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Beyond Grey Pinstripes

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Columbia Business School

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Columbia Business School 3022 Broadway
Suite 1801
New York, NY, 10019
United States
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Demographic Information

Number of full-time MBA students (2011): 

741

Number of part-time MBA students (2011): 

0

Total duration of full-time MBA program: 

20 months

MBA faculty (Fall 2010): 

288

Females as percent of student body: 

32%
Who Are the Students? See what percentage of the 2010-2011 graduating class came to this MBA program from the private sector, the non-profit sector and government jobs
 
Private Sector (92%)
 
Non-profit (5%)
 
Government (3%)


  • School Information
  • Courses
  • Outside the Classroom
  • Faculty Research

Description of MBA Program: 

Columbia Business School's philosophy is to provide a framework for students to think in broader terms about their role in business and society, and prepare them with the skills, knowledge and experience to respond to the challenges of a rapidly changing world. The School ensures that environmental and social issues are woven throughout the core curriculum, elective courses, extra-curricular activities and in academic research.

 

The School’s Individual, Business and Society (IBS) curriculum equips students not only with the fundamentals of management, but also with the ability to thoughtfully consider the sometimes competing demands of business, individuals and society at large. Core course lectures and case studies prepare students to think critically about these topics. Orientation events, guest lecturers and panels complement the in-class discussions.

 

The School also offers a range of electives that address social and environmental issues across many divisions, including: Business Economics, Finance, International Business, Management, Marketing, Operations Management and Social Enterprise. Faculty members include leading academics, as well as practitioners who come to campus as adjunct professors, guest lecturers and speakers in the classroom.

 

Columbia Business School places strong emphasis on attracting students with diverse backgrounds and interests. These students take leadership roles in organizing events, bringing speakers to campus and collaborating with faculty and staff members on activities that highlight social and environmental issues, including annual conferences, distinguished speaker sessions, lunchtime panels, career activities, study trips and social events with students, alumni and professionals. Specific activities include the annual Social Enterprise conference, Paul M. Montrone Seminar Series on Ethics, Global Social Venture Competition, the KPMG Peat Marwick/Stanley R. Klion Forum and pro bono consulting projects with international development organizations, small businesses and nonprofits.

 

A number of centers and programs encourage students to explore social and environmental issues within and outside the classroom. The Sanford C. Bernstein & Co. Center for Leadership and Ethics is the umbrella for activities related to: individual leadership and integrity; corporate governance; and corporate social responsibility. The Social Enterprise Program supports summer internships with nonprofit and public sector organizations.



How does the MBA program 'walk the talk' of social and environmental impact?: 

Beyond the School’s courses centered on clean energy, socially responsible investing, and finance and sustainability—which address the use of financial services and business practices to improve the environment, reduce poverty, advance developing countries, improve corporate governance, develop social entrepreneurs, and more—Columbia Business School is continually taking steps to reduce its environmental footprint and create a positive social and environmental impact.



The Business School, housed in three buildings on Columbia University’s Morningside campus, reduces its waste in many areas. The School minimizes printing as much as possible, adhering to a digital default for most marketing and communications materials. It has also been exploring more options to further reduce its resource use and is investigating e-reader options to replace course-related printing, which will allow students to access course readings electronically.



What resources the School does use, it recycles—including paper, plastic, aluminum, other office supplies such as batteries and printer ink cartridges, etc. There are recycling bins in all public spaces in the School and throughout campus. The University as a whole has long-term sustainability goals that the Business School fully supports, including reducing its greenhouse gas emissions on campus by 30 percent per square foot by 2017. The Business School uses fluorescent bulbs throughout all offices and classrooms, which is a University-wide initiative that reduces CO2 emissions by 1.6 percent. The University has also adopted more efficient ways of cooling buildings with chilled water systems, which are expected to reduce CO2 emissions by 5 percent. These cooling systems have already been implemented in the three buildings the Business School occupies. Additionally the University does not use styrofoam in any of its cafeterias, including Uris Deli in the Business School.



The University has also led the way in building green—buildings on campus that a renovated or newly built strive for LEED (Leadership in Energy and Environmental Design) certification standards. This goal is also set for the construction of the University’s new Manhattanville campus, where the new Business School buildings will be built. These buildings are projected to meet LEED certification standards, and the construction site will be monitored by a proactive approach—Environmental Performance Commitments Plan (EPC Plan)—to reduce its diesel emissions and minimize impacts of construction on the surrounding community.



In addition to its environmental impact, the School also positively impacts local and international communities. Columbia Business School students have applied their business skills at numerous organizations that directly impact New York City and beyond. Through the Social Enterprise Summer Fellowship Program—which helps provide MBA talent through summer internships to public and nonprofit organizations, NGOs, and social ventures—students work to create social and environmental value. There is a large interest in the community development and education sectors, and many students have worked with charter school networks like Uncommon Schools and KIPP, as well as the NYC Port Authority and the Department of Cultural Affairs. This past summer, one of the summer fellows interned at Living Cities, a philanthropic collaborative that uses mainstream financial markets to improve historically neglected urban neighborhoods and is based out of Harlem.

 

The School's Nonprofit Board Leadership Program (NBLP) cultivates the next generation of nonprofit board leaders by engaging them with alumni who serve on nonprofit boards within NYC. These MBA students then work with alumni mentors and the executive directors of these nonprofits on specific projects relevant to these organizations. NBLP students have worked on projects with such organizations as the Environmental Advocates of New York, the Riverside Park Fund, Jumpstart, Crutches for Kids, the Chinese American Planning Council, Girls Inc., Friends of the Children, Figure Skating in Harlem, Chege Orphanage, the West Side YMCA, and more.

 

Ultimately, the School’s greatest accomplishments lie in what our students go on to do after business school and how they impact the world. Many of our students proceed into business areas focused on creating social and environmental value upon graduation. One of our widely known alumni is Ron Gonen '04 who co-founded RecycleBank, a green rewards program that motivates people to take environmental actions. The company measures and tracks the amount a household recycles and then awards points that can be used at more than 1,500 partners, including Target, Starbucks, and Coca-Cola. We also have alumni at such organizations as Greenwich Energy Solutions, Kilroy Realty Corporation's Sustainability Programs, Deloitte Sustainability, the Environmental Defense Fund, and Greentech Capital Advisors. Andrea Wenner '05 founded Out2Play, a nonprofit that builds playgrounds at city schools. So far, her organization has raised $20 million and built more than 100 playgrounds at elementary schools, mostly in low-income areas. She was featured as one of Crain's New York Business Forty Under 40 rising stars.

 

Columbia Business School also facilitates groups for alumni to connect and network with fellow alumni in their common interest areas focused on improving society and the environment. These groups include such interest areas as arts management, clean technology, international development, microfinance, community development, and more. These networks allow alumni to engage with other alumni and the School in a positive way, focusing on innovation and ideas at the intersection of business, society, and the environment.

Academic Department

  • Finance
    13 items
  • Management
    12 items
  • Economics
    8 items
  • Entrepreneurship
    7 items
  • International Management
    6 items
  • Public & Non-Profit Management
    6 items
  • Marketing
    4 items
  • Accounting
    4 items
  • Production and Operations
    4 items
  • Quantitative Methods
    2 items
  • Strategy
    2 items
  • Business and Government
    2 items
  • Business Law
    2 items
  • Organizational Behavior
    1 items
  • CSR/Business Ethics
    1 items
  • Environmental Management
    1 items
Course Name: The Private Sector and International Development
Instructor: Ray Fisman

This course provides a framework for studying the role of the private sector in international development, with an emphasis on issues that are of particular importance for future managers in the developing world. We will be guided by the research and analysis on the topic that has flourished in recent years, driven in no small part by the emphasis on private-sector development within the World Bank. This will be supplemented by real examples and materials, and occasional outside experts.

The first half of the course focuses on the nonmarket factors that influence private-sector behavior in the developing world. While these factors are relevant for the behavior of firms anywhere, they loom particularly large in poor countries. Topics include rule of law (contract enforcement, intellectual property rights, investor protection), corruption and political instability. The latter half examines the role of international institutions such as the WTO and IMF, and international capital flows, in promoting private sector development. While we will spend some time discussing the work of NGOs, our primary focus will be on the private sector.

We will not completely jettison the efficient market worldview laid out in Managerial Economics. However, there are many differences in circumstance in the developing world such that market and contracting failures will play a much larger role in our analysis. In particular, we will devote a lot of time to assessing nonmarket factors such as the stability of political regimes, the impact of corruption and the risks posed by weak legal systems that limit the enforceability of contracts.

We will consider many strategic solutions to specific problems posed by these weak and/or uncertain institutional systems, where the "rules of the game" may be vague, opaque or under constant threat of change. In the process, we will also touch on deep issues in international development, and we will see that firms can have significant impacts - both positive and negative - in the places they operate. The opportunity to impact the local environment raises the possibility of ancillary social benefits on the one hand and possible ethical concerns on the other.

Course Name: The Psychology and Economics of Consumer Finance
Instructor: Eric Johnson, Stephen Zeldes

This course uses the tools of behavioral economics and psychology to better understand consumer financial decisions and the consumer finance industry. In their book Nudge, Cass Sunstein and Richard Thaler argue that firms and policymakers can design mechanisms to guide people’s choices in a way that improves outcomes yet maintains freedom of choice. Important new research illustrates how combining insights from psychology and economics can improve our understanding of consumer financial behavior. The recent financial crisis highlighted the importance of this endeavor. Topics include: markets for borrowing (mortgages, credit cards, peer-to-peer lending, payday loans), saving (401(k)s, strategies to promote saving, optimal asset allocation), and insurance (including life, health, and longevity). This course covers topics relevant to broader public policy issues -- consumer finance is at the heart of many important public policy debates, including proposals to create a consumer financial protection agency.

Course Name: Thinking Globally
Instructor: Sheena Iyengar

This course explores a variety of political, economic, social, and cultural changes that are currently transforming our world. Grasping these changes is a crucial aspect of succeeding as a leader and manager, and this course aims to provide students with a deeper understanding of the genesis of globalization and its myriad ramifications. Social impact topics include: the relationship between culture and business: What are some of the key ways in which people differ across cultures? How do conceptions of leadership vary from place to place? What are the ramifications of cultural differences for managing transnational organizations and negotiating globally? What challenges do companies face in launching operations in emerging markets, particularly the BRIC countries? What does China’s rapid growth rate, both as an economy and a population, mean for the future of business around the globe? What is being done to solve the problems we face as a global community, including poverty and climate change?

Course Name: Top Management Process
Instructor: Ralph Biggadike

This course explores how general managers bring people and groups together to clarify decisions, formulate strategies, allocate resources, evaluate opportunities, handle challenges, and achieve results. Students study how general managers try to make sense of environmental trends, integrate and coordinate specialists, build the organization's capabilities, establish values, and set a constructive tone for the way their organization goes about its tasks. It also explores how organizational leaders handle conflict, emotions, and politics when debating and choosing amongst alternatives. The class discusses how leaders handle themselves and whether they are aware of their own behavior and its impact on staff. The effectiveness of such decision making processes can have significant ripple effects on individuals, organizations, society, and social and environmental policies. Cases used in this course have incorporated a number of nonprofit, government and health sector examples including: Children's Hospital and Clinics (patient safety and accidents in a hospital setting), NASA, presidential decision making processes in the White House, and Beth Israel Deaconess Medical Center.

Course Name: Venture Capital
Instructor: Stuart Ellman, William Porteous

This course focuses on the role of venture capital, and the venture capitalist, in identifying, selecting, funding and developing emerging companies. Course work is organized around the activities and challenges faced by venture capitalists, primarily evaluating new ventures and growth company investment opportunities, reviewing business plans, conducting due diligence, determining valuations and financing structures, negotiating with management teams, constructing term sheets and legal papers, working alongside management teams to enhance their businesses and implementing exit strategies. In addition, the course touches upon the opportunities and hurdles surrounding the internationalization of venture capital. One session focuses on ethics in venture capital with a discussion of the Adnet case and readings on the subject. The course also explores issues of limited information about ventures and other parties, conflicts of interests, the nature of the industry being a tight knit community and the importance of reputation.

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    2 items
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    5 items
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    5 items
  • Student Clubs
    6 items

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