MBA - Leadership Specialization
The MBA curriculum in the Leadership specialization teaches the best ways to set long-term goals, facilitate change across large organizations, and assess the ethical implications of business policies.
Note on Specializations:
Students may pursue an additional 9-credit specialization once they have satisfied the requirement for the MBA with one specialization.
Note on Specializations:
Students may pursue an additional 9-credit specialization once they have satisfied the requirement for the MBA with one specialization.
MBA - Leadership Specialization - Program Outline
Core Courses
| Code | Course Name | Credits |
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- This course focuses on problem solving techniques that take into consideration all aspects of the organization: the people, informal organization, work, formal organization, and external culture. Students are introduced to a process to identify management problems through root-cause analysis, diagnose the causes of the problems, recommend solutions, and plan implementation.
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- This course focuses on analyzing the marketing environment, including customers and competition, as well as how the marketing efforts align with the strategic goals of the company. As part of the MBA curriculum, students learn to determine which customers should be targeted in the marketing effort, choose which products the company should offer, establish how and when customers will be informed about the product, determine the best pricing strategy for a product and decide the best way to get the product to market.
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- Major topics in this MBA curriculum course include profit-maximization for a competitive firm, economic allocation of costs, price discrimination and other pricing strategies, pricing with market power, and an introduction to game theory.
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- This course focuses on how managers use corporate accounting information for making business decisions. Major topics include the use of financial statements and accounting information to determine profitability and financial performance, risk, differences in structure and business models, and the relationship of cash flow statements to the balance sheet and income statements, and the use of ratios to assess the quality of a company's accounting information, and the use of internal operating metrics.
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- This course introduces the fundamental financial concepts managers use to make crucial corporate investment decisions. Students in the MBA curriculum will also encounter important concepts such as free cash flow and the cost of capital. Students will learn to use techniques such as net present value (NPV), internal rate of return (IRR), Capital Asset Pricing Model (CAPM), capital budgeting, and regression output to distinguish between systematic and unsystematic risk.
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- Major topics include engineering business processes, choosing the right architecture for production systems, capacity sizing and timing, lead time management, and supply chain management.
- Major topics include engineering business processes, choosing the right architecture for production systems, capacity sizing and timing, lead time management, and supply chain management.
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- Many decision situations such as optimization and risk lend themselves to quantitative modeling. The first major topic is optimization using linear programming, non-linear programming and integer programming with the Excel add-in Solver. The other major topic is Monte Carlo simulation using the Excel add-in Crystal Ball to analyze decisions involving uncertainty and risk.
- Many decision situations such as optimization and risk lend themselves to quantitative modeling. The first major topic is optimization using linear programming, non-linear programming and integer programming with the Excel add-in Solver. The other major topic is Monte Carlo simulation using the Excel add-in Crystal Ball to analyze decisions involving uncertainty and risk.
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- This course introduces the student to an integrated framework for global management. This framework focuses on the relationships between organizational structure, environment (market and non-market), and strategy-the Organization-Environment-Strategy ("OES") triangle. This approach offers managers a systematic way of thinking about basic global strategy decisions and key tradeoffs.
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- Part of the MBA curriculum, this course includes industry analysis, six forces analysis, identifying competitive advantages, and strategy evaluation.
Leadership Specialization Courses (Choose Three Courses)
| Code | Course Name | Credits |
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- This course focuses on the ethical aspects of doing business in the world and the choices made within such a business context. Topics covered include the corporation as person, employee rights and responsibilities, consumer issues and product liability, societal issues and business ethics as embedded in cultures. Prerequisite: MSM 500.
- This course focuses on the ethical aspects of doing business in the world and the choices made within such a business context. Topics covered include the corporation as person, employee rights and responsibilities, consumer issues and product liability, societal issues and business ethics as embedded in cultures. Prerequisite: MSM 500.
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- This course focuses on the importance of corporate visionary as a source of long-term business success and practical guidelines for how to move one's organization toward that status. Topics covered include the frameworks identified in book Built to Last and the organizational change principles necessary to implement the Built to Last vision framework. Prerequisite: MSM 500.
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- This course explores the definitions and philosophies of leadership in the corporate environment. Topics include how leadership is instilled through education and training, the role of values and ethics in leadership, the role of power and influence and an exploration of successful leadership traits. Prerequisite: MSM 500.
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- Major topics include barriers to implementing organizational change; chaos, anxiety and political sources of employee resistance to change; using Dissatisfaction, Vision and Process tools to implement change; applying different leadership styles to supporting change; and balancing change for dynamic stability using different implementation approaches and pacing of different kinds of changes. Prerequisite: MSM 500.