Graduate Management Courses

Courses

ES 600 Entrepreneurial Thinking (3 credits)

Focuses on all aspects of starting a business: selecting promising ideas, initiating new ventures and obtaining initial financing. Concentrates on how ventures are begun, how venture ideas and other key ingredients for start-ups are derived, and how to evaluate new venture proposals. Explores business plan development and legal and tax considerations.

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ES 601 Planning and Financing New Ventures (3 credits)

Pre- or corequisite(s): ES 600

Covers a broad range of planning and financing activities that occur throughout the life of an entrepreneurial venture. Students gain "real-world" experience in identifying a product and/or service based on their understanding of potential customers' needs and wants, selecting a flexible, low-cost business model to deliver those products and/or services, determining the financial and relationship currencies needed, and detailing the myriad actions and decisions required to transform their vision into reality. Students also focus on the issues related to bootstrapping an entrepreneurial venture by exploring the basics of attracting startup and growth capital, valuing a company and going public.

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ES 701 Entrepreneurship Practicum (3 credits)

Prerequisite(s): ES 600

Enables students to gain new insights and develop their intuitive entrepreneurial perspective and thinking by practicing what they have learned. Working in the field, students can either work as an intern with an entrepreneur in a start-up business, or participate in consulting teams that assist entrepreneurs with specific projects. All projects are under the guidance of a faculty member.

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ES 702 Research on the Entrepreneurial Process (3 credits)

Prerequisite(s): ES 600

Allows students to develop specialized knowledge on the entrepreneurial process by structuring and completing a faculty-supervised research project. The specific area of investigation is proposed in writing by the student to a faculty supervisor and must be approved by the supervisor and program director. Students demonstrate research skills and technical competence through the presentation of a written report outlining the nature and significance of the project chosen and the resulting conclusions.

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IB 701 Internship in International Business (3 credits)

Affords students the opportunity to enhance self-realization and direction by integrating classroom study with experience in vocational learning situations. Requires development of a study plan to identify the student's professional goals and to demonstrate how these goals can be enhanced through an internship experience. Includes regular meetings in which students discuss issues and business problems related to their work experience, and defend proposed solutions before fellow students and the internship coordinator.

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MG 590 Internship in Management (1 credits)

A 1-credit field-based educational experience for Bentley students with the opportunity to (1) observe management practices, (2) apply and test hands-on the organizational concepts and methods learned in classes, (3) develop leadership skills, (4) test aptitude and personal preferences for various career directions, and (5) establish a basis for future professional employment. This Internship option is available to Bentley graduate students. Students must work a minimum of 200 hours at an organization suitable for the individual student's field learning experience, and complete specific requirements during their Internship, demonstrating the ability to apply and integrate business/management knowledge, in order to receive academic credit. A student is limited to doing one such 1-credit internship before degree completion.

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MG 601 Competing in a Global Marketplace: Analysis of the Business Environment (3 credits)

This interdisciplinary course presents a conceptual framework for scanning the global business environment. This scanning or information-gathering process is a critical part of how the corporate general manager formulates strategy. The course comprises four main areas that identify internal and external forces affecting the firm's ability to compete domestically and internationally: 1) sociocultural and ethical forces and issues; 2) global economic and financial forces; 3) political/legal forces and issues; and 4) global technological forces. The objective is to provide the student with the skills and methodology necessary for market analysis and business strategizing on a global scale.

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MG 620 Business of Biotechnology (3 credits)

Integrates science and business in studying the biopharmaceutical industry as a model for innovative business practices in high-technology, R&D-dependent companies and industries. Business development in this industry is analyzed from the standpoint of management, market and financing strategies. No prior science background is required as the emphasis is on the application of the science to the commercial, market-driven side of the industry. Small groups of students will be given a business plan detailing the developmental history and proposed plan for the commercial development of a new product or technology.

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MG 630 Interpersonal Behavior in Management (3 credits)

Develops a conceptual foundation in the theory of interpersonal dynamics. Considers such topics as perception, personality, attitudes and interpersonal communication. Applies these models of interpersonal behavior to managerial and organizational issues. Enhances interpersonal competence, especially listening and assertiveness skills.

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MG 632 Managing Effective Work Teams (3 credits)

An increasing number of organizations use work teams to accomplish their objectives. Unfortunately, many organizational teams are not particularly effective. This course is designed to help students manage and work effectively in teams and groups. You will develop a greater understanding of task group dynamics, of your own behavior in teams, and of team management skills. The course is highly experiential and involves working in class teams on graded and non-graded assignments. These assignments include team presentations and written and oral analysis.

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MG 635 Negotiating (3 credits)

Explores the theory and practice of negotiating, with an emphasis on bargaining within an organizational context. Develops both a knowledge of bargaining concepts and models and the skill to apply this knowledge in real-life negotiating situations. Uses simulations to increase involvement and to deepen understanding of negotiating principles.

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MG 640 Managing Collaborative Relationships (3 credits)

This course is rooted in relationship business, an emerging discipline that enables individuals and companies to effectively identify, measure and manage relationship-based sources of value for strategic benefit and financial gain. Students gain the mindset, skills and tools required to build purposeful, mutually beneficial strategic relationships. The course is oriented around current real-world experiences, through which students learn to 1) measure and manage all forms of value to enhance performance and profitability, 2) correlate non-financial input of individuals to bottom-line financial outcomes for the organization, and 3) form win-win strategic relationships and collaborate effectively with all stakeholders.

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MG 645 Managing Organizational Change (3 credits)

Views change as an adaptive process that can affect organizational structure, design and technology, as well as group and interpersonal processes. Devotes attention to such consulting skills as assessing the need for change, developing intervention strategies, understanding and managing resistance, and assessing the impact of various changes on the organization.

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MG 646 Management of Technology (3 credits)

Discusses the concepts, tools and best-in-class practices for managing effectively in technology-based businesses. Examines contemporary organizational systems and processes. Suggests techniques for dealing with: fuzzy deliverables, risk, uncertainty and change; managing technology transfer; gaining cross-functional commitment; and leading self-directed teams. Lectures, case studies and group discussions are combined to prepare students for leadership positions in today's technology-based organizations.

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MG 647 Contemporary Practices of Managing Effectively in Technology-Based Business Environments (3 credits)

This one-week intensive course uses a combination of expert-led classroom discussions and plant visits to examine the challenges and best practices of managing in today’s complex technology-based multinational business environment. Company visits, case studies and dialogue with senior managers and scholars provides the setting for studying contemporary organizational systems, processes and practices at the intersection of project, product and technology management. Stimulates critical thinking and insight into contemporary management issues such as virtual team leadership, strategic alignment of operations, open innovation, accelerating developments, integrating projects and technology across multinational lines, dealing with risk, uncertainty, change and conflict, collaboration, cross-functional commitment, and leading without formal authority. As a partnership program of Bentley and the University of São Paulo, the course is open to graduate students from both universities.

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MG 651 Project Management (3 credits)

Presents the specific concepts, systems and techniques for managing projects effectively. Leads the student through a complete project life cycle, from requirements analysis and project definition to start-up, reviews and phase-out. The role of the project manager as team leader is examined together with important techniques for controlling project costs, schedules and performance. Lectures, case studies and group discussions are combined to develop skills needed by project managers in today's environment.

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MG 652 Management of Innovation (3 credits)

Considers common characteristics of all forms of the innovation process: both generating and adopting new technologies, products and services, and organizational forms. Managerial techniques for stimulating and control scriptive and prescriptive readings and cases. Emphasizing the systems aspects of innovation, its organizational and social implications are also explored.

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MG 656 Managing Human Resources in a Customer-Focused Environment (3 credits)

Note: Not open to those who have taken MG 641

Every organization, be it private or public, for profit or not-for-profit, spends considerable time, effort, and money training supervisors and managers how to be effective managers of employees in a customer-focused environment where the emphasis is on understanding and satisfying the needs of the customer. While each organization has some unique practices, requirements, and contexts to learn, most of the basic management theories and practices are applicable to all organizations. As all organizations have customers in one form or another, they can all be considered to need a customer focused environment. Basic principles of interpersonal relations, legal compliance, financial accountability and customer focused organizational culture and behaviors are the foundation for how managers do their work. This course provides and understanding of assessing, managing, motivating and rewarding employees so that managers can be more effective in a customer-focused culture.

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MG 661 International Management Behavior (3 credits)

This course contributes to the development of knowledge and skills needed to manage effectively in international environments and/or to work effectively with people from other cultures. Students will develop an awareness of the pervasive and hidden influence of culture on behavior, particularly with respect to management and management practices; become familiar with the types of situations and issues which managers often confront when working internationally; and gain an appreciation for the impact on personal behavior of living and working in another culture. This course is concerned with understanding differences in behavior which stem from diverse national cultures and developing tools for effectively managing those differences. The readings, cases and exercises have been chosen to focus students' attention on effective international behavior - their own as well as that of others.

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MG 670 Managing in a Diverse Workplace (3 credits)

Addresses the knowledge, skills and attitudes managers need to fully employ all the resources of the increasingly diverse work force emerging in the United States today. Examines in depth the dynamics of gender and race in the workplace, in the context of exploring how people who are different from each other can work together effectively. Investigates the impact of diversity on individuals, groups and the organization as a whole.

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MG 671 Management of the Transnational Corporation (3 credits)

This course focuses on the management challenges associated with developing strategies and managing the operations of companies whose activities encompass more than one nation. The course analyzes the internationalization process in small, medium and large corporations, compares and contrasts different internationalization strategies, examines managing political risk and ethical issues in international business, and studies functional management of the transnational corporation (e.g., financial management, marketing management and human resource management).

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MG 701 Internship in Management (3 credits)

Affords students the opportunity to enhance self-realization and direction by integrating classroom study with experience in vocational learning situations. Requires development of a study plan to identify the student's professional goals and to demonstrate how these goals can be enhanced through an internship experience. Includes regular meetings in which students discuss issues and business problems related to their work experience, and defend proposed solutions before fellow students and the internship coordinator.

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MG 704 Management Consulting Skills (3 credits)

Teaches the fundamentals of management consulting. Students learn the basics of internal and career consulting as well as how to be good consumers of consulting services. Topics include the consulting process; project, team and client management; the ethics of consulting; careers in consulting; and issues surrounding the use of consultants. Exploring the nature of consulting from the vantage points of both consultant and client, the course is designed for graduate students who may be interested in a consulting career, find themselves serving as an internal consultant, do occasional consulting outside their primary job, or need to hire or work with external consultants. Seeks to produce savvy consumers of consulting services in addition to enhancing the skills needed for management consulting.

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MG 705 Field Project in Change Management (3 credits)

Prerequisite(s): MG 645 or MG 704

Offers a field-based, hands-on opportunity for students to be involved with an ongoing change management or consulting project. Working individually or in teams, students actively participate in a change initiative or consulting engagement. The project can focus on the implementation of the final change project identified in MG 645 Managing Organizational Change, or any other opportunity that students can develop. Upon request, the director of field-based learning will provide leads for project sites.

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MG 719 Special Topics in Management of Technology (3 credits)

Focuses in different semesters on different topics related to the management of technology. Examples of the themes that might be included are: emerging new technologies, concurrent engineering, managing the R&D function, the impact of technology on jobs and workers, and accelerating product developments.

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MG 755 Special Topics in Management (3 credits)

Focuses on a different management theme in each semester. Currently planned themes are managing corporate alliances, managing with influence, implementing ethics in organizations, issues in leadership, and managing effective work teams.

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MG 825 MOT Field Research Project (3 credits)

Provides students with an opportunity to prepare and present an integrated technology-focused field research project using the concepts, topics and methods learned during the program. Emphasis is on the full development, analysis and proposed resolution of an ongoing technological issue or concern of prime importance to an organization selected by the student. A faculty adviser works with each student and business site to provide support and evaluation.

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OM 661 Operations Strategy (3 credits)

Focuses on the development and implementation of production/operations strategy and the integration of this strategy with the corporate, business and other functional strategies of both manufacturing- and service-oriented organizations. Topics include decisions involving plant location and capacity, vertical integration, organizational design for operations, systems design, facilities management, productivity management, and implementation of operations strategy.

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OM 701 Internship in Operations Management (3 credits)

Affords students the opportunity to enhance self-realization and direction by integrating classroom study with experience in vocational learning situations. Requires development of a study plan to identify the student's professional goals and to demonstrate how these goals can be enhanced through an internship experience. Includes regular meetings in which students discuss issues and business problems related to their work experience, and defend proposed solutions before fellow students and the internship coordinator.

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OM 740 World-Class Operations (3 credits)

With the world quickly becoming a single "global village," only the companies that can compete on a world-class level will survive and prosper in the 21st century. These companies, which include both manufacturing and service operations, have many common approaches to conducting business. This course provides students with the opportunity to identify common themes among these firms by observing operations managers during on-site visits to outstanding companies in the Greater Boston area. Using these plant tours, in-class material and assigned readings as a foundation, students then prepare a major paper on a mutually agreed upon topic of interest.

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OM 790 Special Projects in Operations Management (3 credits)

Prerequisite(s): Departmental approval.

In-depth exploration of selected issues and problems in operations management. Specific topics developed based on student and faculty interests.

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SFM 653 Service Focused Management (3 credits)

Note: Not open to those who have taken OM 730

Every organization has customers, be they called clients, patients, guests, passengers, students, and even customers. How these firms interact with their customers is a major factor in their long term success. In today's highly competitive environment, those firms that take a service-driven, customer-centric perspective will prosperwhile those that don't will fail and go out of business when customers take their business elsewhere. The successful design and implementation of the service delivery process requires a trans-disciplinary approach to be not only effective in satisfying customer requirements but also efficient in minimizing costs. The disciplines involved in the design and execution of the service delivery process include operations, marketing, human resource management and information technology. This course introduces a framework for integrating these functional areas in the service delivery process, showing how each adds value from the customer's perspective.

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SFM 654 Managing Quality in Service (3 credits)

Note: Not open to those who have taken OM 750

In the United States, the service sector now accounts for more than 80% of the nation's economy, and that proportion continues to increase. In addition, many manufacturing companies are now recognizing that they can obtain a competitive advantage in the marketplace with their products by providing their customers with outstanding service. The unique characteristics of services, including intangibility, the direct interaction of the customer in the service process, simultaneous production and consumption, heterogeneity of demand, and labor intensity, create unique challenges for service managers in the management and control of quality. This course examines these unique challenges and addresses the application of modern quality management theory, methods, and tools to service industries.

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