Description
Abstract about creativity, innovation, and entrepreneurship.
S:\MBA\COURSES\Course Lists & Descriptions\coursedescription15, 12/14/2015
1 of 5
MBA Elective Course Descriptions
subject to change The MBA Program reserves the right to offer courses based on faculty availability to teach
Course Name/# Course Title Brief Description CONCENTRATION(S)
BA 523 IT Strategy An introduction to information technologies critical to business organizations.
BA 545
Business,
Government, and
International
Economics
Understand how macroeconomic events and policies affect the global economy and business decisions.
Finance (Secondary)
BA 565
Strategic Leadership
Seminar
This course presents a CEO’s perspective on the key opportunities and challenges faced by business
leaders as they seek to adapt themselves and their organizations to the evolving business environment.
Course content is based on extensive research and first hand consulting experience working with senior
leaders from major corporations worldwide, including companies like 3M, Fujitsu, IBM, British Airways,
Motorola, Samsung, BP Amoco, and many others. The lessons learned from those benchmark
companies and the evolving models of management they are helping to create, will form the backbone of
a series of discussions on 21st century organizational forms and the new leadership competencies
required to direct them. This course provides an excellent overview of the leadership development
challenges faced by MBA’s as they resume their corporate careers.
Strategic Leadership (Primary)
BA 575
Capstone Business
Case
APEX
The Capstone Business Case course is designed to allow second-year MBA students the chance to
integrate the knowledge they have gained to date in the program. True business problems are not
narrow, functional area problems; rather they require teams of people to come together to jointly solve a
problem that extends across many areas. For example, to assess the commercial viability for a new
product requires contributions from economics, marketing, supply chain, finance, strategy, and corporate
innovation. The more opportunities students have to work on real cross-functional problems, the better
prepared they will be to solve them once they are actually on the job. In addition, working on a team and
having to present the results gives students the ability to practice communication, teamwork, and
leadership skills that are vital to success on the job.
CORE - Required
BA 597B Six Sigma Statistics Statistics course designed as an introduction to the MBA Six Sigma course.
Open Elective - required
component of Six Sigma - does
not count toward SCM
Concentration
BA 597E
Sustainable Business
Strategies
To provide a greater context to understand how marketing strategies can or cannot be used to address
key issues. By understanding key environmental issues and how marketing relates to them, you will have
a better understanding how to apply skills learned to issues of Corporate Social Responsibility.
Marketing (Secondary)
Strategic Leadership (Secondary)
Sustainability Course
BA 597G
Merger Finance and
Economics
The purposes of the course are to provide the student with (1) a fundamental understanding of the
finance and economics of the M&A marketplace, and (2) the basic skills needed to succeed in various
professional capacities in the M&A marketplace, such as investment banker, management consultant,
strategic planner, and lawyer.
Finance (Primary)
BLAW 525
Business Law for
Innovation and
Competition
Primary areas of focus include intellectual property ("IP") law (patents, trademarks, copyrights and trade
secrets) and antitrust law, as well as basic principles of U.S. law and the legal rules for related industry
practices such as licensing. Students will also learn the legal rules designed to encourage competition
(and punish anticompetitive behavior). Finally, the course will help students to better appreciate when
professional legal counsel is necessary, and how to manage those interactions more cost effectively.
Although the course will impart advanced legal concepts, prior coursework in business law is not
required.
Entrepreneurship (Secondary)
Finance (Secondary)
EBIZ/MKTG 543 E-Marketing
Using the Internet and related technologies to enhance and transform marketing functions and processes.
Marketing (Primary)
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2 of 5
Course Name/# Course Title Brief Description CONCENTRATION(S)
ENTR 502
Starting & Managing
A Small Business
Intended for students planning at some time to start or join a young company, help spin-out a company
from a major corporation or enter the private equity sector. Students learn all the key phases of a start-up
from opportunity identification, company formation, planning, raising different rounds of finance, recruiting
and building a team, developing and executing a sales strategy and finally creating an exit strategy for
investors. The course provides students with knowledge and experience to increase the likelihood of
success whether as a principal in a small company, a new business unit in a corporation or a manager of
risk investments.
ENTR 503
Garber Venture
Capital Practicum
Enable students to gain practical experience in equity investments in small and start-up firms. Students
are exposed to the decision making process in actual deal participation using the Garber Venture Fund
coupled with relationships with external investment groups. This course exposes students to many
complex business issues typical of the real world. At the end of the course, the students decide whether
to make an investment from the fund and on what terms.
Entrepreneurship (Primary)
ENTR 504 Business Planning
Primary objectives of the course are to teach students the key elements required in a compelling business
plan and provide students an opportunity to write a business plan. The course will enable students to
construct business plans that present the key points in a direct, clear and appealing way. Five issues are
addressed in detail including understanding the target audience, writing a powerful executive summary,
key considerations in staffing and building a startup, planning key functional activities, and presenting
financial information. Students will hone their skills by writing and reviewing business plans.
Entrepreneurship (Primary)
Strategic Leadership (Secondary)
ENTR 597F
Entrepreneurial
Finance
Students will learn by examining real cases including bootstrapping, grants, corporate partnering, etc.
This course is suitable to students wishing to start their own companies or wishing to learn more about
private equity models.
Entrepreneurship (Secondary)
ENTR 500
Creativity, Innovation,
and Entrepreneurship
In this course, you will explore "innovation" and "entrepreneurship" from the perspective of creativity.
Specifically you will study the determinants of creativity at the individual, group, organizational, and inter-
organizational levels of analyses. You will gain both practical and theoretical insights from the course.
Topics that will be covered include: deframing, metaphors, dialectical inquiry, path creation and
bisociation. As a part of the course requirements, students, in groups, will track the genesis of novelty.
From this effort, you will put together a collection of short narratives chronicling successes and failures
that entrepreneurs and firms encounter as they attempt to shape creative processes.
Entrepreneurship (Primary)
FIN 550
Financial Analysis &
Valuation
This course helps students develop skills in financial analysis and working capital management. They will
also be able to forecast financial needs in a variety of economic circumstances. Finally they will be able
to use their knowledge of financial statements to value securities using a variety of methodologies.
Finance (Primary)
FIN 571
Strategic Financial
Management
Designed to be a practical, comprehensive course in corporate finance and strategy. Draws together the
various topics in managerial finance and presents a unified, integrated view of the overall subject areas.
Requires student to deal with case applications and to consider recent empirical and theoretical findings
in the field. The topics covered include capital expenditure analysis, capital structure and dividend
policies, corporate structure and restructuring, mergers and acquisitions, insider trading, and international
corporate finance. Integrated throughout the course will be issues of managerial compensation and
potential management-shareholder conflicts.
Finance (Primary)
FIN 577
Financial Engineering
& Corporate Strategy
Provides students with an understanding of how innovative financial strategies can be used to enhance
real opportunities of the firm. Students learn how basic derivative instruments can be used to re-engineer
exposures to risk so as to create value and promote the firm’s strategic objectives. Practical perspectives
in a variety of investment and financing settings are provided.
Finance (Primary)
FIN 581
Fundamentals of
Financial Markets
This course provides students with an understanding of the operation and structure of money and bond
markets, and the concepts and techniques used in evaluating and managing fixed income portfolios. It
covers the determinants of asset prices and yields, the term structure of interest rates, and yield curve
analysis. It also deals with the concepts and techniques used to evaluate and manage exposures to
interest rate, credit, and foreign exchange risk.
Finance (Primary)
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Course Name/# Course Title Brief Description CONCENTRATION(S)
FIN 583
Modern Portfolio
Management
This course provides the rigorous theoretical foundations and vital tools needed to structure, manage and
monitor the performance of an investment portfolio. Topics include portfolio theory, the risk-return
relationship, asset allocation and security selection, style analysis and performance evaluation,
mutual/hedge funds.
Finance (Primary)
FIN 570 Financial Modeling
This course introduces and applies equity, debt, and derivative models and computational techniques
using Excel and Visual Basic for Applications (VBA).
Finance (Primary)
FIN/IB 555 Global Finance
The course deals with the analysis of problems in international business finance and the impact of
evolving international payment systems on business. The focus will be on how decisions about financial
management are and should be made in the modern multinational enterprise. The impact that these
decisions have on the worldwide allocation of economic resources and distribution of wealth will be
assessed. Other topics of discussion include: what are the financial risks inherent in these decisions?
What role can new financial instruments play in the management of these risks?
Finance (Primary)
INS 575 Risk Management
Corporate executives face a growing variety of risks that can interrupt their normal business operations
and negatively impact the value of their firms. Such recent events as the threat of corporate class action
lawsuits (e.g., the 2007 class action suit filed against Mattel for its sale of toys painted with lead-based
paint or Merck’s three-year legal battle with consumers over the health risks of the firm’s Vioxx drug), the
increase in the price of commodities (e.g., petroleumor grains), the unraveling of corporate employee
benefit programs among U.S. auto makers, and the increased liability exposure placed upon corporate
executives by the Sarbanes-Oxley Act reflect the growing spectrum of risks that threatens today’s
businesses and organizations. INS 575: Risk Management examines the methods used by firms to
protect their interests from these types of corporate risks.
Finance (Secondary)
Supply Chain (Secondary)
MGMT 520 with
MGMT 597B Lab
Team Facilitation
Provides students with an in-depth understanding of team dynamics and the opportunity to develop skills
for facilitating teams to achieve effective performance through the facilitation of one or more first-year
MBA teams. Specific course topics include models of group development, diagnosing team problems,
selecting effective intervention strategies, skills in giving and receiving feedback, conflict management,
and working constructively with gender, race, and cultural differences within teams.
Strategic Leadership (Primary)
MGMT 521 Complex Negotiations
Complex Negotiations is an elective course that is designed to help students develop understanding and
competencies necessary for conducting complex multi-party negotiations. Topics include: framing of
negotiations, dealing with internal and external negotiations simultaneously, dealing with social dilemmas,
mediation, negotiating across power differences, multiparty negotiations, and international business
negotiations.
Strategic Leadership (Primary)
Entrepreneurship (Secondary)
Marketing (Secondary)
MGMT 531
Strategy
Implementation &
Change
Provides students with key analytic ability to assess the gap between the current status of the
organization and the need to implement a new strategy or execute change, and then identify a strategy
for closing the gap. Students will develop facility with two essential frameworks: a model of
organizational alignment and a model for managing the change process. The topics covered include
alignment of organizational structure, information and decision processes, rewards, people, and symbols;
persuasion, resource, time and pacing, and leadership by the top team in the change process;
implementation of an innovation strategy, a turnaround strategy, a transnational strategy, or an
acquisition integration strategy. Prerequisite: None;
Strategic Leadership (Primary)
Entrepreneurship (Secondary)
MGMT 551
Growth and
Innovation Strategy
Growth and Innovation Strategy (2) Identify opportunities for growth and profitability through technological
and organizational innovations and market independently or with strategic partners.
Entrepreneurship (Primary)
Marketing (Secondary)
Strategic Leadership (Primary)
MGMT 561 Global Strategy
Course focuses on three major aspects of international business: competitive strategy, organization
design, and management processes.
Strategic Leadership (Primary)
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Course Name/# Course Title Brief Description CONCENTRATION(S)
MGMT 565 Power & Influence
This course provides a pragmatic and ethical framework for analyzing the sources of power in
organizations and the circumstances that lead to its attainment and effective use. The goals of this
course are to help you learn more about the nature and sources of power in organizations and increase
your ability and confidence in diagnosing power situations, managing conflict, and using political
strategies in pragmatic ways to get things done in the workplace and other organizations. Topics covered
include formal and informal sources of power, social exchange perspectives on power, network structures
and their consequences, organizational culture and symbolic actions, the bases of interpersonal
influence, and diagnostic tools and techniques to identify the "rules of the game."
Strategic Leadership (Primary)
MKTG 521
Scientific Marketing
Analysis
The overall objective of the course is to provide an introduction to and practice in the various marketing
research techniques currently used, the tools associated with these techniques, and the reasoning behind
the utilization of these practices and their respective methods of implementation.
Marketing (Primary)
MKTG 532 Brand Management
This course is designed to 1) examine and understand the processes of building, designing, measuring
and maintaining brand equity; 2) discuss actual applications of Brand Management strategies and
methodologies presented in class, together with cases and exercises; and 3) provide MBA students with
the analytic and strategic skills necessary for internships or early careers in Brand Management.
Marketing (Primary)
MKTG 533
Business Marketing
(B2B)
The creation, measurement and delivery of superior customer value in business markets is the focus of
this course. Successful market-focused business-to-business (B2B) organizations know the importance
of linking customer needs to the development of high value products throughout the value chain in a
global, electronic environment. And those successful organizations require that marketing be viewed as
an investment, with measurable results and not as an expense. Prerequisite: MKTG 521
Marketing (Primary)
Supply Chain (Secondary)
MKTG 534
Integrated Marketing
Communications
This course is designed to help students to more effectively: 1) describe, manage and coach the concept
and realities of “Brand”, and “Brand Equity”in an operational way with teams, agencies, and other
supporting groups and their business; 2) implement and Coach an 8 step process for the development
and execution of an Integrated Market Communications program, to build sales, build brand equity, and
achieve financial objectives; and 3) get better, more effective, creative results from their advertising and
support agencies, whether they are managing, influencing, or consulting to the process.
Marketing (Primary)
MKTG 541 Consumer Behavior
Introduce theories and concepts from psychology, sociology, economics, and other disciplines that are
useful in understanding and marketing to consumers.
Marketing (Primary)
MKTG 542
New Product
Development
The course has two objectives. The first objective is to expose the students to the various tools needed in
NPD and to familiarize the students with the NPD process (market opportunity identification, customer
analysis, concept generation, selection and testing, prototyping, launch and product life cycle
management). The capstone of this is a team project that gives the students an opportunity to practice
these process/tools discussed in the classroom. The second aim is to help students understand and
tackle some key NPD challenges facing senior management and management consultants.
Entreprenuership (Secondary)
Marketing (Primary)
Supply Chain (Secondary)
MKTG 571 Marketing Strategy
This course is intended to help review and integrate concepts presented in other product and market
development courses. It examines marketing related issues and solutions to problems arising from market
and product development of products or services in competitive business environments. It focuses on
business-level marketing strategy, not corporate strategy or business policy.
Marketing (Primary)
REST 560
Real Estate Financial
Analysis
This course provides a modern framework for the valuation and analysis of real property using both
theoretical and empirical approaches. Topics include valuation of land and improvements, real estate
finance methods, real estate investment strategies, and special topics relating real property to corporate
finance.
Finance (Secondary)
SCM 540
Transportation in
Supply Chains
Transportation in Supply Chains (2) Strategies and processes for design and implementation of
transportation service links in supply chain networks.
Supply Chain (Primary)
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Course Name/# Course Title Brief Description CONCENTRATION(S)
SCM 546 Strategic Procurement
This course explores leveraging the contributions of a supply strategy, e-procurement, supply
segmentation, collaboration & relationship management, and global procurement for developing and
executing sourcing strategies, with special emphasis on the strategic planning and use of information
technology. This is one of three foundation courses.
Supply Chain (Primary)
SCM 556
Manufacturing
Strategy
Focuses on understanding the connections between manufacturing, inventory, and location decisions on
customer-focused, multi-stage supply chains. We will explore how strategic choices (such as information
technology, facility location, and mass customization) tie in with planning decisions (such as forecasting
and aggregate planning) to support synchronized supply chains. This is one of three foundation courses.
Delivery is coordinated with BA 510. Evaluation methods include a combination of class participation,
exams, “hands-on”exercises, case studies, and reactions papers.
Supply Chain (Primary)
SCM 566
Supply Chain
Processes and
Methods Demand
Fulfillment
This course develops an understanding of the strategic framework, the managerial issues, and the best
practices related to the planning and execution of the demand-fulfillment process. Special attention is
given to the e-enabled capabilities, relationships, and levers needed for responsive, flexible, and efficient
demand fulfillment.
Supply Chain (Primary)
SCM 570
Supply Chain
Modeling
Supply Chain Modeling focuses on mathematical modeling techniques used to design, analyze, execute
and integrate supply chains. Three primary methods will be studied: simulation, optimization and
enterprise resource planning. Key conceptual and theoretical methods will be reviewed, along with the
use of complementary, contemporary software in each of the three major areas.
Supply Chain (Primary)
SCM 597B Six Sigma
A focused overview highlighting principles of six sigma methodology including implementation of proven
principles and techniques for business performance.
Supply Chain (Secondary)
doc_608779873.pdf
Abstract about creativity, innovation, and entrepreneurship.
S:\MBA\COURSES\Course Lists & Descriptions\coursedescription15, 12/14/2015
1 of 5
MBA Elective Course Descriptions
subject to change The MBA Program reserves the right to offer courses based on faculty availability to teach
Course Name/# Course Title Brief Description CONCENTRATION(S)
BA 523 IT Strategy An introduction to information technologies critical to business organizations.
BA 545
Business,
Government, and
International
Economics
Understand how macroeconomic events and policies affect the global economy and business decisions.
Finance (Secondary)
BA 565
Strategic Leadership
Seminar
This course presents a CEO’s perspective on the key opportunities and challenges faced by business
leaders as they seek to adapt themselves and their organizations to the evolving business environment.
Course content is based on extensive research and first hand consulting experience working with senior
leaders from major corporations worldwide, including companies like 3M, Fujitsu, IBM, British Airways,
Motorola, Samsung, BP Amoco, and many others. The lessons learned from those benchmark
companies and the evolving models of management they are helping to create, will form the backbone of
a series of discussions on 21st century organizational forms and the new leadership competencies
required to direct them. This course provides an excellent overview of the leadership development
challenges faced by MBA’s as they resume their corporate careers.
Strategic Leadership (Primary)
BA 575
Capstone Business
Case
APEX
The Capstone Business Case course is designed to allow second-year MBA students the chance to
integrate the knowledge they have gained to date in the program. True business problems are not
narrow, functional area problems; rather they require teams of people to come together to jointly solve a
problem that extends across many areas. For example, to assess the commercial viability for a new
product requires contributions from economics, marketing, supply chain, finance, strategy, and corporate
innovation. The more opportunities students have to work on real cross-functional problems, the better
prepared they will be to solve them once they are actually on the job. In addition, working on a team and
having to present the results gives students the ability to practice communication, teamwork, and
leadership skills that are vital to success on the job.
CORE - Required
BA 597B Six Sigma Statistics Statistics course designed as an introduction to the MBA Six Sigma course.
Open Elective - required
component of Six Sigma - does
not count toward SCM
Concentration
BA 597E
Sustainable Business
Strategies
To provide a greater context to understand how marketing strategies can or cannot be used to address
key issues. By understanding key environmental issues and how marketing relates to them, you will have
a better understanding how to apply skills learned to issues of Corporate Social Responsibility.
Marketing (Secondary)
Strategic Leadership (Secondary)
Sustainability Course
BA 597G
Merger Finance and
Economics
The purposes of the course are to provide the student with (1) a fundamental understanding of the
finance and economics of the M&A marketplace, and (2) the basic skills needed to succeed in various
professional capacities in the M&A marketplace, such as investment banker, management consultant,
strategic planner, and lawyer.
Finance (Primary)
BLAW 525
Business Law for
Innovation and
Competition
Primary areas of focus include intellectual property ("IP") law (patents, trademarks, copyrights and trade
secrets) and antitrust law, as well as basic principles of U.S. law and the legal rules for related industry
practices such as licensing. Students will also learn the legal rules designed to encourage competition
(and punish anticompetitive behavior). Finally, the course will help students to better appreciate when
professional legal counsel is necessary, and how to manage those interactions more cost effectively.
Although the course will impart advanced legal concepts, prior coursework in business law is not
required.
Entrepreneurship (Secondary)
Finance (Secondary)
EBIZ/MKTG 543 E-Marketing
Using the Internet and related technologies to enhance and transform marketing functions and processes.
Marketing (Primary)
S:\MBA\COURSES\Course Lists & Descriptions\coursedescription15, 12/14/2015
2 of 5
Course Name/# Course Title Brief Description CONCENTRATION(S)
ENTR 502
Starting & Managing
A Small Business
Intended for students planning at some time to start or join a young company, help spin-out a company
from a major corporation or enter the private equity sector. Students learn all the key phases of a start-up
from opportunity identification, company formation, planning, raising different rounds of finance, recruiting
and building a team, developing and executing a sales strategy and finally creating an exit strategy for
investors. The course provides students with knowledge and experience to increase the likelihood of
success whether as a principal in a small company, a new business unit in a corporation or a manager of
risk investments.
ENTR 503
Garber Venture
Capital Practicum
Enable students to gain practical experience in equity investments in small and start-up firms. Students
are exposed to the decision making process in actual deal participation using the Garber Venture Fund
coupled with relationships with external investment groups. This course exposes students to many
complex business issues typical of the real world. At the end of the course, the students decide whether
to make an investment from the fund and on what terms.
Entrepreneurship (Primary)
ENTR 504 Business Planning
Primary objectives of the course are to teach students the key elements required in a compelling business
plan and provide students an opportunity to write a business plan. The course will enable students to
construct business plans that present the key points in a direct, clear and appealing way. Five issues are
addressed in detail including understanding the target audience, writing a powerful executive summary,
key considerations in staffing and building a startup, planning key functional activities, and presenting
financial information. Students will hone their skills by writing and reviewing business plans.
Entrepreneurship (Primary)
Strategic Leadership (Secondary)
ENTR 597F
Entrepreneurial
Finance
Students will learn by examining real cases including bootstrapping, grants, corporate partnering, etc.
This course is suitable to students wishing to start their own companies or wishing to learn more about
private equity models.
Entrepreneurship (Secondary)
ENTR 500
Creativity, Innovation,
and Entrepreneurship
In this course, you will explore "innovation" and "entrepreneurship" from the perspective of creativity.
Specifically you will study the determinants of creativity at the individual, group, organizational, and inter-
organizational levels of analyses. You will gain both practical and theoretical insights from the course.
Topics that will be covered include: deframing, metaphors, dialectical inquiry, path creation and
bisociation. As a part of the course requirements, students, in groups, will track the genesis of novelty.
From this effort, you will put together a collection of short narratives chronicling successes and failures
that entrepreneurs and firms encounter as they attempt to shape creative processes.
Entrepreneurship (Primary)
FIN 550
Financial Analysis &
Valuation
This course helps students develop skills in financial analysis and working capital management. They will
also be able to forecast financial needs in a variety of economic circumstances. Finally they will be able
to use their knowledge of financial statements to value securities using a variety of methodologies.
Finance (Primary)
FIN 571
Strategic Financial
Management
Designed to be a practical, comprehensive course in corporate finance and strategy. Draws together the
various topics in managerial finance and presents a unified, integrated view of the overall subject areas.
Requires student to deal with case applications and to consider recent empirical and theoretical findings
in the field. The topics covered include capital expenditure analysis, capital structure and dividend
policies, corporate structure and restructuring, mergers and acquisitions, insider trading, and international
corporate finance. Integrated throughout the course will be issues of managerial compensation and
potential management-shareholder conflicts.
Finance (Primary)
FIN 577
Financial Engineering
& Corporate Strategy
Provides students with an understanding of how innovative financial strategies can be used to enhance
real opportunities of the firm. Students learn how basic derivative instruments can be used to re-engineer
exposures to risk so as to create value and promote the firm’s strategic objectives. Practical perspectives
in a variety of investment and financing settings are provided.
Finance (Primary)
FIN 581
Fundamentals of
Financial Markets
This course provides students with an understanding of the operation and structure of money and bond
markets, and the concepts and techniques used in evaluating and managing fixed income portfolios. It
covers the determinants of asset prices and yields, the term structure of interest rates, and yield curve
analysis. It also deals with the concepts and techniques used to evaluate and manage exposures to
interest rate, credit, and foreign exchange risk.
Finance (Primary)
S:\MBA\COURSES\Course Lists & Descriptions\coursedescription15, 12/14/2015
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Course Name/# Course Title Brief Description CONCENTRATION(S)
FIN 583
Modern Portfolio
Management
This course provides the rigorous theoretical foundations and vital tools needed to structure, manage and
monitor the performance of an investment portfolio. Topics include portfolio theory, the risk-return
relationship, asset allocation and security selection, style analysis and performance evaluation,
mutual/hedge funds.
Finance (Primary)
FIN 570 Financial Modeling
This course introduces and applies equity, debt, and derivative models and computational techniques
using Excel and Visual Basic for Applications (VBA).
Finance (Primary)
FIN/IB 555 Global Finance
The course deals with the analysis of problems in international business finance and the impact of
evolving international payment systems on business. The focus will be on how decisions about financial
management are and should be made in the modern multinational enterprise. The impact that these
decisions have on the worldwide allocation of economic resources and distribution of wealth will be
assessed. Other topics of discussion include: what are the financial risks inherent in these decisions?
What role can new financial instruments play in the management of these risks?
Finance (Primary)
INS 575 Risk Management
Corporate executives face a growing variety of risks that can interrupt their normal business operations
and negatively impact the value of their firms. Such recent events as the threat of corporate class action
lawsuits (e.g., the 2007 class action suit filed against Mattel for its sale of toys painted with lead-based
paint or Merck’s three-year legal battle with consumers over the health risks of the firm’s Vioxx drug), the
increase in the price of commodities (e.g., petroleumor grains), the unraveling of corporate employee
benefit programs among U.S. auto makers, and the increased liability exposure placed upon corporate
executives by the Sarbanes-Oxley Act reflect the growing spectrum of risks that threatens today’s
businesses and organizations. INS 575: Risk Management examines the methods used by firms to
protect their interests from these types of corporate risks.
Finance (Secondary)
Supply Chain (Secondary)
MGMT 520 with
MGMT 597B Lab
Team Facilitation
Provides students with an in-depth understanding of team dynamics and the opportunity to develop skills
for facilitating teams to achieve effective performance through the facilitation of one or more first-year
MBA teams. Specific course topics include models of group development, diagnosing team problems,
selecting effective intervention strategies, skills in giving and receiving feedback, conflict management,
and working constructively with gender, race, and cultural differences within teams.
Strategic Leadership (Primary)
MGMT 521 Complex Negotiations
Complex Negotiations is an elective course that is designed to help students develop understanding and
competencies necessary for conducting complex multi-party negotiations. Topics include: framing of
negotiations, dealing with internal and external negotiations simultaneously, dealing with social dilemmas,
mediation, negotiating across power differences, multiparty negotiations, and international business
negotiations.
Strategic Leadership (Primary)
Entrepreneurship (Secondary)
Marketing (Secondary)
MGMT 531
Strategy
Implementation &
Change
Provides students with key analytic ability to assess the gap between the current status of the
organization and the need to implement a new strategy or execute change, and then identify a strategy
for closing the gap. Students will develop facility with two essential frameworks: a model of
organizational alignment and a model for managing the change process. The topics covered include
alignment of organizational structure, information and decision processes, rewards, people, and symbols;
persuasion, resource, time and pacing, and leadership by the top team in the change process;
implementation of an innovation strategy, a turnaround strategy, a transnational strategy, or an
acquisition integration strategy. Prerequisite: None;
Strategic Leadership (Primary)
Entrepreneurship (Secondary)
MGMT 551
Growth and
Innovation Strategy
Growth and Innovation Strategy (2) Identify opportunities for growth and profitability through technological
and organizational innovations and market independently or with strategic partners.
Entrepreneurship (Primary)
Marketing (Secondary)
Strategic Leadership (Primary)
MGMT 561 Global Strategy
Course focuses on three major aspects of international business: competitive strategy, organization
design, and management processes.
Strategic Leadership (Primary)
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Course Name/# Course Title Brief Description CONCENTRATION(S)
MGMT 565 Power & Influence
This course provides a pragmatic and ethical framework for analyzing the sources of power in
organizations and the circumstances that lead to its attainment and effective use. The goals of this
course are to help you learn more about the nature and sources of power in organizations and increase
your ability and confidence in diagnosing power situations, managing conflict, and using political
strategies in pragmatic ways to get things done in the workplace and other organizations. Topics covered
include formal and informal sources of power, social exchange perspectives on power, network structures
and their consequences, organizational culture and symbolic actions, the bases of interpersonal
influence, and diagnostic tools and techniques to identify the "rules of the game."
Strategic Leadership (Primary)
MKTG 521
Scientific Marketing
Analysis
The overall objective of the course is to provide an introduction to and practice in the various marketing
research techniques currently used, the tools associated with these techniques, and the reasoning behind
the utilization of these practices and their respective methods of implementation.
Marketing (Primary)
MKTG 532 Brand Management
This course is designed to 1) examine and understand the processes of building, designing, measuring
and maintaining brand equity; 2) discuss actual applications of Brand Management strategies and
methodologies presented in class, together with cases and exercises; and 3) provide MBA students with
the analytic and strategic skills necessary for internships or early careers in Brand Management.
Marketing (Primary)
MKTG 533
Business Marketing
(B2B)
The creation, measurement and delivery of superior customer value in business markets is the focus of
this course. Successful market-focused business-to-business (B2B) organizations know the importance
of linking customer needs to the development of high value products throughout the value chain in a
global, electronic environment. And those successful organizations require that marketing be viewed as
an investment, with measurable results and not as an expense. Prerequisite: MKTG 521
Marketing (Primary)
Supply Chain (Secondary)
MKTG 534
Integrated Marketing
Communications
This course is designed to help students to more effectively: 1) describe, manage and coach the concept
and realities of “Brand”, and “Brand Equity”in an operational way with teams, agencies, and other
supporting groups and their business; 2) implement and Coach an 8 step process for the development
and execution of an Integrated Market Communications program, to build sales, build brand equity, and
achieve financial objectives; and 3) get better, more effective, creative results from their advertising and
support agencies, whether they are managing, influencing, or consulting to the process.
Marketing (Primary)
MKTG 541 Consumer Behavior
Introduce theories and concepts from psychology, sociology, economics, and other disciplines that are
useful in understanding and marketing to consumers.
Marketing (Primary)
MKTG 542
New Product
Development
The course has two objectives. The first objective is to expose the students to the various tools needed in
NPD and to familiarize the students with the NPD process (market opportunity identification, customer
analysis, concept generation, selection and testing, prototyping, launch and product life cycle
management). The capstone of this is a team project that gives the students an opportunity to practice
these process/tools discussed in the classroom. The second aim is to help students understand and
tackle some key NPD challenges facing senior management and management consultants.
Entreprenuership (Secondary)
Marketing (Primary)
Supply Chain (Secondary)
MKTG 571 Marketing Strategy
This course is intended to help review and integrate concepts presented in other product and market
development courses. It examines marketing related issues and solutions to problems arising from market
and product development of products or services in competitive business environments. It focuses on
business-level marketing strategy, not corporate strategy or business policy.
Marketing (Primary)
REST 560
Real Estate Financial
Analysis
This course provides a modern framework for the valuation and analysis of real property using both
theoretical and empirical approaches. Topics include valuation of land and improvements, real estate
finance methods, real estate investment strategies, and special topics relating real property to corporate
finance.
Finance (Secondary)
SCM 540
Transportation in
Supply Chains
Transportation in Supply Chains (2) Strategies and processes for design and implementation of
transportation service links in supply chain networks.
Supply Chain (Primary)
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Course Name/# Course Title Brief Description CONCENTRATION(S)
SCM 546 Strategic Procurement
This course explores leveraging the contributions of a supply strategy, e-procurement, supply
segmentation, collaboration & relationship management, and global procurement for developing and
executing sourcing strategies, with special emphasis on the strategic planning and use of information
technology. This is one of three foundation courses.
Supply Chain (Primary)
SCM 556
Manufacturing
Strategy
Focuses on understanding the connections between manufacturing, inventory, and location decisions on
customer-focused, multi-stage supply chains. We will explore how strategic choices (such as information
technology, facility location, and mass customization) tie in with planning decisions (such as forecasting
and aggregate planning) to support synchronized supply chains. This is one of three foundation courses.
Delivery is coordinated with BA 510. Evaluation methods include a combination of class participation,
exams, “hands-on”exercises, case studies, and reactions papers.
Supply Chain (Primary)
SCM 566
Supply Chain
Processes and
Methods Demand
Fulfillment
This course develops an understanding of the strategic framework, the managerial issues, and the best
practices related to the planning and execution of the demand-fulfillment process. Special attention is
given to the e-enabled capabilities, relationships, and levers needed for responsive, flexible, and efficient
demand fulfillment.
Supply Chain (Primary)
SCM 570
Supply Chain
Modeling
Supply Chain Modeling focuses on mathematical modeling techniques used to design, analyze, execute
and integrate supply chains. Three primary methods will be studied: simulation, optimization and
enterprise resource planning. Key conceptual and theoretical methods will be reviewed, along with the
use of complementary, contemporary software in each of the three major areas.
Supply Chain (Primary)
SCM 597B Six Sigma
A focused overview highlighting principles of six sigma methodology including implementation of proven
principles and techniques for business performance.
Supply Chain (Secondary)
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