60 courses with the subject MG, each shown exactly as we captured it from the college's catalog, with every element we hold. Where the wording looks broken, that is our reading of the catalog, not the college's text.
MG 116Human Dynamics in Organizations3
Human Dynamics in Organizations examines the behavior of people in organizations and the relationship between this behavior and organizational effectiveness. In the course, students will explore the central issues, concepts and challenges related to human dynamics in organizations through readings, case studies, team projects, self- reflection instruments, and experiential exercises. They will better understand themselves as organizational members and hone their abilities to analyze managerial problems from a variety of perspectives. In particular, students will develop knowledge and skills to enable them to work effectively in teams and engage productively with a diverse set of organizational members. Typically Offered: Fall and Spring
Pre-req: CS 100 and MA 105, MA 105L, MA 107, MA 107L, MA 131 or MA 131L Supply Chain and Operations are the core activities of any organization. Simply put, a business cannot function unless it successfully manages its operations and supply chain processes to source, produce and deliver the right product to the right customer at the right time. This course introduces the fundamentals of operations and supply chain management and discusses how coordinating supplier and internal processes creates value for the customer, the company, and society at large. The course highlights how optimizing the flow of goods, services and information creates supply chains that are both efficient (minimizing costs and waste) and effective (meeting or exceeding customer expectations). Throughout this course, students will examine the environmental and social impact of supply chain activities and explore how innovative solutions can resolve the tradeoffs between satisfying customer needs, maintaining healthy profits, and addressing environmental and social challenges. Typically Offered: Fall and Spring
Pre-Req: MG 116 Career Success stems not only from technical experience and knowledge, but also from an understanding of your abilities, character, and emotions. This course aims to help you gain a sense of purpose, engagement, and wellbeing in your life and career preparation. Through concepts, self- reflection and experiential exercises, including mindfulness meditation, you will develop skills to: 1) effectively navigate stressors and challenges you may experience in your career journey, and 2) cultivate and maintain your personal wellbeing in your professional life. Typically Offered: Fall and Spring
Pre-Req: MG 116 The increasing diversity of the modern workforce presents valuable opportunities and challenges to organizations. This course highlights the knowledge, skills, and attitudes (KSAs) needed by managers, leaders, and employees to optimize diversity and engage constructively across differences. As an experiential, discussion-driven course, students will: (a) increase awareness about how social identity shapes perceptions, attitudes, and behaviors; (b) improve recognition of the opportunities and costs associated with diversity, equity, and inclusion; and (c) develop the competencies needed to lead inclusively across interpersonal, team, and organizational dynamics. Typically Offered: Fall and Spring
Pre-Req: MG 116 This course increases awareness of the process of understanding and relating to others in an organizational setting. It is designed to deepen insight into the dynamics of relationships and to improve interpersonal competence. It builds a conceptual foundation for understanding interpersonal communication, developing skills in listening, assertiveness and conflict management, and helping students understand the importance of interpersonal issues in a managerial role. Typically Offered: Fall and Spring
MG 241Leadership: Concepts, Competencies and Character3
Pre-Req: MG 116 We examine the role of managers as ethical thought leaders, problem solvers and change agents. The complexities of, and challenges associated with, managing and leading change in a rapidly changing, international, diverse and information-based environment are emphasized. Through discussion, case analysis, role playing, decision-making simulations, and experiential exercises, students explore the responsibilities of contemporary business and the complex issues of leading and guiding organizations in a turbulent environment. Students have the opportunity to apply and develop a range of personal leadership skills – analytical, problem solving, ethical decision making, interpersonal, communication, influencing, negotiation, conflict management, and change-related implementation - in a variety of leadership situations. Typically Offered: Fall and Spring
Pre-Req: MG 116 Developing ones emotional intelligence is very much in keeping with working and managing in organizations attempting to meet the challenges of our modern era: globalization, the pervasive impact of technology on communication and human functioning, and the need to adapt to the increasing demands of constant change and uncertainty. It is here that EQ is at the center of working, managing and leading effectively. This course provides in-depth study and application of the principles of emotional intelligence to working in organizations. Students will formally assess their own emotional intelligence prior to the start of the course, and each class meeting will be devoted to interpreting and putting a component of emotional intelligence in perspective. Through reading, open discussion and experiential learning, students will build their emotional self-awareness and crucial competencies such as managing emotions, increasing empathy, self-expression and creativity. Typically Offered: Fall
Pre-Req: MG 116 and 21 completed credits Women have been a crucial part of the business world as leaders and entrepreneurs This course will explore how women were able to overcome both social and legislative restrictions to make a lasting impact and act as an inspiration for future leaders. Students will apply key concepts in leadership and entrepreneurship including strategic planning, organization and growth strategies by analyzing firms founded and led by women. Students will understand how women have applied unique capabilities and created their own opportunities to gain a competitive advantage in various industries. Discussion, analysis and guest speakers will allow students to gain key skills and insights to successfully overcome future challenges and develop their own leadership style. Typically Offered: Once a year
Pre-Req: MG 116; note: this course may be taken concurrently with MG 351 This course examines various aspects of human resources management, including employment planning, recruitment and selection, performance appraisal, training and development, compensation and benefits, and labor relations. It focuses on personnel problems of major concern to managers in general, as well as to professionals in the field of human resources management. Typically Offered: Fall and Spring
Experimental courses explore curriculum development, with specific content intended for evolution into a permanent course. A topic may be offered twice before it becomes a permanent course. Students may repeat experimental courses with a different topic for credit. Typically Offered: Every two or more years
Pre-Req: LA 100, MG 116, and at least 51 completed credits For students entering Bentley Fall 2024 or after, MG 313 can not count as an elective in the Management Major or Management Minor Businesses operate in complex environments. They interact with customers, employees, suppliers, shareholders. They also encounter non- market actors like government agencies, activists, local communities, and the media. Managed well, this web of stakeholder relationships yields synergies, opportunities, and mutual benefit; managed poorly, tradeoffs or conflict. Drawing on case studies and discussions of a range of social issues, this course explores the business and society interface in all its legal, ethical, cultural, technological, and political complexity. This course introduces the tools effective managers need to reconcile stakeholder demands, anticipate the issue life cycle, pursue socially responsible initiatives, weigh the ethical and financial implications of their decisions, and engage in the public policy process. Special focus is on how the world is changing and the potential for business and society to work together to address its grand challenges. Typically Offered: Fall and Spring 2026-2027-Undergraduate 239
Pre-Req: MG 215 Supply chain management has been recognized as an untapped source of competitive advantage. This course will develop students' understanding of supply chain activities (planning, sourcing, producing, and delivering goods or services). It is likely that no matter where you work (marketing, finance, or accounting) within an organization and no matter whether they work for a service or manufacturing company, they will need to understand the supply chain process and its interactions both within the organization and with the firms customers and suppliers. Students will understand how supply chain strategy informs and enables business strategy as well as key business activities such as new product development. The course will also address how supply chain functions relate to the use of technology, as well as to the issues of ethics and corporate social responsibility. A variety of teaching methods will be used, including case discussions, hands-on excercises and computer simulations. Typically Offered: Spring
Pre-Req: MG 215 Service operations are a significant part of economy. Manufacturing companies leverage services for market differentiation, revenue stability, and improved customer satisfaction. Service firms, in turn, apply manufacturing insights on process efficiency and quality. Understanding service operations, however, is challenging. Services are intangible, highly variable, not storable or transportable and often involve distributed operations with a significant amount of customer contact. This course provides a managerial perspective on strategic analysis and operational decision-making in services, including service design, revenue management and quality management. A key aspect is a team project where students study and improve a local service firm’s operations quantitatively and qualitatively. Typically Offered: Fall
MG 318Continuous Process Improvement / Lean and Six Sigma (3
credits) Pre-Req: MG 215 In today’s hypercompetitive business environment it is essential for organizations to focus on creating value for its customers. Continuously improving business process performance within the Enterprise and its Supply Chain is a key factor in creating value by lowering costs, improving service delivery and achieving superior Quality. This course provides a structured framework for achieving continuous process improvement throughout an organization by focusing on the reduction of variance and the elimination of waste. Typically Offered: Every two or more years
Pre-Req: EC 111 and MG 116 This course views the management problems of enterprises whose interests extend across international boundaries, problems of the formation of international operations and the acquisition of foreign companies, as well as problems arising from the policies of foreign governments. It includes the various cultural and ethical issues confronting the local manager, organizational problems of international companies, and the problems of control and communication. Typically Offered: Fall and Spring
Management-Related Elective: MG or non-MG international 3 course in a culturally distant location. Course needs to be approved by concentration coordinator or department chair. Select one of the following: 3
Pre-Req: MG 116 and 45 completed credits This course focuses on all aspects of starting a business: selecting promising ideas, initiating new ventures, and obtaining initial financing. It concentrates on how ventures are begun, how venture ideas and other key ingredients for start-ups are derived, and how to evaluate new venture proposals. The course explores business plan development, and legal and tax considerations. Typically Offered: Fall and Spring
Instructor Permission This course examines a different management theme or themes in each semester. The following topics are currently planned: organizational change, management of innovation, managerial and professional negotiations, and managing effective work groups. Typically Offered: Every two or more years
Pre-Req: MG 116 This course introduces students to the fundamentals of management consulting. Students will first explore consulting from a macro level, then they will learn about consulting from an interpersonal level where the student will gain the perspective of the consultant and client. The course has three main objectives: a) provide an orientation to management consulting as a career, b) illustrate the competencies important for management consultants to present and master, and c) engage students in a real-world opportunity to practice working with a client in the needs analysis portion of a consulting project. Case studies, project work and experiential exercises will be used extensively. Students will work as individuals and in teams to complete course activities to further explore the course concepts. Typically Offered: Fall
Pre-Req: MG 116 This course discusses the specific concepts, systems and techniques for managing projects effectively. It leads students through a complete project life cycle, from requirements analysis and project definition to start-up, reviews and phase-out. The project manager's role as team leader is examined, together with important techniques for controlling project costs, schedules and performance. The course employs a combination of lectures, case analyses, business/project simulations, videos and group discussions to develop the conceptional understanding and operational skills needed for effective managerial role performance. Typically Offered: Once a year
Pre-Req: MG 116 and 51 completed credits This experiential course prepares students to lead transformative change in dynamic and complex environments. Students will gain an understanding of the neuroscience behind change, explore the critical differences between change leadership and change management, and examine both internal and external drivers of change. Using proven frameworks, students will learn to assess individual/team/organizational readiness, address resistance, influence stakeholders, and design a change plan. Additionally, students will learn how to build and lead a resilient and agile workforce. Through real-world case studies, interactive discussions, and a hands-on team project, students will leave equipped with the knowledge and skills needed to champion and implement effective change in any organizational setting, as well as how to create a change readiness culture. Typically Offered: Once a year
Pre-Req: MG 250 This course focuses on Total Rewards programs, including compensation, benefits and work-life programs.Base pay programs, internal equity, external equity, market-based salary structures and short-and long-term incentive program design steps are evaluated as means to improve organizational performance and increase employee commitment. The course also covers qualified and non-qualified benefits programs, as well as the specifics related to designing and implementing effective work-life programs. Typically Offered: Spring
MG 365Theory and Management of Nonprofit Organizations3
Pre-Req: MG 116 This course focuses on the wide range of nonprofit organizations, their special management problems and the various strategies that nonprofits employ to stay viable and healthy as well as to grow. Though the nonprofit sector includes organizations that range from theater groups to environmental groups to social advocacy groups, and many more, there are common management problems that occur in most nonprofits. The course will focues on exploring these common problems and strategies for managing them. The areas of particular interest in this course are: Resource Acquisition and Dependence; Leadership and Management of Human Resources; and Strategy and Performance. A range of pedagogical approaches will be used, including case analysis of actual nonprofits; discussion of articles at the forefront of nonprofit research; and short research papers, examinations/quizzes and a term project.
Instructor permission is required This course permits superior students to study special topics. Allows repetition for credit. Typically Offered: Fall and Spring
Pre-Req: MG 116, 3.0 cumulative GPA or at least 3.3 GPA in at least 12 credits in MG courses, and internship coordinator permission This course offers a field-based learning experience for selected full-time students in business and management. It requires students to select a seminar project related to his or her internship experience in consultation with the internship adviser. Requires students to attend regular seminar meetings, submit progress reports, and prepare a substantial report on academic concepts related to the work experience. Typically Offered: Fall and Spring
Pass/Fail option not available for this course. Bentley Global Experience (BGX) courses are 3-credit intensive study abroad experiences offered during semester breaks, usually 10 to 15 days in length during January break, Spring break (as part of a Spring semester course), or in May after exams. The professor leads his/her students on an immersive learning experience in a region of the world where the professor has expertise, offering students the opportunity to combine cultural activities with business, NGO, or other relevant site visits. Students benefit from personal interactions with companies and organizations they would not encounter as a tourist. The intensive format allows students to study abroad without missing a semester at Bentley. Please visit https://www.bentley.edu/offices/international-education to learn more. Typically Offered: Every two or more years
A 1-credit field-based educational experience for Bentley students with the opportunity to (1) observe management practices, (2) apply and test hands-on the organizational concepts and methods learned in classes, (3) develop leadership skills, (4) test aptitude and personal preferences for various career directions, and (5) establish a basis for future professional employment. This Internship option is available to Bentley graduate students. Students must work a minimum of 200 hours at an organization suitable for the individual student's field learning experience, and complete specific requirements during their Internship, demonstrating the ability to apply and integrate business/management knowledge, in order to receive academic credit. A student is limited to doing one such 1-credit internship before degree completion. Typically Offered: Fall and Spring
This course focuses on all aspects of starting a business: selecting promising ideas, initiating new ventures and obtaining initial financing. It concentrates on how ventures are begun, how venture ideas and other key ingredients for startups are derived, and how to evaluate new venture proposals. This course explores business plan development and legal and tax considerations. Typically Offered: Fall
This course develops a conceptual foundation based on theories of emotional intelligence and interpersonal dynamics as essential elements of the leadership role. It considers such topics as perception, personality and attitudes, interpersonal communication, and relationships. The course applies these models and concepts to behavior in the workplace, especially leadership and other managerial and organizational issues. It enhances emotional intelligence and interpersonal competence by developing key skills, such as active listening, assertive expression and conflict resolution. Typically Offered: Spring
Organizations use a variety of complex work teams to accomplish their objectives. Unfortunately, many organizational teams are not particularly effective. This course is designed to help students lead, participate and work effectively in a variety of team environments -including virtual teams and groups. You will develop a greater understanding of group dynamics, of your own behavior in teams, and team leadership skills. The course is highly experiential and involves working in teams on graded and non- graded assignments. These assignments include team presentations and written and oral analysis. Typically Offered: Spring
This course explores the theory and practice of negotiating, with an emphasis on bargaining within an organizational context. It develops the knowledge of bargaining concepts and models, as well as skills to apply this knowledge in real-life negotiating situations. The courcse uses multiple negotiating case role plays to increase involvement and to deepen understanding of negotiating principles in face-to-face and virtual online negotiating environments. Typically Offered: Fall and Spring 2026-2027-Graduate 73
This course explores relationships among management, boards of directors and shareholders. It also addresses company relationships with stakeholders more broadly, including employees, customers and suppliers; the communities in which operates; and society, more generally. The increasing roles of institutional investors and activist shareholders are explored, as are the impacts of regulations such as Sarbanes-Oxley and Dodd-Frank on issues including executive compensation, succession planning and risk management. A variety of corporate scandals are analyzed to see what lessons can be learned to improve corporate governance. While the primary focus of the course is on U.S. companies, attention also is paid to key corporate governance issues in other countries, especially those in Europe and Asia. Guest speakers will talk to the class about their experiences as board members, institutional investors and/or corporate governance experts. Typically Offered: Spring
The course begins by introducing students to the rationale for establishing strategic partnerships, alliances, and collaborations in the contemporary global business world. We then discuss the major managerial issues associated with alliance creation, implementation and evolution. Based on these foundations, we move on to learn tools and frameworks that enable managers to respond effectively to the challenges of strategic alliances and maximize their value. The course explores the mindset, skillset and toolset of partnering, its value as a strategic tool, the pitfalls to avoid and ultimately to help improve the probability of partnering success.
This course seeks to improve participant awareness of change dynamics, including: the changing nature of change; understanding the enhanced change complexities in a global, virtual environment, readiness for a change versus continuous change; and the challenge of building change capacity (skills and capabilities). The course focus includes key individual, group and organization-level factors essential for informing leaders and followers as they navigate change efforts in organizations. Typically Offered: Fall and Spring
This course prepares students for leadership positions in technology- based organizations. The course introduces principles of technology growth and diffusion and how they impact business strategy and planning, markets, the performance of cross-functional teams, product design and project management. Through this course, students gain an understanding of theories, tools and best-in-class practices required to commercialize new technologies or to adapt existing practices in response to either sustaining or disruptive technological innovation. Through lectures, group discussions, case studies and research projects, students explore how leading businesses are creating value from emerging technologies and may continue to do so in the future.
MG 647Leading Effectively in Global Business Environments3
This one-week intensive course uses a combination of expert-led classroom discussions and plant visits to examine the challenges and best practices of managing in todays global business environment. Company visits, case studies and dialogue with senior managers and scholars provide the setting for studying global organizational systems, processes and practices. The course stimulates critical thinking and insight into global management issues such as virtual team leadership, strategic alignment, open innovation, accelerating development, and integrating projects across multinational lines. As a partnership program of Bentley and the University of São Paulo, the course is open to graduate students from both universities.
This course presents the specific concepts, systems and techniques for managing projects effectively. It leads students through a complete project life cycle, from requirements analysis and project definition to startup, reviews and phase-out. The role of the project manager as team leader is examined, together with important techniques for controlling project costs, schedules and performance. Lectures, case studies and group discussions are combined to develop skills needed by project managers in today's environment. Typically Offered: Spring
In the increasingly complex and global marketplace, innovation is becoming a necessity for competitive strength and survival. Creativity and good ideas alone are not enough for success; they must be transformed into viable goods and services and offered to customers through innovative business models. This course focuses on strategies that leaders use for stimulating and implementing innovation in the workplace. It looks at innovation strategically at the level of the firm and industry. The innovation strategies of successful and unsuccessful firms are highlighted. The course covers topics such as sources of innovation, design thinking, disruptive innovation, business model innovation, first mover advantage/disadvantage, value innovation, and dominant design and standards battles. Typically Offered: Fall
Many companies now look to service innovation to obtain a competitive advantage in the marketplace. This course introduces the different types of service innovation and identifies how they each contribute to the long term success of an organization. Topics presented in this course include (a) open service innovation, (b) service process design, and (c) tools for encouraging customer feedback, all of which focus on service process innovation and continuous improvement. In addition, the role of technology in developing new service innovations is integrated throughout the course with specific emphasis on (a) creating added value by shifting the work boundary between the service provider and customer, (b) understanding how customers access services, and (c) providing new approaches for obtaining and analyzing customer feedback.
All world-class performance organizations have undertaken distinct approaches towards excellence. Understanding these approaches and practicing quality analytics that make them successful are the focus of this course. The course draws its origin from the classical quality management discipline and revitalizes it with the twenty-first century developments in organizational innovations and data analytics. The students will learn in the course several international frameworks of performance excellence, including Lean from Japan, ISO 9000s from Europe, and Baldrige and Six-Sigma from the U.S. via examining the practices of various world-class organizations, such as Toyota in 1980s, Apple since 2000s, and recently Tesla and SpaceX. They will also learn technical tools that help with the successful implementation of these practices. Moreover, the students will apply lessons in a real-world project to achieve world-class performance for an organization. Typically Offered: Spring
MG 656People Strategy: Driving Team and Organizational Performance3
Pre-Req: None. Not open to students who have completed MG 641. This course focuses on People Strategy as a central component of organizational effectiveness and competitive advantage, viewed through the perspective of managers and team leaders. Students examine how leaders interpret, implement, and evaluate HR systems to support strategy execution, organizational change, and workforce sustainability. The ability to ensure alignment between people strategy and business strategy is highly valued in today’s organizations.Emphasis is placed on integrating HR-related decisions across functions, managing tradeoffs under real constraints, and applying evidence-based reasoning to complex, people-related challenges. The course is designed for current and future managers, not only for those pursuing HR careers. Learning involves applied analysis, critical thinking, and managerial judgment through cases, discussion, and students’ professional experiences. Typically Offered: Once a year
Taught in the context of an engaging, fast-paced project based or simulation exercise, this course covers the theory and practice of process improvement methods and tools in a unique and exciting learning environment. Students will take on a role within a fictitious company on day one and will work in teams supporting a real-world process. They come together for brief lectures on the modules noted above and then return to their breakout rooms to apply the tools they have learned to improve their work processes. At the end of the course, the participants will have demonstrated to themselves and their peers via the dramatic improvement in their work process performance their newfound Lean Process Improvement Skills. Students may have the option of bringing a project from their employer for a more “real world experience”. Typically Offered: Every two or more years
MG 658Developing Leaders for Global Sustainability3
This course equips sustainability leaders with crucial analytical and implementation skills, covering scientific literacy, stakeholder management, and risk assessment. Leaders gain a toolkit for effective change, grounded in a deep grasp of scientific truths and power dynamics in environmental sustainability. Learn sustainable practices, driven by the obligation to leave future generations the option to be as well off as we are. Explore "global sustainability" to address the world's need for sustainable practices, influencing organizations across industries, positions, and professions. Delve into climate change and energy challenges in this course, exploring the "who" and "how" of planetary preservation. Discover leaders taking on these challenges. Investigate what current leaders know and need to know for effective global issue resolution. Harness the power of science in understanding human behavior and systems, guiding informed decisions and impactful interventions. Typically Offered: Fall
This course contributes to the development of knowledge and skills needed to manage effectively in, and with people from, different cultures. Students will develop an awareness of the pervasive and hidden influence of culture on behavior, particularly with respect to management and management practices; become familiar with the types of situations and issues which managers often confront when working internationally; gain an appreciation for the challenges of working virtually with multicultural team members; and gain insights into their own intercultural skills and attitudes. This course is concerned with understanding differences in behavior which stem from diverse national cultures and developing tools for effectively managing those differences. The readings, cases and exercises have been chosen to focus students' attention on effective intercultural behavior their own as well as that of others. Typically Offered: Once a year 2026-2027-Graduate 75
This course addresses the knowledge, skills and attitudes leaders need to more fully employ all the resources of the increasingly diverse workforce. The course examines the dynamics of different social identities in the workplace, in the context of exploring how people who are different from each other can work together effectively. Investigates the impact of diversity on individuals, groups, teams, and the organization as a whole. Typically Offered: Fall
A Directed Study is designed for highly qualified students who, under the direction of a member of the sponsoring academic department, engage in an agreed-upon in-depth independent examination, investigation or analysis of a specialized topic. Typically Offered: Fall and Spring
This course affords students the opportunity to enhance self-realization and direction by integrating classroom study with experience in vocational learning situations. It requires development of a study plan to identify the student's professional goals and to demonstrate how these goals can be enhanced through an internship experience. It includes regular meetings in which students discuss issues and business problems related to their work experience, and defend proposed solutions before fellow students and the internship coordinator. Typically Offered: Fall and Spring
Teaches the fundamentals of management consulting. Students learn about consulting primarily from the perspective of external consultants delivering services to clients, although the course is relevant for internal consultants as well as for consumers of consulting services. The primary goal is to enhance the skills needed to be an effective consultant. Topics include the ethics of consulting, issue identification, contracting, the discovery process, feedback to the client, managing client resistance, implementing change, and marketing and sales skills. The course is designed for graduate students who are internal or external consultants, who may be interested in a consulting career, or who may do occasional consulting outside their primary job. Case studies along with experiential exercises are the primary vehicles for learning about management consulting. Typically Offered: Fall
Pre-Req: Varies by topic This course focuses on a different management theme in each semester. Currently planned themes are managing corporate alliances, managing with influence, implementing ethics in organizations, issues in leadership, and managing effective work teams. Typically Offered: Fall and Spring
Pre-Req: Varies by topic Experimental courses explore curriculum development with specific content intended for evolution into a permanent course. Topics may be offered twice before it becomes a permanent course. Students may repeat experimental courses for credit with a different topic. Typically Offered: Fall and Spring
