Benchmarking, productivity analysis and performance measurement are frequently used to improve a company’s products and processes. The practice of benchmarking - the global search for best practices - is widespread across many types of organizations, including NGOs, private and public companies as well as governmental agencies.
This course is about making decisions in a world which is increasingly complex, uncertain and unpredictable. Managing in such an environment requires new tools, new knowledge and new competencies. In this course, we will explore how our biased cognitive abilities limit our apprehending a world that is more random and unpredictable that is seems.
Executing the planned strategy is as important as formulating the strategic plan. This course will address how to make strategy execution a structured but flexible process and how to lead companies through articulated and mutually-reinforcing efforts across their multiple hierarchical levels.
As the saying goes, “You don’t get what you deserve, you get what you negotiate.” Negotiations permeate most interactions that we have with other people. The class will use hands on cases to refine negotiating skills with content based on best practices from both academia and business.
Strategic communication is a term used today to mean “purposeful communication.” This course is for the students to become familiar with the terms and tools used when communicating via internal and external media. Crisis communication and how to respond ethically to negative publicity will be examined, with an inclusion of real cases.
Future functional and general managers increasingly need to know how to exploit software applications, databases, and the Web to support executive decision making and enhance organizational value. In this course, students will enhance their knowledge of and skills in Visual Basic for Applications (VBA) for Microsoft Excel as a tool to solve managerial and business issues, as well as improve their own productivity.
Managers spend a lot of time with several core components of their marketing mix (e.g., product/service design, promotion, distribution as well as the service components of personal contact, processes and physical evidences), but very often fail to consider the strategic implications of price management. As a result, companies frequently employ simplistic price setting approaches instead of conducting a detailed analysis about how buyers interpret prices.