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Management Graduate Courses

IB701 Internship in International Business

Affords students the opportunity to enhance self-realization and direction by integrating classroom study with experience in vocational learning situations. Requires development of a study plan to identify the student's professional goals and to demonstrate how these goals can be enhanced through an internship experience. Includes regular meetings in which students discuss issues and business problems related to their work experience, and defend proposed solutions before fellow students and the internship coordinator.

MG590 Internship in Management

A 1-credit field-based educational experience for Bentley students with the opportunity to (1) observe management practices, (2) apply and test hands-on the organizational concepts and methods learned in classes, (3) develop leadership skills, (4) test aptitude and personal preferences for various career directions, and (5) establish a basis for future professional employment. This Internship option is available to Bentley graduate students. Students must work a minimum of 200 hours at an organization suitable for the individual student's field learning experience, and complete specific requirements during their Internship, demonstrating the ability to apply and integrate business/management knowledge, in order to receive academic credit. A student is limited to doing one such 1-credit internship before degree completion.

MG600 Entrepreneurial Thinking

Note: Not open to students who completed ES600

Focuses on all aspects of starting a business: selecting promising ideas, initiating new ventures and obtaining initial financing. Concentrates on how ventures are begun, how venture ideas and other key ingredients for start-ups are derived, and how to evaluate new venture proposals. Explores business plan development and legal and tax considerations.

MG620 Business of Biotechnology

Integrates science and business in studying the biopharmaceutical industry as a model for innovative business practices in high-technology, R&D-dependent companies and industries. Business development in this industry is analyzed from the standpoint of management, market and financing strategies. No prior science background is required as the emphasis is on the application of the science to the commercial, market-driven side of the industry. Small groups of students will be given a business plan detailing the developmental history and proposed plan for the commercial development of a new product or technology.

MG630 Interpersonal Behavior in Management

Develops a conceptual foundation in the theory of interpersonal dynamics. Considers such topics as perception, personality, attitudes and interpersonal communication. Applies these models of interpersonal behavior to managerial and organizational issues. Enhances interpersonal competence, especially listening and assertiveness skills.

MG632 Managing Effective Work Teams

An increasing number of organizations use work teams to accomplish their objectives. Unfortunately, many organizational teams are not particularly effective. This course is designed to help students manage and work effectively in teams and groups. You will develop a greater understanding of task group dynamics, of your own behavior in teams, and of team management skills. The course is highly experiential and involves working in class teams on graded and non-graded assignments. These assignments include team presentations and written and oral analysis.

MG635 Negotiating

Explores the theory and practice of negotiating, with an emphasis on bargaining within an organizational context. Develops both a knowledge of bargaining concepts and models and the skill to apply this knowledge in real-life negotiating situations. Uses simulations to increase involvement and to deepen understanding of negotiating principles.

MG640 Managing Strategic Alliances

The course begins by introducing students to the rationale for establishing strategic partnerships, alliances, and collaborations in the contemporary global business world. We then discuss the major managerial issues associated with alliance creation, implementation and evolution. Based on these foundations, we move on to learn tools and frameworks that enable managers to respond effectively to the challenges of strategic alliances and maximize their value. The course explores the mindset, skillset and toolset of partnering, its value as a strategic tool, the pitfalls to avoid and ultimately to help improve the probability of partnering success.

MG645 Managing Organizational Change

Views change as an adaptive process that can affect organizational structure, design and technology, as well as group and interpersonal processes. Devotes attention to such consulting skills as assessing the need for change, developing intervention strategies, understanding and managing resistance, and assessing the impact of various changes on the organization.

MG646 Management of Technology

Discusses the concepts, tools and best-in-class practices for managing effectively in technology-based businesses. Examines contemporary organizational systems and processes. Suggests techniques for dealing with: fuzzy deliverables, risk, uncertainty and change; managing technology transfer; gaining cross-functional commitment; and leading self-directed teams. Lectures, case studies and group discussions are combined to prepare students for leadership positions in today's technology-based organizations.

MG647 Contemporary Practices of Managing Effectively in Technology-Based Business Environments

This one-week intensive course uses a combination of expert-led classroom discussions and plant visits to examine the challenges and best practices of managing in today’s complex technology-based multinational business environment. Company visits, case studies and dialogue with senior managers and scholars provides the setting for studying contemporary organizational systems, processes and practices at the intersection of project, product and technology management. Stimulates critical thinking and insight into contemporary management issues such as virtual team leadership, strategic alignment of operations, open innovation, accelerating developments, integrating projects and technology across multinational lines, dealing with risk, uncertainty, change and conflict, collaboration, cross-functional commitment, and leading without formal authority. As a partnership program of Bentley and the University of São Paulo, the course is open to graduate students from both universities.

MG651 Project Management

Presents the specific concepts, systems and techniques for managing projects effectively. Leads the student through a complete project life cycle, from requirements analysis and project definition to start-up, reviews and phase-out. The role of the project manager as team leader is examined together with important techniques for controlling project costs, schedules and performance. Lectures, case studies and group discussions are combined to develop skills needed by project managers in today's environment.

MG652 Management of Innovation

Considers common characteristics of all forms of the innovation process: both generating and adopting new technologies, products and services, and organizational forms. Managerial techniques for stimulating and control scriptive and prescriptive readings and cases. Emphasizing the systems aspects of innovation, its organizational and social implications are also explored.

MG653 Managing Services

Note: Not open to those who have taken OM730.

Every organization has customers, be they called clients, patients, guests, passengers, students, and even customers. How these firms interact with their customers is a major factor in their long term success. In today's highly competitive environment, those firms that take a service-driven, customer-centric perspective will prosperwhile those that don't will fail and go out of business when customers take their business elsewhere. The successful design and implementation of the service delivery process requires a trans-disciplinary approach to be not only effective in satisfying customer requirements but also efficient in minimizing costs. The disciplines involved in the design and execution of the service delivery process include operations, marketing, human resource management and information technology. This course introduces a framework for integrating these functional areas in the service delivery process, showing how each adds value from the customer's perspective.

MG654 Managing Quality

Note: Not open to those who have taken OM 750

In the United States, the service sector now accounts for more than 80% of the nation's economy, and that proportion continues to increase. In addition, many manufacturing companies are now recognizing that they can obtain a competitive advantage in the marketplace with their products by providing their customers with outstanding service. The unique characteristics of services, including intangibility, the direct interaction of the customer in the service process, simultaneous production and consumption, heterogeneity of demand, and labor intensity, create unique challenges for service managers in the management and control of quality. This course examines these unique challenges and addresses the application of modern quality management theory, methods, and tools to service industries.

MG656 Driving Organizational Performance through Human Resources

Note: Not open to those who have taken MG 641

Every organization, be it private or public, for profit or not-for-profit, spends considerable time, effort, and money training supervisors and managers how to be effective managers of employees in a customer-focused environment where the emphasis is on understanding and satisfying the needs of the customer. While each organization has some unique practices, requirements, and contexts to learn, most of the basic management theories and practices are applicable to all organizations. As all organizations have customers in one form or another, they can all be considered to need a customer focused environment. Basic principles of interpersonal relations, legal compliance, financial accountability and customer focused organizational culture and behaviors are the foundation for how managers do their work. This course provides and understanding of assessing, managing, motivating and rewarding employees so that managers can be more effective in a customer-focused culture.

MG661 International Management Behavior

This course contributes to the development of knowledge and skills needed to manage effectively in international environments and/or to work effectively with people from other cultures. Students will develop an awareness of the pervasive and hidden influence of culture on behavior, particularly with respect to management and management practices; become familiar with the types of situations and issues which managers often confront when working internationally; and gain an appreciation for the impact on personal behavior of living and working in another culture. This course is concerned with understanding differences in behavior which stem from diverse national cultures and developing tools for effectively managing those differences. The readings, cases and exercises have been chosen to focus students' attention on effective international behavior - their own as well as that of others.

MG670 Managing in a Diverse Workplace

Addresses the knowledge, skills and attitudes managers need to fully employ all the resources of the increasingly diverse work force emerging in the United States today. Examines in depth the dynamics of gender and race in the workplace, in the context of exploring how people who are different from each other can work together effectively. Investigates the impact of diversity on individuals, groups and the organization as a whole.

MG671 Management of the Transnational Corporation

This course focuses on the management challenges associated with developing strategies and managing the operations of companies whose activities encompass more than one nation. The course analyzes the internationalization process in small, medium and large corporations, compares and contrasts different internationalization strategies, examines managing political risk and ethical issues in international business, and studies functional management of the transnational corporation (e.g., financial management, marketing management and human resource management).

MG701 Internship in Management

Affords students the opportunity to enhance self-realization and direction by integrating classroom study with experience in vocational learning situations. Requires development of a study plan to identify the student's professional goals and to demonstrate how these goals can be enhanced through an internship experience. Includes regular meetings in which students discuss issues and business problems related to their work experience, and defend proposed solutions before fellow students and the internship coordinator.

MG704 Management Consulting Skills

Teaches the fundamentals of management consulting. Students learn the basics of internal and career consulting as well as how to be good consumers of consulting services. Topics include the consulting process; project, team and client management; the ethics of consulting; careers in consulting; and issues surrounding the use of consultants. Exploring the nature of consulting from the vantage points of both consultant and client, the course is designed for graduate students who may be interested in a consulting career, find themselves serving as an internal consultant, do occasional consulting outside their primary job, or need to hire or work with external consultants. Seeks to produce savvy consumers of consulting services in addition to enhancing the skills needed for management consulting.

MG705 Field Project in Change Management

Prerequisite(s): MG 645 or MG 704

Offers a field-based, hands-on opportunity for students to be involved with an ongoing change management or consulting project. Working individually or in teams, students actively participate in a change initiative or consulting engagement. The project can focus on the implementation of the final change project identified in MG 645 Managing Organizational Change, or any other opportunity that students can develop. Upon request, the director of field-based learning will provide leads for project sites.

MG719 Special Topics in Management of Technology

Focuses in different semesters on different topics related to the management of technology. Examples of the themes that might be included are: emerging new technologies, concurrent engineering, managing the R&D function, the impact of technology on jobs and workers, and accelerating product developments.

MG755 Special Topics in Management

Focuses on a different management theme in each semester. Currently planned themes are managing corporate alliances, managing with influence, implementing ethics in organizations, issues in leadership, and managing effective work teams.

MG825 MOT Field Research Project

Provides students with an opportunity to prepare and present an integrated technology-focused field research project using the concepts, topics and methods learned during the program. Emphasis is on the full development, analysis and proposed resolution of an ongoing technological issue or concern of prime importance to an organization selected by the student. A faculty adviser works with each student and business site to provide support and evaluation.