Global Management

STRATEGY  |  FINANCE  |   MARKETING  |  LEADERSHIP  |  GLOBAL MANAGEMENT

Faculty Advisors

 

Hideki Yamawaki, Associate Professor of Management

 

 

 

 

 

 






"We designed the global management concentration for students seeking a career in multinational corporations, international consulting or any other organization that operates across geographic and cultural boundaries. It brings together aspects of international economics, strategy and leadership, and provides a strong platform for a general management career in an international setting."

Prof. Hideki Yamawaki

Hideki Yamawaki
Jay Prag

This concentration can help prepare you for the challenges of managing in a global economy. You will learn to examine organizations, markets and institutions from a multi-national perspective so that you’ll understand how culture, economics, geography and politics impact a manager’s role in markets that cross national boundaries. A global management concentration is an excellent choice if you are interested in a career with a large, multi-national corporation, or if the industry in which you would like to work is one that faces strong international competition.


ELECTIVE COURSES IN GLOBAL MANAGEMENT

MGT 343 Drucker on Management & Society ( 4 units) Using materials prepared by Professor Drucker, we will survey and apply his seminal insights into a number of key themes pertaining to the: (1) development of oneself, (2) practice of management, and (3) ingredients of a functioning society. These topics reflect a representative sample of the totality of Professor Drucker's work. Each of these topics has current and future application to your life, and role in society. (Spring)
* Students who have previously taken MGT 343 or MGT 344 should not enroll due to content overlap

 

MGT 330 Sustainable Business Arguably, no other issue is more in the forefront of contemporary management than the issue of the impact of human activity, including business activity, on the natural environment. In addition to the longstanding issues of exhaustion of global resources, degradation of the environment and loss of biodiversity, recent evidence suggests that global warming or “climate change” is a growing and urgent problem that must be addressed in the near term to avoid long-term and disastrous impacts.

What has come to be known as “sustainable business” is a set of principles and practices that reduce the environmental footprint of business activity. However, the issue of sustainable business goes beyond this core of principles and practices. As environmental impact issues evolve, and as individuals and societies become increasingly engaged in seeking to moderate and even reverse environmental harming, managers must also develop an understanding of the social, political, and regulatory forces at work in the business environment. In addition, the development of sustainable business practices and products is changing the structure and processes of competition across a wide variety of industries. It is also providing numerous opportunities for the development of new products and new business processes. (Spring)

 

MGT 383 Economics Of Strategy ( 4 units) This class uses the business-related tenets of economics (old and new) to generate a modern, consistent, formal framework for strategic decision-making. Using economic intuition we will be able to address issues ranging from outsourcing to new product lines. We will be able to explain why some firms actively compete through price changes while others, in apparently similar competitive industries, do not. Economic theories seem very abstract to many students because these theories usually assume many unrealistic things about people and society. Students must be mindful of the fact that these assumptions are what allow economists to answer many otherwise intractable questions. The results that we attain usually hold even without these simplifying assumptions. This class will show how some of these economic models can provide a powerful, formal framework for answering managerial questions ranging from dealing with competition to setting proper incentives for managers. (Fall)

 

MGT 356 Asian Markets ( 2 units) The objective of this course is to develop the ability to formulate effective strategy to operate in the key markets in Asia. It is becoming increasingly important for U.S. firms to understand the changing economic and business environments in Asian markets in order to remain competitive in the global market. In particular, the emerging importance of China and India is quickly changing the scope and structure of global competition in the past several years. This course examines the economic and structural environments, including institutional settings, regulations, and business practices, which foreign companies face when they compete in the Asian markets such as China, India, Japan, and Singapore. The focuses of the course are the elements that make entry into the Asian markets successful and viable, and the elements that make entry unsuccessful and vulnerable. (Fall)

 

Global Supply Chain Management: Is the World Flat? ( 4 units) 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. (Fall)
Prerequisites: MGT 360 Applied Operational Methods

 

MGT 307 Game Theory ( 2 units) Decision-making is literally an art and a science. The formal, analytical tools (from economics and mathematics) that largely fall under the heading of game theory allow us to take a rational approach to the 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. 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. (Spring)

 

MGT 369 Labor & Personnel Economics for Managers ( 4 units) This course is designed to provide familiarity with the economic foundations of labor markets and human resource management. Major decisions that involve the firm’s workforce are usually determined by cooperation between general managers and human resource specialists. Thus, it is important for the general manager to understand labor markets and the strategic aspects of personnel management. The course begins with an exposition of general labor market behavior from the perspective of both individuals and firms. Subsequently, critical managerial decisions associated with employee recruitment, training, incentives, and compensation are covered. In addition, the course exposes students to empirical techniques most commonly used in applied areas of labor economics, personnel management, and labor market policy. (Spring)
Prerequisites : MGT 306 Quantitative Methods & MGT 383 Economics of Strategy

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