Entrepneurial Management Courses |
[url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/strategic-management/MGMT-801-Entrepreneurship.html]MGMT 801, Entrepreneurship[/url] is required for the, major. Three and a half credit units (3.5 cu) of the following: [url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/entrepreneurial-management/venture-capital-finance-of-innovation.html]FNCE 750 Venture Capital and the Finance of Innovation[/url]
HCMG 866 eHealth: Business Models and Impact
HCMG 867 Health Care Entrepreneurship (.5 cu)
LGST 813 Legal Aspects of Entrepreneurship
[url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/entrepreneurial-management/technology-strategy.html]MGMT 731 Technology Strategy (.5 cu)[/url]
[url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/entrepreneurial-management/innovation-change-entrepreneurship.html]MGMT 802 Innovation, Change & Entrepreneurship (.5 cu)[/url]
MGMT 804 [url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/entrepreneurial-management/venture-capital-and-entrepreneurial-management.html]Venture Capital and Entrepreneurial Management (.5 cu)[/url]
[url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/entrepreneurial-management/formation-and-implementation-of-entrepreneurial-ventures.html]MGMT 806 Formation and Implementation of Entrepreneurial Ventures*[/url]
[url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/entrepreneurial-management/private-equity-emerging-market.html]MGMT 809 Private Equity in Emerging Markets (.5 cu)[/url]
MGMT 810 Societal Wealth Venturing*
MGMT 811 Entrepreneurship through Acquisition (.5 cu)
MGMT 816 Building Human Assets in Entrepreneurial Ventures (.5 cu)
MGMT 833 Strategies and Practices of Family- Controlled Companies
[url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/entrepreneurial-management/advanced-entrepreneurial-management.html]MGMT 893 Advanced Study Project in Entrepreneurial Management[/url]
[url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/entrepreneurial-management/entrepreneurial-management.html]MGMT 899 Independent Study in Entrepreneurial Management[/url]
[url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/entrepreneurial-management/monetizing-emerging-interactive-media.html]MKTG 668x Monetizing Emerging Interactive Media[/url]
[url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/strategic-management/MKTG%20781%20Entrepreneurial%20Marketing.html]MKTG 781 Entrepreneurial Marketing[/url]
MKTG 890 Global Consulting Practicum (1.5 cu) **
OPIM 651 Innovation, Problem Solving, and Design (.5 cu)
OPIM 654 Product Design and Development (.5 cu)
[url=file:///C:/Users/steven/Desktop/%E7%BD%91%E7%AB%99%E6%96%87%E7%AB%A0/%E6%B2%83%E9%A1%BF%E5%88%9B%E4%B8%9A%E5%AD%A6%E8%AF%BE%E7%A8%8B-entrepreneurial-management/entrepreneurial-management/enabling-technologies.html]OPIM 662 Enabling Technologies[/url]
REAL 891 Real Estate Entrepreneurship (.5 cu) |
Course Description:
MGMT 801 Entrepreneurship (½ semester)
Instructor: Ethan Mollick (Fall) and David Hsu (Spring)
Description: MGMT 801 is the foundation course in the Entrepreneurial Management program.
The purpose of this course is to explore the many dimensions of new venture creation and growth. While most of the examples in class will be drawn from new venture formation, the principles also apply to entrepreneurship in corporate settings and to non-profit entrepreneurship. We will be concerned with content and process questions as well as with formulation and implementation issues that relate to conceptualizing, developing, and managing successful new ventures. The emphasis in this course is on applying and synthesizing concepts and techniques from functional areas of strategic management, finance, accounting, managerial economics, marketing, operations management, and organizational behavior in the context of new venture development. The class serves as both a stand alone class and as a preparatory course to those interested in writing and implementing a business plan (the subject of the semester-long course, MGMT806).
Format: Lectures and case discussions
Requirements: Class participation, interim assignments, final project.
Prerequisites: Wharton MBA students only.
MGMT 802 (0.5 cu)
Change, Innovation & Entrepreneurship (½ semester)
Instructor: Ian MacMillan
Semester/Quarter: Spring/Q3, Q4 Goergen Entrepreneurial Management Program
MBA Major and Course Descriptions for the 2010-2011 Academic Year
April 2010 4 / 7
Description: This course will provide you with a theoretical foundation and a set of practical tools for
the management of innovation, and the change associated with it, both in corporate settings and startup situations. For the purposes of the course innovation is defined as the profitable commercialization of a new idea: product, market, process or technology. The theoretical background will be provided by multiple readings, your knowledge of which will be tested in a readings report. The practical tools will be provided via lecture/discussion sessions, your skills at which will be demonstrated in an innovation assessment for an actual innovation situation.
Format: Lectures, discussion, interim reports, class participation, readings report.
Prerequisites: Wharton MBA students only.
MGMT 804 (0.5 cu)
Venture Capital and Entrepreneurial Management (½ semester)
Instructor: Raphael (Raffi) Amit (Fall) and Stephen Sammut (Spring)
Semester/Quarter: Fall/Q1, Q2 and Spring/Q4
Description: This elective half-semester course focuses on venture capital management issues in the
context of the typical high-growth start-up company. The course is fundamentally pragmatic in its outlook. It will cover six principal areas relevant to the privately held high-growth start-up—these include:
• Commentary on the venture capital industry generally, as well as a discussion of the typical
venture fund structure and related venture capital objectives and investment strategies
• Common organizational issues encountered in the formation of a venture backed start-up,
including issues relating to initial capitalization, intellectual property and early stage equity
arrangements
• Valuation methodologies that form the basis of the negotiation between the entrepreneur and
the venture capitalist in anticipation of a venture investment
• The challenges of fundraising, financing strategies and the importance of the business plan
and the typical dynamics that play out between VC and entrepreneur
• Typical investment terms found in the term sheet and the dynamics of negotiation between
the entrepreneur and the venture capitalist
• Corporate governance in the context of a privately-held, venture capital-backed start-up
company and the typical dynamics that play out between VC and entrepreneur in an insiderled, “down round” financing
Format: Lecture, case studies, class participation, weekly case assignments, and final exam.
Requirements: Classroom participation, weekly case assignments, and final exam
Prerequisites: MGMT801 recommended
MGMT 806 (1.0 cu)
Formation and Implementation of Entrepreneurial Ventures
Instructor: Staff
Semester: Spring
Description: This advanced course in entrepreneurship centers on writing a comprehensive business
plan and implementation plan for a venture of your choice. The course examines ways to profitably
launch and exploit business opportunities (as opposed to what opportunity to explore). It will allow
you to acquire the skill set necessary for crafting a winning business model for your venture –
developing and writing a coherent and effective plan to start a business, in either an independent or a
corporate setting. The venture must distinguish itself from existing companies through differential
innovation; for example, through an innovative product or service, an innovative production process, a
new business model, or by creating a new market. Students must have successfully completed
MGMT801 before enrolling in this course.
Format: Highly interactive with team progress reports delivered regularly and student expertise Goergen Entrepreneurial Management Program
MBA Major and Course Descriptions for the 2010-2011 Academic Year
April 2010 5 / 7
shared with presenters.
Format: Highly interactive with team progress reports delivered regularly and student expertise
shared with presenters.
Requirements: Class participation, interim assignments, team project and team presentation
Prerequisites: MGMT 801 REQUIRED. MKTG756: Marketing Research is recommended.
Special Note: MGMT806 and MGMT810X apply a common theoretical framework to businesses
with differing value propositions; therefore, students should not plan their course of study to include
both of these courses.
MGMT 809 (0.5cu)
Private Equity in Emerging Markets (½ semester)
Instructor: Stephen Sammut
Semester/Quarter: Spring/Q3
Description: This course is designed to provide students with a practical understanding of private
equity issues focusing on developing country environments. The underlying premise of the course is
that private equity in developing country environments is a distinctly different asset class than in
industrialized countries for a number of reasons that will be identified and analyzed by students, such
as valuation, corporate governance standards and practices, contract enforcement and regulations, and
exit alternatives. Students will assess these differences that heighten the risks for private equity
investors in emerging markets and explore how they can be successfully mitigated. The course will be
analytically rigorous and require a high level of weekly preparation and class participation. The case
method of teaching will predominate, allowing students to gain a realistic understanding of the roles,
responsibilities and analytical skills required of practitioners, and the tensions that arise between the
various stakeholders, including government officials who formulate regulations and policies that effect
PE investor behavior and performance. Cases will highlight the challenges and tasks performed at
each stage of the investment cycle, such as structuring a new fund, originating investment
opportunities, conducting due diligence, monitoring and creating value in portfolio companies, and
exiting.
Prerequisites: Completion or waiver of FNCE601.
MGMT810 (1.0 cu)
Societal Wealth Venturing
Instructor: Ian MacMillan
Semester/Quarter: Spring
Description: The basic thesis of this elective course is that many societal problems, if attacked
entrepreneurially, create opportunities for launching businesses that simultaneously generate profits
and alleviate the societal problem. This approach generates societal wealth as well as entrepreneurial
wealth. The course is distinguished from public sector initiatives to address social problems, and also
from “social entrepreneurship” programs where social wealth creation is a by-product rather than the
target of the entrepreneurial effort. Student teams are expected to develop a plan to launch a societal
wealth generating business. The preference is for them to begin the course with already conceived
ideas for entrepreneurial solutions to social problems. They may also join a team to work on a project
proposed by a student who already has a business idea.
Format: Lecture, discussion, live case studies (discussions of progress reports of students’ own
ventures)
Requirements: Classroom participation, interim assignments, readings report, and final business plan
Prerequisites: MGMT801 strongly recommended. Goergen Entrepreneurial Management Program
MBA Major and Course Descriptions for the 2010-2011 Academic Year
April 2010 6 / 7
Special Note: MGMT806 and MGMT810X apply a common theoretical framework to businesses
with differing value propositions; therefore, students should not plan their course of study to include
both of these courses.
MGMT 811 (0.5 cu)
Entrepreneurship Through Acquisition (½ semester)
Instructor: Robert Chalfin
Semester/Quarter: Fall/Q1, Q2 and Spring/Q3, Q4
Description: MGMT 811 focuses on theoretical and practical issues of acquiring a business. Topics
include: locating a business, due diligence, reviewing and analyzing data, valuation, financing the
deal, structuring the acquisition, and integrating the target.
Format: The class consists of lectures, in-class discussions of caselets, assigned reading, and a group
project.
Prerequisites: MGMT 801 recommended.
MGMT 816 (0.5 cu)
Building Human Assets in Entrepreneurial Ventures (½ semester)
Instructor: Eric Newman
Semester/Quarter: Spring/Q3
Description: This course explores issues pertaining to building and managing human assets in a highgrowth entrepreneurial setting. The purpose of this case-driven course is to develop the skills
necessary to think systematically and strategically about management of human assets in an
entrepreneurial firm and to develop the competencies necessary to design and implement human
resource systems that support entrepreneurial firms. We will focus on the following objectives:
identifying the talent needed to initiate and sustain an entrepreneurial endeavor; structuring human
resource policies and corporate culture to prepare for and facilitate firm growth; assessing the human
aspects of valuing entrepreneurial companies; and responding to conflict and organizational threats
within nascent firms. This course will apply recent research from strategic human resource
management, personnel economics, and organizational behavior to the practical issues of building and
managing human assets in new ventures.
Format: Case discussion, guest speakers and lectures, active class participation, final project.
Prerequisites: MBA students only.
MGMT 833 (1.0 cu)
Strategies and Practices of Family-Controlled Companies
Instructor: William Alexander
Semester: Spring
Description: This course is designed for those persons who desire to understand the distinct
strategies and practices of family-controlled companies and family wealth management. It will focus
on shareholder decision making; financial and market driven options for long-run competitiveness,
organizational structures and management team issues; strategic planning from a resource-based
perspective; transition planning for the corporate entity, wealth, leadership and relationships; family
dynamics and communication issues; and leadership empowerment. The course is intended for those
who plan to consult or provide professional services to family-controlled companies and for those
planning a career in a family firm.
Format: The class is structured around topical lectures with frequent utilization of case studies
requiring active class participation, in-class case discussions, as well as on-site and off-site project
work time, submission of several written case studies, and a term research project.
Prerequisites: Open to Wharton MBA and Penn graduate students.Goergen Entrepreneurial Management Program
MBA Major and Course Descriptions for the 2010-2011 Academic Year
April 2010 7 / 7
MGMT 893 (0.5 or 1.0 cu)
Advanced Study Project for Entrepreneurial Management
Description: ASP topics can be individually selected by the student with the advice and consent of
any instructor in the Management Department. In addition, in any given semester, instructors in the
Goergen Entrepreneurial Management Program may offer organized ASPs. All ASP registrations
require the written consent of the instructor and appropriate section number on the registration form.
Students should go to the Wharton Entrepreneurial Programs Office to receive faculty section
numbers. If the proper approval is not obtained, registration is not valid.
MGMT 899 (0.5 or 1.0 cu)
Independent Study Project for Entrepreneurial Management
Description: ISP topics can be individually selected by the student with the advice and consent of
any instructor in the Management Department. All ISP registrations require the written consent of both
the instructor and the Wharton Entrepreneurial Programs Office on the registration form. Students
should go to the Wharton Entrepreneurial Programs Office to receive faculty section numbers. If the
proper approval is not obtained, registration is not valid.
To access an ISP/ASP registration form (as well as other MBA Program Office forms) see:
http://spike.wharton.upenn.edu/m ... veys/forms_home.cfm |
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