Strategy Courses


MGT 401 - Global Strategy and Trade

4 Units

Objective and Overview This year's Oxford course, held at St. Peter's College, Oxford University, will be a 12-day intensive program on the multi-dimensional aspects of global strategy and trade.  The focus is on formulating and implementing global strategies in the context of evolving legal, political and trade environments in the dramatically changing global marketplace.  Current trade developments and strategic issues in the European Union will be emphasized.  The program includes guest lecturers, field trips to local firms, and a variety of cultural and social events.

Prerequisites Approval from the EMP program advisor.

Who should take this course? Students wishing to develop an understanding of the political, economic, and legal dimensions of globalization as they impact strategy formulation and international trade.

An information session will be held.  Costs of the program will be discussed along with other issues.

Resources A course pack will be mailed by the end of April.  No textbook is required.

Basis for Evaluation Grades depend on individual assignments from the professors, and a final group presentation/project (40%).


MGT 510 - Strategic Risk Management in an Emerging Economy

4 Units

Objective and Overview U.S. businesses that engage in international initiatives are exposed to different strategic risks than are businesses that deal entirely within the domestic economy.  Whether the international exposure of the business involves supplier relationships, customers, a strategic partner, or direct foreign investment, the risks of international business initiatives are most acute when the initiative involves an emerging economy.  Emerging economies commonly have volatile currencies, underdeveloped capital markets, unpredictable political transitions, entrenched constituencies oriented to the status quo and numerous other challenges related to culture and language.  On the other hand, for those who can identify and manage the strategic risks effectively, emerging-economy opportunities can create substantial value.

With Mexico City as our venue, we introduce you to the challenges of managing the strategic risks of doing business in an emerging economy.  Beginning with an introduction to the economy of Mexico, the course develops a framework for formulating strategies and managing the risks of international business initiatives anywhere in the world.  While our approach is financial in nature, the course is non-quantitative and is intended for students who are interested in strategic management and international business.

Prerequisites MGT 512 or instructor permission.

Who should take this course? Students interested in the application of finance principles for improving strategy, those interested in international strategic management, and those interested in risk management.

Resources Selected readings from Harvard Business Review and a series of cases.

Basis for Evaluation The grade is based mainly on class participation and submission of a final paper.


MGT 520 - Strategy Development

2 Units

This course develops skills in matching organizational capabilities with competitive opportunities to improve business planning and performance. From the perspective of the general manager, emphasis is placed on learning to take entrepreneurial and socially responsible approaches to analyzing company options, to formulating innovative wealth-creating strategies, to implementing the strategies for optimal performance, and to managing unintended consequences. An interactive lecture format is supplemented with class discussion, papers and presentations.


MGT 522 - Introduction to the Global Economy

2 Units

This course is designed to provide a framework for understanding and managing the impact of changing international economic environments and international competition. In particular, this course has the following objectives:
  • To develop a conceptual framework for business managers that will improve their ability to compete internationally.
  • To examine the sources of international competitive advantage available to firms - competitive advantages from their country bases, their specific capabilities, and their governments' policies.
  • To provide an understanding of the impacts of changing international economic environments on competitive strategy - emerging trade blocs (the European Union and NAFTA), fluctuations of foreign exchange rates, and the emergence of new markets.


MGT 523 - Current Issues in the Global Economy

2 Units

The focus of this course is on how general managers enhance and sustain business performance in international markets. The course uses analytical and conceptual tools that are discussed and developed in MGT 522 (Introduction to the Global Economy). Its fundamental focus, however, is not on tools, but on sharpening skills at developing robust judgments in the face of uncertainty and complexity in today’s increasingly competitive international market places. While the focus of MGT 522 is on identifying the external environment in which the firm operates, this course’s focus is primarily on examining the firm’s internal resources and capabilities given the external environment and formulating successful strategies.


MGT 524 - Industry and Competitive Analysis

2 Units

The focus of this course is on how general managers enhance and sustain business performance. The course reviews the recent development of analytical and conceptual tools in the business strategy field, which are aids to the development of decision. Its fundamental focus, however, is not on tools, but on sharpening skills at developing robust judgments in the face of uncertainty and complexity.

The central concept of this course is that of business unit strategy. Definitions abound, but they all share some sense of the allocation of critical resources over relatively long periods of time in pursuit of specific goals and objectives. Strategy is enabled and constrained by the underlying economic and political conditions that prevail in an industry or a country, as well as by the resources available to management. Sustained performance, we shall discover, depends not simply upon choosing the right strategy, but also upon the processes by which strategy is formed and upon the administrative context and systems within which it is played out.


MGT 541 - Marketing of High Technology Products & Innovations

2 Units


MGT 550 - Strategy

4 Units

Recent work on strategy challenges the notion of sustainable competitive advantage derived from industry analysis, product market portfolio selection, and their resource allocation. Although these concepts, tools, and techniques are useful, their durability and value need to be assessed in a world of intense global competition and instant communication, where competitive advantage may not be sustained for long. Success also depends on outpacing competition, creating new industry boundaries, making new competitive rules, and stretching and leveraging available resources and capabilities.


MGT 582 - Economics of Strategy

2 Units

As we look back over the rubble that was the dot com boom of the nineties, we should have a greater appreciation for the importance of economic fundamentals and the strategies that spring forth from them. This class will use the theories and concepts of microeconomics to form a fundamental basis for managerial and strategic decisions. We will see that many classical economic models provide a powerful, formal framework for dealing with issues that include pricing strategies, outsourcing, mergers and employee relations.


MGT 589 - Sustainability for Strategic Advantage

2 Units


MGT 612 - Strategic Brand Management

2 Units

Strategic Brand Management is intended for students who want to gain a more in-depth understanding of marketing management issues. This will be achieved within a branding framework and is suitable for managers of all types of organizations, not just those who manage highly visible brands.


MGT 621 - Marketing Strategy

2 Units

The purpose of the course is to provide participants with the insights and skills necessary to formulate and implement sound marketing strategies. This objective will be accomplished through the learning of basic marketing paradigms, the completion of case analyses, and the completion of a culminating project that applies the course material to the participant's firm and industry.

The text, readings, lectures, and case discussions will provide a detailed perspective on important paradigms that serve as the basis for marketing decision-making. These paradigms include marketing phenomena (e.g. customer decision making; how customers decide they need a product or service as well as how they select a particular product or service to meet their need, the product life cycle; how sales history for a product can be used to model expected sales for related products, the market's response to a firm's marketing tactics; the same-period, dynamic (multi-period) and interaction effects of marketing activities), analytical approaches (e.g. simple predictive models of market size and market share, models predicting the rate at which new products "diffuse" across a market), and managerial decisions (e.g. the selection of a particular product positioning within a segment).

Upon completion of the course, participants should be able to recognize the factors that influence the likelihood of success of their marketing decisions and thereby improve their marketing decision-making. Participants will also be able to create a comprehensive marketing plan that appropriately plots a suitable course of action (and attendant anticipated consequences). This Marketing Strategy course is appropriate for persons who have successfully completed an introductory marketing course and who are responsible for marketing decision making in their organization.


MGT 623 - Global Business Strategy

2 Units

This 4-unit course examines selected topics in formulating business strategy in a global setting. It is scheduled in two parts - a weekend at the Drucker School and a week at Templeton College, Oxford, in the United Kingdom.

In this course we examine global strategy issues. We begin with the forces that determine the international competitiveness of a firm and industry. This analysis leads us to further examination of nation-specific, region-specific, industry-specific, and firm-specific factors that determine competitiveness. To deepen our understanding of this theoretical framework we will look at several key European countries and analyze their economies, institutions, industries and firms. We then develop a basic conceptual framework to formulate business strategy in a global setting. The Oxford lectures are designed to provide depth into selected topics such as knowledge management, marketing and branding in a global setting.


MGT 624 - Asian Markets

2 Units

The objective of this course is to develop the ability to formulate the effective entry strategy to the Asian market, particularly focusing on the Japanese market. It is becoming increasingly important for U.S. firms to compete successfully in their international rival's home markets in order to remain competitive in the U.S. and the global market. This course examines the economic and structural environments, including institutional settings, regulations, and business practices, which foreign companies face when they enter the Asian and Japanese market.


MGT 625 - Strategic Decision Making

4 Units

A distinguishing characteristic of executives is their responsibility for strategic decision-making. This intensive course focuses on building creative and analytical skills for making decisions across a range of managerial settings. Topics include decision analysis and modeling; uncertainty and risk assessment; preference and utility evaluations; and game theory and applications.


MGT 626 - Improving Strategic Decision Making

2 Units

Place the word "strategic" in front of any business discipline and it takes on a robust, and often misplaced, resonance. For our purpose in this course we consider a decision to be "strategic" if it 1) Entails discrete and significant allocation of resources and 2) Is understood as a distinct action to enhance or redirect the organizations strategy. Unfortunately many strategic decisions are understood based on the ex post performance of the choice. It is unfortunate as the quality of the decision cannot be solely judged on factors affecting performance after the decision.

The course, or more appropriately interactive seminar, is directed at evaluating and improving the quality of the thinking and system of the decision. To do so this seminar will rely upon some key disciplinary perspectives to understand what is known as a sound strategic decision. These perspectives are:
  • Behavioral Decision Theory/Economics
  • Theory of Group Dynamics and Decision Making
  • Strategic System Design and Structure
Using these perspectives participants will learn, in this sequential order:
  • The individual biases we demonstrate in making decisions
  • How to think more creatively and objectively about problem solving
  • How to design and structure team decision-making to improve strategic decision quality
The key distinction between this course and a basic course in decision making is that it is entirely focused on cases and exercises of major corporate decisions. Participants thus become better decision makers themselves, but more importantly smarter "strategic" decision makers.


MGT 650 - Strategy Implementation

2 Units

Examines the leader’s tasks and responsibilities necessary to assure that the organization moves towards its desired strategic objectives. Topics include managing the strategy development process, effectively communicating the strategy to the organization, designing organizational structures and systems that support the chosen strategy, allocating resources effectively, encouraging creativity and initiative, developing employees, creating an effective work environment, and finally, deciding when and how to intervene in the decisions of subordinates


MGT 654 - Negotiations

2 Units

Negotiation takes place all of the time, both formally and informally, at work and at home, and over monetary and non-monetary concerns. Globalization, organizational diversity, changes in the way work and workers are organized, and new forms of alliance make the ability to negotiate well a necessary business skill. Managers and Executives increasingly have to negotiate with employees, customers, competitors and partners. Not knowing how to negotiate can be a distinct disadvantage.

Negotiating well is a learned skill. While some people might "naturally" feel comfortable negotiating, the art of negotiation is something that most people have to study and practice. This requires a combination of knowledge and theory and the opportunity to implement that theory through practice. In this class it is important that you read and understand the new ideas you are learning, try to put these ideas into practice, and analyze their impact and effectiveness. While practice might make perfect, practicing old behaviors without new insights and analysis will not improve your ability to negotiate!

The objective of this class is to help you develop and understanding of different theoretical perspectives, gain insight into your own feelings and beliefs about negotiation, develop a repertoire of negotiation skills, be able to analyze and put negotiation concepts into action to improve your ability to negotiate. It is my hope that the skills you learn in this class will improve your comfort with negotiating and help you continuously improve your ability to communicate and negotiate throughout your life.


MGT 659 - Critical Issues in Strategic Management

2 Units

Designed to help the participants gain a better understanding of some of the most critical issues in the field of strategic management today. The issues addressed include: understanding some of the principal driving forces that will shape the future of international competition; the central role of corporate purpose to strategy in individual firms; the role of capital markets and corporate financial policies in shaping a firm's competitiveness in global markets; the identification of appropriate boundaries for a firm, including strategic alliances and the degree of diversification; the future of the implicit “contract” between employees and the corporation, and its implications for the meaning people find in their work and for the creation of knowledge-based competitive advantages; and the future evolution of corporate governance (particularly the role of boards of directors and institutional shareholders).


MGT 699 - Financial Strategy

2 Units

The goal of this course is to familiarize you with the techniques used in financial and strategic decision making. We will investigate the key financial choices of a corporation and their impact on the overall strategy of the firm, including financial analysis, capital structure choice, payout policy, value creation, mergers and acquisitions and restructuring. The course will comprise of lectures and case analysis. This course will be heavily based on case studies.


MGT 702 - Decision Making & Game Theory

2 Units

Decision making is literally an art and a science. The formal, analytical tools from economics and mathematics that largely fallen under the heading of game theory allow us to understand the rational approach to decisions that have discrete choices and clear paths. Strategy, brinksmanship, coercion and cooperation are some of the ways of describing the human elements of decision making. Combining these human elements with traditional game theory gives up a set of tools, approaches, and perspectives on decision making the can handle most of the decisions that business people encounter in the real world.

This class will combine many real-world examples of game theory and strategic decision making with in class, participatory renditions of games, decisions and interpersonal strategies (bluffing, coercion, limited information, etc.) It will not teach students how to win at poker or how survive the next Cuban Missile Crisis but it will discuss the strategies and practical realities (information sets, loss functions, credible commitments, etc.) of those games and what approaches and tools work under various circumstances.


MGT 705 - Managerial Accounting

2 Units

The purpose of this course is to introduce you to the concepts and procedures of managerial accounting from the perspective of the user. I assume that you are studying for, or are in, a management position as opposed to a purely accounting position. Therefore the emphasis will be on how to use information more than how to create it. You will likely find that we cover material that you have been exposed to in other courses in the program, such as economics, financial accounting, finance, and organizational behavior.

Managerial accounting courses typically cover two primary topics; (1) cost accumulation and (2) decision making and control. We will cover each in this course; however the majority of our time will be spent on decision making and control. The class is meant to teach you how to think about managerial accounting issues, not necessarily give you a how to do list.


MGT 706 – The Drucker Difference

4 Units

This course focuses on individual, organizational, and societal issues raised by Peter Drucker and explores their implications in different functional areas of management. It is intended to offer a broad overview on the major works of Peter Drucker while also providing vertical depth of analysis in one of the functional areas.

This course is offered as a 15-week EMP course. Each three-hour class session is taught by a Drucker faculty member with a distinctive focus based on the faculty’s expertise.


MGT 708 - Transforming and Creating Markets to Generate Growth

2 Units

Transforming and creating markets to generate growth is a marketing strategy course. This course revisits the principles of marketing but focuses on how firms can grow and enjoy a sustainable competitive advantage, even when resources are constrained.


MGT 710 - Global Supply Chain Management: Is the World Flat?

2 Units

This course serves as the "macro" perspective for Operations. Your education will be rounded in this course where you'd see how Strategy, Operations, Marketing, Sales, Finance, IT and Accounting work together to add to Operational Efficiency, Customer Intimacy and Product Innovation for companies.

Understanding key supply chain foundations is crucial to any company's success and profitability. In this class students will define that supply chain and its significant impact on all aspects of business while gaining an understanding of the synchronism and synergism of all its components. You'll hear from invited guest speakers from the industry including companies such as Sony, Nokia, Warner Brothers, Gateway, Skyworks, Broadcom, Qualcomm and others, and benefit from an interactive learning experience through discussions, case studies, anecdotal learning, simulation games and industry best practices.

The Supply Chain Management class has been developed after incorporating learning from several executive workshops in the industry to benefit a wide range of positions and responsibilities. For professionals with specific functional experience, this course provides insight into the other aspects of the supply chain. For people who are new to the field -- at either managerial or operational levels -- the scope and perspective of these concepts are indispensable. Whether you are new to the supply chain or not, you will walk away with valuable information that will benefit you and your career.


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