SOM Gateway: Courses & Registration

Elective Courses

Each year a series of electives on different advanced topics are offered. The offerings change from year to year and have included Accounting for Financial Services, Advanced Corporate Finance, Business Ethics, Entrepreneurship, International Marketing, Investment Portfolio Management, Labor Relations and Employment Law, Contemporary Topics in Marketing, Consulting, Gender and Leadership in Complex Organizations, Identifying and Exploiting New Business Opportunities, and Business and Market Failures. Certain prerequisites may apply.  Click here to see faculty discuss a sampling of our electives.

GSM 441 Leadership, Governance, and Accountability

Prof. Paul Myers
Prerequisite: August ’06 graduating students only.
Term: Summer

Note: Some tracks of study were in progress before this course became required and therefore it is an elective course for them. Any questions should be referred to Mary Dutkiewicz at 617.521.3813.

This course examines the essential concepts of and current challenges in organizational governance as well as the legal and ethical responsibilities of both managers and directors. Using the case format, the course employs concepts and techniques from the core MBA curriculum to analyze business and stakeholder issues and recommend action steps. (2 credits)

GSM 501 Internship

Individual Faculty Advisor
Prerequisites: Faculty Advisor Approval
Term: Fall, Spring, Summer

Organizations in a variety of industries may offer formal or informal internship programs in a variety of functional areas.  Internships are a great way to develop/enhance your skill sets while providing exposure to an industry or function that you are interested in from a career standpoint.  Choose your internship strategically – answer the question:  is it going to make you more marketable to target employers upon graduation?

 - Interns will be expected to work 200-250 hours over 16 weeks.
 - Internships should be paid but may be unpaid.  Hourly rates can span from $12 - $20/hour on average, and some organizations pay students in a lump sum.
- Internships are graded on a pass/fail system. Only one internship for credit is currently allowed and it cannot be combined with an independent study elective.
 - An advisor is highly recommended

(2 credits)

GSM 502 Independent Study

Individual Faculty Advisor
Prerequisites: Faculty Advisor Approval
Term: Fall, Spring, Summer

Independent studies are research projects done under the direction of a faculty member in an area of interest to the student. Students must identify a faculty advisor prior to registration. After this meeting, the student should submit a plan outlining the hypothesis and areas of research to be explored and which faculty member will be her advisor on an independent study form available in the MBA Office. No registrations will be processed until this form is submitted. A comprehensive 30-page research paper is required as the deliverable. (2 credits)

GSM 503 Special Topics: Authentic Leadership

Prof. Laura Morgan Roberts
Prerequisites: None
Term: Summer

This is a course on how to create, foster and manage organizations in which people from diverse professional and cultural backgrounds thrive and perform at their best. It assumes that strategically engaging strengths is the key to personal fulfillment and organizational excellence. This course will focus primarily on your personal quest to thrive, by examining your own strengths (and limitations), cultural insights, and professional experiences that enhance or constrain your capacity to lead authentically. As a secondary focus, we will consider the role of the manager in designing and enabling contexts where others can authentically engage their strengths for maximal growth and contribution. We will utilize case studies, assigned readings, class discussions, experiential exercises, and introspection to examine your own and others’ practices of leading authentically for organizational excellence and personal fulfillment. Course requirements include class participation, completion of the reflected best-self feedback exercise, written case analyses, and topical learning journal entries.  (2 credits)

GSM 512 Corporate Social Responsibility

Prof. Sylvia Maxfield
Prerequisites: GSM 411, GSM 412
Term: Summer

Corporate social responsibility (CSR) is a term used to cover a wide range of activities ranging from traditional philanthropy to strategic initiatives for producing “greener” goods and services. In today’s corporate world, “progressive” human resources practices, work with community groups, government relations, and sustainability reporting are all activities that might fall under the rubric of corporate social responsibility. After surveying these different kinds of CSR activities, this class introduces a new approach. This approach draws from economic theory to build a framework for recognizing business opportunities that contribute more or less directly to social welfare. The opportunities this framework helps identify might be ideas for new enterprises or possibilities for redirecting resources in existing companies. In either case, the framework identifies ventures and describes tools to create private value by increasing profits/mitigating risks while also producing ‘social’ or ‘public value’. As their primary deliverable, students will use this framework to illuminate an existing business strategy, sketch out a new venture, or propose a strategic redirection for an existing business.

The framework directs attention to three classes of socio-economic problems, “externalities”, “imperfect competition”, and “information asymmetries” and highlights their business manifestations. The course identifies the business tools necessary to realize value from the socio-economic/business problems the framework highlights. These tools vary widely and include: seeking fresh applications for existing technologies, exploring new ways to guide and organize technological innovation, building cross-sector partnerships, introducing or expanding self-regulation, engaging in educational marketing, selling information to redress asymmetries, refocusing brand or reputation building/protection, anticipating socially, politically and economically-driven cost/price changes, creating new markets through rights assignment or segmentation, and improving incentive systems and contract design. (2 credits)

GSM 514 Analytical Decision Making for Managers

Prof. Neal Yanofsky
Prerequisites: None
Term: Summer

Effective managerial decision making requires the application of two distinct skill sets: disciplined analytics and sound judgment. This course provides students with a foundation of decision analysis skills, including the use of decision trees, expected value analysis, and the evaluation of imperfect information. It then applies the concepts of behavioral economics, identifying patterned sources of bias in decision making and tools to neutralize those biases. Topics to be explored include expected value, sensitivity analysis, risk aversion and loss aversion, use of ambiguous and incomplete information, and sunk costs. The course emphasizes application of these concepts to actual business decisions through case studies and frequent student exercises. (2 credits)

GSM 517 Corporate Reporting and the Triple Bottom Line

Prof. Stephen Senge
Prerequisite: GSM 420
Term: Summer

This reading and discussion seminar examines both the context and content of the triple bottom line initiative. The course curriculum focuses on the analysis of four general questions:  What current reporting requirements do firms face and can these requirements address concerns regarding social, environmental, and long term economic issues?  What are the nature and scope of the triple bottom line reporting initiative?  Would a general model of comprehensive reporting be preferred to three separate bottom lines, and if
it would, what assumptions and compromises would be necessary to implement such a model?  Should a trend to greater non-financial reporting be market or mandate driven?  Course activities include the reading and discussion of relevant articles, the analysis of sample triple bottom line reports, and the critical review of a wide range of triple bottom line websites. (2 credits)

GSM 520 Strategic Performance Measures

Prof. Susan Hass
Prerequisites: GSM 420, GSM 421
Term: Summer

This case-based course focuses on the measures an organization develops to achieve its stated strategic, financial and operational goals in a business climate that emphasizes achieving ever increasing levels of corporate performance. A significant portion of the course will be devoted to both the elements and the applications of the Balanced Scorecard as an integrative tool to evaluate organizational performance in a variety of settings including completion of a Balanced Scorecard simulation. Besides the Balanced Scorecard, we will briefly examine other ways to measure organizational success through budgeting, responsibility centers, risk assessment and other performance measures. Because the antecedents of many of these concepts lie with some fundamental management accounting concepts and their link to strategy, marketing, operations, organization behavior and finance, this course will focus on the whole organization. (2 credits)

GSM 524 Financial Statement Analysis

Prof. Susan Hass
Prerequisites: GSM 420, GSM 435
Term: Summer

This case-based course emphasizes the concepts and techniques important for a manager charged with analyzing other firms’ financial statements.  This examination extends introductory financial reporting topics, and through the case method, emphasizes important concepts in accounting for assets, liabilities, equities, revenues, and expenses.  The course also includes some technical sessions emphasizing accounting topics not included in the introductory financial reporting course.  These technical sessions include accounting for leases, intercompany investments, and hybrid securities. (2 credits)

GSM 527 International Marketing

Prof. Maurice Gervais
Prerequisite or co-requisite: GSM 425
Term: Spring

This course will address the challenges specific to marketing products and services in foreign markets.

Today, all firms have to compete on a global scale and must adapt to an ever-changing environment. The tasks of the Marketing Manager are much more complex when the enterprise operates in several countries where the needs and preferences of customers are different.

The Marketing Manager must learn new skills to detect the emerging customer needs, to adapt the products to local requirements, to enter or exit foreign markets, to implement a worldwide organization, which motivates local managers with different cultures while insuring the proper flow of information.

We will analyze the alternatives to enter foreign markets, the benefits and pitfalls of global marketing, the challenges of managing products that address fast changing customer needs, keeping in mind that the Sales and Marketing Manager is directly accountable for the revenues and profits of the enterprise.

One of the subjects of our discussions will be the difficult choice between the centralization of the Marketing activities at the headquarters to benefit from economies of scale and consistency, and the larger freedom to be provided to the local Management to adapt to local needs.

This course will address these challenges with contemporary readings and business cases that will take place in the major regions of the world and will cover different business sectors such as retail, consumer products, industrial products, services and high tech industries. Your analysis and the class discussions of business cases will prepare you to make recommendations and decisions based on your own judgment.

We will benefit and listen to the experiences of foreign students who attend this course. (2 credits)

GSM 535 Advanced Corporate Finance

Prof. Hugh Colaco
Prerequisite: GSM 435
Term: Summer

Advanced Corporate Finance is a continuation of GSM 435 Finance with emphasis on corporate financial decisions.  The course reviews and extends certain topics covered in GSM 435 and presents new topics including dividend policy, leasing analysis, mergers & acquisitions, options, and international finance.  Through cases, problems sets, readings, and classroom discussions, we will develop a sound theoretical understanding of the core financial concepts and the application of those concepts to practical corporate financial decisions. (2 credits)

GSM 536 Investments and Portfolio Analysis

Prof. Indra Collins Guertler
Prerequisite: GSM 435
Term: Summer

Investments is an applied practitioner's class that will give you the skills to determine future goals for the risk and expected return of financial assets, choose appropriately to achieve these goals and then monitor the actual performance of your assets relative to your expectations/benchmark and the overall market's returns. By the end of the class you will be able to select investments, create portfolios and evaluate their performance for either your professional or personal goals. Topics covered include the risk-return tradeoff, U.S. stock market alternatives, stock valuation, stock price behavior, stock options, mutual funds, bonds, and futurees contracts. Simulation trading will be used. The class will be a mixture of lecture, class discussions, in class problem review with semester end student presentations on portfolio performance.  The class will be heavily influenced by current business and world events. Each member of the class, including the professor, will be actively seeking new investments and monitoring current investments. All students will be expected to have done the assigned work before class so that they can add to the class learning/discussion or ask questions on assigned material. (2 credits)

GSM 549 IT Management

Prof. Mary Finlay
Prerequisite: GSM 430
Term: Spring

This course provides students with a foundation for understanding how an IT organization functions, how IT strategy is developed and implemented, and how technology trends are impacting corporations. This elective is not a bits and bytes course, but rather a course focused on providing the key information for a future leader to work effectively with the IT organization in their corporation. After completing this course you should be able to analyze and assess the performance of an IT organization; understand how IT strategy is developed and how it aligns with the business strategy; describe the major challenges in managing an IT department; and understand the top technology trends and what these trends mean for corporations. (2 credits)

GSM 555 Consulting Skills

Prof. Mary Grace Duffy
Prerequisites: None
Term: Summer

This will be a skills based elective working on areas such as: negotiating the scope of the project; assessing client wants and needs; giving feedback effectively; understanding underlying and present problems; data collection- how to assess what you need and then how to get it. This is not an elective geared for students who want to open their own consulting practice. (2 credits)

GSM 556 Employment Law and Labor Relations

Prof. Corey Surett
Prerequisites: None
Term: Summer

This course is designed to provide knowledge and everyday application of employment, antidiscrimination, and labor relation laws. The respective rights and remedies available to employees and their managers will be explained and interpreted. Case studies, guest lecturers, and classroom discussion will explore the realities and myths of what constitute workers’ rights in the workplace. Special emphasis will be placed upon understanding the differences between statutory entitlements and protection afforded by collective bargaining agreements. The process by which workers can be organized will be studied, and once organized, the definition of what are considered unfair labor practices will be discussed at length. At the conclusion of the course the students will have been exposed to all aspects of employment law, labor, and the concept of wrongful termination. (2 credits)

GSM 559 Public Speaking

Prof. Dale DeLetis
Prerequisites: None
Terms: Fall, Spring, Summer

This elective will help students improve their speaking and presentation skills. Students will learn strategies for using the voice and the body for more effective communication. After intensive class practice, students will apply these skills to several kinds of contemporary communications: the scripted report or speech, the extemporaneous question and answer session, and a presentation with visuals. Students will practice at least five speeches and will critique their fellow classmates. Techniques are applicable for a wide range of speaking activities--from making comments in class to interviewing to giving a formal presentation. (2 credits)

GSM 561 Leading and Managing an Effective Nonprofit Organization

Prof. Patricia Deyton
Prerequisites: None
Term: Summer

This course will prepare students for effective leadership and management in the nonprofit sector, a sector that spans organizations of all types and sizes and is a vital partner with the for profit and government sectors both nationally and internationally.

The course will examine the nonprofit sector from historical, legal, societal, social entrepreneurial and social marketing perspectives and will address the skills required to lead a mission-based, nonprofit organization. There is a strong emphasis on the ethical underpinnings of nonprofit organizations and their applications; the examination of the impact on nonprofits; the differences between nonprofit and for profit organizations and how these differences drive decision making.  Nonprofit-specific areas that are covered include the roles and responsibilities of boards of directors, fundraising and financial development, management of volunteer programs, financial structures, accountability, and strategic planning. The initial classes will examine subject areas through cases studies, assigned readings, lectures and class discussions. Students will be required to prepare a study project of one nonprofit organizational topic which will be presented to the class and submitted as a written report. (2 credits)


GSM 600 Entrepreneurship: Feasibility Assessment

Prof. Teresa Nelson
Prerequisites: None
Term: Spring

This class will focus on you as an entrepreneur and personal discovery around concepts such as risk propensity, life management, drive, partnerships and goals. The major project of the class involves the creation of team “businesses” by “elected” and “hired” top management teams who creatively identify and preliminarily assess the feasibility of a business idea from a financial, marketing, operations, and strategy standpoint. The course ends with a Feasibility Competition judged by members of the Entrepreneurship Initiative Advisory Board. A substantial portion of this course will be offered online and on Saturdays. (3 credits)

GSM 601 Entrepreneurship: Business Plans and Proposals

Prof. Teresa Nelson
Prerequisites: GSM 415, GSM 420, GSM 425, GSM 435, GSM 509
Term: Summer

This course is the nuts and bolts of thinking through, testing, presenting, and re-formulating an active, creative plan for launching your own venture, whether that be a new business, social enterprise, or a substantial venture in an existing organization (for-profit, non-profit, government). A team of faculty and outside experts will be working with you to give the best feedback, reflection, and resources possible. (3 credits)

 

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