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Curriculum - Managerial Leadership
These courses examine the concepts and techniques required for effective management.
- Competitive Strategy - applies concepts from microeconomics and industrial organization to competitive decision making. Case discussions serve as a foundation for learning in this class. Topics covered include industry analysis, basic game theory, competitive interactions, competitive pricing, commitment and antitrust.
- Managerial Accounting - sheds light on why some managers use numerous seemingly sub-optimal accounting practices and explores why firms are adopting activitybased-costing (ABC), economic value added (EVA), and balanced scorecard. Emphasis is placed on the question of organizational motivation and control and the role of accounting in this context.
- Operations Management - concentrates on organizational operations concepts and processes from a general manager's perspective. Three critical concepts form the base of this course: locating and costing
bottlenecks, reducing variability, and managing variability. These concepts provide insight into process analysis, quality, inventory control, capacity planning, and location.
- Marketing - develops an understanding of and skill in formulating and planning marketing strategies. Understanding, developing, and evaluating brand strategies over the life of a product are a key component of the course. Topics also include strategies for pioneering brands and later entrants and strategies for growth in declining markets.
- Managerial Decision Making and Negotiation - has two goals: a descriptive goal that helps students understand how managers actually make decisions and a prescriptive goal that helps students become better decision makers and negotiators. Through readings, demonstrations, and cases, students learn why managers are susceptible to certain decision-making biases and subsequently make less than optimal decisions. The course explores the implications of these biases for consumer, organizational, and financial decision making. In the second part of the course, a series of negotiation simulations helps students develop a structured approach to preparation and a refined set of skills for carrying out negotiations.
- Corporate Finance - focuses on the interactions between financial structures and the value of the underlying real assets. After a short introduction to capital budgeting and valuation methods, the course focuses on the process of capital structure decisions. Recent theories in corporate finance are illustrated through a series of examples and cases. Special emphasis is placed on the ways in which financing affects the incentive structure of financial claimants.
- Strategic Leadership - encourages participants to use the social structure around them to identify opportunities to create value, mobilize resources around the opportunities, and organize to deliver value. Case-based class discussions serve as a framework for exploring highperformance teams, corporate culture, reputations, leading strategic change, leveraging best practices, communicating a vision, reading the informal organization, and integrating operations across business units.
- Managing the Workplace - analyzes key topics in global human resource management and organizational design. Emphasis is placed on the means by which multicultural firms attract, develop, retain and motivate employees, and on organization structure and decision making. Attention is given to current personnel practices and business environment challenges to organizational policies in various countries and cultures.
- Cases in Financial Analysis - takes a financial approach to managerial decision making. Funds needs, financing decisions, and investment decisions are discussed. Understanding how financial decisions affect firm value is a focus of the course. Case discussions of large and small, international and country-specific
firms provide the main vehicle for learning in this course.
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