Core Courses Expand all
Summer-Term Core Courses
Develops facility with the concepts, language, and analytical tools of economics. Primary focus is on microeconomics. Emphasizes the integration of theory, data, and judgment in the analysis of corporate decisions and public policy and in the assessment of changing U.S. and international business environments.
Introduces students to the basic tools in using data to make informed management decisions. Covers introductory probability, decision analysis, basic statistics, regression, simulation, linear and nonlinear optimization, and discrete optimization. Computer spreadsheet exercises, cases, and examples drawn from marketing, finance, operations management, and other management functions.
Examines the basic concepts of corporate financial accounting and reporting and their relationship to investment decisions, corporate and managerial performance assessment, and the valuation of firms. Develops skills for performing an economics-based analysis of accounting information from the viewpoint of the users of accounting information (especially senior managers), rather than the preparer (the accountant).
Introduces corporate finance and capital markets. Topics include project and company valuation, real options, measuring risk and return, stock pricing and the performance of trading strategies, corporate financing policy, the cost of capital, and risk management. Course provides a broad overview of both theory and practice.
Introduces the topic of leadership in the MIT Sloan Fellows curriculum. Course builds on students’ current leadership skills and experiences and prepares them to participate in a range of leadership courses and events during their Sloan Fellows experience.
Studies the organizational, strategic, and operational aspects of managing supply networks (SNs) from domestic and international perspectives. Examines alternative SN structures, strategic alliances, design of delivery systems, and the role of third-party logistics providers. Guest speakers will share their experience in managing SNs and services.
Explores the key concepts and processes of marketing from the perspective of the general manager. Customer analysis–including buyer behavior and market segmentation—provides the foundation for marketing strategy, involving product policy, pricing, communication, and channels of distribution.
Course provides an opportunity to experience the MIT Entrepreneurial Ecosystem, as well as an introduction to the field of entrepreneurship. Addresses why a rich understanding of entrepreneurship is critical to modern managerial practice in start-ups and established firms and provides practical insights into these issues from experienced and successful entrepreneurs. Team-based project focuses on assessing entrepreneurial opportunities in a cutting-edge MIT technology, developing an initial entrepreneurial strategy, and simulates pitching that opportunity and strategy to a corporate partner.
Fall-Term Core Courses
Examines the development of a truly global market in products, services, and capital and its effect on competition for businesses and industries. Explores the evolving rules and institutions governing the new international economic order. Provides students with the conceptual tools necessary to understand and work effectively in the world today.
Introduces system dynamics modeling as applied to corporate strategy. Uses simulation models, management “flight simulators,” and case studies to develop conceptual and modeling skills for the design and management of high-performance organizations in a dynamic world. Case studies cover such topics as successful applications of system dynamics in growth strategy, management of technology, operations, and project management.
Analyzes the human processes underlying organizational behavior through lectures, discussions, and class exercises.
Focuses on the policy and economic environment of firms. Studies the closed economy—particularly the ways in which monetary and fiscal policy interact with employment—GNP, inflation, and interest rates. Examines the national economic strategies for development and growth, and studies the recent financial and currency crises in emerging markets. Explores the problems faced by transition economies and the role of institutions, both as the engine of growth and the constraints for policy.
Provides students with opportunities to meet senior executives of private and public institutions and to discuss key management issues from the perspective of top management. Students prepare detailed briefings identifying and analyzing important management issues facing these organizations. Seminar includes a one-week field trip to a domestic location.
Focuses on the concepts and current issues in strategic management, providing grounding in both modern analytical approaches and enduring successful strategic practices. Course is designed with a technological and global outlook and covers corporate, business, and functional strategies.
Spring-Term Core Courses
Focuses on the international dimensions of strategy and organization, and provides a framework for formulating strategies in an increasingly complex world economy and for making those strategies work effectively. Topics include the globalization of industries, the continuing role of country factors in competition, the organization of multinational enterprises, the building of global networks, and the changing managerial tasks under conditions of globalization.
Examines strategies for building, running, and growing an organization. Subject has four central themes: (1) how to think analytically about designing organizational systems; (2) how leaders, especially founders, play a critical role in shaping an organization’s culture; (3) what really needs to be done to build a successful organization for the long term; and (4) what one can do to improve the likelihood of personal success. Addresses the principles of organizational architecture, group behavior and performance, interpersonal influence, leadership, and motivation. Through a series of cases, lectures, readings, and exercises, students develop competencies in organizational design, human resources management, leadership, and organizational behavior.
Builds on the lessons learned in the Seminar in Leadership I on the identification and analysis of important management issues. Students prepare briefings and meet with senior government and international leaders during field trips in California and selected international areas.
The Sloan Fellows class is a true peer group. Everybody is a star in his or her own right. Every fellow around the table has exceptional potential, experience, brain power, and interpersonal skills. Suddenly these remarkable people are working together, not in competition, but in enthusiastic camaraderie with nothing to lose. It’s exciting to be a part of it.Pat Bentley
Senior Lecturer, MIT Leadership Center