NYU Stern | Course Schedule

Fall 2026 Course Listing (ALL - 2nd Half and Alternate Schedule Classes)

PRELIMINARY

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

= Closed/Waitlisted
= Cancelled

Accounting, Taxation and Business Law

ACCT-GB.2111Financial Reporting and Disclosure Part 1 (1.5)

Course Description:

This course uses tools learned in Financial Accounting and Reporting such as ratio and accounting analysis to discuss in-depth financial reporting principles emphasizing the link between the reporting principles and the financial statements. Students learn how management uses financial reporting decisions to influence reported income and asset and liability values, and they gain the tools necessary to analyze the impacts of alternative reporting decisions on financial statements. It is ideal for students who wish to pursue careers in investment banking investment management and consulting as well as public accounting. In addition to being a required course for the CPA track, it is a highly recommended course for students in finance economics marketing and information systems.

Schedule for ACCT-GB.2111
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
M1	In-Person	MW 12:00 pm - 1:20 pm	11/02-12/14	Zarowin,P	MS in Accounting	3153
M2	In-Person	MW 1:30 pm - 2:50 pm	11/02-12/14	Zarowin,P	MS in Accounting	3154

Equivalencies:

ACCT-GB.2302 Financial Reporting and Disclo

Specializations:

Accounting

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
10	In-Person	T 6:00 pm - 9:00 pm	10/27-12/08	Haidt,J		3519

Pre/Corequisite:

BSPA-GB Departmental Max and Non-Stern

Specializations:

Sustainable Business and Innovation

Core Courses

COR1-GB.1102Leadership (1.5)

Course Description:

In short, Leadership provides frameworks to ANALYZE behavior in organizations and tools and opportunities (and reasons) to ACT on what you learn. A student's ability to analyze organizations, and willingness to skillfully act within them, help answer a number of questions: Why do some talented MBAs succeed, while others, equally talented, flounder? Why do some people in leadership positions prove effective, while others do not? Why do some people become leaders and others do not? Why do some organizations thrive while others get in their own way? LiO tackles these questions. This course will help you recognize the key factors that contribute to organizational success, and the role you can play in helping yourself and your organizations be successful. You will develop skills to effectively analyze and navigate your current and future organizational lives, using your past, current, and potential work experiences as key learning material. The course is based on the premise that, regardless of your position within an organization, leadership opportunities and challenges present themselves every day and that it is to your advantage to recognize and make the most of these opportunities. You have to ACT in order to learn and grow, and this class and your time as an MBA student is the opportunity to do that â leaders are not made by passive observation! It is also based on the premise that effective leadership requires an in-depth understanding of both yourself and how organizations work, and an in-depth understanding of how to work with and through other people. By the end of the course, I expect that you will be more knowledgeable about how organizations work (or don't work), and will be more conscious of others, yourself, and the impact of your own (in)actions.

Schedule for COR1-GB.1102
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
01	In-Person	MTWR 9:00 am - 11:50 am	08/17-08/25	Chugh,D	Block 1	2744
02	In-Person	MTWR 9:00 am - 11:50 am	08/17-08/25	Magee,J	Block 2	2745
03	In-Person	MTWR 9:00 am - 11:50 am	08/17-08/25	North,M	Block 3	2746
04	In-Person	MTWR 1:30 pm - 4:20 pm	08/17-08/25	Chugh,D	Block 4	2747
05	In-Person	MTWR 1:30 pm - 4:20 pm	08/17-08/25	North,M	Block 5	2748
06	In-Person	MTWR 1:30 pm - 4:20 pm	08/17-08/25	Magee,J	Block 6	2749

Equivalencies:

COR1-GB.1302 Leadership in Organizations

COR1-GB.1202 Leadership in Organizations

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
10	In-Person	M 6:00 pm - 9:00 pm	11/02-12/07	Andrzejewski,S		2870

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.2112Economics and Management of the Pharmaceutical (1.5)

Course Description:

This course offers the student an overview of the management economics and policy issues that drive and challenge the pharmaceutical and biotechnology industries Included also in the biotechnology heading will be the multidisciplinary medical device industry. The focus of this course is to give the student insight into these important health care industries and their business transformation in an environment of health care reform. The objectives of the course will include an understanding of the cost structure of these important market sectors a focus on the management and economics of the powerful RD process and its relationship to an ever changing technological environment and innovation dominance the explosive growth of the biologic and genomics markets and the interconnectivity of the pharmaceutical and biotechnology industries. Discussion will also include the role of government regulation on these industries. The course will highlight the role of these industries in a global marketplace.

Schedule for ECON-GB.2112
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
S1	In-Person	FSaSu 9:00 am - 4:00 pm	10/02-10/04			2874

Pre/Corequisite:

ECON-GB Departmental Max and Non-Stern

Specializations:

Economics

Healthcare

Strategy

Finance

FINC-GB.3125M&A: Investment Banker Perspectives (1.5)

Course Description:

The course is taught entirely by the case method and requires active participation by all of the students in each class It is designed to give students a strong ability to understand the key factors that determine the equity value and competitive prospects for most types of media and entertainment companies as well as the multinational integrated giants that have emerged after 20 years of consolidation The case will draw heavily on publicly available materials and recent case studies of success and spectacular failure

Schedule for FINC-GB.3125
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
01	In-Person	TR 3:00 pm - 4:20 pm	10/22-12/08	Ashany,E		3201

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.

Specializations:

Entertainment, Media & Technology

Finance

Quantitative Finance

Strategy

FINC-GB.3126Financial Analysis in Telecom, Media & Technology (1.5)

Course Description:

This course is designed for students who intend to pursue careers across the investment banking industry as well as those exploring careers in corporate strategy and management. Areas covered include equity and debt analysis, mergers and acquisitions, and corporate strategy. While the core of the course is corporate finance, the issues encompass strategy, marketing, and economics aspects. Students will learn the unique characteristics of telecom, media and technology companies/industries while building on fundamental analytical skills by examining a series of landmark and potential corporate transactions in telecom, media & technology industries to understand how TMT companies respond to secular changes and transform their business models in the midst of evolving ecosystems. Cases discussed/analyzed include: CBS vs. Viacom; NFL's Digital Media Initiatives; AT&T, DirecTV and Time Warner; Tesla; Alphabet vs. Apple; Amazon Web Services, Twitch, Waymo and Instagram.

Schedule for FINC-GB.3126
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
10	In-Person	T 6:00 pm - 9:00 pm	10/27-12/08	Cha,T		3202

Specializations:

Corporate Finance

Entertainment, Media & Technology

Finance

Quantitative Finance

Strategy

FINC-GB.3361Entrepreneurial Finance (3)

Course Description:

This course identifies and follows the wealth creation cycle that begins with company startups, passes through successive stages of various kinds of private equity financing, and ends with the harvesting of the created wealth through a sale or merger or initial public offering. Emphasis is placed on how entrepreneurial firms adapt financing and financial contracts to the information asymmetry problems the high degree of uncertainty and the conflicts of interest associated with startups.

Equivalencies:

FINC-GB.3373 New Venture Financing

FINC-GB.3173 Venture Capital Financing

Specializations:

Banking

Corporate Finance

Entrepreneurship and Innovation

Finance

Quantitative Finance

Inter-Area

INTA-GB.3130Leadership Fellows (1.5)

Course Description:

Becoming a better leader is not a passive process. Adults learn far more through experience -- through acting and reflecting -- than they learn from the advice of others. As such, the Leadership Fellows curriculum is heavily focused on practice. Fellows will practice working through difficult workplace scenarios with professional role players, be given the opportunity to reflect on their behavior, and provide / receive feedback from their cohort members. Further, they will be afforded the opportunity to test their learning by repeating the experience. The purpose of this practice is to position students as leaders within their organizations after Stern. By practicing and experiencing the emotions and rushing thoughts that arise under pressure, students will rise to the occasion, carry themselves with greater confidence and purpose, and be seen as people who are seasoned beyond their years.

Schedule for INTA-GB.3130
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
10	In-Person		10/28-12/09		This 1.5-credit course is an intensive version of the year-long Leadership Fellows Program, offering an immersive experience. It meets weekly on Wednesdays and includes two full-day Friday sessions. Due to the overlapping content (including actors and gro	3076

Pre/Corequisite:

INTA-GB Departmental Max and Non-Stern

Equivalencies:

INTA-GB.3331 Leadership Fellows

Specializations:

Leadership and Change Management

Management

Management Communication

MCOM-GB.2105Strategic Communication (1.5)

Course Description:

This course supports your success as an effective communicator, innovator and business leader in an age that demands immediacy, authenticity, and transparency. Translating your ideas into successful initiatives requires a communication discipline with the capacity to connect with multiple audiences from diverse cultural, intellectual and professional backgrounds. Strategic Communication (formerly Business Communication) introduces the basics of communication strategy and persuasion: audience analysis, communicator credibility, and message construction and delivery. Written and oral presentation assignments derive from cases that focus on communication strategy. Students receive significant feedback and coaching to improve presentation and writing effectiveness. Students will also examine aligning an organization's message with its business strategy and stakeholder expectations to achieve and maintain a strong reputation.

Schedule for MCOM-GB.2105
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
S2	In-Person	Su 9:00 am - 4:00 pm	11/22-12/13		Continuing Students	3119

Pre/Corequisite:

MCOM-GB Departmental Max and Non-Stern

Equivalencies:

COR1-GB.2105 Communication

MCOM-GB.2100 Management Communication

MCOM-GB.2136 Strategic Communication

MCOM-GB.2108 Strategic 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
10	In-Person	M 6:00 pm - 9:00 pm	11/02-12/07			3090

Pre/Corequisite:

MCOM-GB Departmental Max and Non-Stern

Specializations:

Leadership and Change Management

Management

MCOM-GB.2108Strategic Communication (1.5)

Course Description:

This course introduces the basics of communication strategy and persuasion: audience analysis, communicator credibility, message construction and delivery. It provides opportunities for you to improve your business speaking and writing skills, in person and online. You will deliver individual and team presentations, and will receive feedback to improve your communication effectiveness. Team presentations will be based on a case that you choose from a list of companies currently working to improve its reputation. For the final project, your challenge will be to craft a presentation with your team that persuades the audience to accept your strategic recommendation. This highly interactive course will help you become a more dynamic, persuasive communicator. Overall, you will learn how to: - Develop and apply a communication strategy when you speak or write in a professional setting - Improve your current business writing and presentation skills - Build teamwork skills and engage in team activities and projects - Adapt your communication strategy to an online environment so you can develop a strong human connection with your audience and keep them engaged

Schedule for MCOM-GB.2108
Section	Instr Mode	Meeting Times	Dates	Notes	Class Nbr
01	In-Person	W 9:00 am - 11:50 am	10/28-12/09	Block 1	3132
02	In-Person	W 9:00 am - 11:50 am	10/28-12/09	Block 2	3133
03	In-Person	M 9:00 am - 11:50 am	11/09-12/14	Block 3	3134
04	In-Person	W 1:30 pm - 4:20 pm	10/28-12/09	Block 4	3135
05	In-Person	W 1:30 pm - 4:20 pm	10/28-12/09	Block 5	3136
06	In-Person	M 1:30 pm - 4:20 pm	11/09-12/14	Block 6	3137

Equivalencies:

COR1-GB.2105 Communication

MCOM-GB.2100 Management Communication

MCOM-GB.2105 Strategic Communication

MCOM-GB.2136 Strategic Communication

MCOM-GB.2129Engage Your Audience (1.5)

Course Description:

Engage Your Audience: In-Person and Online COURSE OVERVIEW Successful business presentations whether in-person or online are based on effective communication strategy. This course is designed for students who want to become more dynamic and engaging presenters in-person and on virtual meeting platforms. Three sessions will be held on-site at Stern and three sessions will be held virtually. Practice exercises will focus on planning effective strategy; refining visual vocal and verbal delivery to strengthen your in-person and online presence; structuring and designing content; and handling questions from both internal and external audiences. During this course you will prepare and deliver in-person and recorded online individual presentations as well as in-person and live online team presentations. Students will benefit from individual feedback and coaching.

Schedule for MCOM-GB.2129
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
01	In-Person	M 1:30 pm - 4:20 pm	11/09-12/14			3096

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
10	In-Person	T 6:00 pm - 9:00 pm	10/27-12/08			3091

Pre/Corequisite:

MCOM-GB Departmental Max and Non-Stern

Specializations:

Leadership and Change Management

Management

Management and Organizational Behavior

MGMT-GB.2107Becoming You: Crafting Your Authentic Career (1.5)

Course Description:

The objective of this class is to guide students through the complex, exhilarating, and sometimes surprising journey of discovering the right career for them, one rich with opportunity, meaning, and impact. "Becoming You" grows out of the premise that the happiest, most fulfilling lives are those lived in your "Area of Destiny," the intersection of your best and most unique skills, your deepest and most authentic values, and the economy's most rewarding spaces. On many levels, the Area of Destiny construct is intuitive â of course you should be doing what you're good at, what you love, and what the world needs. But what's less intuitive is how often smart, ambitious, and often enlightened people end up with lives and careers that are less deliberate and joyful, and more accidental and stressful, than they'd ever wanted. With readings from memoirs that are as illuminating as they are brutally honest (Tina Fey, Steve Wozniak, and Phil Knight), spell-binding documentaries about trailblazers such as Dr. Dre and Iris Apfel (to name a few), as well as classical works about identity by great philosophers and social scientists, "Becoming You" will explore career journeys that are provocative â and instructive. But the career journey at the center of this class is yours. Where have you been and how has it shaped you? What are you dying to leave behind, and what is ahead that scares you? What is your unedited dream of a life? What are your non-negotiables around lifestyle? Do you have what it takes to be an entrepreneur? And what about moneyâ¦really? Analytic tools, assessment surveys, and exercises will be employed in each student's personal exploration process, along with team activities, writing assignments, and guest speakers from careers paths both conventional and unorthodox. The course will conclude with a capstone project in which each student will identify their own "Area of Destiny," either newly discovered or confirmed, and the roadmap to it, now and in the future. Non-refundable course fee of approximately $225 charged to student bursar accounts after the drop/add deadline to cover the cost of mandatory assessments.

Schedule for MGMT-GB.2107
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
10	In-Person	T 6:00 pm - 9:00 pm	10/27-12/08	Welch,S		3056

Pre/Corequisite:

MGMT-GB Departmental Max and Non-Stern

Equivalencies:

MGMT-GB.2207 Becoming You: Crafting the Aut

MGMT-GB.2307 Becoming You: Authentic Life

Specializations:

Leadership and Change Management

Management

MGMT-GB.2151Teaming: the Art and Science of Collaboration (1.5)

Course Description:

This course is aimed at improving student ability to develop and manage high performing teams through effective design and development Topics include characteristics of high performing teams managing team composition monitoring stages of team growth developing strategies for effective group decision making developing a team focused organizational culture managing cross boundary collaboration managing cooperation and conflict within and across teams team leadership and evaluating and rewarding team performance It also addresses how organizations can foster innovation strategic decision making and cross functional synergies through the use of teams It emphasizes both theory and application skill building using a variety of teaching methods.

Schedule for MGMT-GB.2151
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
01	In-Person	W 1:30 pm - 4:20 pm	10/28-12/09	Kern,M		3460

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.

Specializations:

Leadership and Change Management

Management

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
03	In-Person	M 1:30 pm - 4:20 pm	11/09-12/14	Blader,S		3039
04	In-Person	M 9:00 am - 11:50 am	11/09-12/14	Blader,S		3050

Pre/Corequisite:

MGMT-GB Departmental Max and Non-Stern

Equivalencies:

MGMT-GB.2259 Collaboratn, Conflct & Negtn

Specializations:

Leadership and Change Management

Management

MGMT-GB.2161Negotiating Complex Transactions With Executives and Lawyers (1.5)

Course Description:

In this innovative and practical course students from the Law school and the Business school come together at Stern to learn what it takes to negotiate major transactions Most key corporate deals such as mergers financing international joint ventures and settlements are legal business problems So it crucial for lawyers and business people to know how to work well together and how to design wise agreements To develop these skills students negotiate a variety of simulated transactions and conflicts They take one deal from concept to term sheet to contract and then see its effects months later They grapple with whether to sue or settle They even trade roles at least once They also examine real agreements perhaps meeting and questioning guest speakers who actually negotiated them They also discover ways to design better transactions with the help of economics and other important theoretical tools Through their continuing work together they overcome their natural feelings of professional culture shock and learn how to work as a team to create sound agreements as their future employers expect them to do. A basic course on negotiation such as Collaboration Conflict Negotiation MGMT-GB.2159 or Lawyering LAW-LW 10687 is a prerequisite for the course; there is no prerequisite for LLMs. The course is different from Stern's Advanced Topics in Negotiation which focuses mainly on negotiating in organizations. (While the course will end December 20, no final and assignments are scheduled, which gives law students time to prepare for other final exams.)

Schedule for MGMT-GB.2161
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
10	In-Person	R 6:00 pm - 9:00 pm	10/29-12/10	Freeman,S		3028

Pre/Corequisite:

Prerequisites: Full-time MBA & ( (MGMT-GB 2159 or LAW-LW 10687).
Prerequisites: Part-time MBA & (MGMT-GB 2159 or LAW-LW 10687 or PADM-GP 4101).
Not open to students with more than 24 MGMT-GB units.

Specializations:

Entrepreneurship and Innovation

Law & Business

Leadership and Change Management

Management

MGMT-GB.2164Advanced Topics in Negotiation: Corporate Deals, Decisions, and Diplomacy (1.5)

Course Description:

How do you negotiate with many parties? With Godzilla? With other organizations? High stakes? Multiple issues? How do you build a consensus everyone's committed to? How do you act as an agent with constituents and mandates? Deal with talks in the public eye? In short, how do you negotiate corporate life, where things are more challenging than simple one-on-one transactions? In this hands-on, practical continuation of Collaboration, Conflict & Negotiation (CCN), students do a series of increasingly difficult negotiation simulations that help them gain new tools and principles for dealing with the harder talks that happen in corporate life. Students learn to handle multi-party talks, ready for talks with a host of issues using a 'playcard' that gives them 'glance and go' guidance, and deal with highly intimidating counterparts, in part by learning to 'war game.' They also learn to resolve conflicts well even when they have too much responsibility and not enough authority, handle the complex diplomatic challenges of talks between groups and firms, and more. In a capstone simulation, students handle a complex, high-stakes, high-stress, deal on video and then, like athletes, review the tape to discover hidden weaknesses and strengths. CCN is the only pre-requisite. The course complements other Advanced Topics in Negotiation courses and Negotiating Complex Transactions with Executives & Lawyers, which can be taken concurrently or in any order.

Schedule for MGMT-GB.2164
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
01	In-Person	T 9:00 am - 11:50 am	10/27-12/08	Freeman,S		3041

Pre/Corequisite:

Prerequisites: Full-time MBA and MGMT-GB 2159.
Prerequisites: Part-time MBA and (MGMT-GB 2159 or PADM-GP 4101).
Not open to students with more than 24 MGMT-GB units.

Specializations:

Law & Business

Leadership and Change Management

Management

MGMT-GB.3151Managerial Decision Making (1.5)

Course Description:

This course attempts to help you become a better decision maker When asked about their ability to make decisions previous students expresses concerns and several said they lacked self confidence in making decisions Others indicated that the process of making decisions may be painful especially if one has to make an important decision This may stem from the deliberation process one goes through that may be stressful Yet others added that at times they second guess their decisions and some acknowledged that they suffer from regret when a decision they have made led to an undesired outcome A few mentioned that having gone through such a process made them indecisive and unclear about how to go about making decisions The above concerns are described with regard to personal as well as business decisions Making decisions at work may be easier when one can solicit the help from colleagues but at the same time the consequences may loom even larger when making decisions at work This course takes a systematic approach to improve your decision making skills Requirements include several exercises knowledge of statistics is required but the course is not about quantitative calculation of alternatives but about the processes underlying the making of decisions.

Schedule for MGMT-GB.3151
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
S1	In-Person	Su 9:00 am - 4:00 pm	11/08-11/22	Shapira,Z	Sundays	3033

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.

Specializations:

Leadership and Change Management

Management

Management of Technology & Operations

MGMT-GB.3159Leading in the Age of AI (1.5)

Course Description:

We're at a new age, an age where artificial intelligence is becoming the most influential General Purpose Technology, a technology that once arrived, is poised to morph all aspects of our lives, irreversibly. Artificial Intelligence (AI) rapidly moves into the mainstream, supported by emerging capabilities in cloud and quantum computing, big data, open source software, and ML algorithms to name a few key forces. AI is already demonstrating capabilities that generate greater efficiencies, precision, and personalization, and at times, greater creative output than humans. And with this growing capacity, there grow questions regarding the business value of AI, the societal implications of deploying this technology, and of course, new and intriguing ethical considerations. This course will introduce you to some of the major disruptive Artificial Intelligence developments, concepts, and considerations, and will address the future of work questions as we lead and evolve/sustain AI-enabled businesses.

Schedule for MGMT-GB.3159
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
10	In-Person	T 6:00 pm - 9:00 pm	10/27-12/08	Lechner,A		3062

Pre/Corequisite:

MGMT-GB Departmental Max and Non-Stern

Equivalencies:

MGMT-GB.3259 Leading in the Age of AI

Specializations:

Leadership and Change Management

Management

Management of Technology & Operations

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
11	Online	M 7:00 pm - 9:00 pm	11/02-12/07	Hardart,P		3276

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.2123Deal Making and Business Development in Media (1.5)

Course Description:

This course is designed to provide students with an understanding of the business development and deal-making process in the media space, using television content as the primary example for what goes into cutting a deal. The course explores the deal process from the perspective of the different players in media, focusing on how each player looks to maximize value. Students will learn the process of striking a deal, from business development, to the term sheet phase, to the negotiation process and the contractual agreements. The process will be evaluated in the context of the factors that play into reaching an agreement, such as exclusivity, windowing, multi-platform rights and timing. Students will learn about negotiations strategies for maximizing value in media, identifying common issues in the deal process and effective paths to resolution.

Schedule for MKTG-GB.2123
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
10	In-Person	M 6:00 pm - 9:00 pm	11/02-12/07	Walker,J		3170

Specializations:

Entertainment, Media & Technology

Marketing

MKTG-GB.2128Consultative Selling (1.5)

Course Description:

The goal of Consultative Selling is to provide students with the knowledge and skills that entrepreneurs - and nearly all other business executives - need to win customers and grow their business. We will use the consultative selling model to understand the process of selling discovery of and alignment with customer's needs, presentations of solutions, overcoming objections, and gaining agreement. Rather than pigeonholing selling as "something done by those sales types," we look at it as providing solutions to customer's problems. Selling is unique in that everyone does it. In business, we sell our products, proposals, IPOs, projects, budgets, and anything else that someone else has to approve. In life we buy cars and houses (buying and selling are two sides of the same coin), interview for jobs, propose marriage, and many other things that someone else has to say OK to. In short, selling is a fundamental life skill. The course is primarily an interactive discussion including debates, case discussions, and many small group "skills drills" to apply the concepts and methods. In addition to learning the aspects of contemporary selling as it applies to their chosen careers, students will also gain a better appreciation of this important - and often misunderstood - aspect of an organization. The course is focused on professional business-to-business (B2B) sales issues and sales management. We frequently draw on our own experiences as consumers (B2C) as a basis for developing perspectives, insights, and understanding of B2B sales themes.

Schedule for MKTG-GB.2128
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
10	In-Person	R 6:00 pm - 9:00 pm	10/29-12/10	Krawitz,J		3168

Specializations:

Brand Management

Luxury Marketing

Marketing

MKTG-GB.2133Digitalization and Society: The Fifth Industrial Revolution (1.5)

Course Description:

The course studies digitalization - or what is aptly described as an economic and industrial revolution - and the long term societal impact driven by AI related technology and entrepreneurship. We will examine how digitalization influences practically every industry and segment of society, unraveling conventional business and economic logic, resulting in broken (even if previously effectve) business models and societal dislocation. Using case studies involving, for example, the entertainment and media industries, IoT, Machine Learning applications, and Natural Language Processing, we will navigate not only an assessment of abstraction, but practical specifics. The course explores how a digitally interconnected world introduces advantages and efficiencies providing welcomed benefits, and whether these benefits deliver trade-offs, such as the commodification (and exploitation) of personal data giving rise to information oligopolies, socio-economic barriers, and fervent disagreement on the role of digital technology. We will assess the role of government regulation within this dynamic. Our course of study will not transform you into a technology specialist. Instead, the course aims to construct a working understanding of the possibilities created by digitalization's influence on tomorrow's markets, organizations and society.

Schedule for MKTG-GB.2133
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
01	In-Person	T 1:30 pm - 4:20 pm	10/27-12/08	Krushel,K		3175
10	In-Person	W 6:00 pm - 9:00 pm	10/28-12/09	Krushel,K		3186

Pre/Corequisite:

MKTG-GB Departmental Max or Non-Stern

Specializations:

Digital Marketing

Entertainment, Media & Technology

Marketing

Strategy

Tech Product Management

MKTG-GB.2193Tech Product Management II (1.5)

Course Description:

Technology is pervasive across virtually every industry. Tech is no longer a vertical and now requires workers to be well versed in how to develop, create and manage technology either as a business or a key element thereof. The modern approach to technology development and management arose out of entrepreneurial technology ventures which are now some of the largest companies in the world. Even at scale, those companies are still nimble and innovative -- let alone the next generation of them which are constantly emerging. This, plus the fact that technology is now in now important in every industry, has incumbents scrambling to be competitive. One way they are doing this is hiring people with technology experience. However, they are also re-organizing into product-customer centric iterative and experimental technology organizations. There has never been more competition for tech workers. In the 21st century organization -- learning from tech companies -- the key roles revolve around engineering (software & hardware), design, data science and product management. Of the four, the first three have advanced academic program but the last, product management, has no academic offering meaning workers must gain knowledge and experience on the job. The trap is that most PM jobs require experience. Those trying to break into a tech role as a PM cannot easily gain that. This course is designed to cover advanced topics and scenarios a product manager faces in the real world across a wide variety of product types, industries and organizational structures ranging from startups to large organizations. Building on the fundamentals covered in Tech Product Management (MKTG-GB.2191), this course advances on the tools, techniques, best practices and real world situations for what a product manager faces in trying to deliver against product, company and user objectives.

Schedule for MKTG-GB.2193
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
10	In-Person	R 6:00 pm - 9:00 pm	10/29-12/10	Breen,A		3174

Pre/Corequisite:

Prerequisites: MBA and MKTG-GB 2191
Not open to students with more than 24 MKTG-GB units.

Specializations:

Brand Management

Entertainment, Media & Technology

Management

Management of Technology & Operations

Marketing

Tech Product Management

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
A1	In-Person	FSaSu 9:00 am - 4:00 pm	09/18-09/20	Zolley,S		2814
A2	In-Person	FSaSu 9:00 am - 4:00 pm	09/25-09/27	Patterson,M		2821
A3	In-Person	FSaSu 9:00 am - 4:00 pm	10/23-10/25	Patterson,M		2811
A4	In-Person	FSaSu 9:00 am - 4:00 pm	11/06-11/08	Buchanan,B		2810
M1	In-Person	MW 4:30 pm - 5:50 pm	11/02-12/14		MS in Accounting	2807
M2	In-Person	MW 12:00 pm - 1:20 pm	11/02-12/14		MS in Accounting	2808
M3	In-Person	T 6:00 pm - 9:00 pm	10/27-12/08	Mullins,V	MS in Accounting	2809
S1	Online	Su 9:00 am - 4:00 pm	10/18-11/01		Online 3 Sundays: 10/18, 10/25, 11/1	2813

Equivalencies:

BSPA-GB.3301 Ethical and Legal Challenges o

COR2-GB.3111 Prof & Corp Social Resp

COR2-GB.3151 Professional Responsibility

Technology

TECH-GB.2148Dealing with Data (1.5)

Course Description:

The volume of data generated every day continues to grow exponentially. We capture and store data about pretty much every aspect of our lives. Being able to fetch, store, query, analyze, and visualize data is now a fundamental skill for everyone. This class is designed for students who want to learn to handle data programmatically, without being software engineers. The emphasis will be on acquiring, processing, and presenting data analysis results. The course will be hands-on, and we will focus on using Python in class for data handling and analysis tasks, emphasizing exploratory data analysis and visualization. We will be using Jupyter/iPython notebooks heavily: Notebooks are interactive documents, accessible from your browser, which combine text, code, and figures, and are often used to present the process and results of data analysis. This course is the second 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.2148
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
01	In-Person	TR 9:00 am - 10:20 am	10/22-12/08	Sosulski,K		3289

Pre/Corequisite:

TECH-GB Departmental Max and Non-Stern

Specializations:

Business Analytics

FinTech

Financial Systems & Analytics

Management of Technology & Operations

Tech Product Management

TECH-GB.2149Data Management and Strategy: Building a Growth-Driven Data Strategy (1.5)

Course Description:

It's commonly held that the majority of all digital transformation initiatives fail. Current prediction is that the AI initiative will experience an even higher level of failure. While there are a lot of reasons of this failure rate, the major one is that digital transformation is first and foremost a cultural transformation and that transformation required the understanding by the business leaders of how data and data capabilities directly relate to the company's mission and growth. This course will introduce students to the key data management capabilities and teach the fundamentals of business data management disciplines. At the end of the course, students will ï· understand the difference between data and data capabilities ï· learn the framework for creating and executing business data and analytics strategy that truly drives business growth ï· the purpose and implementation styles of key data management capabilities. After developing a basic understanding of the key topics covered in the class, the students will be prepared to make business decisions that create value from data, digital and analytic assets, avoid common mistakes that lead to high failure rates of digital transformation initiatives, and have incisive conversations with technology, data and analytics experts and be able to ask pertinent questions on a wide range of data and analytics topics. Examples of issues to be addressed in this course: ï The pivotal influence of data and AI capabilities on the choice of a company's business growth strategy ï How data management capabilities should be evaluated and incorporated into business decisions. ï Data management capabilities considerations in M&A. ï Unique regulatory data management requirements for the regulated industries (financial services and healthcare) ï Applicability of data management to the non for profit and mission critical organizations ï Evaluation of data related operational risks and issues and mitigation strategies.

Schedule for TECH-GB.2149
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
10	In-Person	M 6:00 pm - 9:00 pm	11/02-12/07			3295

Pre/Corequisite:

TECH-GB Departmental Max and Non-Stern

Specializations:

Business Analytics

Management of Technology & Operations

Tech Product Management

TECH-GB.2160Software Engineering with AI (1.5)

Course Description:

This course provides hands-on experience in modern software development through project-based learning and simulated real-world scenarios. Students will develop technical foundations to become more effective managers of technical talent and communicators to business leadership.

Schedule for TECH-GB.2160
Section	Instr Mode	Meeting Times	Dates	Instructor	Notes	Class Nbr
F2	In-Person	T 9:00 am - 11:50 am	10/27-12/08	Grewell,C		3299

Pre/Corequisite:

TECH-GB Departmental Max and Non-Stern