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Course Announcements

Fall 2015 Course Announcements

Business & Society

Law and Business of Social Enterprise
BSPA-GB.2140.01 (1.5 Credits)
Prof. Ana Demel
Wednesdays, 4:45-6:00pm
Specializations: Law and Business; Social Innovation and Impact
Equivalency: BSPA-GB.2340

This course introduces students to the legal, regulatory and business aspects of ‘social’ enterprises. Through lectures, student presentations, discussions and guest speakers, we will study the history and purpose of social entrepreneurship, contrasting it with other agents of social change. We will learn about legal structures that regulate social enterprises, consider the financing models available to social enterprises, consider the means available to evaluate performance against social and environmental objectives, and explore the challenges a social enterprise poses to traditional notions of corporate governance in the ordinary course of business and in the context of extraordinary events such as change of control situations.

Global Markets, Human Rights and the Press
BSPA-GB.3105 (formerly INTA-GB.3105) (1.5 Credits)
Prof. Michael H. Posner

This seminar is designed to be a provocative exploration of normative differences. Its premise is that the leader of a global enterprise must confront, understand, and reconcile the ethical and cultural complexities and tensions at work in the world. Its objective is to bring students to a heightened, more nuanced understanding of the interplay of global forces and local norms. This seminar draws upon research, trade books, press readings, etc. Students will develop an appreciation for the intricacies of operating in a global environment, recognizing the unique elements of national character, government structures, and local normative frameworks. This seminar will benefit from the insights of Maria Bartiromo and Michael Posner, who will be present in each session to share insights.

Corporate Turnarounds and Leadership
BSPA-GB.3362 (formerly INTA-GB.3362) (3.0 Credits)
Prof. Karen Brenner

This course examines the opportunity for transformational change emanating from a corporate crisis. How does senior management change an organization in response to dramatic changes in circumstances? Too often, managers and corporate boards fail to recognize factors that threaten the firm's business until its survival is in doubt. In such cases, the board of directors and management may need to implement drastic and sudden changes in several aspects of the firm. An important aspect of the course is the role of leadership in creating a transformational opportunity resulting from a crisis. The course is relevant for students who anticipate working in any operating company or in a firm advising or interacting with such a company- including consultants, venture capital and private equity professionals, activist fund managers, and bankers.


The Business of Social and Other Networks
ECON-GB.2345 (3.0 Credits)
Prof. Nicholas Economides

This course analyzes the economics of social networks, such as Facebook and Twitter as well as other networks, such as the Internet, banking networks, mobile money transfer networks, and credit card networks. It also covers related industries such as ebooks, app-based taxi cabs, and electric cars filling stations. Starting from an analysis of social networks, we develop a general theory of platform competition, where the platform may be a network such as Facebook but can also be an operating system such as the iOS, Android, or Windows. We examine how networks are formed from the perspective/incentives of users, the network (platform) operator, and the applications providers that are complementary to the network. We identify key features of networks including: (i) higher value to users from networks of larger size; (ii) very significant inequalities in market share, profits, and (often) prices; (iii) the extent of incentives for interoperability and interconnection between networks; and (iv) importance of key network nodes that are "central" or "influential" in the creation and stability of networks.

Information, Operations & Management Sciences

Introduction to Data Science for Business Analytics
INFO-GB.2336 (3.0 Credits)
Prof. Foster Provost & Prof. Brian Dalessandro
Prerequisite: INFO-GB.2335 Programming in Python and Fundamentals of Software Development
Specializations: Business Analytics
Equivalency: INFO-GB.3336 Data Mining for Business Analytics

These will be the more-technical sections of the popular Data Mining for Business Analytics course. The fundamental principles taught will be the same, but the students will get more rigorous hands-on experiences. As background, as Business Analytics sees increasing demand, a subset of our MBA students are demanding more and more hands-on, programming-oriented material. On the other hand, there still is a core of more traditionally oriented MBA students who want a more conceptual, managerial treatment.


Inclusive Leadership
MGMT-GB.2100 (1.5 Credits)
Prof. Linda Basch & Prof. Anne Weisberg
Mondays, 6:00-9:00pm 
Prerequisite: COR1-GB.1302 Leadership in Organizations
Specializations: Management; Leadership and Change Management

This course is a new version of the Women in Leadership course that was taught in the past. The reason for revising Women and Leadership (and changing the course title to Inclusive Leadership) is to broaden the course audience and to focus on the challenge of leading in an inclusive manner using the example of gender-inclusivity but with relevance to other forms of inclusivity (e.g., race, religion). The course draws attention to the unique capabilities of and challenges faced by women in the workplace. It also offers a model for inclusive leadership that is responsive to the high and increasing levels of diversity in the modern workplace all over the world.


Data Driven Decision Making: Managerial
MKTG-GB.2344 (3.0 Credits)
Prof. Vishal Singh
Prerequisite: COR1-GB.1305 Statistics and Data Analysis
Specializations: Marketing; Product Management
Equivalency: MKTG-GB.2354 Data-Driven Decision Making: Technical

In every aspect of our lives, from the way we work, shop, or communicate we are consuming and creating vast amounts of information. These activities create a trail of digitized data that is being stored, mined, and analyzed by firms hoping to create valuable business intelligence. However, much of the promise of such data gathering has failed to materialize because managers find it difficult to translate data into actionable strategies. This course is designed to fill this gap by training you with tools for managerial decision making. Focus will be on applications and interpretation of results rather than the mathematical/statistical properties of techniques. Applications include various aspects of marketing decision making such as segmentation, forecasting demand, designing new products, and data mining.

Fall 2015 By-Permission Only Courses

Business and Society

Sustainable Food Business
BSPA-GB.2306.10 (3.0 Credits)
Prof. Hans Taparia
Thursdays, 6:45-9:25pm
See syllabus for application

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.


Managing Investment Funds
FINC-GB.3320.01 (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.

Information, Operations & Management Sciences

OPS in ENT: Las Vegas
OPMG-GB.2313.0A (3.0 Credits)
Prof. Harry Chernoff
NYC dates: 1/5, 1/7 & 1/27; Las Vegas dates: 1/10-1/15
See syllabus for application

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.


Global Social Impact Strategy
MGMT-GB.2366.10 (1.5 Credits)
Prof. Jill Kickul
NYC pre-trip sessions TBD; Field work in Guatemala Jan 3-15, 2016
See syllabus for application

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
MGMT-GB.3105.10 (1.5 Credits)
Prof. Sonia Marciano
Tuesday 6:00-9:00pm
See website 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.

Summer 2015 Course Announcements


Consulting Practice: Process and Problem Solving (in conjunction with the Stern Consulting Corps)
MGMT-GB.3105.60 (1.5 Credits)
Prof. Sonia Marciano & Prof. Keshava Dasarathy
Wednesdays 6:00-9:00pm, 5/13-6/17
See Office of Student Engagement website for information and application

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).