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Course Criteria
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3.00 Credits
Creativity is the starting point for technological entrepreneurship. Through interaction with faculty and guest speakers, students increase their understanding of the creative process and some of thetools that can be implemented to stimulate and/or manage individual and collective creativity. In addition, through application of these techniques in course activities, students explore and attempt to enhance their own creativity. When Offered: Spring term. Credit Hours: 3
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3.00 Credits
A capstone sequence in policy and strategy aimed at developing students' understanding of the relationship between business strategy and technology. The process of converting technological opportunity into competitive advantage is viewed from the perspective of both large, established companies and new ventures. Prerequisites/Corequisites: Prerequisite: course is taken towards the end of the program. When Offered: Fall term. Credit Hours: 3
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3.00 Credits
This is part two of the two-course sequence that begins with MGMT 6650. This course is about strategy implementation and fundamental concepts in implementing strategy both at the corporate level and the business unit level. Prerequisites/Corequisites: Prerequisite: MGMT 6650 or permission of instructor. When Offered: Spring term. Credit Hours: 3
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3.00 Credits
Provides students with opportunities to learn, by practical fieldwork, how successful new technological ventures are created, developed, and financed. Students work in small teams with guidance from experienced entrepreneurs. Business plans are developed, and a formal report to a sponsoring company is required. Prerequisites/Corequisites: Prerequisite: MGMT 6620. When Offered: Spring term. Credit Hours: 3
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3.00 Credits
This course emphasizes the linkage between technology, strategy, and achieving global competitive advantage. This course develops the concept and practical tools of strategy, strategic planning, and implementation both at the business unit and at corporate levels. The strategies of technology intensive international companies such as Intel, Microsoft, Netscape, Apple, Rhone-Poulenc, Toshiba, Xerox, MCI, ABB, and MapInfo are investigated and compared. The study of the evolution of General Electric's strategies from 1970 to 2000 completes the course. Students work in teams to develop a five-year strategic plan for a company or business unit of their choice, with a minimum of three strategic alternatives, and recommend the chosen alternative. When Offered: Spring term. Credit Hours: 3
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3.00 Credits
This course examines how the Internet and emerging e-business models are transforming the flow of products, information, and revenues across supply chains. It focuses on how inter-enterprise integration and value chain constellations can be deployed to effectively detect and fulfill custom needs in a cost-effective manner by eliminating traditional constraints in supply chain design, dislodging obsolete intermediaries, and creating new forms of value added intermediation. The role of exchanges and hubs in the procurement of industrial goods and services will also be examined in depth. Concepts will be discussed for different types of products such as physical goods, informational goods, and services. Students will develop the ability to conceptualize design and implement supply chains for e-business organizations. Prerequisites/Corequisites: Prerequisites: Background in marketing or operations management and a background in information technology are required to enroll in this course. The background could have been obtained either through appropriate course work or through work experience. When Offered: Fall term. Credit Hours: 3
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3.00 Credits
Organizations that increase their capacity for entrepreneurship build a foundation for long term competitiveness. This course examines how organizations can build management systems to enable entrepreneurial activities while simultaneously addressing current operational concerns. This tension differentiates the corporate entrepreneurial challenge from the start-up venture. The course focuses on both the organizational and project levels, studying how organizations can build an entrepreneurial capacity, and how project champions can ensure their projects are effectively evaluated, supported, and managed. When Offered: Spring term. Credit Hours: 3
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3.00 Credits
This course focuses on the human resources function and activities within a firm such as recruiting, selection, compensation, reward systems, evaluation, careers, labor relations, and job design. It also explores how the strategic implications of human resources function within an organization and how HR contributes to organizational success. When Offered: Spring and summer terms. Credit Hours: 3
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3.00 Credits
Analysis of the differences among technical systems and interactions with industrial growth is undertaken with regard to nation states, industrial sectors, and companies. To develop tools of analysis regarding technological change, industrial policy, and corporate performance. The impact of technological change on industrial growth and competitiveness is viewed from three perspectives: the general manager, the technical professional, and the public official. When Offered: Fall term. Credit Hours: 3
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3.00 Credits
This course explores the current understanding of the relationship between technological and organizational change. It draws on current research in management, engineering, science, and the humanities and social sciences to examine the diverse ways in which technology affects the character of organizational life and structure. Credit Hours: 3
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