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Spring 2015 Course Announcements

Economics

Law and Economics of Municipal Governance
ECON-GB.3182.20 (1.5 Credits)
Prof. Clayton Gillette & Prof. Robert Inman
Mondays 4:00-5:50pm
Specializations: Economics; Real Estate

This seminar investigates the role of cities in providing services to constituents and asks how characteristics such as form of governance, form of financing, labor relations, interlocal cooperation and competition, and state/local relationships affect the quantity and quality of service delivery. We will consider the extent to which cities should offer particular services, the ways of paying for those services, and various governance structures for deciding among these alternatives. We will consider the causes and consequences of fiscal distress that may interfere with service provision, and the role of different institutions in avoiding and alleviating local fiscal distress. In making these inquiries, we will often evaluate cities (which are formally known as “municipal corporations”) as economic units not unlike publicly held corporations, with “shareholders” (voters), a “board of directors” (mayor and city council), and “product lines” (street cleaning and maintenance, safety, education, recreation, libraries) that it offers to potential “consumers” (residents, employers, and employees).


Management Communication

Crisis Communication
MCOM-GB.2121.30 (1.5 Credits)
Prof. Capozzi
Wednesdays 6:00-9:00pm

This course examines how organizations can respond to the the white heat glare of media scrutiny as a result of crisis. Firms constantly face risks to reputation and profits as a result of unforeseen events, situations, employee conduct and ethical entanglements. Today, anticipating and reacting to crises is a fundamental duty of senior management.

Professor Capozzi for many years was a senior executive of Publicis, the world’s fourth largest communications conglomerate where he led the Public Relations and Corporate communications Group, which included nearly 30 firms around the world. Previously, he served as CEO of Manning, Selvage & Lee (MS&L), one of the world’s largest public relations firms.

During his years as CEO, he was involved in a wide range of public relations initiatives there, counseling clients on public policy issues, community relations, crisis management and marketing. Clients included Procter & Gamble, Philips, General Motors, Pfizer, Hoffman-La Roche, The American Medical Association and AT&T.

Engage Your Audience: In-Person and Online
MCOM-GB.2129.30 (1.5 Credits)
Prof. Dianne Lennard
Tuesdays 6:00-9:00pm (2/10 - 3/24)
Prerequisities: MCOM-GB.2105 Bus. Communication (PT); NOCR-GB.2045 Team Communication (FT)

Successful business presentations, whether in-person or online, are based on effective communication strategy. This course is designed for students who want to become more dynamic and engaging presenters on live and virtual meeting platforms. Three sessions will be held in the classroom and three sessions will be held virtually. Practice exercises will focus on planning effective strategy refining visual, vocal and verbal delivery to strengthen your live and online presence structuring and designing content and handling questions from both internal and external audiences. During this course, you will work with a team to prepare in-person presentations, recorded online presentations and live online presentations. Students will benefit from individual feedback and coaching.


Interarea

Corporate Political Engagement
INTA-GB.2356.30 (3.0 Credits)
Prof. Bruce Buchanan and Prof. Maria Patterson
Wednesdays 6:00-9:00pm
Specialization: Law and Business

This course is designed to address an empirical reality: that in addition to being the property of shareholders, the modern American corporation is, of necessity, a political entity, and that – consequently - senior corporate executives are political actors whose decisions in the service of their shareholders have far reaching effects for society. The purpose of this course is to explore the political tools that the American legal system has put in the hands of the executive, with serious consideration given to their appropriate use. The goal of the course is to build on these tools to sketch out a model of executive statesmanship, designed to guide corporations to more effective political engagement by balancing the unavoidable tensions between shareholder returns and stakeholder outcomes.

The course will consider five functional domains in which the corporation can engage as a political entity: Campaigns & Elections, Legislation, Regulation, Commonwealth (Public Resources) and Taxation. While these domains can and do apply globally, the focus of the course is the United States, and the functional domains will be considered across the federal, state and municipal levels of government. The course’s purpose is to educate, not advocate, but it will consider the legal and ethical principles that can develop the effective corporate leader into an executive statesman – one who guides the corporation to achieve high shareholder returns while appropriately mindful of the corporation’s effect on other stakeholders.

The course will be taught through a combination of lecture, outside speakers, and, most importantly, in-class discussion of topics and cases. In addition to classroom lecture and discussion, there will be three short written assignments or presentations and one major paper.


Management

The Strategist
MGMT-GB.2313 (3.0 Credits)
Prof. Adam Brandenburger
Specializations: Management; Strategy

The goal of this course is to improve our ability to think and act as strategists. We will study what it means to: Adopt a strategic mindset, develop a strategic map of the relevant arena, and undertake strategic moves. We will invite leading strategists as guest speakers from arenas (such as global warming, sustainability, and education) that are of great significance. We will look for general lessons about what makes for good strategic thinking and action. The course will require a spirit of adventure and experimentation from students.

Strategy with a Social Purpose
MGMT-GB.2368.30 (3.0 Credits)
Prof. Melissa Schilling
Tuesdays, 6:00-9:00pm
Prerequisites: COR1-GB.2103 Strategy I, COR1-GB.2104 Strategy II (PT); COR1-GB.2301 Strategy (FT)
Specializations: Strategy; Management; Social Innovation and Impact

This will be an advanced strategy course involving application and implementation of strategy concepts in a real New York-based organization that has a social mission. Students will select an organization to work with and obtain their cooperation to participate. The organization must be 1) well established, 2) headquartered and conduct operations locally (it cannot be a branch of a larger organization headquartered elsewhere, and it cannot be the headquarters of an organization that conducts its operations elsewhere), 3) non-profit and social mission based, and 4) the organization must be willing to provide extensive access to the student team. They will then perform an in-depth strategic analysis of the organization, and work closely with the organization to develop recommendations they can actually help to implement in the organization.

Technology Innovation Strategy
MGMT-GB.3155 (1.5 Credits)
Prof. Melissa Schilling
Specializations: Strategy

This course is the first half of the current Technological Innovation and New Product Development course. This course will cover: sources of innovation, types and patterns of innovation, standards battles and increasing returns, choosing innovation projects, collaboration strategies, and intellectual property protection deployment strategies.

Moneyball for Managers: Strategizing in a Complex World
MGMT-GB.3140.30 (1.5 Credits)
Prof. Christina Fang
Mondays, 6:00-9:00pm
Prerequisites: COR1-GB.2103 Strategy I, COR1-GB.2104 Strategy II (PT); COR1-GB.2301 Strategy (FT)
Specializations: Management; Strategy

The 2003 best seller “Moneyball: The Art of Winning an Unfair Game” by Michael Lewis documents how the Oakland As outperformed others in Major League Baseball with limited resources by thinking differently. Its lesson goes beyond the game of baseball, as accelerating economic, technological, social, and environmental changes challenge managers to think outside of the box. This course trains managers to improve their strategic thinking in several important contexts: 1) When competitive supremacy is determined by platforms wars; 2) when there are significant increasing returns; 3) when uncertainty necessitates learning and adaption; 4) when competition and cooperation coexists; 5) when competitive outcomes are subject to randomness. Students will play out a variety of strategic decision scenarios based on real life. They can see the immediate consequences of their decisions and learn what it is truly like to juggle competing priorities amidst a constant influx of information.


Operations

Operations Management - OPS IN NYC
COR1-GB.2314.23 (3.0 Credits)
Prof. Harry Chernoff and Prof. Kristen Sosulski
Wednesdays 1:30-4:20pm

Operations Management is the design and management of processes that transform inputs into finished goods or services. OPS IN NYC is a spring-only section (23) of the course that explores, observes, and analyzes the operations of real firms in context. The classroom for the course is NYC and its environs.

Throughout the course, academic explorations include the following:

  • view the firm’s operations from a technological dimension;
  • uncover how firms produce quality outputs at a competitive cost structure;
  • focus on the "physics" of materials, work and information flows;
  • analyze the design and management of a firm's processes;
  • andexamine the firm’s ability to compete on quality, variety and speed.

In OPS IN NYC, operations practices are experienced through site visits around the themes of food, fashion, finance, real estate, and transportation. The site visits focus on operational topics including process design and analysis, waiting lines, scheduling, inventory, quality, supply chain, operational risk, project management, simulation and optimization techniques in an urban context.


Marketing

Luxury Launch
MKTG-GB.2136.30 (1.5 Credits)
Prof. Thomai Serdari
Tuesdays, 6:00-9:00pm (3/31 - 5/5)
Prerequisite: COR1-GB.2310 Marketing
Corequisite: MKTG-GB.2126 Luxury Marketing
Specializations: Marketing; Luxury Marketing

This course is designed for those who want to launch products, brands/businesses in the luxury segment of the market. It covers various aspects of launching a business and specifically the building blocks of a business model tailored to the luxury space. Students must have taken the luxury specialization core course and begin the course with a concrete business idea. This will evolve into a concrete business plan by the end of the course. For those interested in a corporate career, this course will help them understand how today’s luxury brands renew themselves by acquiring younger start-ups in the space (examples: Tiffany’s, Cartier, Kering etc.) This course will prepare students for an entrepreneurial track or a position in acquisition of young brands. Core ideas: Help creative entrepreneurs at Stern develop a successful business plan, and prepare Stern students for business strategy positions within established luxury brands.

Technology Product Management
MKTG-GB.2191 (1.5 Credits)
Prof. Andrew Breen
Wednesdays, 6:00-9:00pm (2/11 - 3/25)
Prerequisites: COR1-GB.2310 Marketing
Specializations: Marketing; Entertainment, Media & Technology

This course is designed to provide a framework for understanding product management for technology products within a range of organizations large and small. Students will learn: what a product manager is and is not in an organization; how to operate as one within various types of legacy and modern organizations where tech is either their business or fundamental to its business; tools and techniques used by successful product managers to synthesize all input and create a prioritized plan backed by objective evidence; qualitative and quantitative techniques to validate ideas; how to rationalize product ideas against business goals; strategies for convincing key stakeholders; how to build a product case and business model; how to define Key Performance Indicators (KPI) and techniques for measuring over time; how to drive a team on an iterative path toward a solution.


Spring 2015 By-Permission Only Courses

Business and Society

Cuba: Sanctions, Reform, Opportunities
BSPA-GB.2113.0A (1.5 Credits)
Prof. Robert Roach
Alternative Schedule
See syllabus for application

Cuba is one of the United States’ closest foreign neighbors, but for many in the U.S. Cuba remains shrouded in mystery because of long standing U.S. economic sanctions and travel restrictions. The purpose of this course is to provide Stern MBA students with a realistic and personal appreciation of the challenges of doing business in Cuba as well as potential opportunities arising from ongoing Cuban economic and political reform and changing U.S. – Cuban relations. The course seeks to maximize the learning experience of participating Stern MBA students by offering academically challenging course content in realistic Cuban context. The program will include lectures by Cuban professors, field trips and talks by Cuban economists, subject matter experts, industry leaders and political officials.


Finance

Managing Investment Funds
FINC-GB.3320.20 (3.0 Credits)
Prof. Anthony Marciano
Tuesdays & Thursdays 12:00-1:20pm
See website for application

Managing Investment Funds is a capstone course that requires students to draw on their knowledge of finance as well as macroeconomics, accounting, competitive analysis, strategy, marketing and other fields to manage a $1.5 million endowment fund held by New York University. In addition to honing their analytical skills, by organizing all activities related to institutional asset management, students gain experience in financial writing and oral presentations, advancing financial decisions in a group setting, and handling all of the governance and fiduciary responsibilities of a university endowment fund. The central mission of this course is for students to learn through having practical, hands on investment management experience. Because of the time requirements in formulating an investment strategy, screening and reviewing prospective stocks, updating the status and performance of existing positions, and all of the ancillary duties connected with the operation of a real, live portfolio, the experiential or hands-on component consumes the bulk of class time. However, a related mission is for students to acquire knowledge about institutional funds management and current industry practices and trends. This more traditional learning experience comes through readings and presentations from industry professionals. The endowment funds under management operate as the Michael Price Student Investment Fund (MPSIF). The Fund began in early 2000 thanks to a generous gift from Michael F. Price.


Interarea

Social Problem-Based Entr
INTA-GB.3337.30 (3.0 Credits)
Prof. Hans Taparia
Wednesday 6:00-9:00pm
See syllabus for application

This course is designed to put the idea of teaching social entrepreneurship to its ultimate test—with the objective of incubating a series of social ventures through the course of a semester. Early in the class, teams of three to four students each will be formed. Each team will consist of students of multi-disciplinary backgrounds, as the class will be open to students from a variety of schools (e.g. School of Medicine, Tisch School of Arts, School of Law, School of Business, Wagner, Steinhardt etc.) This way, the start-up teams will be able to work through problems from a creative, technical as well as business point of view more effectively than if they were all from the same background.


Management

Consulting Practice: Process and Problem Solving (in conjunction with the Stern Consulting Corps Program)
MGMT-GB.3105.20 (1.5 Credits)
Prof. Sonia Marciano
Wednesday 9:00-11:50am
See website for application

Graduate management students and the organizations that hire them are increasingly demanding that management education be directly applicable to real-world needs. The 'Consulting Practice' course in conjunction with the Stern Consulting Corps (SCC) is a hands-on experiential learning opportunity that will allow students to work in teams to tackle a business issue or opportunity for a client while applying in real time the key steps of the consulting process they are learning in the classroom. Because the projects are interdisciplinary, this course enables students to fuse theory with practice and allows them to gain hands on experience.


Marketing

Commerce & Craft of Cinema
MKTG-GB.2313.0A (3.0 Credits)
Prof. Alvin Lieberman
Alternative Schedule
See syllabus for application

The Stern School of Business, EMT Program, is offering a master class in Global Cinema to be taught at the Cannes Film Festival. This will take place primarily in Cannes, France from May 16 to May 23, 2009 (dates to be determined each year) with three lectures at Stern before the Festival. These lectures will provide preparation for the intensity of the Festival, framework and analysis of the global market, the goals of the producers and attendees at the festivals, the understanding needed to maximize the learning during the intensive week in Cannes, and the development of teams for four important academic assignments which will further prepare the students. There will be at least one set of team presentations in NYC.


Operations

Operations in Panama
OPMG-GB.2312.0A (3.0 Credits)
Prof. Harry Chernoff and Prof. Kristen Sosulski
Alternative Schedule
See syllabus for application

The objective of the Consulting Approach Class will be to learn how to solve a complex problem/case from problem definition to final client presentation. Emphasis will be on tools as well as real life situations / war stories. Students will work in groups, but will use blogs and other tools to interact with each other and professor. Students should walk out confident of their problem solving abilities, whether they work as consultants or use the techniques in other careers.


Fall 2014 Course Announcements

Accounting

Credit Ratings & Analysis of Structured Securities
ACCT-GB.3108 (1.5 Credits)
Prof. Mark Adelson & Prof. Neri Bukspann
Thursdays 6-9pm
Prerequisite: COR1-GB.1306 Financial Accounting & Reporting
Specializations: Accounting; Financial Instruments

The course examines credit ratings systems and methodologies used by both rating agencies and financial institutions. It will provide a comprehensive overview of the methodologies used for analyzing the creditworthiness of corporate obligations, government and municipal obligations, and structured finance securities. It also address the purpose and use of credit ratings, including the impact of ratings on market access and on a firm’s cost of capital. It will explore the regulatory environment as it applies to credit ratings and examine the rating agencies’ “issuer-pay” business model as well as possible alternatives. The course is designed to cover a range of content that would be pertinent to future financial managers as well as to analysts. It is intended for who wish to pursue careers in investment banking, corporate finance, fixed-income investment management, mergers and acquisitions, or the credit rating industry. The course will include class presentations, assigned readings, and analysis of case studies drawn from various practices and issuers, and class discussions. It will include also presentations of guest practitioners.


Information Systems

Data Visualization
INFO-GB.3306.10 (3.0 Credits)
Prof. Sosulski
Specializations: Business Analytics
Format: See syllabus for details of the blended format which includes in-class and online participation

This course is an introduction to the principles and techniques for data visualization. Visualizations are graphical depictions of data that can improve comprehension, communication, and decision making. In this course, students will learn visual representation methods and techniques that increase the understanding of complex data and models. Emphasis will be placed on the identification of patterns, trends and differences from data sets across categories, space, and time. Throughout the course, several questions will drive the design of data visualizations some of which include: Who’s the audience? What’s the data? What’s the Task? This is a hand-on course. Students will use several tools to refine their data and create visualizations.


Economics

China Business, Society, and Foreign Relations
ECON-GB.2123 (1.5 Credits)
Prof. Joseph Foudy
Tuesdays, 6:00-9:00pm
Specializations: Economics

This course analyzes the challenges Chinese business and society face, the nature of doing business in China today and the simultaneous challenges of foreign market entry into China and Chinese market entry abroad. How is the Chinese market evolving? How does the Chinese government influence domestic business and expansion abroad? What are the de jure vs. de facto differences in Chinese law? How does the political environment inside China impact foreign firms? How should businesses deal with potential flashpoints with the U.S. – whether on trade, foreign direct investment, varying business norms and practices, intellectual property violations, or security concerns – in the relationship between the two largest economies in the world.

Money, Banking, and Modern Capitalism
ECON-GB.3345 (3.0 Credits)
Prof. Mervyn King
Mondays, 6:00-9:00pm
Specializations: Economics; Law & Business

The recent financial crisis showed that although a market economy is the most efficient means yet devised to raise living standards, our system of money and banking is its Achilles heel. Why is that? In this seminar we explore the fundamental nature of money and banking and its evolution over time, the challenges posed by ‘radical’ uncertainty about the future for macroeconomic theory and policy, the role of central banks, the international dimension to money, and some of the recent and not-so-recent proposals for reform of the system. Over twelve sessions we will discuss in detail the nature of money, the functions of banking, new ideas about uncertainty, challenges to macroeconomics and the weaknesses of both Keynesian and neoclassical models of aggregate demand, the role of central banks, proposals for reform of the structure of banks, and ideas for how to deal with secular stagnation in the world economy.


Finance

The Law and Business of Bitcoin
FINC-GB.2134 (1.5 Credits)
Prof. David Yermack & Prof. Geoffrey Miller
Tuesdays, 2:00-3:50pm
Specializations: Finance; Law & Business

This course explores economic, financial and legal aspects of Bitcoin and other alternative payment mechanisms. Topics include the origins of Bitcoin, its relationship to a world dominated by fiat currencies, execution of transactions in Bitcoin, how well Bitcoin satisfies the basic functions of money, risks inherent for consumers and businesses who use Bitcoin, the legal and regulatory aspects of Bitcoin, among other topics.


Management

The Business of Sustainability
MGMT-GB.2178 (1.5 Credits)
Prof. Daniel Katz
Mondays, 6:00-9:00pm
Specializations: Management

This introductory course will examine the external pressures that companies are facing to make better products, and how they are responding. We will explore the myriad ways that companies have examined, implemented and tested sustainability practices, from individual products to corporate‚Äźwide behavior. We will also take a deeper dive into specific businesses, both large and small, to explore patterns and progress. While this course will focus on the business of sustainability, it will also examine the role of producers, consumers, policy makers, activists and others. On several occasions leaders in the field will join the class as guest speakers. The objective of this course is to expose and prepare students to live and work in a world where understanding and implementing sustainability will be included as a basic cost of doing business. Students will finish the semester with a fluency in the terminology, learn to better know sustainability when they see it, and own the basic intellectual tools to implement their own sustainability measures and practices. Students will develop a more critical way to think about sustainability, the skills and tools for assessing and enhancing sustainability practices, and how to manage the tricky relationships between business and key stakeholders.

GLOBALIZATION:CROSS-FUNCTION
MGMT-GB.2185 (3.0 Credits)
Prof. Pankaj Ghemawat
Thursdays, 9:00-11:50am
Specializations: Management, Strategy & Global Business

Globalization: A Cross-Functional Perspective (GLOFUN) is meant to focus on and facilitate exploration of the implications of globalization for business functions. The differences that arise at national borders are still very large in their effects. Yet there is a tendency even among people with significant international experience to overestimate similarities and underestimate differences. This induces some predictable biases that must be recognized to be countered, on the basis of a concentrated effort since it usually isn't sufficient just to point out that different countries are different. An overarching emphasis on differences is what is helpful in this regard, even though both differences and similarities are important, of course. Those are empirical arguments for focusing on differences. There is also the conceptual point that fundamental differences across countries are essential for global thinking to have content qualitatively different from single-country thinking. Otherwise, the world could simply be thought of as one giant country! And it is worth adding that to focus on differences isn't purely negative: cross-country differences can be powerful sources of value creation (through arbitrage) rather than just constraints to be adapted to or overcome. Sessions 3-6 will focus on exploring the implications of the difference-driven perspective on globalization presented in Sessions 1 and 2 for four functional areas of business: tentatively, marketing, supply chains, finance and human resources. This list of functions may be modified between now and the actual offering of the course, but will not be changed to include strategy. (This is to avoid overlap with the global strategy elective.)


Marketing

Consultative Sales Plan Development
MKTG-GB.2138 (1.5 Credits)
Prof. Jeffrey Krawitz
Mondays, 6:00-9:00pm
Prerequisites COR1-GB.2310 Marketing and MKTG-GB.2178 Consultative Selling
Specializations: Marketing

Consultative Selling (prerequisite) examines the consultative selling process and key personal skills within it: relationship building, questioning, platforming, listening, persuasion, and sales negotiations. Developing a Sales Plan builds on this by showing how to develop a detailed consultative sales plan designed to penetrate a significant target account. There are two main tools you will learn: - Mapping Process is an approach to thoroughly analyzing a situation and how it is influenced. We will look at three applications: Customer Mapping (overarching strategic perspective), Power Mapping (decision-making processes), and Influence Mapping (tactical implementation) - Consultative Selling Plan is a detailed plan on how to assess, initialize, penetrate, and partner with a specific target customer The goal of Developing a Sales Plan is to provide you with the knowledge and skills that you will need to win, maintain, and optimize penetration of clients. While Entrepreneurial Selling looks mostly at selling skills, Developing a Sales Plan teaches you to keenly focus your selling efforts for optimum efficacy. The heart of the class is a course-long project to develop a consultative sales plan. Working in small teams, you will build a detailed sales plan using a consultative, value-based approached to penetrating the customer. The first half of each class is a discussion on a Mapping Process and/or a portion of the sales plan the second half is team time to apply those concepts to your project. Each semester, the class will offer project cases from one or two different verticals: one will be financial services, and the other will vary from course to course possibly including: new/high tech products channel/retail start ups and more. For Spring 2014, we will offer: Financial Services.


Business & Society Program Area

Law and Business of Regulation
BSPA-GB.2128.01 (1.5 Credits)
Prof. Michael Levine
Wednesdays, 4:00-5:50pm
Specializations: Law & Business

Lawyers are frequently called upon to help clients understand and influence the way the government uses its regulatory powers. Using both the public choice and public interest theories of government regulation and/or intervention, we will ask where it comes from, how it operates and how to and who influences it. We will ask what motivates legislators and regulators, what you have to know to effectively influence regulation and whether and how recent experience and theory should make us revise earlier views. The course will focus on particular industries and incidents for its examples,but the lessons to be drawn will be relevant across industries. Students will write a paper analyzing some aspect or instance of initiating, modifying or blocking an agency or Congressional regulatory intervention. Substantial writing credit will available by prearrangement with the instructor; that will require an approved topic, outline and first draft, as well as the final paper.


Fall 2014 By-Permission Only Courses

Finance

Managing Investment Funds
FINC-GB.3320 (3.0 Credits)
Prof. Richard Levich
Tuesdays & Thursdays, 12:00-1:20pm
By-Application; see website for details

Managing Investment Funds is a capstone course that requires students to draw on their knowledge of finance as well as macroeconomics, accounting, competitive analysis, strategy, marketing and other fields to manage a $1.5 million endowment fund held by New York University. In addition to honing their analytical skills, by organizing all activities related to institutional asset management, students gain experience in financial writing and oral presentations, advancing financial decisions in a group setting, and handling all of the governance and fiduciary responsibilities of a university endowment fund. The central mission of this course is for students to learn through having practical, hands on investment management experience. Because of the time requirements in formulating an investment strategy, screening and reviewing prospective stocks, updating the status and performance of existing positions, and all of the ancillary duties connected with the operation of a real, live portfolio, the experiential or hands-on component consumes the bulk of class time. However, a related mission is for students to acquire knowledge about institutional funds management and current industry practices and trends. This more traditional learning experience comes through readings and presentations from industry professionals. The endowment funds under management operate as the Michael Price Student Investment Fund (MPSIF). The Fund began in early 2000 thanks to a generous gift from Michael F. Price.


Management

International Social Impact Strategy
MGMT-GB.2366 (3.0 Credits)
Prof. Jill Kickul
Special Arrangement Schedule
By-Application; see syllabus for details

The International Social Impact Strategies course is designed to help students gain actionable insights into the nexus between economic and social value creation in an international context. Specifically, the purpose of ISIS is to provide students with hands-on exposure to the entrepreneurial pursuit of social impact in a developing economy. As a result of this course, students will gain: § Increased ability to recognize and critically assess various forms of social enterprise and base-of-the-pyramid strategies as tools of poverty alleviation, economic development, and social transformation; § Greater understanding of the challenges of growing and sustaining a social enterprise, as well as special insights into enterprise development in a developing economy; § Improved consulting skills, including project planning, issue analysis, formulation of strategic and tactical recommendations, and client relationship management. While exploring these developing countries first hand, students will learn about local history, culture, economy, politics, social change, sustainable development, and entrepreneurship. By participating in the course, students will be better able to adapt and apply business skills and academic disciplines in the social sector, and will have increased skills for effective and thoughtful leadership in business and society throughout their careers.


Consulting Practice: Process and Problem Solving (in conjunction with the Stern Consulting Corps)
MGMT-GB.3105.10 (1.5 Credits)
Prof. Sonia Marciano
Tuesdays, 6:00-9:00pm, 11/4-12/6
See Office of Student Engagement website for information and application

Graduate management students and the organizations that hire them are increasingly demanding that management education be directly applicable to real-world needs. The 'Consulting Practice' course in conjunction with the Stern Consulting Corps (SCC) is a hands-on experiential learning opportunity that will allow students to work in teams to tackle a business issue or opportunity for a client while applying in real time the key steps of the consulting process they are learning in the classroom. Because the projects are interdisciplinary, this course enables students to fuse theory with practice and allows them to gain hands on experience.


Operations

Operations in Entertainment: Las Vegas
OPMG-GB.2313 (3.0 Credits)
Prof. Harry Chernoff
Special Arrangement Schedule
By-Application; see syllabus for details

When we think of entertainment, perhaps the most popular location that comes to mind is Las Vegas. Behind the glitter and excitement in Las Vegas are industries dedicated to supplying entertainment to customers. Operations address the supply side of business, including how products are produced and how services are supplied. This course goes behind the scenes in Las Vegas to observe and analyze the operations involved in performing this supply function. This course presents an opportunity to observe and study the entertainment industry including strategy formation and decision-making that are quite unique. The entertainment comes in various forms. The underlying driver is certainly gaming, but the industries surrounding the various forms of gambling have become major profit centers separate from the millions made on the casino floors. During a one-week visit to Las Vegas, students will observe and study some of the major operating industries that comprise the broad scope of entertainment in this city. Although the Operations Management models, techniques and strategies in this field are applicable anywhere, Las Vegas is the epicenter of the industry.


Business & Society Program Area

Sustainable Entrepreneurship in Sustainable Food Business
BSPA-GB.2306 (3.0 Credits)
Prof. Hans Taparia
Thursdays 6:45-8:25pm
By-Application; see syllabus for details

This course sees the free market as an opportunity to drive change in the food supply chain, leading to better public health outcomes, and even to serve as a catalyst for policy. As Gary Hirshberg, the founder of Stonyfield, states, “we exercise our vote with how we shop.” This course will make the case that the market for food is still highly inefficient, often monopolistic at times, and that choice is still limited and hard to fulfill—all this against a backdrop where consumer demand for healthier food options is growing dramatically. This is not to suggest that by simply offering healthier food options, consumers will choose them. Several recent studies have shown that this does not automatically happen [8]. After all, food choices are based on a variety of factors including taste preferences, cost effectiveness, ease of availability and brand image and messaging. This is where social entrepreneurs can play a pivotal role. Through a mix of passion, persistence, vision, innovation and marketing savvy, social entrepreneurs can develop and market desirable products and services that capitalize on this need-gap. They can create new choices, serve as economic engines and drive positive public health outcomes all at the same time.