8000

Covers theory and practice related to organizational leadership. Topics include organizational system thinking, living systems theory, leadership capacity development, and other advanced leadership theories. Includes application of theory to a variety of workplace settings. Prerequisite: BUS 7000 Organizational Behavior and Theory or permission of Program Director.

An advanced in-depth treatment of topics.  Presents novel material of current interest and provides a context within which students may engage with emerging trends as they arise.

Capstone course in which participants develop a major case study of business administration issues, programs and policies in a current organization. Draws from and utilizes concepts, theories, and skills developed in previous courses. Prerequisite: Completion of all core courses in the MBA program or approval of advisor.

CPT Practicum continued.

The course examines organizational effectiveness from the perspective of senior leadership. The course blends organizational theory with concepts in the behavioral sciences that apply to organizational development. Students will examine leverage points that equip leaders to create high-performing organizations adaptable to volatile, uncertain, complex and ambiguous (VUCA) environments.

The course focuses on decision-making from the perspective of senior leadership. The course highlights strategic business decision-making processes when leaders or organizations face volatility, uncertainty, complexity, and ambiguity (VUCA). Complex and data-driven decisions are considered with emphasis on the power and utility of business analytics. Students will learn to construct and interpret decision trees, k-nearest neighbor predictions, Bayesian networks, and cluster analyses, as well as to explore the foundations of data mining.

The course examines financial strategy from the perspective of senior leadership, focusing on how organizations create and add value by positioning themselves competitively within the industry. The course introduces students to the tools of game theory, such as Nash equilibrium; refinements and screening/signaling models used in modeling corporate finance research; and the application of financial strategies via directed case work.

Students participate in a seminar led by a faculty member.  Students are also required to be employed in a training position related to their concentration.  Coursework in the seminar is directly tied to the performance of activities of a regularly scheduled employee in operations and the student must complete a minimum of 80 contact hours with the employer during the practicum course.

The course explores cross-disciplinary theories of recruiting, developing, and deploying human capital. Students will propose their own diversity, equity, and inclusion models in the context of strategic business practice that prepares for the future and provides leadership competent to recruit, mobilize, and retain valuable human capital.

The course examines competitive advantage from the perspective of senior business leadership by exploring the growing role of data in business. Students will learn how knowledge assets provide organizations with competitive advantage and how organizational capabilities have potential to produce long-term superior performance. Students will also learn the tenets of agile strategy, including the framing of appreciative questions, asset identification, leveraging assets to achieve strategic outcomes, and selecting appropriate projects to attain strategic objectives.

The course examines technology’s impact on organizations from a strategic business leadership perspective and explores the means by which organizations can optimize the human experience with technology. Students will learn the opportunities and distinct challenges posed by the confluence of the digital community and the intertwining of technological change and business models. Additional emphasis is placed on understanding the main theories relative to innovation and technology strategy and synthesizing research in this area.

The course examines strategy implementation methodologies from a senior leadership perspective. Through case-study analyses and surveys, students will critically analyze the theoretical and empirical issues of strategic management implementation. This course will equip students to derive and apply tactical solutions to strategic issues in order to scale business operations.

Students participate in a seminar led by a faculty member.  Students are also required to be employed in a training position related to their concentration.  Coursework in the seminar is directly tied to the performance of activities of a regularly scheduled employee in operations and the student must complete a minimum of 80 contact hours with the employer during the practicum course.

The course surveys theories and frameworks that inform successful business strategy, including microeconomic theory, game theory, organizational theory, Clausewitz, Sun Tzu, Guerrilla strategies, Spheres of Influence, oligopoly theory, mutually assured destruction and brinkmanship, maneuver warfare and others. The course emphasizes the concept of deliberate practice within a resource-based view of organizations.

The course provides an opportunity for students, through the lens of a senior business leader or strategist, to undertake an extensive review of current topics, theories, practices or interests tailored specifically to the 21st Century age of creativity, innovation, and increasing competition in the field of business management. Through presentations, readings, case studies, discussions and assignments students will come to recognize and avoid antiquated ideas about business strategy, while adopting and adapting fresher and better ideas.