Part-Time MBA concentration in Global Business

Addresses the creation of competitive advantage in the multinational firm as well as the complexities of managing a multinational firm. Examines the nature of global industries and global competition to assist managers in understanding how to create and administer a successful global strategy.

This course is designed to address the needs of executives with leadership and/or senior management responsibilities in global businesses. It focuses on the uniquely different aspects of leading a multinational organization across different cultures and interacting with a globally dispersed workforce. Many businesses today do not grant full autonomy to their foreign-based subsidiaries choosing instead to centralize decision-making using a global or transnational strategic platform while implementing these strategies at a global, regional, and local level. This approach requires leaders with global responsibilities to understand the cultural differences that exist in various regions and countries in which they operate and the implications of those cultural differences in making and implementing strategic decisions regarding marketing strategies, operations/supply chain strategies, HR strategies including hiring and engaging key executives and managers, and business development strategies.

22:553:671 - Doing Business in China

This unique course features a study trip to China. The objective of the course is to learn about China's dynamic economy and business environment through hands-on learning. This course is open to all students (MBA, Masters, and undergraduate) and alums. Students should consult with the department chair of their concentration to see if this course will count toward their concentration. For anyone interested in doing business in China, or knowing more about one of the most important developing economies today, this course is a must.

22:553:672 - Doing Business in Southeast Asia

For Doing Business in China and Doing Business in Southeast Asia, students may count only one, not both, of these courses towards a concentration in Global Business. Other travel courses supervised by RBS faculty may be offered from time to time which may also be considered. Travel courses that do not involve RBS faculty cannot be counted toward the concentration.

Examines the characteristics and skills that allow leaders to make positive contributions to their organizations. Offers students the opportunity to improve their skills through the use of simulations, role-plays, case analyses, and discussions. Skills examined and practiced in this course include developing and communicating a vision, systems thinking, team building, and decision making.

Prerequisite: Organizational Behavior (22:620:540 (FT) / 22:620:585 (PT))

Examines a variety of problems in the management of science and technology with emphasis on the strategic management of technology. Topics include integration of business strategy with technology, the product development process, manufacturing/process technologies, time to market, technology-based strategic alliances, and technology venture development. Case studies will be used extensively. Should be of interest to people working or intending to work in any functional area in an organization which develops or uses new technology-based products or services.

Prerequisite: Organizational Behavior (22:620:540 (FT) / 22:620:585 (PT))

Helps students understand themselves at their own place (within cultures and subcultures) and their responses to difference; other people (bosses, coworkers, subordinates, clients, and customers); differences among organizations; and the skills for managing diversity well. Develops the point that managing diversity well is the essence of good management for the coming decades.

Prerequisite: Organizational Behavior (22:620:540 (FT) / 22:620:585 (PT))

Course description not available at this time.

Provides an introduction to the principles, practice, and processes of negotiations as a management skill with bosses, subordinates, peers, clients, and customers. Discussion of the preparation and planning for negotiation, the strategy and tactics of negotiation, issues regarding both distributive and integrative bargaining, and ethics in negotiation.

Supply Management is the overarching cross-functional management framework that integrates all activities related to the acquisition and management of resources for the organization.  It includes global sourcing, supplier relationship management, procurement and purchasing.  Supply Management is now recognized as a key strategic initiative to create value for the corporation. This course reviews the demands placed on today's procurement and supply management from the firm’s stakeholders and demonstrates their impact on the competitive success and profitability of the organization. Furthermore it describes ethical, contractual and legal issues faced by procurement, and recognizes the expanding strategic nature of supply management. The major areas covered are procurement as a functional activity, and how effective supply management impacts on total quality, cost, delivery, technology, and responsiveness to the needs of a firm's external customers (insourcing/outsourcing, supplier evaluation, supplier development, and global sourcing). We introduce the tools, techniques, and approaches for managing the procurement and sourcing process (cost/price analysis, negotiations, and contract management). Case studies and outside speakers will be used to illustrate the issues discussed in lectures.

Provides an introduction to international financial markets. Covers foreign exchange markets, international equity and debt markets, international investments, diversification, and capital market equilibrium. Aspects of international banking also discussed. The course discusses both theoretical and practical issues in international capital markets.

Focuses on key legal issues affecting the conduct of international business. Topics include legal aspects of trading and investing across national borders; foreign investing in the United States; U.S. customs laws and practices; import protection against unfair trade practices; taxation of international trade and investment; currency and investment controls; and some of the unique institutions affecting the conduct of international business.

Offers an understanding of the international financial structure and studies its impact on business and individuals in various nations. The course is divided into three parts: the study of the adjustment mechanism used by nations to solve balance of payments difficulties; the examination of international liquidity and the new techniques being developed to replace gold; and a brief look at the implications of these developments in guiding the international operations of banks, other financial institutions, and business firms.

Designed for those who have already acquired an introductory understanding of the international business environment. Examines the social, cultural, political, institutional, behavioral, economic, and competitive conditions that differentiate the conduct of foreign and international marketing from domestic marketing. Examines a series of specific marketing problems, tasks, and tools to prepare for approaching international marketing activity.Topics covered: international information systems and marketing research, multinational product offerings and services, promotional strategies in international marketing, exporting and importing, and detailed analysis of marketing in several nations.

Extends the tools of macroeconomic policy analysis to incorporate the international sector. Particular attention is devoted to topics and issues such as the abolishment of the Gold Standard, the present fluctuations in exchange rates, central bank intervention policies including dirty floats, theories of international trade, tariffs and quotas, world currency markets including Eurodollars, and the effects of trade deficits and capital inflows. Material will be supplemented by discussions of current special topics such as the unification of Europe in 1992.

This course shows how the multinational firm depends critically on its technological and related skills to achieve its central strategic objectives.

This course draws on the cross-cultural psychology literature on national and ethnic cultures and on the management literature on culture in organizations. Major topics include the content and manifestations of culture, cultural similarities and differences, the transmission of culture, culture and subculture, culture change, leadership and culture, and managing organizational culture.

This course examines the history of international business, with a particular focus upon the context and determinants of the growth over the last 150 years of the largest multinational corporations (MNCs).

Course Description not available at this time.

Critically appraises the main economic and behavioral theories of the determinants of international business activity over the past 30 years.