- Summer 2019 Course Announcements
- Fall 2019 Course Announcements
- Fall 2019 By-Permission Only Courses
Storytelling in Business
MKTG-GB.2167 (1.5 Credits)
Prof. Roni Shachar
Wednesdays (7/10-8/14), 6:00-9:00pm
Managers, leaders, and entrepreneurs have always used stories to improve their communication with employees, investors, clients, consumers, journalists, and regulators. However, in recent years the role of storytelling in businesses has become even more critical. In a sense, today it is one of the most important tools at the disposal of managers, leaders, and entrepreneurs. In this course we will understand (1) what a story is, (2) how it works, and (3) how to use it. We will illustrate how stories can be used to communicate and convince, how they create meaning and motivation among employees, how they build organizational culture, how they design brand identity, how they attract investors, and how they help each of us develop and advance our career. The course is suitable for a wide audience as reflected by its main takeaways. It aims to improve participants’ ability to build strong brands, and attract consumers and strengthen their loyalty. It also has some non-marketing benefits including drawing investors, communicating and persuading effectively, stimulating employees’ motivation and commitment, and shifting organizational culture in the desired direction.
Climate Science: Realities & Risks of a Changing Climate
INFO-GB.2384 (3.0 Credits)
Prof. Steven Koonin
Mondays, 6:00-8:30pm (course meets in Tandon)
Specializations: Global Business
This course will focus on climate science - the basics of the earth system, how it is observed and modeled, how has it changed in the recent and distant past, how it might change in the future under natural and human influences, and what impacts those changes might have on ecosystems and society. The most recent US government and UN assessment reports will serve as texts, supplemented by the original research literature and media coverage. Critical thinking will be emphasized throughout.
Value-driven Health Care
ECON-GB.2113 (1.5 Credits)
The objective of this course is to introduce key value-based health care strategies and to apply theory-based approaches to assess their design and evaluate their effects. The course will be divided into three modules. First, we will discuss approaches to and challenges of defining and measuring value in health care. Secondly, we will discuss the centrality of payment structure and incentive design in health care in determining quality and costs. We will then discuss new contracting models and payment approaches intended to incentivize value-driven health care including accountable care organizations, payment bundling, and patient-centered medical care. In the final module, we will cover new models of health care delivery and assess their value propositions. Particular focus will be placed on the tradeoffs between efficiency and equity in the pursuit of value, the role of big data and technology in facilitating new value-driven initiatives, the importance of evaluation and evidence-based decision-making, and the effect of secular trends including aging demographics and consolidation/common ownership across the health care system.
Beyond Behavioural Economics
ECON-GB.2156 (1.5 Credits)
Prof. Mervyn King
Mondays & Wednesdays, 8:50-10:20am
In recent years, there has been an explosion of interest in studying how people make economic choices. Behavioural economics has become a major field in the social sciences. Large numbers of “biases” and “noise” in which individuals deviate from rational behaviour have been identified, often through experiments. But less attention has been paid to what is meant by “rational” behaviour. In this course, we will study why and how rational behaviour in a world of uncertainty cannot be equated with traditional optimising behaviour. Using examples from economics, law and politics, we will explore how people do and should take decisions under uncertainty. Our brains do not function like computers, and for good reason. Successful evolution has given us the capacity to cope with extraordinarily complex situations. The course will use a number of case studies to illustrate decision taking in both business and law.
Strategic Management of AI
MGMT-GB.2105 (1.5 Credits)
Prof. Robert Seamans
Specializations: Management; Strategy
This course will teach students frameworks for managing AI for business and policy. This course will take the manager’s perspective. Familiarity with any new technology is an important goal for managers, so that competitive and corporate strategies can be aligned to take advantage of potential new opportunities and guard against potential risks. But new technologies don’t appear in a vacuum. They are commercialized against a backdrop of macro-economic trends and cultural norms, and their adoption may depend on these factors as well as industry-specific and firm-specific factors. For example, a firm’s relationship with its employees may have direct consequences for decision to adopt a new technology, or the manner in which a new technology is adopted. This course will provide students with a set of strategy and management frameworks that firms use when assessing how to implement AI in their own organizations, how to use AI as a competitive tool in the market place, and how to interact with government actors. To accomplish these goals, the course will use a variety of popular press readings, academic research papers, cases and in-class presentations.
Advanced Negotiation: Emotion & Nonverbal Communnication in Conflict Resolution
MGMT-GB.2162 (1.5 Credits)
Prof. Elizabeth Boyle
The goal of this course is to increase your ability to resolve conflicts at the bargaining table and as a leader in your organization. Knowing how you and your counterpart are feeling is especially important when you want to create the trust needed to reach pie-maximizing outcomes. In this course you will learn how to anticipate emotion and how best to convey understanding without compromising your negotiation objectives. Understanding nonverbal cues enables you to assess when you can trust the other side and when you must be wary of their intentions. Through negotiation simulations in which the economic and emotional stakes are high you will practice ways to plan for the emotions that may arise and the techniques that effectively leverage and/or dissipate emotion. You will also have the opportunity to practice spotting and interpreting nonverbal cues by reviewing videotaped conversations and by analyzing you and your counterparts behavior during a negotiation simulation. The course complements other Advanced Topics in Negotiation courses and Negotiating Complex Transactions with Executives & Lawyers, which can be taken concurrently or in any order.
MKTG-GB.2349 (3.0 Credits)
Prof. Beth Hirschhorn
Mondays & Wednesdays, 10:30-11:50am
Marketers and business leaders must understand the profound impact customer retention has on the profitability of the organization. They must deconstruct their organizations’ retention drivers and qualify and quantify the relationship between product quality, service experience, relationship management and loyalty. Research studies of service companies across industries show correlations between loyalty-leading companies and performance: their topline growth rates and shareholder returns are greater than companies with average loyalty scores. The objectives of this course are therefore to: Recognize the impetus for retention and loyalty as a marketing discipline understanding the impact of retention and loyalty on growth and profitability; Define and apply customer retention principles (Voice of the customer, Customer experience design, Problem resolution, root cause analysis and recovery, Relationship management and customer engagement programs); Calculate customer lifetime value and model loyalty economics; Evaluate and design appropriate programs to decrease churn and increase retention; Identify structural and cultural organizational barriers to success and design interventions.
CPRL Education Practicum
Through the CPRL Education Practicum, Stern MBA students have the opportunity to work with a consortium of business, policy, education, and law students from top tier upper-level graduate programs. This is an intensive, full-semester seminar and practicum in the theory and methods of managing, governing, and transforming public- and social-sector organizations in P-12 education. This study-away experiential offering is structured with three components: Seminar: Theoretical seminar in the design, governance, transformation and democratic accountability of public sector organizations.
Skills Training: Professional skills training in the competencies required for success as managers and leaders of modern public- and social- sector organizations. Consulting Engagement: Students support education organizations in thinking through some of their challenging issues and provide actionable solutions. CPRL offers a limited number of CPRL Scholar Awards of up to $20,000 granted to exceptional students to apply to their NYU tuition in return for a commitment to spending time after graduation in a public or nonprofit job in the education sector. To apply, please visit CPRL’s website. If you have any questions about the course or would like to be connected to current students or alumni, please send your request to firstname.lastname@example.org.
INTA-GB.3323.F2 (3.0 Credits)
Prof. Jamie Eggers
To apply, visit MBA Experiential Learning
Demystify the belief that innovation is only for start-ups, and that large, established companies can also make innovation a priority. In order to foster student learning, students will be working on projects with technology firms that give them experience with designing, building and launching technological solutions. Only open to MBA2s or Langone students (with over 15 credits). All students must demonstrate capacity in programming.
Stern Signature Projects
INTA-GB.XXXX (1.5 - 3.0 Credits)
Day/Time: TBDTo apply, visit MBA Experiential Learning
Stern Signature Projects (SSP) is an experiential platform that provides unique applied learning opportunities which align Stern MBAs with leading faculty and research centers with the NYU network to tackle complex questions and leverage system-level thinking to help solve some of the greatest challenges of the 21st century. Anyone can read business concepts in a textbook, but through SSP our students have the chance to tackle those issues in real time.
Managing Investment Funds
FINC-GB.3320.01 (3.0 Credits)
Prof. Anthony Marciano
Tuesdays and Thursdays, 12:00-1:20pm
To apply, visit nyumpsif.com
The Michael Price Student Investment Fund (MPSIF) is a family of funds managed directly by NYU Stern MBA students. The fund was established in 1999 through a generous gift from Michael Price, managing partner, MFP Investors, LLC and former chairman of Franklin Mutual Series funds. MPSIF provides students with hands-on experience managing a real fund with significant assets. The fund is divided into three equity funds (including an ESG fund) - Growth, Value and Fixed Income. While each fund has its own performance benchmark, MPSIF's primary goal is to deliver positive returns that exceed the rate of inflation. As of Feb. 2018, MPSIF had assets under management of $2.11 million, excluding more than $1.08 million in mandated distributions since its inception. Since March 2000, MPSIF has earned a cumulative return (after trading costs) of 74.3%, or 5.2% per annum. About 40 students enroll each year and are responsible for screening and evaluating stocks, preparing and presenting pitches for buy and sell recommendations and strategizing on broader portfolio allocation and risk management decisions. Students also write a newsletter and prepare annual and semi-annual reports to the MPSIF Board of Advisors. Students gain invaluable experience in investment management, which provides a competitive advantage when interviewing for summer internships or full-time employment after graduation. Managing the diverse tasks in MPSIF relies on teamwork and the course requires students to draw on their knowledge of finance, macroeconomics, accounting, competitive analysis, strategy and marketing.
Endless Frontier Labs
MGMT-GB.3339.01 (3.0 Credits)
Prof. Deepak Hedge
To apply, visit http://bitly.com/cdlcourseapp2019
Students will learn about the process of successfully taking new ventures to markets, including aspects related to development, management, and financing of ventures. The course will be centered on student observations of the interactions of startup founders & their potential investors. After familiarizing themselves w/ the startups' ideas, students will apply basic analytical tools, drawn from mgmt, econ, and finance to evaluate the size of markets, attractiveness of industries, financing options of early-stage ventures, sustainable competitive advantage of proposed strategies, & the risks and potential of ideas. Along w/ the experiential component, the course will introduce students to a framework for developing an entrepreneurial strategy. Due to the course’s special circumstances, which involve working with new companies seeking capital: 1) students sign a non-disclosure agreement, 2) penalty is imposed for missed classes, 3) interested students must apply to the course to be considered. The course will run over the Fall and Spring with students working in teams.
Operations in Entertainment: Las Vegas
OPMG-GB.2313.D1 (3.0 Credits)
Prof. Harry Chernoff
Trip and Pre-/Post-trip meetings (see syllabus)
See syllabus for application
When we think of entertainment, perhaps the most popular location that comes to mind is Las Vegas. Behind the glitter & excitement are industries dedicated to supplying entertainment to customers. Operations address the supply side of business, including how products are produced, how services are supplied. This course goes behind the scenes to observe & analyze the operations involved. This course presents an opportunity to observe and study the entertainment industry including strategy formation & decision-making. The entertainment comes in various forms. The underlying driver is gaming, but the industries surrounding the various forms of gambling have also become major profit centers. During a 1-week visit to Las Vegas, students will observe and study some of the major industries that comprise the broad scope of entertainment in this city. Although Operations Management models, techniques and strategies in this field are applicable anywhere; Las Vegas is the epicenter of the industry.