Vilmos F. Misangyi
Professor of Strategic Management, Earl P. Strong Professorship of Exec Ed in Bus Admin, Department Head of Management and OrganizationDownload Vita Google Scholar Personal Website
Vilmos F. Misangyi
Professor of Strategic Management, Earl P. Strong Professorship of Exec Ed in Bus Admin, Department Head of Management and Organization
Professor Vilmos Misangyi is a Professor of Strategic Management in the Management and Organization Department in the Smeal College of Business at The Pennsylvania State University. He holds the Earl P Strong Professorship of Executive Education in Business Administration and is the Chair of the Management and Organization Department.
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Ph D, Strategic Management, University of Florida, 2002
BA, Financial Administration, Michigan State University, 1987
BA 571 – Strat Mgmt (2)
Analysis and application of concepts and techniques aimed at successfully developing and implementing competitive strategy in a complex business environment. B A 571 B A 571 Strategic Management for Converging Economies (3)This course introduces students to the field of strategic management and the skills and tools used by general managers to make strategic decisions. Students learn to use frameworks and perspectives for analyzing industries, competitors, and companies with an overall objective of positioning the firm to attain and sustain competitive advantage. Students learn how to identify the industry and firm-level determinants of profitability and then relate those factors to the development of competitive strategy within the context of responsible business practice. Students also learn how to evaluate strategies to understand how and why companies are successful or not. Finally, students will learn how senior managers use integrative approaches for solving strategic problems.
MGMT 565 – Power & Influence (3)
Power and influence are ever-present and necessary features of organizational life¿they are required to get things get done within organizations. Effective leadership therefore depends upon both understanding and possessing power and being influential. This course provides a pragmatic and ethical framework, based upon social science theory and evidence, for systematically analyzing the organizational and individual sources of power and influence, and the circumstances that lead to their attainment and effective use. The concepts and principles covered in the course provide the foundation for the skills needed to diagnose power situations, to manage conflict, and to use political strategies in responsible and pragmatic ways to get things done in organizational settings.
MGMT 601 – Ph.D Dis Full-Time
MGMT 578 – Sem Corp Stratgy (3)
Current theoretical and research issues applicable to the study of corporate strategy formulation and implementation.
BA 528 – Bus Sim (2)
A team-based course during which students will manage a simulated firm. B A 528 Business Simulation (1-3)Using the business simulation, teams of 4-5 students will compete against other teams in a particular industry. The team members will have to make all the decisions about how to run the firm, including overall strategy, product design, detailed marketing plans, factory operations, and financing.
MGMT 590 – Colloquium (1.5)
Continuing seminars which consist of a series of individual lectures by faculty, students, or outside speakers.
B A 528 – Business Simulation (2)
A team-based course during which students will manage a simulated firm.
B A 571 – Strategic Management (3)
Analysis and application of concepts and techniques aimed at successfully developing and implementing competitive strategy in a complex business environment.
MGMT 596 – Individual Studies (7.5)
Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.
MGMT 591 – Organizational Research Design (3)
Experience in designing research for organizational science, to maximize the validity of eventual conclusions; methodological choices, constraints, and compromises (tradoffs).
MGMT 471 – Strategic Management (3)
Issues that influence the competitive performance of the firm are identified and examined.