Santa Clara University

Course Descriptions

MANAGEMENT (MGMT)

Professors: Gregory A. Baker, David F. Caldwell, André L. Delbecq, Terri L. Griffith, James L. Koch, Dennis J. Moberg, Barry Z. Posner, Manuel G. Velasquez
Associate Professors: James L. Hall, Tammy L. Madsen (Chair)
Assistant Professors: Michael J. Fern, Jennifer L. Woolley
Acting Assistant Professors: Nydia MacGregor, Niki A. den Nieuwenboer
Charles J. Dirksen Professor of Business Ethics: Manuel G. Velasquez
J. Thomas and Kathleen L. McCarthy Professor: André L. Delbecq
Stephen and Patricia Schott Professor: David F. Caldwell
Presidential Professor of Ethics and the Common Good: Dennis J. Moberg
Lecturers: Tom Chandy, William Kahl, James Kelley, Michael Levenhagen, Steven Levy, Darrel Mank, Kurt Nutting, Bo Tep

Note: The following four courses are required of all MBA students.

MGMT 501. Managerial Competencies and Team Effectiveness
Explores group dynamics to enable students to perform more effectively in group and team settings. Provides students with feedback on individual managerial competencies to aid in career self-management and planning. Must be taken during the student’s first or second quarter in residence. Prerequisite: None. (3 units)

MGMT 503. Organizational Analysis and Management
The structure and design of organizations. How organizational structure relates to its environment, how it influences the technologies used, and how decisions about structure affect the behavior of individuals in the organization. Prerequisite: MGMT 501. (3 units)

MGMT 505. Corporate Social Responsibility and Public Policy
This course discusses how society influences, and is influenced by, business, and the responsibilities that organizations and managers have toward their external stakeholders. The course aims to challenge students’ views of organizations, workers and their responsibilities. The course discusses models of workers and organizations that differ from those commonly used in management studies. Topics may include: the origins of morality, ethics, and organizational dynamics that can undermine the responsible behavior of workers; how public policies influence and are influenced by business; the legal environment of business and managing social issues. Prerequisite: None. (3 units)

MGMT 619. Business Policy in High Technology Firms (Capstone)
The capstone course for the MBA program. Primary objective is to develop the ability to formulate competitive strategy from the perspective of the general manager. Introduction to a variety of analytical tools associated with the field of strategic management, primarily from the perspective of high-technology companies. Application of conceptual and analytical frameworks introduced in the core curriculum. Focuses on in-depth analysis of industries and competition, techniques for predicting industry and competitive evolution, as well as how government, technology, and other environmental factors influence competition. Features both business- and corporate-level strategy analyses. Prerequisite: Completion of all other required courses. (3 units)

Note: The following courses are offered as electives and/or as part of a concentration.

MGMT 512. Social Psychology of Leadership
Investigates and examines priorities of exemplary leaders. Emphasizes developing conceptual understanding of the leadership process and on building leadership skills. Classes are often experiential and highly reflective, using written and video case studies. Some team assignments may be made. Prerequisite: MGMT 501. (3 units)

MGMT 514. International Management
Some argue that globalization has eliminated differences between nations and made the world one large market and that now, as one journalist asserts, the “world is flat.” This course will show that the reality is far more complicated. It will help the student develop an understanding of the complexities of the global landscape and the skills to analyze cross-border competition. Prerequisite: MGMT 503. (3 units)

MGMT 516. Organizational Politics
The use of influence and political analysis in organizational decisions. Emphasis on the implementation process. Prerequisite: MGMT 501. (3 units)

MGMT 524. Managing Innovation and Technology
Exploration of the organizational structures and management processes that can facilitate or impede innovation. Topics include managing scientists and engineers, cross-functional integration, and analysis of the innovation process. Prerequisite: MGMT 503. (3 units)

MGMT 526. Strategic Human Resources Management
Focuses on the strategic role of human resources (HR) planning and development. Addresses the creation of value through the HR function. Topics include linking HR and strategic planning; the transformational impact of information technology, process engineering, and outsourcing on the employment relationship; and an HR perspective on building a high-performance organization. Course has a special emphasis on high-technology organizations. Prerequisite: MGMT 501. (3 units)

MGMT 532. Managerial Communications
Focuses on three important aspects of managerial communications: interpersonal (building on concepts introduced in MGMT 501), cross-cultural, and corporate. Emphasis is on implementation. High level of student involvement expected. Evaluation will be based on several papers and participation. Prerequisite: MGMT 503. (3 units)

MGMT 538. Managing Teams and Projects
Application of the conceptual areas discussed in MGMT 501 and MGMT 503 as they relate to managing temporary groups or projects. Prerequisite: MGMT 503. (3 units)

MGMT 540. Social, Political, and Legal Environment of Food and Agribusiness Firms
Focuses on the key issues that affect the decisions of managers in food and agribusiness firms. Topics include the principal regulations and regulatory bodies governing the food industry, food safety and crisis management, ethical issues in food production and distribution, and resource and environment issues. Prerequisite: MGMT 505. (3 units)

MGMT 544. Strategic Business Negotiations
Understanding the behavior of individuals, groups, and organizations in the context of cooperative and competitive situations. The purpose of this course is to understand the theory and processes of negotiation so that you can negotiate successfully in a variety of settings. This course is designed to be relevant to the broad spectrum of negotiation problems faced by managers and professionals. A basic premise is that while a manager needs analytical skills to discover optimal solutions to problems, a broad array of negotiation skills is needed to get these solutions accepted and implemented. This course gives students the opportunity to develop these skills experientially and to understand negotiation in useful analytical frameworks. Prerequisite: MGMT 503. (3 units)

MGMT 546. Spirituality of Organizational Leadership
This seminar explores the relationship between business leadership and spirituality through the lens of contemporary as well as classical religious literature. The course references both Eastern and Western spiritual traditions. It explores why successful leaders often derail in the absence of spiritual integration. It includes attention to spiritual disciplines such as prayer and meditation tailored for the time-pressured life of business professionals and leaders. Prerequisite: MGMT 503. (3 units)

MGMT 548. Social Benefit Entrepreneurship
Social benefit entrepreneurship is the creation of innovative ventures that produce a social benefit. These ventures typically innovate to produce products and/or services that help alleviate important social problems in areas such as economic development (poverty), health, equality, education, and environment. This course will introduce students to social benefit entrepreneurship through readings, case study analysis, and participation in assessing business plans for existing social benefit ventures. The course emphasizes understanding management techniques for maximizing the financial sustainability and scalability of an SBE. Prerequisites: MKTG 551 and ACTG 300 or ACTG 301. Prerequisites may be waived by permission of the instructor. (3 units)

MGMT 696. Experimental Course
Covers special topics; offered on an occasional basis. (3 units)

MGMT 850. Effective Teams and Managerial Excellence
Explores individual behavior and group dynamics to enable students to perform more effectively in group and team settings. Provides students with feedback on individual managerial competencies to aid in career self-management and planning. Examines the structure and design of organizations and how structure relates to an organization’s environment and affects the behavior of individuals in the organization. Open to WAMBA program students only. (6 units)

MGMT 890. Business Policy and Global Strategy
Primary objective is to develop the ability to formulate competitive strategy from the perspective of the general manager. Introduction to a variety of analytical tools associated with the field of strategic management, primarily from the perspective of high-technology companies. Application of conceptual and analytical frameworks introduced in the core curriculum. Focuses on in-depth analysis of industries and competition, techniques for predicting industry and competitive evolution, as well as how government, technology, and other environmental factors influence competition. Features both business- and corporate-level strategy analyses. Prerequisites: All required WAMBA program courses. Open to WAMBA program students only. (6 units)