哈佛大学MBA管理学课程设置

哈佛大学（ Harvar University ）简称 “ 哈佛 ” ，坐落于美国马萨诸塞州波士顿都市区剑桥市，是一所享誉世界的私立研究型大学，是著名的常春藤盟校成员。截止至 2018 年 10 月，哈佛大学共培养了 8 位美利坚合众国总统，而哈佛的校友、教授及研究人员中共产生了 158 位诺贝尔奖得主（世界第 1 ）、 18 位菲尔兹奖得主（世界第 1 ）、 14 位图灵奖得主（世界第 4 ）。 该校在文学、医学、法学、商学等多个领域拥有崇高的学术地位及广泛的影响力，被公认为是当今世界最顶尖的高等教育及研究机构之一。

哈佛大学是美国本土历史最悠久的高等学府，其诞生于 1636 年，最早由马萨诸塞州殖民地立法机关创建，初名新市民学院，是为了纪念在成立初期给予学院慷慨支持的约翰 · 哈佛牧师。 学校于 1639 年 3 月更名为哈佛学院（ Harvar College ）。 1780 年，哈佛学院正式改称哈佛大学。 截止 2018 年，学校有本科生 6700 余人，硕士及博士研究生 13120 余人。

2018-2019 年，哈佛大学位列世界大学学术排名世界第一、 USNews 世界大学排名世界第一、 QS 世界大学排名世界第三。 2018 年 6 月，《泰晤士高等教育》公布世界大学声誉排名，哈佛大学排名世界第一。

REQUIRED CURRICULUM, TERM 1 COURSE DESCRIPTIONS Finance 1 This course examines the role of finance in supporting the functional areas of a firm, an fosters an unerstaning of how financial ecisions themselves can create value. Topics covere inclue: • Basic analytical skills an principles of corporate finance. • Functions of moern capital markets an financial institutions. • Stanar techniques of analysis, incluing capital bugeting, iscounte cash flow valuation, an risk analysis.

Financial Reporting an Control (FRC) Recognizing that accounting is the primary channel for communicating information about the economics of a business, this course provies a broa view of how accounting contributes to an organization. Stuents will gain: • An unerstaning of the concepts an language of accounting so it can be use as an effective tool for communication, monitoring, an resource allocation. • Mastery of the vocabulary of financial statements an accounting reports. • Familiarity with how moern accounting an control theory is use in evaluating economic conitions an making organizational ecisions.

Leaership an Organizational Behavior (LEAD) This course focuses on how managers become effective leaers by aressing the human sie of enterprise. The first moules examine teams, iniviuals, an networks in the context of: • The eterminants of group culture. • Managing the performance of iniviual suborinates. • Establishing prouctive relationships with peers an seniors over whom the manager has no formal authority. The intermeiate moules look at successful leaers in action to see how they: • Develop a vision of the future. • Align the organization behin that vision. • Motivate people to achieve the vision. • Design effective organizations an change them to achieve superior performance. The final moule introuces a moel for strategic career management.

Marketing The objectives of this course are to emonstrate the role of marketing in the company; to explore the relationship of marketing to other functions; an to show how effective marketing buils on a thorough unerstaning of buyer behavior to create value for customers. Stuents learn how to: • Make marketing ecisions in the context of general management. • Control the elements of the marketing mix—prouct policy, channels of istribution, communication, an pricing—to satisfy customer nees profitably. • Use this knowlege in a bran management simulation. The course culminates in an examination of the evolution of marketing, particularly focusing on opportunities presente by the Internet.

Technology an Operations Management (TOM) This course enables stuents to evelop the skills an concepts neee to ensure the ongoing contribution of a firm's operations to its competitive position. It helps them to unerstan the complex processes unerlying the evelopment an manufacture of proucts as well as the creation an elivery of services. Topics encompass: • Process analysis • Cross-functional an cross-firm integration • Prouct evelopment • Information technology • Technology an operations strategy

FIELD Founations FIELD Founations engages small teams in interactive workshops—hel in flexible classrooms calle "hives"—that reshape how stuents think, act, an see themselves. Through team feeback an self-reflection across Term 1, participants eepen their emotional intelligence an evelop a growing awareness of their own leaership styles. REQUIRED CURRICULUM TERM 2 COURSE DESCRIPTIONS Business, Government, an the International Economy (BGIE) This course introuces tools for stuying the economic environment of business to help managers unerstan the implications for their companies. Stuents will learn the impact of: • National income an balance of payment accounting • Exchange rate theory • Political regimes An examination of both the gains an problems arising from regional global integration covers: • International trae • Foreign irect investment • Portfolio capital • Global environmental issues

Strategy The objective of this course is to help stuents evelop the skills for formulating strategy. It provies an unerstaning of: • A firm's operative environment an how to sustain competitive avantage. • How to generate superior value for customers by esigning the optimum configuration of the prouct mix an functional activities. • How to balance the opportunities an risks associate with ynamic an uncertain changes in inustry attractiveness an competitive position. Stuents learn to: • Develop a mastery of a boy of analytical tools an the ability to take an integrative point of view. • Use these tools to perform in-epth analyses of inustries an competitors, preict competitive behavior, an analyze how firms evelop an sustain competitive avantage over time. Particular attention is pai to competitive positioning; unerstaning comparative costs; an aressing issues such as cannibalization, network externalities, an globalization.

The Entrepreneurial Manager (TEM) This course aresses the issues face by managers who wish to turn opportunity into viable organizations that create value, an empowers stuents to evelop their own approaches, guielines, an skills for being entrepreneurial managers. The course teaches stuents how to: • Ientify potentially valuable opportunities. • Obtain the resources necessary to pursue an opportunity an to create an entrepreneurial organization. • Manage the entrepreneurial organization once it has been establishe. • Grow the business into a sustainable enterprise. • Create an harvest value for the organization's stakeholers.

Finance II This course buils on the founation evelope in Finance I, focusing on three sets of managerial ecisions: • How to evaluate complex investments. • How to set an execute financial policies within a firm. • How to integrate the many financial ecisions face by firms. The Finance II course is ivie into four blocks of material: • Tools of financial analysis (creit market analysis, option pricing, valuation of interest tax shiels, weighte average cost of capital) • Financial policy choices of firms (whether to finance with ebt or equity, istributing cash to shareholers) • Financial market imperfections (costs of financial istress, transaction costs, information asymmetries, taxes, agency conflicts) • Deals an transactions (mergers an acquisitions, leverage buyouts, hostile takeovers, initial public offerings)

Leaership an Corporate Accountability (LCA) In this course, stuents learn about the complex responsibilities facing business leaers toay. Through cases about ifficult managerial ecisions, the course examines the legal, ethical, an economic responsibilities of corporate leaers. It also teaches stuents about management an governance systems leaers can use to promote responsible conuct by companies an their employees, an shows how personal values can play a critical role in effective leaership.

FIELD Global Immersions FIELD Global Immersions require stuent teams to evelop a new prouct or service concept for global partner organizations aroun the worl. Stuents travel to their global partner organizations at the en of Term 2.