Harvard Extension Courses in Management

Spring 2023

HBS CORe: Business Analytics, Economics for Managers, and Financial Accounting

The Credential of Readiness (CORe program) is a primer on the fundamentals of business offered through Harvard Business School Online. Developed and taught by Harvard Business School faculty, this course covers business analytics, economics for managers, and financial accounting the essentials to contribute to business discussions and decision making. The business analytics portion is taught by Janice Hammond and introduces quantitative methods used to analyze data and make better management decisions. The economics for managers portion is taught by Bharat Anand and applies fundamental economic principles to business decisions, covering customer demand, supplier cost, pricing, markets, and differentiation. The financial accounting portion is taught by V.G. Narayanan and teaches key accounting concepts and principles to illuminate financial statements and unlock critical insights into business performance and potential. All learning materials and instructor and participant interaction take place within the online HBS Online learning environment. Although the professors do not have direct real-time interaction with students, they have developed short video lectures, cases, exercises, and other interactive learning elements to create a highly engaging educational experience. Participants typically learn as much (if not more) from thoughtful participation and from peers in this active learning ecosystem as they do from faculty content. Students registered in CORe will be required to keep up with the course material during the Harvard Extension School's Spring Break. For more information see HBS Online's CORe webpage. Students who have previously enrolled in HBS Online's Financial Accounting, MGMT E-10 (or MGMT S-10), HBS Online's CORe, or the HBS Online section of MGMT E-1000 (or MGMT S-1000), and were still enrolled after the 100% refund deadline are not eligible to enroll in MGMT E-10.

Prerequisites: To register for this course, students must apply to and be admitted by HBS Online for the January cohort. Apply now. If accepted, registration transactions must all be done on the HBS Online website. For more information, visit the HBS Online support portal. After registering with HBS Online, students receiving financial aid or any other type of financial assistance (for example, consortium agreements) should contact the Extension School Student Financial Services office at studentfinance@extension.harvard.edu.

Fall 2022

HBS CORe: Business Analytics, Economics for Managers, and Financial Accounting

The Credential of Readiness (CORe program) is a primer on the fundamentals of business offered through Harvard Business School Online. Developed and taught by Harvard Business School faculty, this course covers business analytics, economics for managers, and financial accounting the essentials to contribute to business discussions and decision making. The business analytics portion is taught by Janice Hammond and introduces quantitative methods used to analyze data and make better management decisions. The economics for managers portion is taught by Bharat Anand and applies fundamental economic principles to business decisions, covering customer demand, supplier cost, pricing, markets, and differentiation. The financial accounting portion is taught by V.G. Narayanan and teaches key accounting concepts and principles to illuminate financial statements and unlock critical insights into business performance and potential. All learning materials and instructor and participant interaction take place within the online HBS Online learning environment. Although the professors do not have direct real-time interaction with students, they have developed short video lectures, cases, exercises, and other interactive learning elements to create a highly engaging educational experience. Participants typically learn as much (if not more) from thoughtful participation and from peers in this active learning ecosystem as they do from faculty content. For more information see HBS Online's CORe webpage. Students who have previously enrolled in HBS Online's Financial Accounting, MGMT E-10 (or MGMT S-10), HBS Online's CORe, or the HBS Online section of MGMT E-1000 (or MGMT S-1000), and were still enrolled after the 100% refund deadline are not eligible to enroll in MGMT E-10.

Prerequisites: To register for this course, students must apply to and be admitted by HBS Online for the September cohort. Apply now. If accepted, registration transactions must all be done on the HBS Online website. For more information, visit the HBS Online support portal. After registering with HBS Online, students receiving financial aid or any other type of financial assistance (for example, consortium agreements) should contact the Extension School Student Financial Services office at studentfinance@extension.harvard.edu.

Spring 2023

Introduction to Quantitative Methods for Economics and Finance

Sudhakar Raju PhD, Professor of Finance and Data Science, Rockhurst University

This course is a rigorous introduction to quantitative methods for students intending to study economics, finance, accounting, marketing, and management science. Examples are drawn from these areas. Topics covered include probability distributions, statistical inference, multiple linear regression, logistic regression, optimization, and machine learning. This course focuses on applications illustrating concepts with datasets. The statistical programming language, R, is completely integrated into the course. Students may count one of the following courses toward a degree or certificate, but not more than one: MGMT E-104, STAT E-100, STAT E-101 (offered previously), STAT E-102, or STAT E-104.

Prerequisites: Prior college-level course in statistics, and prior courses in economics or finance recommended. Familiarity with Excel. Familiarity with R is desirable but not required.

Fall 2022

Introduction to Quantitative Methods for Economics and Finance

Sudhakar Raju PhD, Professor of Finance and Data Science, Rockhurst University

This course is a rigorous introduction to quantitative methods for students intending to study economics, finance, accounting, marketing, and management science. Examples are drawn from these areas. Topics covered include probability distributions, statistical inference, multiple linear regression, logistic regression, optimization, and machine learning. This course focuses on applications illustrating concepts with datasets. The statistical programming language, R, is completely integrated into the course. Students may count one of the following courses toward a degree or certificate, but not more than one: MGMT E-104, STAT E-100, STAT E-101 (offered previously), STAT E-102, or STAT E-104.

Prerequisites: Prior college-level course in statistics, and prior courses in economics or finance recommended. Familiarity with Excel. Familiarity with R is desirable but not required.

Spring 2023

Precapstone in Management: Entrepreneurship in Action

Henrik Totterman DSc, Professor of Practice, Entrepreneurship and Management, Hult International Business School and Chief Executive Officer, Lead X3M, LLC

This course is a comprehensive introduction to the underlying dynamics of entrepreneurial business. It is mandatory for capstone track candidates in the Master of Liberal Arts, management who wish to register for MGMT S-599 in the following Harvard Summer School term. The course is focused on flexibility, innovation, resource management, and responsiveness when starting and operating high growth potential ventures, which are required skills when taking the capstone course.

Prerequisites: Registration is limited to officially admitted candidates in the in the Master of Liberal Arts, management, capstone track. Prospective candidates and students with pending admission applications are not eligible. Candidates must be in good academic standing and have completed the seven core courses, half the residency requirement, and plan to take the capstone, MGMT S-599, in the upcoming Harvard Summer School term. Candidates who do not meet these requirements are dropped from the course.

Spring 2023

Financial Accounting Principles

Andrew Azer MS, Assurance Senior Manager, CohnReznick

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. Students who have completed MGMT E-10 may not count this course toward the ALB degree. Students may not take both MGMT E-1000 and ECON S-1900 for degree or certificate credit.

Fall 2022

Financial Accounting Principles

Andrew Azer MS, Assurance Senior Manager, CohnReznick

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. Students who have completed MGMT E-10 may not count this course toward the ALB degree. Students may not take both MGMT E-1000 and ECON S-1900 for degree or certificate credit.

Spring 2023

Financial Accounting Principles

V. G. Narayanan PhD, Thomas D. Casserly, Jr. Professor of Business Administration, Harvard Business School

Be it a Fortune 500 company, a startup, or a nonprofit, having a solid understanding of financial accounting principles is essential for making critical business decisions. Offered in collaboration with Harvard Business School Online, a digital learning initiative from the faculty at Harvard Business School, this pre-recorded online course covers concepts such as profit and revenue, assets and liabilities, and students learn how to prepare and analyze financial statements. The course covers important accounting principles, such as how to record transactions using journal entries; how to post transactions to accounts; and how to prepare a trial balance, balance sheet, income statement, and cash flow statement. Other topics covered include analyzing financial statements and forecasting and valuation. Students emerge with a deeper understanding of the financial accounting methodology and its application in a number of business scenarios. Learning materials and interaction take place primarily within the HBS Online learning environment. Although the professor does not have direct real-time interaction with students, he has developed short video lectures, cases, exercises, and other interactive learning elements to create a highly engaging educational experience. Participants typically learn as much (if not more) from thoughtful participation and from peers in this active learning ecosystem as they do from faculty content. Students who have previously enrolled in HBS Online's Financial Accounting, MGMT E-10 (or MGMT S-10), HBS Online's CORe, or the HBS Online section of MGMT E-1000 (or MGMT S-1000), and were still enrolled after the 100 percent refund deadline are not eligible to enroll in this section of MGMT E-1000. They will be dropped from the course. Students may not count this course toward the HBS Online noncredit CORe or the HBS Online Financial Accounting Certificate.

Fall 2022

Financial Accounting Principles

V. G. Narayanan PhD, Thomas D. Casserly, Jr. Professor of Business Administration, Harvard Business School

Be it a Fortune 500 company, a startup, or a nonprofit, having a solid understanding of financial accounting principles is essential for making critical business decisions. Offered in collaboration with Harvard Business School Online, a digital learning initiative from the faculty at Harvard Business School, this pre-recorded online course covers concepts such as profit and revenue, assets and liabilities, and students learn how to prepare and analyze financial statements. The course covers important accounting principles, such as how to record transactions using journal entries; how to post transactions to accounts; and how to prepare a trial balance, balance sheet, income statement, and cash flow statement. Other topics covered include analyzing financial statements and forecasting and valuation. Students emerge with a deeper understanding of the financial accounting methodology and its application in a number of business scenarios. Learning materials and interaction take place primarily within the HBS Online learning environment. Although the professor does not have direct real-time interaction with students, he has developed short video lectures, cases, exercises, and other interactive learning elements to create a highly engaging educational experience. Participants typically learn as much (if not more) from thoughtful participation and from peers in this active learning ecosystem as they do from faculty content. Students who have previously enrolled in HBS Online's Financial Accounting, MGMT E-10 (or MGMT S-10), HBS Online's CORe, or the HBS Online section of MGMT E-1000 (or MGMT S-1000), and were still enrolled after the 100 percent refund deadline are not eligible to enroll in this section of MGMT E-1000. They will be dropped from the course. Students may not count this course toward the HBS Online noncredit CORe or the HBS Online Financial Accounting Certificate. Students may not take both MGMT E-1000 and ECON S-1900 for degree or certificate credit.

Fall 2022

Nonprofit and Governmental Accounting

James F. White MS, Assistant Vice President for Finance and Controller, Berklee College of Music

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 special revenue funds, debt service funds, capital project funds, internal service funds, and enterprise and fiduciary funds. It emphasizes the issues related to net asset accounting including unrestricted net assets and restricted net assets (temporarily and permanently restricted). A detailed review of the complete preparation of financial statements for both governmental and nonprofit organizations is a core concept in the course. There is a review of the concepts associated with long-term debt and fixed-asset accounting, planning and control of cash and temporary investments, budgeting and budgetary control, management control and financial reporting, strategic planning, program analysis, measurement of output, reporting on performance, external auditing cost determination, and tax levies.

Prerequisites: MGMT E-1000 helpful but not required.

Spring 2023

Cost Accounting

James F. White MS, Assistant Vice President for Finance and Controller, Berklee College of Music

This course examines the concepts and procedures underlying the development of a cost accounting system for managerial decisions, cost control, and performance reporting. Cost accounting can have a direct impact on product pricing, managing a growing business, generating a bottom-line profit and creating value for the company and its customers. Traditional cost accounting and new cost accounting management models are explored and contrasted. There is particular emphasis on management systems, which play a proactive role in planning, managing, and reducing costs. Topics include cost measurement and cost control; cost-volume-profit analysis; job costing; activity-based costing; tools for planning and control; master budgeting and responsibility accounting; flexible budgeting and variance analysis; management control systems; inventory costing, management, and capacity analysis; cost information for decision making; relevant information; pricing decisions; cost management; strategic profitability analysis; cost allocation and revenues; measurement and control of overhead costs; and revenues and sales variances.

Prerequisites: MGMT E-1000, or the equivalent.

Fall 2022

Managerial Accounting

Gregory Sabin DBA

This course introduces the basic principles, methods, and challenges of modern managerial accounting. It covers traditional topics such as job-order costing, cost-volume-profit analysis, budgeting and variance analysis, profitability analysis, relevant costs for decision making, and cost-plus pricing, as well as emerging topics such as activity-based cost (ABC) accounting. The material is examined from the perspective of students preparing to use management accounting information as managers, to support decision making such as pricing, product mix, sourcing, and technology decisions, and short- and long-term planning; and to measure, evaluate, and reward performance. This course emphasizes the relationships between accounting techniques and other organizational activities, such as strategy and motivation. Students may not take both MGMT E-1600 and ECON S-1901 for degree or certificate credit.

Prerequisites: MGMT E-1000, or the equivalent.

Spring 2023

Managerial Accounting

Gregory Sabin DBA

This course introduces the basic principles, methods, and challenges of modern managerial accounting. It covers traditional topics such as job-order costing, cost-volume-profit analysis, budgeting and variance analysis, profitability analysis, relevant costs for decision making, and cost-plus pricing, as well as emerging topics such as activity-based cost (ABC) accounting. The material is examined from the perspective of students preparing to use management accounting information as managers, to support decision making such as pricing, product mix, sourcing, and technology decisions, and short- and long-term planning; and to measure, evaluate, and reward performance. This course emphasizes the relationships between accounting techniques and other organizational activities, such as strategy and motivation. Students may not take both MGMT E-1600 and ECON S-1901 for degree or certificate credit.

Prerequisites: MGMT E-1000, or the equivalent.

Fall 2022

Principles of Finance

Bruce D. Watson MA, Master Lecturer on Economics, Boston University and Lecturer in Extension, Harvard University

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.

Prerequisites: High school algebra.

Fall 2022

Principles of Finance

Gregory Sabin DBA

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.

Prerequisites: High school algebra.

Spring 2023

Principles of Finance

Gregory Sabin DBA

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.

Prerequisites: High school algebra.

Spring 2023

Principles of Finance

Bruce D. Watson MA, Master Lecturer on Economics, Boston University and Lecturer in Extension, Harvard University

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.

Prerequisites: High school algebra.

Fall 2022

Managerial Finance

C. Bulent Aybar PhD, Professor of International Finance, Southern New Hampshire University

The objective of the course is to provide the student with the basic analytical tools required to make value-creating financial decisions. The student is provided with an introduction to theoretical foundations and practical applications in financial decision making. Topics covered in the course include analysis of financial and operating performance, assessment of financial health, financial planning, working capital and growth management, the time value of money, risk-return trade off, valuation of financial and real assets, investment, funding, and distribution decisions in the context of nonfinancial firms.

Prerequisites: MGMT E-2000 or the equivalent.

Fall 2022

Principles of Real Estate

Teo Nicolais AB, MS, President, Nicolais, LLC

This course offers practical, real-world knowledge for investing in real estate. It's designed both for those pursuing an active career in the industry as well as individuals interested in building wealth through passive real estate holdings. You learn what really drives land values. You explore how market forces shape your city and where to look for future growth. You practice spotting investment opportunities in the lifecycles of properties, neighborhoods, and cities. You study the four phases of the 18-year cycle which shape the real estate investment landscape. You receive hands-on training building financial models, analyzing cash flows, and measuring investment returns. Finally, you learn how entrepreneurs raise capital through debt and equity partnerships and explore strategies for successful investing. No prior real estate background is required. This course has an optional, concurrent on-campus active learning weekend, MGMT E-2035w. In a noncredit format, you can extend your learning on the topic while engaging with peers and faculty on the Harvard University campus. If you successfully participate in the entire weekend, MGMT E-2035 and MGMT E-2035w fulfill four credits of on-campus course work for the Bachelor of Liberal Arts (ALB) or Master of Liberal Arts (ALM), management or finance degrees.

Spring 2023

Principles of Real Estate

Teo Nicolais AB, MS, President, Nicolais, LLC

This course offers practical, real-world knowledge for investing in real estate. It's designed both for those pursuing an active career in the industry as well as individuals interested in building wealth through passive real estate holdings. You learn what really drives land values. You explore how market forces shape your city and where to look for future growth. You practice spotting investment opportunities in the lifecycles of properties, neighborhoods, and cities. You study the four phases of the 18-year cycle which shape the real estate investment landscape. You receive hands-on training building financial models, analyzing cash flows, and measuring investment returns. Finally, you learn how entrepreneurs raise capital through debt and equity partnerships and explore strategies for successful investing. No prior real estate background is required. This course has an optional, concurrent on-campus active learning weekend, MGMT E-2035w. In a noncredit format, you can extend your learning on the topic while engaging with peers and faculty on the Harvard University campus. If you successfully participate in the entire weekend, MGMT E-2035 and MGMT E-2035w fulfill four credits of on-campus course work for the Bachelor of Liberal Arts (ALB) or Master of Liberal Arts (ALM), management or finance degrees.

Fall 2022

Principles of Real Estate: Applied Methods

Teo Nicolais AB, MS, President, Nicolais, LLC

This on campus, active learning weekend is an immersive learning experience for investing in real estate. Students participate in a property investment simulation based on real-life assets in the Harvard Square area. Working in teams, students gain hands-on experience in conducting market research, identifying acquisition targets, performing financial due diligence, and developing persuasive investment proposals. At the end of the weekend, teams present their investment opportunities to the class, exposing students to a variety of presentation styles and techniques that can strengthen their own investment pitches in the future. Augmented by Harvard Business School case studies, the experience takes students from Harvard's campus into the neighborhoods beyond as they practice market analysis and real estate investment decision making.

Prerequisites: Students must be concurrently enrolled in MGMT E-2035 in order to enroll in this course.

Spring 2023

Principles of Real Estate: Applied Methods

Teo Nicolais AB, MS, President, Nicolais, LLC

This on campus, active learning weekend is an immersive learning experience for investing in real estate. Students participate in a property investment simulation based on real-life assets in the Harvard Square area. Working in teams, students gain hands-on experience in conducting market research, identifying acquisition targets, performing financial due diligence, and developing persuasive investment proposals. At the end of the weekend, teams present their investment opportunities to the class, exposing students to a variety of presentation styles and techniques that can strengthen their own investment pitches in the future. Augmented by Harvard Business School case studies, the experience takes students from Harvard's campus into the neighborhoods beyond as they practice market analysis and real estate investment decision making.

Prerequisites: Students must be concurrently enrolled in MGMT E-2035 in order to enroll in this course.

Fall 2022

Real Estate Finance and Investment

Teo Nicolais AB, MS, President, Nicolais, LLC

This course presents a toolkit for maximizing investment returns. Students closely examine the four sources of real estate returns (cash flow, appreciation, loan amortization, and tax advantages) which have an impact on their investment strategy. They develop an investment scorecard for scrutinizing new investment opportunities. They practice a rigorous, rational approach to deciding when to hold, sell, refinance, or renovate a property. They study strategies for raising capital from investors and work through examples of successful partnership structures. Finally, students learn how to efficiently manage a growing portfolio of cash-flowing assets.

Prerequisites: MGMT E-2035 is strongly recommended.

Spring 2023

Real Estate Finance and Investment

Teo Nicolais AB, MS, President, Nicolais, LLC

This course presents a toolkit for maximizing investment returns. Students closely examine the four sources of real estate returns (cash flow, appreciation, loan amortization, and tax advantages) which have an impact on their investment strategy. They develop an investment scorecard for scrutinizing new investment opportunities. They practice a rigorous, rational approach to deciding when to hold, sell, refinance, or renovate a property. They study strategies for raising capital from investors and work through examples of successful partnership structures. Finally, students learn how to efficiently manage a growing portfolio of cash-flowing assets.

Prerequisites: MGMT E-2035 is strongly recommended.

Fall 2022

Financial Statement Analysis

James F. White MS, Assistant Vice President for Finance and Controller, Berklee College of Music

This course is designed to prepare students to interpret and analyze financial statements for tasks such as credit and security analyses, lending and investment decisions, and other decisions that rely on financial data. This course explores in greater depth financial reporting from the perspective of financial statement users. Students develop a sufficient understanding of the concepts and recording procedures and therefore are able to interpret various disclosures in an informed manner. Students learn to compare companies financially, understand cash flow, and grasp basic profitability issues and risk analysis concepts. Ultimately, students who complete this course develop a more efficient and effective approach to researching, interpreting, and analyzing financial statements.

Prerequisites: MGMT E-1000 and MGMT E-2000, or the equivalent required; MGMT E-1600 and MGMT E-2020 helpful.

Spring 2023

Financial Statement Analysis

Surjit Tinaikar PhD, Associate Professor of Accounting, College of Management, University of Massachusetts, Boston

This course is designed to prepare students to interpret and analyze financial statements for tasks such as credit and security analyses, lending and investment decisions, and other decisions that rely on financial data. This course explores in greater depth financial reporting from the perspective of financial statement users. Students develop a sufficient understanding of the concepts and recording procedures and therefore are able to interpret various disclosures in an informed manner. Students learn to compare companies financially, understand cash flow, and grasp basic profitability issues and risk analysis concepts. Ultimately, students who complete this course develop a more efficient and effective approach to researching, interpreting, and analyzing financial statements.

Prerequisites: MGMT E-1000 and MGMT E-2000, or the equivalent required; MGMT E-1600 and MGMT E-2020 helpful.

Spring 2023

Financial Statement Analysis

Andrew Azer MS, Assurance Senior Manager, CohnReznick

This course is designed to prepare students to interpret and analyze financial statements for tasks such as credit and security analyses, lending and investment decisions, and other decisions that rely on financial data. This course explores in greater depth financial reporting from the perspective of financial statement users. Students develop a sufficient understanding of the concepts and recording procedures and therefore are able to interpret various disclosures in an informed manner. Students learn to compare companies financially, understand cash flow, and grasp basic profitability issues and risk analysis concepts. Ultimately, students who complete this course develop a more efficient and effective approach to researching, interpreting, and analyzing financial statements.

Prerequisites: MGMT E-1000 and MGMT E-2000, or the equivalent required; MGMT E-1600 and MGMT E-2020 helpful.

Fall 2022

Business Analysis and Valuation

Surjit Tinaikar PhD, Associate Professor of Accounting, College of Management, University of Massachusetts, Boston

Financial statements are widely used to evaluate the past financial performance and forecast the future financial performance of publicly traded firms. This course introduces a framework for the analysis of financial statements, with particular focus on valuation and evaluating corporate and management performance. By carefully reviewing financial statements, students are able to forecast pro forma financial statements and determine the value of a firm.

Prerequisites: MGMT E-1000, and either MGMT E-2020 or MGMT E-2700, or the equivalents.

Spring 2023

Business Analysis and Valuation

Ned Gandevani MBA, PhD, Senior Portfolio Manager, Moloney Securities, RBC Capital

This course introduces a framework for the analysis of financial statements and financial plans, with a particular focus on their usefulness in valuing and financing companies and evaluating corporate and management performance. Students learn how to value financial assets by gaining an in-depth understanding of valuation theory and how valuation models work. To value a company, students study how to assess the financial health of a company by considering macroeconomic data and corporate strategies, and analyzing the company's financial statements. They utilize different valuation methods including discounted cash flow (DCF), dividend discount model (DDM), residual income valuation (RIM), and market multiples to ascertain the intrinsic value or fair value of the company.

Prerequisites: MGMT E-1000, and either MGMT E-2020 or MGMT E-2700, or the equivalents.

Fall 2022

Corporate Finance

Ned Gandevani MBA, PhD, Senior Portfolio Manager, Moloney Securities, RBC Capital

The goal of this course is to develop skills for making corporate investment and financing decisions. 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. Students may not count both MGMT E-2700 and MGMT E-2710 for degree or certificate credit.

Prerequisites: MGMT E-1000, or MGMT E-2000, or the equivalent is helpful.

Fall 2022

Corporate Finance

Gregory Sabin DBA

The goal of this course is to develop skills for making corporate investment and financing decisions. 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. Students may not count both MGMT E-2700 and MGMT E-2710 for degree or certificate credit.

Prerequisites: MGMT E-1000, or MGMT E-2000, or the equivalent is helpful.

Spring 2023

Corporate Finance

Bruce D. Watson MA, Master Lecturer on Economics, Boston University and Lecturer in Extension, Harvard University

The goal of this course is to develop skills for making corporate investment and financing decisions. 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. Students may not count both MGMT E-2700 and MGMT E-2710 for degree or certificate credit.

Prerequisites: MGMT E-1000, or MGMT E-2000, or the equivalent is helpful.

Spring 2023

Corporate Finance

Gregory Sabin DBA

The goal of this course is to develop skills for making corporate investment and financing decisions. 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. Students may not count both MGMT E-2700 and MGMT E-2710 for degree or certificate credit.

Prerequisites: MGMT E-1000, or MGMT E-2000, or the equivalent is helpful.

January 2023

Mergers, Acquisitions, and Restructurings

Viktoria Dalko PhD, Professor of Finance, Hult International Business School

This intensive January session 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, including 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. The course is supplemented by guest speakers including investment buyers and sellers as well as valuation experts.

Prerequisites: MGMT E-1000 and MGMT E-2000, or the equivalent; business analysis and valuation helpful but not required.

Spring 2023

Mergers, Acquisitions, and Restructurings

Nicolas Deffrennes MSc, President, Blason Wines Group SAS - Marion Laboure PhD, Analyst, Thematic Research, Deutsche Bank

This course provides students with a thorough understanding of the principles of mergers and acquisitions (M A) with a distinct real-life approach from practitioners (for example, from investment banking, private equity, and McKinsey). It covers the core aspects of a deal, including strategic rationale, valuation, structuring, and financing. It is illustrated by a case study from the Harvard Business School.

Prerequisites: MGMT E-1000 and MGMT E-2000, or the equivalent; business analysis and valuation helpful but not required.

Fall 2022

Global M A Design: Digital Business Model Innovation and Cross-Border Deals

C. Bulent Aybar PhD, Professor of International Finance, Southern New Hampshire University

In rapidly evolving markets and industries with patterns of digital disruption, business model innovation, and global value chain strategies are paramount to increasing shareholder value and propelling growth. Business strategies have to be sensitive to their specific ecosystem and should be tailor-made. Mergers and acquisitions (M As) are a specific approach to leverage growth and value by redesigning corporate portfolios or by creating a competitive advantage at the business unit level. The dark side of these strategies is that they have significant risk profiles, and they tend to under-deliver on promised synergies and may seriously diminish shareholder value. This course focuses on the strategic and technical challenges of M A process in the international context and offers a rich toolbox for prospective analysts and managers.

Prerequisites: MGMT E-2000, MGMT E-2020, or MGMT E-2700, or equivalent courses in finance.

Spring 2023

Investment Theory and Applications

Faris Saah MS, Structured Credit Portfolio Manager, Exos Financial

The course covers the theoretical and practical applications of investments. The topics covered include portfolio and diversification theory, short-term investments, long-term investments, investment banking, security trading, measuring portfolio performance, international investing, and mutual funds.

Prerequisites: MGMT E-2020 recommended, but not required.

Spring 2023

Alternative Investment Management

Faris Saah MS, Structured Credit Portfolio Manager, Exos Financial

Product innovation in the asset management industry has led to a proliferation of alternative funds and investment strategies, many of which are in nontraditional, often illiquid, asset classes. This course provides a comprehensive understanding of alternative investments, how to evaluate them (risks and returns), and the role they play in portfolio diversification. The course covers many prevalent strategies including private credit, private equity, structured credit, real assets, and hedge funds. Students form teams of investment analysts tasked with evaluating an alternative investment opportunity for the chief investment officer of a university endowment fund.

Prerequisites: MGMT E-2000 or the equivalent.

Spring 2023

Financial Technologies, Artificial Intelligence, Blockchain, and Cryptocurrencies

Dorian Klein MBA - Marion Laboure PhD, Analyst, Thematic Research, Deutsche Bank

The course gives students knowledge on how to invest in cryptoassets. It covers the brief history of bitcoin, how it works on the blockchain, introduces other cryptoassets (Ethereum, Ripple, and Neo), and explores important topics like storage, liquidity, exchanges, custody, mining, regulation, use cases, digital assets, and other related topics.

Prerequisites: MGMT E-2000 or the equivalent.

Fall 2022

Hedge Funds: History, Strategies, and Practice

Peter Marber PhD, Chief Investment Officer for Emerging Markets, Aperture Investors, and Adjunct Instructor, Finance, Johns Hopkins Carey Business School

While beating the markets was long thought to be impossible, hedge funds have seemingly challenged many financial theories, cracked the mysteries of Wall Street, and made fortunes in the process. They are also one of the fastest growing and least understood areas in the asset management industry. What exactly are hedge funds? How has the sector developed? What do hedge fund managers strive to capture and how do they do it? What are the major hedge fund strategies and their mechanics? What are their hidden risks and unique limitations? How important are hedge funds to investors, regulators, and the public? From both a theoretical and practical perspective, this course is geared to help answer these questions. It surveys the hedge fund industry from its origins in the 1940s and explores hedge fund strategies including long/short, event-driven, market neutral, relative value, dedicated short-bias, convertible arbitrage, emerging markets, fixed income arbitrage, global macro, managed futures, and multi-sector investing. Students develop an understanding of how hedge fund managers as well as hedge fund investors think, operate, and invest. The course tracks a live multi-sector hedge fund portfolio throughout the semester and analyzes current events and price action.

Prerequisites: The course requires a basic knowledge of finance and modest competency in MS Excel. Prior coursework or work experience in finance would also be useful.

January 2023

Private Equity

Viney Sawhney MS, President, Boston National Capital Partners

This intensive January session course provides the intellectual framework used in the private equity process: valuation in private equity settings, creating term sheets, and the process of due diligence and deal structuring. Other learning objectives include building an understanding of harvesting through initial public offerings and mergers and acquisitions, public-private partnerships, and sovereign wealth funds. The final objective is to show how corporate governance, ethics, and legal considerations factor into private equity deals.

Prerequisites: MGMT E-2000 or the equivalent.

Spring 2023

Private Equity

Ned Gandevani MBA, PhD, Senior Portfolio Manager, Moloney Securities, RBC Capital

The course provides the intellectual framework used in the private equity process: valuation in private equity settings, creating term sheets, and the process of due diligence and deal structuring. Other learning objectives include building an understanding of harvesting through initial public offerings and mergers and acquisitions, public-private partnerships, and sovereign wealth funds. The final objective is to show how corporate governance, ethics, and legal considerations factor into private equity deals.

Prerequisites: MGMT E-2000 or the equivalent.

Fall 2022

Venture Capital

Viney Sawhney MS, President, Boston National Capital Partners

This course focuses on the venture capital cycle and typical venture-backed start-up companies. It covers the typical venture fund structure and related venture capital objectives and investment strategies, intellectual property, and common organizational issues encountered in the formation of start-ups. It covers matters relating to initial capitalization and early stage equity incentive and compensation arrangements, valuation methodologies, challenges of fundraising, due diligence, financing strategies, and harvesting. Students critically examine investment terms found in term sheets and the dynamics of negotiations between the owners and the venture capitalist. The course examines the role of venture capitalists in adding value during the growth phase for portfolio companies. Alternate financing channels that include incubators, accelerators, crowd-funding, angels, and super-angels are studied in depth. The system of rules, practices, and processes by which start-ups are directed and controlled and the typical dynamics that play out between the venture capitalist and the entrepreneur are an integral part of this course.

Prerequisites: MGMT E-2000 or the equivalent.

Fall 2022

Leadership Communications

Michelle Ehrenreich MBA, Founding Partner, Acuity Partners

Students learn how to communicate clearly and persuasively, in a way that inspires action. They learn how to tailor communications to different audiences, apply the principles of logical reasoning in structuring communications, connect authentically with their audience through their unique leadership style, and create compelling, high-impact presentations and communications. Classes are often spent on hands-on exercises and offer ample opportunity for discussion and feedback.

Spring 2023

Leadership Communications

Michelle Ehrenreich MBA, Founding Partner, Acuity Partners

Students learn how to communicate clearly and persuasively, in a way that inspires action. They learn how to tailor communications to different audiences, apply the principles of logical reasoning in structuring communications, connect authentically with their audience through their unique leadership style, and create compelling, high-impact presentations and communications. Classes are often spent on hands-on exercises and offer ample opportunity for discussion and feedback.

Spring 2023

The Art of Communication

Mimi Goss PhD, President, Mimi Goss Communications

Today's leaders must convey their messages concisely, confidently, and memorably. This course is for students to strengthen their public speaking and writing skills, and their authentic voices as professionals. We explore speechwriting, public speaking in victory and crisis, communicating from values, and working with social media and the news media. How can you make every communication a dialogue? How can you advance your goals and those of your listeners? How does speaking from the best of yourself give you confidence? How do you distill a message into one memorable sentence that captures your listeners' attention, moves your ideas forward, focuses the problem, and helps you achieve your goals? The course emphasizes weekly practical assignments. The goal of the course is for students to create final projects based on their specific interests and useful in their professional lives.

Fall 2022

Public Relations in Business and Entrepreneurship

Frank White MPhil, Communications Consultant

This course examines the rapidly changing field of public relations as a sub-field of communications. Students learn about the history of public relations and its evolution in the digital age. We also cover the nonprofit counterpart to public relations, known as public affairs. Specific aspects of the profession are considered, such as crisis communications, strategic communications planning, and media relations.

Spring 2023

Development Communications

Frank White MPhil, Communications Consultant

This course explores the rapidly evolving world of fundraising communications, including case statements, annual fund appeals, proposals, and research. In addition to print communications, the course considers other media used to deliver development messages, including social media and other technologies, including artificial intelligence.

Fall 2022

Grant Proposal Writing

George T. Kosar PhD, Assistant Vice President for Institutional Partnerships, Office of Advancement, Georgetown University and Associate, Davis Center for Russian and Eurasian Studies, Harvard University

This project-based course covers the complete process of grant proposal development: identification of an achievable and fundable project, research and assessment of viable funding sources, funder relations, proposal writing, budget development, preparation of a full proposal package for submission, and post-award or rejection follow-up with funders. The course emphasizes grants to private, community, and corporate foundations. Students gain an understanding of the nonprofit philanthropic environment and become familiar with tools and resources available to assist them as they seek funds for their projects, institutions, or causes.

Prerequisites: Students must have a specific project or a fairly well-developed idea that they build upon as the basis for their coursework and final grant proposal. This project or idea cannot be for a for-profit business. Solid writing skills and experience or coursework in nonprofit sector/management highly recommended.

Spring 2023

Enterprise Social Media and Organizational Collaboration

Aline Yurik PhD, Director, Information Technology, Blue Cross Blue Shield of Massachusetts

This course focuses on the use of enterprise social media and collaboration technology available to today's organizations. Organizations in today's world are increasingly distributed and include remote members and global locations. Organizations are also tapping the power of social media networks to engage with customers, build brand and product awareness, and collaborate and innovate with their customers, partners, and employees. Social media and collaboration technologies provide immediate communication and exchange of information that replaces or supplements the traditional internal and external communication methods. We examine the principles that allow organizations to engage successfully in e-collaboration. We analyze external and internal uses of social media networks for organizations, including refocusing of business strategies and operational processes to incorporate social media communication. We review and access tools that allow team members to communicate with each directly. We also review the tools that allow delayed communication where the members do not all have to be present at the same time, such as enterprise social media networks and team collaboration tools. Effective tools for broadcasting information internally and externally are also discussed.

Spring 2023

Organizational Behavior

Ellen Harris EdM, Director, Thompson Island Outward Bound Professional and Coach, Harvard Business School

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, 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.

Prerequisites: A satisfactory score on the mandatory test of critical reading and writing skills or a B or higher grade in the alternate expository writing course.

Spring 2023

Organizational Behavior

Robert T. Anthony MBA, Professor of Management, Hult International Business School

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, 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.

Prerequisites: A satisfactory score on the mandatory test of critical reading and writing skills or a B or higher grade in the alternate expository writing course.

Spring 2023

Organizational Behavior

Paul Green DBA, Assistant Professor of Management, McCombs School of Business, University of Texas at Austin

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, 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.

Prerequisites: A satisfactory score on the mandatory test of critical reading and writing skills or a B or higher grade in the alternate expository writing course.

Fall 2022

Organizational Behavior

Carmine P. Gibaldi EdD, Professor of Management and Organizational Psychology, St. John's University

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, 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.

Prerequisites: A satisfactory score on the mandatory test of critical reading and writing skills or a B or higher grade in the alternate expository writing course.

Fall 2022

Organizational Behavior

Paul Green DBA, Assistant Professor of Management, McCombs School of Business, University of Texas at Austin

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, 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.

Prerequisites: A satisfactory score on the mandatory test of critical reading and writing skills or a B or higher grade in the alternate expository writing course.

Fall 2022

Organizational Behavior

Paul Green DBA, Assistant Professor of Management, McCombs School of Business, University of Texas at Austin

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, 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.

Prerequisites: A satisfactory score on the mandatory test of critical reading and writing skills or a B or higher grade in the alternate expository writing course.

Spring 2023

Organizational Behavior

Lee G. Bolman PhD, Professor and Marion Bloch/Missouri Chair in Leadership Emeritus, Bloch School of Management, University of Missouri - Kansas City

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, 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.

Prerequisites: A satisfactory score on the mandatory test of critical reading and writing skills or a B or higher grade in the alternate expository writing course.

Fall 2022

Organizational Behavior

Lee G. Bolman PhD, Professor and Marion Bloch/Missouri Chair in Leadership Emeritus, Bloch School of Management, University of Missouri - Kansas City

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, 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.

Prerequisites: A satisfactory score on the mandatory test of critical reading and writing skills or a B or higher grade in the alternate expository writing course.

Spring 2023

Leading through Change

Harold V. Langlois PhD, President, CMS Associates - Kathrine Suzanne Livingston MEd, Managing Partner, CMS Associates

This course is designed to be an introduction to the challenges of adapting to the rapidly changing conditions that we all face as our workplace becomes more automated, as our assumptions surrounding our skills sets become outdated, and as new additions to the decision-making process such as big data increases the need to cope with exponential complexity. This approach to understanding what it means to adapt and to remain flexible extends to almost every profession. To a future practitioner it's creating a mindset that supports diversity of viewpoints by remaining open to new ways of thinking in order to facilitate creativity and innovation. From a macro-perspective, students are made aware of alternative ways of framing change initiatives either as incremental or transformational events within an organization. From this viewpoint they are then able to search for appropriate strategies designed to optimize present and future resources. Over the years management theory has evolved from adopting best practices as a prescriptive approach to solving problems to one that incorporates the latest research in mindfulness as a method for slowing down the process, creating a brief moment of stability, deconstructing the issues, and generating multiple alternatives that address present concerns. A learning experience of this type poses many interesting philosophical perspectives and provides a foundation for better understanding the complex decision-making matrices that drive most organizational dynamics.

Prerequisites: A satisfactory score on the mandatory test of critical reading and writing skills or a B or higher grade in the alternate expository writing course.

Fall 2022

Managing Yourself and Leading Others

Margaret C. Andrews MS, Managing Director, Higher Ed Associates and Founder, The MYLO Center

Managing others may not be complex, but it is certainly not easy. Simple, straightforward management principles can often be deceptively difficult to implement. 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. Management requires judgment and students should expect to grapple with ambiguous situations that do not have simple solutions.

Prerequisites: A satisfactory score on the mandatory test of critical reading and writing skills or a B or higher grade in the alternate expository writing course.

Fall 2022

Cultivating Authentic Leadership

Anne N. Occhipinti MA, Assistant Dean for Professional Education, Harvard T.H. Chan School of Public Health

Self-awareness is essential on your path to authentic leadership. This course uses a variety of self-assessment tools, readings, and discussions to help us understand work styles and preferences, strengths and goals, and how those factors contribute to the type of leader we want to be. It is increasingly important for people to have a clear idea of who they are and their purpose in life in order to navigate their work-life and become confident and inspiring leaders. Authenticity is about the true self; having clarity about and acting based on one's deepest interests, values, and motivations, and most importantly how we can bring our authentic selves into all corners of our lives. Students apply what they have learned from the course to their personal development through in-depth self-exploration. Students also use peer coaching which allows them to explore areas of growth, as well as to develop this important skill set. The course aims to promote skills for students to understand and develop authenticity in themselves.

Spring 2023

Leading with Emotional Intelligence

Margaret C. Andrews MS, Managing Director, Higher Ed Associates and Founder, The MYLO Center

Emotional intelligence (EI) the ability to recognize and positively manage emotions in yourself and others is a powerful component of effective leadership. Understanding and developing EI helps us understand ourselves, build and maintain strong personal and professional relationships, and effectively lead others. Going beyond the basics of emotional intelligence, we concentrate on skills to build and maintain trust, become more resilient, manage difficult interactions, enhance team performance, respond to stress and pressure more effectively, and lead for long-term results. Students improve their understanding of themselves and others, and learn how to better work with and through others to achieve organizational objectives. Throughout the course, we use a variety of readings, discussions, reflective exercises, activities, and a 360-degree emotional intelligence assessment to understand emotional intelligence, learn how to make emotions work for you rather than against you, create an environment that fosters EI, and expand leadership capacity.

Prerequisites: MGMT E-4100 would be helpful.

Fall 2022

Influence and Power in Organizations

Laura Downing MBA, Founder, CLIR Coaching

In a world of flattening organizations and expanding networks, success accrues to those who understand how to influence effectively and use power to their advantage. Unfortunately, very few know what influence and power are or how to build skills in these areas. In this course, students learn how to use influence and power as tools for understanding environments, crafting agendas, and reaching personal goals. The course is designed to uncover individual views and feelings about personal presence and influence and power, and develop practical perspectives and approaches to overcome problems and capitalize on opportunities. Through lecture, case discussions, and weekly application assignments, students learn how to grow influence and power in their own organizations.

Spring 2023

Gender, Leadership, and Management

Patricia H. Deyton MDiv, Senior Advisor, Council of Women World Leaders

This discussion-based seminar, which is equally important for women and men, examines leadership and management from gender-based historical and current perspectives. Issues covered include leadership styles and their impact, understanding power, conflict management, ethical decision making, workplace stereotypes, impact on policy making, differences in communication, negotiations, and approaches to teamwork. Students have the opportunity to lead discussions and engage in a small-scale research project of their own design.

Fall 2022

Creating and Leading Team Dynamics

Harold V. Langlois PhD, President, CMS Associates - Kathrine Suzanne Livingston MEd, Managing Partner, CMS Associates

In today's complex organizational environments, working within a team format, whether in a leadership role or as an active participant, requires a different set of skills than going it alone. This course focuses on the role of teaming as an executive function and the challenges of developing an effective communication style. Creativity, conflict resolution, and facilitating innovation are some of the major themes. Other topics explore building a climate of accountability and establishing conditions that provide flow and high performance. The course is highly interactive with case-based exercises intended to build students' skills as effective, contributing team members. Self-reflection about one's own teaming behavior is a central activity during the semester.

Spring 2023

Optimizing Leadership

Ashley Prisant MBA, PhD, President, Square Peg Solutions

Leadership takes many forms, and the challenges that the inexperienced new manager and highly tasked frontline manager faces can be considered significant to the individuals. Topics include communication, motivation, perception, personality, difficult employees, career engagement, change management, traits and characteristics, and talent management. Conceptual frameworks, case discussions, and skill-oriented activities are applied to each topic. Class sessions and assignments are intended to help participants acquire the skills that new and frontline managers need to improve leadership skills, team relationships, and performance.

Prerequisites: At least one to three years of job experience plus experience in influencing others either past or present are recommended.

Fall 2022

Nonprofit Leadership and Community Engagement

Madeline Dupre McNeely MEd, Principal and Founder, Conditioning Leaders - Harry Harding ALM, Owner and Lead Instructor, LeaderFULL Life Works, LLC

This course focuses on developing twenty-first century leadership skills, values, and habits. A collaborative, inclusive, and equitable approach is essential for sustained, meaningful leadership and community engagement in both local and global contexts. Leaders provide the best possible outcomes when they collaborate at the person, role, and system levels. Students learn how to leverage the wisdom and resources of multiple perspectives and constituencies. Students expand their ability to address and negotiate leadership challenges that arise when stakeholders come together to plan, make decisions, and take action in nonprofit, organizational, and community settings. Students also reflect on their current leadership habits and have a chance to practice new leadership habits through applying course content to self-designed approved organizational or community projects. The course creates an experiential learning community that calls for students to stretch themselves in the emotional, intellectual, and civic domains of their lives.

Spring 2023

Case Studies in Leadership through Literature and Film

Raymond F. Comeau PhD, Lecturer in Extension, Harvard University

Today's business leaders must possess so many qualities and deal with such challenging situations that no group of academic studies can account for them all. This course is based on the premise that case studies using the creative vehicles of literature and film can help managers understand the modern complexities of leadership. It focuses on the qualities, subtleties, ambiguities, and dilemmas of leadership as they appear in in the eyes of some of the keenest observers of human nature, namely, creative artists. Students are asked to share their personal management experiences as they relate to the readings. When appropriate, references to academic studies and theories of leadership are also made. Included are films dealing with Howard Hughes (The Aviator) and Gandhi (Gandhi), and the following works of literature: Antigone (Sophocles), Julius Caesar (Shakespeare), Billy Budd (Melville), In the Penal Colony (Kafka), The Guest (Camus), A Doll's House (Ibsen), Things Fall Apart (Achebe), and The Age of Innocence (Wharton).

Prerequisites: An interest in literature and the flexibility to apply concepts gleaned from the readings to practical situations faced by managers.

Spring 2023

Negotiation and Organizational Conflict Resolution

Edward Barrows DBA, Managing Director, Duke Corporate Education

This course provides a comprehensive introduction to the concept and types of negotiation. It is designed for students who wish to manage individual and organizational conflict and negotiations more effectively based on the premise that those in management positions engage in some form of negotiation daily. Students discuss the meaning, types, and different strategies of negotiation with an emphasis on an integrative, collaborative, win-win negotiation approach. A variety of topics are discussed including, but not limited to: workplace conflict, strategies for diagnosing conflict situations, power, culture and diversity in negotiation, emotional elements in approaching negotiation and conflict resolution, psychological sub-processes, social contexts, individual differences, multiparty situations, and dealing with impasses. Students learn theories of interpersonal and organizational conflict and its resolution as applied to personal, corporate, historical, and political contexts. The course brings out the significance of leadership in approaching and managing a negotiation situation and organizational conflict resolution.

Spring 2023

Negotiation and Organizational Conflict Resolution

Diana Buttu MBA, JD, Lawyer

This course provides a comprehensive introduction to the concept and types of negotiation. It is designed for students who wish to manage individual and organizational conflict and negotiations more effectively based on the premise that those in management positions engage in some form of negotiation daily. Students discuss the meaning, types, and different strategies of negotiation with an emphasis on an integrative, collaborative, win-win negotiation approach. A variety of topics are discussed including, but not limited to: workplace conflict, strategies for diagnosing conflict situations, power, culture and diversity in negotiation, emotional elements in approaching negotiation and conflict resolution, psychological sub-processes, social contexts, individual differences, multiparty situations, and dealing with impasses. Students learn theories of interpersonal and organizational conflict and its resolution as applied to personal, corporate, historical, and political contexts. The course brings out the significance of leadership in approaching and managing a negotiation situation and organizational conflict resolution.

Spring 2023

Negotiation and Organizational Conflict Resolution

Paula Gutlove MD, Deputy Director, Institute for Resource and Security Studies

This course provides a comprehensive introduction to the concept and types of negotiation. It is designed for students who wish to manage individual and organizational conflict and negotiations more effectively based on the premise that those in management positions engage in some form of negotiation daily. Students discuss the meaning, types, and different strategies of negotiation with an emphasis on an integrative, collaborative, win-win negotiation approach. A variety of topics are discussed including, but not limited to: workplace conflict, strategies for diagnosing conflict situations, power, culture and diversity in negotiation, emotional elements in approaching negotiation and conflict resolution, psychological sub-processes, social contexts, individual differences, multiparty situations, and dealing with impasses. Students learn theories of interpersonal and organizational conflict and its resolution as applied to personal, corporate, historical, and political contexts. The course brings out the significance of leadership in approaching and managing a negotiation situation and organizational conflict resolution.

January 2023

Negotiation and Organizational Conflict Resolution

Nicholas Coburn-Palo PhD, Preceptor in Public Speaking, Harvard University

This course provides a comprehensive introduction to the concept and types of negotiation. It is designed for students who wish to manage individual and organizational conflict and negotiations more effectively based on the premise that those in management positions engage in some form of negotiation daily. Students discuss the meaning, types, and different strategies of negotiation with an emphasis on an integrative, collaborative, win-win negotiation approach. A variety of topics are discussed including, but not limited to: workplace conflict, strategies for diagnosing conflict situations, power, culture and diversity in negotiation, emotional elements in approaching negotiation and conflict resolution, psychological sub-processes, social contexts, individual differences, multiparty situations, and dealing with impasses. Students learn theories of interpersonal and organizational conflict and its resolution as applied to personal, corporate, historical, and political contexts. The course brings out the significance of leadership in approaching and managing a negotiation situation and organizational conflict resolution.

Spring 2023

Negotiation and Organizational Conflict Resolution

Maurie Kelly PhD, Director, Pennsylvania Spatial Data Access, Institutes of Energy and the Environment, and Instructor of Risk Management, Smeal College of Business, Pennsylvania State University

This course provides a comprehensive introduction to the concept and types of negotiation. It is designed for students who wish to manage individual and organizational conflict and negotiations more effectively based on the premise that those in management positions engage in some form of negotiation daily. Students discuss the meaning, types, and different strategies of negotiation with an emphasis on an integrative, collaborative, win-win negotiation approach. A variety of topics are discussed including, but not limited to: workplace conflict, strategies for diagnosing conflict situations, power, culture and diversity in negotiation, emotional elements in approaching negotiation and conflict resolution, psychological sub-processes, social contexts, individual differences, multiparty situations, and dealing with impasses. Students learn theories of interpersonal and organizational conflict and its resolution as applied to personal, corporate, historical, and political contexts. The course brings out the significance of leadership in approaching and managing a negotiation situation and organizational conflict resolution.

Fall 2022

Negotiation and Organizational Conflict Resolution

Maurie Kelly PhD, Director, Pennsylvania Spatial Data Access, Institutes of Energy and the Environment, and Instructor of Risk Management, Smeal College of Business, Pennsylvania State University

This course provides a comprehensive introduction to the concept and types of negotiation. It is designed for students who wish to manage individual and organizational conflict and negotiations more effectively based on the premise that those in management positions engage in some form of negotiation daily. Students discuss the meaning, types, and different strategies of negotiation with an emphasis on an integrative, collaborative, win-win negotiation approach. A variety of topics are discussed including, but not limited to: workplace conflict, strategies for diagnosing conflict situations, power, culture and diversity in negotiation, emotional elements in approaching negotiation and conflict resolution, psychological sub-processes, social contexts, individual differences, multiparty situations, and dealing with impasses. Students learn theories of interpersonal and organizational conflict and its resolution as applied to personal, corporate, historical, and political contexts. The course brings out the significance of leadership in approaching and managing a negotiation situation and organizational conflict resolution.

Fall 2022

Negotiation and Organizational Conflict Resolution

Paula Gutlove MD, Deputy Director, Institute for Resource and Security Studies

This course provides a comprehensive introduction to the concept and types of negotiation. It is designed for students who wish to manage individual and organizational conflict and negotiations more effectively based on the premise that those in management positions engage in some form of negotiation daily. Students discuss the meaning, types, and different strategies of negotiation with an emphasis on an integrative, collaborative, win-win negotiation approach. A variety of topics are discussed including, but not limited to: workplace conflict, strategies for diagnosing conflict situations, power, culture and diversity in negotiation, emotional elements in approaching negotiation and conflict resolution, psychological sub-processes, social contexts, individual differences, multiparty situations, and dealing with impasses. Students learn theories of interpersonal and organizational conflict and its resolution as applied to personal, corporate, historical, and political contexts. The course brings out the significance of leadership in approaching and managing a negotiation situation and organizational conflict resolution.

Fall 2022

Negotiation and Organizational Conflict Resolution

Diana Buttu MBA, JD, Lawyer

This course provides a comprehensive introduction to the concept and types of negotiation. It is designed for students who wish to manage individual and organizational conflict and negotiations more effectively based on the premise that those in management positions engage in some form of negotiation daily. Students discuss the meaning, types, and different strategies of negotiation with an emphasis on an integrative, collaborative, win-win negotiation approach. A variety of topics are discussed including, but not limited to: workplace conflict, strategies for diagnosing conflict situations, power, culture and diversity in negotiation, emotional elements in approaching negotiation and conflict resolution, psychological sub-processes, social contexts, individual differences, multiparty situations, and dealing with impasses. Students learn theories of interpersonal and organizational conflict and its resolution as applied to personal, corporate, historical, and political contexts. The course brings out the significance of leadership in approaching and managing a negotiation situation and organizational conflict resolution.

Spring 2023

Advanced Negotiation and Conflict Resolution Strategies: Mastering the Science and Art

Maurie Kelly PhD, Director, Pennsylvania Spatial Data Access, Institutes of Energy and the Environment, and Instructor of Risk Management, Smeal College of Business, Pennsylvania State University

We all have had experiences where we find ourselves in the company of a master negotiator. You most likely can name someone you admire, someone whose abilities you wish you had. These individuals seem to know how to turn a hopeless situation into an amazing agreement. You may think they were born that way but this is rarely true. In order to be a master negotiator, you must be a master of both the science and the art. You need to have a deep understanding of the basics as well as keen insight into when to create and when to claim value, how to structure a negotiation, and how to address barriers. You should be able to be a master architect in designing your negotiation, long before you ever get to the table. It is imperative that you understand how to bring in new elements, partners, and processes that make up your negotiation campaign. Finally, the proof of your mastery of the science and your entr e into the art is when you are faced with a truly complex situation and understand how to put the science of strategy and experience into action. Becoming a master negotiator requires a solid foundation in negotiation concepts; the ability to structure and execute complex negotiations strategically; experience, but an ongoing desire to learn and grow; expertise in set up and design, agility and flexibility; empathy, sensitivity, and creativity; multidimensional thinking and planning; crisis leadership skills; system 2 thinking; and constant mindful practice. This highly interactive course delves into the strategic system 2 thinking and planning that drive success in multiple arenas including multiparty negotiations, international coalitions, and multiphase situations. We explore impossible situations, deadlocked conflicts, and interpersonal, organizational, and international disputes and learn the skills required to address these scenarios. You develop more sophisticated negotiating skills, learn how to avoid the most serious pitfalls, and emerge prepared to conduct a wider range of complex negotiations and resolve conflicts with confidence.

Prerequisites: MGMT E-4225, or the equivalent.

Fall 2022

Human Resource Management

Michael K. Thomas EdD, President and Chief Executive Officer, New England Board of Higher Education

Human resource management (HRM) can be defined as the effective use of human resources in an organization, through the management of people-related activities. It is a strategic organizational activity of increasing complexity and importance. This introductory course covers the range of critical HR issues and core activities that all managers need to understand, including strategic HRM, legal issues, talent acquisition, performance management, employee development, and compensation and rewards. Through interactive lectures and case studies, students become familiar with the basic principles and techniques of strategic human resource management. The course takes a practical view that integrates contemporary management thought with practical aspects of implementing HR functions in the real world. It enables students to be effective talent managers and to ensure that people are a source of an organization's competitive advantage. Additionally, the course focuses on a set of emerging, innovation-oriented issues that are applicable across all of the core topics. These include: HR and people analytics to better justify investments in HRM and people, leaders are increasingly looking for ways to leverage data and analytics to drive individual and collective performance; and coaching, mentoring, and performance improvement leaders and managers are tasked with helping to improve employee satisfaction, growth, and performance, but leaders and managers need support in learning to provide sustained and effective feedback in its various forms. We also cover: continuous learning the organization that learns the most and the fastest will have a competitive advantage; changing world of work and contemporary issues the global pandemic and other forces are quickly changing work and organizations, pushing HR professionals to learn and lead in new ways; and equity, diversity, and inclusion the workforce is changing to reflect societal diversity and organizations face new pressures to demonstrate their commitments to equity, diversity, and inclusion.

Spring 2023

Human Resource Management

Michael K. Thomas EdD, President and Chief Executive Officer, New England Board of Higher Education

Human resource management (HRM) can be defined as the effective use of human resources in an organization, through the management of people-related activities. It is a strategic organizational activity of increasing complexity and importance. This introductory course covers the range of critical HR issues and core activities that all managers need to understand, including strategic HRM, legal issues, talent acquisition, performance management, employee development, and compensation and rewards. Through interactive lectures and case studies, students become familiar with the basic principles and techniques of strategic human resource management. The course takes a practical view that integrates contemporary management thought with practical aspects of implementing HR functions in the real world. It enables students to be effective talent managers and to ensure that people are a source of an organization's competitive advantage. Additionally, the course focuses on a set of emerging, innovation-oriented issues that are applicable across all of the core topics. These include: HR and people analytics to better justify investments in HRM and people, leaders are increasingly looking for ways to leverage data and analytics to drive individual and collective performance; and coaching, mentoring, and performance improvement leaders and managers are tasked with helping to improve employee satisfaction, growth, and performance, but leaders and managers need support in learning to provide sustained and effective feedback in its various forms. We also cover: continuous learning the organization that learns the most and the fastest will have a competitive advantage; changing world of work and contemporary issues the global pandemic and other forces are quickly changing work and organizations, pushing HR professionals to learn and lead in new ways; and equity, diversity, and inclusion the workforce is changing to reflect societal diversity and organizations face new pressures to demonstrate their commitments to equity, diversity, and inclusion.

Spring 2023

Nonprofit Human Resource Management

Cindy Joyce MA, Chief Executive Officer and Founder, Pillar Search and Human Resources Consulting

How do you make the most of your more valuable asset your team in a nonprofit, and how do you ensure that they are well aligned with your mission? This course examines human resources (HR) in the nonprofit setting, providing an introduction to the practices, policies, and theories related to nonprofit human resource management. Whether you are now or plan to be an HR practitioner, leader, or board member with a nonprofit organization, museum, school, or foundation, this course prepares you with the knowledge and skills needed to manage, train, and support human capital and ensure a positive and productive employee experience.

Fall 2022

People-Focused Organizations

Jennifer Kay Stine PhD, Vice President, Academic Leadership Group - Dean Milton Rockwell EdD, Director of Research, Academic Leadership Group - Julie Jungalwala EdM, Co-Founder and President, Academic Leadership Group

Ensuring employees have the mindsets and capabilities needed to thrive in the face of rapid change is increasingly a leadership priority. In this course we explore the benefits and challenges of a people-first strategy and take a deep look at the tools leaders in human resources are using today to transform their organizations. Through readings, written assignments, in-class exercises, and case studies, we explore the future of work, coaching for high performance, workforce development, leadership development, cultures that support learning and change, preparing for the future of work, and assessing for growth and impact. Students gain hands-on experience with strengths coaching.

January 2023

Creativity and Innovation

Margaret C. Andrews MS, Managing Director, Higher Ed Associates and Founder, The MYLO Center

Creativity is serious business. Whether in the business, not-for-profit, or public sector, organizations increasingly need people who understand the creative process, know how to manage creative professionals, and can develop an organizational climate that fosters innovation. This intensive January session course focuses on creativity and innovation, examining the interplay between creativity, organizational processes and systems, and successful innovation. Throughout the course we explore tools and techniques for fostering individual and group creativity, management practices that foster (or inhibit) innovation, methods for developing and evaluating ideas for new products and services, and the business models to execute these ideas, and principles and practices for leading innovation. Using a variety of readings, case examples, discussions, experiential exercises, and a challenging team project, students explore and apply the principles of creativity and innovation.

Spring 2023

Diversity and Inclusion Management

Tracie Denise Jones MEd, Assistant Dean for Diversity, Equity, and Inclusion, School of Humanities, Arts and Social Sciences, Massachusetts Institute of Technology

As workplaces become increasingly diverse, both opportunities and challenges arise. People must constantly interact with peers, managers, and customers with different backgrounds, experiences, and identities. When used effectively, these differences can not only improve performance and creativity, but they can also lead to greater employee and customer engagement, satisfaction, and inclusion. This course is designed to help employees and managers navigate diverse work settings more effectively and provide them with the tools to deepen their understanding of the differences around them, overcome barriers to creating inclusion, manage and communicate with people from different backgrounds, and identify and implement approaches for managing diversity.

Fall 2022

Inclusive Leadership

Christal Morris EdD, Senior Vice President, Diversity, Equity, and Inclusion, Peloton

This is an interactive course on the topics of diversity, equity and inclusion. The course focuses on gaining alignment and understanding on why creating workplace inclusion is equally important to a focus on building diverse teams, and how systemic barriers to entry impact the ability to establish inclusion and belonging. The course combines a variety of learning formats, including self-reflection, breakout groups, experiential learning, and full group discussions. The course asks participants to consider the definitions of concepts like diversity, equity and inclusion, microaggressions, and privilege, and takes leaders through an unwritten rules exercise to uncover opportunities to progress policies and norms in client assignments, talent and engagement, recruitment, and performance. As an outcome of this course, participants should understand why inclusion must be felt in order for a diverse team to thrive. Leaders should also understand a new avenues to lean in on topics that are difficult to discuss at work such as race and diversity, and why we gravitate towards some people more than others.

Fall 2022

Corporate America Advancing Racial Equity

Peter M. Williams MPA

The killing of George Floyd and other incidents of racial violence have spotlighted corporate America's role in advancing racial equity. After Floyd's death, several corporations made pledges to advance racial equity in this nation. However, many social justice advocates have instead questioned whether these pledges have been attained or have gone far enough. This course examines the literature and the strategies advocates have used to persuade corporations to go beyond diversity and inclusion programs and how our nation's private sector can help work towards a more fair and just society for all its citizenry. The course uses a framework that provides students with a new pathway for this nation's chief executive officers (CEOs) to lead more equitable businesses. This pathway offers a strategy to achieve a fairer country for all by having companies reimagine their actions within their four walls, in the communities where they are situated, and at the societal level. The students explore the historical context for the current inequities within the US and strategies practitioners use to persuade CEOs to adopt a racial equity framework as part of their business model. A primary focus of the course is tointroduce students to the cutting-edge practices utilized by companies that have adopted the racial equity framework.

Spring 2023

Work and Well-Being

Jeff Steiner BBA, Doctoral Candidate, Organizational Behavior, Harvard Business School

This course draws from multiple disciplines to examine the complex relationship between human labor and human flourishing. Topics include the history and evolution of work; the future of work; the measurement of well-being at work and in life; the modern employee engagement crisis; similarities and differences across countries and work contexts; the role of individuals, managers, organizations, and policy-makers in improving well-being outcomes; and the role of individuals in managing their own work and careers in pursuit of the good life.

Fall 2022

The Science of Happiness and Wellbeing

Mukul Kumar PhD, Chief Innovation Officer, Hult International Business School

The course translates findings from academic research, particularly in positive psychology and behavior change, into attitudes, behaviors, and practices that students can adopt to have happy, fulfilling, and meaningful lives. We explore the foundation of happiness and what makes us happy, set goals, and chart a path for achieving a greater sense of happiness. The course goes beyond knowledge acquisition and requires hands-on student engagement with weekly reflections and practices for behavior change. We also survey the growing range of happiness technology tools and technologies that support individuals in their quest for a more fulfilling life and explore entrepreneurial ideation for creating new happiness technology ventures.

Spring 2023

Exploring the Coaching Landscape in Business

Kathrine Suzanne Livingston MEd, Managing Partner, CMS Associates

Coaching has become an emerging area of interest in personal and professional circles, and a sought-after skillset in business settings. As coaching has grown in popularity, it is often confused with other forms of developmental activity such as formal supervision, consulting, mentoring, and even therapy. This course provides a foundational understanding of the distinct purpose, skills, and applications of coaching and the role it plays in business settings. Students learn how coaching has evolved as a recognized profession with specific ethics, competencies, and certification processes. We explore the academic research that supports coaching as a vehicle for change and growth, including insights from psychology, human performance studies, and neuroscience. While not a certification course, the content provides students with opportunities to learn core coaching tenants and frameworks and actively practice key coaching skills of self- and other-awareness, listening, inquiry, reframing, and exploring options. Other topics may include emerging areas in the coaching field such as team coaching, somatics, and trauma-informed approaches. This course is well suited for students who already do some coaching in their personal and/or work settings and would like a more fundamental understanding of what coaching is, how it works, and why. This course is also useful for students who are considering more formal training in the coaching field.

Fall 2022

Building Relationships for Impact

Bushra Guenoun AB, Doctoral Candidate, Harvard Business School - Elizabeth Rachel Johnson AB, Doctoral Candidate, Harvard Business School

Have you ever wondered how to effectively build relationships in the workplace and throughout your career? Research shows that individuals who form and maintain strong mentoring, coaching, and sponsorship relationships are significantly more likely to succeed professionally. In this course, we explore each of these developmental relationships and discuss their unique benefits, challenges, and opportunities. We begin by focusing on how you can make the most of these developmental relationships when you are in the learning position (mentee, coachee, or sponsee). We address questions such as: what are the best ways to network so you can build development relationships? Once you are in a meeting with a mentor, coach, or sponsor, what are the right questions to ask them? How do you know when to start or end a developmental relationship? Then, we shift focus and learn how to be an effective mentor, coach, and sponsor to others. We discuss questions such as: how do you give good advice? How do you recognize the type of support that your mentee, coachee, or sponsee needs? How do you evaluate your performance as a mentor, coach, or sponsor? Finally, we discuss how organizational structures affect the extent to which these relationships can be successful. We answer questions such as: when do formalized mentorship or coaching programs work? How should these programs be designed to optimize outcomes? This course is designed to introduce you to different forms of and perspectives on developmental relationships so that you can understand the unique value of different types of developmental relationships in the workplace; learn how to create and make the most of developmental relationships when you are in the learning position; discover how to become a more effective leader by strengthening your mentorship, coaching, and sponsorship skills; and understand how organizational structures can affect developmental relationships within an organization.

Spring 2023

Strategic Management

Kenneth Baylor DBA, Principal, Advanced Leadership Solutions, LLC

To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets both 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.

Prerequisites: Course work in accounting and two other functional areas.

Spring 2023

Strategic Management

Shawn O'Connor MBA, JD, Consultant

To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets both 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.

Prerequisites: Course work in accounting and two other functional areas.

Fall 2022

Strategic Management

Kenneth Baylor DBA, Principal, Advanced Leadership Solutions, LLC

To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets both 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.

Prerequisites: Course work in accounting and two other functional areas.

Spring 2023

Strategic Management

Areen Shahbari MBA, Chief Executive Officer, Cactus International and Principal, Shahbari Training and Consultancy

To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets both 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.

Prerequisites: Course work in accounting and two other functional areas.

Spring 2023

Strategic Management

Greg Miller PhD, President and Chief Executive Officer, CrossCom LLC

To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets both 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.

Prerequisites: Course work in accounting and two other functional areas.

January 2023

Strategic Management

Mohsin Habib PhD, Associate Professor of Management, University of Massachusetts, Boston

To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets both 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.

Prerequisites: Course work in accounting and two other functional areas.

Fall 2022

Strategic Management

Joshua Brand MBA, Senior Director of Corporate Learning and Business Development, Harvard Medical School

To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets both 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.

Prerequisites: Course work in accounting and two other functional areas.

Fall 2022

Strategic Management

Areen Shahbari MBA, Chief Executive Officer, Cactus International and Principal, Shahbari Training and Consultancy

To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets both 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.

Prerequisites: Course work in accounting and two other functional areas.

Fall 2022

Strategic Management

Mohsin Habib PhD, Associate Professor of Management, University of Massachusetts, Boston

To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets both 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.

Prerequisites: Course work in accounting and two other functional areas.

Spring 2023

Corporate Strategy

Eric H. Chung MBA, Partner, Energy and Utilities, West Monroe

This course deals with understanding the value created by managing multiple lines of businesses under the ownership of one corporate umbrella that is, a diversified firm. The ultimate goal is to create what we call a corporate advantage by anticipating the challenges a firm faces in managing its diverse businesses, assessing its future performance, and developing alternative strategies. The recognition, development, and deployment of resources across these diverse businesses play a key role in corporate strategy formulation. Limits to firm growth are recognized, specifying boundary conditions of corporate strategy. Business portfolio methodologies are applied to define strategic business units, determine their fit within the corporate parent, allocate resources among them, and influence their corporate development approach. Mergers and acquisitions, decision making, and transformation are also covered as critical issues in corporate strategy.

Fall 2022

Applied Corporate Responsibility

Charles Bradford Allen PhD, Professor of Marketing, School of Business, Plymouth State University

This course examines the role of corporate responsibility as a strategy to improve products, profits, and brand equity. The idea of corporations as simply wealth-creating organizations with no obligations to the environment is no longer acceptable. Globalization and increased transparency of corporate operations have revealed significant variations in how organizations attempt to balance the pursuit of profits and good corporate citizenship. Expectations for measurable progress of corporate environmental programs addressing natural resources, pollution controls, monitoring ethical supply chains, and expanded training of employees are growing globally. Stakeholder expectations have accelerated the need to monetize these initiatives. However, the lack of standardized methodology and metrics has resulted in confusion within many industries, hindering progress. Tracking sustainability progress within organizations has often revealed tremendous opportunities for growth.

January 2023

Applied Corporate Responsibility

Charles Bradford Allen PhD, Professor of Marketing, School of Business, Plymouth State University

This intensive January session course examines the role of corporate responsibility as a strategy to improve products, profits, and brand equity. The idea of corporations as simply wealth-creating organizations with no obligations to the environment is no longer acceptable. Globalization and increased transparency of corporate operations have revealed significant variations in how organizations attempt to balance the pursuit of profits and good corporate citizenship. Expectations for measurable progress of corporate environmental programs addressing natural resources, pollution controls, monitoring ethical supply chains, and expanded training of employees are growing globally. Stakeholder expectations have accelerated the need to monetize these initiatives. However, the lack of standardized methodology and metrics has resulted in confusion within many industries, hindering progress. Tracking sustainability progress within organizations has often revealed tremendous opportunities for growth.

Spring 2023

Greed Gone Good: Creating Social and Financial Value

Jane Hughes MBA, MA, Author

A great innovative moment has arrived in the financial world as the notion of blended value takes hold. This course is for students who wish to harness the power of financial markets to create a better world. As the gatekeepers to finance, lenders and investors are responsible for allocating scarce capital to the most promising sectors. Traditionally, MBA programs have taught that these promising sectors were those most likely to maximize shareholder value. Other stakeholders, including the government and society, were considered for their nuisance value more than for their intrinsic worth. In the past two decades, however, the notion of blended value investing investing for both financial and social gain has gained credence, even among the most cynical of managers. Moreover, it is widely recognized that lenders and investors, as the ultimate financial decision makers, have special responsibilities in this regard. Investing in women through microfinance, gender lens investing, or other instruments also play a special role in this arena. Blended value which encompasses the social, environmental, and financial performance of a business only becomes more important in a globalized economy marked by scarce and shrinking resources. In this course, we learn to apply the tools of efficient capital markets risk/return analysis, cost/benefit analysis, and much more to produce both financial and social value. We study various instruments that have been designed to achieve these goals and absorb the lessons learned from success and failure of these early instruments. We consider how best to measure social value and how to balance this against the needs of financial investors in order to optimize financial markets to fund the achievement of the United Nation's sustainable development goals (SDGs).

Spring 2023

Management of Technology: Strategies for the Digital Economy

Nataliya Langburd Wright MPhil, Doctoral Candidate, Harvard Business School - Stephen Impink MBA, Doctoral Candidate, Stern School of Business, New York University - Nicholas Psyhogeos JD, Chief Executive Officer, Fork Inc.

Companies make decisions daily to compete in the digital age; some are laying strategic building blocks for the future while others are toiling away on tactical distractions or leading their organizations headlong down the path to obsolescence. The advent of digital technologies, including artificial intelligence (AI), has transformed how firms organize, operate, and compete. It is now more critical than ever for entrepreneurs and managers to understand the effects of new technologies and the competitive landscape in which those new technologies are developed and deployed. The course assesses these effects in three sections: how technological change affects the global competitive landscape; how digitization influences the firm and managers within the firm; how these technological changes influence the nature of work within firm units. The course is intended for managers and entrepreneurs who seek to gain or improve awareness of key trends in the digital economy. Prior technical knowledge (that is, coding, understanding computer languages, or working with algorithms) is not required.

Fall 2022

Project Management

Timothy Mills MS, Member, Board of Directors, 3HO Foundation and Project Management Consultant

This course guides students through the fundamental project management concepts, practices, and behavioral characteristics needed to successfully launch, lead, and realize benefits from projects in profit and nonprofit organizations. Effective project managers possess the skills necessary to manage teams, schedules, risks, budgets, scope, and stakeholders to produce a desired outcome. Students analyze the impact of organizational change management theory and explore project management with a practical, hands-on approach through case studies, team assignments, and individual contributions. A key and often overlooked challenge for project managers is the ability to manage without direct influence, gaining the support of stakeholders and access to resources not directly under their control. Special attention is given to critical success factors required to overcoming resistance to change. The course simulates a project in its project team framework, group accountability, and schedule deadlines.

Prerequisites: Experience working in a company or nonprofit is advisable.

Fall 2022

Project Management

Shannon Pettiford MS, IT Program Manager, Boston Consulting Group

This course provides an overview of the fundamentals of project management, with an emphasis on the tools, techniques, and processes involved. The course provides an overview of the project management process, focusing on its lifecycle, project definition, scope, planning, and project monitoring. The purpose of this course is to provide students with a basic exposure to the tasks and challenges facing project managers, the tools and techniques used to manage projects, and how to analyze complex projects across multiple functions in a global environment. Project managers must have the abilities and skills to simultaneously manage their teams, schedules, risks, and resources, and deliver a successful outcome and this course is designed to help students learn to do just that. The objective of the course is to learn the skills and tools of the project management discipline, with a practical, hands-on, and real-world approach. Not to be underestimated is the challenge of managing without authority, an essential skill for project managers to gain the support of resources not directly under their management control. Most organizations are matrix-led, which means that resources are shared and temporary. The project manager must be able to use resources efficiently to achieve the goals and objectives required for a successful outcome, on time, within scope, and under budget. Regardless of one's project management experience, this course is designed to bring project principles to life by practicing the skills and facilitation techniques in an online team environment.

Prerequisites: Experience working in a company or nonprofit is advisable.

January 2023

Project Management

David A. Shore PhD, Adjunct Professor of Organizational Development, Business School, University of Monterrey, Mexico - Deb Cote MA, Senior Director, Strategic Planning and Performance, Dana-Farber Cancer Institute and Mass General Brigham

This intensive January session course guides students through the fundamental project management concepts, practices, and behavioral characteristics needed to successfully launch, lead, and realize benefits from projects in profit and nonprofit organizations. Effective project managers possess the skills necessary to manage teams, schedules, risks, budgets, scope, and stakeholders to produce a desired outcome. Students analyze the impact of organizational change management theory and explore project management with a practical, hands-on approach through case studies, team assignments, and individual contributions. A key and often overlooked challenge for project managers is the ability to manage without direct influence, gaining the support of stakeholders and access to resources not directly under their control. Special attention is given to critical success factors required to overcoming resistance to change. The course simulates a project in its project team framework, group accountability, and schedule deadlines.

Prerequisites: Experience working in a company or nonprofit is advisable.

Spring 2023

Project Management

Eric Pool EdD, Assistant Professor of Health Care Administration, Mayo Clinic College of Medicine and Science

This course guides students through the fundamental project management concepts, practices, and behavioral characteristics needed to successfully launch, lead, and realize benefits from projects in profit and nonprofit organizations. Effective project managers possess the skills necessary to manage teams, schedules, risks, budgets, scope, and stakeholders to produce a desired outcome. Students analyze the impact of organizational change management theory and explore project management with a practical, hands-on approach through case studies, team assignments, and individual contributions. A key and often overlooked challenge for project managers is the ability to manage without direct influence, gaining the support of stakeholders and access to resources not directly under their control. Special attention is given to critical success factors required to overcoming resistance to change. The course simulates a project in its project team framework, group accountability, and schedule deadlines.

Prerequisites: Experience working in a company or nonprofit is advisable.

Spring 2023

Project Management

Timothy Mills MS, Member, Board of Directors, 3HO Foundation and Project Management Consultant

This course guides students through the fundamental project management concepts, practices, and behavioral characteristics needed to successfully initiate, plan, manage, and lead projects in profit and nonprofit organizations. Effective project managers possess the skills necessary to effectively manage teams, schedules, risks, budgets, scope, and stakeholders to produce a desired outcome. Students analyze the impact of organizational change management theory and explore project management with a practical, hands-on approach through case studies, team assignments, and individual contributions. A key and often overlooked challenge for project managers is the ability to manage without direct influence, gaining the support of stakeholders and access to resources not directly under their control. Special attention is given to critical success factors required to effectively managing projects in the volatile, uncertain, complex, and ambiguous (VUCA) environment. The course simulates a project in its project team framework, group accountability, and schedule deadlines.

Prerequisites: Experience working in a company or nonprofit is advisable.

Spring 2023

Agile Project Management

Shannon Pettiford MS, IT Program Manager, Boston Consulting Group

Change is the new norm, and global organizations must adapt to dynamic and varied environments and challenges. A thorough review of agile techniques and methodologies helps address such concerns, providing the skills, knowledge, and techniques to ensure projects deliver benefit realization, deliver on time, and improve team efficiency. In this course, students learn to differentiate between agile and waterfall project management methodologies, exploring when each is most beneficial to use, and assessing how the agile methodology is leveraged to address stakeholders' changing requirements. Students learn project management skills and best practices to lead agile project teams and provide effective delivery solutions. Agile project management practices and principles are discussed in detail, including self-organizing teams, project management roles, adaptive planning, value-driven delivery, stakeholder engagement, problem detection and resolution, print execution, and retrospective analysis. Current trends and best practices are also explored, using case studies to discover best practices and techniques in the field. In team settings, students use the scrum approach to understand better what executing an agile methodology of a project feels like. Regardless of project management experience, this course is designed to bring agile principles to life by practicing the skills and facilitation techniques in a team-based environment. Students may not take both ISMT E-101 (offered previously) and MGMT E-5042 for degree or certificate credit.

Fall 2022

Agile Project Management

Shannon Pettiford MS, IT Program Manager, Boston Consulting Group

Change is the new norm, and global organizations must adapt to dynamic and varied environments and challenges. A thorough review of agile techniques and methodologies helps address such concerns, providing the skills, knowledge, and techniques to ensure projects deliver benefit realization, deliver on time, and improve team efficiency. In this course, students learn to differentiate between agile and waterfall project management methodologies, exploring when each is most beneficial to use, and assessing how the agile methodology is leveraged to address stakeholders' changing requirements. Students learn project management skills and best practices to lead agile project teams and provide effective delivery solutions. Agile project management practices and principles are discussed in detail, including self-organizing teams, project management roles, adaptive planning, value-driven delivery, stakeholder engagement, problem detection and resolution, print execution, and retrospective analysis. Current trends and best practices are also explored, using case studies to discover best practices and techniques in the field. In team settings, students use the scrum approach to understand better what executing an agile methodology of a project feels like. Regardless of project management experience, this course is designed to bring agile principles to life by practicing the skills and facilitation techniques in a team-based environment. Students may not take both ISMT E-101 (offered previously) and MGMT E-5042 for degree or certificate credit.

Spring 2023

Agile Project Management

Lisa Sieverts MBA, Owner, Facilitated Change

In this course, students learn the agile project management framework with an emphasis on the product owner's role. Using organizational strategy as their foundation, students have the opportunity to learn how to write the product goal, identify user roles, generate user stories, and develop the story map for their project. Students create a presentation that clearly tells the story of their project. Additional topics include agile culture, project selection, scrum, kanban, team development, retrospectives, and risk management. Students learn by doing, using their own projects for most activities. This course is appropriate for all students, regardless of whether they have prior agile or project management experience. Students who bring agile experience to the course have the opportunity to deepen their skills and practice agile facilitation techniques. Students should check with the instructor if they have any questions about whether this course is right for them. Students may not take both ISMT E-101 (offered previously) and MGMT E-5042 for degree or certificate credit.

Fall 2022

Operations Management

Zal Phiroz PhD, President, Pier Consulting Group

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.

Fall 2022

Thinking in Management Science

Phil Bangayan MBA, Principal Data Scientist, Teradata

Given today's information-rich environment, companies need more competent managers and analysts to apply quantitative thinking to make data-driven decisions. However, not everyone has the background to transform and utilize information into valuable and actionable insights. This course is aimed at making students comfortable with the methods in management science to improve their companies. This course applies spreadsheets to the business-driven contexts in operations, finance, and marketing. Through case studies and spreadsheet-based examples, students learn how to make a strong business recommendation based on analysis and modeling as appropriate.

Prerequisites: High school algebra, basic probability, spreadsheet knowledge, and the ability to form and communicate logical recommendations in a written format such as a memo.

Spring 2023

Crisis Management and Emergency Preparedness

Arnold M. Howitt PhD

As the world's struggles with COVID-19 show, crises challenge individuals and 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). Through study of cases of a range of actual crises and of conceptual frameworks for understanding the dynamics of crises, this course takes a managerial perspective on crisis management and emergency preparedness. It focuses both on what responders must do during the critical period of crisis response and on how organizations can prepare themselves for high performance in these situations. It examines how individuals and groups make decisions in crises, identifies the skills and management systems crises demand, considers the differences between managing routine emergencies and crises, and asks how organizations can effectively prepare for crises in advance.

Fall 2022

Essentials of Management

Carmine P. Gibaldi EdD, Professor of Management and Organizational Psychology, St. John's University

This course introduces the important aspects of managing a business in a global environment. It addresses decision making in connection with communications, marketing, human relations, managing people, corporate social responsibility and managerial ethics, issues affecting efficiency, and it provides the framework for making sound decisions among competing strategic priorities and objectives. Students weigh the risks and rewards of different types of management decisions while acquiring varied business skills.

Spring 2023

Essentials of Management

Carmine P. Gibaldi EdD, Professor of Management and Organizational Psychology, St. John's University

This course introduces the important aspects of managing a business in a global environment. It addresses decision making in connection with communications, marketing, human relations, managing people, corporate social responsibility and managerial ethics, issues affecting efficiency, and it provides the framework for making sound decisions among competing strategic priorities and objectives. Students weigh the risks and rewards of different types of management decisions while acquiring varied business skills.

January 2023

Business Law

Shawn O'Connor MBA, JD, Consultant

This intensive January session 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.

Fall 2022

Leading and Managing Nonprofit Organizations

Patricia H. Deyton MDiv, Senior Advisor, Council of Women World Leaders

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 the external environment, volunteer management, governance and boards of directors, evaluation of operations and programs, and sustainability.

Prerequisites: Experience working or volunteering in a nonprofit organization strongly preferred but not required.

Spring 2023

Innovations in Nonprofit Management

John R. Whitman PhD, Consultant

This course engages students as nonprofit leaders and policy makers in the United States and other countries in applying methodologies for innovation at the institutional, organizational, and individual levels. Applying lessons learned from the COVID-19 pandemic, students critically examine the nonprofit's readiness for innovation and learn new approaches to using innovation for creating the resilience required to prepare for and survive potential future shocks as independent entities, in partnership with other organizations, or in a federated system. Nonprofits include those that provide amenities such as libraries, museums, music, arts, entertainment, and sports, and services such as education, healthcare, housing, food, daycare, and crisis centers. The nonprofit mission and business model are central to the analysis, with consideration of supporting roles through director or trustee boards, c-suite management, strategic planning, development and fundraising, human resources including volunteer management, supply chain, information technology, and service delivery. Crucial distinctions are made between for-profit and nonprofit options. Professional practitioners from the field share timely insights. The course prepares nonprofit leaders for likely dislocations (for example, climate change) and unexpected threats (for example, pandemics), as well as opportunities ahead.

Fall 2022

Principles and Practices of Fundraising

Frank White MPhil, Communications Consultant

This course provides an introduction to the field of nonprofit fundraising, also called development or advancement. It is designed for nonprofit executives and managers who are unfamiliar with development, professionals wishing to transition into the nonprofit sector, individuals seeking to get a start in the fundraising field, and others. It covers annual giving, major gifts, planned giving, corporate and foundation fundraising, events, and crowdfunding. Topics include case statements, boards, capital campaigns, ethics, donor motivations, fundraising anxieties, volunteers, stewardship, and how to make an ask. While some attention is paid to international fundraising, the overwhelming emphasis of this course is on development practices for nonprofit organizations in the United States.

Spring 2023

Principles and Practices of Fundraising

George T. Kosar PhD, Assistant Vice President for Institutional Partnerships, Office of Advancement, Georgetown University and Associate, Davis Center for Russian and Eurasian Studies, Harvard University

This course provides an introduction to the field of nonprofit fundraising, also called development or advancement. It is designed for nonprofit executives and managers who are unfamiliar with development, professionals wishing to transition into the nonprofit sector, individuals seeking to get a start in the fundraising field, and others. It covers annual giving, major gifts, planned giving, corporate and foundation fundraising, events, and crowdfunding. Topics include case statements, boards, capital campaigns, ethics, donor motivations, fundraising anxieties, volunteers, stewardship, and how to make an ask. While some attention is paid to international fundraising, the overwhelming emphasis of this course is on development practices for nonprofit organizations in the United States.

Spring 2023

Breakthrough Innovation with Blockchain Technology

William L. Wellman MS, Founder, Personated Reality Solutions - Paul Quigley MBA, Chief Executive Officer, Liberado

Breakthrough innovation that fundamentally transforms society, business, and government has historically been enabled by general purpose technologies (GPT) that disrupt/transform industries, societies, and daily living. The second industrial revolution was enabled by two GPTs: electricity and the internal combustion engine. The third industrial revolution was also enabled by two GPTs: computers and the internet. The fourth industrial revolution has already begun with blockchain and artificial intelligence (AI) as two of the enabling technologies. Other promising technologies include the internet of things (IoT), robotics, nanotechnology, 3D printing, and quantum computing. Blockchain supports all of these technologies by increasing trust through security and reducing cost. This course explores blockchain technologies in combination with AI and other technologies in the transformation of business across several economic sectors including supply chain, fintech, healthcare, and energy. The course explores how the exchange of value between trading partners is being transformed. Use cases exploring the innovative uses of these technologies and the value they are generating are explored. Students complete a project using blockchain and AI technologies to solve a problem and potentially disrupt an industry with a breakthrough innovation.

Fall 2022

Entrepreneurship and Innovation

James C. Fitchett MA, Chief Operating Officer and Co-founder, Voda.ai - William L. Wellman MS, Founder, Personated Reality Solutions

Innovation, globalization, and digitalization are transforming every industry. This course focuses on creating new businesses, new markets, and effectiveness through innovation, entrepreneurship, and digital capabilities. Entire industries are threatened by disruptors like Uber, Airbnb and blockchain: outsiders with new, less expensive solutions for customers. Apple, Amazon, Skype, and digital currencies have created uncontested markets, delivered higher value, redefined channels, and secured competitive advantages. Blockchain is capable of transforming virtually every industry. Entrepreneurs and existing firms are compelled to create innovative environments, products, processes, services, and new business models. Incremental improvements are not enough. We examine successful strategies, business models, frameworks, funding options, barriers, and risks for introducing breakthrough products and services. Topics include business model innovation, design thinking, lean thinking, organizational learning, agility, blockchain, and fundraising.

Spring 2023

Entrepreneurship and Innovation

James C. Fitchett MA, Chief Operating Officer and Co-founder, Voda.ai - William L. Wellman MS, Founder, Personated Reality Solutions

Innovation, globalization, and digitalization are transforming every industry. This course focuses on creating new businesses, new markets, and effectiveness through innovation, entrepreneurship, and digital capabilities. Entire industries are threatened by disruptors like Uber, Airbnb and blockchain: outsiders with new, less expensive solutions for customers. Apple, Amazon, Skype, and digital currencies have created uncontested markets, delivered higher value, redefined channels, and secured competitive advantages. Blockchain is capable of transforming virtually every industry. Entrepreneurs and existing firms are compelled to create innovative environments, products, processes, services, and new business models. Incremental improvements are not enough. We examine successful strategies, business models, frameworks, funding options, barriers, and risks for introducing breakthrough products and services. Topics include business model innovation, design thinking, lean thinking, organizational learning, agility, blockchain, and fundraising.

Spring 2023

Design Thinking and Innovation

Tessa Tzeitel Forshaw MA, Lecturer, Experience and Curriculum Designer in Teaching and Learning, Stanford d.school, and Doctoral Candidate, Harvard Graduate School of Arts and Sciences - Richard Lee Cox Braden BSEE, Lecturer in Management, Stanford University Graduate School of Business

The world is changing at an unprecedented pace and ambiguity is everywhere. Design thinking, innovation, agile, and many other approaches to problem solving have never been more important. But often these methods are only accessible to an exclusive club of people who are certified in a methodology and allowed to practice design and innovation. In this course, we believe in radical access to design and innovation. We believe that for design and innovation to change the world for the better it has to be inclusive, human centered, and accessible to everyone everywhere. In this course, students learn how to become innovation(ish), and leverage the foundational mindsets and abilities of design thinking and innovation to make change in their lives, organizations, and the world. Students hone their ability to learn from others, find unexpected insights, tell world changing stories, and generate innovative ideas through ongoing collaborative course work. This is a very practical, hands-on course. It requires lots of group work and ambiguity (just like design in the real world).

Spring 2023

Strategic Business Insight

Jon A. Fay AB, Managing Partner, Wilson Alan LLC

This intensive course focuses on giving students a robust set of analytical frameworks and tools for understanding how businesses create and sustain value. The course focuses on key strategic questions. What are the elements of a business model and how do they fit together? What financial footprints do different types of business models generate? What drives market adoption and purchase patterns, and what are the implications for investment and monetization decisions? What are the key structural, operational, and economic drivers of costs? What are the different patterns of competition and ways of building competitive advantage? How can leaders design an organizational operating system that aligns with strategy? How can a winning strategy be disrupted? Drawing on both classic and current case examples, this course is intensely interactive, with an emphasis on team-based case analysis.

Prerequisites: MGMT E-1000, or the equivalent.

Fall 2022

Sustainability and International Business: Challenges, Opportunities, and Strategies

Maurie Kelly PhD, Director, Pennsylvania Spatial Data Access, Institutes of Energy and the Environment, and Instructor of Risk Management, Smeal College of Business, Pennsylvania State University

Sustainability in international business is more than simply adopting sustainable practices it has the potential to help companies gain competitive advantage. This course is designed to be highly interactive. We use articles, cases, group simulations, and videos to support learning and engage students. Students also have a chance to interact with each other through decision-making exercises, simulations, and group discussions. The course explores the global business environment in the context of sustainability. It focuses on the meaning of sustainable development in relation to for-profit global corporations, the effect of sustainability on global corporate development strategies, and how corporations interact with nations across the globe positively and negatively. We examine the sustainability issues faced by different regions of the world such as Africa, Europe, Asia, and Latin America. Topics covered include corporate social responsibility, sustainability and strategic leadership, chemical and environmental pollution impacts, fast fashion and the apparel industry, labor rights and child labor, climate change impacts and opportunities, supply chains, renewable energy, food systems, and the role of consumers in sustainability. Companies examined include Walmart, Interface, UPS, Exxon, Patagonia, Ikea, Google, Unilever, Heineken, Nestl , H M, Adidas, and DuPont. Countries discussed include Brazil, Costa Rica, Nigeria, South Africa, Haiti, China, Singapore, Germany, Sweden, and the US.

Fall 2022

Management Consulting

Shawn O'Connor MBA, JD, Consultant

This course offers an in-depth view of the management consulting industry. Topics include the structure, conduct, and performance of the management consulting industry; firms in the industry and their competitive strategies; key strategic and organizational issues facing these firms; ideas, tools, and frameworks that these firms have put into practice; problem-solving, communication, and client relation skills that are necessary for success in the industry; management consulting careers; and ethical issues facing management consultants. Conceptual material is illustrated and applied to the real world through rigorous class discussion of business cases, examples, group and individual exercises, and students' own business and consulting experiences. The course emphasizes hands-on practice and real-time feedback simulating an actual consulting engagement.

Spring 2023

Management Consulting

Mukul Kumar PhD, Chief Innovation Officer, Hult International Business School

This course offers an in-depth view of the management consulting industry. Topics include the structure, conduct, and performance of the management consulting industry; firms in the industry and their competitive strategies; key strategic and organizational issues facing these firms; ideas, tools, and frameworks that these firms have put into practice; problem-solving, communication, and client relation skills that are necessary for success in the industry; management consulting careers; and ethical issues facing management consultants. Conceptual material is illustrated and applied to the real world through rigorous class discussion of business cases, examples, group and individual exercises, and students' own business and consulting experiences. The course emphasizes hands-on practice and real-time feedback simulating an actual consulting engagement.

Spring 2023

The Art and Science of Decision Making

Robert S. Duboff JD, CEO, HawkPartners, LLC

This course helps students become aware of the factors that really influence decision outcomes. Using cases, readings about the latest scientific research, and discussions, students get both practical and academic insights. They should become better at making decisions and much better at understanding and influencing how others decide.

Spring 2023

Real Estate Development

Teo Nicolais AB, MS, President, Nicolais, LLC

Real estate development is the process by which ingenuity and financial capital are transformed into the built environments that shapes our cities and lives. This course takes students through the real estate development process. Starting with inception phase, we walk through the processes of market research, site selection, and working with public and private stakeholders. Students study how developers perform due diligence and manage risks in the pre-development phase. Students learn how developers raise capital through construction loans and complex joint venture partnerships. For managing the physical construction, we examine a variety of delivery methods, risk sharing agreements, and the construction contracts that govern them. Students also learn strategies for achieving stabilization, operation, and exit from the project. At every stage, we learn to balance risk and reward, with a focus on generating investment returns while making a lasting, positive impact on our cities.

Prerequisites: MGMT E-2035 strongly recommended.

Fall 2022

Marketing Management

Areen Shahbari MBA, Chief Executive Officer, Cactus International and Principal, Shahbari Training and Consultancy

In this comprehensive and practical introduction to marketing management, students improve their ability to make effective marketing decisions, including assessing marketing opportunities and developing marketing strategies and implementation plans. Course topics include market-oriented strategic planning, marketing research and information systems, buyer behavior, target market selection, competitive positioning, product and service planning and management, pricing, distribution, and integrated communications including advertising, public relations, internet marketing, social media, direct marketing, and sales promotions. Through a combination of interactive discussions, cases, practical examples, individual assignments, and a group project, the course applies marketing topics to consumer and business-to-business products, services, and nonprofit organizations. Students gain significant experience in communicating and defending their marketing recommendations and building on the ideas of others.

Fall 2022

Marketing Management

Patricia Hambrick MBA, Master Lecturer, Marketing, Questrom School of Business, Boston University

In this comprehensive and practical introduction to marketing management, students improve their ability to make effective marketing decisions, including assessing marketing opportunities and developing marketing strategies and implementation plans. Course topics include market-oriented strategic planning, marketing research and information systems, buyer behavior, target market selection, competitive positioning, product and service planning and management, pricing, distribution, and integrated communications including advertising, public relations, internet marketing, social media, direct marketing, and sales promotions. Through a combination of interactive discussions, cases, practical examples, individual assignments, and a group project, the course applies marketing topics to consumer and business-to-business products, services, and nonprofit organizations. Students gain significant experience in communicating and defending their marketing recommendations and building on the ideas of others.

Fall 2022

Marketing Management

Scott Mantie PhD, Associate Professor of Marketing, School of Business, Plymouth State University

In this comprehensive and practical introduction to marketing management, students improve their ability to make effective marketing decisions, including assessing marketing opportunities and developing marketing strategies and implementation plans. Course topics include market-oriented strategic planning, marketing research and information systems, buyer behavior, target market selection, competitive positioning, product and service planning and management, pricing, distribution, and integrated communications including advertising, public relations, internet marketing, social media, direct marketing, and sales promotions. Through a combination of interactive discussions, cases, practical examples, individual assignments, and a group project, the course applies marketing topics to consumer and business-to-business products, services, and nonprofit organizations. Students gain significant experience in communicating and defending their marketing recommendations and building on the ideas of others.

Spring 2023

Marketing Management

Scott Mantie PhD, Associate Professor of Marketing, School of Business, Plymouth State University

In this comprehensive and practical introduction to marketing management, students improve their ability to make effective marketing decisions, including assessing marketing opportunities and developing marketing strategies and implementation plans. Course topics include market-oriented strategic planning, marketing research and information systems, buyer behavior, target market selection, competitive positioning, product and service planning and management, pricing, distribution, and integrated communications including advertising, public relations, internet marketing, social media, direct marketing, and sales promotions. Through a combination of interactive discussions, cases, practical examples, individual assignments, and a group project, the course applies marketing topics to consumer and business-to-business products, services, and nonprofit organizations. Students gain significant experience in communicating and defending their marketing recommendations and building on the ideas of others.

Spring 2023

Marketing Management

Shawn O'Connor MBA, JD, Consultant

In this comprehensive and practical introduction to marketing management, students improve their ability to make effective marketing decisions, including assessing marketing opportunities and developing marketing strategies and implementation plans. Course topics include market-oriented strategic planning, marketing research and information systems, buyer behavior, target market selection, competitive positioning, product and service planning and management, pricing, distribution, and integrated communications including advertising, public relations, internet marketing, social media, direct marketing, and sales promotions. Through a combination of interactive discussions, cases, practical examples, individual assignments, and a group project, the course applies marketing topics to consumer and business-to-business products, services, and nonprofit organizations. Students gain significant experience in communicating and defending their marketing recommendations and building on the ideas of others.

Spring 2023

Marketing Management

John L. Teopaco DBA, Senior Affiliated Faculty, Emerson College, and Part-time Faculty, Carroll School of Management, Boston College

In this comprehensive and practical introduction to marketing management, students improve their ability to make effective marketing decisions, including assessing marketing opportunities and developing marketing strategies and implementation plans. Course topics include market-oriented strategic planning, marketing research and information systems, buyer behavior, target market selection, competitive positioning, product and service planning and management, pricing, distribution, and integrated communications including advertising, public relations, internet marketing, social media, direct marketing, and sales promotions. Through a combination of interactive discussions, cases, practical examples, individual assignments, and a group project, the course applies marketing topics to consumer and business-to-business products, services, and nonprofit organizations. Students gain significant experience in communicating and defending their marketing recommendations and building on the ideas of others.

Spring 2023

Marketing Management

Patricia Hambrick MBA, Master Lecturer, Marketing, Questrom School of Business, Boston University

In this comprehensive and practical introduction to marketing management, students improve their ability to make effective marketing decisions, including assessing marketing opportunities and developing marketing strategies and implementation plans. Course topics include market-oriented strategic planning, marketing research and information systems, buyer behavior, target market selection, competitive positioning, product and service planning and management, pricing, distribution, and integrated communications including advertising, public relations, internet marketing, social media, direct marketing, and sales promotions. Through a combination of interactive discussions, cases, practical examples, individual assignments, and a group project, the course applies marketing topics to consumer and business-to-business products, services, and nonprofit organizations. Students gain significant experience in communicating and defending their marketing recommendations and building on the ideas of others.

Spring 2023

International Marketing

Nicholas Nugent, Sr. PhD - Charles Bradford Allen PhD, Professor of Marketing, School of Business, Plymouth State University

This course explores the development of international marketing programs from the determination of objectives and methods of organization through the execution of research, advertising, distribution, and production activities. Students examine the international similarities and differences in marketing functions as related to the cultural, economic, political, social, and physical dimensions of the environment. Students also consider the changes in marketing systems and the adoption of marketing philosophies and practices to fill conditions in different countries.

Prerequisites: MGMT E-6000, MGMT E-6615, or the equivalent.

Spring 2023

Branding Strategy

Thomas Murphy MBA, Associate Professor of Practice, Graduate School of Management, Clark University

This course covers the principles and practices of brand management. The course content focuses on applied strategies and tactics used by marketers to build and reinforce successful global brands for products, services, and corporate social responsibility.

Prerequisites: MGMT E-6000, MGMT E-6615, or one year of experience in a management, marketing, or consulting role in a company or nonprofit organization.

January 2023

Strategic Brand Marketing

John L. Teopaco DBA, Senior Affiliated Faculty, Emerson College, and Part-time Faculty, Carroll School of Management, Boston College - David A. Shore PhD, Adjunct Professor of Organizational Development, Business School, University of Monterrey, Mexico

This intensive January session 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.

Prerequisites: MGMT E-6000 or permission of the instructors.

Fall 2022

Luxury Marketing

Sandrine Crener PhD, Portfolio Director, Executive Education, Harvard Business School

This course is an introduction to the marketing of luxury goods and services. The luxury industry is unlike any other; it is an inspiring and fascinating world that involves a diverse group of competitors. On the supply side, it encompasses a broad range of sectors from hotels to real estate, yachts to private jets, fashion to jewelry, and pits small independent businesses against established multinational conglomerates. On the market side, luxury consumers are extremely demanding and sophisticated; luxury goods and services must not only be of exceptional quality but also provide a complex set of functional, social, and emotional benefits to consumers. The course explores the origin, history, and evolution of luxury and gives an overview of the global luxury industry including markets, major players, and trends. Then it highlights the specificities of marketing in the luxury sector. Luxury brands are an entirely different proposition and require a very specific approach to brand management and marketing. They notably have to manage a number of inherent paradoxes and tensions. We discuss differences in mass versus luxury marketing approaches. The course also focuses on examining the main challenges with which luxury brands are currently confronted.

Prerequisites: MGMT E-6000, MGMT E-6615, or the equivalent.

Fall 2022

Digital Marketing: Foundations and Framework for Success

Greg O'Brien DBA, Founder/President, Rockport Advisors

Marketing has become digital marketing, with digital ads (as a function of all advertising spending) growing at roughly 15-20 percent annually, and recently having taken over traditional advertising (broadcast television and radio) when measured by ad spend. This course teaches students the foundation elements of digital marketing and advertising from media mix and channels to techniques, economics, and measurement. We review key performance metrics for digital marketing channels including paid search, organic search, e-mail, social, and display. We review techniques and tools for optimizing digital marketing spend across various channels and products.

Prerequisites: MGMT E-6000, or the equivalent.

Spring 2023

Digital Marketing: Foundations and Framework for Success

Andrew M. Blum MBA, Instructor of the Practice, Business Communications, Charles F. Dolan School of Business, Fairfield University and Lecturer of Marketing, Columbia University

Marketing has become digital marketing, with digital ads (as a function of all advertising spending) growing at roughly 15-20 percent annually, and recently having taken over traditional advertising (broadcast television and radio) when measured by ad spend. This course teaches students the foundation elements of digital marketing and advertising from media mix and channels to techniques, economics, and measurement. We review key performance metrics for digital marketing channels including paid search, organic search, e-mail, social, and display. We review techniques and tools for optimizing digital marketing spend across various channels and products.

Prerequisites: MGMT E-6000, or the equivalent.

Fall 2022

Sustainability Marketing and Branding

Thomas Murphy MBA, Associate Professor of Practice, Graduate School of Management, Clark University

This course develops the knowledge and skills necessary to successfully market sustainable products and services. At the end of the course students are able to understand the key elements of developing a successful marketing strategy and branding approach for a sustainable market offering. The course also reviews global trends and issues that influence sustainable product success.

Prerequisites: MGMT E-6615 or the equivalent. Introductory marketing or management course or one year of work experience in a business-to-business, business-to-consumer, or nonprofit organization.

Fall 2022

Fundamentals of Search Engine Marketing

Christina Inge MS, Chief Executive Officer and Founder, Thoughtlight

As search engine marketing plays a larger role in business communications than ever before, marketers and developers increasingly need to understand how to optimize websites to be found on search engines, mobile devices, and voice assistants. In this hands-on course, we explore both the theory and practice of search marketing. Students learn about how search engines work, the ways in which websites can be found, and the role of content in search marketing. Covering both search marketing and search advertising, this course provides managers with the high-level strategies they need to ensure the sites they own are findable on the web. This course also features hands-on, practical labs in which students develop a search strategy to ensure a brand's prominence in the age of ambient findability the permanent interconnectedness of consumers via a wide range of wearable devices, voice assistants, and more traditional online consumer behavior. This course covers both organic search engine optimization (SEO) and search-based advertising such as pay-per-click (PPC) to provide complete coverage of the topic.

Prerequisites: MGMT E-6000, or the equivalent.

Spring 2023

Marketing Analytics: Fundamental Data-Driven Marketing

Christina Inge MS, Chief Executive Officer and Founder, Thoughtlight

This course introduces marketing analytics, including web analytics and data modeling. As big data moves into the mainstream, marketers are seeing the opportunity to make the profession more scientific and numbers-driven than ever before. Marketing analytics is one of the largest areas of marketing today. In addition, with measurement at the center of every marketing campaign, marketers have the opportunity to prove the return on investment of their programs with unprecedented accuracy. Yet, this wealth of data can be overwhelming. Every channel has its own metrics, every demographic group's behavior can be mined for targeting information. What are the numbers that matter? And what are they really telling us? How can we best leverage big data and marketing analytics to optimize results? This course explores the growing role of data in marketing. Taking a two-fold approach, the course focuses on the data of marketing. Students learn how to use the two main categories of data available to marketers: internal, or what is called marketing analytics; and external, or big data. In this course, students learn web analytics fundamentals, creating data dashboards, and predictive analytics. This is a purely data-driven course; it does not teach programming. Using real-world examples and practical exercises, the course allows students to understand the interactions between both kinds of data, and how best to use analytics to improve marketing outcomes, demonstrate return on investment to the C-suite, and create increasingly effective marketing campaigns.

Prerequisites: MGMT E-6000, MGMT E-6615, or the equivalent.

Spring 2023

Professional Selling and Sales Management

John Westman MA, MBA, Vice President, Citius Pharmaceuticals

Do you want to improve your persuasion skills? Would you like to study and apply approaches that drive sales and sales management success? Would you like to join a community of continual learners who strive to help others perform even better? This highly interactive, high energy, action-oriented course is designed based on accelerated learning and distance learning best practices and is improved each year based on student feedback. Topics include ideal customers, sales process, buying process, prospecting, negotiating, and closing, as well as motivating, compensating, coaching, and training salespeople. Teaching methods include student presentations and real-life cases, techniques such as the persuasion equation, the trust call, why/how/what statements, and guest speakers.

Prerequisites: MGMT E-6000, MGMT E-6615, or the equivalent.