CoursesMG 6013 Organizational Behavior Introduction to theory, research and practice to better understand human behavior in organizations. Topics include motivation and job satisfaction; decision-making; group dynamics; work teams; leadership; communication; power, politics and conflict; organization culture, structure and design; impact of technology; management of work stress; organizational change and development; and career management. Analysis of organizational behavior problems by self-assessments, case studies and simulations. Online version available MG 6073 Marketing Marketing concepts, processes and institutions: positioning, segmentation and product life cycles. Integration of marketing with new product planning, design and development. Strategies for technology based products, services and processes. Market research, consumer behavior, advertising, promotion and sales. The special character of governmental and international markets.
MG 6083 Economics The fundamentals of microeconomics needed by managers. Demand theory (theory of the consumer) including models of demand, demand elasticities and demand forecasting. Supply theory (theory of the firm) including diminishing returns, profit maximizing production levels, labor/capital tradeoffs and long-run vs. short-run issues. Market structures and how they affect optimal production and profit levels. Positive and negative externalities and government intervention including regulation, tariffs and subsidies. Selected applied topics. All topics are presented with examples and with emphasis on managerial application.
MG 6093 Accounting and Finance Elements of accounting and finance of importance to managers. Analysis of principles and practices of the finance function. Financing methods for internal and external ventures and innovations; capital budgeting; R&D portfolio analysis. Contrast of strategic perspectives emphasizing innovation and development with those emphasizing short-term return and investment. MG 6113 Career Management Provides an integration of theory, research, and practice pertaining to careers in organizations, particularly as they change through the life span. Examination of careers from the perspectives of both the individual and the organization, including topics such as career stage models, organizational entry, early career development, mid-career transition, career change and career issues for women. Facilitates the development of greater understanding and insight into one's own career growth and development through the use of career assessment techniques and standardized instruments for self-evaluation. MG 6123 Human Resource Management Introduction to the broad range of human resource functions and their organizational role. Addresses issues in managing people that impact not only HR professionals but also line managers. The course is divided into four modules:an overview of HRM from a strategic perspective; the management of human resources, including recruitment and selection, performance management, compensation and benefits, training and career support; human resource challenges, including diversity, procedural justice and ethics, collective bargaining, and managing change and innovation; and professional roles in HRM. Online version available
MG 6143 Conflict Management Investigation of the nature and meaning of conflict in professional and technical organizations as well as in society. Analysis of the design of conflict avoidance and mitigation programs. Alternative dispute resolution modalities are presented and demonstrated. Addresses strategies to build successful relationships on an ongoing basis. Skill building around collaborative conflict resolution. Online version available
MG 6153 Leadership and Team Development Focuses on the essential role of multifaceted leadership in diverse organizational settings. Explores the nature of leadership and its relationship to team development and organizational effectiveness. Includes a broad survey of theory and research on leadership and teams in organizations. Includes a hands-on approach involving experiential learning and case analyses, which will be conducted in teams, requiring students to be active participants. Online version available
MG 6233 Training in Organizations An overview of the many forms of training and related learning activities found in the modern workplace, including management development, technical training, career planning and mentoring. The course will focus on training as both an asset to the organization and a necessity for delivering goods or services that will be valued by the customer. Topics addressed include needs analysis, preparation of employees for jobs, training program design, traditional training methods, computer-based methods, development, implementation and evaluation of training, targeting various groups with special training needs, and management development. Online version available
MG 6243 Organization Development Survey of theory, research and applications related to the process of managing planned change in organizations. Organization development (OD) encompasses a variety of interventions and techniques, including strategic management sessions, team building, organizational climate studies, career development and job enrichment. Addresses the practical application of group, inter-group and individual changes; planned structural revisions in formal organizations; and the dynamics of organizational change processes. Experiential techniques emphasized. Online version available
MG 6253 Seminar in Organization and Career Change Examination of organizational restructuring, including downsizing, reengineering, delayering, mergers and acquisitions, focusing on the impact of such change on professional and managerial careers. Emphasis on current organizational and individual management practices in coping with rapid structural and cultural change in the work environment. Experts from the private and public sectors as well as consulting firms address these management practices. MG 6263 Human Resource Information Systems Introduction to the design, selection, implementation, enhancement and operation of human resource information systems (HRIS), a computer-based tool that allows the efficient entry and updating of employee-related information. Focus is on the design and use of HRIS to facilitate the objectives of HR functions as well as the organization. Provides a hands-on experience with the design of prototype simulations and database programming systems used to solve common HR problems and efficiently manage employee information. Online version available. MG 6283 Web-Based Human Resource Management Survey of the effective use and application of Internet and Intranet technologies for HR functions. Topics include employee self-service and online recruiting as well as software that handle peer reviews, applicant tracking, performance management, succession planning and benefits administration. Issues addressed include Best practices in utilizing web technology for HRM; creating websites to achieve organizational goals; determining HR information to include on an organization website; impact of web technology on organization design; evaluating privacy and security issues; and developing a vision and a plan for utilizing web technology in HRM. Online version available MG 6503 Management of Information Technology and Information Systems This course is designed for managers who need to understand the role and potential contribution of information technologies in organizations. The focus of the course is on different information technologies and their applications in managing business critical data, information and knowledge. The course concentrates on the current state of IT in organizations, challenges and strategic use of IT, IT infrastructure and architecture, building, implementing and managing IT applications, and emerging issues such as intelligent systems, business process reengineering, knowledge management and group support systems. MG 7183 Strategy for the Modern Enterprise This course provides an overview of strategic decision making for the modern enterprise. The course introduces general management perspectives of strategy, competitive strategy, emerging analytical characteristics of strategy, and current innovation and global dimensions of strategy. For a business environment that is increasingly fast paced, complex, knowledge-intensive, global and undergoing continuous change, the course concludes with an integrative approach for strategic decision making. MG 7193 Ethical Dimensions of Modern Management All managers frequently face ethical challenges. Success often depends on how well managers handle decisions that challenge their own set of values. Ethical dimensions of modern management also increase as competition becomes increasingly global and technology-intensive. This course identifies major ethical issues facing managers todayparticularly with regard to technology, innovation and global decision making. The course also provides an opportunity for students to develop effective approaches for dealing with major ethical challenges. Finally, the course gives students a chance to reflect on the efficacy and strength of their own personal set of values. MG 7203 Intercultural Dimensions of Global Management This course focuses on the critical intercultural dimensions of global management. Topics covered include identifying key culture-related factors essential for effective global management, communicating across different cultures, building effective transcultural organizations, developing capable cross-culture managers and leveraging cultural diversity
MG 7283 MBA Capstone Project Course The MBA Capstone Project Course is largely field based but may have some classroom components. The focal site for this course can be local and/or abroad. This course also brings together the concepts, theories and insights gained throughout the NYU-Poly MBA Program. Community service is also a major component of the MBA Capstone Project Course. The course is directed by faculty members working closely with students, often on site. The Capstone usually occurs in the final semester. The Capstone course may be offered for certain individual students or groups of students in collaboration with institutions abroad. Restricted to Polytechnic MBA students MG 7503 Electronic Business Management Investigates the management implications of electronic business. Topics include: (1) accelerated new product development; (2) impact of technology on the value chain: the changing role of intermediaries; (3) electronic commerce: business models and strategies for survival general lifestyle; (4) implications of being wired; and (5) business applications involving collaborative communication, computation and teamwork. Course material is designed to be dynamic and Internet-based, reflecting the nature of change in electronic commerce and the IT industry, and the potential implications of electronic business for managers. Students work on a project that requires: following developments in the business and IT press, interviewing managers and product developers and simultaneously testing and discussing current developments in the e-commerce marketspace. Classes are conducted using the case method, and a high level of class participation is expected. MG 7693 Managerial Analytics This course focuses on the use of analytics --a fast-growing element in modern management--for achieving both more effective operations and heightened competitive advantage. This course provides a managerial overview of current deployment of a diverse range of analytics--internally-oriented and externally-oriented. The course also identifies the impact of analytics on a firms performance; and explores the strengths and weaknesses of analytics. The course also presents best practices of analytics from a range of industries, including retailing, hospitality, financial services, consulting, healthcare and logistics. Pre/Co-Requisites: MG6083 Economics AND MG6093 Accounting and Finance. MG 7703 Entrepreneurship Focuses on entrepreneurship and venture creation as key engines for wealth creation and successful business strategy in the modern innovation-intensive, high-tech economy. Deals with such key issues as: (1) assessing attractiveness of opportunities; (2) launching a new venture; (3) nurturing, growing and entrepreneurial venture; (4) obtaining the necessary financial, human and technology resources; (5) managing the transition from a small entrepreneurial firm to a large, sustainable professionally managed but still entrepreneurial corporation; and (6) being an entrepreneur and promoting entrepreneurship in a large corporation. MG 7733 Services Innovation This course deals with services innovation. Services have eclipsed manufacturing, and are now the dominant part of a modern, advanced economy. According to some estimates, services account for close to 80 percent of US employment. This course examines how value creation occurs in a range of fast-growing services sectors, including retailing, hospitality, financial services, professional services, travel, logistics and healthcare. The course emphasizes that services are diverse, and explicitly distinguishes traditional and high-value services. This course focuses especially on the latter type of services. A key objective of this course is introducing to course participants best practices for nurturing modern services innovation.
MG 7873 Managing Intellectual Property and Intellectual Capital Intellectual Property and Intellectual Capital constitute major strategic and financial assets of a modern business. They can be employed to protect existing products, services and business methods and to accelerate development of new products, services and business methods. They can also be leveraged to enhance the competitiveness, value and profitability of a firm. This is true in the physical world and in the online world of the Internet and e-business (where traditional principles of Intellectual Property Rights are often stretched and may need reinterpretation and even modification). Intellectual Property is complex and becoming more so as emerging digital technologies advances. This course is intended to be a broad and full survey of main areas and issues of concern associated with Managing Intellectual Property and Intellectual Capital. The course concludes with an examination of how firms can best manage their intellectual capital. MG 8203 Project Management Management of technology-based projects ranging from individual research and development to large-scale and complex technological systems. Feasibility and risk analyses. Project selection and portfolio optimization. Functional and administrative structures, coordination and scheduling of activities, personnel planning, negotiations and contracts, cost estimation, capital budgeting, cost controls, effective matrix management. Also listed under CE8203. MG 8280 Special Immersion Module on Leadership, Global Decision Making and Innovation The purpose of this Module is to expose NYU-Poly MBA students to the most relevant and state-of-the art best practices in modern management, particularly as they relate to technology and innovation management, entrepreneurship, leadership and global decision making. In this Module the NYU-Poly MBA student has direct and continuous contract with leading and forward-thinking practitioners and organizations. This Module may be offered for certain individual students or groups of students in collaboration with institutions abroad. Restricted to Polytechnic MBA students. MG 8603 Financial Planning and Control Examines the latest and most relevant approaches for modern financial planning and control. Specific examples of best practices are studied. Topics covered include an overview of financial planning and control, operational-level financial planning and control, management reporting, forecasting, the application of technology and analytics, the relationship between strategic planning and operational-level financial planning and control, the challenges of implementation, and emerging trends in the financial planning and control area. Particular emphasis is placed on trade-offs and balance with regard to the need for financial planning and control and the desire to also have empowerment in modern firms. Prerequisite: MG6093.
MG 8643 New Product Development The dynamics of technology and the pressures of competition are driving enterprises to make their product development and production processes strategically more effective, and economically more efficient in time and cost. Course deals with the state-of-the-art in new product activities for services and manufacturing firms, examining in-depth the marketing, technology and manufacturing technology linkages.
MG 8653 Managing Technological Change and Innovation Focuses on the effective management of technological change and innovation, which is accomplished by employing a dual perspective. One perspective is based on individual, group and organizational theory, research and practice. This body of literature, viewpoints and experience provides essential guides for successfully managing the introduction of new technologies. Realizing the full potential of new technologies requires effectively managing change to assure the commitment of all stakeholders. The second perspective is based on innovation theory, research and practice. This body of literature, viewpoints and experience provides key insights for effectively managing the process of innovation and the impact of innovation on all parts of an enterprise. Specifically, there is explicit consideration of the need within a firm to manage and inspire people so that they can effectively communicate and innovate.
MG 8663 Technology Policy This course focuses on the macro-environment influencing and relevant to technology decision making, strategy and innovation in firms, government agencies, non-for-profit institutions and other organizations. Primary concerns include introducing effective approaches for analyzing and evaluating societal-wide factors that influence innovation; assessing various attempts and policies for stimulating innovation in a city, region, nation or on a global basis; exploring the role of technology and innovation in diverse managerial, economic and social contexts (e.g., advanced economies, rapidly emerging economies and Third World economies); the relationship between business-government and NGOs in promoting and sustaining innovation; the impact of global rivalry and global cooperation in the technology and innovation arena; and the place of technology and innovation in the post-Cold War era and in the early 21st century. Also listed under ST8663.
MG 8673 Technology Strategy Examines in depth the strategic technological decisions that a general manager faces. From entrepreneurial start-ups to established companies, in dynamic as well as mature environments, there must be a conscious process of formulating and implementing a technology strategy to serve the business interests of the firm. Such a strategy would guide investments in research and development, selection among and timing of alternate technologies, organization and communications, formation of alliances and funding of ventures.
MG 8713 Entrepreneurial Finance This course focuses on the financial requirements of entrepreneurial ventures and on different sources of finance available to entrepreneurs. The course helps develop an understanding on how to assess various entrepreneurial financial strategies. The course also examines the unique roles occupied by such factors as retail banks, investment banks, VCs, angels, internal sources of capital and incubators in the entrepreneurial finance arena.
MG 8723 Managing Growing Enterprises This course deals with a critical challenge all successful entrepreneurial small or medium-size firms potentially confront: how to sustain and accelerate major growth. At some point in the life of all growing enterprises, a firm usually must change. It can no longer be run in a small-scale and possibly ad hoc and overly responsive fashion. To successfully exploit past success in the marketplace and future attractiveness of innovative products and services such a firm needs to adapt. This course examines the ways a growing firm can transform itself from a smaller to a larger enterprise. In particular, the course focuses on how such companies can maintain the benefits of an entrepreneurial commitment and spirit while still obtaining needed skills associated with professionally managed larger firms. In this way, fast-growing firms can take advantage of innovation-based opportunities while scaling up.
MG 8733 Corporate Entrepreneurship Although large firms require professional management, to innovate large corporations also often must practice entrepreneurship. This course focuses on how large corporations nurture and sustain entrepreneurship and on how entrepreneurship is an integral part of a successful large firms strategy and structure today. Among the topics discussed in this course are forms of internal entrepreneurship, corporate venture capital and the obtaining of entrepreneurial capabilities via acquisition.
MG 8743 Entrepreneurial Marketing and Sales This course focuses on critical marketing and sales challenges facing entrepreneurial firms. An underlying theme of this course is that successful innovative enterprises must possess deep familiarity of relevant markets and must be effective in cultivating and reaching such markets. Topics discussed in this course include market identification, segmentation, sales, overall market planning, niche and viral marketing and customers as sources of innovative ideas.
MG 8763 Knowledge Management Knowledge workers, who are primarily in professional and technical occupations, increasingly become an important segment of the labor force in the US. The success of innovative organizations today is often a result of the knowledge and skills applied by their professional and technical employees. Effective management of such a work force has become one of the most critical problems faced by organizations in both the private and public sectors. Reflecting this, the course addresses issues relating to the creation, sharing and application of knowledge in organizations. In the course, we examine knowledge management from various perspectives, focusing primarily on the organizational, managerial and technological perspectives
MG 9703 Project in Strategy and Innovation An integrative course that brings together concepts and theories from a number of individual courses. Usually considers issues from a holistic and top management perspective. Employs case studies and projects in focusing on key interrelationships between strategy, technology, innovation, corporate culture, organization structure and human factors. Covers domestic and global corporations, large, medium-size and small firms; and established and new enterprises. Prerequisite: advanced standing.
MG 9753 Selected Topics in Management Current topics in various fields are analyzed and discussed. Prerequisites: advanced standing and instructor's permission.
MG 9763 Readings in Management Directed individual study of supervised readings in advanced areas of management. Prerequisite: Department Chairs permission. Other courses from the Polytechnic Institute of NYU Catalog with advisors approval.
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