¶¡ÏãÔ°AV

This course examines successful product and process innovations in industry, as well as the effective organization and management of the technological change process in new ventures, multi-divisional and multinational enterprises.

The purpose of this course is to introduce students to basic concepts in microeconomics and to explore the relevance of economic reasoning to managerial decision-making, both tactical and strategic. The importance of economic concepts, economic models and quantitative applications will be emphasized and applied to problems regularly encountered by technology managers. Students who have taken BUS 552 or BUS 703 may not take this course for further credit.

This course deals with how technology-based firms develop and implement strategies to create competitive advantage. The module treats strategy at two levels of analysis: (a) the overall strategy of the firm and (b) the technology strategy of the firm.

This course addresses how to navigate the moral quandaries, issues and debates raised by direct participants and stakeholders in the high-tech economy. Topics include character building practices, moral stages in the high-tech career, corporate social responsibility, the role of reputation capital in the high-tech firm, and the moral and legal obligations of the expert. Students who have taken BUS 511 or BUS 707 may not take this course for further credit.

What differentiates high-tech markets from more traditional ones is the environment ù shrinking product life cycles, rapid changes in information and knowledge and great uncertainty about competitors. This course is designed to teach strategies for developing and executing marketing strategies in technology-intensive markets. Students who have taken BUS 556 or BUS 702 may not take this course for further credit.

This course will address emerging issues in international business relevant to technology intensive firms. Globalization means that cross-cultural business interactions have become more commonplace.

Negotiation is the art and science of securing agreements between two or more parties that are interdependent and who are seeking to maximize their outcomes. Graded on a satisfactory/unsatisfactory basis.

The Business Operations Design course integrates organizational theory and operations management theory to provide a working knowledge of the key elements involved in designing and operating organizations. The aim is to introduce students to the best current thinking for creating effective organizational configurations that realize a desired strategy and achieve the accompanying performance.

Developing and balancing critical management competencies at the individual, interpersonal, team and organizational levels. Focus is on effective organization, motivation and leadership.

In high technology firms, projects are a way of life. The introduction of a new product or service, the redesign of an information system, and the opening of a new warehouse are all examples of projects that the technology-driven manager may encounter. This course demonstrates how complexity can be managed in a manner that increases the probability of project success. As a course assignment, students develop their own plan for the project/internship phase of the program.

An intensive 3-day simulation where students discover what they would actually do when confronted with the reality of working in a company with multiple interdependencies, financial and geographical constraints and a complex and changing environment. Graded on a Satisfactory/Unsatisfactory basis.

The objective is to teach the foundations of applied finance with respect to the capital raising process and the creation of finance-able business plans. A company 'life cycle' approach to financial development is utilized and topics explored include the entrepreneurial process, angel and venture capital financing, legal entities and capital structure, term sheet negotiations, business valuation techniques, going public, debt financing, mergers and acquisitions, financial contracting. Students who have taken BUS 555 or BUS 708 may not take this course for further credit.

Concepts and principles in financial accounting from the user perspective and the use of accounting information for managerial decision-making. Students who have taken BUS 510 or BUS 705 may not take this course for further credit.

Individual study with a faculty member. A course outline must be approved by the graduate program committee.

Students will undertake a strategic business analysis and write an extended essay jointly supervised by a ¶¡ÏãÔ°AV faculty member and an industry partner. The Management of Technology program director and a faculty member will negotiate the purpose, content and deliverables of each project with the student and the sponsoring organization.

A Comprehensive Examination for the MOT MBA program. Students with credit for BUS 645 and BUS 729 may not take this course for further credit.

An overview of entrepreneurial thinking and actions such as: opportunity discovery; strategy and implementation; innovation in the context of uncertainty, ambiguity and risk. Students with credit for BUS 643 may not take this course for further credit.

Special topics in business administration. Students may repeat this course for further credit under a different topic. Students with credit for BUS 725 may not take this course for further credit.

In high technology firms, projects are a way of life. The introduction of a new product or service, the redesign of an information system, and the opening of a new warehouse are all examples of projects that the technology-driven manager may encounter. This course demonstrates how complexity can be managed in a manner that increases the probability of project success. As a course assignment, students develop their own plan for the project/internship phase of the program.