Curricular Objectives The student who has successfully completed the Atkinson Graduate School of Management curriculum should have the following management knowledge and technical skills
management knowledge and technical skills • How value is created by exchange in markets. • How to build and sustain relationships and how they create value. • How to measure value creation. • How to use the core vocabulary of management. • How to follow and to lead. • How to think like a manager • How to write and speak plain English
how value is created by exchange • Making tradeoffs. • Creating incentives. • Reducing risk by financial engineering on a local and global scale. • Taking advantage of arbitrage opportunities. • Performing a competitive analysis (SWOT). • Understanding the limits to market perfectibility.
how value is created through relationships I • Understanding the service delivery value chain. • Understanding the people who make up these value chains – customers, employees and bosses, suppliers, owners and creditors -- and working collaboratively with them to enhance capabilities, taking action to meet their needs and concerns, and creating joint strategies and solutions.
how value is created through relationships II • Clarifying situations, identifying points of agreement/disagreement, keeping discussions issue oriented, developing others’ and own ideas, building support for preferred alternatives, and facilitating agreement. • Showing respect for every person in the value chain.
how to measure value creation I • Using money to measure benefits and costs. • Performing net present value analysis. • Reading and analyzing general-purpose financial statements. • Performing a value analysis of a specific product or service.
how to measure value creation II • Defining metrics and setting goals for process performance and demonstrating awareness of tools required to implement an improvement • Evaluating the effectiveness of an organization from the perspectives of management structure, skills, knowledge inventory, culture, compensation and learning scales.
how to follow and to lead I • Working effectively in teams. • Seeking understanding, interpreting behavior, clarifying behavior, recognizing differences, and responding to nonverbal behavior. • Developing direction, developing structure, facilitating goal accomplishment, involving others, and sharing information.
how to follow and to lead II • Modeling commitment, and leveraging personal, functional, social, and cultural differences to enhance performance. • Giving and receiving critical quality feedback • Taking initiative, facilitating change.
how to think like a manager • Diagnosing problems in complex, messy situations. • Prescribing solutions to organizational problems. • Sustaining the rhetorical burden of casuistic argumentation and ethical reasoning.
how to write and speak plain English • Communicating to customers, superiors, and associates who have little time to read and no patience for complexity, generalization, froth or filler. • Achieving precision and accuracy of expression.
Career Development How to assess individual strengths and weakness with respect to career opportunities and threats and to formulate and execute a lifelong learning and personal growth strategy to facilitate professional and personal satisfaction.