We live in an increasingly global economy. To thrive in today’s business world, you’ll need a solid
understanding of the economic, political, regulatory, and cultural dynamics that affect multinational
ventures. Recognize how to compete and market across the globe by employing international business
strategies. Prepare for an exciting career in international business with a thorough foundation in the
various business foundations as well a business focus.
The Master of Science in International Management was designed to give an in-depth understanding of global business principles. The program offers four business concentrations allowing students to focus on an area of interest with a global point of view. For more information on each of these concentrations, please cross reference with the respective program.
• Business Leadership • Finance • Human Resource Management • Marketing Communication Management
Career ideas: Global Human Resources, Manager of International Sales, Global Finance, International Marketing Director, International Development
The MS in International Management is one of the top global business programs in Westchester and the greater New York City area.
Learn more about the Graduate Advanced Certificate in International Management here.
The march of globalization continues, and international business is pivotal to the operations of virtually all firms. It is no longer possible to think of business as national or local. As companies intensify their international presence, the need to understand the economic, political, legal and cultural differences increases, as does the imperative for sound and sustainable marketing strategies on a global scale. As such, managers must apply ways of thinking and making decisions that are designed for complexity, diversity and flexibility. This course provides tools and frameworks to prepare students to succeed on a global stage. The course is unique not only in focusing on successful strategies for global business, but also in examining how companies can cope well with institutional changes in diverse markets. The course delves into the many challenges that multinationals face when navigating across markets and entering new ones, offering guidance for analyzing the opportunities and constraints while at the same time providing concrete examples of successful (or failed) business strategies. Various learning methods are used in this course, including in-class lectures, readings, discussion of current events in the world economy, and real world case analysis. Upon successful completion of this course, students will understand (a) the institutional framework and policy management of international relations, (b) risk assessment and strategic analysis of nation-states, (c) global marketing strategy development for both entering new markets and growing/sustaining current markets, and (d) the organizational concerns of the transnational enterprise.
Communication is crucial to the success of all leaders, but as you climb within an organization the ability to write and speak effectively is magnified. One needs to be able to talk, write and present effectively to a diverse group of stakeholders, such as customers, supervisors, subordinates, peers, buyers, etc. And while business leaders have marketing strategies, expansion strategies, finance strategies, even exit strategies, successful leaders also have communication strategies. This course explores how individuals can develop and execute effective communication strategies for a variety of business settings. The course emphasizes the essentials of developing personal communication skills, inclusive of persuasive verbal and written communication, influence mapping, and communicating for buy-in. Students study audience analysis, communicator credibility, message construction and delivery, and are given the opportunity to learn best practices in presentation skills, particularly important for those wishing to pursue entrepreneurial interests. Globalization confronts almost every aspect of business from recruiting and managing a diverse staff to providing products and services, which cross language, time, and cultural barriers. This course delves into the two areas impacting a leader's success in the global arena: technology and culture. Through a blend of class discussions, seminars, observations, practice, feedback and reflection, students will study frameworks for effective communication in a global environment and then apply these lessons in team and individual projects. Upon successful completion of the course, students will have learned how to; understand the purpose of effective communication and how it can facilitate or hinder individual and organizational performance, appreciate the importance and the management of challenges in communicating to internal and external stakeholders, deliver effective oral and written business presentations, incorporate technology to facilitate more effective communications.
This course explores the challenges companies meet when competing and operating in global markets. It provides a framework for developing and implementing strategy within a global context based on the analysis of industry structures and the direction of industry change. Theories of competition and competitive strategy as well as approaches to strategy planning and analysis are explored. Students will gain an understanding of the issues faced by executive management in balancing the needs and desires of shareholders, customers and employees with local country mores and government regulations when operating in developed and emerging global economies, including competitiveness and antitrust policies of the European Union, BRIC, TPP, ASEAN. Various learning methods are used in this course, including in-
This course is an overview of international financial markets and institutions. Topics include an introduction to the foreign exchange markets, in which nearly $4 trillion worth of currencies and foreign exchange derivatives are traded each day. Several types of products trade in these markets, including spot transactions, forward transactions, swaps and options. Much of this activity is due to commercial banks and securities dealers, along with corporations seeking to hedge their exposure to foreign exchange risk. In addition, central banks may periodically intervene in foreign exchange markets in order to pursue domestic policy goals. The factors that determine the value of exchange rates and the relationship between nominal and real exchange rates is also covered in detail, along with several international parity conditions such as purchasing power parity, the International Fisher Effect, and interest rate parity. The course also explores different strategies for hedging foreign exchange risk. Pricing models for each type of derivative are also examined. A variant of the Black-Scholes model, the Garman-Kohlhagen model, is used to price foreign exchange options as well as derive several measures of risk that are collectively known as the Greeks. The course closes with a closer look at the role of central banks in foreign exchange markets, alternative exchange rate systems, international investment and diversification, and the management of portfolios of domestic and foreign bonds.
This course is designed to help students develop the knowledge and skills necessary to create global marketing strategies that provide competitive advantage. The aim is to combine the development of a conceptual framework with real life current examples of global marketing practices across a variety of industries. Students will gain an understanding of specific concepts, consideration and strategies that must be skillfully applied in conjunction with universal marketing fundamentals to ensure success in global markets. The course is practical, hands-on, and applied, thus allowing students to analyze and plan global marketing strategies. Extensive use of cases presents a challenging and real-life environment in which to apply and hone decision-making skills. Topics include: Global marketing environment, including social, cultural, legal and regulatory; Competitive dynamics, including how to understand, anticipate and effectively respond to competitive threats; Global market entry strategies, including strategic alliances, licensing, joint ventures; Product, brand and pricing decision sets; Global marketing communications; Leading a global markeitng effort. Upon successful completion of the course, students will have (a) enhanced their knowledge and skills to understand and apply the frameworks, concepts, and methods used in the development of effective global marketing strategies, (b) gained practical experience in the application of processes used to develop market strategy, (c) discussed and debated internal and external barriers to strategy implementation, as well as approaches to overcoming these barriers, and (d) explored commonalities and differences across countries and cultures.
This course explores the complexity of operating within the laws and mores of diverse countries and the strategic conduct of government relations at the national, regional, and international levels and the role of the public sector in shaping competitiveness. It focuses on the legal side, to licensing and the protection of intellectual capital, International trade organizations and agreements (European Union, NAFTA, World Trade Organization, etc.), the resolution of international disputes, and U.S. regulations affecting international operations. Topic include antitrust laws, health and environmental policies, role of business organizations, nation states, international organizations, issues of social responsibility, consumer protection, environmental protection and human rights as a background to business conduct and ethics. Various learning methods are used in this course, including in-
MSIM5006 Managing Global Corporate Processes And Projects
Managing Global Corporate Processes and Projects
Explores how successful international companies manage corporate processes in finance, marketing, manufacturing (including global logistics) and human resources across borders. Includes issues of transfer pricing, product development, and the autonomy granted subsidiaries. Appropriate levels of integration and autonomy are discussed and as well as the advantages and disadvantages of various global approaches firms need to attain operational efficiency. Attention is also given to managing complex projects in a global context, with focus on project planning, monitoring and control. Through a combination of intensive case studies, contemporary assigned reading, in-
MSIM 6000 Final Project
Concentrations (pick one)
Business Leadership Concentration Required (2) MSBL5100 Transitioning From Manager To Leader
Transitioning From Manager to Leader
In today's corporate setting professionals aspiring to advance to senior levels must be able to lead. It is true that someone can be a leader without being a manager, and someone can manage without leading. Many managers do not even manage people! However, it has become apparent there are clearly definitive traits, qualities, and characteristics that distinguish the two roles and there is also commonality between them. Those differences and similarities have been the subject of an ongoing great debate throughout the last quarter of a century. It is widely held that leaders influence commitment, whereas managers merely carry out position responsibilities and exercise authority but there are others who believe that there is no reason to separate the functions. Through a combination of classic and contemporary readings, formal and informal case studies, and exposure to unfamiliar scenarios and challenging real-life situations, this course compares and contrasts leading with managing and examines the theories, tools, and practices that drive managers of processes and functions to evolve into leaders who build enduring value for their organizations.
This course allows students to walk a few steps in the shoes of an entrepreneur while learning how entrepreneurs build new ventures that endure. Students learn how to think and act entrepreneurially, and how to create value through "new" - products, solutions, ventures, business units, distribution channels, firms, business models or technologies. Students explore financial, legal, interpersonal and personal challenges likely to be encountered by the independent entrepreneur. This course is recommended for those interested in initiating a personal venture at some point in their lives working with or consulting for an early stage entrepreneurial team. Key issues addressed will include risk perception and management, formulation of innovative stakeholder relationships, and the creation of new markets through new ventures. Upon successful completion of this course, students will understand how expert entrepreneurs actually do it; understand the challenges faced by entrepreneurs; grasp the subtleties of ownership and control; increase the probability of success and reduce the risks of failure and acquire the basic tools for successful entrepreneurship such as putting together a business plan.
Strategy is the heart and soul of any business. The essence of business strategy is to understand your organization's uniqueness and order-winning criteria. This course will focus on how classic strategy paradigms such as differentiation; brand creation; core competency expertise; speed to market; value migration and leadership in the areas of cost reduction, technology and innovation are linked to a sustained competitive advantage. In addition, the course will examine how changes in the competitive landscape such as globalization, the rapid diffusion of technology, excess capacity, shifting marketplace demographics, increasing cost transparencies, the erosion of pricing power and the commoditization and unbundling of products/services; are creating both problems and unique opportunities. This course seeks to integrate and synergize all the disciplines required for effective business management. Emphasis will be placed on the ethical dilemmas that confront managers due to advances in technology, greater access to information, and more collaborative ventures that break down traditional proprietary boundaries. Given the recent wave of ethical lapses in business, students will be sensitized to the ethical considerations in any given decision-making scenario. Utilizing lectures, assigned readings, small group projects, case studies and a business simulation, the students will become proficient at business strategy analysis, creation and implementation within an ethical framework. A final class project will involve the creation of an Individualized Business Strategy Analysis and Action Plan, which applies the techniques learned during the course to any business selected by the student.
Worldwide theories, research, principles, and practices pertaining to the discipline of managing risk have evolved significantly over the past ten years, especially in countries such as Canada, the UK, Australia and New Zealand. Continued catastrophes have emphasized the need for more robust systems for managing risk accompanied by a highly sophisticated approach that supports the development of an appropriate risk mentality. This course is designed so that students can obtain a robust understanding in the discipline of risk management better-termed "managing risk". Students will review case studies of companies that have both been successful in their efforts to manage risk and those that have been unsuccessful. In both situations, an in depth analysis will be applied to determine the root causes for the successes and failures. Upon completion of this course students will have learned how to: gain an appreciation for evolution of this managing risk discipline over the past 20 years to what is now considered best in class thinking; extract the essential ingredients for managing risk throughout the organization and assemble them; take a holistic approach to risk using the objectives, principles, process and framework from ISO 31000; think in an integrated fashion and participate in effective risk management implementation efforts; conduct an initial assessment of the adequacy of a company's risk management system; and appreciate the role of rating agencies, regulatory agencies, various standard setters, other professional organizations, and the Board of Directors.
MGPS5040 Analytical And Financial Tools For Decision Making
Analytical and Financial Tools for Decision Making
In today's business environment, corporate executives and leading professionals must continuously analyze strategic business situations and at times feel limited in their ability to choose appropriate courses of action. In these situations, the executive is expected to utilize sound critical decision making in order to initiate action and move the organization to creative problem solving. The purpose of this course is to provide students with a sound conceptual understanding of the role that Management Science, Accounting and Financial concepts, Statistics and Technology play in the decision making process. The student will be presented with applications of decision making tools, which have been used successfully. Whenever possible the "problem scenario approach" will be used. This approach describes a problem in conjunction with the tool or technique being introduced. The development of the technique or model includes applying it to the problem to generate a solution or recommendation. The course will primarily consist of lectures, outside readings, problems, and case studies designed to provide the student with the tools and techniques required to manage processes efficiently and make decisions effectively. Upon successful completion of this course, students will have mastered many of the most important fundamentals of business decision-making, will have a new frame of reference and will be able to both understand and to utilize these fundamentals in the workplace.
This course is designed for students to understand and apply key theories and best practices in leadership. Students will gain familiarity with important leadership concepts and hear, first-hand, the lessons-learned from leaders in business, government, military, and non-profit organizations. This is a highly interactive course that will engage students in identifying and applying what they've learned towards leading teams/organizations through challenging business scenarios. Topics include leadership concepts such as: situational leadership, transformational leadership, "Level 5" leadership/emotional intelligence, and "neuroleadership", cross-cultural models and theories, leadership competencies and assessment tools, actions and behaviors that model best practices in ethical leadership, and leadership development approaches. Upon successfully completing this course, students will be able to integrate their understanding of leadership fundamentals in their own development as leaders as well as in the development of others through leadership development programs, mentoring, and coaching.
Nothing is more central to a business than the products and/or services it sells. And, for the majority of businesses, whether small entrepreneurial firms or large established companies, this mandates growth and innovation. The business leader must now be an innovator, ever more important given the rapid evolution in products and business models. Yet, the strategies and processes used to determine which products to make, how to make them or where to get them, and how to bring them to market are not well understood by many firms. The result is that promising new products and ideas are discarded, marginal products are developed and many products fail in the marketplace. The core objective of this course is to help students understand the role (and challenges) of innovation strategy in a company's growth, best practices for leveraging innovation, and the capabilities required to drive accelerated growth. The course provides frameworks and methods for generating growth and innovation through organic growth options, new products and services and alternative partnerships such as mergers, acquisitions, and joint ventures. It examines ideation, the end-to-end innovation process, innovation portfolio decision-making and governance, and key organizational enablers of innovation sustainability. At the conclusion of this course, students will possess the insights and skills around the development, launch and management of innovative growth options. They will appreciate the risks and rewards of bringing innovation to the market, hold an understanding of consumer psychology and its impact on adoption of innovation, and will have learned the marketing strategies necessary to develop, introduce and manage new products, services and partnerships.
MSBL5602 Leveraging Information Technologh For A Competitive Advantage
Leveraging Information Technologh for a Competitive Advantage
The role of Information Technology (IT) is shifting from a technical, specialist function to a vital one that shapes and supports every facet of business operations. IT began its roots as a back-office support function to Accounting/Finance, but has long evolved into a strategic resource coordinated to support business strategies while shaping future options and directions. Successful companies differentiate themselves by their ability to position the power of technology to design ways to outperform their competitors. Successful business managers recognize IT as a strategic resource and have the primary responsibility for specifying IT roles as part of the overall business capabilities. This course is designed for business professional that will encounter and have to rely on information systems to accomplish their business goals. The course will consist of a combination of lectures; group discussions; student presentations, online quizzes, discussion board entries and written assignments. Upon successful completion, the students will be able to: explain the meaning of terms used to describe common techniques and concepts in business information systems; describe the ways in which computers are and will be used in business and management; identify and suggest appropriate responses to managerial and organizational issues stemming from development, implementation, and use of computer-based information systems; recognize the reality of implementing international information systems; understand the major social and ethical issues involved in the development and use of information technology; and be better positioned to work with IT resources to help drive business value through technology innovation.
Operations management involves the responsibility of ensuring that business operations are efficient in terms of using as few resources as needed, and effective in terms of meeting customer requirements. It is concerned with managing the process that converts materials, labor, and energy into goods and/or services and it is here that the business leader is expected to utilize sound critical decision making in order to initiate action and move the organization efficiently, effectively and economically. The purpose of this course is to provide students with a sound conceptual understanding of the role that Operations Management plays in today's organizations. The student will be presented with applications of Management Science, Logistics, Inventory Management, Facilities Management, Total Quality Management, Resource Allocation, Supply Chain Management and Simulation. Whenever possible the "problem scenario approach" will be used. Upon successfully completing this course, students will have mastered many of the important fundamentals of Operations Management and will be able to model these and other concepts, circumstances and challenges to which they will undoubtedly be exposed in various aspects of their workplace.
Managerial Accounting is a specialization within the field of accounting that is concerned with providing the information that is needed for effective planning, controlling, directing and decision-making by an organization. Managerial accounting can be used for several essential applications, such as determining optimal pricing policies, analyzing employee performance, controlling expenses and implementing cost/benefit analysis for potential expenditures. The course provides an overview of cost accounting fundamentals; such as direct and indirect costs, fixed and variable costs, etc. These concepts are used as the foundation for effective decision making, based on techniques such as cost-volume-profit (CVP) analysis, job costing, activity-based costing, etc. CVP is an essential tool for decision making and can be used to plan variable and fixed costs and implement cost-benefit analysis. Job costing and activity-based costing are used to allocate costs to different aspects of the production of goods and services. Capital budgeting, which enables a corporation to choose from among several competing investment projects as well as techniques for efficient planning, including the production of budgets, and proper planning of inventories and capacity utilization are also covered.
In recent years international financial markets have become more closely integrated, with cross-border capital flows reaching $4.4 trillion by the end of 2010. In particular, the sovereign debt markets have exploded, with government borrowing rising rapidly during the ongoing credit crisis. International financial markets present unique challenges to investors, offering a wider variety of opportunities along with an additional set of risks relative to domestic markets. Successful global investing requires an in-depth understanding of the types of products that are traded, how international investing can increase diversification benefits, how international investors are exposed to foreign exchange and sovereign risk and other factors unique to the international markets. The course covers each of these topics in detail along with a discussion of hedging strategies, including extensive coverage of foreign exchange derivatives.
Corporate finance focuses on the financial decision making process that is designed to maximize shareholder wealth. It provides a framework for making a wide variety of decisions, such as choosing the optimal combination of debt and equity to finance a corporation's operations, identifying the most profitable projects to pursue, determining the most appropriate distribution of dividends to stockholders. The course introduces the concept of the time value of money, and examines techniques applicable to the pricing of fixed-income assets and capital budgeting, assessing the respective advantages and disadvantages of each approach. The statistical properties of risk and return for financial assets, modern portfolio theory, the Capital Asset Pricing Model (CAPM), and several equity pricing models, such as the dividend discount model and the Gordon growth model are analyzed. Financial statements analysis, techniques for determining the optimal capital structure of a corporation including an analysis of the Miller-Modigliani Theorem, and an overview of dividend policies are also covered.
This course focuses on the structure of the banking system and other financial institutions, along with the numerous issues facing them, such as analyzing investments, evaluating consumer credit, capital management, risk management and changes in the regulatory environment. The course analyzes the main types of financial intermediaries operating in the U.S. financial system, such as commercial banks, investment banks, pension funds and mutual funds. The activities of commercial banks are analyzed in detail, including a discussion of capital requirements and deposit insurance. Consideration is given to credit risk and concentration risk in a commercial bank's loan portfolio. Additional areas covered are the role of investment banks in securities underwriting, trading, market making, pension and mutual funds, the Federal Reserve System and monetary policy, derivatives, and recent regulations, such as Dodd-Frank.
In recent years the increasing complexity of capital markets, combined with an ongoing economic slump, have greatly complicated the job of investment analysts and portfolio managers. Successful investing requires a firm understanding of the wide variety of securities trading in the debt, equity and derivatives markets, along with several alternative approaches to portfolio management. This course is designed to provide a solid background in fundamental valuation techniques, along with sound principles of portfolio management. Key models of asset returns are analyzed in detail; techniques for measuring and managing investment risk are introduced, along with several measures of performance measurement.
Mergers and acquisitions refer to the buying or selling of divisions or entire companies in order to increase efficiency and thereby enhance shareholder value. This course analyzes the process by which potential takeover targets are identified, how these targets are valued and how a takeover is financed. The course is heavily based on the case study approach; several historical examples of mergers and acquisitions will be analyzed in great detail. The course begins with a thorough examination of techniques for valuing a corporation including discounted cash flow valuation and comparable valuation. Alternative techniques for financing a merger or acquisition are also explored.
In recent years, the financial markets have been thrown into turmoil by an ongoing series of financial crises, most recently the credit crisis of 2007-2009. The complexity and widespread use of financial derivatives have been blamed for increasing the severity of these crises, leading to calls for further regulation of the derivatives markets. These crises have demonstrated the necessity of proper risk management procedures, as evidenced by the spectacular collapse of Bear Stearns and Lehman Brothers. Since derivatives are extremely risky but powerful hedging tools, it is imperative that market participants gain a fundamental understanding of their properties in order to efficiently manage risk and prevent future financial meltdowns. This course provides a thorough analysis of the key features of derivative securities along with strategies for managing risk with these instruments. The measurement of market risk is covered in great detail, with a focus on the Value at Risk (VaR) methodology. VaR is used to determine the potential losses that could occur in a portfolio with a specified level of confidence. Unlike earlier risk measures, VaR has the advantage that it can be applied to any financial asset, so that the risk of a portfolio may be determined regardless of its composition. One drawback to VaR is that it is derived from several questionable assumptions and may seriously understate the potential losses to a portfolio during severe market downturns. Alternatives to VaR, such as Expected Shortfall, are examined.
This course begins with a detailed overview of the features of equities and bonds. The measurement of risk and return for individual assets and portfolios is covered in depth. Modern Portfolio Theory is introduced, showing how risk can be dramatically reduced through diversification. This leads to a discussion of asset pricing models, such as the Capital Asset Pricing Model (CAPM) and Arbitrage Pricing Theory (APT). Several equity-pricing models are covered in detail, such as the discounted dividend model and the Gordon growth model. Passive and active equity portfolio strategies are introduced; these include buy-and-hold, sector rotation and market timing. Fixed-income markets are explored in detail, beginning with an in-depth look at the features of bonds and other interest rate products that are actively traded. Several measures of interest rates are defined; measures of interest rate risk, including modified duration and convexity, are used to determine the sensitivity of fixed income assets to changes in interest rates. Several types of fixed income portfolio strategies, such as buy-and-hold, indexing and yield spread analysis, measures of investment performance, such as the Sharpe Ratio and Jensen's alpha, are defined and used to compare the relative returns of different assets, and the role of derivatives in implementing hedging strategies are also covered.
In recent years, there has been an explosion of activity in the fixed income markets as corporations and governments continue to issue record amounts of debt. The size of the global fixed income market has reached nearly $100 trillion, far exceeding the $55 trillion capitalization of the global equity market. In addition, the market for fixed income derivatives has exploded over the past thirty years in response to a series of crises that have increased uncertainty over the behavior of interest rates. The fixed income markets consist of an extremely wide array of products, ranging from simple coupon-bearing bonds to structured products such as asset-backed securities. These products provide investors with the advantage of flexibility due to the large number of choices that are available. One of the major disadvantages of these products is that they expose investors to the risk of fluctuations in interest rates and other variables. Due to the complex behavior of interest rates, valuation and management of fixed income products can be extremely challenging. In addition, many fixed income products contain embedded optionality, which further complicates the pricing and management of these securities. In recent years, spectacular losses have occurred at several financial institutions due to the misuse of fixed income products and their derivatives. The complexity of fixed-income products and fixed-income derivatives requires market participants to acquire a deep understanding of how their cash flows are structured, how their values are affected by interest rates and an understanding of the properties of interest rates. Market participants also need to understand how interest rate risk is measured, and what types of strategies may be used to hedge interest rate risk. Portfolio managers need insight into the different types of strategies that may be employed with fixed-income portfolios.
This container course offered periodically, examines special topics and emerging issues in corporate finance using a seminar approach. The course will enable the students to explore the most current challenges affecting the finance industry, focusing on evolving approaches to and best practices for the analysis and management of corporate finance in a strategic context.
Human Resource Management Concentration Required (2)
HROE 5100 Human Resource Competencies HROE5101 Business Strategies For A Globally Diverse Workforce
Business Strategies for a Globally Diverse Workforce
This course will extrapolate and present topical developments in the diversity and inclusion space from a businesss and global perspective. The evolution of D & I now requires that leaders and organizations understand the CBA/ROI of this dynamic discipline. The strategic aspect of the course will look at D & I as a business driver by discussing strategic differentiation and tactical planning which leads to organizational engagement and transformation. Examples will be presented and highlighted in this regard by analyzing expanded market segmentation, stock performance indicators, increase board composition and the alignment of D & I in performance goals for managers and other leaders in an organization. Furthermore the course will provide a immersion into the dissection, analysis and discussion of how metrics and analytics has impacted business strategy for a globally diverse workforce. Students will be exposed to cutting edge nuances such as updates and developments in cultural competence, exposure to the concept of diversity maturity and an introduction to the dynamic concept of microinequities. Moreover we will explore the absolute best practices in diversity and inclusion and also illustrate what happens when diversity insensitivity permeates a organization. Through the use of lectures, interactive discussions and dialogues, group exercises, multimedia, case studies, business simulations, and mapping, the students will explore a myriad of dimensions of diversity. Upon successfully completing this course, students will be able to integrate their understanding of cultural diversity and its respective dimensions to other core workplace challenges and will have mastered the basic fundamentals of, and perspectives on, business strategies for a globally diverse workforce.
This course has been designed to equip the students with the skills and techniques necessary to identify key factors to consider and potential approaches to managing talent covering the full employee life cycle - from talent acquisition to exit. In this course, students will gain an in-depth understanding of the full-range of talent management practices and trends and their relationship to business models and business cycle changes. Through case studies and team projects, student will create a talent strategy that supports a given business strategy and design the respective talent initiatives needed to execute that strategy. Through guest speakers and their own research, students will gain an appreciation for typical challenges and potential solutions for talent identification and development. Students will gain familiarity with important talent concepts and practices covering the full employee life-cycle - from talent acquisition to exit. Topics include developing a talent strategy, talent planning (including activity-based costing), talent acquisition (including employees, contractors, and outsourcing solutions), on-boarding, hi-potential talent identification, succession planning, performance management, competency modeling, talent inventories, talent development activities, and right-sizing.
HROE5601 Navigating The Hr Legal And Regulatory Environment
Navigating the Hr Legal and Regulatory Environment
This course is designed to introduce students to the complex legal and regulatory environment confronted by Human Resources professionals who manage the employer-employee relationship. The course will offer the student a detailed examination of the numerous laws and regulations governing the empoyer-employee relationship, inclding Equal Employment Opportunity laws (such as Title VII, the Age Discrimination in Employment Act, and the Americans with Disabilities Act); the Family and Medical Leave Act; the Worker Adjustment and Retraining Notification Act; the Fair Labor Standards Act; Title IX; the National Labor Relations Act; OSHA; whistleblower provisions in laws such as the Sarbanes-Oxley Act and Dodd-Frank; and the Employee Polygraph Protection Act. While the focus of the course will be on the substantive aspects of workplace laws and regulations, students will also be introduced to the procedural and remedial aspects of these laws, to provide students with a more complete understanding of the legal and regulatory environment in which a Human Resources professional is required to operate. It is expected that the course will be interactive, using hypothetical examples to illustrate the application of these laws in the workplace, and in appropriate examples, how these laws interact and/or overlap. Through the use of presentations, hypothetical examples, interactive discussions and dialogues, assigned readings, and student projects, the students will learn to effectively identify, handle and respond to sensitive workplace legal issues. Upon successful completion of this course, students will appreciate the legal and regulatory complexities involved in managing a workforce, from the hiring process through termination of employment.
This course offers a practical overview of the components, definitions and strategy of the total rewards model and each element important to Human Resource Professionals. Through a combination of lectures, class discussions, role-playing, and scenario analysis the course will focus on the concepts and practices of total compensation management with an emphasis on current theories of motivation and employee engagement. It will provide students with an understanding of compensation, benefits, performance and recognition, career development and work/life initiatives. Consideration will also be given to such topics as job evaluation techniques, the determination of competitive compensation levels, performance appraisals and incentives, wage and salary policy, and compensation and benefit trends. Approaches to the effective integration and communication of the total reward programs will be examined. Substantial coverage of the role of employee engagement in performance management will enable the student to appreciate its importance. Current trends in compensation and benefits will be discussed and evaluated. Upon successful completion of this course students will have gained an in-depth look at rewarding employees by designing and delivering effective rewards systems within organizations.
This course is designed for students to learn the possible technolgies and generate discussion about how these technologies can help HR professionals work more efficiently and effectively. Students will be encouraged to develop a comfort level with technology and consider how they may incorporate technology in their future roles as HR professionals. Topics will include: various HR systems and delivery options, demonstrate the uses and advantages of HR technologies, provide an overall view of how to select and implement an HR technology solution. The increase in HR systems including HRIS, HRMS, ATS and Compensation and Benefits continues to change and the ability to select a system for upgrading or replacing an existing system will be covered including a cost benefit analysis. Future HR trends of Cloud computing and collaborative work groups, as well as the use and management of Social Media tools will be discussed. Current vendor systems and outsourcing providers will be reviewed to gain an overview of the products and services available. Upon successful completion of this course, students will have learned how to: identify HR trends that encourage adoption of theses new technologies; explain how the HR department can use technology to improve information monitoring, dissemination and collaboration; and describe applications of technology in recruiting.
HROE5701 Organizational Learning And Executive Coaching
Organizational Learning and Executive Coaching
This course has been designed to equip the students with the skills and techniques necessary for an active role in a learning and development to create a positive impact on performance through training and coaching. The Organizational Learning and Executive Coaching course provides an in-depth background in development management and transfer of knowledge for individuals and teams. Successful learning and coaching requires a thorough understanding of the theory and practices of adult learning theory, knowledge management and knowledge transfer, various learning delivery methods (classroom, on-line learning communities, action learning), group process facilitation, executive coaching, and learning evaluation. Upon successful completion of this course, students will be able to synthesize and integrate their understanding of the factors contributing to and detracting from organizational learning and will have mastered the fundamentals of a comprehensive approach to learning within an organizational setting.
HROE 5702 Organizational Assessment, Analysis And Change HROE5703 Human Capital Analytics
Human Capital Analytics
This course has been designed to equip the students with the skills and techniques necessary to use human capital analytics to make decisions that affect productivity, morale and profitability. The Human Capital Analytics course provides an in-depth background of the full range of human capital analytics practices and trends and their relationship to business models and business cycle changes. Human Capital Analytics requires a thorough understanding of the full-range of human resoucre analytics activities and underlying concepts and an ability to apply this knowledge to creating human capital solutions that address business challenges. Upon successful completion of this course, students will be able to synthesize and integrate their understanding of the full-range of human resource analytic methods to collect, measure and analyze data to assist with analytically driven human resource decisions.
HROE 5650 Special Topics
Marketing Communication Management Concentration Required (2) MGPS5030 Creating Customer Value Through Marketin
Creating Customer Value Through Marketin
Marketing activity is the engine that creates value in a business. It provides the focus for interfacing with customers, and is the database for knowledge about customers, consumers and competitors. Marketing focuses on both the achievement of short-term sales as well as the long-term relationship of a company to its customers, thus its critical role to the generation of revenue and profit for a firm. This course emphasizes the role of marketing in creating value for customers, which in turn creates value for owners, shareholders and employees. The course teaches what business managers need to know to create strategies that achieve competitive advantage for products and services. Topics taught in this course include (but are not limited to) analyzing market opportunities, competitive analysis, customer relationship management (CRM), customer decision-making, value of brand, product/service management, segmentation and target selection, product positioning, customer acquisition and retention, and social media leverage. At the conclusion of the course, students will understand (a) how companies create, capture and sustain competitive advanatge in the marketplace, (b) the sources of value in product/service offerings and how they evolve over time, (c) the role of technology, operations and distribution in delivering value, and (d) effective responses to preempt, deter or effectively counter competitive moves.
Business success begins with understanding what consumers want and need, and ends with consumer satisfaction, so a clear understanding of consumer behavior is essential to successful marketing. This course examines the basic concepts of consumer psychology and the application of those important concepts to marketing decisions. The goal of this course is to introduce students to these important concepts, review conceptual models and empirical research in consumer behavior, and focus on the factors that drive the consumer decision-making processes. In this way, students will understand how marketing strategies and tactics can affect those processes. The course explores consumer characteristics, the influences of perceptions and attitudes on consumer choice, and the influence of culture, family and unique situations on consumer behavior. Topics covered include the formation of attitudes, the role of self-image in consumer behavior, understanding emotions and how they affect decision making, decision processes, social and cultural influences, information processing and ethical issues. The course is built on a lecture and discussion format, and is supplemented by readings, discussion of current events and real world case analysis. Upon successful completion of this course, students will (a) understand the basic drivers of consumer behavior, (b) be able to produce a thorough understanding of consumer decision processes and how this can be harnessed to create effective marketing strategies, (c) anticipate consumer reactions to marketing tactics and understand how to enhance the effectiveness of marketing tactics, and (d) understand the relevance to market segmentation, product positioning, product development and promotion.
Electives (2) MKMC5100 Public Relations Theory & Practice
Public Relations Theory & Practice
This course focuses on the critical role that public relations and public relations professionals play as strategic thinkers and business partners in driving organizational strategies and marketing goals. The course provides a structural and practical framework for understanding and effectively employing contemporary public relations, and investigates the challenges of communication and problem-solving across a range of organizations and cross-cultural settings. Trends affecting public relations globally are explored and the integration of marketing and public relations with internal communications is stressed to ensure consistent organizational support and image. Students will engage in critical analysis and discussion of public relations case studies with emphasis on applying course principles in their evaluation. Major topics include, but are not limited to, public relations role in the marketing communications mix, traditional public relations activities, today's public relations activities, proactive public relations techniques, developing and executing a Public Relations Plan, and case studies, best practices and current events. Various learning methods are used in this course, including in-class lectures, readings, discussion of current events in the world economy, and real world case analysis. Upon successful completion of this course students will understand: (a) the role of public relations within an organization's overall marketing and communications effort; (b) how public relations can be a catalyst for business success; (c) how to develop and implement effective public relations campaigns; (d) the importance of measuring public opinion and gauging results, and the methods which can be used; (e) how to use social technologies in public relations planning and execution; and (f) the critical role that public relations plays in both averting a crisis and managing through a crisis.
Marketing professionals can, and must improve their ability to make better marketing and business decisions by understanding the legal and the ethical dimensions behind those decisions. By making more informed decisions, legal and ethical missteps can be avoided. This course reviews the main legal problems of the marketer in a context that considers the history and importance of the First Amendment of the U.S. Constitution (how it is interpreted and applied to mass media in the United States, the protection of intellectual property, theories behind regulation of certain media and the U.S. Supreme Court's role as the "court of last resort". This course provides an opportunity to explore the ethical dimensions of human communication with respect to interpersonal, public, and mass communication. It emphasizes normative ethics in communication studies with specific application to personal and professional venues. This course is designed to sharpen students' awareness of key legal principles, legal reasoning, and ethical standards by which actions are judged in the workplace. This course is not designed to transform students into attorneys, paralegals, ethicists or research scholars, but to provide an appreciation of the issues and to provide a paradigm for their analysis. Various learning methods are used in this course, including in-class lectures, readings, discussion of current events, case analysis and discussion, and real world case analysis. By the end of this course, students should be able to (a) discuss issues of media law and ethics critically, including contract law, intellectual property and advertising law, (b) to find and use legal materials, (c) to spot issues of media law and ethics when faced with common situations as a marketer, (d) develop an ethical basis for making marketing decisions, (e) understand the historical, theoretical, legal and societal contexts within which marketing practitioners work.
Social Media has played a large part in changing business communications. With the creation of new tools and channels more people are publishing and contributing to online conversations. The mass adoption of social tools has lead to varying types of interactions and the maintenance of online relationships; both personal and commercial. As the traditional online audience has morphed into the content creator, businesses must contend with consumers creating, altering and even enhancing their marketing efforts. This course, in contrast to the tactically-oriented elective corse, explores the strategic implications, challenges and opportunities offered by the world of social media. The objective of this course is for students to learn how varying sets of Social Media tools work together as an integrated system and actively apply these concepts to the their own present and prospective professional circumstances. Through the use of presentations, discussions and dialogues, assigned readings, case studies, and student projects the students explore implications of Social Media and integration of the knowledge and skills around Social Media to apply them in a business setting. Upon successfully completing this course, students will be able to integrate their understanding of Social Media and its respective dimensions in business marketing challenges and will have mastered the pervasive impact that Social Media has on business marketing.
This course focuses on strategic and creative management of brands. It examines how innovative managers create brands that connect with customers by studying customer lifestyles, tapping into cultural meanings, managing customer experiences, and executing brand strategies, including brand naming and visual identity to advertising, new media, retail, packaging, product innovation and service. Specific topics will include: how companies create, capture and sustain competitive advantage through branding and brand equity; the branding process and building a customer relationship; brand building through customer networks; brand valuation and analytics; brand architecture, including building a global brand and brand extensions; brand research and measurement; how to survive a brand crisis; roles and responsibilities of brand managers Class sessions will combine case studies, practical management tools, industry speaker perspectives, and small group exercises. A group term project will tie together all the concepts of the course in an applied challenge. Upon successful completion of this course, students are expected to have learned (a) the creative and strategic nature of branding, (b) the practical frameworks for managing a brand and experience project, and (c) tools for implementing a brand strategy in visual identity, communications and new media. Students are evaluated for their ability to master new concepts, think strategically, and generate truly creative solutions to everyday branding challenges.
Reputation is broadly defined as the sum of the images constituencies have of an organization; constituents form images based on a company's communication, performance and behavior. This course is designed to impress upon the student that a good corporate reputation has tangible and intangible benefits and value. The course will examine risks that involve public visibility and possible reputational harm. Through case studies and best practices, as well as analysis of the short- and long-term reputational effects of the global credit crisis, the course will describe and explain the value of reputation components, including integrity, governance and transparency. The course also will stress the need for a formal mechanism, such as a reputation management plan, to periodically measure and manage reputation, in an increasingly diverse and globalized marketplace. These steps show senior management's commitment to protecting reputation as the corporate asset it is. Upon the successful completion of this course, students will be keenly aware of practical and theoretical factors that affect a firm's general corporate reputation in their global and local business environments. Specifically, they will be able to meet the challenges of how societal expectations of business are changing; the increasingly difficult task of managing corporate reputations globally and locally; remaining loyal to customers, employees and other key constituents; how to avoid organizational myopia; and how to view reputation as an asset that needs to be effectively managed like any other asset.
The implementation of any Social Media campaign requires a through understanding of the tools available. As the popularity of Social Media became part of the fabric of daily business life the availability of Social Media technology also exploded. With the creation of new tools and channels, businesses are challenged to stay ahead of the curve. The exponential growth of content presents a unique set of challenges to any business. The signal to noise ratio is incredibly high. Businesses are challenged not only with the implementation of social media campaigns but also with the monitoring of them. This course, in contrast to the core course, explores the tactical capabilities of various popular social media technologies and how to best utilize them. The objective of this course is for students to learn how varying sets of Social Media technologies work and how which channels the tools are most effective in addressing. Through the use of presentations, discussions and dialogues, assigned readings, case studies, and projects, students explore the various tools and how they may be applied in a business setting. They will learn how to build and configure their company's presence on Twitter, Facebook and Google Plus and how to measure the impact of Social Media using Social Analytics tools. Upon successfully completing this course, students will understand the tools and technologies behind various popular social media platforms, be able to integrate their understanding of Social Media technologies, and address tactical challenges in rolling out social business marketing campaigns.
This course explores the role, structure and operation of the corporate communications function within the organization. Students will analyze business models and strategies to determine the most effective corporate communications structure for a given business or organization. They will learn to staff the function through the filter of required competencies, corporate culture, resources, and strategic business objectives, as well as how to select and obtain quality work from external vendors. Students will also become familiar with the major corporate communications activities and how functional roles can be integrated to form a seamless internal and external voice for the organization. Emphasis will be placed on developing and managing the budget against committed activities and maximizing the resources available to achieve objectives. Students will learn to manage communications teams and projects, and will study the traits of high-performance corporate communications organizations through case studies. In order to generate and demonstrate the value of communications and Public Relations to senior management, students will learn how to measure and evaluate communications programs. Upon successful completion of this course, students will understand how to: build and adapt a communications function to the needs of the overall business with measurable results; staff and manage a communications department; integrate and align the communications function within the larger business organization; manage and build a corporate reputation program; understand the role and importance of brand messaging; prepare budgets and establish priorities that address the organization's business objectives and goals; create and manage a high-powered communications team that delivers business results, and; measure the effectiveness of the communications function.
MKMC 5650 Special Topics in Marketing Communication Management
1. On-Line Application: The School of Business on-line application can be found at the following link: APPLY NOW
2. Personal Essay: In a candid personal essay of 500-750 words, explain:
How and why did you decide to pursue this program
Why the selected academic program is good match for your future goals
What you as a candidate can bring to our classroom
What special skills, leadership abilities, volunteer or other life experience make you a good overall fit for the selected program?
3. Resume: Submit a current resume indicating educational and business experience.
4. Transcripts: Graduate Domestic (All Master of Science and Advanced Certificates) An earned undergraduate degree with a minimum GPA of 3.0* is required. Please send official transcripts from every school attended to date sent directly to the School of Business Admissions Office. Student copies are not acceptable. MSB will consider a slightly lower GPA with significant workplace history.
5. Recommendations: Two letters of recommendations, either academic or professional, from a reference writer who can speak to the candidate’s intellectual capability and ability to handle the rigors of the applicant’s program. Letters can be uploaded via the on-line application. References writers may provide their own letter or you may forward our standard Professional Letter of Recommendation form available on our website if you prefer.
6. Application Fee: Fee waivers are available for attending Open House events. Please check the website for our next available date.
Graduate and Advanced Certificate: $75
7. Health Records: Due at the time of enrollment, Adult students please submit a Health Form with proof of immunization against measles and rubella, in compliance with New York State regulations. This requirement applies to only students born on or after Jan. 1, 1957
8. International Applicants: International students are eligible for Master of Science degrees only because of program and visa requirements. For admissions, if your undergraduate education was conducted at a non-US institution, we will require transcript credentials from either (WES) World of Education Services Inc. (www.WES.org) or a member of (NACES) National Association of Credential Evaluation Services. (www.naces.org/members.html). Please review this list carefully as we cannot accept credentials from organizations not on this list. If your undergraduate education was not conducted in English, we will require a test of English language skills through any of the following sources: TOEFL, IELTS, ITEP. Please note that our minimum IBT TOEFL is 85, IELTS is 7 and ITEP is B2.
9. Optional: GRE, GMAT, SAT & ACT testing is an optional admissions requirement and not a required element, however if you wish to submit any testing scores, we are happy to consider them as part of your overall application if you feel it will strengthen your application.
Submit all materials to:
Manhattanville School of Business Office of Admissions 2900 Purchase Street -- Reid G5 Purchase, NY 10577
For any questions on the application or submission materials please contact Monika Pottgen, Assistant Director of Recruitment and Admissions (914) 323-5150 or email@example.com.
Please consult the website or Admissions Department for any deadlines and/or for questions regarding non-matriculated status.
Attending events are a great way to learn about our vibrant School of Business community. See photos from our recent Open House.
Elizabeth Morales, M.S. in International Management "For me this Master's program has been a life changing experience, having Professors that are willing to guide you in understanding management issues is valuable experience for a young professional. One of the best things the School of Business offers is a group of Professors with vast experience that are willing to educate you on the key aspects that lead them to success in their careers. The good thing is that with the small groups this experience can be tailored to your needs."
Scott Hudson, '18, M.S. in International Management “I began working towards my Masters in International Management at Manhattanville College in the spring of 2016. Working in the global payments industry for a technology company like Mastercard requires an evolving skillset; technology is changing rapidly and with that so are the ways in which we interact with payment products. For that reason, I decided that a Master’s degree would not only supplement my on-job learning, but would also help me develop the skills needed to become a leader within the organization. Manhattanville is the perfect fit because the knowledgeable and passionate faculty, as well as the small class sizes and flexible weekend/weeknight schedule have made it possible for me to succeed in my career and the classroom simultaneously.”
Gerhaldine Kazombiaze McKnight, M.S. in International Management "As an Assistant Manager of Staffing and Scheduling at my current job, this program has been beneficial to me in many ways. I am now able to apply the knowledge and theory that I have learned at my job, such as coaching and help develop the staff that I supervise within my department. As for the future career goals, I am hoping to a get a job within the International Organizations, as I previously worked for the UN (UNESCO) in Namibia for 5 years. I strongly believe that with the skills and knowledge that I have obtained through the course, I am optimistic that I will get the job that I want within the HR department."