John Paul MacDuffie
Research Interests: links between corporate strategy and high-performance work systems,
flexible/lean production systems, organizational learning, collaborative problem-solving, diffusion of management practices, product, organizational, and industry architecture, determinants of location decisions, managing people over distance
MGMT611 - Managing Established Enterprises
The management of large, established enterprises creates a range of multi-facet challenges for the general manager. A general manager needs to understand the internal workings of a firm, how to assess and create a strategy,an how to take into account increasing, globalization. While these issues are distinct, they are very much intertwined. As a result, this course will provide you with an integrated view of these challenges and show you that successful management in the 21st century requires a combination of insights drawn from economics, sociology, psychology and political economy.
MGMT612 - Management of Emerging Enterprises
The management of emerging enterprises - new, small, entrepreneurial organizations - creates a range of multi-faceted challenges for the entrepreneur, whether the founder (and founding team) or the first generation of management. Establishing an emerging organization's unique business model or value proposition (not to mention its survival) is often the overriding preoccupation, but even in a new, small organization, managers need to under- stand how to develop the internal workings of a new firm, how to assess and create a strategy, and how to take into account ever-increasing globalization. While these issues are distinct, they are very much intertwined. As a result, this course will provide you with an integrated view of these challenges and show you that successful management in the 21st century requires a combination of insights drawn from economics, sociology, psychology and political economy. The course has three main parts. The first major part of the course will deal with fundamental issues of strategy, examining issues central to the long- and short-term competitive position of an enterprise.
MGMT613 - Career Planning
MGMT621 - Management of People at Work
Organizational life is built around a complex interplay of social forces. Networks of cooperation, group conflicts, systems of power and influence, career paths, and reward systems shape how people and organizations manage and are manageed. The purpose of this course is to provide a framework for analyzing the impact of these social forces on individuals, groups, and the organization. MGMT621 will introduce you to general theories of organizational behavior and human resource management, and their application to specific managerial problems. The concepts covered in this course will help you better understand how to motivate and lead those you manage, as well as better understanding your own motivation and performance at work. Managerialand professional careers involve frequent changes in responsibilities, so the course provides concepts for analyzing how managerial approaches may vary in different organizational and industry settings. We will discuss, based on these analyses, how to develop and implement organizational designs and human resource systems that achieve competitive advantage through the management of people.
MGMT653 - Field Application Project
The course is unique since there are no classroom meetings, all meetings are held in the professor's office in small groups of 4-6. Student teams work with faculty and host managers to construct innovative solutions to real-time issues. Solutions are integrative and cross-functional in nature. The course encourages creative thinking and uses cutting-edge ideas like game theory, measuring changes to brand equity, and non-market cap equity indexing. An emphasis is placed on teaching students how to frame unstructured business so as to convince others. Some projects are with non-profits, particularly those in microfinancing and the arts.
MGMT751 - Strategic Management of Human Assets
This course introduces the student to the strategic role human resource management might play in creating competitive advantages for firms. We study P/HRM policies and practices in context and consider broader corporate strategies, business activities, and competitiveness in an increasingly global marketplace. We give attention to the diversity of the American workforce, and to the effects of changing technologies in production and in provision of services.
MGMT892 - Advanced Study Project - Technological Innovation
This mini course is restricted to recipients of the Mack Fellowship for Technological Innovation which is offered each year to four students or teams via an open competition announced to all second-year MBA students in January, with winners selected in May. The mini-course is a required part of the broader Fellowship to ensure grounding in current concepts, frameworks and tools for managing emerging technologies. The course covers such topics as how to assess innovation opportunities, common traps firms fall into, winning strategies and business models, financing new ventures, organizational structure and alliances, as well as leadership.
Course requirements: In addition to participating in four scheduled class sessions, each student/team needs to submit a 10 page methodology paper by October 15 in order to complete just the mini-course. This entails justifying the selection of 5 to 8 concepts or tools relevant to the student's research project, followed by a further narrowing down to 2 to 4 concepts to be used in this particular research project. The main purpose of this paper, apart from completing the mini-course, is to guide the student or team as they develop their larger research report which is due by year end. This final research report is not part of this course but required to complete the Fellowship.
OPIM890 - Managing in Emerging Economies: Energy and Infrastructer in Brazil