뉴욕주립대 기술경영 석사
과정구성
해외대학 복수학위 MBA
뉴욕주립대 기술경영 석사 MBA
과정구성
학점구성
교육일정
- 개강시기 :
- 3월 개원 기준
- 원서접수 :
- 매년 개강 약 6개월 이전에 홈페이지 공지
- 교육기간 :
- 1.5년(3학기)
3월 개원
| 1학기 | NRP | 2학기 | 3학기 | ||||||||||||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 3월 | 4월 | 5월 | 6월 | 7월 | 8월 | 9월 | 10월 | 11월 | 12월 | 1월 | 2월 | 3월 | 4월 | 5월 | 6월 | 7월 | 8월 | ||||||||||||||||||
- NRP : New York Residence Program(뉴욕현지수업/해외집중과정)
학점구성 (5년 이상 산업체 경력 인정 시)
| 구분 | 이수학점 | 비고 |
|---|---|---|
| 국내과정 | 27학점 | 18과목 |
| 해외집중과정 | 9학점 | 4과목 |
| Business Project | 3학점 | 2과목 |
| 총 36학점 | ||
- 졸업요건 : 36학점 이상 수강
- 과목구성 : 한 과목은 총 22.5시간으로 구성됨 (과목당 1.5학점)
- Business Project:
- 학습으로 습득한 이론과 사례를 통한 현업의 이슈를 해결해 가는 방법으로, 이론과 실제의 적용
- 프로젝트 결과물은 회사측면에서 직원 교육과 더불어 주요 현안을 해결할 수 있는 output 을 기대할 수 있음 - 산업체 경력이 5년 미만 시 일부 과목을 추가적으로 수강해야 할 수 있음
커리큘럼
| General Management | Technology Management |
|---|---|
| 경영학 공통 모듈을 통한 통합적 경영관련지식 함양 |
Technology / IT 관련 모듈을 통한 기술산업 기반 기업경쟁력 강화 |
| Project |
|---|
| 프로젝트 작성을 통한 실무 비즈니스 접목 |
- 본 과정은 디지털 트랜스포메이션을 선도할 기술리더들을 위해, 기술경영(Technology Management)과
전통 경영학 두 가지 축이 균형을 이루고 있는 특화된 커리큘럼을 제공합니다.
과목소개
| 구분 | 과목명 | 교과내용 | 학점 |
|---|---|---|---|
| General Management |
TMP542 : International Business, Technology and the Economy |
International trade and investment in technology-intensive fields is examined from the perspective of economic theory. Theories of foreign direct investment and international competitive advantage will be examined in the context of the changing global economy. Summer | 1.5 |
| TMP543 : Leadership, Team Effectiveness and Communication |
This course focuses on business leadership, teamwork and communications. It seeks to answer the following three questions : What do leaders really do? What makes teams effective? How do you create persuasive communications? The course addresses such topics as power and influence, leading organizational change, managing corporate crises, building motivated teams, and developing strategic communications. It examines these topics with a goal of not only imparting knowledge about these managerial practices but also assisting students to acquire the skills necessary to become business leaders, team builders and srticulate communicators. We will seek to bridge theory and managerial practice by using case studies and inviting business executives to the class. The readings for the course come largely from Harvard Business Review articles and case studies on these topics. | 1.5 | |
| TMP544 : Organizational Behavior |
An approach to understanding the behavior of individuals in organizations is developed with emphasis on implications for effective management. This approach is used to analyze decision problems encountered in managing human resources. Topics include individual and group decision-making skills, recruitment and selection, employee ability, motivation and incentive systems, job satisfaction, performance assessment and management, retention, training, and employee development. | 1.5 | |
| TMP549 : Negotiation Strategy |
This course is designed to equip students with the basic theories and skills of negotiation. Accordingly, it consists of several parts. The first part is the introduction to the newly development approaches to negotiation; how you can improve your negotiation skills and outcomes. Also some commonly encountered negotiation tactics will be introduced, not to make you victims of those tactics. The second is simulation; students will engage in several negotiation simulations with other students under specific negotiation mandates and the outcomes will be reviewed. The last is a brief introduction to the game theory with an emphasis on the cooperative games; this part deals with the theoretical foundations of bargaining and dispute resolution. Knowledge from economics and mathematics will be helpful but not required. | 1.5 | |
| TMP548 : Ethics, Corporate Governance and Control Systems |
This course explores the values that govern corporate behavior. Topics include understanding ethical behavior, corporate ethics programs, employees’ responsibilities, and codes of conducts and governance. Sarbanes-Oxley (SOX) is examined as watershed legislation that has implications for U.S. companies and non-U.S.-based, multinational companies doing business in the U.S. Examples of similar legislation in the EU and elsewhere are covered. Related topics are corporate social responsibility (CSR) (with cases and examples from U.S. and abroad), ways to promote employee engagement, human resource management risk assessment, and human resource information systems. The course also covers mechanisms for developed a positive organizations culture and engaged workforce. This includes review of employee relations programs, developing and learning a high performing team, and developing a continuous learning organizational culture. Case discussions and exercises (e.g., developing a code of conduct) provide hands-on learning experiences. | 1.5 | |
| TMP573 : Basic Marketing Principles and the Information Economy |
Introduction to the basic principles of marketing, including: the influence of the marketplace and the marketing environment on marketing decision making; the determination of a firm's product, prices, channels, and communication strategies; and the firm's system for planning and controlling its marketing effort. Special emphasis will be given to marketing in information industries and knowledge intensive industries. | 1.5 | |
| TMP575 : Management Information Systems |
The analysis and design of information systems to aid in managerial decision making and the effective operation of corporations. Pertinent computing, telecommunication and systems technologies will be surveyed. | 1.5 | |
| TMP541 : Business Analytics |
The techniques and approaches of microeconomic reasoning are applied to issues of managerial decision making in the corporation. The theory of the market and the price system are closely examined for the purpose of identifying those areas where neoclassical economics is helpful to the analyst and manager. Special attention is paid to cost benefit analysis and models of economic behavior. | 1.5 | |
| TMP545 : Financial Accounting |
Introduction to financial accounting which includes the accounting cycle, analysis and preparation of financial statements, cash flow analysis, corporate accounting, investment in stocks, and international transactions. | 1.5 | |
| TMP594 : Finance A |
Business concepts, practices and procedures to analyze financial flows, especially in high technology settings. Topics covered include the basic mathematics of finance, capital budgeting, capital structure, dividend policy, mergers, and working capital management. | 1.5 | |
| TMP596 : Finance B |
Covers the variety of means by which corporations, especially high technology firms, may be financed. Topics include capital markets, investment principles, venture finance, and a continuation of the mathematics of finance covered by TMP 594. | 1.5 | |
| Technology Management |
TMP591 : Technology Management and Emerging Industries |
First part of course-pair TMP591 & TMP592. Introduction to salient issues facing managers of enterprises involved in the development and implementation of new technologies. Usp will be made of case histories and presentations b~ technological managers and innovators, wherever possible. Part A of this pair of courses will concentrate on the relationship between technological innovation and emerging industries. | 1.5 |
| TMP597 : Technology Management and Strategy |
First part of a course-triad TMP597, TMP598 & TMP578. Concepts and techniques of strategic management are examined and applied to relevant cases involving technology management. The class synthesizes all elements of the program and examines how an organization can plan and develop initiatives, evaluate their effectiveness, and manage the change process. Part A emphasizes corporate strategy. | 1.5 | |
| TMP598 : Technology and Entrepreneurship |
Second part of a course-triad TMP597, TMP598 & TMP578. Concepts and techniques of strategic management are examined and applied to relevant cases involving technology management. The class synthesizes all elements of the program and examines how an organization can plan and develop. | 1.5 | |
| TMP574 : Marketing of Technology Based Products |
Adaptation and extension of basic marketing concepts for technological products. Topics include: understanding unarticulated user needs, demand forecasting and strategic planning in technology markets, product design and architecture, product platform strategy, managing new product realization programs, and managing the technology adoption lifecycle. | 1.5 | |
| TMP551 : Data Analysis for Technology Managers |
The use and limitations of mathematical and statistical techniques, especially for the use of data in choosing between alternative strategies for companies. Probability, estimation, hypothesis testing, analysis of variance, and regression analysis are among the topics covered. Summer | 1.5 | |
| TMP592 : Data Mining |
Second part of course-pair TMP591 & TMP592. Introduction to salient issues facing managers of enterprises involved in the development and implementation of new technologies. Use will be made of case histories and presentations by technological managers and innovators, wherever possible. Part B of this pair of courses will concentrate on the role of technical standards in the dynamics of competition between firms in high technology industries. | 1.5 | |
| TMP552 : Management Science for Technology Managers |
The course is an introduction to the use and limitation of mathematical and statistical techniques in management, particularly in high technology contexts. Several statistical techniques are covered and examined for application in quantitative decision making. The main purpose of the course is to provide useful information and insights to support uses of statistics. There are two aspects to meet these goals. The first aspect of this course is the teaching of statistical concept by introducing the statistical techniques. Another aspect is to show how statistical techniques are actually used in practice. There are many examples of practical use of statistical techniques with tremendous savings in many areas. Relevant case studies will be presented as the course covers new topics. The emphasis is on the use of tools that every student has (primarily Excel). | 1.5 | |
| TMP585 : Operations Management for Technology Organizations |
Introduction to the analysis and measurement of processes for creating and delivering goods and services. Covers trade-offs in operations management decisions, product and process planning, layout and location strategy, production scheduling, inventory control, quality management, computer integrated manufacturing, and cost justification, especially in the adoption of new technologies. | 1.5 | |
| TMP586 : Human Resources Management for High Technology Environments |
Survey of issues in personnel recruitment, employee selection and classification, workforce evaluation, wages, benefits regulations, unionization, training, quality management, and employee performance in high technology settings. | 1.5 | |
| TMP546 : Managerial Accounting for High Technology Organizations |
Development and presentation of accounting information for managerial decision making in a global technological environment. Topics include budgeting, forecasting, profit analysis and planning, performance evaluation, transfer pricing, capital budgeting, performance measurement, and cost control. Special emphasis will be given to accounting issues pertinent to high technology companies, such as valuation of intangible assets. | 1.5 | |
| TMP599 : Intellectual Property Strategy |
Third part of a course-triad TMP597, TMPS98 & TMPS78. Concepts and techniques of intellectual property strategy are examined and applied to relevant cases involving technology management. The class synthesizes all elements of the program and examines how an organization can plan and develop initiatives, evaluate their effectiveness, and manage the change process. | 1.5 | |
| Project | TMP547 : Business Strategy: Capstone Course |
The class provides students with the opportunity to apply the analytic skills they have learned in the classroom to actual management problems. The class will visit various American businesses to learn about the operation, marketing, and financing of the business. Students will be divided into working groups and each group will examine problems in the businesses based on discussions with the managers of various companies visited. Students will recommend solutions to the problems presented by the management. Each group will write a report and make a presentation of their project. | 1.5 |
| TMP577 : Business Project A |
First part of course-pair TMP577 & TMP578. Students choose a project that focuses on technology management issues in their own industry or organization and apply tools learnt in other courses to analyze the issues. Part A of this pair of courses concentrates on problem formulation and the planning of research and analysis. This course is intended to commence mid-way through the program and be taken concurrently with the next several courses in the program. | 1.5 | |
| TMP578 : Business Project B |
Second part of course-pair TMP577 & TMP578. Students take the issues formulated during Part A of this pair of courses and proceed to implement the research plan also developed in that course. Part B of this pair of courses involves detailed data collection, analysis, and reporting of results. This course is intended to commence three-quarters of the way through the program and to be taken concurrently with the next several courses. Submission of the project report and a formal presentation of results are required near the end of the program. | 1.5 |
교수소개
본 과정은 뉴욕주립대 스토니브룩과 서울과학종합대학원을 비롯한 엄격한 심사와 평가를 거쳐 선발된 국내외 유수대학의 교수들을 초빙하여 강사진을 구성하고 있습니다. 실무와 현장경험을 보유한 세계 최고 수준의 교수진과 평가 시스템은 본 과정만의 차별화된 장점입니다.
[해외대학소속 주요 교수진]
※ 아래 교수진은 국내대학, 해외대학 교수들로 복합 구성되는 전체 교수진 중, 해외대학소속 교수진만을 포함하고 있습니다
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