photo montage

General Management

Curriculum

MBA Required Curriculum (1st Year)

Leadership and Corporate Accountability

In this course, students learn about the complex responsibilities facing business leaders today. Through cases about difficult managerial decisions, the course examines the legal, ethical, and economic responsibilities of corporate leaders. It also teaches students about management and governance systems leaders can use to promote responsible conduct by companies and their employees, and shows how personal values can play a critical role in effective leadership.

All first year HBS MBA students have a series of required courses, as listed below:

Term I Courses
These five courses focus on the internal functional operations of business enterprise.

Term II Courses
These six courses cover the relationship of the organization to larger economic, governmental, and social environments.

MBA Elective Curriculum (2nd Year)

General Management
Course Title Faculty Name Term Quarter Credits
Acting in Time: Leadership and Management in the face of Large-Scale Risks Herman B. Leonard Winter 2012 Q3, Q4 3.0
Building and Sustaining a Successful Enterprise (also listed under Entrepreneurial Management and Technology & Operations Management) Clay Christensen, Ray Gilmartin, Chet Huber

Chet Huber 		Fall 2011


Winter 2012 		Q1, Q2


Q3, Q4		 3.0


3.0
Business at the Base of the Pyramid (also listed under Marketing and Finance) V. Kasturi Rangan, Michael Chu, Shawn Cole Fall 2011 Q1, Q2 3.0
Consumer Marketing (also listed under General Marketing ) Youngme Moon Winter 2012 Q4 1.5
Doing Business in China (also listed under Business, Government & the International Economy) Regina Abrami, William Kirby Winter 2012 Q3, Q4 3.0
Entrepreneurial Solutions for Market Failure Joseph L. Bower Winter 2012 Q4 1.5
Field Course: Health Care Computer Assisted Innovations (also listed under Technology & Operations Management) Regina E. Herzlinger Fall 2011 Q2 3.0
Field Course: Innovating in Health Care (also listed under Technology & Operations Management) Regina E. Herzlinger Fall 2011 Q2 3.0
Field Course: Social Impact Investing

V. Kasturi Rangan, Michael Chu, Shawn Cole

 Winter 2012 Q3, Q4 3.0
Field Course: Social Innovation Lab Allen S. Grossman, Herman B. Leonard Winter 2012 Q3, Q4 3.0
General Management: Processes and Action David Garvin Winter 2012 Q3, Q4 3.0
Leading And Governing High Performing Nonprofit Organizations Allen Grossman Fall 2011 Q1, Q2 3.0
Legal Aspects of Entrepreneurship (also listed under Entrepreneurial Management) Lena Goldberg Fall 2011 Q2 1.5
Legal Aspects of Management(also listed under Entrepreneurial Management) Lena Goldberg Fall 2011 Q1 1.5
Managing Change Rosabeth M. Kanter Winter 2012 Q3, Q4 3.0
Managing the Financial Firm Clayton Rose Fall 2011 Q1, Q2 3.0
The Moral Leader (also listed under Technology & Operations Management) Sandra Sucher, Michael A. Wheeler Fall 2011

Winter 2012		 Q1, Q2

Q3, Q4		 3.0

3.0
Open Systems Strategy(also listed under Strategy) Rebecca M. Henderson Winter 2012 Q3 1.5
Power and Glory in Turbulent Times: The History of Leadership from Henry V to Mark Zuckerberg Nancy F. Koehn Winter 2012 Q3, Q4 3.0
Reforming Financial Institutions (also listed under Finance )

Robert C. Pozen

 Fall 2011 Q1, Q2 3.0
Research Seminar: Building and Sustaining a Successful Enterprise (also listed under Entrepreneurial Management and Technology & Operations Management)

Stephen P. Kaufman

 Fall 2011 Q1, Q2 3.0

Doctoral Programs

Detailed curriculum information and requirements for each doctoral program associated with the General Management unit can be found on the Doctoral Programs Web site, linked below.

Executive Education