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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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The Management Department offers one fundamental course in the sophomore
year as well as advance courses for juniors and seniors only.
Fundamental
Course
Management and Organizational Analysis
C50.0001 4 points. Fall & Spring
Prerequisites: Sophomore standing.
This course addresses contemporary management challenges stemming from
changing organizational structures, complex environmental conditions,
new technological developments, and increasingly diverse workforces. It
highlights critical management issues involved in planning, organizing,
controlling, and leading an organization. Ultimately, this course aims
to strengthen students' managerial potential by providing general frameworks
for analyzing, diagnosing, and responding to both fundamental and complex
organizational situations. It also provides opportunities for students
to enhance their communication and interpersonal skills, which are essential
to effective management. The structure of the course encourages learning
at multiple levels: through in-class lectures, exercises, and discussions,
in small teams carrying out projects, and in individual reading, study,
and analysis.
Business Policy
C40.0250 4 points. Fall and Spring
Prerequisites: C15.0002, C50.0001, C55.0001, and senior standing.
Why are some firms more successful than others? This is the fundamental
question of strategy. This course analyzes the sources of competitive
success among firms and develops knowledge and skills necessary to be
an effective strategy analyst, be it as a manager, a management consultant,
or an investment banker. Students tackle the complexity of analyzing the
business enterprise in this era of globalization and changing firm boundaries
and of assessing strategy under increasing uncertainty. Students not only
develop strategic thinking by learning and applying the concepts, models,
and tools of strategic analysis, but also build communication and teamwork
skills. Heavy use is made of case analysis. The course assumes familiarity
with the major functions and disciplines of business including accounting,
economics, finance, management, manufacturing, marketing, and quantitative
analysis.
Course
Electives
Managing People and Teams
C50.0007 3 points. Fall and Spring
Prerequisite: C50.0001
This course combines theory with skill-building to help students
learn how to be effective managers and team members. Emphasis is placed
on topics such as conflict management and negotiation, power and politics,
managing collaboration in and across teams, motivating effort, evaluating
performance, and giving feedback. Through this course, students learn
(a) how organizations can improve their effectiveness through better management
of people, and (b) how individual mangers can be more effective in working
with and leading others. This course builds upon the Management and Organizational
Analysis course by providing a more in-depth look at behavior within organizations.
Extensive use is made of experiential exercises and small group discussions.
International Business Management
C45.0004 3 points. Fall and Spring
Prerequisites: C45.0003 or C45.0011, C50.0001, C55.0001, and junior standing.
This course examines the strategic management issues facing companies
that conduct business overseas. The specific objectives are to (1) develop
an awareness of the peculiarities of the foreign environment that affect
the management strategies of international firms; (2) understand how to
adapt home management methods to competing within and across diverse foreign
markets; and (3) design a comprehensive plan for taking advantage of management
opportunities and challenges that exist at the international level.
Technological Innovation and New Product Development
C50.0008 3 points. Spring
Prerequisites: C50.0001
Technology, innovation and entrepreneurship are some of the most
frequently used terms in today's business environment. Indeed, we are
bombarded by products and technologies that are changing the ways we live
and work. These include products such as the MP3, the widespread use of
wireless or HD TV. What is technology? What are the forces that shape
its evolution? How should we forecast? What roles do strategic alliances,
standards and intellectual property play? How should we create product
development teams? How should we create organizations that foster innovation?
What is the role of creativity in the development of new technologies?
These are some of the topics that are covered in this course.
Competitive Analysis
C50.0015 3 points. Fall
Prerequisite: C50.0001, micro-economics
The purpose of this course is to provide a framework and a set of
tools to analyze the way firms compete in the product market. The course
draws on the economics of strategy and, to a limited extent, game theory.
The course assumes that students are familiar with the basic concepts
of strategy and microeconomics. They must be comfortable with quantitative
concepts and approaches and with graphical/geometric ways of presenting
quantitative information. There are a number of important themes/concepts
that will pervade the course, including: strategic thinking (dominant
and dominated strategies; looking forward and reason backwards, Nash equilibrium);
market power; commitment and first-mover advantages; product differentiation;
network effects.
Managing Change
C50.0020 3 points. Spring
Prerequisite: C50.0001 (C50.0007 is recommended)
Managing change is a central concern for today's managers, as business
environments becomes increasingly competitive, knowledge-driven, and complex.
Managing change is the primary focus of the management consulting industry.
Yet according to management experts, 70% of corporate change initiatives
fail for various reasons including internal resistance and distrust, difficulties
aligning the new strategic direction with existing capabilities, and lack
of vision. Managing in turbulent times requires a solid understanding
of what change is about, what are its critical aspects and how one can
lead change initiatives in a disciplined and successful way. Case analysis
and an applied project are the major vehicle for learning in this course.
Assignments are designed not only to assess students' grasp of relevant
theories and analytical tools, but also to enhance communication skills
relevant to general management. This course is particularly relevant for
students who plan to pursue careers as general managers or management
consultants.
Human Resources Management
C50.0061 3 points. Fall
Prerequisite: C50.0001
The focus of this course is to familiarize students with the basic
principles of Human Resources Management, and how those principles can
be applied to recruit, develop and maintain a qualified workforce. The
underlying theme of the course is that human resources management is no
longer a passive participant in organizational effectiveness, but rather,
an integral partner in key business decisions and strategic planning.
Students will also gain an understanding of human resources management
as a responsibility of all managers. Topics include staffing, compensation,
performance management, staff development, employee and labor relations,
and legal aspects of HRM. The course utilizes a combination of lecture,
case study, and discussion.
Patterns of Entrepreneurship
C50.0085 3 points. Fall & Spring
Prerequisites: C50.0001, C55.0001, and junior standing.
Offers a framework for understanding the entrepreneurial process
and exposes students to challenges, problems, and issues faced by entrepreneurs
who start new businesses. Case study is the principal teaching method,
supplemented by lectures, business cases, and guest speakers. Major objectives
are for students to learn how to identify and evaluate business opportunities,
develop a business concept, assess and obtain the required resources,
and manage the growth of new ventures.
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