Management Studies (Archive 2018-2019)

1.00

SBS 700 is the first required course in Suffolk's graduate programs. The course is based on the precepts of experiential learning. Based on the idea that people learn best by participating in meaningful activities, this course provides students with the opportunity to learn about and experience first-hand the many complexities of business and the role of top managers. To accomplish this, students will work in small groups as they take on the roles of top managers in a hands-on behavioral simulation.

MBA Students may not register for this course.

3.00

Students use various lenses and theories, case studies, and experiential exercises to explore human behavior within firms at three levels: the individual, the group, and the organization. This includes understanding employee and management attitudes, motives, and behaviors as they relate to workplace concepts such as leadership, motivation, power, perceptions, group dynamics, communication, culture, and decision-making.

3.00

Do you have the confidence and business acumen to identify credible solutions and make persuasive arguments to gain the support of business stakeholders? What is your ability to see through the chaos of business problems and utilize a vision to identify real solutions to real organizations? How do we address the role of humans in a rapidly advancing technological world? Students pull together resources, information and ideas from a multitude of sources to create outcomes that have impact. Creativity and innovation skills are essential in this process to face the new reality of a rapidly changing world. By leveraging the creative mindset and building business knowledge, you will develop the tools necessary to utilize the creative mindset into actionable business solutions. You will identify, research and analyze problems more clearly, apply techniques to brainstorm uninhibited alternatives, and persuade audiences on innovative, business solutions. In the process, you will broaden your business terminology, increase your confidence and persuasiveness, and understand the value of business in leading innovation in an era of significant global change. Cannot be used towards the entrepreneurship concentration.

Please email Hillary Sabbagh at [email protected] to register for a travel seminar.

3.00

The Immersion course provides an opportunity for students to link their program work to hands-on experience and visits to real-life global companies. The highly experiential, intensive course combines classroom learning with a direct business and cultural experience. Students will work in teams directly for a client or several clients, solving real challenges, using their analytical skills, knowledge, and experience to develop feasible solutions. Required for all MBA students, the course will be offered globally or nationally to accommodate a variety of student needs.

3.00

Most employees will encounter difficult interpersonal situations at some point in their careers. This course focuses on the high costs of incivility to employee well-being and productivity. Students will reflect on their experiences, learn techniques to improve their communication skills, and experientially practice having difficult conversations. Topics such as abusive supervision, sexual harassment, and abnormal psychology will also be covered. Students will gain insight into how to cope with challenging interpersonal situations, address problematic behaviors, and develop more positive relationships in the workplace.

3.00

Matters related to diversity and inclusion are increasingly salient to business, impacting companies' mission, brand, talent management strategies, and performance. In this class, we will learn about common dynamics that occur in diverse groups and organizations; explore the power of inclusion and the challenges to leveraging it; discuss relevant current events, their impact on business, and business' responses to them; and study best practices for building diverse and inclusive companies.

3.00

This course emphasizes the theory and skills of win-win negotiation. Students assess their own negotiation styles, analyze the process of negotiation, and apply theory-based skills for integrating problem solving approaches to negotiation. The course utilizes a mix of teaching tools, including readings, lectures, cases, exercises, videotapes, and role-playing.

MBA Students not eligible for this course.

3.00

This course takes multiple approaches to the exploration of leadership. Emphasis is put on individual self-awareness as a critical precursor to leadership success. A wide range of activities, exercises, cases, and simulations are used to develop understanding of the dynamics of leadership. Team building, both as an activity and a topic for study, is used as the model to develop, practice, and improve individual leadership skills.

3.00

Introduces the basic principles, tools and technique of the Project Management Life Cycle with practical real-life examples and scenarios. The basic concepts will be studied within the framework of the Project Management Book of Knowledge (PMBOK (R)Guide) guidelines set forth by the Project Management Institute (PMI). Other project management framework will be described though not in detail. The course will attempt to help students understand the relationship between good project management and successful software management, development and implementation, and the best practices at each stage of project planning, execution, control and closure. The course will also help build skills to research, analyze and report project management case studies that illustrate the topics covered in this course. PMP(R) and (PMBOK(R)Guide) are registered marks of the Project Management Institute, Inc.

Approval of the MMS Program Director or Management and Entrepreneurship Department Chair required. MBA students may not take this course.

3.00

The internship is a semester-long, hands-on, practical learning experience in a company or non-profit organization. It usually requires the equivalent of at least one day per week on site. The site cannot be a firm where the student is already employed, unless the internship is confirmed to be related to the degree, substantially differentiated from the student's current work, and sponsored by a different department or division. The internship project is described in a written proposal agreed upon by the company sponsor and sponsoring faculty member, and it includes degree-related and career-related learning outcomes. The intern completes several written reflection assignments, a final report, and a presentation.

3.00

This course introduces learners to the concepts of Emotional Intelligence (EI). Learners will assess their own EI, examine how their EI impacts their performance in the workplace, and develop a plan to improve their own emotional intelligence. In addition, learners will study how EI concepts are applied in organizations via their use in selection, training, management development, coaching, and performance evaluation.

3.00

This course brings to light one of the most important yet vastly unmentionable topics of management: Failure. We will examine various aspects of failure from a sense making perspective at the organizational and individual levels, within emphasis on the latter. Examples of course questions include: What is failure? How do I usually handle it? Can I change if I want to? How? We will adopt an action learning pedagogical perspective so that students may enjoy the difference between mere knowing and understanding of material, on the one hand, and acting upon their understanding, on the other hand, to detect and possibly correct their frameworks for personal groundings, meaning-making, and failure handling strategies. There are no formal academic prerequisites for the course, except a desire for personal mastery and a white belt mentality.

3.00

Corporate entrepreneurship refers to alternative approaches that existing firms use to innovatively generate new products, new services, new businesses and new business models. This course emphasizes the cultivation of each student's ability to evaluate innovations and business models for development in a corporate setting. It emphasizes various kinds of internal corporate ventures and multiple "external" collaborative approaches that include corporate venture capital investments, licensing and different types of alliances and formal joint ventures. Special emphasis will be placed on skills needed to promote and manage corporate entrepreneurship, including opportunity recognition, selling an idea, turning ideas into action, developing metrics for venture success and strategies for aligning corporate entrepreneurial projects with company strategies and growth opportunities and managing the conflicts that may arise between existing businesses and corporate entrepreneurial ventures. Students will also learn to identify the elements of an organization's culture, structure and reward and control systems that either inhibit or support the corporate entrepreneurship, and analyze how corporate entrepreneurial activities relate to a company's ability to drive innovation throughout the organization.

3.00

Corporations place high importance on innovation and new product development for competitiveness and profitability. Since many companies are operating in a global environment, there's a need to find ways to harness the talent of people at multiple locations. This course is designed to teach global innovation and new product development using "virtual team and connectivity" techniques involving multiple locations/countries, while equipping students with the necessary knowledge, expertise and capabilities towards this goal. This course may also be conducted with Suffolk Law School students.

3.00

Ever wonder what great breakthroughs are on the horizon to improve business thinking, processes, products, and services? If you have, this course is for you. We will learn about how businesses are using principles of design thinking and biomimicry to create entirely new ways of meeting the challenges of modern business: those are, needs to reduce costs, increase revenues, minimize waste & energy use, maximize novel approaches, & meet consumer and business needs. You may recognize the term "design thinking" if you are a follower of Apple, Inc. which has used this process in the development of all of their products and services over the past 15 years. Biomimicry principles are those that seek their inspiration from nature; after all, nature has been problem-solving for 3.8 billion years -- surely there is something to learn from this to be adapted to solving modern challenges. The course will be both conceptual and practical with various experiential learning opportunities.

3.00

The primary focus will be on understanding the operational and strategic leadership aspects of managing mission driven, public service organizations. Specific emphasis will be placed on nonprofit corporations, including coursework that explores the legal, structural, and operational issues that are particular to such organizations.

3.00

Students develop techniques and directives related to communication processing. Both interpersonal communication and electronic information flow will be examined. Communication skills, styles, and strategies will be stressed through use of all media. Students will also analyze the theory and practice of public service marketing in relation to the administration of multiple sectors including private, public, nonprofit and health care by looking at innovative public service products and services.

3.00

Workplace and labor law affects every manager's ability to achieve the goals and objectives of the organization. Ignorance of the relevant statutes and case law leads to misunderstanding, mismanagement, and substantial legal costs and controversies. This course reviews some of the more significant legal requirements associated with recruitment and selection, performance appraisal, discipline, wages and benefits, etc. Teaching method includes lecture and case analysis.