Jeffrey A. Krug
Management and Organization, Assistant Teaching Professor
Jeffrey A. Krug is Program Director for the Master's in Strategic Management and Executive Leadership (SMExL) program and an Assistant Teaching Professor of Management and Organization.
Mergers and Acquisitions
Innovation and Technology
MLE, Institute for Management and Leadership in Education, Harvard, 2017
Ph D, Strategic Management, Indiana University-Bloomington, 1993
MS, International Business, The Pennsylvania State University, 1984
BA, Economics, The Pennsylvania State University, 1982
HRER 825 – HRBusStrategyTools (3)
This course connects Business Strategy, Financial Tools, and HR to an organization's strategic business objectives. HRER 825 Strategic Business Tools for HRER Professionals (3)Students will learn critical concepts associated with business strategy initiatives, including the application of the experience curve, the growth-share matrix and blue ocean strategies. Students will particularly focus on an analysis that supports the creation of a sustained competitive advantage. This process will expose students to the basic accounting processes from which the statements are built, personalize the understanding of the purpose and use of each of the statements, and address many of the financial concepts which will help students gain credibility with other organizational decision makers. Also, students will address such issues as calculating Return on Investment (ROI), other cost/benefit tools, as well as the conceptual framework around which risk management issues affect financial calculations. HR students will develop a comprehensive understanding of tools that link HR policies and practices to the support of business strategy. In this context the critical concept is the use of metrics designed to provide continuous feedback concerning the efficiency and effectiveness of HR efforts. Students will learn how to identify appropriate metrics based on specific initiatives (e.g., talent management), create metrics that are valid and reliable measures of success, and create dashboard (i.e., balanced score cards) designed to provide comprehensive data to all corporate stakeholders.
HRER 860 – Ethics for Hr (3)
Use of normative elements associated with ethical decision making, as well as the emerging interest in descriptive ethics, to address important problems human resource managers confront. HRER 860 Ethical Decision Making for HR Practitioners (3) Increasingly board members, CEOs, Managers (including Human Resource practitioners) and employees are expected not only to understand and apply core organizational values, but also be capable of engaging in ethical decision making at those moments where they are confronted by competing moral demands. HR practitioners find such dilemmas in a wide variety of contexts. Students will study the application of the decision-making model to interpersonal, HR policy making and application, as well as situations involving business strategy. Students will also engage in a detailed examination about how stakeholders actually behave when confronted with moral dilemmas. The need for this insight emerges in related lessons that help prepare students to manage ethical programs. They will learn how to construct a code of ethics and what helps to make codes effective in promoting ethical awareness and eventually ethical action. They will also learn specific techniques that can help create valuable training initiatives that, again, promote ethical awareness and eventually ethical action. One of the themes that will constantly emerge in this course is the unique and important role HR practitioners play in helping groom the ability of all stakeholders to avoid careless decision making when confronting moral choices that are critical to the organization’s ability to sustain itself and the communities in which it seeks to thrive.
MBADM 571 – GLOBAL STRAT MGMT (3)
Integrating multiple functional business areas to resolve global business problems and improve organizational performance. As the capstone course in the online MBA program, this course covers the study of strategic management, and is designed to integrate many of the components and key concepts that students have studied throughout the core curriculum. This course will enable students to develop skills to deal with complex situations, identify and evaluate alternative courses of actions for their organizations, and communicate their assessments and recommendations succinctly yet comprehensively. This course centers on factors that influence the competitive behavior and performance of the firm and the major focus throughout is firm success. Upon completion of this course, students will be able to describe, analyze, explain, and apply strategy concepts and techniques to virtually any type of organization, business or otherwise, in its pursuit of competitive advantage. More importantly, students will be prepared to think logically and critically about actual strategic situations that managers confront. By the conclusion of this course, students will be able to take a strategic manager's perspective to resolve business problems and issues with the goal of improving their organizations' performance.
MIS 446 – It Bus Strat (3)
Strategic use and management of information technology in digital global economy. MIS 446 Information Technology and Business Strategy (3) This course introduces the basics on the interplay between information technology and business strategies. The course starts with the general topic of strategic use of information technology in business (as enabler, differentiator, and disruptor) using examples from a variety of industries, followed by detailed coverage of the information technology strategy in individual industries including e-logistics, e-tailing, e-marketing, e-finance. The course also covers basics on the business information technology infrastructure and environments (Internet, Web, service-oriented computing, and security and risks). Towards the end, the course discusses the role of information technology in the global economy, business value of the explosively growing digital social networks, and other emerging trends and new technology opportunities. Topics include: - Information technology strategy. IT-business strategy alignment; IT as enabler, differentiator, and disruptor.- Internet and Web infrastructure; extranet, intranet, hosting strategies; platform independence; eBusiness technology standards; open versus proprietary technologies; interoperability.- Web Services for implementing business applications; software as a service; Services science and services oriented architectures.- Overview of E-Business models, B2B, B2C, (x2y).- E-logistics and supply chain: Analysis of Dell model; Internet auctions, eBay; e-hubs; i-mode, GPS, RFID.- E-tailing: Amazon, eBay, Walmart, recommendation systems, reputation systems.- E-marketing: search engine advertising (Google AdWords/AdSense, Yahoo Search Marketing); database marketing (precision targeting).- E-finance: online brokerage (Schwab, E*Trade), wealth management (e-strategy, technology for churn prediction and customer acquisition/retention), payment technologies (paypal), computational trading strategies.- Collaboration/Community technologies: Blogs, MySpace, Facebook, YouTube, Voice over IP, videoconferencing, RSS, etc.; Impact on business communication and media industry. - Need for security in ecommerce - threats and solutions.- Globalization and IT. Offshoring and outsourcing.- Emerging trends and technology opportunities.
HRER 860003 – Ethical Decision Making for HR Practitioners (3)
Use of normative elements associated with ethical decision making, as well as the emerging interest in descriptive ethics, to address important problems human resource managers confront.
HRER 825001 – Strategic Business Tools for HR Professionals (3)
This course connects Business Strategy, Financial Tools, and HR to an organization's strategic business objectives.