The Master of Science in Organization Management & Strategy consists of a 12-month full-time course of study, taught entirely in English, that commences with a Summer term at NYU Stern in New York City followed by Fall, J-term, and Spring terms at NYU Shanghai.
The four-semester curriculum is 36 credits, including a capstone project that culminates the program and connects students with real-world practice. During the capstone, students work in small teams to apply the analytical techniques they’ve learned in class to solve a case situation presented by a corporate client.
In the classroom, leading faculty from both NYU Shanghai and NYU Stern help students delve into complex material and attain mastery of principal concepts and methodologies. Integrated throughout are topically relevant discussions, exercises, and simulations that serve to further illuminate course content.
The following is a representative sample curriculum for the 2022-2023 Academic Year. In a given year, individual courses could vary.
Persuasive communication is a vital component to many aspects of business life. This course introduces the basics of communication strategy and persuasion: audience analysis, communicator credibility, and message construction and delivery. Written and oral presentation assignments derive from cases that focus on communication strategy. Students receive feedback to improve presentation effectiveness. Additional coaching is available for students who want to work on professional written communication.
Organizations of all types face significant challenges. These include the difficulty of coping with highly dynamic business environments, the complexity of managing global enterprises, how to shape a healthy corporate culture managing politics and conflict between individuals and organizational units motivating a highly mobile and every changing workforce managing and harnessing intellectual capital and so on. Such challenges and how organizational leaders can deal with them are the subject of this course. The course has two major components. The first is "macro" in nature. It focuses on organizational level issues such as how an organization should be designed to best achieve its goals and how culture and control affect organizational dynamics. The second part is more "micro" in nature. It focuses on employee-related challenges such as how to get things done in politically sensitive environments evaluate and reward people and manage teams. The macro component is concerned with overall organizational performance while the micro component is concerned with managing individual and group effectiveness. And leadership is the linking pin that connects these two. This course will introduce you to central theories and frameworks in management and organizational behavior and will help you to understand how to apply those theories and frameworks to understand and address organizational challenges and problems. An understanding of organizations and their management is important for anyone who plans to work within an organization as career success hinges on one's ability to accurately read and respond to the organizational context within which one operates. The course will also give you an opportunity to reflect on the skills that are required for being a better manager and leader.
This course studies two related issues. The first is how to gain advantage against competitors in the complex and dynamic global marketplace. Core business strategy themes include how to analyze the business environment assess resources and capabilities and choose competitive strategies. The second issue is how to create corporate value through configuring and coordinating multi-business activities. Core corporate strategy themes include analyzing scale and scope evaluating corporate competencies managing the multi-business corporation and choosing corporate strategies.
This course provides students with a basic understanding of financial statements and the linkage between a firm’s financial characteristics and its underlying long-term performance. Students will be introduced to basic financial and accounting concepts and will learn how to analyze financial spreadsheets to understand the underlying value drivers of performance. A focus will be on six key drivers: size, growth, margins, volume, business risk and financial risk. Students will analyze actual companies and present their results to the class. This course will provide a financial and accounting foundation for the rest of the program. No finance or accounting pre-requisites are assumed.
Are you interested in founding or joining a startup, or acting entrepreneurially within an organization? This class is designed to increase the chances of success by helping aspiring founders or employees identify and thus avoid a range of dilemmas all startups face. (By extension, aspiring investors and policy makers can also benefit from this class by learning what factors predict startup success.) To do so this class provides a broad introduction and overview of entrepreneurship based on a range of teaching methods including: academic research, cases, empirical data, videos, and guest speakers. Emphasis is devoted to "founder's dilemmas" that is, the consequential early decisions founders must make with minimal information. These include: deciding whether to found now or later; whether and how to form a founding team; splitting equity; tradeoffs associated with external investors; and weighing exit options. Note that this class is not an "incubator" (although you will receive substantial feedback on your business ideas). And while several components of this class are devoted to venture capital and the funding of startups, the treatment thereof is done primarily from the perspective of the entrepreneur. Primacy in this class is accorded the human and social capital aspects of entrepreneurship as opposed to those concerning financing.
The fundamental challenge facing the strategist is finding ways for a business to be different. For an existing organization, this means making it more distinctive relative to the competition. For a new business, this means creating an original position for it in the marketplace. The challenge of being different is considerable, especially in a connected global economy where many players have access to the same information. In this environment, the key to being different becomes the ability to think differently—and better— than others.
In this course, we will develop a four-way framework for thinking differently. The four components of the framework (4 C’s) are: Strategy from Contrast, Strategy from Combination, Strategy from Constraint, and Strategy from Context. We will examine examples of strategies of each of these four types, and we will also use this framework to generate entirely new strategies.
Contemporary business environments contain challenges that demand an increasing pace, volume, and complexity of organizational changes. Most organizations, whether they are entrepreneurial start-ups or long-established Fortune 500 firms, find that they must change or wither. This course is geared toward deepening students' understanding of the challenges, techniques, and burdens associated with initiating and implementing major change in an organization. The objective is to prepare managers, or their consultants and advisers, to meet the challenges of organizational change successfully. As such, the course is especially useful for students who plan careers in management consulting, general management (whether in line or staff positions), and entrepreneurship or corporate venturing.
Many companies bestow a management title on key talent and expect appropriate behavior to follow That is not the most effective way to develop future business leaders Increasing self awareness and being open to feedback are important first steps in leading today business for tomorrow results This course focuses primarily on the practical aspects of managing While based on solid research it stresses a) hands on approach to improving student management skills Each session focuses on a developing personal skills self awareness managing stress solving problems and creativity b) interpersonal skills coaching counseling supportive communication gaining power and influence motivating self and others and managing conflict and c) group skills empowering delegating and building effective teams Class sessions also give students an opportunity to assess learn analyze practice and apply the above skills to their own work situations so that they can turn good ideas into accepted practice Students learn not just about management skills but also how to apply those skills to get results.
Successful managers know how to collaborate with other people effectively and how to resolve conflicts constructively. The goal of this course is to teach students the fundamentals of managing collaboration and conflict in one-on-one and small group settings. Our objective is to enhance students' interpersonal skills at their jobs. Drawing from the latest findings in managerial psychology, we cover the fundamentals of effective negotiation, communication, and persuasion. Special topics include getting buy-in, coping with resistance, and building coalitions.
This course is designed for individuals interested in learning more about the art and science of influence in organizations Many people are ambivalent if not disdainful of those who seek to wield influence at work but social influence is a key mechanism by which things get done For those considering careers in management it is important to be able to diagnose situations as opportunities to exercise influence in order to form and implement new strategies. In addition managers are usually on the receiving end of these processes. An astute manager knows how to anticipate moves that others will make, how to block or avoid them when they have undesirable consequences, and how to help these moves succeed when their consequences are beneficial. The course aims to provide you with political intelligence in a sense. After taking this course you will be able to 1) diagnose the true distribution of influence in organizations 2) identify strategies for building sources of influence, 3 ) develop techniques for influencing others and 4) understand the role of influence in building cooperation and leading change in organizations These skills will be invaluable throughout your career.
The purpose of this course is to expose you to the dynamics of industries driven by technological innovation and to train you to think strategically about technological innovation. In this course, we will tackle such questions as: How and why are dominant standards chosen in winner-take-all industries. How do firms choose among multiple attractive innovation projects? How do firms decide whether to go alone or collaborate and how do firms develop an effective collaboration strategy? How do firms make the difficult choice between protecting their technologies with patents or copyrights versus rapidly disseminating them to build installed bases and complementary goods? The course will be lecture case and discussion-based. Like the industries we will study the course will be fast-paced challenging and exciting.
The Capstone Project is a for-credit experiential learning course that integrates and weaves together concepts learned from the other constituent courses that comprise the curriculum and links them to practical applications. In small groups, students will work together to solve cases presented by companies.
Many firms that have experienced dramatic gains in shareholder value over the last few years(e.g. Google Apple Motorola) register innovation as a central driver of their progress. One can argue that innovation and a culture that inspires and supports innovation is the only sustainable competitive advantage. A frequent manifestation of recent innovation has been breakthrough design. Design represents a powerful alternative to the dominant management approaches of the last few decades and is an important perspective for leadership to embrace. This course teaches the elements of design thinking with an emphasis on applying these principles within Chinese organizations.
This course is aimed at improving student ability to develop and manage high performing teams through effective design and development Topics include characteristics of high performing teams managing team composition monitoring stages of team growth developing strategies for effective group decision making developing a team focused organizational culture managing cross boundary collaboration managing cooperation and conflict within and across teams team leadership and evaluating and rewarding team performance It also addresses how organizations can foster innovation strategic decision making and cross functional synergies through the use of teams It emphasizes both theory and application skill building using a variety of teaching methods.