Wednesday, November 23, 2005
Courses for Term II and Elective List for Term III
For next term, starting on Jan. 9th, we have the course names but not any descriptions. They are all required, so in a way it doesn't really matter.
Marketing Research (Prof. Kwaku Atuahene-Gima)
Many companies fail not because they have poor products and services but because
of poor marketing decisions, which is itself the result of lack in-depth and sophisticated
understanding of their markets. This course is designed to enhance your competence in
marketing problem analysis and decision-making, just like consultants do. Hence, this is not a
statistics course but rather an application-oriented program that provides you with the tools to
diagnose an organizational marketing problem and to develop a solution. At the end of the
course you should be able to accurately conceptualize a marketing problem, form appropriate
hypotheses, design a study to test the hypothesis, collect and analyze data using appropriate
statistical software, interpret and present the results. This course should be a foundation for
your success in the group consulting projects (GCP).
Project Management (Prof. Mike Brooks)
Course objective:
To provide the student with a complete understanding of Project Management and it’s
application in a modern business context; the process, methods and techniques, areas of
application, and the key issues which influence success or failure.
In addition, to provide the student with a framework for managing a Consulting Project
in preparation for the Group Consulting Assignment.
Pedagogical techniques:
This module will combine the following teaching methods:
Proposed coverage:
The course of Industrial Economics applies economic principles to explain
and understand real-world behavior of firms, markets and industries. It covers classic topics of
strategic behavior and market structure as well as topics in technological change, internal
organization of firms, regulation, antitrust and productivity analysis.
Human Resources Management （Prof. Xiao Zhixing）
This course offers participants a deep understanding the people side of strategy and
organization, with a focus on China. It will benefit greatly those who are moving into senior
associate and manager roles in consulting and banking industry; those taking on managerial
responsibilities in multinational firms; those planning one day to launch a start-up; and those
moving into roles as HR manager.
Management Consulting (Prof. William Reinfeld)
What is Management Consulting -- history of the industry, how it differs from other
applications of management, what are the personal qualifications and qualities a good
consultant must have
Skill development -- communications (listening, talking, writing), logic, analysis,
problem solving, creativity; writing proposals, writing reports, making presentations, etc.
Business development -- market focus, selling, value, pricing, planning, branding
Management -- client management, project management, people management,
knowledge management
Change Management (Prof. Michael Miles)
This course is designed to increase the understanding and skills of participants in
relation to conceptualizing, planning, carrying out and evaluating change interventions in
human systems. It will focus on learning how to work collaboratively with clients and client
systems to identify needs for change and to ensure that the change interventions, once
planned, are accepted by the client system as legitimate and useful to the overall functioning
of the system. A special focus of the course will be on the systemic nature of change and
intervention practice. With this in mind, the course will focus on increasing participant
understanding of social change processes and the necessary system conditions that underlie
practical human systems change efforts.
The central concept of this course is intervention, a term that can be defined as the process of entering into an ongoing relationship with a client (either persons, groups,
communities or organizations) with the expressed purpose of helping them improve. The
variety of interventions which the course covers ranges from those driven by power to those
based on the development of common values and strategies by all participants. In this sense
the course is non-prescriptive in terms of the content of interventions. The critical learnings
from the course, however, will focus on how to make change work in the real world, including
practical implementation of final change processes.
The process of the course will be highly interactive. Participants will be expected to
interact both as individual contributors in a large group setting as well as members of small
working groups during class, to speak openly and frankly about their personal perceptions of
class-related experiences and materials, and to participate actively in class discussions based
on assigned readings and/or their own personal and group-related experiences from other
settings. The process of the course will also include an organizational simulation focused on
the dynamics of change in an organizational system as a way of providing the class with a
common experiential reference point. Since the course is designed to examine real-world
issues, participants should be expecting to use their own classroom, home, and work
environments as key sources of data and information for class discussions and assignments.
Course Objectives
This course imparts a basic understanding of the investment banking business as an
intermediary in the capital and merger markets and demonstrate how it serves both its issuing
clients and investing customers by focusing on several services it provides, and several
analytical techniques for solving problems. Lecture notes, cases, outside readings, and guest
speakers are used. A part of the grade is determined by class participation.
Advanced Management Accounting （Prof. Peter Clarke）
The course entitled Advanced Management Accounting builds on and develops earlier
accounting courses. The primary objective of this course is to create a sound theoretical and
practical ability in the the area of Managerial Accounting as it applies in modern service, retail
and manufacturing organisations. The course would be beneficial to all those students that
will work in an enterprise that utilises modern management accounting practices and
techniques in planning, evaluating and controling the performance of managers and related
business units.
Supply Chain Management （Prof. Thomas Callarman / Steven Brown）
The practice of supply chain management is widespread in all industries around the world
today, and companies are quickly realizing that competition is no longer company-to-company,
but supply chain-to-supply chain. Therefore, effective supply chain management is a
competitive advantage in today’s global economy. In this course the important topic is
discussed from four perspectives: supply, operations, logistics, and the integration of these
areas.
- Managerial Accounting
- Operations Management
- Business Finance
- Corporate Governance & Business Ethics (<-- thanks for this Enron/Worldcom/Adelphia!)
- Strategic Management
Marketing Research (Prof. Kwaku Atuahene-Gima)
Many companies fail not because they have poor products and services but because
of poor marketing decisions, which is itself the result of lack in-depth and sophisticated
understanding of their markets. This course is designed to enhance your competence in
marketing problem analysis and decision-making, just like consultants do. Hence, this is not a
statistics course but rather an application-oriented program that provides you with the tools to
diagnose an organizational marketing problem and to develop a solution. At the end of the
course you should be able to accurately conceptualize a marketing problem, form appropriate
hypotheses, design a study to test the hypothesis, collect and analyze data using appropriate
statistical software, interpret and present the results. This course should be a foundation for
your success in the group consulting projects (GCP).
Project Management (Prof. Mike Brooks)
Course objective:
To provide the student with a complete understanding of Project Management and it’s
application in a modern business context; the process, methods and techniques, areas of
application, and the key issues which influence success or failure.
In addition, to provide the student with a framework for managing a Consulting Project
in preparation for the Group Consulting Assignment.
Pedagogical techniques:
This module will combine the following teaching methods:
- Formal lectures built around case studies
- Group and individual exercises
- A project simulation
Proposed coverage:
- The elective will cover the following areas:
- The characteristics of “management by project”
- Types of projects typically encountered in a business setting and the risks to be
- managed. Project types to include:
- Information Technology Projects
- New product/service Development
- Business restructuring including process re-engineering and improvement.
- Consulting projects in preparation for the Group Consulting Assignment
- (including an overview of the consulting process)
- Change Management Projects
- The Project Management Lifecycle – key characteristics
- Designing an effective Project Organisation structure
- Managing the Scope of Work – Work Breakdown Structures
- Managing Cost, Resources and Time – Estimating, Planning, and Scheduling.
- Project Knowledge and Information Management
- Project Leadership and the Project Team
- Risk Management
- Project finance will not be covered.
- The use of computer based project management information systems will not be
- covered.
The course of Industrial Economics applies economic principles to explain
and understand real-world behavior of firms, markets and industries. It covers classic topics of
strategic behavior and market structure as well as topics in technological change, internal
organization of firms, regulation, antitrust and productivity analysis.
Human Resources Management （Prof. Xiao Zhixing）
This course offers participants a deep understanding the people side of strategy and
organization, with a focus on China. It will benefit greatly those who are moving into senior
associate and manager roles in consulting and banking industry; those taking on managerial
responsibilities in multinational firms; those planning one day to launch a start-up; and those
moving into roles as HR manager.
Management Consulting (Prof. William Reinfeld)
What is Management Consulting -- history of the industry, how it differs from other
applications of management, what are the personal qualifications and qualities a good
consultant must have
Skill development -- communications (listening, talking, writing), logic, analysis,
problem solving, creativity; writing proposals, writing reports, making presentations, etc.
Business development -- market focus, selling, value, pricing, planning, branding
Management -- client management, project management, people management,
knowledge management
Change Management (Prof. Michael Miles)
This course is designed to increase the understanding and skills of participants in
relation to conceptualizing, planning, carrying out and evaluating change interventions in
human systems. It will focus on learning how to work collaboratively with clients and client
systems to identify needs for change and to ensure that the change interventions, once
planned, are accepted by the client system as legitimate and useful to the overall functioning
of the system. A special focus of the course will be on the systemic nature of change and
intervention practice. With this in mind, the course will focus on increasing participant
understanding of social change processes and the necessary system conditions that underlie
practical human systems change efforts.
The central concept of this course is intervention, a term that can be defined as the process of entering into an ongoing relationship with a client (either persons, groups,
communities or organizations) with the expressed purpose of helping them improve. The
variety of interventions which the course covers ranges from those driven by power to those
based on the development of common values and strategies by all participants. In this sense
the course is non-prescriptive in terms of the content of interventions. The critical learnings
from the course, however, will focus on how to make change work in the real world, including
practical implementation of final change processes.
The process of the course will be highly interactive. Participants will be expected to
interact both as individual contributors in a large group setting as well as members of small
working groups during class, to speak openly and frankly about their personal perceptions of
class-related experiences and materials, and to participate actively in class discussions based
on assigned readings and/or their own personal and group-related experiences from other
settings. The process of the course will also include an organizational simulation focused on
the dynamics of change in an organizational system as a way of providing the class with a
common experiential reference point. Since the course is designed to examine real-world
issues, participants should be expecting to use their own classroom, home, and work
environments as key sources of data and information for class discussions and assignments.
Course Objectives
- to develop an increased understanding on the part of each participant of the process of change intervention, including the development of client relationships, client system analysis, intervention planning, implementation and evaluation;
- to develop an appreciation of the systemic nature of change process, with a special focus on organizational systems;
- to develop an understanding of different approaches to change intervention;
- to increase the skills of participants in data gathering, change strategy development, and organization development processes, and in the use of specific tools and data gathering/analysis approaches which can be used in carrying
This course imparts a basic understanding of the investment banking business as an
intermediary in the capital and merger markets and demonstrate how it serves both its issuing
clients and investing customers by focusing on several services it provides, and several
analytical techniques for solving problems. Lecture notes, cases, outside readings, and guest
speakers are used. A part of the grade is determined by class participation.
Advanced Management Accounting （Prof. Peter Clarke）
The course entitled Advanced Management Accounting builds on and develops earlier
accounting courses. The primary objective of this course is to create a sound theoretical and
practical ability in the the area of Managerial Accounting as it applies in modern service, retail
and manufacturing organisations. The course would be beneficial to all those students that
will work in an enterprise that utilises modern management accounting practices and
techniques in planning, evaluating and controling the performance of managers and related
business units.
Supply Chain Management （Prof. Thomas Callarman / Steven Brown）
The practice of supply chain management is widespread in all industries around the world
today, and companies are quickly realizing that competition is no longer company-to-company,
but supply chain-to-supply chain. Therefore, effective supply chain management is a
competitive advantage in today’s global economy. In this course the important topic is
discussed from four perspectives: supply, operations, logistics, and the integration of these
areas.
