During the Programme, I became acquainted with fellow students from other industries and regions. The candid communication and mutual learning among the classmates are tremendously valuable to me. The programme is divided into 5 modules; each module lasts days to ensure that participants acquire basic knowledge of all the main areas in the field of management.
Module 1: Marketing Strategy and Planning May 23pm, , Shanghai As traditional marketing theories are becoming more and more vulnerable to the radical changes in the market environment, it is increasingly vital for enterprises to think outside the box and look for effective marketing strategies.
Businesses not only need to consider marketing issues in a systematic and dynamic way, but must also analyse and select marketing strategies based on customer needs and on environmental and resource dynamics.
About the Business School
This module will provide participants with an understanding of the latest concepts in marketing strategy and planning, and show how to use these powerful tools to create greater customer value and competitive advantage. The module includes:. Non-financial executives need to figure out how to make an optimal financial planning to ensure the rapid and sound growth of their company. How do they exercise their leadership to strengthen employee engagement so as to build a high-performing team?
Assessment and videos will provide participants with much food for thought about personnel management. Lectures, case analysis, team game, and role play will be combined to enhance their hands-on skills.
This module will focus on:. Strategic management focuses on how to set strategic objectives, formulate a business strategy, establish an organizational framework, and marshal and allocate resources for strategy implementation so that an organization company can gain and maintain a competitive advantage in the external environment by working with or against its competitors. An executive today should therefore develop strategic thinking, acquire expertise and skills in strategic management, and take on his duty.
In this module, participants will learn how to probe into overall environment, industrial structure and competitors, and to draw up organizational strategies, particularly at the business and corporate level. The module will deal with the following topics:. Applications are requested at least 30 days before the programme start date. MSc Managerial and Financial Economics. In this course, we will explore how successful managers can meet these challenges, and incorporate the ability to anticipate, use, and respond to the impact of digital technologies into their business models.
Students will have the opportunity to explore these ideas in a variety of industry and company size situations, with the focus on how existing companies are transforming and adapting in the digital age. In this class, students will also have the opportunity to conduct a group project that explores in issues concerning strategic transformation, and discuss current business changes and events through the lens of the class.
This minicourse examines the effects of senior executives on company strategy, performance, and vitality. How can we better understand, predict, and improve organizational outcomes by paying greater attention to top management capabilities and behaviors?
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Course topics include: executive selection and succession, executive compensation, top management team composition and dynamics, and board-management relations. Though the course is relevant for students who wish to strengthen their managerial talents, it is not a skills-based "leadership" course; rather, it is intended to improve the student's ability to diagnose, critically evaluate, and enhance executive capabilities in a firm. The minicourse is designed as an introduction to economic, social, and psychology-based strategic principles, concepts, and frameworks that are relevant to businesses provided via the Internet and mobile technology.
The strategic principles covered in the course are not unique to Internet businesses, but are especially applicable to them. Topics include business models, social networks and social strategy, network externalities, pricing in two-sided markets, new areas of business, and diversification. This is a discussion-based course, and strong student involvement during class sessions is an integral part of the course.
This course provides a toolkit to evaluate, craft, and implement business strategies in emerging markets. Three main themes are covered throughout the course: How are emerging markets different from those that are more developed? We introduce extensions to the frameworks covered in the first-year core strategy class, such introducing the influence of non-market actors in industry analysis. What are some of the most recent business trends in emerging markets? Mainly, we discuss how digital connectivity has fostered the emergence of business models that are disrupting a number of industries.
We also cover multiple industries and take different perspectives: as an entrepreneur starting a business, as a corporation based in emerging markets, and as a western corporation operating in emerging markets. In this seminar we will continue to develop the theme of ecosystems, and explore whether and how strategy making needs to change when value creation requires multiple participants to interact.
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The course itself will be an exercise in joint value creation with all the risks that that entails. The session formats will vary. Some sessions will be devoted to discussing academic articles. Others will focus on deep-dive analyses of selected topics e.
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The deep dives will be motivated by a student projects conducted for the seminar. Other sessions will have us engaging with external visitors think of these more as interviews than presentations. The course structure is subject to real time adaptation. I expect that a number of sessions will be guided by the specific interests raised by students.
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The course will be scheduled using a mix of single and double sessions, similar to EIS. Companies now face challenges and opportunities created by concerns about their environmental and social impact. This course will evaluate how firms are responding to these challenges. It will also explore how firms are strategically influencing the regulatory and competitive context in which they operate. This class is designed to be somewhere between an RTP and a typical elective. It will use a combination of analytical tools: simulation, case examples, empirical evidence, and historical study.
The class will emphasize critical consideration of existing proposals for corporate support of sustainability. The course introduces the theory and practice of transforming public interest organizations. Public interest organizations are defined where profit is not the primary objective of the organization and where other factors such as public good are key. This can include: large government departments; not-for-profits; foundations; and academic institutions. Some appropriate learning will also come from private sector organizations.
Prepares students for advising leaders, and those leading organizational transformations. As a by-product, students will explore how consultants frame and analyze problems. Organizations need to adopt new strategies and policies as their environment changes. This minicourse focuses less on developing those strategies and policies, but more on how to drive change through the organization, in order to more successfully implement that strategy. The course will be structured around a set of integrated levers and tools that are used to transform organizations, and supplemented with case studies that exhibit various combinations of levers.
These will be explored in the context of changing public interest organizations, and how they differ from for profit organizations. These differences include: making tradeoffs when profit is not the primary objective; managing highly complex and powerful stakeholders and; and where there are often greater restrictions in people management practices such as incentives and ability to terminate or significantly change roles.
The levers that will be focused on include: organizational design and governance; leadership and talent; culture; capabilities; HR practices and work and technology. And the tools include developing a Transformation plan and performing effective change and implementation management. Because international development is an enormous topic, this mini-course will focus by necessity on a selection of topics at the intersection of development and business, largely from the top down, focusing on the risks of operating in developing markets.
Tipologia Corso: MBA
BID topics include the international framework supporting development, the key public institutions such as the World Bank, the International Monetary Fund and the International Finance Corporation which underpin the business environment, financing of development through public institutions by loans, grants and equity investments alone or with private financial institutions in public-private partnerships.
Also examined will be how the policies of international public institutions affect commerce and create, or impede, business opportunities in developing countries and internationally. The course will discuss development and corruption, strategies and impediments to doing business in developing countries and cover controversies on human rights and development and corporate social responsibility, including the impact on the business community of national public policy decisions which have an adverse impact on segments within a country.
Class discussions cover such topics as whether an international organization should improve the business climate of a developing country if this means driving up poverty in the short to medium term, whether a particular public works project supported by foreign investors should meet international or local safeguards, was a decision by an multinational corporation to pay bribes to speed up or obtain government approvals justified and worth the reputational and financial cost and why does development succeed or fail in different countries.
Also examined is whether development institutions in developing countries such as China and elsewhere offer new approaches from traditionally Western-oriented institutions. Consulting Project Management is a minicourse designed to provide Tuck students with immediately applicable tools for team problem solving situations.
The frameworks and tools learned in the course will enable you to:.