L700 Power, Persuasion, Influence and Negotiation (3 cr.) The development of this course is based on a simple perspective: Power is the single most ubiquitous aspect of organization. Power—the ability to change behavior—is the foundation, the "stuff" through which organizations operate. All attempts to promote one's product, request a budget, influence legislation, "take over" another company, (re)negotiate a union contract, seek a raise, seek more responsibility, engage in litigation—the list is endless—all have at least one aspect in common. They are all exercises in power, attempts to change behavior. Governments, the public at large, consumers, all regularly seek to influence business and vice versa.

L701 Strategic Competitive Analysis (3 cr.) The purpose of this course is to provide students with an in-depth exposure to the theory of industry structural analysis and begin to gain practice in its application. Students will learn how to use the competitive forces model for interpreting the strategic implications of evolutionary and revolutionary shifts in industry structures.

L702 Organization Designs for Strategic Advantage (3 cr.) The purpose of this course is twofold. Initially, students will be introduced to the basic elements of organizational design, including but not limited to organization structure, administrative processes and systems, size, and product-market complexity. Then they will learn how these other elements can be configured into a range of design alternatives suited for the demands of different strategic, environmental, and technological conditions. These two areas of learning will prepare students for designing organizations that can adapt to the shifting competitive forces of virtually any organizational context.

L703 Aligning Business and Human Resources Strategy (3 cr.) This course is about identifying and creating human resource management (HRM) practices that align workforce strategy with business strategy. It focuses on some key processes used to implement a business strategy—processes related to identifying and motivating people to behave in ways that will be required to make any well-thought-out business strategy come to life. It is about creating integrated and planned approaches to hiring, developing, motivating, and keeping the talent needed to be competitive in today's business environment.

L704 Organizational Learning and Knowledge Management (3 cr.) This course addresses the management of knowledge, a topic of importance for many firms. The process of learning is being seen as an important competitive advantage for organizations, and so is managing the knowledge already possessed by the organization. Knowledge is being recognized as a critical organizational resource, and the process of learning to manage and assess the learning process and diffusion is too important for organizations to leave to chance. Thus, this course is about "managing" knowledge—the processes of organizational learning used by organizations, the tacit and explicit knowledge, the sharing and diffusion of knowledge, all the tools for doing a knowledge audit.

L705 Managing Human Resources in a Global Environment (3 cr.) Organizations must devise and effectively execute business strategies that are intended to attract, lure, develop, retain, motivate and evaluate employees in order to achieve organizational objectives. L705 introduces students to key issues, practices and principles that help organizations manage their human resources effectively. L705 also emphasizes the practice of human resource management in a global marketplace.

L710 Strategic Management and Leadership (3 cr.) The primary focus of this course is the top-level executives who provide strategic leadership to business organizations. Students will learn about the roles, functions, and responsibilities of leadership, in order to learn the administrative requirements of leadership. In addition, students will be introduced to the analytical skills and social and personal characteristics of highly effective leaders. Case studies, videotapes, and other media will be used to explore these and related issues.

L711 Strategic Marketing Management (3 cr.) This course provides an introduction to the process of creating a market-driven organization. Specific topics include marketing strategy, market research and analysis, and the development of products and services, pricing, distribution and promotion. The course employs lectures, discussion forums, case analysis and field research projects.

L712 Developing Strategic Capabilities (3 cr.) This course offers an introduction to tools for strategic management. Because it comes at the beginning of the Online M.B.A. Program, it provides an introductory view of the complexities involved in determining long term strategies. Rather than assessing the firm's environment in terms of broadly defined opportunities and threats, we will examine the dynamics of the competitive environment, how both the pace and direction of industry change are influenced by the resources, capabilities, and competitive interaction of rival firms.

L722 Information Technology for Managers (3 cr.) This course is a study of information systems management topics, including computer and communications concepts, business application typologies, systems acquisition and implementation processes, end-user support structures, and strategic capabilities. Readings and case analysis are used.

L723 Strategic Management of Technology and Innovation (3 cr.) This course is designed for individuals interested in starting, building, or growing with a high-tech company. It would also be of interest to students pursuing a career in consulting to high-tech industries or venture capital. The course will help students build a strategic perspective on problems related to innovation management and explore solution implementation to the challenges of innovation.

L730 The Global Business Environment (3 cr.) The objective of this course is to familiarize students with the basic principle of how the world economy functions and on how it may impact international business managers. The focus will be on the global environment in which multinational companies operate. Thus, participants should acquire awareness of, and appreciation for, the diversity and complexity of the international environment.

L731 The Management of Multinational Firms (3 cr.) This course extends the knowledge gained in L730 by concentrating directly on the management of multinational firms. Students are placed in the role of decision-makers responsible for solving the myriad of practical problems resulting from a global, highly interconnected business environment. Students will acquire an understanding of the role of the global manager, how countries view the multinational firm and how multinational firms evaluate countries, the current interest in emerging economies, evaluating and managing collaborative strategies, and developing effective international human resource strategies.

L732 The United States in a Global Economy (3 cr.) The objective of this course is to seek and develop an understanding of the contemporary challenges and opportunities associated with developing global strategies. In light of recent developments in the global marketplace, old ideas about competitive strategy and implementation have become largely obsolete. Through a study of competitive industry analysis, competitor analysis, and cooperative alliance analysis, we shall gain a grasp of the basic principles that are necessary in thinking about competing in a global business environment. We will identify how to do an industry analysis and a cooperative industry analysis. This course provides an opportunity to learn about factors affecting firm capabilities that build on industrial economic theories and on emerging theories of cooperative alliances and joint ventures.

L740 Financial Management (3 cr.) This course provides a working knowledge of the tools and analytical conventions used in the practice of corporate finance; establishes an understanding of the basic elements of financial theory to be used in application of analytical reasoning to business problems; and explores the interrelationship among corporate policies and decisions. Course work will include problem sets, study group preparation of executive summary memos and critiques, and use of PC spreadsheets to develop a planning model for a focusing on funds requirement.

L741 Product Line Management for Market Share and Profit (3 cr.)

L750 Operations Management (3 cr.) This course surveys the management of operations in manufacturing and service firms. Diverse activities, such as determining the size and type of product process, purchasing the appropriate raw materials, planning and scheduling the flow of materials and the nature and contents of inventories, assuring product quality, and deciding on the production hardware and how it gets used, comprise this function of the company. Managing operations well requires both strategic and tactical skills. Topics: process analysis, workforce issues, materials management, quality and productivity, technology, and strategic planning, together with relevant analytical techniques. This course makes considerable use of cases, and several will focus on international business companies' issues.

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