These courses examine the concepts and techniques required for effective management.
- Managerial Accounting sheds light on why some managers use numerous seemingly suboptimal accounting practices and explores why firms are adopting activity-based costing (ABC), economic value added (EVA), and balanced scorecard. Emphasis is placed on the question of organizational motivation and control, and the role of accounting in this context.
- Managerial Decision Making helps students understand how managers actually make decisions. Through readings, demonstrations, and cases, students learn why managers are susceptible to certain decision-making biases and subsequently make less than optimal decisions. The course explores the implications of these biases for consumer, organizational, and financial decision making.
- Negotiations helps students become better decision makers and negotiators. A series of negotiation simulations help students develop a structured approach to preparation and a refined set of skills for carrying out negotiations.
- Essentials of Effective Leadership focuses on increasing a manager's understanding about the nature and dynamics of interpersonal behavior related to organizational performance by providing an introduction to theory and research in the behavioral sciences. Using a combination of case discussions, group activities, and lectures, the primary goal is to offer conceptual frameworks and principles that will improve managerial effectiveness. Topics covered include motivation, social perception, interpersonal influence, communication, group decision making, commitment, and leadership.
- Organizations and Incentives applies tools from economics (e.g., asymmetric information and moral hazard) to develop a simple framework for thinking about organizational design, incentives, and related topics. We will learn how principles of well-functioning markets are important in designing well-functioning organizations. We will discuss how organizations trade off creativity and risk management. Topics include decision making, decentralization, job design, performance evaluation, and pay for performance.
- Strategic Leadership encourages participants to use the social structure around them to identify opportunities to create value, mobilize resources around the opportunities, and organize to deliver value. Case-based class discussions serve as a framework for exploring high-performance teams, corporate culture, reputations, leading strategic change, leveraging best practices, communicating a vision, reading the informal organization, and integrating operations across business units.
- Competitive Strategy applies concepts from microeconomics and industrial organization to competitive decision making. Case discussions serve as a foundation for learning in this class. Topics covered include industry analysis, basic game theory, competitive interactions, competitive pricing, commitment, and antitrust.