Organization & Management

Students can choose from the following Organization & Management courses. To view a complete description of the course, simply select the course title or print a list of all Organization & Management course descriptions.

330 - Principles of Organization and Management (core requirement class)

Presents and integrates materials from organization and applied behavioral sciences to create a solid foundation for further study of the dynamics of management, as practiced now and with a view to the future. This is a foundation course for further work in organization and management. > More

331 - Strategic Management (core requirement class)

Strategic management focuses on the "big picture" questions in business: What drives the total profitability of an entire corporation? Why do some companies succeed while others fail? And what -- if anything -- can managers really do about it? The main strategic problem for any company is to diagnose its situation correctly despite incomplete and ambiguous information about the problems and opportunities that it faces. So, this course helps students develop such "diagnostic reasoning" skills through both exercises/simulations and case analysis/discussion. Students also learn and apply a set of conceptual tools and frameworks for assessing the profit implications of both the company's external environment and its internal resources and capabilities. > More

332 - Corporate Social Responsibility & Sustainability

Prerequisite: Business 330, Business 331. This course introduces Corporate Social Responsibility (CSR) in general before turning its attention to the specific issue of sustainability. Here, the role of operations, incentives and performance measurement, change management and reputation/identity management in effectively introducing sustainability into complex organizations will be examined. Students will be also introduced to “Sustainability at Emory” because the course is built around a diverse set of real sustainability projects identified and defined by Emory’s Office of Sustainability. Student’s will work on projects that will enable them to both learn about and live through the challenges faced when trying to make organizations more sustainable. We will be sure to link each of these projects to a series of similar “business-world examples” which will allow students to explore the applicability of their experiences to other organizations. Appropriately-experienced Goizueta alumnus will serve as additional points of contact for the student groups. Students will work in mixed groups (e.g., 3 MBA, 1 BBA and 1 additional Emory student). Each group will work under the auspices of a course project manager. Final presentations will be made to a diverse group of university stakeholders (including the primary beneficiaries of each project). > More

336 - Non-profit Consulting

Prerequisite: Business 330, Business 331. The aim of this course is to build on prior iterations of the popular consulting class and provide a vehicle through which twelve local nonprofit organizations will benefit from the time and energy provided by our BBA students. While taking the course, students will learn about the basics of defining, conducting and presenting the results of consulting projects. At the same time, they will develop a basic understanding of how a business school education can be brought to bear on issues faced in the nonprofit sector. > More

430 - Advanced Strategic Management

Prerequisite: Business 330, Business 331. This course focuses on analyzing competitors and building corporate advantage. Students will learn how to assess a firm's corporate strategy from an analyst's perspective. Accordingly, we explore how firms can create and maintain a strong competitive position across their lines of business -- analyzing competitors across and within their businesses. We then examine how firms enter new businesses through M&A, alliances, and internal development. Finally, we examine strategy analysis and formulation in uncertain and turbulent environments. This course may be especially useful for those who seek careers in consulting, general management, and investment banking. > More

431 - Social Enterprise

Prerequisite: Business 330, Business 331. Social enterprises are mission-driven organizations that trade in goods or services for some defined social purpose. At times, the profits from a business are used to support a specific social goal. Other times, the organization itself accomplishes a defined social aim through its own operations. This class discusses the evolving role played by the social enterprise in the context of changes in both the private and government sectors. This is followed by an elaboration of specific organizational and management challenges faced by social enterprises. The third part of the course focuses, in turn, on different ‘types’ of social enterprises; e.g., large established social enterprises like Habitat for Humanity or C.A.R.E.; social entrepreneurship; global social enterprise; and organizations dedicated to environmental sustainability. The course concludes by discussing careers options in and associated with social enterprises. Additionally, every student that enrolls in this class is required to contribute (i.e., volunteer) 15-20 hours to a social enterprise. The form of this internship is flexible and is determined in consultation with the professor. > More

432 - Negotiations

Prerequisite: Business 330. Offers students an opportunity to develop negotiation skills for a global business environment. Students learn to manage conflicts with competence, fairness, and sensitivity. The course relies heavily on simulations to promote learning by doing. It provides a low-risk setting with individual feedback to help students evolve an effective negotiating style that feels natural. > More

433 - Leading and Managing Change

Prerequisite: Business 330 (or 330 should be taken concurrently). Addresses the forces that drive organizational change; examines obstacles to organizational change as well as those strategies for making change more effective. The emphasis is on planning, managing, evaluating, and surviving organizational change, with application to emerging business issues, including: knowledge management, "learning organizations," network management and organizational implications of new technologies and the internet. Case analyses will be augmented by exercises, live cases, guest speakers and projects. > More

435G - Multinational Firms

Prerequisite: Business 330, Business 331*. Explores the development and performance of multi-national enterprises in global economic, political, and cultural environments. Topics include the design and control processes of MNE’s, the role of transnational institutions, political risk assessment, technology transfers, and management of a multicultural workforce. > More

436 - Entrepreneurship

Prerequisite: Business 330, Business 331*. Provides a firm foundation for students interested in new ventures. This course emphasizes not only entrepreneurial and intrapreneurial innovation, but also the process for engaging in detailed analysis of new ventures. Working in teams, students produce business plans that provide a blueprint for operationalizing their venture idea. The course highlights entrepreneurial trends with a particular focus on the new economy, and covers marketing and industry analysis, business principles and values, strategic and operations planning, financial proformas, and venture capital. > More

438 - Consulting

Prerequisite: Business 330, Business 331*. Familiarizes students with the history, theory, & practice of management consulting. The course reviews the theoretical underpinnings of management consulting by addressing such divergent topics as organizational diagnosis and strategic implementation theories, with an emphasis on fundamental intervention skills (i.e., analytic skills and process skills). Finally, the risks and rewards of external intervention to an organization are discussed. > More

439 - Ethics for Leaders

Prerequisite: None. Explores ethical issues arising in day-to-day business decisions including issues in organization & management, strategy, marketing, international business, and finance. Some of the ethical questions addressed in the class include corporate glass ceilings, access to employee e-mails, employer oversight outside of the workplace, ethics in gathering competitor information, deceptive advertising, ethics of bringing certain products to market regardless of profitability, etc. The class format is discussion-based with cases and exercises. > More

471 - Applied Entrepreneurship

Prerequisites: Business 330, Business 331, Business 436. This course is a second level course for those students who have previously taken 436, designed specifically for future entrepreneurs and business leaders. While the first level class is focused around building a business plan, and pre-launch of a business, this class is focused on the actual “how to” of starting, building and running a business. In this course, you and your team will actually act as CEOs of a new venture. The primary goal of this class is provide you with as close an experience as possible to actually starting and implementing your own business. This class is very “hands on” and active class participation is critical. We will focus on several essential business and entrepreneurial concepts including determining where risks and opportunities exist within the competitive landscape; creating tactics that are high impact and easy to implement; understanding how to increase your sales closing rates and grow your business quicker; leveraging your effectiveness of working with partners and minimize the risks associated with partnering; negotiating effectively with investors (or as an investor); determining if a business should be closed or if it is worth investing more time and money in; and recognizing when is the best time to sell your business and establishing how much it is really worth. > More

472 - Corporate Strategy and M&A

Prerequisites: Business 330, Business 331 (or 331 should be taken concurrently). This course focuses on building corporate advantage -- the problem of how multi-business firms can create value. Accordingly, we first explore sources of complementarities or synergy among businesses and how to manage them. We then examine how firms acquire new capabilities with a special emphasis on M&A, alliances, and internal development. Finally, we examine strategy analysis and formulation in uncertain and turbulent environments. This course may be useful for those who seek careers in consulting, general management, and investment banking where multi-business firms play an especially critical role. > More

FILM 373 - Special Topics: The Biz: The American Film and Television Industry (Fall 2009)

This course examines the history of American screen entertainment, from its roots in Vaudeville and 19th century public amusements through the heyday of the Hollywood studios and the meteoric triumph of television to the 21st century dominance of digital media. The goal of the course is to use the history of these media to understand the mechanisms that move it today. We will explore the impact of key trends, individuals, institutions, and technologies, and engage in practical experiments in the kind of industrial analysis that drives decision making in the entertainment business. > More

Note: Business students require permission from the instructor in order to enroll.

* In some cases, 331 may be taken concurrent with this class.