This is an archive. See the current website at www.extension.harvard.edu.

  
Harvard Extension School 2006–07

Skip to nav

Previous | Next

Management and Operations

Also see the Master of Liberal Arts in Management and the Certificate in Management.

Courselist

MGMT E-100 Strategic Management
Course tuition: graduate credit $1,500. Limited enrollment.

Fall term (12514) (Syllabus) (Print View): Mohsin Habib, PhD, Associate Professor of Management, University of Massachusetts, Boston. Wednesday, Sept. 20, 5:30-7:30 pm, Sever Hall, Room 106.

Spring term (22312) (Syllabus) (Print View): Mohsin Habib, PhD, Associate Professor of Management, University of Massachusetts, Boston. Thursday, Feb. 1, 7:35-9:35 pm, Sever Hall, Room 213.

This course introduces the concept of strategic management through the use of case analysis involving the basic direction and goals of an organization; the social, political, technological, economic, and global environment; the industry and market structure; and the organization's strengths and weaknesses. This course is intended as a capstone course, integrating coursework in functional areas such as marketing, finance, accounting, human resource management, and operations management. Prerequisite: coursework in accounting and two other functional areas is desirable. (4 credits)
Top of page

MGMT E-110 General Managers in Action (12510)
(Syllabus) (Print View)
Francis J. Aguilar, DBA, Professor of Business Administration, Emeritus, Harvard Business School.
Course tuition: graduate credit $1,500. Limited enrollment.
Monday, Sept. 18, 7:35-9:35 pm, Sever Hall, Room 310. Fall term

The general manager bears responsibility for the performance and well-being of an enterprise. This leadership responsibility encompasses three broad tasks: creating a vision of what the enterprise is to be and how it is to get there, developing the organizational capabilities to create and implement this vision, and ensuring that the necessary actions are taken to achieve the desired results. This course examines the job of the general manager in its entirety and how this person can achieve and sustain superior organizational performance through leadership and personal integrity. Prerequisite: three years experience in management or coursework in at least three functional areas (for example, marketing, finance, operations management). (4 credits)
Top of page

MGMT E-117 Management of Technology: People and Organizations (12749)
(Syllabus) (Print View)
Hans J. Thamhain, PhD, Professor of Management, Bentley College.
Course tuition: graduate credit $1,500. Limited enrollment.
Tuesday, Sept. 19, 7:35-9:35 pm, Sever Hall, Room 206. Fall term

This course discusses the critical issues and concepts of managing effectively in technology-based enterprises, including a study of contemporary organizations, their management processes, and leadership styles. Specific topics include the unique nature of managing in technology; changing roles of managerial leadership, motivation, and teamwork; organizational interdependence; enterprise systems and work flow; organizational layers and hybrids; performance measurements; dealing with flexibility, speed, and efficiency; power and resource sharing; the power spectrum in technology management; earned authority, trust, respect, and commitment; conflict management; risk management; innovation and creativity; challenges of the future; new directions, support systems, and career opportunities. The course prepares students for leadership positions in today's technology-based organizations. (4 credits)
Top of page

MGMT E-118 Project Management (12589)
(Syllabus) (Print View)
Ashok Rao, PhD, Professor of Technology, Operations, and Information Management, Babson College.
Course tuition: graduate credit $1,500. Limited enrollment.
Thursday, Sept. 21, 7:35-9:35 pm, Sever Hall, Room 213. Fall term

The course develops skills for planning and controlling projects and understanding interpersonal issues that affect project outcomes. Focusing on the introduction of new products and processes, it examines the project management lifecycle, defining project parameters, and the role of a project manager. (4 credits)
Top of page

MGMT E-120 Project Management of Information Technology (22327)
(Website) (Print View)
Jeffrey E. Francis, MS, Consultant.
Course tuition: graduate credit $1,500. Limited enrollment.
Monday, Jan. 29, 7:35-9:35 pm, Maxwell Dworkin, Room G115. Spring term

This course explores and defines project management techniques for keeping management informed and engaged during the implementation of IT projects, which often involve significant organizational change. Discussion topics include project scope, business benefits, work and schedule, the project team, mitigating risks, project delivery, and the identification of stakeholders. (4 credits)
Top of page

MGMT E-130 Biotechnology Project Management (22390)
(Syllabus) (Print View)
Lydia Harris, MGA, Co-Chair of the Project Management Committee, Massachusetts Biotechnology Education Foundation, Massachusetts Biotechnology Council.
Course tuition: graduate credit $1,500. Limited enrollment.
Tuesday, Jan. 30, 6-8 pm, Massachusetts Biotechnology Council, 9th Floor, 1 Cambridge Center. Spring term

This course, held at the Massachusetts Biotechnology Council Office in Kendall Square, provides students with an understanding of the responsibilities, activities, and competencies required for project managers in the biotechnology environment. Topics include an overview of drug development and regulatory bodies, project management life cycle, working in a matrix, team structures and leadership, problem solving, conflict management, communication, stage gate progression, and tracking and closing projects. Prerequisite: some scientific background either through coursework or work experience. (4 credits)
Top of page

MGMT E-135 Operations Management (12595)
(Website) (Print View)
Frederick C. Van Bennekom, DBA, Principal, Great Brook Consulting.
Course tuition: graduate credit $1,500. Limited enrollment.
Thursday, Sept. 21, 7:35-9:35 pm, Sever Hall, Room 106. Fall term

The operational function lies at the heart of every organization, whether for profit or nonprofit, whether manufacturing or service. All organizations take some inputs and transform them into outputs for consumption by customers. The operational function focuses on this transformation process. It examines how value is added to a product or service. This course covers the design, planning, execution, control, and improvement of operational systems in organizations with a special focus on the strategic role of the operational function in helping the organization achieve its mission. (4 credits)
Top of page

MGMT E-137 Operations Research and Risk Management (22400)
(Syllabus) (Print View)
Philip Anthony Vaccaro, PhD, Professor of Marketing and Decision Sciences, Salem State College.
Course tuition: graduate credit $1,500. Limited enrollment.
Thursday, Feb. 1, 7:35-9:35 pm, Emerson Hall, Room 104. Spring term

This course introduces nonmathematical managers to the major quantitative models designed for sound decision making in today's complex and increasingly uncertain business environment. Topics include decision theory, linear programming, simulation, and inventory control. Emphasis is placed on a general understanding of theory, mechanics, application potential, and available software packages and templates. Prerequisites: a rudimentary knowledge of algebra and familiarity with spreadsheets. (4 credits)
Top of page

MGMT E-140 New Enterprise Development (12711)
(Syllabus) (Print View)
John J. Marino, MPA, Chairman and CEO, Softek Partners, Inc.
Course tuition: graduate credit $1,500. Limited enrollment.
Thursday, Sept. 21, 5:30-7:30 pm, Harvard Hall, Room 103. Required sections to be arranged. Fall term

This course gives students first-hand experience doing things that should be done to create and start a new enterprise. The work involves selecting and evaluating opportunities, realizing and gathering the necessary resources, developing the implementation team, establishing the best legal entity to house the business, preparing a compelling business case, presenting the case to stakeholders, and finally, funding and starting the enterprise. (4 credits)
Top of page

MGMT E-143 Innovation, Entrepreneurship, and Business Transformation (12812)
(Website) (Print View)
James C. Fitchett, MA, Chief Executive Officer, ProVentive, Inc. Thomas D. Perry IV, PhD, Visiting Fellow in Applied Biology, Division of Engineering and Applied Sciences, Harvard University. William L. Wellman, MS, Chief Executive Officer, Davidson Partnership.
Course tuition: graduate credit $1,500. Limited enrollment.
Monday, Sept. 18, 7:35-9:35 pm, Harvard Hall, Room 102. Fall term

Scientific discoveries, new technologies, competition, and globalization compel both entrepreneurs and existing firms to foster innovation and agility. This course examines the theory and practice of commercializing innovation in start-ups, existing firms, and highly innovative academic labs. It explores successful frameworks, strategies, funding techniques, business models, risks, and barriers for introducing breakthrough products and services. Topics include business models for innovation, commercialization of innovation, leadership, strategy, information technology, knowledge management, process improvement, performance measurement, and change management. Students develop a toolkit for articulating, evaluating, refining, and pitching a new product or service offering, either as a start-up business plan or a new initiative at an existing firm. (4 credits)
Top of page

MGMT E-145 Global Corporate Entrepreneurship and Competitive Success (22377)
(Syllabus) (Print View)
Michael E. Gordon, PhD, Chief Executive Officer, Quantum Ventures and AngelDeals.com.
Course tuition: graduate credit $1,500. Limited enrollment.
Wednesday, Jan. 31, 5:30-7:30 pm, Sever Hall, Room 210. Optional sections to be arranged. Spring term

Corporate growth has taken on new urgencies in the context of today's global business environment. This course encompasses the themes of global entrepreneurship, leadership, and strategy for the purpose of gaining sustainable competitive success. Case studies explore issues of growth in product and service businesses, the single-industry firm, the family business, and large multidivisional corporations. Topics include principles of entrepreneurship, leadership, the internal corporate culture, the external geopolitical/social climate, opportunity recognition, value capture, corporate venturing, alternatives for growth, and strategic planning and execution. Prerequisite: familiarity with financial statements is desirable but not essential. (4 credits)
Top of page

MGMT E-147 Managing Organizational Change (12819)
(Website) (Print View)
Arnold M. Howitt, PhD, Executive Director, A. Alfred Taubman Center for State and Local Government and Adjunct Lecturer in Public Policy, John F. Kennedy School of Government, Harvard University.
Course tuition: graduate credit $1,500. Limited enrollment.
Monday, Sept. 18, 5:30-7:30 pm, Harvard Hall, Room 103. Fall term
Online and on-campus options. See the Distance Education website. Lecture 1 video. See course website for all other lectures.

Drawing on case study examples from the private, nonprofit, and public sectors, this course examines organizational change and discusses managerial strategies to guide it in desired directions. The course encourages active interplay between conceptual frameworks of how leaders promote change and the way change has occurred in diverse real-world settings. It considers different types of organizational change, forces impeding change, and strategies of leadership to facilitate change. The course also inquires about the characteristics that make organizations more or less receptive to change. (4 credits)
Top of page

MGMT E-148 Crisis Management and Emergency Preparedness (22661)
(Syllabus) (Print View)
Arnold M. Howitt, PhD, Executive Director, A. Alfred Taubman Center for State and Local Government and Adjunct Lecturer in Public Policy, John F. Kennedy School of Government, Harvard University.
Course tuition: graduate credit $1,500. Limited enrollment.
Monday, Jan. 29, 5:30-7:30 pm, Harvard Hall, Room 104. Spring term

Crises challenge organizations to respond creatively to high-stakes and novel circumstances. Today not only traditional emergency responders (police, firefighters, and emergency medical teams) must be ready for crisis, but also private and nonprofit organizations, as well as a wider spectrum of public sector responders (public health, transportation, and public works). This course takes a managerial perspective on crisis management and emergency preparedness. It examines which skills and management systems crises demand; considers how to set a course of action, mobilize and coordinate resources, and rally support; and asks how organizations can effectively prepare for crises in advance. (4 credits)
Top of page

MGMT E-150 Managing the Nonprofit Organization (12525)
(Syllabus) (Print View)
Patricia H. Deyton, MSW, Assistant Professor and Faculty Director of the Center for Gender in Organizations, Simmons School of Management and Senior Advisor to the Council of Women World Leaders.
Course tuition: graduate credit $1,500. Limited enrollment.
Thursday, Sept. 21, 5:30-7:30 pm, Sever Hall, Room 210. Fall term

This course provides an introduction to the major issues and challenges leaders and managers face in increasing nonprofit organizational effectiveness. Topics include mission statements, ethics and leadership, managerial and financial controls, building organizational capacity, fundraising and revenue generation, marketing and external environment, volunteer management, governance and boards of directors, evaluation of operations and programs, and sustainability. Prerequisite: experience working or volunteering in a nonprofit organization strongly preferred but not required. (4 credits)
Top of page

MGMT E-160 Managing in the Global Economy (12513)
(Syllabus) (Print View)
Gunther S. Boroschek, PhD, Consultant, International Management Associates.
Course tuition: graduate credit $1,500. Limited enrollment.
Tuesday, Sept. 19, 7:35-9:35 pm, Sever Hall, Room 210. Fall term

This course is an introduction to the issues and modes of analysis used by managers when their organizations cross national borders and enter foreign business environments. It examines both external environmental factors (economic, social, regulatory, and political) and internal adaptive business strategy development (transnational organizing, controlling, and decision-making processes). (4 credits)
Top of page

MGMT E-165 Higher Education Management (22361)
(Website) (Print View)
G. Timothy Bowman, MBA, Associate Dean for Human Resources and Facilities Management, John F. Kennedy School of Government, Harvard University.
Course tuition: graduate credit $1,500. Limited enrollment.
Tuesday, Jan. 30, 5:30-7:30 pm, Sever Hall, Room 210. Spring term

A survey course of leadership responsibilities and opportunities within higher education. Topics include governance, accreditation, institutional research, finance, facilities, fundraising, human resources, student life, recruitment and retention, leadership, and future trends. Students leave the course with an understanding of the overarching issues facing the leadership and administration of colleges and universities. (4 credits)
Top of page

MGMT E-170 Hotel and Restaurant Management (12541)
(Syllabus) (Print View)
Michael L. Oshins, EdD, Assistant Professor of Hospitality Administration, Boston University. Denise Dupré, MPS.
Course tuition: graduate credit $1,500. Limited enrollment.
Tuesday, Sept. 19, 7:35-9:35 pm, Sever Hall, Room 107. Fall term

This course offers an overview of the hospitality industry, exploring a wide range of organizations from urban hotels to country inns, from gourmet restaurants to fast food chains, from casinos to theme parks. The complexities of the hospitality industry's structure, including chains, franchising, ownership, and management relationships, are discussed. Industry examples and case studies are used extensively. (4 credits)
Top of page

MGMT E-180 Forces of Change: Market Dynamics and Strategies for a Shifting Healthcare Marketplace (12536)
(Syllabus) (Print View)
David A. Shore, PhD, Associate Dean and Executive Director, Center for Continuing Professional Education, Harvard School of Public Health. Eric D. Kupferberg, PhD, Associate Director of The Trust Initiative, Center for Continuing Professional Education, Harvard School of Public Health.
Course tuition: graduate credit $1,500. Limited enrollment.
Thursday, Sept. 21, 7:35-9:35 pm, Sever Hall, Room 208. Fall term

This course analyzes the factors contributing to challenges in the healthcare environment and provides directions for positive change. It begins by discussing market dynamics and asking two fundamental questions: What strategic implications can be drawn given the special nature of the healthcare market? And, can healthcare in the United States really be described as a system at all? Solutions for greater alignment are examined for seven key stakeholder groups. Dominant market responses to the current healthcare landscape are examined, along with their potentials and limitations. An alternative approach to the market identifies critical and specific strategies beginning with positioning. Most of the course is devoted to providing new and emerging healthcare leaders with the strategies and tactics necessary to create unique and sustainable competitive advantages. It teaches participants how to use intangible assets to yield very tangible results. (4 credits)
Top of page

MGMT E-190 Principles and Practices of Fundraising (12539)
(Syllabus) (Print View)
Frank White, MPhil, Editorial Director, Alumni Affairs and Development, Harvard University.
Course tuition: graduate credit $1,500. Limited enrollment.
Tuesday, Sept. 19, 5:30-7:30 pm, Sever Hall, Room 208. Fall term

This course is designed to give broad exposure to managers, professional staff, and volunteers in the nonprofit sector who wish to become more familiar with the strategies and methods of fundraising. Topics include history and overview of philanthropy, prospect research, development office organization, motivations for giving, communications, annual giving programs, capital campaigns, training and staffing, ethics, and gift planning. (4 credits)
Top of page

MGMT E-200 The Business of Sports (22332)
(Syllabus) (Print View)
Stephen A. Greyser, DBA, Richard P. Chapman Professor of Business Administration (Marketing/Communications), Emeritus, Harvard Business School.
Course tuition: graduate credit $1,500. Limited enrollment.
Monday, Jan. 29, 7:35-9:35 pm, Sever Hall, Room 306. Spring term

This course focuses on management issues across the sports industry—local, national, and global. Topics include new and established league and team development and marketing strategies, corporate sports sponsorship, broadcasting contracts, licensed merchandise, event management, the role of agents, and athletes as endorsers. The perspective is strategy-based with an orientation to building fans, viewers, sponsorships, and revenues. (4 credits)
Top of page

 
Top of page
Previous | Next