MBA Required Curriculum (1st Year)

The Entrepreneurial Manager

    Entrepreneurial managers transform opportunities into companies and institutions that make a difference in the world. In their successful “pursuit of opportunity without regard to resources currently controlled,” they make decisions under conditions of profound uncertainty and do so while balancing great risks against potentially attractive rewards. Moreover, they operate without the benefit of well-defined processes for making such choices and with few resources. As a consequence, entrepreneurial companies offer an ideal platform for understanding the challenges facing a general manager.
    Building on the foundation laid by other RC courses, The Entrepreneurial Manager (TEM) will provide students with an understanding of issues facing entrepreneurs and an exposure to the skills involved in addressing them. We will explore how executives should approach making critical decisions during the different phases of an entrepreneurial company's life. Starting from the vantage point of the individual , we will put ourselves in the shoes of decision makers ranging from technology entrepreneurs to venture capitalists, from real estate developers to inventors. TEM will give students the opportunity to hone their skills in identifying and testing business opportunities, decomposing complex business problems, determining what decisions the responsible business executive must make, and establishing a ‘burden of proof’ standard for making those decisions. We will also introduce a range of specific tools—including business model design, lean testing, and customer and channel analytics—that are particularly relevant to entrepreneurs, as well as introduce students to the fundamentals of entrepreneurial finance and governance. The course will provide insight as to how the interests of other important constituencies— employees, potential and actual investors, business partners, suppliers, and distribution channels—constrain and contribute to an entrepreneur’s ability to create value.
    The Entrepreneurial Manager will examine how individuals convert knowledge, aspiration, and insight into action.

MBA Elective Curriculum (2nd Year)

​​​​
Entrepreneurial Management
Course Title Faculty Name Term Quarter Credits
Building Life Science Businesses Richard G. Hamermesh Spring 2016 Q4 1.5
Business Marketing & Sales (also listed under Marketing) Frank V. Cespedes

Doug J. Chung
Fall 2015

Spring 2016
Q1Q2

Q3Q4
3.0

3.0
The Coming of Managerial Capitalism: The United States Tom Nicholas Spring 2016 Q3Q4 3.0
Entrepreneurial Finance (also listed under Finance) Ramana Nanda, William Sahlman, Robert White Fall 2015 Q1Q2 3.0
Entrepreneurship and Global Capitalism (also listed under General Management and Business, Government & the International Economy) Geoffrey Jones

Fall 2015 Q1Q2 3.0
Entrepreneurship in Healthcare IT and Services Robert Higgins Spring 2016 Q3 1.5
Field Course: Entrepreneurial Sales and Marketing (also listed under Marketing) Frank V. Cespedes, Thomas R. Eisenmann Spring 2016 Q3Q4 3.0
Field Course: Entrepreneurship Laboratory (E-Lab) (also listed under Technology & Operations Management) Alan D. MacCormack Spring 2016 Q3Q4 3.0
Field Course: Entrepreneurship through Acquisition (also listed under Finance) Richard S. Ruback, Royce Yudkoff Spring 2016 Q3Q4 3.0
Field Course: i-Lab Design Thinking Projects (also listed under Accounting and Management) Srikant M. Datar Fall 2015 Q1Q2 3.0
Field Course: Product Management 101 Thomas R. Eisenmann Fall 2015 Q1Q2 3.0
Field Course: Product Management 102 Thomas R. Eisenmann Spring 2016 Q3Q4 3.0
Financial Management of Smaller Firms (also listed under Finance)Richard S. Ruback, Royce Yudkoff Fall 2015 Q1Q2 3.0
Founders' Dilemmas Shikhar Ghosh Fall 2015 Q1Q2 3.0
Launching Technology Ventures Jeffrey Bussgang, Jefffey Rayport Spring 2016 Q3 1.5
Law, Management and Entrepreneurship (also listed under General Management) Lena Goldberg Fall 2015 Q1Q2 3.0
The Online Economy: Strategy and Entrepreneurship (also listed under Negotiation, Organizations & Markets) Benjamin Edelman

Michael Luca
Fall 2015

Spring 2016
Q1Q2

Q3
3.0

1.5
Public Entrepreneurship (also listed under General Management) Mitchell Weiss Spring 2016 Q3 1.5
Venture Capital and Private Equity (also listed under Finance) Matthew Rhodes-Kropf Spring 2016 Q3Q4 3.0