Course Descriptions - Technology Management MBA
Building Effective Teams (1) - This course introduces concepts and principles fundamental to building and maintaining effective work teams. It will address how to (1) develop strong, shared commitment to a compelling purpose, (2) bring about collective buy-in to concrete performance objectives, (3) insure adherence to a set of suitable work rules, and (4) build the interpersonal trust crucial to mutual team member support and, ultimately, exemplary team performance.
Competitive Strategy (3) - Designed for individuals who see themselves formulating and implementing strategies for their businesses. It will be particularly applicable to new products, services or processes. Students examine how managerial action can reinvent competition within existing industries and how the creation and implementation of strategy drives the success of business.
Corporate Financial Strategy (4) - This course elucidates the theory of corporate finance, and explores how it’s applied in the financial decision making of a technology-focused firm. Students study: (1) capital budgeting decisions—estimating the cost of capital for the firm and the valuations of projects; (2) financing decisions—choosing between internal and external funds, private versus public financing, issuing debt versus issuing equity, short-term versus long-term financing; (3) optimal capital structure—the effects of corporate and personal taxes, the costs of financial distress, and other factors. Also featured are the fundamentals of firm valuation and its relations to stock market valuation, and the link between managerial decisions, compensation policies and firm value.
Decision Modeling (2) - This course introduces you to the concepts and methods of management science, which applies mathematical modeling and analysis to management problems. Our principal interest is to help you develop the skills necessary to build and evaluate models and to understand the reasoning behind model-based analysis. Spreadsheet packages now have features that allow managers to perform sophisticated quantitative analysis in the comfortable and intuitive environment of the spreadsheet. This gives managers the power of quantitative analysis tools without forcing them to use unfamiliar mathematical notation.
Domestic and International Economic Conditions (4) - This course takes a satellite-view of economic markets, including markets for goods and services; money, bonds and stocks; foreign exchange; and labor. After examining these markets separately, students then study the interactions among all markets to explain fluctuations in output, interest rates, exchange rates, price level and wages, foreign trade and foreign investments. Using macroeconomic theory, students learn to decipher how monetary and fiscal policy work and how they affect domestic and global companies, how shocks from the rest of the world affect the U.S. economy and U.S. firms, and how investment in information has affected productivity growth and economic policy in the U.S. economy.
Enhancing Leadership Effectiveness (Fall Leadership Immersion) (2) - This course provides an opportunity to explore and develop the critical leadership attributes, qualities, skills and competencies needed to create and sustain dynamic organizational success. Students will be challenged to build on their skills and competencies and to exchange ideas and experiences to enhance leadership throughout their organization.
Ethical Leadership (2) - This course is designed to meet one principal objective: to help students better manage the ethical aspects of business. In the course, each student will develop skills necessary to analyze and address ethical issues, to provide ethical leadership within and for the organization, and to conduct business responsibly.
Entrepreneurship (4) - This course covers the entrepreneurial process from idea generation to implementation. It looks at how ideas are created, assessed, and implemented. The concepts are equally applicable to entrepreneurial startups as well as new ventures within established organizations. Students will learn how to identify market opportunities and develop business models that add-value for customers and are sustainable to imitation by competitors. Student teams will analyze HBS cases and prepare a business plan.
Financial Reporting and Analysis (4) - How does one meaningfully read a financial report? Why is it important? In the world of publicly traded firms with complex webs of stakeholders, partnerships and alliances, a manager’s ability to read and fully digest a company’s financial accounting information has taken on unprecedented significance. This course teaches the ABCs of financial analysis, enhanced by selected case study based on the financial reporting of technology firms. Topics include: use of financial statements by managers, investors, financial analysts, and other firm stakeholders; measurement and reporting of assets, equities, and income; analysis of financial ratios; and comparisons of financial performance across companies with adjustment for alternative accounting methods.
Global Strategy (2) - This course is intended to help you develop a better understanding of the global environment in which businesses compete. This course will give you a broad overview of many of the issues that global managers face including government-MNE relations, global strategy, entry modes, country analysis, and political strategies.
International Business and Cultural Immersion (2) - This course explores business concepts, skills and strategic insights in a new cultural context and market economy. Managers are prepared to think globally in approaching strategic expansion opportunities within their organizations.
Leadership Development (4) - The focus of this course is on understanding the dynamics of leaders and leadership ranging from self leadership through global strategic leadership. Students examine leaders and leadership from multiple perspectives, multiple levels, and across multiple organizational contexts and cultures using an evidence-based approach.
Leading Organizational Change (4) - This course is designed to introduce major principles fundamental to leading and managing organizational change. A problem solving framework will be introduced that highlights the people, structure, culture and power issues that typically arise in conjunction with transformation efforts. The instructional approach includes readings, discussions, lectures, case analyses, video presentations, and experiential exercises.
Managerial Accounting and Decision Making (4) - This managerial accounting class explores the critical internal ramifications of information in both decision making and performance evaluation. Through lectures and numerous case analyses, students become versed in cost concepts and cost behavior; overhead allocation (including activity-based costing); incremental analysis and decision making; and performance evaluation and incentive systems, including use of economic value added (EVA) and a balanced scorecard.
Marketing of Innovations and Digital Media (4) - This course examines marketing strategy throughout the continually accelerating product life cycle, with special emphasis on marketing new products. Students traverse the tools and techniques for identifying market opportunities and learn strategic use of the Internet.
Microeconomics (2) - This launching pad course investigates the competitive process that defines and drives business in the Information Age. By the end of the term, students not only understand the micro-economics of market competition, but also are able to identify and devise strategies to gain competitive advantage for a variety of firms, amid an array of competitive environments.
Negotiations (2) - This course focuses on how to become an effective negotiator by learning proven techniques to build and maintain relationships, apply appropriate power and influence, structure agreements and develop buy-in. Students practice the methods employed by skilled negotiators such as developing a framework that leads to win-win solutions, how-to resolve difficult situations using dispute settlement skills, powerful strategies for planning, negotiating and implementing agreements, selecting the best mix of tools for a personal negotiation style and achieving goals and maintaining critical relationships.
Operations and Supply Chain Management (4) - Quick Response. Vendor Managed Inventory. Postponement. Cross-Docking. The deep toolbox of Supply Chain Management techniques has taken on far-reaching applicability and massive potential as the Internet has fast become the new vehicle of B2B communication. This course first examines inventory models in detail, and then uses these models to analyze supply chain initiatives in different industries. In the end, students learn to: (1) focus on the ideas behind the new supply chain initiatives, (2) use analytical modeling to understand and evaluate these ideas, (3) build a framework that consolidates the principles behind the ideas, and (4) apply analytical inventory modeling.
Professional Communications (.5 - 2) - Virtually everything that one does in business involves communicating with people in person, in groups, in writing, by phone or other electronic means. In today’s highly competitive business environment, it is critical that managers be able to communicate effectively and to be able to present their ideas in a concise, engaging and convincing manner. This course emphasizes the importance of professional communications through interactive discussions, simulations, assessments, presentation coaching and hands-on workshops.
Social Media for Managers (2) - This course is designed to familiarize students with successful Social Media Programs, learn frameworks which they can use, test tactics across channels, use tools and software to help them with their campaigns, execute a successful campaign, and then learn how they might hire a team to work for them.
Statistical Analysis of Data (2) - Converting data to decisions is paramount in the New Economy. These sessions introduce students to statistical techniques that are critical in the quick-distillation of data for management decision-making. They emerge with a mastery of techniques and supporting state-of-the-art software. Topics include: visualization and summarization of data and variability; confidence intervals and hypothesis testing; and prediction using multiple regression and time series analysis.
Strategic Management of Technology Innovation (2) - The purpose of this course is to better understand the dynamics of industries driven by technological innovation, and to think strategically about technological innovation and new product development. This course provides a series of strategic frameworks for managing technology-intensive businesses. The emphasis throughout the course is on the development and application of conceptual models which clarify the interactions between competition, patterns of technological and market change, and the structure and development of organizational capabilities.
Strategic Marketing Management (4) - Given IT’s substantial acceleration of product life cycles, the marketing of high-tech products and services has become a fine and urgent art. This course explores the fundamentals of marketing analysis in the realm of technology based products and services. Students learn marketing strategy development, customer and competitor analysis, and marketing research.
Venture Capital Investment Practicum (2) - This course is designed to synthesize the curricula of the TMMBA Program. Marketing, finance, and management is viewed through the lens of venture capital investing. Working in teams, students will dive into one tech startup in detail, evaluating its potential for investment. The class will feature guest speakers, involve practical application of the concepts, and interactive Q&A and exercises. The culmination of the course is a one-day competition, where teams will evaluate real business plans, do mini “due diligence” sessions with entrepreneurs, make an investment decision, and present their findings to a panel of investor judges.