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GBUS 8463 - Business and Sustainability
This course is intended to provide students with a comprehensive conceptual and applied understanding of the sustainability challenges and opportunities facing corporations on a global scale with primary emphasis on environmental sustainability. Students will be exposed to a variety of pressing sustainability issues and to new techniques and approaches for successfully dealing with them. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 8464 - Hot Topics in Marketing
The course gives students the opportunity to hear marketing experts discuss the most current marketing issues facing companies today. Each class will feature a speaker who will either introduce a new issue to the class or bring a different perspective on an issue already introduced by a previous speaker. The content of the course will vary according to what topics are in the news as well as the availability of speakers. Prerequisites: Restricted toDarden students.
Credits: 1.5
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GBUS 8465 - Mgmt Planning & Control Sys
This course is intended to provide students with an understanding of the design and use of planning and control systems to facilitate the implementation of an organization’s strategy. Many organizations have discovered that having a great strategy is not enough if the right structures and processes are not in place to implement that strategy.
Credits: 1.5
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GBUS 8466 - Emerging Topics In Technology & Operations Management
The course offers a means for students to gain direct exposure to the world of practical affairs by engaging Darden alumni with expertise in technology and operations management. It will expose students to a range of emerging issues and topics in technology management and operations management and will be organized around four topic areas to enable in-depth discussions over multiple class sessions.
Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 8467 - The Enterprise Perspective - Part II
The Enterprise Perspective (EP) course is designed to build on the theme introduced in Leadership Residency 1 course, ‘Leading with an Enterprise Perspective.’ The EP course will consist of sessions during which students are encouraged to perceive situations and diagnose problems and then make essential tradeoffs or reconcile management decisions based on a multifunctional point of view.
Credits: 0
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GBUS 8468 - Organic Growth: A Challenge For Public Companies
This course focuses on how operating managers identify growth opportunities, create focused growth strategies, and execute them successfully. Organic growth is primarily nonacquisitive growth resulting from geographic, product, service, concept, and customer expansion or from increased operating efficiencies and productivity. Growth will be studied from the strategic, process, and general management perspectives. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 8469 - Entrepreneurs Taking Action
This course focuses on the challenges entrepreneurs face in building ventures. Its purpose is to present students with a series of diverse management situations faced by entrepreneurs with companies at different stages of development. In each class, students will hear from and interact with experienced entrepreneurs and learn both from their successes and their failures. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 8470 - Corporate Financing
The course focuses on capital raising in the United States and international markets and has as its ultimate goal a greater understanding of the capital acquisition process while it emphasizes capital raising in public markets. The course covers the institutional process of security issuance, the formal rules and regulations as well as the informal norms and practices of the marketplace. Issuance in public security markets entails strict adherence to these rules and regulations that govern the marketplace. While these rules place more limitations on managers’ actions than private placements, the United States and the developed world’s capital markets offer firms the broadest array of possible funding sources at the lowest cost. Students will survey a number of commonly used financing arrangements, such as follow-on equity issues, initial public offerings, ADRs, and several forms of straight and convertible debt. The course targets students with professional interests in corporate finance, commercial and investment banking, financial services, and management consulting.
Credits: 1.5
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GBUS 8472 - Technology Accelerator Course
In this course, students can master the process of adapting technology to the needs of the market and developing an actionable strategy. Students will learn the integrative skills necessary to do a startup even if they are not prepared to commit to the Incubator. Prerequisites: Restricted to Darden students.
Credits: 0
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GBUS 8473 - Mastering Global Leadership: Managing Your Career & Life in the Global Ec
Based on the premise that global leaders are made, not born, this course is designed to help students explore the battery of perspectives and skills on which great global leaders rely. The course provides an opportunity for students to begin the personal transition toward mastery of global leadership capabilities. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 8474 - Strategic Leadership
This course explores the challenges of leading those with whom we do not have direct contact and is a companion course to GBUS 8703 Tactical Leadership. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 8475 - Second-Year Coaching and Career Development
This course gives second-year students an opportunity to learn the theory of effective mentoring and career coaching in the workplace and to apply it to real-life, professional-level discussions with first-year students in the MBA Career Development process. The course will prepare students to successfully meet the challenges of providing career counseling and direction to others for achieving superior performance in the workplace. Second-year coaches will study, practice, and reflect upon all aspects of coaching, mentoring, and counseling that fall within the scope of managerial responsibilities common to MBAs at various leadership levels. The course, which runs from August through March, will begin in a classroom setting where the theoretical aspects of coaching will be introduced and explored. Subsequent training sessions will be interspersed with hands-on application of the concepts with assigned first-year students. Throughout the course, direction and oversight will be provided by Career Development Center consultants both individually and in small groups with other coaches. Enrollment is restricted to Darden students.
Credits: 3
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GBUS 8476 - Collaboration Lab
To hone their skills for working with others successfully in business, students in this course will use recent research on cognition as well as experiential activities in group decision making to help students develop strategies to avoid mistakes and improve collaboration and thrive in ambiguous situations.
Credits: 1.5
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GBUS 8477 - Interactive Seminar in Supply Chain Management
The focus of this course is on the design decisions and effective execution of supply chain management in complex, global-spanning settings. The goal of the course is to let students manage a supply chain in a competitive environment and experience the possible impact of their decisions on the market as well as their own performance.
Credits: 1.5
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GBUS 8478 - Markets in Human Hope
This course explores audacious innovations in business and markets as viable tools in promoting human development and transforming societies. The challenge that students will take on is to create products, services, business methods, financial instruments, and/or market-based systems that address the socioeconomic and structural challenges faced by the underserved and disadvantaged. Prerequisites: Restricted to Darden Students.
Credits: 0
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GBUS 8479 - The Business of Film at the Cannes Film Festival
The course, built around participation in activities at the Cannes Film Festival, will develop a strong, working understanding of the international film business. The course will focus on the marketing and distribution of films. Objectives:Provide hands-on exposure to the film industry and develop student ability to generate a feasible plan for the marketing and distribution of a film. Prerequisties: Restricted to Darden Students.
Credits: 1.5
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GBUS 8480 - Developing Organizational Capability
This course focuses on the leadership challenges to develop and deploy a workforce that builds capability to create value in the marketplace. But an enterprise leadership perspective implies more than just good people practices. It focuses on aligning people, processes, and systems around core drivers of value creation and competitive advantage.
Credits: 1.5
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GBUS 8481 - Global Industry Economics
In this course, students study the tools of microeconomics that shed light on the structural industry characteristics and global and local forces that afford an understanding of economic change at the industry level. These tools are applied to rapidly changing industries characterized by high levels of innovation, network economic effects, important roles of information and information asymmetry, and other complex forces.
Credits: 1.5
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GBUS 8482 - Leadership Strategies
This course presents multiple perspectives and approaches to studying, defining, applying, and evaluating the concept (and practice) of leadership. Through a series of personality assessments, case studies, and simulations, students will examine how their own personality traits, leadership style, and philosophy guide their behavior in critical leadership activities
Credits: 1.5
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GBUS 8483 - Strategic Alliances: Bridging Theory & Practice
This course is intended for students who plan on working in organizations that rely on other organizations for help achieving their goals. It explores topics that are intended to raise students’ level of understanding of alliances, their value as a strategic tool, the pitfalls to avoid, and ultimately to help improve the probability of a successful alliance.
Credits: 1.5
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GBUS 8484 - Creativity & Design Thinking
The focus of this course is on design thinking, a particular problem-solving approach that emphasizes customer empathy, invention, optionality, and iteration as its core components. Design thinking is concerned with the creative side of strategic thinking and complements the more analytical strategic orientation that emphasizes quantitative methodologies, evaluation frameworks, and the assessment of a single solution to a strategic problem.
Credits: 1.5
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GBUS 8485 - Markets in Human Hope
This course explores audacious innovations in business and markets as viable tools in promoting human development and transforming societies. The challenge that students will take on is to create products, services, business methods, financial instruments, and/or market-based systems that address the socioeconomic and structural challenges faced by the underserved and disadvantaged.
Credits: 3
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GBUS 8486 - Technology Accelerator Course
In this course, students can master the process of adapting technology to the needs of the market and developing an actionable strategy. Students will learn the integrative skills necessary to do a startup even if they are not prepared to commit to the Incubator.
Credits: 3
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GBUS 8487 - Innovation and Design Experience
The course examines how design thinking and innovation principles can be used to enhance the value and accelerate the development of business opportunities that deliver organic growth. Students will apply design methodologies and innovation tools in a live, corporate project, working closely with a client company with a real problem to solve.
Credits: 3
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GBUS 8488 - Global Innovation and Technology Commercialization
This course provides an intensive experience in studying successful global innovation practices and concurrently working on advising a company on advancing a specific technological innovation into a viable operation using supply chain strategies and Business-to-Business (B2B) concepts and tools. In this course, students will explore the reasons for the innovation revolution in Israel and its success in developing technologies and ideas
Credits: 1.5
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GBUS 8489 - Philosophy and Business: Business in Society
The purpose of this course is to enable the students to develop a comprehensive “theory of business” that will guide their business careers and inform their leadership. Key sections of the course include: (1) A Philosophical Perspective on Business: What is Real and How Do We Know? (2) Capitalism and Business: Historical, Global, and Modern Perspectives; (3) Business and the Institutions of Society: The Role of Government, Media, NGOs.
Credits: 1.5
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GBUS 8490 - Financial Institution and Markets
This is a survey course on the institutions and products that make up the capital markets. Major themes in the course include financial innovation and its role in making the financial markets and the economy more efficient. An emphasis is placed on the redistribution of risk among market participants and the reduction in the spread between what borrowers pay and what lenders receive. The course is designed as a broad overview and is not a technical course. It is valuable not only for students interested in finance but also for those with general management aspirations.
Credits: 1.5
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GBUS 8491 - Advanced Global Financial Markets
This course is an extension of the content of the prerequisite, first-year elective, Global Financial Markets (GFM).As in GFM, students will discuss real-time forward-looking ‘live’ cases on the world’s currency and the bond, gold, and oil markets as well as have the opportunity to analyze in depth current big issues in international financial markets.
Credits: 1.5
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GBUS 8492 - Admissions Interviewing
The ‘Interviewing Experiential Field-Based Elective’ course is an opportunity for students to learn effective interviewing, verbal and written communication, and leadership skills. In addition, the course teaches students to interact with a diverse group of people and gain insights in to their potential through active listening.
Credits: 3
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GBUS 8493 - The Enterprise Perspective
The Enterprise Perspective (EP) course is designed to build on the theme introduced in Leadership Residency 1 course, “Leading with an Enterprise Perspective.” The EP course will consist of sessions during which students are encouraged to perceive situations and diagnose problems and then make essential tradeoffs or reconcile management decisions based on a multifunctional point of view.
Credits: 1.5
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GBUS 8494 - The Enterprise Perspective - Part I
The Enterprise Perspective (EP) course is designed to build on the theme introduced in Leadership Residency 1 course, ‘Leading with an Enterprise Perspective.’ The EP course will consist of sessions during which students are encouraged to perceive situations and diagnose problems and then make essential tradeoffs or reconcile management decisions based on a multifunctional point of view.
Credits: 0
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GBUS 8495 - Prototyping and Product Development II
This action-oriented course will guide students through the process of launching a new product or service. Students will work in teams to develop and implement a go-to-market plan for a new product.
Credits: 1.5
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GBUS 8496 - Data Science in Business
New cases provide opportunities to learn how data science is affecting a variety of domains, from entrepreneurship and marketing to operations and finance. In this course, students will gain exposure to the concepts and tools used by managers to create disruptive business models that leverage big data.
Credits: 3
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GBUS 8497 - Impact Investing
This course will cover the rapidly-expanding world of impact investing, focusing on the fundamentals underlying investment strategies for funds (and, to a lesser extent, companies) seeking to both create profit and generate social or environmental impact.
Credits: 1.5
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GBUS 8500 - Special Topics Seminar
Each seminar is a course of study for students with special interests in business administration topics not currently included in the normal course offerings of the MBA Program. The seminar topics should be consistent with the objectives of the Second Year Program.
Credits: 1.5
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GBUS 8510 - Global Business Experience
Global Business Experience is a one-week course that focuses on business issues in variety of countries outside of the United States. The courses are offered at midterm break in March. Each section offered under the Global Business Experience heading provides the opportunity for students to visit a different country and experience business practices and cultures other than those of their native countries. Both first-year students and second-year students may participate. Based on a unifying theme and a specific geographic location, each course includes structured classes and practitioner presentations as well as visits to companies, governmental agencies, and important cultural sites. Each Global Business Experience course is intended to give students a better perspective on the countries visited and, through comparison, on their country of origin. While the countries may vary from year to year, in the recent past, programs have been offered in Argentina, Bahrain, China, Czech Republic, India, Mexico, Spain, and Sweden.
Credits: 1.5
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GBUS 8520 - Darden Capital Management
In the Darden Capital Management (DCM) course students will test their ability to value a stock and evaluate the appropriateness of an investment thesis for inclusion in a portfolio. The course prepares students in equity research, stock selection, and portfolio management in a real-world environment in which students manage funds from the Darden Endowment.
Credits: 4.5
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GBUS 8600 - Marketing Strategy
In the Marketing Strategy course you will elaborate on and refine your and working knowledge of basic marketing strategy concepts. We will do this in the context of contemporary issues in marketing. Examples include: branding, the experience economy, buzz, permission marketing, stealth marketing, marketing causes, social marketing, and so forth.
Credits: 2
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GBUS 8610 - Business to Business Marketing
This course is designed primarily for students seeking a marketing career in organizations that market products and services to other organizations. While the course is aimed at those interested in business-to-business marketing, it is also appropriate for those seeking careers in consulting, manufacturing, and nonmarketing functional areas of business-to-business firms. The course emphasizes the tactical aspects of business marketing as well as conceptual and strategic elements of the marketing-planning process. The course begins by examining how to organize the marketing function and then moves to the topics of buyer-seller relationships, sales force management, complexities and problems inherent in forging longer term partnerships, and developing and managing complex distribution systems along with some exposure to product development and launch. Cases have been chosen from a variety of settings, ranging from high tech to ‘metal bending’ and from the emerging to the more mature businesses. As opportunities arise, the course will incorporate a ‘live’ case. Working with a company to address critical marketing problems, student teams will be assigned to work on these problems. These projects comprise the final project for the course and take the class work from the written-case analysis to the real-time case analysis. Topics for study are chosen based on the importance to the firm and on the relevance of the topic to the content of the course.
Credits: 1.5
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GBUS 8611 - Strategic Management of Financial Service Organizations
The course is intended primarily for those who are considering careers with financial service organizations that serve as competitive financial intermediaries, such as commercial banks, investment banks, money managers, and insurance companies. The name of the course accurately describes its contents: strategic management of organizations that create and deliver financial products. There are several reasons for studying the strategic management challenges of financial service organizations. First, this aspect of financial service organizations management has been the make-or-break decision for financial service organizations in recent years. Some segments of the financial service industry end up with capital needs, and others find themselves with surplus but expensive capital. Either problem can be fatal. Once the strategy has been selected, however, the implementation decisions, although not necessarily the implementation itself, are comparatively straightforward. Second, the strategic perspective permits the course much broader scope than would the alternative of concentrating in depth on a narrower set of institutions in order to cover all aspects of management. Broad perspective is also important for the course to make the maximum contribution to the career decisions of students considering jobs with financial service organizations, institutions that are not as closely examined in the corporate-finance focus of the first-year curriculum.
Credits: 1.5
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GBUS 8612 - Managing Innovation and Product Development
This course will expose students to the challenges managing the product and service development process in a corporate environment. Specifically, students will address issues such as creativity and problem solving, technology evaluation and management, global R&D management, innovation portfolio management, stage-gate versus agile processes, modular design/product architecture, and crowd sourcing
Credits: 1.5
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GBUS 8617 - Managing Turnarounds and Workouts
This course is intended for those desiring a deeper understanding of the problems of effecting turnarounds (restructurings) and workouts (resuscitations) than is available in other courses that briefly treat these matters. The course is structured to be relevant to those planning to work in marketing, operations, general management, smaller enterprises, and new ventures as well as those seeking a career as a workout specialist. It will not qualify participants as experts in legal and tax niceties and is not designed to help identify undervalued turnaround opportunities. It is not a course in vulture finance. The course focuses more on the causes and warning signs of trouble, on what can be done to protect and restore a company’s health, and on dealing with the aggrieved financial sources that are inevitably but unwillingly involved. The complexity of major turnarounds and workouts requires that the course material deal primarily with smaller companies and exclusively with U.S. companies.
Credits: 1.5
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GBUS 8618 - Technology Entrepreneurship
This course deals with important aspects of starting, developing, and growing a technology enterprise. We start by defining and providing perspective on high technology entrepreneurship, emphasizing the creation of highly scalable ventures. We then move to a discussion of the recognition and evaluation of technology opportunity, exploring how to determine what types of opportunities are worth economically pursuing.
Credits: 1.5
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GBUS 8619 - Leading Teams
This course examines how interpersonal processes, organizational contexts, and structural characteristics of teams influence their performance and productivity. The goal of the course is to provide students with a knowledge base and understanding of the mechanisms that set teams up for success, as well as the chance to practice designing, participating, and leading collaborative work. T
Credits: 1.5
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GBUS 8620 - Managing Consumer Brands
This course targets those students who intend to work in consumer marketing, advertising, consulting, or retailing. There are four modules in the course: Marketing Mix and Budgeting Decisions, Branding, Price Strategy and Tactics, and Product Line Policy. This 15-session course focuses on the use of marketing discipline to create and capture value and emphasizes the need for accountability in the marketing function. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 8621 - Project Management
The complete course in project management will include Monte Carlo simulation for project risk analysis within project planning, scoping, and network analysis. The critical path method will be employed. Topics of resource allocation, project monitoring, and real options thinking will be included.
Credits: 1.5
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GBUS 8622 - Data Science in Business
New cases will provide opportunities to forecast quantities in a variety of domains from operations to marketing to finance. In this course, students will examine big data analytics and tools that have been written about in the public press (web scrapers, SQL, Tableau, R).
Credits: 1.5
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GBUS 8623 - Financial Trading
This course examines the nature and influence of trading in financial markets. Trading is a repeated-play game that usually entails making numerous decisions under conditions of uncertainty. In the course, particular attention is directed to the role of noise in financial markets; cognitive illusions and pitfalls in decision making by market participants; the identification of potentially profitable trades; the development of sound money management skills, arbitrage and quasi-arbitrage transactions; positive feedback trading, back office processing of trades; the management of the trading function; and the development of various expert trading systems. Two mock pit-trading sessions will give students firsthand experience in simulated pit-trading environments and illustrate necessary trading skills. A simulated trading game runs for most of the course. Guest lectures in class from top traders as well as the interviews of top traders in the texts provide diverse perspectives on trading by successful traders.
Credits: 1.5
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GBUS 8624 - Management of Service Operations
The strategic and tactical problems of managing the operations function in the service environment are examined in this course. Topics include capacity management, Lean thinking, the role of operations in defining and delivering a competitive advantage in services and service-design thinking.
Credits: 1.5
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GBUS 8625 - Mergers and Acquisitions
This course is designed to provide students with a practical understanding of the merger and acquisition marketplace, addressing such topics as why companies grow through acquisitions, how acquisition or merger candidates are analyzed strategically and valued financially, and ultimately, whether and how mergers and acquisitions create value for stakeholders. Takeovers and mergers are a daily fact of life, have evolved into a critical part of every CEO or manager’s strategic toolbox, and will most likely affect every person who enters the corporate world at some point in their career. Whether a student chooses to be a senior corporate manager, an M&A practitioner, or merely an informed armchair observer, the course is intended to provide the analytical framework to evaluate an acquisition from a strategic, financial, structural, tactical, legal, and ethical perspective. Students will apply learned content to real business situations, including the opportunity to develop, create, and present an acquisition proposal to an actual corporate client during the class.
Credits: 1.5
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GBUS 8626 - Global Economics of Water
Recent droughts and the soaring food prices they trigger underscore that freshwater scarcity will be a major challenge in the 21st century. In spite of reports about imminent water crises, the world is not running out of water. It is especially the very uneven distribution of water, across and within countries, that is a concern. There is a need for improved water management.
Credits: 1.5
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GBUS 8627 - Management of Nonprofit Organizations
This course is based on the assumption that nonprofit organizations benefit individuals and society in numerous ways. It is designed to introduce students to the scope and the diversity of nonprofit organizations, to the unique governance, communications, and financing structures inherent in them, and to the innovative and creative opportunities available in them for well-trained and flexible management professionals.
Credits: 1.5
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GBUS 8630 - Marketing Analytics
This course is designed to expose students to advanced quantitative techniques in marketing research. The course deals with how marketers can extract useful information from marketing data for designing marketing strategies. The emphasis in the course is on advanced data analysis relevant for marketing decisions. Topics will include techniques relevant for new product pretests, product line pricing, demand forecasting, market and customer segmentation, allocating resources for advertising and promotion, customer valuation, and evaluating marketing campaign performance. Course content will feature a combination of cases, exercises, lectures, and a group project. The course will use a very hands-on approach and a majority of the topics covered in this course will have direct applicability to those students concentrating in marketing in their future jobs. Students are advised to take the Marketing Intelligence course prior to this course.
Credits: 1.5
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GBUS 8631 - Optimization
Most of the quantitative models students have encountered thus far at Darden have been evaluative in nature, so their purpose has been to analyze or evaluate a particular alternative. The task of selecting the optimal alternative has been left for them to complete outside the model (i.e., the model helps us analyze and compare individual alternatives but does not actually identify the optimal solution for us).
Credits: 1.5
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GBUS 8632 - Software Design
This course will provide foundational skills for managers involved in developing software applications. These skills would be relevant to the future entrepreneur as well as to the future manager within an established company. The applications might be finished products for the end user (e.g., an iPhone app) or they might be internal systems built on vendor platforms (e.g., Salesforce or Oracle deployment).
Credits: 1.5
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GBUS 8633 - Software Development
For the Darden student who wants to increase their creative confidence on software related projects, Software Development is an experiential SY elective that delivers hands-on coding experience for the non-engineer. Unlike online only options like codeacademy, SID offers a Darden compatible format with the hands-on assistance that students need to acquire the necessary skills in a single quarter.
Credits: 1.5
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GBUS 8634 - Interviewing Experiential Field-Based Elective (Part 1)
This course is an opportunity for students to learn effective interviewing, talent evaluation, verbal and written communication, marketing skills, and leadership skills. In addition, the course teaches students to interact with a diverse group of people and gain insights into their potential through active listening.
Credits: 1.5
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GBUS 8635 - Interviewing Experiential Field-Based Elective (Part 2)
This course is a continuation of the Q2 course and provides an opportunity for students to further master interviewing, talent evaluation, verbal and written communication, marketing skills, and leadership skills. In addition, the course allows the students to deliver a meaningful and relevant recommendation to aid in the work of the Admissions Office.
Credits: 1.5
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GBUS 8690 - Direct Marketing
This course examines the concepts involved in interactive marketing. Interactive marketing is characterized by activities that address customers directly (usually through some form of response advertising) for the purposes of initiating an exchange as well as developing, managing, and exploiting a customer relationship. Interactive marketing encompasses aspects of direct mail, customer relationship management, and Internet marketing. The ability to communicate with individual customers often allows the marketer to measure and manage each customer relationship separately. The results of response advertising campaigns are also measurable, testable, and data-base driven, thus converting the abstract aspect of marketing into the universal language of numbers. The course includes exercises in which students have the opportunity to apply and test the principles of interactive marketing in simulated business environments.
Credits: 1.5
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GBUS 8699 - Darden Consulting Projects
This course is intended to provide students with an opportunity to work closely with a faculty adviser to produce a case study of a real business situation. Students may already have a case setting in mind or may call upon their faculty supervisor for an introduction to the setting for a case.
Credits: 1.5 to 4.5
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GBUS 8700 - Darden Venturing Project
This course is intended to provide students with an opportunity to work closely with a faculty adviser to produce a case study of a real business situation. Students may already have a case setting in mind or may call upon their faculty supervisor for an introduction to the setting for a case.
Credits: 1.5 to 3
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GBUS 8701 - Leading Strategic Change
This course focuses on the leadership qualities that are necessary to successfully design and implement strategic change and how being involved in the active leadership process requires individuals to be willing to define and declare themselves in strategic ways. The course is an elective and follows the format of the Leading Strategic Change course. It puts its emphasis on the need for students to think on personal, professional, and enterprise levels and to apply this thinking to the critical issues of leading and managing individual and organizational change. It is essential that students studying for an MBA develop a rich appreciation for the implications of personal and organizational change. Leadership is a personal declaration and as such is the essence of change. The principal modes of instruction are cases, lectures, and readings.
Credits: 1.5
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GBUS 8703 - Tactical Leadership
Tactical Leadership (TL) focuses on interpersonal influence and persuasion (as opposed to self-leadership that focuses on self-management or strategic leadership that focuses on organizational decision making and non-face-to-face influence). Students will decide what buy-in means and what their best chances for generating it is when they have the chance to look someone in the eye.
Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 8704 - Leadership, Values, and Ethics
The premise of this course is that students can learn a great deal about leadership by studying the leadership of others. Values and ethics as essential elements of leadership are the central focus. The course will provide students with examples and models of ways in which leaders have incorporated ethics and values into many definitions of leadership. Students will have the opportunity to reflect on their own values and ethics as well as examine and build upon their own definition of leadership. Each session will be devoted to a different leader, focusing on their background, context, and type of leadership they displayed. Insights from these leaders and an array of readings on leadership will be used to foster reflection on what makes a great leader. The majority of leaders chosen for study, although familiar, are not business entrepreneurs or leaders of large corporations. The idea is to think more broadly about what makes great leadership by looking at a series of figures who offer a range of approaches to leadership and the value systems that can underlie it. Some leaders covered in past courses were Sir Ernest Shackleton, George Patton, Chairman Mao, Oscar Schindler, Mahatma Gandhi, Margaret Thatcher, Martin Luther King, Jr., Mustafa Ataturk, Al Groh, Cynthia Cooper, Ann Fudge, and Muhammad Yunus. Our focus will be on these leaders, their stories, and how they connect values and leadership, but at the end of each study students will connect the discussions back to the present and their challenges as future leaders.
Credits: 1.5
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GBUS 8705 - Leadership and Diversity through Literature
This course integrates diversity and leadership themes while simultaneously broadening the literary exposure of students. While condensed readings from the classics of literature are used, the selection of excerpts has culturally diverse protagonists such as Mahatma Gandhi and Virginia Woolf, who confronted leadership challenges much like those encountered today. These writings continue to influence our thinking and assumptions about how to manage people. The readings are from the Hartwick Classic Leadership casebank and range from 14 to 40 pages in length.
Credits: 1.5
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GBUS 8706 - Leadership, Diversity and Leveraging Difference
The course consists of a case and text-based learning experience that focuses on the leadership challenges involved in leveraging diversity. Students will learn how leaders must have the basic skills and the ability and willingness to recognize diversity and then leverage it through invitation, inclusion, and inspiration.
Credits: 1.5
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GBUS 8707 - Leadership Coaching
Today’s leaders not only experience change, but are called upon to change themselves and the organizations in which they work. Leading through individual and organizational change can be challenging, but leaders do not have to face these challenges alone. In this course, you are invited to engage with a leadership coach in a creative and thought-provoking process that inspires you to reach your full potential.
Credits: 1.5
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GBUS 8708 - The Business of Medicine in a Changing Health Care Environment
This course will examine the business of medicine in the current health policy/health politics landscape, drawing on participant experiences and using a case method. Students will prepare presentations on current health business and health policy topics.
Credits: 1.5
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GBUS 8730 - Managing Teams
This course is an opportunity for students to get real-time experience in a guided setting about the way they form work relationships, observe interactions, think through difficult situations, and learn from the choices made. In this full-semester course, students prepare for the challenges posed by the increased use of teams in the workplace while working directly with first-year learning teams as the teams evolve throughout the first semester. The relationship formed with a student’s first-year team and documented through weekly required observations becomes a live and continuing case throughout the term. The first part of the course focuses on the learning team’s evolution, supplemented by ongoing delivery of relevant group theory. The second part of the course broadens the focus to include the contemporary issues and challenges of workplace teams, such as leading your group at work, managing coordinating teams in strategic alliances, and teaching others to be better team members. The course is most successful when students commit the time and energy needed to maintain weekly contact with their team and remain open to learning about themselves and others in the process.
Credits: 3
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GBUS 8750 - Managerial Psychology
This course will focus on the major psychological issues that underlie and contribute to the effective and, at times, ineffective performance of people in managerial roles. It begins with the development of a model of personality. The initial development model is necessary for setting the stage for the remaining sessions of the course that build on and add to this framework. During the course, topics such as gender, race, meanings, habits of excellence, relationships, creativity, and life-long growth will be examined. Students also will consider those issues that, although not visible at first glance, prove to be at the heart of why things are the way they are and not what they initially seem. Interactive conversations around reading materials provide much of the activity of this course.
Credits: 3
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GBUS 8760 - Creating Value through Relationships
This course will increase students’ awareness of the dynamics of interpersonal relationships and provide practical experiences that give them the opportunity to improve their interpersonal effectiveness. Students will learn that one of the most basic and profound contributions to managers’ success is the ability to create high-quality relationships with colleagues and to link these relationships together to form a network that sustains its members and facilitates the organization’s work. Because nearly every contribution made to an organization will be influenced by the quality of relationships sustained with others, effective leadership is, essentially, effective relationship management. Primary learning in the course comes from participation in face-to-face laboratory experiences while readings and cases serve as supplements. Topics include communication, feedback and performance appraisal, active listening, working with diversity, and confronting problems in working relationships. With emphasis on future management contexts, students will discover how others perceive them and what behaviors enhance or detract from their interpersonal effectiveness.
Credits: 1.5
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GBUS 8800 - Operations Strategy
This course explores the major issues and managerial concepts relating to strategic management of the operations function in today’s global economy. The course targets prospective general managers. It is organized into three main topical groups, including an introduction to operations strategy concepts, an examination of operations strategy process tools, and the discussion of specific management decision areas within the operations strategy framework. Competitive cost analysis is emphasized and issues related to e-business operations strategy are included in the discussion of the topical issues. Business cases studied include a mix from both the manufacturing and service industries. Classes may feature visiting company executives, and there is a strong global emphasis throughout the course.
Credits: 1.5
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GBUS 8830 - Supply Chain Management
The increasing globalization of business and heightened outsourcing in many industries has led to increased interest in supply chain management issues by the senior management of most companies. This course is designed to provide an understanding of the functional and strategic role of supply chains in both manufacturing and service industries, with emphasis on global supply chains originating or ending in North America. The course is oriented towards prospective general managers who desire to become more familiar with supply chain design and coordination as well as some of the major issues and managerial concepts relating to supply-chain management that are important sources of competitive advantage. The course is taught using textbook and article readings, cases, lectures, and guest speakers.
Credits: 1.5
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GBUS 8840 - Leading Innovation
Innovation plays an essential role in the development and achievement of long-term competitive advantage. This is a course in strategy and entrepreneurship with three main themes: Creating and Realizing Value, Prioritizing Opportunities, and Managing the Innovation Process. Within these themes, students will explore why innovation is invention that creates value and why some inventions do not create value; why projects involving the innovation process are notoriously difficult to value: how to set priorities when choosing among innovation opportunities; how to guide early stage research efforts toward potentially distant products; why managing the process requires thinking about the unfolding and often nonlinear stages; how multiple dimensions cumulate in success or failure; how to think about the many uncertainties and manage the risks such as running out of cash; how to deal with the changes of course, challenges of competition, setbacks, and forward leaps in managing big, long-term innovation efforts; and, most importantly, how the outcomes of this process depend on the people involved. This course deals with both small and large corporations and usually encompasses a range of technologies.
Credits: 1.5
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GBUS 8850 - Networked Business Seminar
The pace of Internet business evolution has proven to be as rapid during the extinction phase as it was in the evolutionary phase for new companies and their business models. The course will examine the business models and strategies of both pure-play survivors and established firms to understand the keys to successfully exploiting the Internet and related technologies. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 8870 - Strategy Seminar
This course helps students become conversant with contemporary issues in the field of strategic management both in theory and practice. It covers selected strategy topics in depth that are chosen from three areas: First Year Strategy, current practice and issues, and current research in strategy and related fields of economics and organizational sociology. Four streams of literature will be discussed: organizational economics, resource-based/dynamic-capabilities view of the firm, business psychology, and business sociology. The course will allow students to become more conversant with relevant current issues in strategic thinking and the practice of strategy and to treat ideas in greater depth and rigor than possible in a traditional case course. Through this dialogue, students will sharpen their strategic thinking abilities and instincts. The course content will consist of a variety of readings from books, management and academic journals, and working papers. Class meets once a week, and the reading load is extensive. Grading will be based on class participation, weekly one-page papers, and a final essay.
Credits: 1.5
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GBUS 8900 - Management Decision Models
This course will be treated as a workshop in decision consulting and modeling. It will develop additional methodology and more advanced applications for students who were comfortable in First Year Decision Analysis and wish to pick up where that course left off without significant overlap. Applications receiving special attention in this course are financial modeling, such as the random walk, hedging, and modeling of real options; strategy analysis and modeling, including structuring models, hybrid strategies, and contingent strategy under uncertainty; and marketing models, such as brand-switching dynamics. One class day will be treated as a real-time modeling studio, where the class works together on a task provided in a one-page case at the beginning of class. New methodology will treat risk preference, risk management, correlated variables and scenarios, risk exposure, dynamic uncertainty models, Optquest for optimization within simulation models, and the decision quality process used in decision consulting. Students will use Excel and a number of add-in software products.
Credits: 1.5
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GBUS 8910 - Managerial Quantitative Analysis
This course will review, reinforce, and extend the basic concepts gained from the required Decision Analysis course, such as spreadsheet construction, simulation, regression, decision trees, and optimization. The two primary objectives of the course are to improve students’ basic analytical skills and to strengthen their ability to integrate quantitative analysis into their general decision-making process. This course and Management Decision Models are intended for students interested in further core Decision Analysis instruction and is designed for those students who were comfortable with Decision Analysis and wish to pick up where it left off without significant overlap. Students who feel the need for significant review and reinforcement of the Decision Analysis content with modest extensions will benefit from this course. Thus, those students who made an A or B+ in Decision Analysis probably will find that this course does not meet your educational objectives and should consider a course that is more appropriate. Please contact the instructor if you have questions in this regard.
Credits: 1.5
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GBUS 8930 - Negotiations
This course focuses on two-party negotiations in a wide variety of settings ranging from simple buyer-seller bargains to complex, multi-issue strategic relationships. Most class sessions revolve around the results of negotiations between class members that are conducted prior to class, as preparation for the session. The results of these negotiations are displayed each day and provide an opportunity for explicit feedback on each student’s negotiating performance. Class discussion reviews the wide variety of experiences in the specific negotiation and develops and tests hypotheses regarding effective behaviors, tactics, and strategies. The resulting ideas are reinforced and further developed through a series of weekly readings. Finally, the course offers several frameworks for codifying each student’s negotiation toolkit and for describing each student’s negotiation behavior.
Credits: 1.5
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GBUS 8970 - Investigations into the Nature of Strategy
This course is intended for the student whose interest in strategy is intense and who would like to understand and practice strategy as an art. It is based on the logic to be established in class that developing strategy cannot be a deterministic, linear process. Students will discover that the reasons why strategy cannot be a ‘positive doctrine’ form the pillars for its proper understanding. The course relies heavily on reading material from fields that at first may not seem directly related such as biology, military strategy, history, game theory, and games. The course is conducted in the manner of a seminar.
Credits: 1.5
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GBUS 8995 - Research Elective
Each research elective is a course of faculty supervised study for students with particular interest in contributing to the knowledge base of a specific area of business administration. The research elective should be consistent with the objectives of the SY Program and not overlap with courses offered in the MBA Program.
Credits: 1.5 to 3
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GBUS 8999 - Darden Independent Study
A Darden Independent Study elective includes either case development or a research project to be conducted by an individual student under the direction of a faculty member. Students should secure the agreement of a resident faculty member to supervise their independent study and assign the final grade that is to be based to a significant degree on written evidence of the individual student’s accomplishment.
Credits: 1.5 to 3
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GBUS 9020 - Foundations of Business Ethics
This course provides students with a doctoral-level introduction to the normative discourse of business ethics. We will read a variety of texts from classic philosophical works as well as contemporary counterparts who illustrate how these ideas are being used in recent research in business ethics. Prerequisites: Restricted to Darden students.
Credits: 3
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GBUS 9130 - Readings:Theories in Organizational Behavior
This is a survey course for PhD students designed to introduce them to research in some of the central literatures & topics in organizational behavior. It is designed to expose them to some of the breadth necessary to be conversant in the field of organizational behavior, to being their preparation for qualifying examinations, & to begin developing their skills in coming up with, writing about, & critiquing research ideas in org. behavior topics. Prerequisites:Restricted to Darden students.
Credits: 3
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GBUS 9330 - Seminar in Entrepreneurship I
This course will survey the field of entrepreneurship and introduce the students to the classic books and ideas in the literature. The course will use a seminar format and will attempt to understand the meaning and content of the phenomenon of entrepreneurship, its processes and its consequences - for individuals and economies. Requirements include position papers on various topics and authors. Prerequisites: Restricted to Darden students.
Credits: 3
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GBUS 9340 - Seminar in Entrepreneurship II
This course will survey the field of entrepreneurship and introduce the students to the classic books and ideas in the literature.
Credits: 3
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GBUS 9350 - Reading Seminar in Entrepreneurship III
This course will involve students in a systematic analysis and evaluation of new entrepreneurship literature and the review process by which that literature does or does not become published research.
Credits: 3
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GBUS 9710 - Markets in Human Hope
This course will explore the feasibility of con structing financial markets for firms in the social sector as well as in countries currently without capital markets.
Credits: 3
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GBUS 9740 - Seminar in Corporate Governance
This is a doctoral seminar focusing on academic research that touches on issues pertaining to corporate governance and business ethics.
Credits: 3
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GBUS 9852 - Independent Study: Bounded Rationality
This independent study will coincide with the Summer Institute on Bounded Rationality in psychology and economics at the Max Planck Institute for Human Development, under the direction of Prof. Gerd Gigerenzer. The Institute intends to provide a view of human rationality that is anchored in the psychological possibilities of actual humans rather than in the fictional construct of Homo economicus. Prerequisites: Restricted to Darden students.
Credits: 3
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GBUS 9853 - Reading Seminar in Leadership
The Reading Seminar in Leadership is designed to expose students to a wide range of literature and concepts related to the field of leadership through seminar activities such as reading, critical evaluation, discussion, reflection, and writing. Participation in the seminar will allow a student to develop a framework for the analysis of leadership concepts on a personal, professional, as well as an organizational level. Prerequisite: Restricted to Darden students.
Credits: 3
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GBUS 9854 - Foundations of Management: Pragmatism and Stakeholder Theory
The purpose of this seminar is to provide a critical introduction to scholarly reading and writing concentrating on one portion of the foundations of management theory; namely, pragmatism and stakeholder theory. While we will address some “classic” texts in management and ethics, you should understand that the syllabus is idiosyncratic to me, rather than systematic.
Credits: 3
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GBUS 9855 - Seminar in Macro Organizational Behavior
This seminar is intended for Ph.D. students seeking a broad understanding of macro organizational behavior and theory. We will review classical theoretical perspectives by reading the original literature that helped to shape the field. We will also identify areas in need of additional investigation by reconsidering key assumptions and theoretical positions.
Credits: 3
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GBUS 9856 - Strategy Doctoral Seminar
The Strategy Doctoral Seminar is designed to introduce students to the strategy literature and the research approaches that strategy research uses. The course is geared towards first-year PhD students in business, though it is open to doctoral students from any discipline. We wil discuss the nature of scientific thought and inquiry, particularly as it applies to the social sciences.
Credits: 3
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GBUS 9857 - Advanced Research Methods
This is an advanced graduate level course in Qualitative Methods.
Credits: 3
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GBUS 9858 - Doctoral Seminar on Leadership
The purpose of the course is to learn and develop areas for future leadership research and scholarship.
Credits: 3
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GBUS 9859 - Independent Study
An independent study course is a faculty supervised study in which students explore a specific topic in the area of business administration..
Credits: 3
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GBUS 9860 - Reading Seminar: Moral Philosophy II
This seminary will explore more contemporary philosophers such as Kar Marx, Adam Smith, and Amartya Sen.
Prerequisites: Restricted to Darden Students
Credits: 3
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GBUS 9861 - Independent Study
An independent study course is a faculty supervised study in which students explore a specific topic in the area of business administration.
Credits: 3
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GBUS 9862 - Seminar in Strategy
This course will provide an intensive study of the theory and practice of business strategy. It will involve in-depth treatment of ideas and current issues in strategic thinking and practice, with topics to be chosen from the MBA FY strategy course, current practices and issues, and current research.
Credits: 3
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