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Course Announcements


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.


Summer 2015 Course Announcements

Management

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).