Course Descriptions

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Undergraduate Courses

All courses offered by the Management & Entrepreneurship Department are listed below.

Please note that, not all of the courses listed below are offered every quarter. To find out more information about current and future course offerings, please visit the management course availability page to see which courses are currently being offered. 

6: Business Ethics

A normative inquiry into the ethical issues that arise in business and how they should be managed. Attention is given to current moral issues in business, to ethical theories and their implications for these issues, and to the managerial implications. Topics may include truth in advertising, corporate social responsibility, affirmative action, government regulation of business, quality of work-life, environmental and resource issues, and ethical codes of conduct. Students who take PHIL 26 may not take this course for credit. (4 units)

6H: Business Ethics

Honors section. A normative inquiry into the ethical issues that arise in business and how they should be managed. Attention is given to current moral issues in business, to ethical theories and their implications for these issues, and to the managerial implications. Topics may include truth in advertising, corporate social responsibility, affirmative action, government regulation of business, quality of work-life, environmental and resource issues, and ethical codes of conduct. Students who take PHIL 26 may not take this course for credit. Prerequisite: Enrollment restricted to students in the University Honors or Leavey Scholars programs. (4 units)

40: Foundational Knowledge of Managing for Sustainability

This course examines the foundational knowledge required of individuals who seek to effectively manage organizations that meet the triple bottom line: social, economic, and environmental sustainability. Students will learn the concepts critical for understanding sustainability from biological, economic, and social perspectives. Students will learn how to justify the pursuit of sustainable business practices, illustrate the role of businesses in building a just and equitable future, and demonstrate how systems thinking helps to illustrate the interdependent nature of our world. (2 units)

80: Global and Cultural Environment of Business

An examination of the basic conceptual vocabulary and theories regarding the economic, political, and social influences on international business today. Topics may include international trade, financial systems, political institutions, cultural factors, corporate structure, and market entry. Students who take this class may not receive credit for MGMT 80L taken in the Santa Clara London Program, or any equivalent course taken in a study abroad program. Prerequisites: BUSN 70 or 170, and ECON 3. (4 units)

162: Strategic Analysis- The Business Capstone

Focuses on the processes by which managers position their businesses or assets to maximize long-term profits in the face of uncertainty, rapid change, and competition. Covers various frameworks for analyzing an industry’s structure and a firm’s competitive position, and for developing a coherent, viable, and defensible firm strategy. Requires students to integrate and extend the knowledge and skills that they have developed throughout their coursework (i.e., marketing, finance, economics, organizational behavior, ethics, information systems, statistical analysis, operations management, accounting, etc.) into a “total” business perspective. Prerequisites: ECON 41 and 42 or OMIS 41; FNCE 121 or 121S; MGMT 80, 160, or 160S; MKTG 181 or 181S; and senior standing. (5 units)

162S: Strategic Analysis- The Business Capstone

Focuses on the processes by which managers position their businesses or assets to maximize long-term profits in the face of uncertainty, rapid change, and competition. Covers various frameworks for analyzing an industry’s structure and a firm’s competitive position and for developing a coherent, viable, and defensible firm strategy. Requires students to integrate and extend the knowledge and skills that they have developed throughout their coursework (i.e., marketing, finance, economics, organizational behavior, ethics, information systems, statistical analysis, operations management, accounting, etc.) into a “total” business perspective. Enrollment restricted to students in the Leavey Scholars Program. Prerequisites: ECON 41 and 42 or OMIS 41; FNCE 121 or 121S; MGMT 80, 160, or 160S; MKTG 181 or 181S; senior standing; and a minimum 3.5 cumulative GPA. (5 units)

164: Introduction to Entrepreneurship

The course looks at the practice of business innovation and entrepreneurship with an emphasis on how entrepreneurs identify opportunities, evaluate resources, build organizations, and understand the phenomena of entrepreneurship.  MGMT 164 is an introductory course intended to provide a foundation regarding the role of entrepreneurship, discussing ideas about entrepreneurship, and entrepreneurs in society and the economy. Prerequisites: ACTG 11 and MKTG 181. (5 units)

165: Building a Business

MGMT 165 integrates many of the concepts, tools and practices of entrepreneurship.  This course is a systematic and practical study of business creation and evaluation for new ventures and entrepreneurial projects.  Students will learn to assess and shape venture ideas, convert these ideas into viable businesses, and present these businesses to external stakeholders.  Topics include new venture execution plans, alternatives and trade-offs in financing, feasibility, resource acquisition, venture growth and harvesting.  The course includes discussion of cases, lectures, and presentations by guest lecturers who have played a role in starting new enterprises.  The course builds on foundation concepts from the Introductory Entrepreneurship course. It is designed for students seriously considering launching a new venture in a variety of contexts, and for students planning to work in an early stage venture. Prerequisite: MGMT 164. (5 units)

172: Social Entrepreneurship

This course focuses on emerging models of enterprise at the interface of the public, private, and nonprofit sectors. It examines theories of change and the dynamics of social innovation and develops both conceptual and practical tools for creating high performance organizations that are capable of addressing seemingly intractable problems in a financially sustainable manner. Analysis of exemplary social business ventures, including alumni cases from the Global Social Benefit Incubator, will illustrate how the discipline of business planning can contribute the development of social ventures that are economically viable at scale. Students will apply this knowledge to the writing and analysis of a case on an actual social business. Prerequisite: Students must have completed 87.5 units. (5 units)

173: Resources, Food, and the Environment

Exploration of relationship among food production, resource use, and the environment. Topics include biotechnology, the green revolution, resource depletion, environmental degradation, and food safety. Also listed as ECON 101. (5 units)

175: Flourishing at Work

We spend a large portion of our waking lives at work. It follows that what goes on in the workplace has the potential to significantly impact our ability to flourish – to be in an optimal state of mental and social well-being. Throughout this interactive course, we will explore a variety of Positive Organizational Scholarship topics from the fields of Organizational Behavior and Psychology that contribute to flourishing individuals, relationships, and systems. The first half of the course focuses on how to promote flourishing at the individual level, including topics such as mindsets, values, identity, authenticity, and meaning at work. The second half of the course will focus on how to promote flourishing interpersonal relationships and systems, including topics such as creating high-quality connections, psychological safety in teams, positive interpersonal emotions, networks, culture, and change. Prerequisite: MGMT 160 or 160S. (5 units)

176: Sustainable Food Systems

In this course, you will study the existing food system, issues of food access, justice, and sovereignty as well as opportunities to use technology and innovation to create a more just and sustainable food system. We will examine how food policy and lobbying affect food production and consumption and the role of food policy in food insecurity, health risks tied to food, and climate change. The first third of the class focuses on agricultural production, food policy, and issues of access and affordability. The second third analyzes the role of food production in climate change, supply chains, and opportunities for creating more sustainable, traceable, and transparent supply chains. In the final third of the course, we will discuss opportunities for disruptive innovation in the agricultural technology and food technology fields as an agent of change. 

178: Business and Human Rights

More and more companies are adopting human rights policies, conducting human rights due diligence, reporting on their human rights performance, and employing teams of human rights experts. Through interactive exercises, debates, case studies, and role-play, this course will provide you with the knowledge, skills, and tools to identify and address a company’s human rights risks and leverage the power of business to advance human rights around the world. (5 units) Prerequisite: Students must have completed 60 units.

179: Risk Management

A comprehensive examination of corporate risk, including history, current practices, and the impact of risk appetites on culture (and vice versa). Coverage of risk classification, organizational risk structures, and enterprise risk management.  Students will engage in the identification, prioritization, mitigation, and reporting of risks, via a hypothetical company with an analysis of actual risks impacting our global corporate landscape. Students will gain familiarity with heat maps and other planning tools, as well as engage in drafting business continuity and disaster recovery plans. Overview of professional risk roles and responsibilities, as well as skills required to obtain these compelling jobs. Focus on understanding risk management roles and honing relevant skills. Prerequisite: MGMT80, MGMT 6 and ECON 3(5 units)

180: Negotiation Skills in Business

We negotiate every day, at work, and in our personal lives. The overall goal of this course is to create a learning community where we can all improve our understanding of both the art and the science of negotiation. By learning about the research-based theories of negotiation, students will gain analytic skills in understanding negotiation principles. In preparing for the role plays assigned, students will practice selecting appropriate negotiation strategies for different contexts. By practicing negotiation in a number of different behavioral simulations, and reflecting critically on simulation outcomes, students will gain practical skills in influencing others to secure productive agreements through negotiation. Prerequisite: MGMT 160, may be taken concurrently with instructor permission. (5 units)

181: Conscientious Capitalism

The foundation of Conscientious Capitalism is: “To lead others, I will first learn to lead myself.”  This course is designed to inspire and teach students about the role of Purpose, Virtue, Intentionality, Tenacity, and Accountability in their leadership journey. The course uses three distinct but related activities to achieve this goal. Nationally renowned business, military, and civic leaders share the experiences and challenges that shaped them, their careers, and major decisions. The goal of having iconic leaders share with honesty and vulnerability is to inspire students to do the same in this course and their lives. Harvard Business School cases give students the opportunity to learn from the most critical business and policy decisions of our times. Putting students in the role of decision-maker challenges them to understand the complexity of decision making and leadership, and begins to train them for their careers post SCU. Leadership Development Teams (LDTs) are small mentored groups. The goal is for students to explore and share their authentic selves and develop the courage to live as their authentic selves in their careers and lives. Note: Evidence of a student’s ambition to make an impact in his or her own life is  having the hunger and maturity to pursue the journey of self-awareness, authenticity, and courageous action. (5 units)

198: Internship/Practicum

Opportunity for selected upper-division students to work in local organizations. Prerequisites: MGMT 160 or 160S, and two courses from the following list: MGMT 166, 169, 170, 171, 172, 173, 174, 175, 177. Students must have completed 60 units and have the approval of the undergraduate committee one week prior to registration. (1–5 units)

198E: Entrepreneurship Internship

This course brings together your academic studies with real-world start-up experience. As such, the class is comprised of two parts: an on-site internship, and an academic segment. The internship must be at least 10 hours per week, 80 for the quarter, starting by the first week of class. During the internship, you will help a Silicon Valley entrepreneurship develop and build a new venture. Here, you will observe a new venture during its formative years. The academic component entails the application of your business studies to a genuine new firm setting. You will examine and analyze your internship experiences with your academic learning. The ultimate product of this class is an in-depth case study of the firm and its founders. Prerequisites: MGMT 164 and must have a declared entrepreneurship minor. MGMT 165 may be taken concurrently. (5 units)