Courses in
Management

Prerequisites: HS 251f and HS 246f.

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

The field of social entrepreneurship is relatively new. It involves creating new ventures that pursue the dual missions of social benefit and financial return on investment. There are nonprofit, for-profit, and hybrid social enterprise ventures that have a social mission and aim to be financially self-sufficient or are profit-driven. The field is innovative in management approaches to social problems. It is also focused on social issues amenable to these approaches. The field is more involved in social investment than in charitable giving, looking for practical ways to get sustainable social change. Since social enterprises generally start small, basic issues are planning for their social impact, scale, replication, and sustainability. The aims of this course are to introduce the concepts and challenges of social entrepreneurship while also providing students with the tools to be effective social entrepreneurs.

Instructor: Carole Carlson

Introduces students to fundamental issues related to Management Information Systems (MIS). Managers need an understanding of all of their organizational functions along with ways to measure all aspects of business operations. For effective management, this ongoing flood of information flows needs to be ordered, monitored, evaluated, processed, and utilized in a number of ways. An effective MIS can provide both a framework and a set of tools to enable managers to accomplish each of these tasks, and to make proper strategic choices and informed decisions. A major part of our work will be to uncover what types of information we need and how best to measure and use this information effectively.

Instructor: Stephen Fournier

Meets for one-half semester and 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

Meets for one-half semester and 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

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 non-profit 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 non-profit 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.

Instructor: Brenda Anderson

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

Teaches students 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

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 the management of human resources can help in achieving organizational excellence. Focuses on the development of concepts and strategies that can increase your effectiveness in developing policies and practices to enhance the value of people in the organizations you serve. These policies and practices include job design, hiring, training, performance measurement, promotion, compensation and benefits, retention, discipline and firing, and policies regarding job security and work/family accommodation.

Instructor: Jody Hoffer Gittell

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

Focuses on the different meanings of the term "community building," some historical themes, and how a term originally focused mostly on neighborhood revival is now used in many other contexts, including building stronger ties among people in the workplace. 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. We review this context and focus on the specific skills of community building.

Instructor: Andrew Hahn

Explores how organizations deliver high-quality services while using resources efficiently. Students develop skills including quality assessment, process mapping, improving work processes through IT, productivity analysis, wait-time analysis, customization versus standardization of work processes, project management, and scheduling.

Instructor: Jody Hoffer Gittell

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: Anh-Dai Lu

A capstone educational experience for students nearing the end of the M.B.A. program. Working under the supervision of a faculty advisor, 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

Provides frameworks for thinking about social policy and its implications for managers. Considers the organizations that initiate and administer policy, not only government, but also for-profit and not-for-profit organizations, and their interconnections with each other. Looks at the tools of social policy, especially those associated with the welfare state, such as social insurance, social assistance, and a wide variety of social services. Explores the underlying economic, social, and demographic trends that can drive changes in social policy. Considers issues of process in designing policy, democratic accountability, rights, opportunities for minority interests, and advocacy.

Instructor: Barry Friedman

This course builds on HS 355f to consider some of the challenges that will face social policy now and in the future. In many countries with developed welfare states, there are pressures for retrenchment, and some countries have already cut back on programs. But there remain many unmet needs. Plus, there is ongoing interest in policies to increase equality and social inclusion. This course is meant to challenge students to think about how to design policies to weave through these competing pressures.

Instructor: Barry Friedman

An introduction to organization theory and behavior from a policy and management perspective. The literature of organization theory addresses itself to questions about the external environment within which organizations operate and the strategies and processes that are adopted by organizations in response to their environment. 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 to the literature; and to encourage the development of an integrative (and creative) point of view.

Instructors: Jon Chilingerian and Jody Hoffer Gittell