Update In April 2009, the Yale School of Management announced some modifications to the core curriculum that will be put into effect in the 2009-2010 academic year.

In the Orientation to Management section, Interpersonal Dynamics will be replaced with a course called Decisionmaking with Spreadsheets. The school will also add a new Organizational Perspectives course, called the Global Macroeconomy.

Further information about these courses will appear on these pages as soon as it is available.  The timing of some core classes and the International Experience program has also been adjusted; please see the 2009-2010 Academic Calendar for details.

Download the integrated curriculum diagram. (pdf)

The 2006–2007 academic year marked the introduction of the Yale School of Management’s integrated curriculum model.

In the last thirty years, while the management profession has changed significantly, management education has not. Most business school curricula remain compartmentalized by discipline — Marketing, Finance, Economics, and so forth. This model made sense when a successful career was characterized by vertical advancement in a single field within a large, functionally divided corporate bureaucracy.

But today, managerial careers cross the boundaries of function, organization, and industry, as well as cultural and political borders. Managers in large organizations must be entrepreneurial in the sense that their success depends on their ability to synthesize disparate information, analyze competing functional priorities, and draw together and coordinate resources and individuals in a context that is often fluid and decentralized. So rather than teaching management concepts in separate, single-subject courses like Finance or Marketing, Yale SOM ’s approach teaches management in an integrated way — the way in which most managers must function every day to achieve success.

The heart of the first-year curriculum is a series of eight multidisciplinary courses, called Organizational Perspectives, that are structured around the organizational roles a manager must engage, motivate, and lead in order to solve problems — or make progress. These roles are both internal to the organization — the Innovator, the Operations Engine, the Employee, and Sourcing and Managing Funds (or CFO) — and external to the organization — the Investor, the Customer, the Competitor, and State and Society.

This focus on organizational role, instead of disciplinary topic, creates a richer, more relevant context for students to learn the concepts they need to succeed as managers.