Integrates planning concepts into the planning hierarchy within a manufacturing framework. Examines in detail the concepts of capacity planning, advanced sales and operations planning, demand management and forecasting, advanced MRP/ERP, inventory control, batch size planning and research. Focuses on the link between production planning and execution. This course encourages students to analyze the management problems of the entire company in the national and international environment. The focus is on the company`s competitive strategy and examines the issues that are at the heart of its long- and short-term competitive position. Students act in the roles of key decision makers or their consultants, solving problems related to developing or maintaining the company`s competitive advantage in a particular market. The first module of the course develops an understanding of key policy frameworks through theoretical readings and case-based discussions. Students will learn concepts and tools to analyze the competitive environment, strategic position and company-specific skills in order to understand the sources of a company`s competitive advantage. In addition, students deal with business strategy issues such as economic logic and administrative challenges associated with diversification decisions on horizontal and vertical integration. The second module is conducted in the form of a multi-seat computer simulation in which students have the opportunity to apply the concepts and tools of Module 1 to make strategic decisions.
The objective of the course is for students to develop an analytical toolkit to understand strategic issues and enrich their appreciation of the thought processes essential to concise strategic analysis. This course offers students the opportunity to develop a general management perspective by combining their knowledge of specific functional areas with an appreciation of the requirements that arise from the need to integrate all functions into a coherent whole. Students develop skills in structuring and solving complex business problems. In addition to the requirements, enrollment is limited to seniors and juniors who have taken introductory courses in finance, marketing, and accounting. Reviews information systems at the branch level. Uses a strategic view of the needs of each organization and how the function of information systems contributes to the effectiveness of organizations. Uses advanced topics in operations research that develop decision-making processes for complex organizations and systems. Identifies creative methods to analyze problems, develop alternative processes for decision-making and optimal processes for companies and organizations. Managing globalization and anti-globalization provides students with a solid foundation in the economic history of globalization and anti-globalization, the institutions that run the global economy, and the current challenges these institutions face. Students in this class will develop their own worldview on the powerful forces shaping today`s international political economy and creating a solid foundation for understanding the future of organizational strategy.
The first half of the course focuses on the historical development of globalization and learning about the institutions that are trying to manage it. The second half of the course explores how institutions are coping with current challenges in global governance, ranging from global migration, to the rise of anti-globalization populist movements, to the collapse of communism and global inequality, to disruptive technologies such as Bitcoin. Format: Lectures and discussions structured in such a way as to promote maximum student participation. Prerequisites: Intermediate and final exam, a 10-20 page thesis and short reaction articles dealing with the week`s readings. Complementary activities include mapping quizzes, small group projects and news analysis. Many business administration programs allow students to choose an area of interest, such as: Building a new business around technological innovation can mean different choices and challenges for entrepreneurs. The goals and outcomes of technology entrepreneurship vary, as do the innovations that inspire it. MGMT 267 guides you through the questions entrepreneurs should answer when moving from a technology innovation idea to starting and financing a tech start-up. The course is designed for people who want to become a tech entrepreneur at some point in their career, as well as other people interested in the startup ecosystem, such as investors, first employees, other professional service providers, and more. Through a combination of individual and teamwork, you`ll explore what`s different when technology is at the heart of an entrepreneurial opportunity and how you can advance a technology-based business.
The goal of the OIDD/MGMT 418 and Wharton India Fellows program is to introduce Penn Juniors to the entrepreneurship and innovation ecosystem in India through a course covering topics such as entrepreneurship, innovation, venture capital and technology in India, and then match students with a specific short-term project with a Bangalore-based start-up or a fast-growing company. Students will do some preparatory work on the project task during the course and then travel to Bangalore in a group with the instructor to immerse themselves in the company they have been assigned to for their entrepreneurial project for two weeks. Penn Wharton Entrepreneurship covers flight and accommodation costs for students selected as Wharton India Fellows for the duration of the 2-week immersion in India. For more information: entrepreneurship.wharton.upenn.edu/wharton-india-fellows/ Uses community counseling to focus on business development by identifying, evaluating, and executing business opportunities in new and existing businesses. Implements consulting processes and strategies and enables students to practice tools and techniques to develop business models. Marketing students learn how to promote, sell and distribute products and services to consumers. You will study marketing research, marketing strategy, marketing management, marketing science or related fields in the field of marketing. There are four types of degrees in marketing: Study management theory and focus on the vision of managing the elements and variables that influence the organization.
Examines organizational design and change, taking into account the management tools used in planning, organizing, leadership, control and leadership, as well as the coordination of these factors within organizations. Uses current events related to the administration and development of the organization. Includes case analyses, team-building exercises, videos, class discussions, group presentations, written assignments and guest speakers. There is a $25 lab access fee for computers. An introduction to the role of accounting information in measuring business and employee performance and facilitating planning decisions such as product and service selection, budgeting, investments and profit measurement. Prerequisite: MSB 110. Deals with data analysis and the application of the principles of probability theory, decision theory and statistical inference to the analysis of trade and economic data. The focus is on building economic models to gain an understanding of the economy and government. Doctorate in Management (D.M., D.Mgt. or DMan) – Duration of four to six years The Doctorate in Management focuses on the advanced study and research in professional management and the application of management theories. In addition to research, the PhD in Management focuses on developing the talents, skills and abilities of experienced executives and management professionals. To be admitted as a PhD student in the United States, one must have a master`s degree in management, have leadership experience, and pass an exam or doctorate.
This course focuses on creating competitive advantages in the multinational enterprise. It examines the nature of global competition by examining the characteristics of global and non-global industries and firms. We also look at different types of international strategies and structures and look at the specific challenges of management in several countries and markets. Finally, we see the strategic allocation of resources along the value chain and the role of strategic alliances as a crucial element of an effective global strategy.
