Management

Prerequisites: HS 250a and HS 246b.

Introduces the modern theory of corporate finance and the institutional background of financial instruments and markets. Considers ways to measure value. Explores alternative forms of financing and ways to analyze them. Considers the financing tools appropriate for for-profit and nonprofit organizations.

Instructor: Barry Friedman

Examines the critical role of fundraising and development in successful nonprofit organizations. Students learn to analyze, plan, and evaluate a comprehensive fundraising program and to create elements of a professional fundraising portfolio. Explores management and leadership issues associated with the rapidly changing field of development and philanthropy.

Instructor: David Whalen

Explores how entrepreneurship has become a driving force in the social enterprise sector, provides tools for developing and evaluating new ventures, and explores the blurring line between for-profit and nonprofit social initiatives. The course also teaches hands-on social venture business plan development tools, form assessing markets to developing financial and operating plans.

Instructor: Carole Carlson

Provides an opportunity for MBA students to carry out a formal internship with a client organization under the supervision of a faculty advisor. The internship allows students to apply principles from the MBA curriculum for a client organization.

Instructor: Staff

Meets for one-half semester and yields half-course credit. May be repeated once for credit.

Provides an opportunity for MBA students to carry out a formal internship with a client organization under the supervision of a faculty advisor. The internship allows students to apply principles from the MBA curriculum for a client organization.

Instructor: Staff

Corequisite: Concurrent registration with HS 299b. Yields half-course credit.

A series of sessions designed to provide students with the team building and consulting skills necessary to meet the team consulting projects client needs and provide them with tools that will be useful throughout their careers. Several sessions will enable teams to share their experiences with other teams and problem solve as a group.

Instructor: Lawrence Bailis and Carole Carlson

Yields half-course credit.

Begins with the analysis of markets, and introduces the concept of market failure. Considers the theory of the firm, modifications necessary for mission-driven organizations, and special economic issues that arise for mission-driven organizations.

Instructor: Barry Friedman

Yields half-course credit.

Presents students with an introduction to the fundamentals of parametric statistics. Covers the essentials required for students to understand issues related to measurement and how to generate descriptive information and statistical analyses from these measurements. Focuses primarily on understanding the importance of summary measures along with a study of fundamental statistical distributions.

Instructor: Stephen Fournier

Meets for one-half semester and yields half-course credit.

Focuses on program evaluation techniques of interest to managers, including balanced scorecard methods, needs assessment, participatory evaluation methods, process/implementation analysis, impact analysis, cost-benefit analysis, and utilization-focused evaluation. These techniques are discussed in the context of building "learning organizations" that enable the organization and its managers to know if they are succeeding.

Instructor: Andrew Hahn

Prerequisite: HS 250a.

Develops students as educated consumers of financial information. Covers financial management problems encountered by today's human service professionals in a real-world perspective based on sound financial and accounting theory. Includes topics such as financial statement analysis, budget development and control, managing growth, cash flow management, and management controls.

Instructor: Thomas McLaughlin

Meets for one-half semester and yields half-course credit.

Allows students the opportunity to explore the management implications of "Knowledge Advancing Social Justice." Examines historical and contemporary thinkers, justice issues, and management activities. Students grapple with the daily management dilemmas faced by managers and change agents both inside and outside organizations.

Instructors: Sarita Bhalotra

Develops a fundamental understanding of financial accounting and reporting issues as they apply to nonprofit and for-profit organizations. Students will learn about the importance of fiscal responsibility and integrity in the efficient utilization of an organization's resources relative to organizational goals. Accounting practices that are unique to nonprofit organizations will be introduced, discussed and differentiated from those practices employed by for-profit entities. Emphasis will be placed on interpreting financial statements to understand how accounting information, in a variety of settings, can be utilized by decision makers.

Instructors: Brenda Anderson or Robert Angell

Prerequisite: HS 250a or equivalent.

Provides general introduction to the concepts, problems, and issues related to managerial accounting. Managerial accounting predominantly addresses the internal use of economic information regarding the resources used in the process of producing goods and providing services. Fundamental aspects of cost behavior and cost accounting will be discussed, but always from the perspective of the manager who must make decisions rather than the accountant who prepares the information.

Instructor: Brenda Anderson

Provides students with the theoretical constructs and practical tools necessary to create and manage organizations strategically. Includes strategic process, organizational design, and development of planning tools and cycles. All students perform an applied strategic analysis for an actual organization.

Instructor: Thomas McLaughlin or Carole Carlson

Prerequisite: HS 285a or permission of the instructor. Meets for one-half semester and yields half-course credit.

Provides a framework for understanding target audience behavior and where best to intervene to help create positive behavior change. At the heart of our learning experience is the social marketing planning process, which is a structured approach for developing and implementing a program for behavior change. We will examine the key social marketing concepts that include competition, determinants of behavior, barriers and benefits, marketing strategy and the 4Ps or “intervention mix”. Students will have the opportunity to evaluate past programs as well as develop social marketing strategies of their own.

Instructor: Anh-Dai Lu or Carole Carlson

Focuses on leadership and managing organizations. Uses cases on a variety of organizations to expose students to problems and to improve their effectiveness in analyzing, diagnosing, and leading people in organizations. Students learn organizational concepts, analytic frameworks, and models, and practice their leadership skills in class. Uses case discussions, simulations, role-playing, mini-lecturing, and experimental exercises. Provides an opportunity to develop leadership skills through group work and reflection.

Instructor: Jon Chilingerian

Considers how human resource management might aid in achieving organizational excellence. Focuses on the development of concepts and strategies that can increase effectiveness in developing policies and practices to enhance the value of people in the organizations served.

Instructor: Jody Hoffer Gittell

Meets for one-half semester and yields half-course credit.

Focuses on the elasticity of the term "community building," some historical themes, and how a term originally focused mostly on neighborhood revival is now also used in the context of building stronger ties among people who share specific interests and used by managers who would like to reinvent the workplace around community principles. With community building jargon increasingly entering into management and public policy literature, managers must understand the parameters of this "movement" and acquaint themselves with some of the skills and developments that people doing this work have found useful.

Instructor: Susan Curnan

Prerequisite: HS 246b.

Explores how operations management skills can help organizations to deliver high-quality services while using resources efficiently. Students develop skills including quality assessment, process mapping, productivity analysis, wait-time analysis, and scheduling.

Instructor: Loredana Padurean

An overview of marketing with a focus on how to formulate marketing strategies and identify and evaluate strategy-based tactics in order to achieve organizational marketing goals. Topics include strategic market planning, market research and analysis; consumer behavior; market segmentation, targeting, and positioning; social marketing; and the marketing mix--product, price, distribution, promotion, and marketing communications.

Instructor: Grace Zimmerman

Open to Tufts/Heller MD/MBA students only.

Introduces economic approaches to managerial and policy decision making. Covers supply and demand, market structures, pricing and market failure, as well as useful tools such as optimization and game theory. Concepts are reinforced with case analyses and examples from the health and human services sectors. Some calculus required.

Instructor: Barry Friedman

A capstone educational experience for students nearing the end of the M.B.A. program. Working under the supervision of a faculty adviser, teams of three to five M.B.A. and Heller/Hornstein students provide management consulting services to nonprofit, community-based health and human services agencies.

Instructor: Lawrence Bailis and Carole Carlson

Introduces MBA students in health administration and management, to the legal issues that health care professionals confront in managing a health care organization. Begins with patient care (liability) issues and thereafter provides an overview of other health care delivery issues such as the legal structure of corporations, healthcare finance and managed care, intellectual property and healthcare entitlement programs such as Medicare and Medicaid. Students become familiar with the basic legal principles governing how health care institutions are operated and how legal doctrine are formulated. The course also familiarize students with the emerging ethical issues in healthcare management.

Instructor: Staff

Discusses the role of science and technology in health care settings. Through case studies of technology companies (pharmaceutical, biotech, medical device, and information technology), the class examines how firms manage the creation, development, adoption, and spread of medical innovations in the context of a cost-constrained marketplace. The class uses current academic literature and newspaper articles to discuss how hospitals, insurers, and federal agencies can affect technological progress.

Instructor: Darren Zinner

Open to Tufts/Heller MD/MBA students only.

An introduction to the real and complex problems of management and systems changes. Teams of three or four students work under the supervision of a faculty coordinator, physician executives, and other administrative personnel on a mutually agreed upon project designed to further the mission of the specific sponsoring health care industry organization within the time and resource constraints of the course.

Instructor: Carl Nelson

For students who have learned how to manage in a health or human services policy environment and wish to know whether the public policies they are helping to implement are working. Reviews methods, tools, and strategies to help managers assess measurable impacts of implementation of policies and programs. Teaches students how to assess policies and to evaluate programs-what evaluation is, how to do it, and, most important, how to critically review studies done by others.

Instructor: Andrew Hahn

An introduction to organizational theory and behavior from a policy and management perspective. Examines a number of major perspectives on the nature and process of organization. The course objectives are: to develop an awareness of what organizational theory is and why it is important in providing analytical lenses to see (or ignore) phenomena which might be overlooked; to review how some theorists have analyzed organizations; to develop a critical attitude toward the literature; and to encourage the development of an integrative (and creative) point of view.

Instructors: Jon Chilingerian and Jody Hoffer Gittell

Offered by the Brandeis International Business School. Please check with your degree program for availability.

Introduces techniques for preparing business plans and explores the process of using a business plan to acquire funding. Requires students to prepare a business plan for a new venture and to present this plan in front of a critical audience. Usually offered every year.

Instructor: Charles Reed

Offered by the Brandeis International Business School. Please check with your degree program for availability. Meets for one-half semester and yields half-course credit.

Deals with environmental issues in business strategy. Using the case method, the course explores firm responses to environmental policy, the challenges of developing clean technologies, and the opportunities for firms to differentiate themselves with "green" strategies. Usually offered every year.

Instructor: Preeta Banerjee

Offered by the Brandeis International Business School. Please check with your degree program for availability. Meets for one-half semester and yields half-course credit.

Studies classic and contemporary issues in supply chain strategy and management. Examines what capabilities a supply chain must have to support a firm's business strategy and the implications for supply chain structure. Topics include the strategic role of the supply chain, methodologies for designing and planning a supply chain, and issues in the management of supply chains. Uses analytical spreadsheet models and case studies to examine structure and performance of domestic and global supply chains in a variety of industries. Usually offered every year.

Instructor: Brad Morrison

Offered by the Brandeis International Business School. Please check with your degree program for availability. Meets for one-half semester and yields half-course credit.

Explores the dynamics of international business negotiations in the context of evolving global industries. Students will develop an understanding of negotiation strategy, positioning, and process, as well as the skills necessary to effectively design, negotiate, and manage transnational deals. Usually offered every year.

Instructor: Steven Cohen

Offered by the Brandeis International Business School. Please check with your degree program for availability.

A study of why so many business strategies generate disappointing results or outright failure. Case studies include successful applications of system dynamics in growth strategy, management of technology, operations, project management, and implementation of improvement programs. Usually offered every year.

Instructor: Brad Morrison

Offered by the Brandeis International Business School. Please check with your degree program for availability. Meets for one-half semester and yields half-course credit.

Through case studies and meetings with corporate decision makers, students explore shifting strategies and developing programs in the rapidly changing arena of corporate social responsibility.

Instructor: Warren Leon

Offered by the Brandeis International Business School. Please check with your degree program for availability. Prerequisite: FIN 212a. Meets for one-half semester and yields half-course credit.

How the board of directors, management, shareholders, and an external auditor should work. How individual goals and external pressures influence individuals, and how their decisions impact a corporation's failure or success. Focuses on the United States with comparisons to Europe and Asia. Usually offered every year.

Instructor: Erich Schumann

Offered by the Brandeis International Business School. Please check with your degree program for availability. Prerequisite: FIN 212a. Meets for one-half semester and yields half-course credit.

Today's managers must be able to assess the risk profile of their business and respond to issues as they arise. Examines how companies are dealing with massive changes in legislation that have made executives in the U.S. and abroad fully accountable for effective operational risk management and how they are using the Enterprise Risk Management framework of COSO and COBIT, and the Balanced Scorecard. Usually offered every year.

Instructor: Erich Schumann