List Of Classes

Majors

Title
LS 10: Philippine Business and Economic Environment (2 units)

LS 10 presents a broad and interdisciplinary view of the Philippine business environment, including the issues and challenges facing it. It provides a survey of the factors influencing business decision making in the Philippines and a framework for environmental and industry analysis. Students will learn about the business environment by actually visiting and examining a firm and its industry in groups of five or six. At the end of the course, they will be required to submit their industry research study and present their analysis and recommendations to a panel.

LS 10 Syllabus.pdf
LS 11: Principles of Management (3 units)

“Principles of Management” defines the manager’s terrain and welcomes the student to the fast changing world of management. The course invites the student into a fun journey of the four managerial functions: (a) planning, (b) organizing, (c) implementing, and (d) controlling. The field of management is differentiated from the emerging discipline of leadership from the point of view of the professor. A team project provides an experiential grasp of the key principles of management.

LS 11 Syllabus.pdf
LS 13: Principles of Management in the Service Sector (3 units)

The course introduces you to the fundamental concepts and principles of effective management using as the basic framework the tasks of planning, organizing, leading, and controlling; the major concepts of service and how to build the service system to create customer value; operational and organizational issues; and some of the management processes and tools for managing a service operation.The course covers the core functional areas of operations, marketing, human resources, and finance; their interrelationships; and the strategic concerns of each functional area to successfully deliver the service. The course further provides experiential exercises and tools for decision making for management and explores contemporary leadership practices and management trends including the impact of globalization and information technology on management.

LS 13 Syllabus.pdf
LS 100: Organizational Behavior (3 units)

Organizational Behavior (OB) is a field of study that focuses on three primary determinants of behavior in organizations: (a) the individual, (b) groups, and (c) structure. The goal is to make organizations perform more effectively and efficiently in a sustainable manner. Robbins and Judge argued that core topics in OB include “motivation, leader behavior and power, interpersonal communication, group structure and processes, learning, attitude development and perception, change processes, conflict, work design, and work stress.”

LS 100 Syllabus.pdf
LS 125: Strategic Management (3 units)

Strategic Management (LS 125) serves as an integrative course for seniors in management-oriented concentrations, particularly the ME, ComTech, and SOMBA programs. The course concentrates on the rudiments of strategic management. It is a big picture course that will integrate all other business courses - accounting, finance, marketing, production, human resource, and information systems – as well as other non-business courses taken in the course of your study program. The center of attention is the firm – the industry and the competitive environment in which it operates, its long-term direction and strategy, its resources and competitive capabilities, and its prospects for success.

LS 125 Syllabus.pdf
LS 126: Strategy Formulation (3 units)

Strategy Formulation (LS 126) and Strategy Implementation (LS 127) serve as the capstone, integrative courses for graduating seniors in management-oriented concentrations. Unlike other business courses that concentrate narrowly on a particular function or a piece of the business – accounting, finance, marketing, production, human resources, or information systems, strategic management is a big picture course. The center of attention is the total enterprise – the industry and competitive environment in which it operates its long–term direction and strategy, its resources and competitive capabilities, and its prospects for success.

LS 126 Syllabus.pdf
LS 128: Small Business Consulting (3 units)

Small Business Consulting is a course designed to prepare students for professional consulting work. Small Business Consulting or simply “Business Consulting” for small and medium enterprises provides students with the necessary skills in understanding industry structures, the value creation process in enterprises, innovative business modeling and formulating action programs based on internal business processes. These internal business processes are classified under four structures – operations management, customer management, innovation, and regulatory and social involvement.

LS 128 Syllabus.pdf
LS 127: Strategy Implementation (3 units)

Strategy Formulation (LS 126) and Strategy Implementation (LS 127) serve as the capstone, integrative courses for graduating seniors in management-oriented concentrations. Unlike other business courses that concentrate narrowly on a particular function or a piece of the business – accounting, finance, marketing, production, human resources, or information systems, strategic management is a big picture course. The center of attention is the total enterprise – the industry and competitive environment in which it operates its long–term direction and strategy, its resources and competitive capabilities, and its prospects for success.

LS 127 Syllabus.pdf

Electives

Title
LS 129: Work Practicum and Career Development (3 units)

Immerses the incoming senior in the corporate jungle where theory and practice on leadership and strategy begin to go hand- in-hand. The student takes a summer job with a minimum of 200 working hours.

LS 129 Syllabus.pdf
LS 130: Leadership in the 21st Century (3 units)

Our course aims to introduce our class participants to the different types and styles of leadership and prepare them for their future roles as managers in their respective organizations and communities.

LS 130 Syllabus.pdf
LS 132: Leading and Managing Change (3 units)

The course explores approaches to effective leadership within the context of organizational chaos and complexity. It studies effective leaders who know how to catalyze and support positive changes in structure, products & services, organizational culture and people.

LS 132 Syllabus.pdf
LS 135: Strategic Human Capital Management (3 units)

Money, materials, machines and men are considered critical resources of a nation and of organizations. The Strategic Human Resources Management (SHRM) course posits that money, materials and machines are meaningless without the wise use of the single most critical component of productivity: PEOPLE. This course introduces the strategic perspective to be taken in harnessing the human resources of an organization. More particularly, the course focuses on the strategic roles which the Human Resources function and professionals play in creating value and delivering results to their respective organizations.

LS 135 Syllabus.pdf
LS 136: Strategic Human Resource Development (3 units)

This senior elective course provides the students with a basic yet comprehensive overview on how people are developed in organizations to be efficient and effective resources. In order to do so, it first gives a briefing on the Human Resource function, and how Human Resource Development fits into the picture. The course provides concepts, tools, models, and practical insights for the development of an individual, of the team, and of the organization as a whole.It equips students with skills on assessing and identifying development needs, and customizing the intervention to address said needs effectively.

LS 136 Syllabus.pdf
LS 137: Organizational Development (3 units)

Organization Development (OD) is an area of practice and research in Human Resource Development (HRD). According to Cummings & Worley, OD is a “process that applies a broad range of behavioral science knowledge and practices to help organizations build their capacity to change and to achieve greater effectiveness, including increased financial performance, customer satisfaction, and organization member engagement”. OD attempts to bring about change in the different levels of the organization (the individual, group and organization) using a wide variety of interventions.

LS 137 Syllabus.pdf
LS 138: Creative Problem Solving and Decision Making (3 units)

 

Competence is an important job requirement in today’s global economy. It is however not enough because requirements for specific jobs are constantly changing with new technologies and new markets. Adaptability to new job and environmental requirements is also necessary. The Ateneo Center for Organizational Research and Development (CORD) and some in-house corporate studies show that corporations look for these abilities: life-long learning, critical thinking and creative problem solving among its managers. But recruits with these qualifications are short in supply because of traditional stress on rote learning in most schools. This course will provide lectures, exercises and fieldwork that will help students live curious and develop creative problem solving skills necessary not only for careers in big corporations but also for in starting businesses. 

 

LS 138 Syllabus.pdf
LS 142: Cross-Cultural Communication (3 units)

The course focuses on how cultural differences—at the regional, national, corporate and functional levels--- influence business work-styles and protocol, particularly communication, and how cross-cultural literacy becomes a key factor in a diverse and globalised workplace. Theories and concepts on country and corporate cultures are complemented by real-life cases, anecdotal evidence and primary student research.

LS 142 Syllabus.pdf
LS 143: Family Business Management (3 units)

This course will expose the students on the dynamics and communication issues in a family. The students will also learn leadership and relationships that are inherent in family businesses and how these intertwined in the ownership, governance and management of the family business. Ownership legacy, sibling rivalries, professionalism, succession, and strategic planning are some of the topics that will be covered in this course. Family businesses in the Asian context will be discussed in line with their successes and failures. It will present theoretical framework for understanding the family form of business organization and a practice perspective on consulting to family firms and/or working as a family member in a family business.

LS 143 Syllabus.pdf
LS 152: Strategic Management for Development 1 (3 units)

This course is a partnership between JGSOM, GK and McKinsey. It takes on the challenge of developing or improving/refining viable, sustainable sources of livelihood for Bottom of the Pyramid (marginalized) communities. Acting as Consultants, students will use all the knowledge acquired from previous courses, coupled with strategic management techniques to help chart the future directions of a venture for a Bottom of the Pyramid community.

LS 152 Syllabus.pdf
LS 170: Strategies in the Global Business Environment (3 units)

A study of the strategic aspects of business that operate across national borders, focusing on the international while anchored on the local environment. Topics include the realities of global competition, multinational firms in the ASEAN region and in other developing countries, identification and assessment of the forces that shape the international economic environment, and the impact of information technology, electronic communication, and ecology.

LS 170 Syllabus.pdf
LS 173: Strategic Issues in Doing Business in Japan (3 units)

A study of the Japanese business environment. An analysis of the various aspects of Japanese corporations – organization; production and quality control; marketing; information technology; finance; and human resource management.

LS 173 Syllabus.pdf
LS 199.1: Special Topics in Administration - Business and the Environment (3 units)

The course introduces you to environmental issues, such as the factors driving climate change and the water crisis. It explores the responses that businesses are taking, such as initiatives to reduce their carbon and water footprints. It further studies how such efforts drive us towards a low-emission and sustainable future. Students will survey companies that are leading their industries in undertaking changes in an ethical imperative and as a requirement for long-term business sustainability and success.

LS 199.1 Syllabus.pdf