NYU Stern | Course Schedule

Spring 2026 Course Listing (Online)

PRELIMINARY

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Accounting, Taxation and Business Law
Business and Society
Core Courses
Economics
Finance
Management Communication
Management and Organizational Behavior
Marketing
Professional Responsibility
Technology

= Cancelled
= New Class Added
= Professor Change
= Rescheduled (day/time change)

Accounting, Taxation and Business Law

ACCT-GB.3304Modeling Financial Statements (3)

Course Description:

Specializations: Accounting, Financial Systems and Analytics. Various management disciplines teach you how to analyze and forecast parts of a business. Building on this foundation, this course will help you weave your forecasts into coherent spreadsheet-based pro-forma financials. Modeling financial statements provides a reality check on the forecasts, enables "what if" analysis, provides an integrated view of the business, and is a key step in valuation and credit risk analysis. The course is indispensable to careers in investment banking, private equity, buy-side or sell-side research, credit research, corporate finance, valuation, project finance, and due diligence advisory. First year and second year students can both take this course. The course gives a significant competitive edge during interviews, summer internships, and jobs.

Schedule for ACCT-GB.3304
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	R 7:00 pm - 9:00 pm	02/05-04/30	Gode,D	Online; This class will have additional asynchronous work each week.	1982

Pre/Corequisite:

Prerequisite for Full-time MBA: COR1-GB.1306.
Prerequisite for Focused MBA: COR1-GB. 2206.
Prerequisite for Part-time MBA: COR1-GB.1306 or LAW-LW 12337.
Not open to students with more than 24 ACCT-GB units.

Equivalencies:

ACCT-GB.3104 Modeling Finc Statements

Specializations:

Accounting

Financial Systems & Analytics

Business and Society

BSPA-GB.3110Work, Wisdom, and Happiness (1.5)

Course Description:

For centuries, work was regarded as nothing but toil â a requirement for earning one's daily bread. But in recent decades, expectations about work have been transformed as has its very nature. While it still provides one's daily bread, it is also regarded as a major opportunity for people to find purpose, meaning, and happiness in their lives. In this course, students study the latest research on what makes people happy at work, on how happiness at work improves the quality of work, on how people and organizations develop wisdom, and on what makes a career not just successful but meaningful. We will also discuss some of the impediments â both individual and organizational to doing meaningful and satisfying work. Students will develop their own visions of their ideal career, and of the ideal company they'd like to lead or work for.

Schedule for BSPA-GB.3110
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	M 7:00 pm - 9:00 pm	02/02-03/23	Dewji,M	Online; This class will have additional asynchronous work each week.	2010

Pre/Corequisite:

BSPA-GB Departmental Max and Non-Stern

Specializations:

Sustainable Business and Innovation

Core Courses

COR1-GB.1302Leadership in Organizations (3)

Course Description:

Organizations of all types face significant challenges. These include the difficulty of coping with highly dynamic business environments the complexity of managing global enterprises how to shape a healthy corporate culture managing politics and conflict between individuals and organizational units motivating a highly mobile and ever changing workforce managing and harnessing intellectual capital and so on. Such challenges and how organizational leaders can deal with them are the subject of this course. The course has two major components. The first is "macro" in nature. It focuses on organizational level issues such as how an organization should be designed to best achieve its goals and how culture and control affect organizational dynamics. The second part is more "micro" in nature. It focuses on employee-related challenges such as how to get things done in politically sensitive environments evaluate and reward people and manage teams. The macro component is concerned with overall organizational performance while the micro component is concerned with managing individual and group effectiveness. And leadership is the linking pin that connects these two.This course will introduce you to central theories and frameworks in management and organizational behavior and will help you to understand how to apply those theories and frameworks to understand and address organizational challenges and problems. An understanding of organizations and their management is important for anyone who plans to work within an organization as career success hinges on one's ability to accurately read and respond to the organizational context within which one operates. The course will also give you an opportunity to reflect on the skills that are required for being a better manager and leader.

Schedule for COR1-GB.1302
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
V1	Online	R 7:00 pm - 9:00 pm	02/05-04/30	Kern,M	Spring 2026 admits - Navy Online This class will have additional asynchronous work each week.	1910

Equivalencies:

COR1-GB.1102 Leadership

COR1-GB.1202 Leadership in Organizations

COR1-GB.1303Firms and Markets (3)

Course Description:

This course provides insight into how markets work. The first part of the course starts with the study of decision making by consumers and firms and concludes with a fundamental result in economics a set of conditions under which markets function efficiently. The second part of the course focuses on situations when for one reason or another markets don't work efficiently. The emphasis is on strategic behavior as modeled by game theory.

Schedule for COR1-GB.1303
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
V1	Online	T 7:00 pm - 9:00 pm	02/03-05/05	Said,M	Fall 2025 admits - Navy (O-M) Online This class will have additional asynchronous work each week.	1903

Equivalencies:

COR1-GB.1103 Economics

COR1-GB.1113 Microeconomics

COR1-GB.1104 Firms and Markets

COR1-GB.1305Statistics and Data Analysis (3)

Course Description:

This course is designed to achieve an understanding of fundamental notions of data presentation and data analysis and to use statistical thinking in the context of business problems. The course deals with modern methods of data exploration designed to reveal unusual or problematic aspects of databases.

Schedule for COR1-GB.1305
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
V1	Online	T 7:00 pm - 9:00 pm	02/03-05/05	Mohebbi,C	Spring 2026 admits - Navy Online This class will have additional asynchronous work each week.	1928

Equivalencies:

COR1-GB.1105 Statistics

COR1-GB.2155 Statistical Modeling

COR1-GB.1306Financial Accounting and Reporting (3)

Course Description:

Accounting reports are an important means of communication with investors. This course focuses on the development analysis and use of these reports. It provides an understanding of what these reports contain, what assumptions and concepts accountants use to prepare them, and why they use those assumptions and concepts. The course uses simple examples to provide students with a clear understanding of accounting concepts. It stresses the ability to apply these concepts to real world cases which by their very nature are complex and ambiguous. In addition to text oriented materials, the classes also include cases so that students can discuss applications of basic concepts actual financial reports and articles from newspapers. In addition to traditional introductory topics, other topics may include mergers and acquisitions, purchase and pooling, free cash flow, and financial statement analysis.

Schedule for COR1-GB.1306
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
V1	Online	R 7:00 pm - 9:00 pm	02/05-04/30	Hopkins,J	Fall 2025 admits - Navy (O-M); Online This class will have additional asynchronous work each week.	1896

Equivalencies:

COR1-GB.2206 Accounting

COR1-GB.2107 Financial Accounting 2

COR1-GB.2103Strategy I (1.5)

Course Description:

This course provides students with the concepts and tools required to devise business strategies to gain competitive advantage at the product market level. It also shows how to apply the rules of competitive advantage to a range of economic markets in the United States and globally where the business environment is increasingly turbulent. The course explains how to formulate a business strategy, how to analyze competitive markets and how to define each firm's strategic situation. It focuses on how to create superior value for customers and capture enough value to create increasing profit for your firm. Students learn how successful firms develop superior resources products operations human competencies, organizational teams, procurement technology finances and business alliances to gain and sustain competitive advantage in a dynamic economic environment.

Schedule for COR1-GB.2103
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W2	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/06-01/15 01/11-01/11	Min,W	Online; This class will have additional asynchronous work each week.	1914
W3	Online	--Alternate Schedule-- MW 7:00 pm - 9:00 pm (O) Sa 11:00 am - 4:00 pm (O)	01/05-01/14 01/10-01/10	Porac,J	Online; This class will have additional asynchronous work each week.	1917
W4	Online	--Alternate Schedule-- MW 7:00 pm - 9:00 pm (O) Sa 11:00 am - 4:00 pm (O)	01/05-01/14 01/10-01/10		Online; This class will have additional asynchronous work each week.	1919
W5	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/06-01/15 01/11-01/11		Online; This class will have additional asynchronous work each week.	1936

Equivalencies:

COR1-GB.1101 Business Strategy

COR1-GB.2104Strategy II (1.5)

Course Description:

In this course students learn how to develop skills needed to manage the multibusiness enterprise for the creation of corporate advantage To create value through corporate strategy managers must command a number of critical competencies They must be able to create a vision that targets multiple businesses objectives including achieving sustainable corporate growth in profits This course requires integrating skills at developing and deploying corporate resources and capabilities to apply analytical tools and perspectives to changing industries and multibusiness markets and to design organizational structures systems and process that achieve shortterm and longterm corporate strength and profit growth Students learn how to manage the interpersonal dynamics of strategy decision making and how to communicate effectively their visions ands strategies to internal and external stakeholders of the corporation A considerable part of corporate strategy today focuses on managing merger integration Alliances internal growth and global networks which involves increasing cooption and creating various combinations of both multiple business collaborations to expand new markets and also pursuing simultaneous competitive goals to ensure the survival and growth of the firm

Schedule for COR1-GB.2104
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W2	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/20-01/29 01/25-01/25	Miller,A	Online; This class will have additional asynchronous work each week.	1916
W3	Online	--Alternate Schedule-- MW 7:00 pm - 9:00 pm (O) Sa 11:00 am - 4:00 pm (O) Sa 11:00 am - 1:00 pm (O)	01/21-01/31 01/24-01/24 01/31-01/31	Miller,A	Online; This class will have additional asynchronous work each week.	1918
W4	Online	--Alternate Schedule-- MW 7:00 pm - 9:00 pm (O) Sa 11:00 am - 4:00 pm (O) Sa 11:00 am - 1:00 pm (O)	01/21-01/31 01/24-01/24 01/31-01/31	Porac,J	Online; This class will have additional asynchronous work each week.	1920
W5	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/20-01/29 01/25-01/25	Min,W	Online; This class will have additional asynchronous work each week.	1937

Pre/Corequisite:

Full-time MBA & Part-time MBA Prerequisite: COR1-GB 2103.

Equivalencies:

COR1-GB.2101 Strategy

COR1-GB.2301 Strategy

COR1-GB.2111 Corporate Strategy

COR1-GB.2303The Global Economy (3)

Course Description:

We use the tools of international macroeconomics to explore the economic environment facing firms operating around the globe. Central issues include the role of economic policy and institutions in the performance of firms and nations economic indicators and forecasting employment and unemployment interest rates.

Schedule for COR1-GB.2303
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
V1	Online	T 7:00 pm - 9:00 pm	02/03-05/05	Foudy,J	Online This class will have additional asynchronous work each week.	1946

Equivalencies:

COR1-GB.2113 The Global Economy

COR1-GB.2123 Global Business I

COR1-GB.2125 Global Business II

COR1-GB.2203 The Global Economy

COR1-GB.2310Marketing (3)

Course Description:

This course provides an overall view of marketing in a customer-driven firm focusing on essential marketing skills needed by successful managers in all business functions Topics include how individual and organizational consumers make decisions, segment markets, estimate the economic value of customers to the firm, position the firms offering effective marketing research, new product development and pricing strategies, communicate with consumers, estimate advertisings effectiveness, and manage relationships with sales force and distribution partners. The course also studies how firms must coordinate these different elements of the marketing mix to ensure that all marketing activities collectively forge a coherent strategy. The importance of combining qualitative and quantitative concepts in effective marketing analysis is also examined. The course uses a combination of lectures class discussions and case analysis Marketing is a core course and assumes no prior knowledge of marketing. However, there are certain concepts from Firms Markets that students should have mastered including price elasticity of demand, price discrimination, marginal cost, marginal revenue, efficient scale for production capacity, diminishing returns utility functions, and utility curves.

Schedule for COR1-GB.2310
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	M 7:00 pm - 9:00 pm	02/02-05/04		Off-Cycle Online This class will have additional asynchronous work each week.	1948

Equivalencies:

COR1-GB.2110 Marketing

COR1-GB.2311Foundations of Finance (3)

Course Description:

This is a quantitative course introducing the fundamental principles of asset valuation within the framework of modern portfolio theory. The key analytical concepts are present value option, value risk-diversification and arbitrage. These tools are used to value stocks, bonds, options and other derivatives with applications to the structure of financial markets portfolio selection and risk management.

Schedule for COR1-GB.2311
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	W 7:00 pm - 9:00 pm	02/04-04/29	Richmond,R	Off-Cycle Online This class will have additional asynchronous work each week.	1951

Equivalencies:

FINC-GB.2102 Corporate Finance

FINC-GB.2242 Investments

COR1-GB.2314Operations Management (3)

Course Description:

This course serves as an introduction to operations viewed from the perspective of the general manager rather than from that of the operations specialist The coverage is very selective the course concentrates on a small number of themes from the areas of operations management and information technology that have emerged as the central building blocks of world-class operations It also presents a sample of key tools and techniques that have proven extremely useful The topics covered are equally relevant to the manufacturing and service sectors.

Schedule for COR1-GB.2314
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
V1	Online	R 7:00 pm - 9:00 pm	02/05-04/30	Riccio,L	Online This class will have additional asynchronous work each week.	1959

Equivalencies:

COR1-GB.2114 Operations

COR1-GB.1114 Operations Management

Economics

ECON-GB.2110Health and Medical Care Business (1.5)

Course Description:

This course is designed to give the student a general understanding of the economics of healthcare More specifically the course will allow students1 To understand what makes the Economics of Healthcare unique 2 To understand Healthcare Markets a Demand b Production and Costs c Supply 3 To understand the market for Healthcare Market Failure and the Role of Government 4 Health Insurance Third Party Payers and Healthcare Financing 5 Economic Evaluation in Healthcare a Equity Efficiency Ethics b CostBenefit c Measuring Value and Outcomes

Schedule for ECON-GB.2110
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	M 7:00 pm - 9:00 pm	02/02-03/23	Andrzejewski,S	Online; This class will have additional asynchronous work each week.	2024

Pre/Corequisite:

Prerequisite: MBA student and COR1-GB 1303.
Prerequisite: Focused MBA student and COR1-GB 1103.
Not open to students with more than 24 ECON-GB units.

Specializations:

Economics

Healthcare

Strategy

ECON-GB.2148Public Policy and Business Strategy (1.5)

Course Description:

In most industries firms are either subject to direct regulation or under the eye of a competition policy watchdog Agreements with competitors mergers and acquisitions pricing distribution practices these and many other dimensions of firm strategy are potentially subject to the scrutiny of government authorities In addition to competition policy the governments role is also apparent in state aid eg subsidies to firms direct intervention inational champions eg golden shares and industrial policy eg government favoritism for a particular technology standard This course provides an introduction to the role and impact of public policy on market competition It takes the perspective of a firms manager and asks the twin questions a to what extent does government intervention limit a firms strategy and b how can firm strategy take advantage of government intervention The course will be based on case studies Several of these case studies correspond to actual litigation cases in the US and Europe After each case there will also be a brief lecture pointing to some general concepts One peculiar characteristic of most of the cases discussed in class is that there are two clearly distinguished and to some extent opposed approaches this is obviously true for litigation cases but not exclusively Grading will consists exclusively of class participation Specifically you will be asked to argue in favor or against a particular position in each of the cases discussed in class

Schedule for ECON-GB.2148
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W1	Online	--Alternate Schedule-- MW 7:00 pm - 9:00 pm (O) Sa 11:00 am - 4:00 pm (O)	01/05-01/14 01/10-01/10	Cabral,L	Online; This class will have additional asynchronous work each week.	2023

Pre/Corequisite:

Prerequisite: MBA student and COR1-GB 1303.
Prerequisite: Focused MBA student and COR1-GB 1103.
Not open to students with more than 24 ECON-GB units.

Equivalencies:

ECON-GB.2348 Public Policy and Business Str

Specializations:

Economics

Healthcare

Law & Business

Strategy

ECON-GB.2190Emerging Economies (1.5)

Course Description:

This course covers the economic development and market structure of various emerging economies. The course is designed to cover many of the most important emerging markets in the world. Asia, especially China and India, receives a strong focus given its size and pivotal role in the world economy. However, the markets of Latin America, Africa, Eastern Europe and the Middle East all receive coverage. Emerging markets are now responsible for the lion's share of world GDP growth. Success in them is critical for the strategies of multinational firms. Similarly, they are an important part of most investment portfolios. The course attempts to answer a number of important questions about these markets: What are the key challenges facing emerging markets today? What are the key drivers for economic growth in different countries? What is their future potential and how are they likely to evolve over the next few decades? How will demographic trends impact the attractiveness and growth prospects of these markets? What role does the government, especially the state-owned sector, play in their economies? More generally, how does politics impact markets, especially for foreign firms operating there? How do financial markets and corporate governance vary by country and what impact do they have on firm strategies? Why are conglomerates more common in emerging markets and what role do they play? How do consumer behavior and product markets vary by income and region?

Schedule for ECON-GB.2190
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W1	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/20-01/29 01/25-01/25	Foudy,J	Online; This class will have additional asynchronous work each week.	2022

Pre/Corequisite:

ECON-GB Departmental Max and Non-Stern

Equivalencies:

ECON-GB.2195 Advanced Global Perspectives O

ECON-GB.2338 Emerging Markets & Global Chal

ECON-GB.2290 Emerging Economies

Specializations:

Economics

Global Business

Law & Business

ECON-GB.2355Behavioral Economics: Decisions and Strategies (3)

Course Description:

Behavioral economics is an emerging subfield that integrates insights from psychology into economic models of behavior. This MBA elective course is intended to inform managers analysts and consultants of the psychological processes and biases underlying our decision making with an emphasis on how to incorporate such insights into business strategies. Successful business strategies depend on a thorough understanding of how consumers and producers make decisions. However traditional models which are founded on the assumption of perfect rationality have serious limitations. Rather than making decisions in the manner predicted by these models consumers and producers often use myriad rules and processes that result in sometimes counterintuitive decisions. For instance consumers have an exaggerated tendency to select compromise or middle options when making choices overpay for warranties buy products they do not use and do not buy products that they later wish they had. Similarly producers overpay for acquisitions persist in investing in losing projects hire the wrong people and design products that result in consumer dissatisfaction. The fact many of these decision errors and biases are systematic has powerful business implications because as this course illustrates it is possible to address them. This course will provide a broad overview of important results from behavioral economics that clarify how consumers and producers really make decisions and investigate how these results can be leveraged to design original and more effective business strategies.

Schedule for ECON-GB.2355
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	T 7:00 pm - 9:00 pm	02/03-05/05	Bowmaker,S	Online; This class will have additional asynchronous work each week.	2134

Pre/Corequisite:

Prerequisite: MBA student and COR1-GB 1303.
Prerequisite: Focused MBA student and COR1-GB 1103.
Not open to students with more than 24 ECON-GB units.

Equivalencies:

MKTG-GB.2335 Judgment and Decision Making

ECON-GB.2155 Behavioural Economics

MGMT-GB.2150 Judgement & Decision Making

Specializations:

Economics

Management

Finance

FINC-GB.2302Corporate Finance (3)

Course Description:

This course helps students develop an analytical framework for understanding how organizations make investment and financing decisions. Students also learn the theory and practice of various valuation techniques. There is an emphasis on understanding the theory and its applications to the real world as well as appreciating the limitations of the tools in practical settings. Specific topics include capital budgeting investment decision rules discounted cash flow valuation real options cost of capital capital structure dividend policy and valuation methods such as WACC and APV.

Schedule for FINC-GB.2302
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	M 6:00 pm - 9:00 pm	02/02-05/04	Schmeits,A	Online	2208

Pre/Corequisite:

Full-time MBA Student Prerequisite: COR1-GB 2311.
Part-time MBA Student Prerequisite: COR1-GB 2311 or COR1-GB 2302.
Not open to students with 24 or more FINC-GB units.

Specializations:

Corporate Finance

Finance

Quantitative Finance

FINC-GB.3173Venture Capital Financing (1.5)

Course Description:

This course provides institutional background and details necessary to deal with the venture capital and new issues markets Examines basic valuation issues appropriate capital structure the value of liquidity and the value of control Also considers the intangible aspects of entrepreneurship and venture capital forms of financing.

Schedule for FINC-GB.3173
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W1	Online	--Alternate Schedule-- MW 7:00 pm - 9:00 pm (O) Sa 11:00 am - 4:00 pm (O)	01/05-01/14 01/10-01/10	Okun,G	Online; This class will have additional asynchronous work each week.	2212

Pre/Corequisite:

Pre-req: Full-time MBA, COR1-GB 2311. Co-requisite: FINC-GB 2302.
Pre-req: Focused MBA and COR1-GB 2222.
Pre-req: Part-time MBA, (COR1-GB 2311). Co-requisite: (FINC-GB 2302).
Not open to students with 24 or more FINC-GB units.

Equivalencies:

FINC-GB.3361 Entrepreneurial Finance

FINC-GB.3373 New Venture Financing

Specializations:

Banking

Corporate Finance

Entrepreneurship and Innovation

Finance

Financial Instruments & Markets

Quantitative Finance

Management Communication

MCOM-GB.2106Improvisation for Effective Leadership (1.5)

Course Description:

In this course, you will use improvisation techniques to enhance your ability to think on your feet, connect with others, build trusting relationships, and develop greater confidence to make good things happen. Through improvisation, you will learn how to listen openly, let judgments of yourself and others fall away, and adapt to change. After all, effective leadership communication is that which compels change in what we do as individuals, as a team, and as a company. It is about developing a strategy and communicating it so compellingly that it brings new ideas to life. Improvisation is unique in its ability to heighten awareness of self and others, helping you take and support responsible risks, owning your authority and sharing it well when it makes sense. Staying empathic, agile, and present amidst ambiguity and adversity is essential to cultivating the resilience and integrity needed to become a leader in an increasingly transparent society. That is what this course is designed to help you do!

Schedule for MCOM-GB.2106
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	R 6:00 pm - 9:00 pm	03/26-04/30	Purdy,D/Sajnani,N	Online; This class will have additional asynchronous work each week.	2180

Pre/Corequisite:

MCOM-GB Departmental Max and Non-Stern

Specializations:

Leadership and Change Management

Management

MCOM-GB.3113Reparative Conversations (1.5)

Course Description:

Developing and repairing trust are critical parts of all successful business relationships with clients, direct reports, bosses, and others. Research shows that teams with a high level of trust perform better, recover from setbacks more readily, and even have superior health outcomes. This course will enable you to build trust, facilitate repair when distrust has weakened a relationship, and begin to cultivate environments of trust at work and beyond. Through readings, videos, in-class discussions, analysis of past relationships, and the planning and practice of real-life reparative conversations, you will learn to: 1) Identify the elements of a relationship that build or harm trust, and the associated behaviors used to build strong teams; 2) Apply the knowledge, skills, mindsets, and frameworks to lead reparative conversations with individuals and groups; and 3) Increase your ability to assess trust levels and make informed decisions about the best way to move forward. Regardless of your starting point, Reparative Conversations will empower you to better manage the cycle of building, maintaining, and repairing trust, as well as creating more resilient relationships.

Schedule for MCOM-GB.3113
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	W 6:00 pm - 9:00 pm	02/04-03/11	Wynn,J	Online; This class will have additional asynchronous work each week.	2196

Pre/Corequisite:

MCOM-GB Departmental Max and Non-Stern

Specializations:

Leadership and Change Management

Management

Management and Organizational Behavior

MGMT-GB.2113The Strategist (1.5)

Course Description:

Business success requires being different. To succeed, a business needs to stand out from the competition. This is what business strategy courses teach, and they are right. But finding a way to be different is harder than just knowing that it is important to be different. This is the fundamental challenge facing the business strategist. It is the challenge of looking at an existing organization and coming up with ways to make its position in the marketplace more distinctive. Or, it is the challenge of looking at the potential of a new business and creating a distinct position for it. The strategist is equally important in the worlds of existing enterprise and of entrepreneurship. The challenge of being different is considerable. Much of the time, everyone has access to more or less the same knowledge base. This is likely even more the case today, in a globally interconnected world, relative to the past. In this environment, the key to being different becomes one's ability to think differently. Of course, one has to think both differently and better, and come up with not just a different but a superior business proposition. Out-thinking others in this way is the job of the business strategist. In this course, we will develop a four-way framework to help us think differently and better and become better business strategists. The four components of the framework (4 C's) are: Strategy from Contrast Strategy from Combination Strategy from Constraint Strategy from Context We will examine many examples of great business strategies of each of these four types, and we will also use this framework to help us generate entirely new strategies.

Schedule for MGMT-GB.2113
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	T 6:00 pm - 9:00 pm	03/31-05/05	Brandenburger,A	Online; This class will have additional asynchronous work each week.	2044

Pre/Corequisite:

MGMT-GB Departmental Max and Non-Stern

Equivalencies:

MGMT-GB.2313 The Strategist

MGMT-GB.2213 The Strategist

Specializations:

Management

Strategy

MGMT-GB.2159Collaboration, Conflict, and Negotiation (1.5)

Course Description:

Successful managers know how to collaborate with other people effectively and how to resolve conflicts constructively. The goal of this course is to teach students the fundamentals of managing collaboration and conflict in one-on-one and small group settings. Our objective is to enhance students' interpersonal skills at their jobs. Drawing from the latest findings in managerial psychology, we cover the fundamentals of effective negotiation, communication, and persuasion. Special topics include getting buy-in, coping with resistance, and building coalitions.

Schedule for MGMT-GB.2159
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W1	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/06-01/15 01/11-01/11	Corfman,K	Online; This class will have additional asynchronous work each week.	2037
W2	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/06-01/15 01/11-01/11	Hur,J	Online; This class will have additional asynchronous work each week.	2038
W3	Online	--Alternate Schedule-- MW 7:00 pm - 9:00 pm (O) Sa 11:00 am - 4:00 pm (O)	01/05-01/14 01/10-01/10	Hewlin,J	Online; This class will have additional asynchronous work each week.	2039
W4	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/06-01/15 01/11-01/11	Hewlin,J	Online; This class will have additional asynchronous work each week.	2040
W6	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/20-01/29 01/25-01/25	Corfman,K	Online; This class will have additional asynchronous work each week.	2043
W7	Online	--Alternate Schedule-- MW 7:00 pm - 9:00 pm (O) Sa 11:00 am - 4:00 pm (O)	01/05-01/14 01/10-01/10	Hur,J	Online; This class will have additional asynchronous work each week.	2079

Pre/Corequisite:

MGMT-GB Departmental Max and Non-Stern

Equivalencies:

MGMT-GB.2259 Collaboratn, Conflct & Negtn

Specializations:

Leadership and Change Management

Management

MGMT-GB.2312Biotechnology Industry, Structure and Strategy (3)

Course Description:

Biotechnology started as a science referring to the use of living cells as factories to produce protein through manipulation of genes Yet today biotechnology refers to an industry with the top companies in the sector exceeding some of the major pharmaceutical companies in market capitalization No longer are biotechnology companies constrained to using recombinant DNA technology alone as the moniker is assigned today to any small company engaged in any life sciencesrelated research directed toward developing a commercial product using any scientific means Belonging to the sector usually also implies a culture 8211 small nimble visionary but practical cash constrained but willing to risk it all While some of the above characteristics are more idealized than real it is certainly the case that while the key factors for success in a development stage company include the very same scientific analytic andor managerial talents that reside in 8220big pharma8221 the context is different requiring the organization to incorporate some additional skills to ensure survival and nontraditional systems to support success The foundation of this course will be the core curriculum that you have all mastered during your first year at Stern You will be at an advantage in that regard relative to some of your future colleagues who work in the industry today The long product development cycles inherent to the industry may minimize the rigor behind decisionmaking since there is a long time lag between the action taken and its ultimate impact Moreover paradoxically there is a 8220comfort8221 to operating at a significant loss for many years spending hundreds of millions of dollars of investors8217 money relieving the incentive to generate incremental revenue or savings that seem insignificant relative to the scale of the investment and the size of the opportunity Finally the need to constantly raise money sometimes favors promotion over analysis and shortterm impact on share price rather than longterm creation of value

Schedule for MGMT-GB.2312
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	R 6:00 pm - 9:00 pm	02/05-04/30	Kranzler,J	Online	2048

Pre/Corequisite:

Co-requisite: Full-time MBA and COR1-GB.2103 and COR1-GB.2104.
Prerequisite: Focused MBA and COR1-GB 2101.
Prerequisite: Part-time MBA and COR1-GB 2103 and COR1-GB 2104.
Not open to students with more than 24 MGMT-GB units.

Specializations:

Healthcare

Management

MGMT-GB.2327Managing the Growing Company (3)

Course Description:

This course exposes students to the unique challenges of managing the growth of small businesses. It concentrates on building the company issues rather than start-up issues, although some cases and lectures explore start-up as well. Included are studies of family businesses that have acute growth issues because of succession and family dynamics. It is designed for students interested in understanding the opportunities and problems involved in the management or operation of their own business; and it is also aimed at students considering employment in a small or midsized firm. The differences between small firms and large organizations, management needs, practices, and financial resources are examined.

Schedule for MGMT-GB.2327
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W1	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/06-01/22 01/11-01/24	Okun,G	Online; This class will have additional asynchronous work each week.	2050

Pre/Corequisite:

Prereq:Full-time MBA &(COR1-GB.1302 or COR1-GB.1102) or Co-req:Full-time MBA & COR1-GB.2104
Prereq: Focused MBA & (COR1-GB 1102 or COR1-GB 2101)
Prereq: Part-time MBA & (COR1-GB 1302 or CORE-GP 1020).
Not open to students with more than 24 MGMT-GB units.

Equivalencies:

MGMT-GB.2127 Managing Growing Companie

MGMT-GB.2227 Managing Growing Companies

Specializations:

Entrepreneurship and Innovation

Leadership and Change Management

Management

Strategy

MGMT-GB.2353Managing Change (3)

Course Description:

Contemporary business environments contain challenges that demand an increasing pace, volume, and complexity of organizational changes. Most organizations, whether they are entrepreneurial start-ups or long-established Fortune 500 firms, find that they must change or wither. This course is geared toward deepening students' understanding of the challenges, techniques, and burdens associated with initiating and implementing major change in an organization. The objective is to prepare managers, or their consultants and advisers, to meet the challenges of organizational change successfully. As such, the course is especially useful for students who plan careers in management consulting, general management (whether in line or staff positions), and entrepreneurship or corporate venturing.

Schedule for MGMT-GB.2353
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	T 7:00 pm - 9:00 pm	02/03-05/05	Lechner,A	Online; This class will have additional asynchronous work each week.	2051

Equivalencies:

MGMT-GB.2253 Managing Change

MGMT-GB.2153 Managing Change

Specializations:

Healthcare

Leadership and Change Management

Management

Strategy

MGMT-GB.2370Strategic Design (3)

Course Description:

This course develops student skills at diagnosing organizations and developing prescriptions to improve their effectiveness. It is appropriate for those interested in organizational performance from a managerial or external perspective, e.g. management consultants, investment bankers, and financial analysts. It examines organizations' attempts to adapt as open systems in a competitive environment. We consider the major factors influencing organization design, e.g. strategy, environment, and technology. Then we analyze the major internal processes affecting organizational performance, e.g. control systems, politics, and conflict. Next, we probe how organizations can improve their ability to adapt in increasingly dynamic environments. The course includes domestic and international examples. The main learning methods are case analyses and a study of the organizations of the central competitors in an industry or industries that the class chooses. Particular emphasis is placed on organizational-level problems facing senior management.

Schedule for MGMT-GB.2370
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
S1	Online	Sa 10:00 am - 12:00 pm	02/07-05/02	R.,K	Saturdays	2030

Pre/Corequisite:

Co-req: Full-time MBA & (COR1-GB.2103 & 2104).
Prereq: Focused MBA & COR1-GB 2101.
Prereq: Part-time MBA & COR1-GB 2103 & COR1-GB 2104 and (COR1-GB 1302 or CORE-GP 1020).
Not open to students with more than 24 MGMT-GB units.

Equivalencies:

MGMT-GB.2170 Strategic Design

Specializations:

Leadership and Change Management

Management

Strategy

MGMT-GB.3155Technology Innovation Strategy (1.5)

Course Description:

The purpose of this course is to expose you to the dynamics of industries driven by technological innovation and to train you to think strategically about technological innovation. In this course we will tackle such questions as: How and why are dominant standards chosen in winner-take-all industries. How do firms choose among multiple attractive innovation projects? How do firms decide whether to go it alone or collaborate and how do firms develop an effective collaboration strategy? How do firms make the difficult choice between protecting their technologies with patents or copyrights versus rapidly disseminating them to build installed base and complementary goods? The course will be lecture, case, and discussion based. Like the industries we will study, the course will be fast-paced challenging and exciting.

Schedule for MGMT-GB.3155
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W1	Online	--Alternate Schedule-- MW 7:00 pm - 9:00 pm (O) Sa 11:00 am - 4:00 pm (O) Sa 11:00 am - 1:00 pm (O)	01/21-01/28 01/24-01/24 01/31-01/31	Schilling,M	Online; This class will have additional asynchronous work each week.	2056
W2	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/06-01/15 01/11-01/11	Prescott,B	Online; This class will have additional asynchronous work each week.	2531

Pre/Corequisite:

MGMT-GB Departmental Max and Non-Stern

Equivalencies:

MGMT-GB.3255 Tech Innovation Strategy

Specializations:

Brand Management

Entertainment, Media & Technology

Entrepreneurship and Innovation

Management

Management of Technology & Operations

Strategy

Tech Product Management

MGMT-GB.3366Power and Politics in Organizations (3)

Course Description:

This course considers the way political processes and power structures influence decisions and choices made within and by organizations. It analyzes the sources, distribution, and use of influence in relation to resource allocation, organizational change and performance management succession, procedural justice, policy formulation, and social movements within organizations. It develops skills in diagnosing and using power and politics in organizational settings. A basic assumption underlying the course is that managers need well-developed skills in acquiring and exercising power to be effective. The course is designed to (1) improve students' capacity to diagnose organizational issues in terms of their political dimensions and (2) enhance their effectiveness in their jobs and careers as a result of that improved capacity.

Schedule for MGMT-GB.3366
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W1	Online	--Alternate Schedule-- TWR 7:00 pm - 9:00 pm (O) Sa 11:00 am - 4:00 pm (O) Su 11:00 am - 1:00 pm (O)	01/20-01/29 01/24-01/31 01/25-02/01	Magee,J	Online; This class will have additional asynchronous work each week.	2847

Pre/Corequisite:

Co-requisites: Full-time MBA & COR1-GB 1302 or COR1-GB.1102.
Co-requisites: Focused MBA & COR1-GB 1102.
Co-requisites: Part-time MBA & COR1-GB 1302 or CORE-GP 1020.
Not open to students with more than 24 MGMT-GB units.

Equivalencies:

MGMT-GB.3165 Power and Professional Influen

Specializations:

Leadership and Change Management

Management

Tech Product Management

Marketing

MKTG-GB.2119Entertainment and Media Industries (1.5)

Course Description:

This course serves as a foundation for those interested in Stern's Entertainment, Media, and Technology (EMT) program. Students who intend to have a specialization in EMT are required to take this course. It provides a framework for understanding the key marketing, economic, and strategic issues facing organizations in the entertainment industry. Covers key sectors of the entertainment industry focusing on film, television, home video, cable, music, publishing, sports, and new media. The course utilizes lectures and case studies.

Schedule for MKTG-GB.2119
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	W 7:00 pm - 9:00 pm	02/04-03/11	Hardart,P	Online; This class will have additional asynchronous work each week.	2096

Pre/Corequisite:

Prerequisites: Full-time MBA. Co-requisite: COR1-GB 2310.
Prerequisites: Focused MBA. Co-requisite: COR1-GB 2110.
Prerequisites: Part-time MBA and COR1-GB 2310.
Not open to students with more than 24 MKTG-GB units.

Equivalencies:

ECON-GB.2119 Entertainment and Media: Marke

MKTG-GB.2341 EMT: Inst, Econ & Strat

MKTG-GB.2219 Entertainment & Media Industri

Specializations:

Entertainment, Media & Technology

Marketing

Strategy

MKTG-GB.2175Omni-Channel Marketing (1.5)

Course Description:

In today's digital-centric world, it is crucial that brands learn how to adapt and adjust quickly while staying true to their core DNA. With new channels for reaching and engaging consumers shifting as rapidly as consumer expectations, brands have the ability to launch products, reach new audiences, and build awareness with unprecedented speed and efficiency. This has resulted in a shift in the retail landscape. This course will expose you to real- world examples, strategies, and behind the scenes on how retailers are creating a meaningful path to executing the right experience, at the right time, for the right customer. In particular, the course will help you define and understand what omni channel means for today's retailers and the challenges they face in developing a winning strategy.

Schedule for MKTG-GB.2175
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W1	Online	--Alternate Schedule-- TR 7:00 pm - 9:00 pm (O) Su 11:00 am - 4:00 pm (O)	01/20-01/29 01/25-01/25	Shanley,L	Online; This class will have additional asynchronous work each week.	2126

Equivalencies:

MKTG-GB.2375 Omni-Channel Marketing

INTA-GB.3311 NYC Immersion: L&R

Specializations:

Marketing

MKTG-GB.2191Tech Product Management (1.5)

Course Description:

This course is designed to provide you with a framework for understanding product management for technology products within a range of organizations large and small. The course covers tangible tools, techniques best practices, and real world simulation of what a product manager faces in trying to deliver against product, company, and user objectives.

Schedule for MKTG-GB.2191
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	R 7:00 pm - 9:00 pm	02/05-03/12	Breen,A	Online; This class will have additional asynchronous work each week.	2099

Specializations:

Brand Management

Entertainment, Media & Technology

Management

Management of Technology & Operations

Marketing

Tech Product Management

MKTG-GB.2353Pricing (3)

Course Description:

Pricing is one of the most important but least understood marketing decisions. This course is designed to equip participants with the framework's techniques and latest thinking on assessing and formulating pricing strategies. We will learn the process of making pricing decisions and explore innovative approaches for setting prices. The emphasis of the course is on ways in which you can help firms in diverse industries to improve their pricing. The topics of discussion include pricing of durable goods, pricing of consumer package goods, pricing of service, pricing of informational goods, new product pricing, price promotions, behavior based pricing, price bundling, nonlinear pricing, targeted pricing through a distribution channel, dynamic pricing, etc. Course work consists of in class discussion case studies and teamwork. Upon successful completion of this course you will a) gain a solid understanding of pricing practices across different industries b) learn state of the art frameworks for analyzing pricing issues and c) master the essential techniques for making profitable pricing decisions with strategic thinking.

Schedule for MKTG-GB.2353
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	W 7:00 pm - 9:00 pm	02/04-04/29	Ishihara,M	Online; This class will have additional asynchronous work each week.	2108

Equivalencies:

MKTG-GB.2152 Promotions

MKTG-GB.2352 Pricing and Promotion in the M

MKTG-GB.2153 Pricing

MKTG-GB.2253 Pricing

Specializations:

Brand Management

Luxury Marketing

Marketing

Supply Chain Management & Global Sourcing

Tech Product Management

MKTG-GB.2365Brand Strategy (3)

Course Description:

Brand planners/strategists face many challenges including how to: 1. Create a comprehensive brand architecture that will provide strategic direction; 2. Generate motivating brand identities and value propositions for the key brands; 3. Develop brand-building programs; and 4. Leverage new technologies. The goal of this course is to provide concepts models methods and role models that will help address these challenges.

Schedule for MKTG-GB.2365
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
S1	Online	Sa 10:00 am - 12:00 pm	02/07-05/02	Eberhardt,J	Saturdays; Online; This class will have additional asynchronous work each week.	2111

Equivalencies:

MKTG-GB.2165 Brand Strategy

MKTG-GB.2266 Brand Strategy

Specializations:

Brand Management

Luxury Marketing

Marketing

MKTG-GB.3150Marketing Planning & Strategy (1.5)

Course Description:

Approximately 95 percent of a brand manager's responsibilities involve the development execution, evaluation, and refinement of marketing plans. In this tremendously practical semester-long course, developed based on best practices at top marketing companies, students are guided through the entire marketing plan process. Teams then apply the learning to create comprehensive plans for "real" brands at "real" companies in the industry of their choice. The course covers the ins and outs of brand positioning, marketing plan, budget setting, pricing strategy development, and volume forecasting. Media plans and ads are created as well as consumer promotion, trade promotion, direct marketing, Internet marketing and viral/buzz marketing plans.

Schedule for MKTG-GB.3150
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W1	Online	--Alternate Schedule-- MW 7:00 pm - 9:00 pm (O) Sa 11:00 am - 4:00 pm (O) Sa 11:00 am - 1:00 pm (O)	01/21-01/28 01/24-01/24 01/31-01/31	Krentzman,S	Online; This class will have additional asynchronous work each week.	2118

Equivalencies:

MKTG-GB.2350 Marketing Planning & Strategy

MKTG-GB.3250 Marketing, Planning & Strategy

Specializations:

Brand Management

Luxury Marketing

Marketing

Professional Responsibility

COR2-GB.3101Professional Responsibility (1.5)

Course Description:

This course is designed to inspire you with a positive vision of what business can be, a realistic vision of what it often is, and a roadmap for how to navigate through the hazards and opportunities you will face in your career. Specifically: 1) You will learn about the types of traps that lure business professionals into ethical lapses and criminal behaviors. 2) You will learn enough moral psychology to understand how well-intentioned professionals can get lured into such traps. 3) You will learn conceptual frameworks that help you to navigate ethical gray zones with more confidence and better results. 4) You will learn what characterizes companies with positive ethical values, and why you are better off working for them, or creating them. 5) You may, if you choose, commit yourself to a standard of professional conduct that will help to make your work more fulfilling and honorable.

Schedule for COR2-GB.3101
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W1	Online	--Alternate Schedule-- TR 6:00 pm - 9:00 pm (O) Su 9:00 am - 4:00 pm (O)	01/20-01/29 01/25-01/25	Patterson,M	Online; This class will have additional asynchronous work each week.	1964
W3	Online	--Alternate Schedule-- MW 6:00 pm - 9:00 pm (O) Sa 9:00 am - 4:00 pm (O)	01/05-01/14 01/10-01/10	Buchanan,B	Online; This class will have additional asynchronous work each week.	1969
W4	Online	--Alternate Schedule-- TR 6:00 pm - 9:00 pm (O) Su 9:00 am - 4:00 pm (O)	01/06-01/15 01/11-01/11	Mullins,V	Online; This class will have additional asynchronous work each week.	1970
W5	Online	--Alternate Schedule-- TR 6:00 pm - 9:00 pm (O) Su 9:00 am - 4:00 pm (O)	01/20-01/29 01/25-01/25	Taylor,A	Online; This class will have additional asynchronous work each week.	1966
W6	Online	--Alternate Schedule-- TR 6:00 pm - 9:00 pm (O) Su 9:00 am - 4:00 pm (O)	01/20-01/29 01/25-01/25		Online; This class will have additional asynchronous work each week.	1973
W8	Online	--Alternate Schedule-- MW 6:00 pm - 9:00 pm (O) Sa 9:00 am - 4:00 pm (O)	01/05-01/14 01/10-01/10	Fraser,G	Online; This class will have additional asynchronous work each week.	1968

Equivalencies:

BSPA-GB.3301 Ethical and Legal Challenges o

COR2-GB.3111 Prof & Corp Social Resp

COR2-GB.3151 Professional Responsibility

Technology

TECH-GB.2147Databases for Business Analytics (1.5)

Course Description:

Databases are ubiquitous in all businesses and hold significant information about the business. Every data analysis and report typically starts with an SQL query, as SQL is the lingua franca of all database systems. Therefore, SQL is necessary for anyone who needs to analyze data as part of their job. Many tech companies consider the knowledge of SQL a prerequisite for all their analysts and managers. This database class is designed for absolute beginners and teaches students how databases are structured and how to write SQL queries that retrieve data from a database. The class is heavily hands-on, focusing on developing the necessary skills for writing SQL queries. We will cover the following topics: Basics of Entity-Relationship model, and the connection to databases USE, DESCRIBE queries, to understand the structure of a database Selection queries: *, column, column AS, DISTINCT, ORDER BY, LIMIT Filtering data using "where": Boolean conditions, IN, BETWEEN, LIKE Join queries: Inner and Outer joins, self-joins Aggregation queries: GROUP BY, SUM, AVG, MAX, MIN, etc Subqueries Window queries (if time allows) After this course, students will be able to navigate relational databases, issue queries against databases in an organization, and generate data that can be used for analyses and reports. This course is the first half of the traditional 3cr. version of Dealing with Data (TECH-GB 2346). Students who took TECH-GB 2346 should not take this course.

Schedule for TECH-GB.2147
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
W1	Online	MWF 7:00 pm - 9:00 pm	01/05-01/16	Ipeirotis,P	Online; This class will have additional asynchronous work each week.	2154

Pre/Corequisite:

TECH-GB Departmental Max and Non-Stern

Equivalencies:

TECH-GB.2346 Dealing With Data

TECH-GB.2146 Databases for Business Analy

Specializations:

Business Analytics

FinTech

Financial Systems & Analytics

Management of Technology & Operations

Tech Product Management

TECH-GB.2318Digital Strategy (3)

Course Description:

The course explores the role of information technology IT in corporate strategy with specific attention paid to the Internet Different Internet business models are identified and are used to explain competitive practices Cases and lectures illustrate how technology is used to gain and sustain a competitive advantage The course also describes different Internet technology infrastructures and identifies issues in managing a firm's technology as a strategic asset

Schedule for TECH-GB.2318
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
30	Online	M 7:00 pm - 9:00 pm	02/02-05/04		Online; This class will have additional asynchronous work each week.	2203

Pre/Corequisite:

TECH-GB Departmental Max and Non-Stern

Equivalencies:

MGMT-GB.3332 Info Tech & Strat Mgmt

TECH-GB.2218 Digital Strategy

Specializations:

Digital Marketing

Entertainment, Media & Technology

FinTech

Management of Technology & Operations

Strategy

Supply Chain Management & Global Sourcing

Tech Product Management

TECH-GB.3336Data Science for Business: Managerial (3)

Course Description:

Businesses, governments, and individuals create massive collections of data as a by-product of their activity. Increasingly data is analyzed systematically to improve decision-making. In many cases automating analytical processes is necessary because of the volume of data and the speed with which data are generated. We will examine how data analytics technologies are used to improve decision-making. We will study the fundamental principles and techniques of mining data and we will examine real-world examples and cases to place data-mining techniques in context to improve your data-analytic thinking and to illustrate that proper application is as much an art as it is a science. In addition we will work hands on with data mining software. After taking this course you should: Approach business problems data analytically; Think carefully & systematically about whether & how data can improve business performance to make better-informed decisions; Be able to interact competently on business analytics topics; Know the fundamental principles of data science that are the basis for analytics processes algorithms & systems; Understand these well enough to work on data science projects and interact with everyone involved; Envision new opportunities; Have had hands-on experience mining data; Be prepared to follow up on ideas or opportunities that present themselves by performing pilot studies.

Schedule for TECH-GB.3336
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
S1	Online	Sa 2:00 pm - 4:00 pm	02/07-05/02	Reisz,C	Saturdays; Online; This class will have additional asynchronous work each week.	2162

Pre/Corequisite:

TECH-GB Departmental Max and Non-Stern

Equivalencies:

TECH-GB.2336 Data Science for Business: Tec

TECH-GB.3166 Data Science for Business: Man

Specializations:

Brand Management

Business Analytics

Digital Marketing

FinTech

Financial Systems & Analytics

Healthcare

Management of Technology & Operations

Marketing

Supply Chain Management & Global Sourcing

Tech Product Management