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  • MGMT 211: Competitive Strategy

    3.00 Credits
    University of Pennsylvania

    Prerequisite(s): MGMT 100 & MGMT 101 and some knowledge of microeconomics is suggested. The course will be discussion oriented and based largely on case materials and mini-lectures. This is an advanced course in competitive strategy. The course will apply the tools of industrial organization economics and game theory to examine the strategic decisions that managers make. We will examine those decisions concerning pricing, capacity investment, advertising, new product introductions, and research and development. Emphasis will be placed on the strategic interaction among rival sellers. In particular we will look at the various methods of entry deterrence and strategic commitment. The course will attempt to integrate traditional economic models with case study materials.
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  • MGMT 212: Entrepreneurship & Societal Wealth Venturing

    3.00 Credits
    University of Pennsylvania

    Prerequisite(s): MGMT 100 & 101. The basic thesis of this elective half-semester course is that many social problems, if engaged entrepreneurially, create opportunities for launching businesses that simultaneously generate profits and alleviate the social problem. This approach generates social wealth as well as entrepreneurial wealth. The courseis distinguished from public sector initiatives to address social problems, andalso from "social entrepreneurship" programs where social wealth creation is a by-product rather than the target of the entrepreneurial effort. Students are expected to begin the course with already conceived ideas for entrepreneurial solutions to social problems.
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  • MGMT 214: Market Dynamics and Technical Change

    3.00 Credits
    University of Pennsylvania

    Prerequisite(s): Students need to have taken a first college course in economics. Multivariate calculus is generally useful in economic theory at this level, but does not carry significant weight in this course. Similarly, an understanding of basic linear algebra enhances the value of the linear programming analysis of the firm, but is not a prerequisite. This course applies tools of economic analysis to develop understanding of the processes of economic change in a market system. It examines the role of business firms as creators of economically valuable knowledge, and the relationships between firms and their market environments. Explicit attention to the dynamics of these relationships is a distinctive feature of the course. The intention is to give the student a good feel for "how the system works," i.e., for the key issues and shaping mechanisms in a market system undergoing change. Among the specific topics are linear programming analysis of the firm,organizational knowledge, industry evolution, information economics, and capturing the gains from innovation. The course emphasizes quantitative understanding and uses computer simulation and optimization techniques to promote that understanding. Mgmt. 214 is designed primarily for students who are not economics majors. It is not appropriate as the exclusive preparation in intermediate microeconomics for an economics major, or for any student who intends to do further work in economic theory at more advanced levels. There is definitely an overlap in content with other courses in intermediate microeconomics, or managerial economics. Nevertheless, the treatment is sufficiently distinctive to make it complementary to those other treatments for a student who is particularly interested in economic change, or is otherwise interested in acquiring a broader view of economics.
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  • MGMT 223: Business Strategy and Policy

    3.00 Credits
    University of Pennsylvania

    Prerequisite(s): MGMT 100 & 101; seniors and juniors that have completed introductory courses in finance, marketing, and accounting. This course encourages students to analyze the problems of managing the total enterprise in the domestic and international setting. The focus is on the competitive strategy of the firm, examining issues central to its long- and short-term competitive position. Students act in the roles of key decision-makers or their advisors and solve problems related to the development or maintenance of the competitive advantage of the firm in a given market. The first module of the course develops an understanding of key strategic frameworks using theoretical readings and case-based discussions. Students will learn concepts and tools for analyzing the competitive environment, strategic position and firm-specific capabilities in order to understand the sources of a firm's competitive advantage. In addition, students will address corporate strategy issues such as the economic logic and administrative challenges associated with diversification choices about horizontal and vertical integration. The second module will be conducted as a multi-session, computer-based simulation in which students will have the opportunity to apply the concepts and tools from module 1 to make strategic decisions. The goal of the course is for students to develop an analytical tool kit for understanding strategic issues and to enrich their appreciation for the thoughtprocesses essential to incisive strategic analysis. This course offers students the opportunity to develop a general management perspective by combining their knowledge of specific functional areas with an appreciation forthe requirements posed by the need to integrate all functions into a coherent whole. Students will develop skills in structuring and solving complex business problems.
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  • MGMT 225: American Business History

    3.00 Credits
    University of Pennsylvania

    Prerequisite(s): MGMT 100 & MGMT 101. This course examines how the kind of firms in which most Wharton students will spend the next stage of their careers came to be as they are today. At a superficial level, the course's objectives are descriptive and narrative. Its deeper purpose is to give students some idea of how to think about the future evolution of firms and industries. The course will discuss the historical development of the business enterprise as an institution. It will also cover the evolution of competition and strategy of corporate finance. The focus will be on American developments, since many of the innovations took place here; but there will be a number of comparisons to institutions in Japan and the leading European economies. The course considers issues arising in a number of different management disciplines and shows off their interrelationships.
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  • MGMT 230: Entrepreneurship

    3.00 Credits
    University of Pennsylvania

    Prerequisite(s): MGMT 100 & MGMT 101; Entrepreneurship (MGMT 230) integrates the material introduced in core courses and applies it to the evaluation and creation of new ventures. You must have attained Junior standing at Wharton and completed all of the undergraduate courses (i.e., at least one course each in marketing, management, introductory and advanced accounting and finance). Ideally, you will also have mastered the concepts of Business Policy. MGMT 230 integrates the material introduced in core courses and applies it to the design and evaluation of new ventures. The purpose of this course is to explore the many dimensions of new venture creation and growth to foster innovation and new business formations in independent and corporate settings. The course addresses both a theoretical perspective on venture initiation and the application of writing an actual business plan.
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  • MGMT 231: Entrepreneurship & Venture Initiation

    3.00 Credits
    University of Pennsylvania

    Prerequisite(s): Completion of MGMT 100, MGMT 101, AND MGMT 230 or MGMT 235. MGMT 231 is an advanced sequel to Mgmt.230 focusing on independent entrepreneurship, business plans and the business planning process, and the operating management of small firms. Ideally, the course builds upon venture opportunities identified in MGMT 230.
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  • MGMT 233: Strategies and Practices of Family-Controlled Companies

    3.00 Credits
    University of Pennsylvania

    Prerequisite(s): MGMT 100 & 101. This course is designed for those persons who desire to understand the distinct strategies and practices of family- controlled companies and family wealth management. It will focus on shareholder decision making; financial and market driven options for long-run competitiveness, organizational structures and management team issues; strategic planning from a resource-based perspective; transition planning for the corporate entity, wealth, leadership and relationship family dynamics and communication issues; and leadership empowerment. The course is inteneded for those who plan to control family-controlled companies and for those planning a career in their family firm.
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  • MGMT 234: International Comparative Management:The Challenge of Diversity and Integration

    3.00 Credits
    University of Pennsylvania

    Prerequisite(s): Mgmt 100, Mgmt 101 & Mgmt 111. This course is comprised of lectures with case discussions, group and individual short papers and quizzes on the readings. This is essentially a course in comparative national environments for business and how aspects of these environments impact on the firm. The course examines a number of institutions and phenomena in various countries. Issues range from language, religion, gender and ethnicity to legal systems, financial markets and corporate governance. The lectures draw on ideas from history, geography, sociology, political science and economics to inform our analyses. The lectures and cases range over both developed market economies and emerging economies.
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  • MGMT 235: Technological Innovation and Entrepreneurship

    3.00 Credits
    University of Pennsylvania

    Prerequisite(s): MGMT 100 & MGMT 101; open to juniors and seniors in Engineering, Applied Science, and Wharton; others only with special permission. All students must receive instructor's permission. Graduating M&T students receive priority enrollment. The focus of this course is on analysis of the issues and options which must be faced in developing a new technological venture. Particular attention is directed to the identification of technology-based venture opportunities, evaluation of technical feasibility and commercial potential, and planning for successful commercialization.
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