Competitive Analysis for Technology Managers (3) - This launching pad course investigates the competitive process that defines and drives business in the Information Age. By the end of the term, students not only understand the micro-economics of market competition, but also are able to identify and devise strategies to gain competitive advantage for a variety of firms, amid an array of competitive environments.

Financial Reporting and Analysis (4) - How does one meaningfully read a financial report? Why is it important? In the world of publicly traded firms with complex webs of stakeholders, partnerships and alliances, a manager’s ability to read and fully digest a company’s financial accounting information has taken on unprecedented significance. This course teaches the ABCs of financial analysis, enhanced by selected case study based on the financial reporting of technology firms. Topics include: use of financial statements by managers, investors, financial analysts, and other firm stakeholders; measurement and reporting of assets, equities, and income; analysis of financial ratios; and comparisons of financial performance across companies with adjustment for alternative accounting methods.

Analysis of Data (2) - Converting data to decisions is paramount in the New Economy. These sessions introduce students to statistical techniques that are critical in the quick-distillation of data for management decision-making. They emerge with a mastery of techniques and supporting state-of-the-art software. Topics include: visualization and summarization of data and variability; confidence intervals and hypothesis testing; and prediction using multiple regression and time series analysis.

Domestic and International Economic Conditions (4) - This course takes a satellite-view of economic markets, including markets for goods and services; money, bonds and stocks; foreign exchange; and labor. After examining these markets separately, students then study the interactions among all markets to explain fluctuations in output, interest rates, exchange rates, price level and wages, foreign trade and foreign investments. Using macroeconomic theory, students learn to decipher how monetary and fiscal policy work and how they affect domestic and global companies, how shocks from the rest of the world affect the U.S. economy and U.S. firms, and how investment in information has affected productivity growth and economic policy in the U.S. economy.

Corporate Financial Strategy (4) - This course elucidates the theory of corporate finance, and explores how it’s applied in the financial decision making of a technology-focused firm. Students study: (1) capital budgeting decisions—estimating the cost of capital for the firm and the valuations of projects; (2) financing decisions—choosing between internal and external funds, private versus public financing, issuing debt versus issuing equity, short-term versus long-term financing; (3) optimal capital structure—the effects of corporate and personal taxes, the costs of financial distress, and other factors. Also featured are the fundamentals of firm valuation and its relations to stock market valuation, and the link between managerial decisions, compensation policies and firm value.

Managing in a Global Environment (4) - This course is intended to help you develop a better understanding of the global environment in which US businesses compete. The US economy is increasingly linked to the rest of the world and many industries are global; therefore international markets and competitors cannot be ignored. All of you can think of ways in which your organizations are affected by international developments, and international business is critical to many. In a global economy, this means that managers need to develop a broad vision and an organization that can operate and compete effectively worldwide.

Managing People in Technology Companies (4) - In the business of technology and the technology of business, brainpower—human CPU—is the principal engine. In this course, students plumb the principles of effective leadership and people management in technology-driven firms. Topics include: (1) leadership theories, styles and behaviors; (2) decision-making models; (3) strategies for influencing employee motivation and performance (including reward systems, goal-setting procedures and techniques for job enrichment); (4) the management of teams; (5) staffing and performance appraisal in technology companies, and (6) the management of organizational change. As part of this course, students complete a leadership project that analyzes and plans for development of leadership competencies in them.

Marketing High-Tech Products and Services (4) - Given IT’s substantial acceleration of product life cycles, the marketing of high-tech products and services has become a fine and urgent art. This course explores the fundamentals of marketing analysis in the realm of technology based products and services. Students learn marketing strategy development, customer and competitor analysis, and marketing research.

Decision Support Models (2) - This course introduces you to the concepts and methods of management science, which applies mathematical modeling and analysis to management problems. Our principal interest is to help you develop the skills necessary to build and evaluate models and to understand the reasoning behind model-based analysis. Spreadsheet packages now have features that allow managers to perform sophisticated quantitative analysis in the comfortable and intuitive environment of the spreadsheet. This gives managers the power of quantitative analysis tools without forcing them to use unfamiliar mathematical notation.

Decision Making and Performance Evaluation (4) - This managerial accounting class explores the critical internal ramifications of information in both decision making and performance evaluation. Through lectures and numerous case analyses, students become versed in cost concepts and cost behavior; overhead allocation (including activity-based costing); incremental analysis and decision making; and performance evaluation and incentive systems, including use of economic value added (EVA) and a balanced scorecard.

Negotiations (2) - This course focuses on how to become an effective negotiator by learning proven techniques to build and maintain relationships, apply appropriate power and influence, structure agreements and develop buy-in. Students practice the methods employed by skilled negotiators such as developing a framework that leads to win-win solutions, how-to resolve difficult situations using dispute settlement skills, powerful strategies for planning, negotiating and implementing agreements, selecting the best mix of tools for a personal negotiation style and achieving goals and maintaining critical relationships.

Marketing New Products and Innovations (4) - This course examines marketing strategy throughout the continually accelerating product life cycle, with special emphasis on marketing new products. Students traverse the tools and techniques for identifying market opportunities and learn strategic use of the Internet.

Operations and Supply Chain Management (4) - Quick Response. Vendor Managed Inventory. Postponement. Cross-Docking. The deep toolbox of Supply Chain Management techniques has taken on far-reaching applicability and massive potential as the Internet has fast become the new vehicle of B2B communication. This course first examines inventory models in detail, and then uses these models to analyze supply chain initiatives in different industries. In the end, students learn to: (1) focus on the ideas behind the new supply chain initiatives, (2) use analytical modeling to understand and evaluate these ideas, (3) build a framework that consolidates the principles behind the ideas, and (4) apply analytical inventory modeling.

Financial Statement Analysis (2) - Designed as an extension of the core financial accounting material, focusing on the use of financial statements to assess the financial position and prospects of companies. Students will examine the critical financial reporting issues that influence interpretation of financial statements and the statement information to assess the risks and rewards of various firm strategies.

Entrepreneurship and Innovation (4) - This course covers the entrepreneurial process from idea generation to implementation. It looks at how ideas are created, assessed, and implemented. The concepts are equally applicable to entrepreneurial startups as well as new ventures within established organizations. Students will learn how to identify market opportunities and develop business models that add-value for customers and are sustainable to imitation by competitors. Student teams will analyze HBS cases and prepare a business plan.

Strategic Management of Technology (4) - The competitiveness of large, established corporations (e.g., Intel, Xerox, 3M, Microsoft, and Boeing) is continuously being challenged in today's fast changing technological environment. In an effort to find ways to stay competitive, executives in such established corporations recognize the critical role entrepreneurship plays in creating opportunities for growth and corporate renewal. Often referred to as corporate entrepreneurship or corporate venturing, this process is one that generates and exploits new technologies, products, or businesses under the organization umbrella of a large, established firm. In this course, we focus on entrepreneurial activities and innovation in large, established corporations. The course will examine the theory and best practices associated with the process of converting new ideas to commercial products and new businesses.

Organizational Change Management (4) - This course is designed to introduce major principles fundamental to leading and managing organizational change. A problem solving framework will be introduced that highlights the people, structure, culture and power issues that typically arise in conjunction with transformation efforts. The instructional approach includes readings, discussions, lectures, case analyses, video presentations, and experiential exercises.

Case Competition (1) - The case competition is the capstone event for the TMMBA program. Teams are given a multi-dimensional business strategy case that requires them to draw upon concepts and principles learned throughout the duration of the program.  Within days, students must analyze the problem(s), evaluate possible solutions, select a course of action, and formulate an implementation plan. The teams present their solution to a panel of judges comprised of TMMBA professors and industry executives. The exercise simulates the real-world urgency, complexity, and uncertainty prevalent in high-technology organizations.