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  • MGT G207: Global Innovation Management

    1.50 Credits
    Northeastern University

    Examines the actions that managers must take to stimulate innovation and direct it in ways that allow the organization to accomplish its goals. Introduces such topics as what organization forms are most conducive to innovation, what factors hinder innovativeness and how can they be overcome, and what role managers play in bringing about innovation. Discusses elements of an organization's infrastructure that contribute to innovativeness such as design, reward mechanisms, communication patterns, boundary spanning, control systems, leadership at all levels, and the organization's culture.
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  • MGT G208: Strategic Decisions for Growth

    3.00 Credits
    Northeastern University

    Focuses on developing and implementing long-term strategy for businesses. Complementing the internal growth focus of ENT G208, this course examines how businesses grow in the context of the external environment. Environmental, macroeconomic and competitive analysis, industry structure analysis, and an evaluation of current and future resources available to a firm together help determine strategy choices in a world characterized by alliances, outsourcing, and mergers and acquisitions. Leadership, organizational structure, business processes, the quality of human capital, corporate social responsibility, and reward systems all affect strategy implementation. Measurement and control systems help determine strategic plan achievement and create a feedback loop for revising strategicplans for future periods. Case studies and research papers are complemented by the continuation of the Business Plan Project begun in ENT G208.
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  • MGT G209: Global New Product Development

    1.50 Credits
    Northeastern University

    Provides an overview of the best-practice model of the new product/service development process. Focuses on the stages of the development process and the critical role of the customer and market research in creating, designing, and developing a successful new product.
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  • MGT G210: Legal/Ethical Aspects Business

    3.00 Credits
    Northeastern University

    Addresses how the legal system can impact a manager in the performance of the job. Introduces the legal system, the legal structure of the corporation, and alternative forms of dispute resolution between firms, then discusses issues including employee hiring and termination, performance appraisal, and lines of authority as governed by agency law. Other topics include contracts, product liability, intellectual property and patents, licensing, environmental regulations, and equal opportunity and antidiscrimination laws. Also considers business ethics and how ethical analysis complements legal analysis and can and should be applied to managerial decisions. Rather than develop prescriptive norms for business, the course develops moral principles that can be applied to real situations to help decide whether business can be conducted in ways both proper and profitable.
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  • MGT G211: Business Law and Professional Ethics

    3.00 Credits
    Northeastern University

    Examines the critical aspects of business essential in understanding the business and legal environment. Examines contract law and areas of the law that relate directly to the accountancy profession. Develops knowledge of the Uniform Commercial Code as it relates to the law of sales, commercial paper, and secured transactions. Also explores the importance of ethics in the business and accounting environment, and considers potential ethical dilemmas.
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  • MGT G212: Managerial Communication

    3.00 Credits
    Northeastern University

    Focuses on business communication strategies including written communication, business and professional speaking, and skills required to be successful in variety of business and professional contexts. Topics include audience and situation analysis, the writing process, informal and formal speaking, and presentations. In-class exercises, simulations, and individual and group work help participants develop and practice communication skills.
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  • MGT G213: Managing Ethics in the Workplace and Marketplace

    2.00 Credits
    Northeastern University

    Seeks to stimulate creative individual and group thinking and learning for working professionals while offering practical guidance for improved decision making in both common and novel ethical business situations. Recent and historical executive and managerial criminal conduct and ethical lapses have destroyed careers and shareholder value in addition to severely eroding employee and public trust. Uses a series of case studies, readings, and field study experiences to actively engage students in a timely, relevant, and challenging fashion.
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  • MGT G214: Negotiations

    3.00 Credits
    Northeastern University

    Designed to improve students' understanding of the negotiations process and their ability to plan and conduct negotiations effectively. Includes such class activities as readings, lectures, and discussions as well as case discussions and role-playing negotiation exercises.
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  • MGT G215: Strategic Security Management

    3.00 Credits
    Northeastern University

    Analyzes the contemporary role of the security manager as it necessarily evolves from that of content expert to one of business strategist. To effectively develop the competencies and mind-set necessary to establish a strategic approach to security management, this class uses a range of readings, case studies, and research materials with the goal of critically examining the behavioral, structural, ethical, legal, political, social, cultural, and competitive conditions of today's complex, interdependent, and global business environment.
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  • MGT G216: The Chief Executive Officer

    3.00 Credits
    Northeastern University

    Explores the CEO's job and role in a business organization. Offers presentations by and discussions with chief executive officers of major corporations in the Greater Boston area. Cases and readings also help address the job requirements, problems, and opportunities facing top management.
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