|
|
|
|
|
|
|
|
|
|
Course Criteria
Add courses to your favorites to save, share, and find your best transfer school.
-
1.00 - 3.00 Credits
This course is intended for the graduate business student who wishes to gain applied/practical business experience based on his/her intended career path and/or with an organization. This course will assist building required skills and bridge the gap between the classroom and real world application.
-
5.00 Credits
MGMT 420A and MGMT 420B Dialogues in Top Management I and II. Students must take the two courses in sequence. The courses comprise a series of dialogues with teams of top-echelon managers of pre- and post-dialogue student groups; analytic papers based on the content of the dialogues, class discussions, and readings. Readings and class discussions address both the character and dynamics of complex, enterprise-wide management problems and processes of effectively managing them. In open dialogues with practicing top-echelon mangers students explore the practice and theory of effective top-echelon/general management. That is management that involves applying concepts and skill across all functional areas of management. Student groups' analytical essays after each dialogue stimulate in-depth discussion both of possible conceptual models of the management process and of the relationships to it of the course materials in the graduate programs
-
5.00 Credits
MGMT 420A and MGMT 420B Dialogues in Top Management I and II. Students must take the two courses in sequence. The courses comprise a series of dialogues with teams of top-echelon managers of pre- and post-dialogue student groups; analytic papers based on the content of the dialogues, class discussions, and readings. Readings and class discussions address both the character and dynamics of complex, enterprise-wide management problems and processes of effectively managing them. In open dialogues with practicing top-echelon mangers students explore the practice and theory of effective top-echelon/general management. That is management that involves applying concepts and skill across all functional areas of management. Student groups' analytical essays after each dialogue stimulate in-depth discussion both of possible conceptual models of the management process and of the relationships to it of the course materials in the graduate programs
-
0.00 Credits
The exit assessment course (MGMT 440) is aimed at assessing how students' career goals, values and abilities may have changed since the program began. The course meets for one mandatory half day seminar in the Spring Semester and carries o units of credit. In the MGMT 403 course, students were provided the tools and opportunities for self-assessment and career planning. In the very first semester, they completed several assessment instruments (LSI, POQ, 360-Feedback (ECI-U), ASI, My Values, Career Anchors and others). They had to identify their top values, set a career vision and created an individualized learning plan. The ultimate goal was to assure that their personal development and preparation was relevant to, and in alignment with, the emergent requirements of today's business management careers. This course is specifically designed to identify if a student's prior learning plan (completed in the MGMT 403 course) still fits with his/her current career reality and to also identify what has changed for him/her. The activities in the course will include: Viewing the current reality of today's business environment; Revisiting their experience in the MBA program including any internships/jobs;; Determining if a student's values, vision and learning plan still fill; Retaking the 360-Feedback (Emotional Intelligence Competencies) to identify development of competencies; Identifying relevant areas of personal development; Committing to a refined learning plan and goals. Through a highly interactive and team based process, students will be able to reflect on their current reality, get feedback on your personal growth and discover what changes would enhance their professional career journey.
-
3.00 Credits
The International Institute involves semester-long study of a particular region, followed by a class trip to an area within that region. The preparatory coursework varies depending on the region selected for that particular semester; however, it typically consists of research about cultural, financial, political, and economic topics. The trip consists of daily research meeting with organizations within the region being studied. Upon return, a summary exercise is required to complete the coursework. The class trip is a mandatory component of the course.
-
3.00 Credits
Managers need new skills to enable them to manage effectively in what is increasingly a global economy. They need a deeper understanding of cultural differences and how these differences may influence communications with foreign employers, employees, customers, suppliers or partners. They need a better understanding of the economic and political mechanics of the world business system. They need to learn how to find out more about potential opportunities and threats that lie outside the United States. This course is designed to address these needs.
-
3.00 Credits
This course is built around two core learning tracks. The first is extended analyses of case studies, which identifies ethical problems, diagnoses import, and develops strategic programs to address them. The second learning track uses short pieces of fiction to explore issues of ethical character, leadership, and organizational responsibility. Each student keeps an ethics journal over the course of the semester to reflect on ethical issues, both inside and outside the classroom. In addition, small student groups are formed to write case studies focusing on a business ethics problem.
-
3.00 Credits
This interdisciplinary course covers a variety of topics, including principles of intellectual property and intellectual property management, business strategies and modeling relevant to the creation of start-up companies and exploitation of IP rights as they relate to biomedical-related inventions. The goal of this two-semester course is to address issues relating to the commercialization of biomedical-related inventions by exposing law students, MBA students, and Ph.D. candidates (in genetics and proteomics) to the challenges and opportunities encountered when attempting to develop biomedical intellectual property from the point of early discovery to the clinic and market. Specifically, this course seeks to provide students with the ability to value a given technological advance or invention holistically, focusing on issues that extend beyond scientific efficacy and include patient and practitioner value propositions, legal and intellectual property protection, business modeling, potential market impacts, market competition, and ethical, social, and healthcare practitioner acceptance. The course will meet over two consecutive semesters--fall and spring--and is six credit hours (three credits each semester). During these two semesters, law students, MBA students, and Ph.D. candidates in genomics and proteomics will work in teams of five (two laws students, two MBA students and one Ph.D. candidate), focusing on issues of commercialization and IP management of biomedical-related inventions. The instructors will be drawn from the law school, business school, and technology-transfer office. To be eligible for this course, law students must also have a B.S or equivalent in the life sciences, such as biology, biochemistry, genomics, molecular biology, etc. Offered as LAWS 367, MGMT 467, GENE 367 and GENE 467.
-
3.00 Credits
This interdisciplinary course covers a variety of topics, including principles of intellectual property and intellectual property management, business strategies and modeling relevant to the creation of start-up companies and exploitation of IP rights as they relate to biomedical-related inventions. The goal of this two-semester course is to address issues relating to the commercialization of biomedical-related inventions by exposing law students, MBA students, and Ph.D. candidates(in genetics and proteomics) to the challenges and opportunities encountered when attempting to develop biomedical intellectual property from the point of early discovery to the clinic and market. Specifically, this course seeks to provide students with the ability to value a given technological advance or invention holistically, focusing on issues that extend beyond scientific efficacy and include patient and practitioner value propositions, legal and intellectual property protection, business modeling, potential market impacts, market competition, and ethical, social, and healthcare practitioner acceptance. The course will meet over two consecutive semesters--fall and spring--and is six credit hours (three credits each semester). During these two semesters, law students, MBA students, and Ph.D. candidates in genomics and proteomics will work in teams of five (two law students, two MBA students, and one Ph.D. candidate), focusing on issues of commercialization and IP management of biomedical-related inventions. The instructors will be drawn from the law school, business school, medical school, and technology-transfer office. To be eligible for this course, law students must also have a B.S. or equivalent in the life sciences, such as biology, biochemistry, genomics, molecular biology etc. Offered as MGMT 467, LAWS 367, GENE 367 and GENE 467.
-
3.00 Credits
This two semester 6 credit hour course teaches students to write a strategic business plan. Working in teams, students study a Cleveland area business through meetings with company executives, including the CEO, under the supervision of a faculty member and outside planning expert. In Semester One, multiple leading faculty members will conduct classes which focus on key components of a business plan, including marketing, strategy, finance, supply chain and leadership. Semester One will culminate with a case study of an assigned company written by each team. Semester Two is a practicum experience during which student teams write a strategic business plan for their assigned company, once again under the supervision of faculty and outside mentors. Plans will be presented by teams to a Business Plan Competition jury composed of leading private equity executives, investment bankers and/or corporate CEOs.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Privacy Statement
|
Terms of Use
|
Institutional Membership Information
|
About AcademyOne
Copyright 2006 - 2024 AcademyOne, Inc.
|
|
|