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PHD
Program
Department
of Management
New York University
Stern School of Business
Tisch Hall, Suite 7-20
40 West Fourth Street
New York, NY 10012-1118
(212) 998-0200
(212) 995-4235 (fax)
emcardle@stern.nyu.edu
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Core Courses
Managing Organizations
B01.1302
3 credits
The course is divided into two major components: organization theory and
organization behavior. The first component is macro in nature and focuses
on organizational level problems such as how an organization should be
designed (e.g., centralized or decentralized), what strategy it should
follow (e.g., integrated or diversified), and how the conflict and politics
endemic to organizational life can be managed. The second is primarily
micro in nature and focuses on individual and group-level problems such
as how to evaluate and reward employees, design jobs that motivate people,
and supervise employees. Micro is concerned with individual and group
effectiveness. Macro is concerned with overall organizational performance.
This course introduces you to some of the central topics in management
theory, research, and practice-both micro and macro-as well as how they
can be applied. It provides you with a better basis for understanding
and evaluating organizations and their managements. Such knowledge is
equally relevant for those who aspire to positions outside as well as
inside management.
For example, in finance, investment bankers, financial analysts, lenders,
and others require a sophisticated knowledge of organizations and their
managements in order to make wise decisions within their respective responsibilities.
Furthermore, financial service organizations, as anyone who reads the
current business press must realize, face severe management problems of
their own.
Strategy I
B01.2103
1.5 credits
Langone students only.
This course provides students with the concepts and tools required to devise
business strategies to gain competitive advantage at the product market
level. It also shows how to apply the rules of competitive advantage to
a range of economic markets in the United States and globally, where the
business environment is increasingly turbulent. The course explains how
to formulate a business strategy; how to analyze competitive markets; and
how to define each firm’s strategic situation. Focuses on how to create
superior value for customers and capture enough value to create increasing
profit for your firm. Students learn how successful firms develop superior
resources (products, operations, human competencies, organizational teams,
procurement, technology, finances, and business alliances) to gain and sustain
competitive advantage in a dynamic economic environment.
Strategy II
B01.2104
Prerequisite: B01.2103
1.5 credits
Langone students only.
In this course, students learn how to develop skills needed to manage
the multibusiness enterprise for the creation of corporate advantage.
To create value through corporate strategy, managers must command a number
of critical competencies. They must be able to create a vision that targets
multiple-businesses’ objectives, including achieving sustainable corporate
growth in profits. This course requires integrating skills at developing
and deploying corporate resources and capabilities; to apply analytical
tools and perspectives to changing industries and multibusiness markets;
and to design organizational structures, systems, and processes that achieve
short-term and long-term corporate strength and profit growth. Students
learn how to manage the interpersonal dynamics of strategy decision making
and how to communicate effectively their visions and strategies to internal
and external stakeholders of the corporation. A considerable part of corporate
strategy today focuses on managing merger integration, alliances, internal
growth, and global networks, which involves increasing “cooptition,” or
creating various combinations of both multiple business collaborations
to expand new markets, and yet pursue simultaneous competitive goals to
ensure the survival and growth of the firm.
Strategy
B01.2301
3 credits
Full-time students only
This course studies two related issues. The first is how to gain advantage
against competitors in the complex and dynamic global marketplace. Core
business strategy themes include how to analyze the business environment,
assess resources and capabilities, and choose competitive strategies.
The second issue is how to create corporate value through configuring
and coordinating multibusiness activities. Core corporate strategy themes
include analyzing scale and scope, evaluating corporate competencies,
managing the multibusiness corporation, and choosing corporate strategies.
Electives
Collaboration, Conflict and Negotiation
B65.2159
Prerequisite: B01.1301
1.5 credits
Successful managers know how to collaborate with other people effectively,
and to resolve conflicts constructively. The goal of this course is to
teach students the fundamentals of managing collaboration and conflict
in one-on-one and small group settings. Our objective is to enhance students’
interpersonal skills at their jobs. Drawing from the latest findings in
managerial psychology, we cover the fundamentals of effective negotiation,
communication and persuasion. Special topics include: getting buy-in,
coping with resistance, and building coalitions.
Advanced Topics in Negotiations
B65.2160
Prerequisite: B65.2159
1.5 credits
Advanced topics are presented to illustrate specialized concepts in
managerial negotiations and decision making, such as negotiating cross-culturally,
making effective group decisions, negotiating mergers and acquisitions,
managing business integration teams. Topics vary from semester to semester;
check registration packets and departmental bulletin boards for current
offerings. Students may elect this course only once in their degree program.
Managing Change
B65.2353
Prerequisite: B0l.1302
3 credits
Contemporary business environments contain challenges that demand
an increasing pace, volume, and complexity of organizational changes.
Most organizations, whether they are entrepreneurial start-ups or long
established Fortune 500 firms, find that they must change or wither. This
course is geared toward deepening students’ understanding of the challenges,
the techniques, and the burdens associated with initiating and implementing
major change in an organization. The objective is to prepare managers,
or their consultants and advisers, to meet the challenges of organizational
change successfully. As such, the course is especially useful for students
who plan careers in management consulting, general management (whether
in line or staff positions), and entrepreneurship or corporate venturing.
Advanced Strategic Analysis
B65.3328
Prerequisites: B01.1302, B01.1303, B01.2301 (or B01.2103 and B01.2104)
3 credits
Globalization and the quickening pace of technological demographic
and political changes have produced major shifts in the way firms compete.
It is harder to prosper in this new more turbulent business environment
marked by complex competitive battles and alliances across many national
borders. It is more difficult to spot clear sustainable competitive advantages
amid today’s digital revolution which is causing the convergence a number
of industries into each other’s traditional turf. Companies need to be
run by managers who possess finely tuned skills in competitive market
dynamics and advanced strategy techniques. This course explains major
new strategy concepts and analytics plus how to quantify the sources of
competitive advantage. It focuses on each student’s skills development.
Students work in teams and alone to practice each skill by comparing and
contrasting vital strategies exploited by competing firms in different
industries. It explores the essential role of leadership in spearheading
strategic change in organizational structure, culture, and direction,
as key sources of sustainable competitive advantage. The course evaluates
choices in competitive options that create economic value and preempt
competitors responses.
Power and Politics in Organizations
B65.3366
Prerequisite: B0l.1302
3 credits
This course considers the way political processes and power structures
influence decisions and choices made within and by organizations. It analyzes
the sources, distribution, and. use of influence in relation to resource
allocation, organizational change and performance, management succession,
procedural justice, policy formulation, and social movements within organizations.
It develops skills in diagnosing and using power and politics in organizational
settings. A basic assumption underlying the course is that managers need
well-developed skills in acquiring and exercising power to be effective.
The course is designed to (1) improve students’ capacity to diagnose organizational
issues in terms of their political dimensions and (2) enhance their effectiveness
in their jobs and careers as a result of that improved capacity.
Managing High Performing Teams
B65.2351
Prerequisite: B0l.1302
3 credits
This course is aimed at improving students’ ability to develop and
manage high-performing teams through effective design and development.
Topics include characteristics of high-performing teams; managing team
composition; monitoring stages of team growth; developing strategies for
effective group decision making; developing a team-focused organizational
culture; managing cross-boundary collaboration; managing cooperation and
conflict within and across teams; team leadership; and evaluating and
rewarding team performance. The course also addresses how organizations
can foster innovation, strategic decision making, and cross-functional
synergies through the use of teams. It emphasizes both theory and application/skill-building,
using a variety of teaching methods.
Multinational Business Management
B65.2340
Prerequisite: B0l.1302
3 credits
This course provides an understanding of the cultural, political,
competitive, technological, legal, and ethical environment in which multinational
firms operate. It surveys a range of tools and techniques of environmental
analysis for use in assessing foreign and global conditions, opportunities,
and threats. It then focuses on multinational corporate strategy, organization,
and management. The course examines building of strategic capabilities,
collaborating across boundaries, developing coordination and control,
and managing activities and tasks, as well as challenges of worldwide
functional management, geographic subsidiary management, and top-level
headquarters management. This course must be taken by all students comajoring
in international business.
Foundations of Entrepreneurship
B65.3335
Prerequisites: B01.1302, B01.1303, B01.2301 (or B01.2103 and B01.2104).
3 credits
This course offers a framework for understanding the entrepreneurial
process and exposes the student to most problems and issues faced by entrepreneurs
who start new businesses. Case study is the principal teaching method,
supplemented by lectures, a business planning exercise, and guest speakers.
Major objectives are for students to learn how to identify and evaluate
market Opportunities; develop a business concept and marketing plan; assess
and obtain the required resources; and manage the growth of a new venture.
This course can count as a marketing elective and fulfill part of the
requirements of the marketing major. However, it can only be counted as
either a marketing elective or a management elective, but not both.
Managing the Growing Company
B65.2327
Prerequisites: B65.3335
3 credits
This course exposes students to the unique challenges of managing
the growth of small businesses. It is designed for students who are interested
in understanding the opportunities and problems involved in the start-up,
management, or operation of their own business. In addition, the course
is also designed for students who are considering employment in a smaller
firm. The differences between small firms’ and large organizations’ management
needs, practices, and financial resources are examined.
Developing Managerial Skills
B65.3321
Prerequisite: B0l.1302
3 credits
Many companies bestow a management title on key talent and expect
appropriate behavior to follow. That is not the most effective way to
develop future business leaders. Increasing self-awareness and being open
to feedback are important first steps in leading today’s business for
tomorrow’s results. This course focuses primarily on the practical aspects
of managing. While based on solid research, it stresses a hands-on approach
to improving students’ management skills. Each session focuses on (a)
developing personal skills: self-awareness, managing stress, solving problems,
and creativity; (b) interpersonal skills: coaching; counseling; supportive
communication; gaining power and influence; motivating self and others;
and managing conflict; and (c) group skills: empowering and delegating
and building effective teams. Class sessions also give students an opportunity
to assess, learn, analyze, practice, and “apply” the above skills to their
own work situation so that they can turn good ideas into accepted practice.
Students learn not just about management skills but also how to apply
those skills to get results.
Game Theory and Business Strategy
B65.3323
Prerequisites: B01.1302, B01.1303, B01.2301 (or B01.2103 and B01.2104)
3 credits
Game theory studies competitive and cooperative behavior in strategic
environments, where the fortunes of several players are intertwined. It
provides methods for identifying optimal strategies and predicting the
outcome of strategic interactions. The field of game theory began around
1900 when mathematicians began asking whether there were optimal strategies
for parlor games such as chess and poker, and, if so, what these strategies
might look like. The first comprehensive formulation of the subject came
in 1944 with the publication of the book Theory of Games and Economic
Behavior by famous mathematician John von Neumann and eminent economist
Oskar Morgenstern. As its title indicates, this book also marked the beginning
of the application of game theory to economics. Since then, game theory
has been applied to many other fields, including political science, military
strategy, law, computer science, and biology, among other areas. In 1994
three pioneers in game theory were awarded a Nobel Prize, marking the
‘arrival’ of the field. Among the other applications, game theory today
is finding its way into the world of business. (Pick up a business magazine
or book and there is a good chance that it will use some game-theory jargon,
such as zero-sum game, Prisoner’s Dilemma, win-win game, etc.) As well
as learning the underlying theory in the course, we’ll be looking at how
game theory can indeed be applied to business.
Analysis of Organizations
B65.2370
Prerequisite: B0l.1302
3 credits
This course develops student skills at diagnosing organizations and
developing prescriptions to improve their effectiveness. It is appropriate
for those interested in organizational performance from a managerial or
external perspective (e.g., management consultants, investment bankers,,
and financial analysts). It examines organizations’ attempts to adapt
as open systems in competitive environment. We consider the major factors
influencing organization design, e.g., strategy, environment, and technology.
Then we analyze the major internal processes affecting organizational
performance, e.g., control systems, politics, and conflict. Then we probe
how organizations can improve their ability to adapt in increasingly dynamic
environments. The course includes domestic and international examples.
The main learning methods are case analyses and a study of the organizations
of the central competitors in an industry or industries that the class
chooses. Particular emphasis is placed on organizational-level problems
facing senior management.
Managing in the Performing Arts
B65.2121
Prerequisite: B0l.1302
3 credits
This course covers such subjects as the underlying economic and financial
issues associated with arts management, organizational governance, fund
raising, negotiations in a highly unionized environment and with independent
artists, planning and producing a season, marketing, operating a performing
arts organization, and developing and nurturing new talent. A feature
of the course will be the participation of experts from the Metropolitan
Opera and other arts organization at each session. Joseph Volpe, General
Manager of the Metropolitan Opera, will teach the course.
Technology Innovation and New Product Development
B60.3356
Prerequisite: B01.1302
3 credits
Technological Innovation and new product development (NPD) are critically
important to the creation of business opportunities and sustenance of
wealth. This course offers perspectives and frameworks that seek to understand
technological innovation and NPD at different levels of analysis, including
the firm, industry, and national levels. It addresses issues pertaining
to the discovery, development, and diffusion of technological advances.
For example, we attempt to understand the innovation process in both start-up
and established firms, and when established firms have an easier (or more
difficult) time bringing a new product to market and appropriating profits
from it. We also provide frameworks for assessing new technological and
business opportunities. Students are expected to analyze and evaluate
technological opportunities using the frameworks and techniques presented
in the course. Most students who take the course have career interests
in consulting (operations or management), general management, entrepreneurship,
technology/new media, or marketing, but students from all disciplines
are all welcome.
Models of Corporate Social Responsibility
B65.3101
Prerequisite: B01.1302
1.5 Credits
Corporations today are making efforts to recognize their social responsibilities
to stakeholders as well as their fiduciary responsibilities to shareholders.
Indeed, the practice of social responsibility has become a key strategic
variable for corporations in dealing with consumers, local communities,
activist organizations, and other political entities. The long term strategic
management of corporate and brand franchises now mandates some affirmative
policy on social responsibility. This is especially true in today’s global
business environment, where brands and companies often span economically
and politically disparate communities and nations. This course introduces
models of corporate social responsibility, through the analysis of readings
and cases, supplemented by visitors from corporations that are following
best practices. Each session of the course will focus on an issue, such
as protection of the environment, or international labor rights, or the
marketing of addictive products, as well as on one or several corporations.
The professors will lead the class inquiry into the issue, based upon
readings and cases. For most sessions, a visitor from industry will brief
students on corporate practices with regard to the session issue, and
participate in the discussion.
Corporate Governance
B65. 2176
Pre-requisite: B02.3101
1.5 Points
Corporate Governance is an integrative MBA course, designed to be taken
after the student has completed all other courses in the core, including
Professional Responsibility B02.3101. The purpose of this course is to
introduce the student to the basic concepts, tasks, and responsibilities
of governing the corporation at the level of the board of directors, with
particular emphasis on integrity, process, compliance, and strategy. Given
the number and scale of recent board-related scandals, this course will
also examine the factors in board form and function that lead to failures
in corporate governance. Students will learn primarily through the analysis
of actual cases, and the class sessions will be discussion-based with
some lecture. Several visitors from industry will be brought to class
to share their perspectives and experience at appropriate times in the
term. Modules of the course will be designed to address specific governance
issues, such as board composition and independence, the nomination process,
audit and compensation committees and their functions, proxy processes
and shareholder resolutions, tenders and takeovers, and legal compliance.
Corporate Venturing
B65.2130
Prerequisite: B65.3335
1.5 credits
Managers in large mature corporations have become increasingly aware
of the important role of entrepreneurship in responding to the competitive
challenges of a fast-changing marketplace. This process of entrepreneurship,
referred to as “corporate venturing,” is one that generates and exploits
new technologies, products, or businesses under the organizational umbrella
of an established firm. This course seeks to provide an understanding
of this process and the knowledge and skills that are required to manage
organizations so that innovations and new businesses are generated and
growth is sustained. The course should be of interest to those who wish
to work as a member of a corporate venture team, as the general manager
of a corporate venture, or as a member of senior management overseeing
the venture within the corporation.
Social Entrepreneurship
B65.2128
Prerequisite: B65.3335 or permission of the instructor
1.5 credits
This course introduces students to the burgeoning field of social entrepreneurship,
which is defined as the process of creating new independent or corporate
ventures that pursue the dual primary missions of social benefit and financial
return on investment. These nonprofit and for profit ventures have a social
mission and aim to be financially self-sufficient or are profit driven.
The course will draw on historical and contemporary models to explore
the unique range of issues and challenges facing the new social venture.
The course teaches students to focus on solutions to societal problems
and to evaluate the market opportunities for social venture creation.
We-will also explore the social capital markets and the trade off between
social and financial returns, and discuss issues related to acquiring
needed resources. Finally, the course will examine the unique management
and marketing strategies for the growing social venture.
The course will be open to all students who have completed or are concurrently
taking the Foundations of Entrepreneurship course or those with prior
permission from the professor based on a demonstrated interest in social
venture creation. The principal teaching methods include class discussions,
case studies, guest lecturers, and a business planning exercise. The course
will be taught by Bill Shore. Mr. Shore is a leading authority and author
in the field of social entrepreneurship. He is the founder and CEO of
Share Our Strength, the nation’s leading anti-hunger and anti-poverty
nonprofit organization.
Special Topics
Women In Business Leadership
B65.2300
Prerequisite: B0l.1302
3 credits This course explores the issues of women in management with
a focus on the barriers and success factors that enable women to achieve
their maximum potential as business leaders. Also explored will be the
strategies that organizations can undertake to develop a more diverse
and creative pool of leadership talent. It will analyze the historical,
ethical and legal implications inherent in the exclusion of women from
power positions, review empirical and anecdotal data involving women in
corporate leadership and use "real life" experiences of successful
women executives to create a broader appreciation of the benefits of advancing
women in business.
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