRKT E-100. Prerequisite: introductory accounting course, or the equivalent. (4 credits)

MGMT E-6020 Services Marketing and Management (23347)

This course addresses challenges professionals and organizations face in creating and delivering high-quality services. Assignments provide students with a hands-on understanding of concepts and methods being used by practitioners in today's competitive markets to analyze customer/client requirements; measure service quality; and design, promote, and deliver outstanding service. The course is designed for individuals who manage or aspire to manage professional practices in such areas as law or accounting, or service products and activities in financial, healthcare, educational, high-tech, manufacturing, and retail organizations. Formerly MRKT E-105. (4 credits)

MGMT E-6060 Customer Relationship Management (23345)

The goal of this course is to understand the dynamics of organization, culture, and the marketplace in the development of a successful customer relationship management (CRM) program. The course examines CRM's fit into an organization's strategy, including the marketing mix and the use of technology. This course is helpful to students wishing to understand the complex and competing requirements for building effective customer relationships. Formerly MRKT E-125. (4 credits)

MGMT E-6600 Strategic Marketing (13363)

This course focuses on three core marketing strategies: positioning, branding, and building trust. In today's market, almost any product or service can be transformed into a commodity quickly as competitors copy successful products. Students learn how to analyze the competition, and then position and brand products or services in the marketplace to prevent them from being turned into commodities. Case examples are used to illustrate theory as well as how to build, manage, and measure brands. By the conclusion of the course, participants understand the key variables to a successful branding campaign and have a blueprint to use for their own campaigns. Formerly MRKT E-115. Prerequisite: MGMT-6000, or permission of the instructor. (4 credits)

MGMT E-6620 Internet Marketing Strategies (13367)

Integrating web marketing activities into organizational marketing strategies is a major challenge for ongoing businesses and start-ups alike. This course focuses on the capabilities that allow business and nonprofit organizations to develop distinctive marketing approaches on the Internet. Throughout, it emphasizes the role of Internet marketing in the overall marketing strategy of the organization as well as the need for careful integration between strategies executed in cyberspace and in the physical world. Students engage in analyses of a variety of Internet marketing situations and develop a marketing plan that includes major Internet elements. Formerly MRKT E-120. Prerequisite: one marketing course. (4 credits)

MGMT E-6640 Social Media Marketing (23216)

The Internet is the fastest-growing medium across the globe and Web 2.0 applications are the fastest-growing aspect of the Internet. Applications include blogs, social networks, wikis, and other interactive and collaborative innovations. People of all ages in all walks of life use social media and young people are using them to the virtual exclusion of traditional mass media. Many uses are personal in nature, but businesses and non-profits are using them for both internal and external communications and marketers are eager to understand how to integrate them into marketing communications programs. The social media are particularly relevant in situations where marketers want to reach audiences quickly and directly. Formerly MRKT E-122. Prerequisite: one marketing course. (4 credits)

MGMT E-6700 Marketing Research and Analysis

This course provides a comprehensive introduction to marketing research, and discusses key concepts, processes, and techniques, as well as their applications. Students gain an appreciation for the breadth and depth of the subject and its significance for a business enterprise, whether a start-up or an established company. Besides an overview of marketing research, the course covers research design, including qualitative and quantitative data, and quantitative methods used for analyzing research data to make decisions. Prerequisites: MRKT E-6000, or the equivalent; basic statistics. (4 credits)

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