18487 reviews, Rated 4.5 out of five stars. This course will examine economic life, including consumers, firms and markets, in low income countries. It is meant to be an intense immersion experience that draws strongly on the pedagogy of the Wharton Teamwork and Leadership Simulation, a team-based, highly interactive simulation that was custom-designed specifically to allow students to experience the core concepts they learn in this class. The business environment in China is characterized by both uncertainty and complexity.
Managers, consultants, investors and creditors increasingly acknowledge the importance of stakeholder opinions of the acceptability of a company's operations for that company's ability to achieve its organizational mission and to deliver a financial return. Submission of several written case studies, and a term project are required. This course is about managing large enterprises that face the strategic challenge of being the incumbent in the market and the organizational challenge of needing to balance the forces of inertia and change. The course is built around lectures reviewing multiple empirical studies, class discussion,and a few cases. That course deliverable is to compare with description: Why do firms and consumers act the way they do? For more information, visit www.wharton.upenn.edu. Epidemics and natural disasters are exogenous shocks that create many challenges for companies, financial markets, and political systems. For Wharton students, this means you must have passed BEPP 250 (undergrads) or MGEC 611 and 612 for MBA's.
Wharton offers nearly 200 electives across 10 academic departments. Specifically, on the need to find the right people and keep them engaged in working on the organization's goals. These famous words articulate one of the many tensions of exercising power.
Research experience is helpful if applying for distinguished international fellowships and is important if going on to graduate studies in an analytical discipline. Expect to leave this course with new knowledge of how to diagnose and intervene - as leader, member, or consultant - to improve the performance, sustainability, an4 impact on the members of any team in any setting. We will be concerned with content and process questions as well as with formulation and implementation issues that relate to conceptualizing, developing, and managing successful new ventures.
This course may be taken concurrently with the prerequisite with instructor permission.
This course examines the relationships between corporate managers, the boards of directors charged with overseeing them, and investors. For a Wharton single-degree undergraduate student, the standard course load is 4 to 5 CUs per semester. You'll receive the same credential as students who attend class on campus.
This course is designed for students aiming to develop their leadership, general management and career skills through a better understanding of power and politics, and relates to other courses on these topics in the Management department. Non-Wharton students should have taken the equivalent course in the College. Its objective is to bring students, academics and industry experts together to study financial … The goal of the course is for you to understand this body of theory well enough so that you can effectively analyze managerial (and other) problems in an economic framework. It is primarily a U.S. focused course, but does include a limited amount of international material for comparative purposes. The focus is on the "big picture" of global economic developments and the evolution of economic thought over the last one hundred years. 1 Students enrolled in a coordinated dual-degree program should check with their program advisor to learn about their unique requirements. Throughout, students will learn and practice applying the concepts we learn to decision-making in examples based on innovative real-world technologies and businesses. We will study, for example, why Sony won the Blu-Ray format war against the widely supported HD-DVD format; how the FCC plans to incentivize television broadcasters to return spectrum holdings for auction to wireless broadband providers; and how contracts with content providers affect firms' strategic interactions in the e-reader market. are currently at the center of the policy debate in many other industrialized countries as well. Recent years have seen a growing movement to bring more science to how we manage people. Even if it is not possible to eventually create a profit-making enterprise, the process of striving to do so can lead to a resource-lean not-for-profit entity. Announcing the first iPhone at Macworld 2007, Apple CEO Steve Jobs famously boasted: "And boy, have we patented it!" The core idea is that leadership is about making a difference in all aspects of one's life. This course builds on the global management portion of MGMT 611 or MGMT 612, but taking those classes is not a prerequisite for MGMT 871. Business success is increasingly driven by a firm's ability to create and capture value through innovation. Equal attention will be given to the development of techniques for analyzing competitive interactions and to the application of those techniques. Some electives will count toward your major, but you’ll have room to take some chances and explore new topics. "If you want to test a (person's) character, give (him/her) power." This course explores the management of strategic partnerships between firms, which have surged in recent years in response to globalization, technological evolution, deregulation, shortened product life cycles, and intensified competition. This elective half-semester course will highlight venture capital and entrepreneurship in general and will explore selected aspects of this industry, including: industry trends and dynamics in Silicon Valley and the South of Market area (SOMA) of San Francisco; the recent emergence of alternative sources of startup financing, including incubators/accelerators and crowdfunding platforms, angel groups and stage-agnostic institutional investors; business and operational aspects of early stage companies in transition to mezzanine-level stages of growth; and company "exits," including both initial public offerings and merger/sale transactions. By failing to prepare, you are preparing to fail. Using a range of scholarly articles, cases, exercises, assessments and simulations, we will extract a variety of lessons relevant to your role in organizations. Students are encouraged to see an academic advisor for any questions about the requirements of their academic program. This course presents an analysis of overall private wealth management. Format: Highly interactive Requirements: Class participation, interim assignments. The Wharton School of the University of Pennsylvania was a remarkable innovation when Joseph Wharton, a self-educated 19th-century industrialist, first proposed its establishment more than 135 years ago. Internationally, the course covers issues of access to housing and housing informality in developing countries, financial crises arising out of the housing sector, and market-oriented and public policy solutions. The emphasis in this course is on applying and synthesizing concepts and techniques from functional areas of strategic management, finance, accounting, managerial economics, marketing, operations management, and organizational behavior in the context of new venture development. Access everything you need right in your browser and complete your project confidently with step-by-step instructions. Education, health care, charitable services, and the arts are some primary examples of these. This course is only available to Wharton MBA students. The three goals of this course are for students to learn: 1.
This course examines various business disciplines as they apply to the sports industry. We focus in this course on leading, building, and maintaining human assets in start-up and small, growing operations. Fall 2020 Full semester courses. It also offers more behavioral skills critical for external stakeholder engagement including trust building and communications as well as internal stakeholder engagement. The course is abundantly illustrated by examples from the insurance and finance literature. Classes will include experiental learning combined with debriefings, lectures, readings, class discussion and personal and group performance feedback. We will emphasize (a) the critical role of an underlying economic theory of behavior in interpreting data and guiding analysis, as well as (b) a range of advanced techniques for inferring causality from data, such as randomized controlled trials, regression discontinuity, difference-in-difference, audit study (mystery shopping) approaches and stock-market event studies. The topics include: financial market booms and busts; business cycles; monetary and fiscal policies; inequality; the social welfare state; technological change and economic growth; and international trade and financial arrangements. A significant percentage of the projects are with non-profits and organizations focused on social causes. The class is organized around three distinct but related topics that managers of emerging firms must consider: strategy, human and social capital, and global strategy. competition within and from emerging markets, distributed talent and innovation, digitization and automation) are inherently international issues. Readings, self-reflection, guest speakers from organizations, case studies and a final project will also be emphasized. Cases will highlight the challenges and tasks at each stage of the investment cycle, such as structuring and launching a new fund, originating new deals, conducting due diligence, creating value, monitoring the performance of portfolio companies and exiting. It is expected that the student has been introduced to some basic game theory. To think "strategically," we will then assess the relationship between practices/processes of managing people and the firm's strategy and strategic context, e.g. MGMT 610 is the first core course in the MBA Program and it cannot be waived.
Finally, we'll examine the ways in which governance arrangements and external stakeholder involvement in governance affects corporate social behaviorand global citizenship. This course examines environmental and energy issues from an economist's perspective. This course examines the art and science of negotiation, with additional emphasis on conflict resolution. For more information, visit: http://www.aacsb.edu/.
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