Executive Engineering Skills examines leadership from the executive level. This includes critical tasks such as developing a vision, creating alignment, managing a network, and negotiating with various stakeholders.

Course credits: 1.5

This course applies the theories and constructs of marketing to the challenges of marketing technological products and services to organizational buyers. A firm's marketing initiatives can directly impact firm revenues (and costs), and ultimately firm value. It is therefore essential that managers understand the process of developing and managing marketing strategy (target market selection and customer value proposition). This course provides insight into marketing programs (product, promotion, place, and pricing), and describes how those programs can be integrated to yield a superior customer value proposition. A focus on technological products and business-to-business customers will be maintained throughout the course. Various pedagogical methods are utilized, including lectures, case studies, in-class presentations, and group projects.

Course credits: 1.5

Idea to Invoice, New Product Development addresses the topic of innovation from the perspective of leading the innovation efforts of an entire organization. It is less about how any individual innovation idea or project can succeed and more about how you design and lead the effort to develop a constant pipeline of valuable innovations for an organization. 

Additionally, students are required to take at least two courses from the Fox Business school program in innovation.

Course credits: 3

Successful organizations must both exploit the knowledge they currently have to accomplish their organizational mission and explore new knowledge to better accomplish this mission in the future. A highly competitive environment requires organizations to constantly re-invent the products and services they offer in light of increasing customer demands and unending competitor challenges.

Financial Management for Technologists addresses the most common financial decisions faced by engineers early in their career. The decision of whether to approve, or promote, a project. Sometimes referred to as the capital budgeting process it is critical for engineers to understand the financial implications of how they promote and execute capital projects such as new product development, new production facilities, and many others.

Finance has been called the life-blood of organizations. This is true for both for-profit ventures with the mission to reward investors with financial gain and for nonprofits that must accomplish their organizational mission while providing effective stewardship of donor or taxpayer provided resources. Finance is the language spoken at the leadership table of every organization and graduates of the Engineering Management Program must be financially literate to earn a seat at the table.

Course credits: 1.5

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