Stanford GSB | Mr. Future VC
GMAT 750, GPA 3.6
Stanford GSB | Ms. Access To Opportunities
GRE 318, GPA 2.9
Tuck | Mr. Product Marketer
GMAT 730, GPA 3.1
Wharton | Ms. Finance For Good
GMAT 730, GPA 3.7
UCLA Anderson | Mr. International PM
GMAT 730, GPA 2.3
Stanford GSB | Mr. Low GPA To Stanford
GMAT 770, GPA 2.7
USC Marshall | Mr. Low GPA High GMAT
GMAT 740, GPA 2.44
London Business School | Mr. Midwest Engineer
GMAT 750, GPA 3.69
Harvard | Mr. Policy Development
GMAT 740, GPA Top 30%
Cambridge Judge Business School | Mr. Champion Swimmer
GMAT 750, GPA 3.7
MIT Sloan | Mr. NFL Team Analyst
GMAT 720, GPA 3.8
Chicago Booth | Mr. Consulting Hopeful
GMAT 720, GPA 3.6
Kellogg | Mr. Tech Auditor
GRE 332, GPA 3.25
Wharton | Mr. Senior Analyst
GMAT 750, GPA 3.2
NYU Stern | Mr. Washed-Up Athlete
GRE 325, GPA 3.4
UCLA Anderson | Mr. Southern California
GMAT 710, GPA 3.58
Ross | Mr. Brazilian Sales Guy
GRE 326, GPA 77/100 (USA Avg. 3.0)
INSEAD | Mr. Fraud Associate
GMAT 750, GPA 8/10
Wharton | Ms. Project Mananger
GMAT 770, GPA 3.86
Chicago Booth | Mr. Average White Guy
GMAT 680, GPA 3.2
Stanford GSB | Mr. AIESEC Alumnus
GMAT 750, GPA 3.38
Kellogg | Mr. Brazilian Banker
GMAT 600, GPA 3.8
Harvard | Mr. Upward Trajectory
GMAT 720, GPA 3.3
Kenan-Flagler | Mr. Fish
GRE 327, GPA 3.733
Harvard | Mr. Community Impact
GMAT 690, GPA 3.0
IMD | Mr. Gap Year To IMD
GMAT 660, GPA 3.5
Harvard | Mr. Italian In Tokyo
GMAT (710-740), GPA 4.0

Best Free MOOCs In Business In March

Any employee can rattle off the clichés about human resources. They are the company puppets and politicians, derided as “two-faced,” “impotent,” and “short-sighted.” Impartial? Hardly! To many, HR has been weaponized – the goon squad who’ll protect the company (well, current management mostly) at any cost. Worst of all, they seem to live in a bureaucratic bubble, a cost center that barely understands the business. Who’d respect that?

That’s how human resources operates in dysfunctional cultures. In the best companies – Google, Nissan, BCG – human resources drive strategy, champion change, and empower talent. They are trusted instead of tolerated and treated as partners instead of prodigals. Such firms promote transparency, access, ownership, and fairness. In other words, they are a central part of the operation, concerned more with production over paperwork and growth instead of gamesmanship.


How can companies achieve such an end? That’s one of the themes in Preparing to Manage Human Resources, a course starting March 5th. Produced by the University of Minnesota’s Carlson School of Management, the course is a primer on what it takes to deliberately mold and motivate employees in a way that balances company goals with employee aspirations. Even more, the course looks at the nature of work itself, and how employers can tap into that innate sense that work is an extension of one’s passions and purpose.

“It is easy to dismiss work as the daily grind or as an economic activity separate from rest of one’s life that generates commodities, services, and income,” says John Budd, the course instructor who also serves as the chair of Carlson’s Department of Work and Organizations, in a 2014 interview. “This is an excessively narrow view of work. Work can be a source of personal fulfillment and psychological well-being that provides more than extrinsic monetary rewards. Work is a way to intimately care for others and to serve others through volunteering, civic service, military service and other means. On an even deeper level, work can be a source of identity by helping individuals understand who they are and where they stand in the social structure.”

The course has already been a big winner, with previous sections drawing students from over 100 countries and student satisfaction averaging 4.7 off 263 reviews. “I really enjoyed this foundation class,” writes one reviewer from October 2017. “It provide me with a deeper understand of human resources beyond just transactional duties.”


That’s just one of a full menu of online MOOCs this month. On Monday, Wharton opens another section of Building High-Performing Teams, a research-driven course on how to enhance communication and reinforce the right behaviors in a team dynamic.  Similarly, the University of Virginia returns with Strategic Planning and Execution, one of Coursera’s most highly-rated MOOCs that reviewers describe as “insightful,” “relevant,” and “clear.”

By the same token, Wharton is rolling out Introduction to Marketing, one of the most attended MOOCs of all time, on March 19th. In addition, Wharton is also offering Accounting Analytics and Modeling Risk and Realities in March, with each course taught by full-time Wharton instructors who each hold the school’s top teaching award. Indeed, it is a set of courses with something for everyone, including FinTech, neuromarketing, valuation, and organizational design.

To learn more about these courses — and many more — click on the links below.


An Introduction to Marketing / March 19 / Wharton School

Content Strategy for Professionals: Engaging Audiences / March 5 / Northwestern University

Competitive Strategy / March 19 / Ludwig-Maximilians-Universität München

Marketing Mix Fundamentals / March 5 / IE Business School

An Introduction to Consumer Neuroscience and Neuromarketing / March 19 / Copenhagen Business School


Preparing to Manage Human Resources / March 5 / University of Minnesota (Carlson)

Building High-Performing Teams / March 5 / Wharton School

Strategic Planning and Execution / March 5 / University of Virginia (Darden)

Designing the Organization: From Strategy to Organizational Structure / March 5 / University of Illinois

Operations Management / March 5 / University of Illinois


Innovation Strategy: Developing Your FinTech Strategy / March 5 / Copenhagen Business School

Modeling Risk and Realities / March 5 / Wharton School

Accounting Analytics / March 5 / Wharton School

Valuation: Alternative Methods / March 5 / University of Michigan (Ross)

Investment Strategies and Portfolio Analysis / March 5 / Rice University