Strategic Leadership
The Strategic Leadership Portfolio curriculum of the Penn State Smeal College of Business MBA program is outlined.
Strategic Leadership
Objective
Enables you to assess and improve the overall strategic health of an organization by recommending appropriate courses of action in a management role.
Focus
- Analyzing strategies for industry design, planning, value chains, and organizational ecosystems.
- Designing strategies for creative business concepts, global businesses, selection of growth vehicles, and new approaches to value creation.
- Developing organizational leadership capabilities to manage organization diagnosis, leadership of change, organizational design and development, and strategy implementation.
Career Possibilities
Career options include positions within internal consulting, business development, general management, and strategy-consulting firms. Below is a sample of recent graduate positions:
- Consultant, IBM Global Services
- Director of Business Development, Alliances and Strategy, Redbox Automated Retail
- Strategic Consultant, Ethos Health Communication
- Senior Consultant, Booz Allen Hamilton
- Chief of Party for Afghanistan, Constella Group LLC
Center for the Management of Technical and Organizational Change (CMTOC)
Many of the barriers to effective utilization of new technology are managerial and organizational, rather than technological per se. The mission of the Center for the Management of Technological and Organizational Change (CMTOC) is to identify organizational and management issues associated with the introduction of new technology, to design and conduct research that generates both theory and practical knowledge for dealing with such issues, and to disseminate research results by a variety of media to the business, research, and education communities.
Center for Research in Conflict and Negotiation (CRCN)
The Center for Research in Conflict and Negotiation (CRCN) at Smeal provides a multidisciplinary forum where the exploration of crucial issues of negotiation, conflict, and dispute resolution are explored.
Portfolio Faculty Director
Dr. Donald HambrickSmeal Chaired Professor of Management
E-mail: dch14@psu.edu
Education:
- PhD, Organizational Strategy and Policy, The Pennsylvania State University, 1979
- MBA, Marketing and Planning/Control, Harvard University, 1972
- BS, Finance, University of Colorado, 1968
Of Note:
Author of Navigating Change: How
CEO's, Top Teams, and Boards Steer Transformation and Strategic
Leadership: Top Executives and Their Effects on Organizations and worldwide executive leadership study Reinventing the CEO
| Sample Classes | ||
|---|---|---|
| Semester | 7-1-7 Module | Course Title |
| Spring, 1st Year | Module IV | Engagement and Project Management or Strategy Implementation and Organizational Change |
| Fall, 2nd Year | Module V | Team Facilitation Garber Practicum Starting and Growing a Business Manufacturing Strategy |
| Module VI | Garber Practicum Growth and Innovation Strategy Team Facilitation |
|
| Spring, 2nd Year | Module VII | Power and Influence Garber Practicum Marketing Strategy |
| Immersion | Essentials of Business Planning | |
| Module VIII | Global Strategy Advanced Communications Strategic Leadership Seminar Leadership and Change |
|
