First Semester

MANAGERIAL ACCOUNTING AND FINANCE
MG609
Elements of accounting and finance of importance to managers in technology-intensive businesses. Analysis of principles and practices of the finance function and its application in organizations. Financing methods for internal and external ventures and innovations; capital budgeting; R&D portfolio analysis. Emphasizes finance's key role in innovation while providing a foundation of modern accounting and finance. Cases encourage the use of accounting and financial software packages, along with a fundamental understanding of the field.

MANAGING INNOVATION
MG865
Examines the key managerial features of modern innovation. Identifies the diverse ways modern firms can access innovative capabilities. Helps participants become effective innovators in firms.

Key perspective underlying this course is managerial. Although the innovation activities studied are overwhelmingly technology-enabled ones, success is largely determined by managerial factors. The interplay between technology and management leading to innovation in the marketplace is the major focus of the discussion and work comprising this course.

Important substantive themes include:

• the variety of innovation processes existing in the modern economy, such as radical vs. incremental; product vs. process vs. service vs. system; and physical vs. digital
• the diversity of corporate settings in which modern innovation takes place, e.g. large corporation vs. small firm/start-up vs. networked organizations
• the sources of modern innovation, e.g. developers, users, suppliers, universities and other third parties

ORGANIZATIONAL BEHAVIOR AND MANAGEMENT PROCESSES IN INNOVATIVE CORPORATIONS
MG603
Introduction to issues and concepts in organizational and administrative behavior, with emphasis on designing and maintaining organizations that can innovate and adapt. Management processes for flexible and innovative organizations. The evolution of technology-intensive business organizations. The role of technology in the growth of the modern firm. Human resources management and organizational development in technology-intensive firms.

Second Semester

INFORMATION TECHNOLOGIES, SYSTEMS AND MANAGEMENT IN ORGANIZATIONS
MG693
This course is designed for managers who need to understand the role and potential contribution of information technology [IT] within organizations. The focus of the course is on information technology and its business applications. The course concentrates on the current state of IT in organizations, challenges and strategic use of IT, IT infrastructure and architecture, the technical foundation of IT, building and implementing organization information systems, emerging issues in IT such as intelligent systems, business process re-engineering, knowledge management and group support systems. The format of the course is interactive with concept presentation followed by open discussion on real-world applications of IT and business cases.

Managerial Decisions
MG608
Microeconomic analysis and the macroeconomic environment for managers. Economic basis for managerial decisions in production, investment and technology strategy. Economics of the firm, business cycles, economic growth, international trade, financial institutions and currency systems. The economics of innovation and entrepreneurial activity. The role of technology in economic growth and in international competition.

OPERATIONS MANAGEMENT FOR KNOWLEDGE-BASED ENTERPRISES
MG670
Services and product development and process change. Managing the learning curve. Conflicts between innovation and productivity. Operations management as an element of overall strategy. Flexible operations systems and automation and information systems. In this course students will develop an understanding of the strategies, tools, processes and techniques for improving the profitability and competitiveness of modern businesses from an operations perspective. Among other areas that receive emphasis are developing an operations strategy; managing operations as technology and economics change; measuring and improving "productivity" in the modern manufacturing and service sectors using activity-based costing in operations management.

Third Semester

MANAGERIAL ECONOMICS AND THE ECONOMIC ENVIRONMENT
MG608
Microeconomic analysis and the macroeconomic environment for managers. Economic basis for managerial decisions in production, investment and technology strategy. Economics of the firm, business cycles, economic growth, international trade, financial institutions and currency systems. The economics of innovation and entrepreneurial activity. The role of technology in economic growth and in international competition.

MARKETING
MG607
Marketing concepts, processes and institutions; positioning, segmentation, product life cycles. Integration of marketing with new product planning, design and development. Strategies for technology-based products, services and processes. Market research, consumer behavior, advertising, promotion and sales. Global marketing and marketing on the Internet.

e-BUSINESS DECISION MAKING
MG672
The basic objective of this course is to investigate the management implications of electronic business.
Topics include:

• accelerated new product development
• impact of technology on the value chain: the changing role of intermediaries
• electronic commerce: business models and strategies for survival
• general lifestyle implications of "being wired"
• business applications involving collaborative communications, computation and teamwork

The course material is designed to be dynamic and Internet-based, reflecting the nature of change in electronic commerce and the IT industry and the potential implications of electronic business for managers. Students will also work on a project that requires following developments in the business and IT press, interviewing managers and product developers and simultaneously testing and discussing current developments in the e-commerce marketplace. Classes are conducted using the case method, and a high level of class interactions is expected.

Fourth Semester

MOT CAPSTONE PROJECT COURSE
MG950
This course provides a capstone, integrative and state-of-the-art intellectual experience for participants at the conclusion of the Program. The whole class focuses on a selected major subject which is of broad and compelling managerial concern and which is related in important ways to the innovation-, technology-intensive and/or information-business arenas. The class will be divided initially into small groups to tackle various aspects of the overall subject. Also, individual participants are expected to submit their own analysis of a specific issue or firm associated with the general subject. Participants are encouraged to employ relevant concepts and insights which they have acquired during the course of the entire Program.

GLOBAL INNOVATION
MG795
This course focuses on the global dimension of technology-enabled innovation. Topics covered include: accessing global sources of innovation, coordination and organization of activities around the world, new product development on a global basis, the role of revitalized global R&D, the growing prominence of IT and e-business in global innovation, and the increasing role of alliances and linkages with customers, suppliers and other third parties. This course introduces the latest and most relevant thinking, research and best practices. This course also emphasizes learning based on the experiences of actual firms around the world. The knowledge derived is largely from team-based and individual project work.

TWO HALF-SEMESTER ELECTIVES
Participants choose two half-semester electives from the following portfolio.

Electives

PROJECT MANAGEMENT and ASSESSMENT for TECHNOLOGY MANAGERS [E]
MG820
Managing technology-based projects ranging from individual research and development to large-scale and complex technological systems. Feasibility and risk analysis. Project selection and portfolio optimization. Alternative financing methods. Functional and administrative structures, coordination and scheduling of activities, human resources planning, negotiations, contracts and computer-based techniques. Cost estimation, capital budgeting, cost controls and effective matriz management. Actual case studies are used in this course, as are relevant project management software applications.

HIGH-TECHNOLOGY LEADERSHIP [E]
MG785
Focuses on the essential role of multifaceted leadership in diverse high-technology management settings. Discusses different forms of modern high-technology leadership, e.g. the general management leader, the project leader, the technology leader, the visionary leader and the operational/team leader. Case studies and actual examples of high-technology leadership are emphasized.

NEGOTIATION IN TECHNOLOGY-INTENSIVE SECTORS [E]
MG784
Negotiation is the art and science of creating good agreements. This course covers the science of negotiation by discussing and applying theories of negotiation. The art of negotiation is learned through the practice; students in this class develop the art of negotiation by negotiating with each other in realistic situations.

Diverse negotiation applications are covered in this class, including one-time and repeated negotiation, single and multi-issue negotiation and two-party and multi-party bargaining. Special emphasis will be placed on negotiations in high-technology settings.

INTELLECTUAL PROPERTY FOR TECHNOLOGY AND INFORMATION MANAGERS [E]
MG787
This course focuses on the role of intellectual property (e.g. patents, trade secrets, copyrights, trademarks, etc.) as a major element in modern technology and information strategy. Relevant concepts and case studies are used, with examples representing both classical and digital innovations.

FINANCING for VALUE CREATION [E]
MG797
This course is organized around the key value-creating strategies and financial skills required by managers of entrepreneurial and innovative firms at various stages of evolution: from new, stand-alone entrepreneurial ventures to innovative, technology-driven projects of established corporations.

The first portion of this course focuses on the refinement of analytical methods and financial tools underlying enterprise value maximization. During the second segment, these concepts will applied in intensive discussions of cases drawn from technology-intensive and knowledge-intensive sectors.

Specific topics covered include: start-up-venture financing, the financial maangement of rapidly growing firms, financial distress, deal structuring, valuation, initial public offerings, financial harvesting decisions, restructuring, leveraged buyouts, spin-offs, sources of capital, financial compensation and related corporate control issues.

SELECTED TOPICS IN NETWORKING AND INFORMATION TECHNOLOGIES [E]
MG789
This course comprises an in-depth exploration of selected modern networking and information technologies. The specific topics studied will vary from year to year. Examples include Mobile Communications, IP Technology, Enterprise Data Systems, etc. The course builds on previous technology-focused courses. The course provides a solid technology grounding in a learning context which also emphasizes how these selected technologies affect markets, industries, providers, integrators and users. The technical content of this course is supplemented with actual case examples and relevant guest speakers.

SPECIAL ELECTIVE TOPICS FOR MOT AND IM [E]
MG789
Covers selected key emerging trends and issues in the MOT and IM domains. Discussion with industry leaders and specialists from business, government and academia. Topical treatment of technologies, markets, business practices, government regulations and the relationships among them.

HIGH-TECHNOLOGY ENTREPRENEURSHIP
MG786
Focuses on entrepreneurship as a key engine for wealth creation in the high-technology, innovative-intensive economy. Deals with such key issues as:

• assessing attractiveness of opportunities
• launching a new venture
• obtaining the necessary financial, human and technology resources
• managing the transition from a small entrepreneurial firm to a large, sustainable professionally managed but still entrepreneurial corporation
• being an entrepreneur and promoting entrepreneurship in a large corporation