List of Courses

Core Courses

55905 Marketing Management

Dr. Michal Herzenstein

This course addresses the design and implementation of the best combination of marketing efforts to carry out a firm's strategy in its target markets. The course deals with defining value to the customer and value to the firm, consumer and market research. We study techniques for Segmentation, Targeting, and Positioning. We review basic concepts of the marketing mix elements: product, distribution, pricing and marketing communication.

Lecture 3 credits

55922 Elements of Organization Behavior and Resources

Dr. Tamar Gross

This introductory survey course considers basic individual, group and organizational processes in the workplace. We will address issues such as personality, motivation, perception, decision-making, leadership, work stress, and culture. The main theories of the field and the practical implications that derive from such theories are approached through a variety of means such as class exercises, group discussions, and case analyses.

Lecture 3 credits

55904 Introduction to Finance

Dr. Mor Haziza

The course explains fundamental concepts in investments and corporate finance. The main topics: time value of money, decision-making under uncertainty, risk and return, valuation of risky projects, portfolio theory, and capital structure.

Lecture 3 credits

55815 Quantitative Models

Prof. Gur Mosheiov

Solving decision problems from various areas of management. Learning the technique of building models for decision making, and exercising different methods for solving decision problems. At the end of the course students should be able to formulate a decision problem as a mathematical model (mainly linear programming models), and solve by using an appropriate software. They will be able to solve questions of project management, as well as sequential decision problems (by decision trees), the value of information, and the concept of using simulation.

Lecture 3 credits

55902 Introduction to Financial Accounting

Prof. Benjamin Segal

The purpose of this course is to introduce the concepts, vocabulary, procedures and uses of financial accounting. The course emphasizes understanding the processes and procedures of financial statements and their interpretation.

Lecture 3 credits

Required Courses

55821 Competitive Strategy

Dr. Micki Eisenman

This course aims to teach the learning the technique of building models for decision making, and exercising different methods for solving decision problems. At the end of the course students should be able to formulate a decision problem as a mathematical model (mainly linear programming models), and solve by using an appropriate software.

Lecture 3 credits

55708 Business Entrepreneurship

Dr. Micki Eisenman

Entrepreneurship is the process of creating something new and valuable by 1) devoting the necessary time and effort, 2) assuming the accompanying financial, psychological, and social risks, and 3) receiving the resulting rewards of monetary satisfaction and independence (Hisrich and Brush, 1985). The study of entrepreneurship is an exciting field. Research suggests that individuals who study entrepreneurship are three to four times more likely to start a business and will earn 20 to 30 percent more than students studying in other fields (Hisrich, Peters, Shepard, 2005). In this course, we will study the problems and decisions that owners of small businesses face and discuss the types of skills and solutions that can be applied in response. In doing so, we will integrate many of the disciplines in the business school curriculum.

Lecture 3 credits

01991 Internship in Organizations Development

Ms. Tammy Rubel

The internship offers a unique opportunity to combine theory and practice, gain practical experience in the business world, and gain a deeper and more academic understanding of business processes. Depending on students’ specific organizational placement, they will be able to specialize in at least one of the areas of business administration (i.e., marketing, organizational behavior, finance, accounting, operations research, strategy).

Internship, Lecture 9 credits

Elective Courses

A. Innovation Courses:

55690 Creativity in Organizations

Dr. Sharon Arieli

People and organizations constantly strive to improve their creative performance. But is it even possible? For many years creativity has been considered a "gift" that one is either born with or not. Recent approaches view creativity in a more malleable manner. They are grounded in the assumption that the ability to be creative can be facilitated and nurtured by teams and organizations. Creativity, then, is a skill that can be acquired and improved by practice and can be applied on demand. The course discusses three prominent elements that impact creativity -- the person, the process, and the culture – and argues that amplifying creativity in organizations can be gained by considering the interactions between these three factors.

Lecture 3 credits

48787 Startup and Innovation Organization: The Israeli Model

TBA

This course offers a unique opportunity to benchmark Israel’s best practices in the fields of entrepreneurship and innovation. Throughout the program, participants will gain direct access to the insights and know-how of renowned start-up founders, mentors, investors, high-tech companies, and R&D centers of multinational corporations in the Start-Up Nation. In addition, participants will learn practical models, tools and methodologies critical to the creation of start-up companies and the development of innovative ventures of large organizations.

Lecture 3 credits

48788 Startup and Innovation Organization: Breakthrough Technologies – Startup and Innovation

TBA

This course analyzes how breakthrough developments in fields such as 3D printing, neuroscience, bionics, robotics, nano-tech, biomed, genetics, cyber-computing, artificial intelligence, clean-tech, and autonomous transportation may impact our lives, industries and society in the next five to fifteen years. Throughout the course, participants will meet experts from different disruptive technologies and gain exposure to some of the latest breakthroughs developed in Israel. With the insight gained, students will be better prepared to face and seize the opportunities and challenges arising from the emergence of these exponentially growing technologies.

Lecture 3 credits

48885 Trans-disciplinary Innovation Program (TIP)

Various instructors

The Trans-disciplinary Innovation Program (TIP) at the Hebrew University of Jerusalem is a cutting edge international platform for top fellows. The academic program weaves together computer vision, big-data/cyber and bioengineering as well as provides an unprecedented opportunity to personally interact with Nobel Laureates, work in heterogeneous teams under the mentorship of leading scientists and entrepreneurs, and learn the ins and outs of entrepreneurship in the startup nation.
TIP brings together entrepreneurs, scientists and engineers from around the world for the purpose of teaching innovation through a trans-disciplinary approach.
TIP exposes participants to a culture of innovation and exploration through world-class curriculum and mentorship, hands-on training workshops, interactive group discussions with experienced angel investors and VCs, behind-the-scenes tours at emerging startups and onsite visits at major technology companies and, as part of a final project, an opportunity to pitch ideas to a panel of investors.
Note: Registration is through the Division of Graduate Studies. This course is an intense 8-week course that requires daily participation. More information may be obtained from the academic head of the program.

Summer Semester

B. Finance Courses:

55721 Financial Innovation

Prof. Glenn Yago

The course focuses on the means and methods of finance applied to social, economic, and environmental challenges of development. Financial innovations gives rise to new intermediaries (e.g., community venture capital, revolving small business loan funds, social investment banks), new types of instruments (structured finance, microfinance, social impact bonds, etc.), and new services or techniques (ETFs, mission related investing, public-private partnerships) to create jobs, build communities, and enable capital formation and economic growth.

Lecture 3 credits

55760 Financial Reporting and Economic Analysis

Dr. Benjamin Segal

The course meets its objectives by building on and reinforcing basic concepts as well as covering selected financial reporting topics not discussed in the Financial Accounting or core Finance courses. We will discuss a range of financial reporting principles, emphasizing the link between the reporting principles, the financial statements, and the underlying economics. We will learn how management uses financial reporting decisions to influence reported income and asset and liability values, and acquire the tools necessary to analyze the impacts of alternative reporting decisions on financial statements in order to perform sound economic analysis. In the course we will also address the financial reporting reasons for various corporate reporting scandals at such companies as WorldCom, Parmalat, Xerox and others.

Lecture 3 credits

55775 Crowdfunding and Alternative Markets

Prof. Orly Sadeh

The course offers an overview of several major topics in financial economics on the basis of international comparisons of financial systems across countries and time periods. Among the topics discussed are the emergence and evolution of financial systems; the law and finance paradigm and corporate governance; the debate on universal banking and the optimal regulation of banking systems and financial intermediaries; venture capital, private equity and the financing of innovative firms; business groups, family firms and the recent regulation of pyramids and “economic concentration” in Israel.

Autumn semester Workshop 2 credits

C. Management and Globalization Courses:

55670 The Art and Science of Negotiation

Dr. Shoham Choshen Hillel

Note: This class meets for 8 meetings on Thursdays from March 16- June 15, 2017.

Lecture 3 credits

55921 New Product Policy

Dr. Renana Peres

Successful introduction of new products to the market is the daunting task of many marketing executives. Millions of new products are introduced to the market each year. Whether you work for a startup or a large company, whether you sell products or services, and whether your customers are individual consumers or companies – most of the chances are that you will be involved in the development and marketing of a new product throughout your career. This is not an easy task, and unfortunately, 90% of the new products fail.

Lecture 3 credits

55850 Strategic Implementation Seminar

Prof. Niron Hashai

The course is built on a global business simulation in which students need to take actions in terms of functional level, business level, global level and corporate level upper echelon decisions.

Lecture 4 credits

01912 Organizational Change

Dr. Sydney Engelberg

The process of managing organizational change is far from a straightforward endeavor. The most carefully developed plans for change can and, often do, disintegrate during implementation, disrupting not only production or service delivery, but also the lives of people who work in organizations. Moreover, in spite of the long history of introducing organizational change initiatives, there is little indication that these initiatives are sustained over time. Thus, this course focuses on processes of organizational change. The goals are to provide frameworks and tools for effectively introducing and sustaining organizational change. Topics include initiation, implementation, and institutionalization of change in various organizational contexts. The course is organized around readings, cases, lectures, discussions, and student presentations. Note: This course will be take place on Mon.-Thurs., July 17-20, 2017, 8:30-15:30

Seminar 2 credits

Additional Elective Courses

The following courses have been taken from other M.A. programs at the Rothberg International School. These courses may be used for credit in the MBA program with the approval of the academic advisor. Students who wish to select additional elective courses that are not from this list from other M.A. programs must consult with their academic advisor for approval.

01794 Leadership and Social Responsibility

Dr. Sydney Engelberg

The major emphasis of the course will be on the values and assumptions of Community Leadership, as well as strategies for the prevention of social problems and the promotion of social well-being. Particular emphasis will be placed on understanding non-profit functioning within the context of communities. Topics will include collaborative community initiatives, the psychological sense of community, psychological stress and social support, the development of community interventions, prevention, organizing community change, and citizen participation in social action initiatives.

Seminar 2 credits

01793 Organization Theory for Non-Profits

Dr. Tamar Gross

Organizations are part and parcel of our everyday lives. This includes work places, health care systems, political institutions and organizations providing communities services. As such, understanding the underlying mechanisms of organizations and the ways in which they impact and are impacted by their environments is essential for future managers, consultants, employees and community leaders. In this introductory course, we will provide an overview of core conceptualizations of organizations in organizational theory and elaborate on four critical topics: leadership and management; groups and team building; change and resistance and power and discourse.

Seminar 2 credit

01781 Planning, Budgeting and Control in Nonprofits

Mr. Elli Malki

The substantial increase in the number of nonprofits and in the scope of their programs is very challenging to their staff and management. Scarce resources and the increasing demand for accountability put pressure on nonprofits to become more professional and more efficient. Nonprofits' staff and management are expected to adopt modern management tools that are common in the business sector. This course will introduce quantitative tools for management, with a focus on the unique characteristics of nonprofits. The use of quantitative managerial tools enables nonprofits to make better decisions, and by doing so to improve their overall performance. Most of the literature on quantitative tools for management is focused on the business sector, however this course deals exclusively with nonprofits. All the examples s and the case studies are based exclusively on nonprofits' experience.

Seminar 2 credit

01969 Managing Boards: Role and Functions

Dr. Raviv Schwartz

This course is intended for graduate students pursuing professional careers in non-profit organizational settings, which will inevitably feature boards of directors. The role of a non-profit board of directors is multifaceted. Among its many functions are defining the mission of the organization; identifying the needs of the organization and of its many stakeholders; crafting the concrete objectives towards achieving the organizational mission; determining the overarching policy and direction of the organization; serving as the primary link between the organization and the external environment; mobilizing critical resources and public support; managing/supervising the organization's professional staff and more. How a non-profit board functions will have far-reaching implications for the performance of the organization in achieving its objectives. The role and functioning of non-profit boards are complex. The cooperation between volunteer board members (sometimes public figures) on the one hand and the executive staff of the organization on the other in the pursuit of organizational objectives, many of which defy simple measurement, can create challenging situations for any non-profit. The desire to fulfill a public good while relying on resources that are generally neither readily available nor guaranteed in advance adds to this complexity. This underscores the need to establish and nurture an effective non-profit board that attracts well-meaning and talented individuals, operates in a transparent and proper manner, and works harmoniously with the organizational paid staff. This course will examine the theoretical and conceptual aspects of non-profit boards, as well as the larger issue of organizational governance. It will also explore practical dimensions of the non-profit board, such as recruitment, selection and retention (as well as dismissal) of board members; legal issues; budget and finances; ethics; accountability; and resource development.

Seminar 2 credits

Program is subject to change.