Course Description
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Schedule
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Schedule
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ACCTG 511 - Financial and Managerial Accounting
No Prerequisites. The purpose of this course is to introduce students to both financial accounting (focusing on external users of accounting information) and managerial accounting (focusing on internal users of accounting information). The course focuses on the uses (and potential misuses) of accounting information. We will also discuss corporate governance issues. Accounting information can be used to evaluate an organization’s financial position, to plan future activities (short and long-term), to motivate behavior, and to evaluate performance. The focus is NOT to train students to produce accounting information. Rather, the focus is to train students to interpret, evaluate, and use accounting information.
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Summer 2013
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Fall 2013
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ACCTG 512 - Financial Accounting Theory and Reporting Problems
No Prerequisites. Measurement and reporting of financial information for external purposes, with particular attention to current problems in asset and income measurement.
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ACCTG 524 - Managerial Accounting
Prerequisites: MGMT 501, and ACCTG 511 or ACCTG 512. Concepts and techniques of accounting for planning, control, and motivation.
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Fall 2013
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B A 517 - Communication Skills for Management
Prerequisites: None. Development of communication skills required for management; audience awareness, style, individual and group presentations.
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BUSAD 501 - Statistical Analysis for Managerial Decision Making
No Prerequisites. Use of statistical methods for managerial decision making, with emphasis on problem formulation, data analysis and interpretation, and business applications.
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Summer 2013
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Fall 2013
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BUSAD 511 - New Ventures I
Prerequisites: MLD Leadership Cornerstone courses. Introduction to issues involved in the development of new ventures within the existing business organization or from start-up.
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Summer 2013
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Fall 2013
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BUSAD 515 - Acquiring the Existing Enterprise
Prerequisites: MGMT 501 and BUSAD 511, or by permission. This course is designed to help the aspiring entrepreneur deal with the issues he or she will face in attempting to acquire a business. Topic include: how and why people buy businesses, how to assess your acquisition strategy, finding the deal and putting the deal together, valuation techniques, and the financial, administrative, and operating information needed in making an informed decision.
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BUSAD 519 - Developing Creative High Performance Organizations
Prerequisites: MLD Leadership Cornerstone courses. This course focuses on how to create high performing organizations based on models provided by business, science and the arts. We will examine the key assets that these disciplines bring and show how to apply them to business activities. For example, it has been shown that improvisational models from music are highly relevant to new product development.
Course activities include a discussion of the readings from relevant academic research in the business field. We discuss the philosophy of aesthetics, analyze cases, and review original works. We also listen to short lectures by practicing artists, musicians, actors, scientists, and writers. Together, these activities help students to develop strategies to help their organizations attain higher levels of performance. This course is a graduate elective for MBA students and could also be taken by other students if it meets their degree requirements.
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Fall 2013
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BUSAD 522 - New Ventures II
Prerequisites: MGMT 501 and BUSAD 511, or by permission. Examines the financial and legal issues that are critical in the formation, development, and management of new ventures.
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BUSAD 523 - Prices and Markets
Prerequisite: MGMT 501. A survey of analytical concepts and techniques essential to an understanding of the business environment
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Summer 2013
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Fall 2013
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BUSAD 525 - Quantitative Methods in Finance
Spreadsheet-based financial modeling including capital budgeting, basic statistics, and forecasting.
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Fall 2013
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BUSAD 526 - Current Issues in Corporate Finance
Prerequisite: ACCTG 512 and FIN 531. Topics involving strategic financial decisions, including capital structure and cost of capital, financial forecasting, valuation, and corporate control.
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Fall 2013
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BUSAD 527 - Fixed Income Securities
Prerequisite: FIN 513. This course covers analysis and valuation of fixed income securities and interest rate
derivatives.
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BUSAD 528 – Mergers and Acquisitions
Prerequisite: BUSAD 526. Surveys the drivers of success in mergers and acquisitions (M&A) and develops skills in
the design and evaluation of these transactions.
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Summer 2013
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BUSAD 530 - Biotechnology and Health Industry Overview
Prerequisites: MLD Leadership Cornerstone courses. Organization, financing, policy, trends, problems and issues in the biotechnology, pharmaceutical, and health industries. Overview of cost, quality, access issues.
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Fall 2013
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BUSAD 534 - Ethical Dimensions of Management in the Biotechnology and Health Industry
Prerequisites: MGMT 501 and BUSAD 530 or permission of instructor. Ethical decision-making in health, pharmaceuticals, and biotechnology, including ethical implications of technological and scientific advances, medical interventions, and business decisions.
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BUSAD 537 - Management Information Systems
Prerequisite: MGMT 501. Information system theories and methods applied to administrative structures and management decisions in organizations.
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Summer 2013
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Fall 2013
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BUSAD 542 – Global Intercultural Management
This course develops students’ cross-cultural competencies and cultural intelligence in order to enhance their ability to lead and manage multicultural organizations and to work interculturally with both internal and external stakeholders. Culture is broadly defined to include various aspects of cultural and sub cultural groups, with an emphasis on global cultures.
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Fall 2013
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BUSAD 545 - Negotiation Strategies
Prerequisites: MLD Leadership Cornerstone courses. This course covers strategies and tactics for understanding conflicts, for negotiating effectively, and for dealing successfully with power in organizations.
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Summer 2013
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Fall 2013
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BUSAD 551 - Business Stakeholder Relations
Prerequisites: MLD Leadership Cornerstone courses or by permission. Analysis of ethical, political, social, legal and regulatory, environmental, technological, and demographic diversity environment of business.
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Summer 2013
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Fall 2013
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BUSAD 555 - Full-Range Leadership Development
Prerequisites: MGMT 501. Development of behavioral skills associated with outstanding leadership of individuals, teams, and organizations through advanced information technology, experimental exercises, and case analysis.
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Fall 2013
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BUSAD 556 - Diversity Leadership
Prerequisite: MGMT 501 or LEAD 501. Analysis and application of models, theories and strategies for managing an increasing diverse workforce and customer base.
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Summer 2013
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BUSAD 558 - Knowledge Management
Prerequisite: MGMT 501 and 3 graduate credits in business. This course examines the strategic value of knowledge and how organizations can manage their knowledge assets for competitive advantage.
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BUSAD 559 - Career Management
Prerequisites: MGMT 501 or by permission of instructor. The Career Management course provides students with a conceptual understanding of careers and career decision-making through an examination and discussion of the literature in career management. Additionally, a significant focus is placed on application of the concepts and the literature to understand the student’s own career, as well as the careers of supervisors, peers, and subordinates. Therefore, this course blends both conceptual analysis and experiential learning activities.
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Summer 2013
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BUSAD 575 - High Tech Venture Development
Prerequisites: MGMT 501 and M I S 531, or by permission. How high tech entrepreneurs and entrepreneurs design, develop, test, and market new information technology-based products and services.
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BUSAD 576 - Ethical Issues in Information Technology
Prerequisites: MLD Leadership Cornerstone courses. Ethical concerns related to computer-based information systems.
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Fall 2013
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BUSAD 577 (formerly M I S 539) - Management of MIS
Prerequisites: MGMT 501 and M I S 531. Organizational issues in managing computer-based information systems.
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BUSAD 578 - Managing Business Processes
Prerequisite: MGMT 501 or permission of instructor. Managing Business Processes provides students with an understanding of the key aspects of business processes such as collaboration, information flow, people, and business rules. The main objective is to provide an overview of various techniques and tools for analyzing, improving, and implementing business processes and information system controls. The course will utilize cases, process modeling methodologies, and simulations to strengthen the students’ understanding of business processes and their contribution to business performance.
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BUSAD 581 - Venture Strategy, Planning and Development (Capstone Course)
Prerequisites: All skill and core courses plus six (6) graduate credits in New Venture courses. This is the capstone course in the New Ventures option of the MBA program. Students develop a strategic or operational plan for a new venture.
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BUSAD 582 - Social Entrepreneurship & Community Leadership
Prerequisites: 6 credits in the New Ventures program. This course uses entrepreneurial skills to craft innovative responses to social needs. Entrepreneurs are particularly good at recognizing opportunities, exploring innovative approaches, mobilizing resources, managing risks, and building viable, sustainable enterprises. Entrepreneurial skills are just as valuable in the social sector as they are in business. Social Entrepreneurship aims at social impact but does not exclude economic wealth creation. Therefore it is not limited to the non-profit sector. Despite a sustained economic boom in this country, numerous social problems remain and some seem to be getting worse. The course will focus on introducing business leadership and entrepreneurship principles to both profit and non-profit organizations whose products and services are designed to create social value.
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Fall 2013
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BUSAD 583 - Future of the Biotechnology and Health Industry: Strategic Implications
Prerequisites: All required Core and Advanced Courses, or all required 1st and 2nd year Courses. Strategy in health, pharmaceutical, and biotechnology industries. Impact of technological innovation and economic, social, political trends and events.
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BUSAD 585 – Research in Security Valuation
Prerequisite: BUSAD 526. This course focuses on the analysis and valuation of a firm’s equity securities in the financial market using fundamental and market multiples analyses. The course integrates topics discussed in previous finance courses to help students to develop their analytical ability to identify corporate strategies that enhance value creation. The philosophical basis for this topical integration is that valuation of a firm’s securities requires one to know not only the accounting issues involved in the preparation of financial statements and how to analyze financial statements, but also to understand the impact of monetary policy, as well as the operation and regulation of financial markets on the value of the firm’s equity securities. Moreover, because firm value depends on how well the company is managed, a good understanding of its operations in the global markets, its internal control and risk management strategy is also essential. Finally, because valuation is also based on quantitative models, knowledge of quantitative methods is paramount.
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Fall 2013
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BUSAD 597 - Special Topics: Corporate Governance
No prerequisites. This course examines modern corporate governance,i.e. how corporations are governed. A particular emphasis is placed on governance mechanisms that are most prevalent and critical, including the role of the board of directors, executive compensation, the market for corporate control (mergers and acquisitions), executive equity ownership etc. This course also explores the international variation in corporate governance practices. Also discussed are the impact of corporate governance on firm performance as well as other consequences of corporate governance on corporate policies (such as capital structure and dividend payouts).
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BUSAD 597 - Special Topics: Ethical Issues in the Finance Industry
No prerequisites. This course will examine the role of ethics in finance and financial services. It will begin with an overview of the need of ethics in finance and an impact of current financial events on society at large. Tools for identifying ethical issues will be introduced and evaluated. The course will then turn to an examination of ethical issues in financial services, investment decisions and ethics in financial markets. The outcomes of this course are to understand the ethical issues that arise in the various areas of finance and to develop an ability to resolve these issues effectively and responsibly.
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Summer 2013
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BUSAD 597 - Special Topics: Organizational Power and Politics
Prerequisite: MGMT 501. Power and politics are a natural process in any group or organization. This course offers concepts, ideas, and management tactics that have proven successful within the power and political structure of organizations. Topics include a close look at both formal and informal organizational structures. The types of skills necessary to be a successful manager are explored. The question "Is political action ethical or unethical?" is discussed in detail.
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BUSAD 802 - Cornerstones of Sustainability
No Prerequisites. In-depth exploration of the social, environmental, and organizational sustainability challenges facing business leaders in the 21st century.
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Fall 2013
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BUSAD 809 - Triple Bottom Line Accounting
Prerequisite: None. This course expands the traditional financial and managerial accounting topics to encompass economic, social, and environmental impacts. Students will investigate the strategic linkages between sustainability and the value of the organization; define true costs and become familiar with alternative cost measurement systems; and assess the impact of social risk. Other topics include the design and implementation of management performance evaluation and reward systems which align with social and environmental as well as economic goals, and global reporting standards and best practices.
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BUSAD 824 - Finance and Investment for Sustainable Growth
No Prerequisites. Ecological economics is an evolving branch of economics that understands markets in a far more complex, evolving and interrelated manner than traditional economics. This course will cover positive and negative externalities and the achievement of firm competitive advantage through the understanding of how management can consider externalities in their long-term decision making. The course will also examine the financial investment in sustainable businesses and sustainable projects. Emphasis will be placed on understanding the meaning of the Triple Bottom Line and how attention to the environment and society as well as profitability can contribute to high performance over extended periods of time.
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BUSAD 835 - Commercialization of Biopharmaceuticals
Prerequisites: None. In this course we will review the processes/activities/organizational issues for the development and commercialization of products the biopharmaceutical industry.
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Summer 2013
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FIN 504 - Problems in Finance
Prerequisites: MGMT 501 and FIN 531. Planned individual projects involving library, laboratory, or field work.
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FIN 505 - Multinational Managerial Finance
Prerequisites: MGMT 501 and FIN 531. Analysis of the international aspects of managerial finance. Emphasis on the environmental and institutional factors influencing capital acquisition and allocation.
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FIN 506 - Portfolio Theory and Policy
Prerequisites: MGMT 501 and FIN 531. Rigorous examination and analysis of asset-holder behavior under conditions of risk and uncertainty.
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Summer 2013
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Fall 2013
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FIN 508 - Analysis of Financial Markets
Prerequisites: MGMT 501 and FIN 531. Analysis of factors affecting price determination in financial markets.
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Fall 2013
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FIN 513 – Speculative Markets
Prerequisites: FIN 531; FIN 508 is recommended. This course is an introduction to derivative securities and risk management. We will examine various financial instruments to manage risk exposure to equity prices, interest rates, exchange rates, and commodity prices. The principal focus will be on forward contracts, futures, swaps, and options as basic building blocks to create a financial risk management program to cope with any complex risk exposure. Specifically, this course provides a survey of financial derivative instruments useful for financial risk management.
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FIN 531 - Financial Management
Prerequisites: MGMT 501, ACCTG 511 or ACCTG 512, BUSAD 501 (formerly MS&IS 510), and BUSAD 523 (formerly B A 533). Principles and tools of sound financial decision-making. Students will be exposed to the use of financial data in order to understand how to apply the finance concepts in real-world settings. By the end of the course, students should be able to apply basic tools and principles to value financial instruments such as stocks and bonds, understand the issues underlying risk and return relationship, and evaluate long-term capital investments.
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Summer 2013
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Fall 2013
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FIN 532 - Financial Decision Processes
Prerequisites: MGMT 501 and FIN 531. Financial decision making under uncertainty; positive and normative models and current issues in financial management.
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FIN 541 - Security Analysis
Prerequisites: MGMT 501 and FIN 531. Focuses on how a company’s securities are valued in the market and the use of appropriate valuation models.
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H P A 555 - Information Systems in Health Services Organization
Prerequisites: MGMT 501, M I S 531, BUSAD 530 or H P A 520. Foundations of information systems for supporting clinical services, quality improvement, and administrative functions in health services management.
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HPA 836 - Heath Law
Prerequisite: MGMT 501. Law of medical technology including government regulation and tort liability governing prescription drugs and medical devices. Trace the research and development process.
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Fall 2013
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I B 500 - International Business Management
Prerequisites: MLD Leadership Cornerstone courses. Concepts and institutions affecting the international conduct of business, interface between nations and international firms, and alternative policies businesses employ internationally.
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LEAD 501 - Leadership Across the Life Span
No Prerequisite. Analysis and application of models, theories and strategies for developing leaders and followers at different life stages toward achieving their full positive potential.
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Fall 2013
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LEAD 557* - Leadership Models and Methods
Prerequisites: LEAD 501, LEAD 555 and LEAD 556 or instructor approval. This course’s focus is on the process of how knowledge in the leadership domain is systematically developed over time and applied to solve organizational problems. The goal is to help the students become an informed consumer of leadership research. Issues considered include a review of leadership models, literature searches, logical argumentation, conceptualizing and writing, study designs, data collection and analysis, and research usefulness. *Students enrolled prior to Fall 2010 are not required to take LEAD 557.
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Summer 2013
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LEAD 561 - Dynamic Communication for Leadership Contexts
Prerequisites: MLD Leadership Cornerstone courses. Articulating and promoting a vision; facilitating interaction and communicating with groups; theory and techniques of persuasion.
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Fall 2013
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LEAD 562 - Strategic Leadership
Prerequisites: MLD Leadership Cornerstone courses or by permission. Executive-level leadership of larger systems and organizations. Impact of developing human, intellectual, social, structural, financial and reputation capital as a strategic tool.
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Summer 2013
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MGMT 501 - Behavioral Science in Business
This should be the first course taken in the MBA program. Application of behavioral science concepts and analytical methods to problems in business organizations. Analysis of administrative behavior and decision making.
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Summer 2013
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Fall 2013
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MGMT 507 - Positive Organizational Behavior and Well-Being
Prerequisite: None. Corporate and not-for-profit employees are facing increasingly stressful, uncertain, and distressing times stemming from demanding jobs and bosses, economic downturns, layoffs, long work hours, work-family conflict, job demands, inequalities, natural disasters, rapid rates of social and technological change, healthcare issues, and declines in ethics and morality. Based upon sound, empirical research from positive organizational behavior and positive psychology scholarship, this course teaches students about how to better cope with these challenges through constructive behaviors and wellbeing competencies, and become more proactive and prosper despite them. Studies show that your associates’ wellbeing has a direct impact on your company’s profits, which means developing your associates’ wellbeing should be a key initiative in your business. Topics covered are actionable and essential for the “human sustainability” factor in organizations, and demonstrate how the wellbeing of your employees can be measured, managed, and developed. As the course progresses, new knowledge and skills are integrated into a more sophisticated framework for understanding positive approaches to well-being and coping in sustainable organizations.
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MGMT 523 - Organizational Change: Theory and Practice
Prerequisite: MGMT 501. Analysis of research, theory, and practice in dynamics of organizational change. Research literature reviewed for evaluation of concepts and methods.
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MGMT 541 - Human Resources Management
Prerequisite: MGMT 501. An in-depth examination of the roles of the human resources professional, application of roles to the positions of traditional training designer and developer, internal human resources consultant, internal and external performance technology consultant, and organizational development specialist.
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MGMT 571 - Strategic Management
Prerequisites: All required core and advanced courses, or all required 1st and 2nd year courses. Strategic Management is the MBA capstone course, providing students opportunities to integrate learning from the core courses while developing strategic perspective, executive perspective. Students engage in cases, simulations and real world consulting to enhance competencies for thinking synthetically while formulating and executing competitive business strategies.
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Summer 2013
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Fall 2013
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MGMT 573 - Corporate Innovative Strategies
Prerequisites: LEAD 501. Survey of managerial issues involved in formulating and implementing a corporate innovation or technology strategy.
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Fall 2013
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MGMT 597 - Special Topics: Developing Global Leaders: European Management Perspectives
Prerequisite: None. The increase in cultural diversity and globalization in business require managers to develop cross-cultural competence. This course develops students’ global understanding for working, following, and leading in European organizations. This course will help managers and organizational leaders make sense of French, German, Swiss, and other European cultures in order to prepare global leaders for work in highly diverse, intercultural environments. It explores how human resource management processes and organizational dynamics in European countries such as France, Germany and Switzerland differ from practices in the United States. The goal is to better understand how culture impacts the whole management process when working in Europe. Several case studies – describing both successful and unsuccessful practices - will be presented.
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Summer 2013
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MNGMT 897 - Special Topics: Fixed Income
Prerequisite: FIN 508. This courses focuses on the various fixed income securities including bonds (treasury, corporate, municipal), mortgage-backed securities, asset-backed securities, interest rate derivatives, and credit derivatives from a practitioner’s perspective. Valuation and risk management of fixed income securities will be learned mainly through problem solving in class, through assignments, and with case studies. Fixed income analysis is a technically demanding subject and the course will attempt to cover a lot of material that is needed in fixed income analysis and management. Basic statistics and spreadsheet modeling will be used extensively throughout the course.
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Summer 2013
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MKTG 500 - Marketing Management
Prerequisites: MGMT 501. This course focuses on managerial decision-making in marketing and full use of market data and competitive analysis. It covers marketing decisions on target marketing, product, channel, pricing, and promotion as a cohesive strategy. The course reviews how a marketing program should be developed and managed.
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Summer 2013
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Fall 2013
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MKTG 518 - Global Marketing
Prerequisites: MGMT 501 and MKTG 500. Role of international marketing in the global business environment; development of marketing plans and implementation strategies under differing socioeconomic conditions.
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MKTG 597 - Special Topics: Sustainable Marketing
Prerequisites: MGMT 501 and MKTG 500. To study the theory, principles, business models, and strategies of sustainable marketing that is aimed to improve the well-being of all stakeholders of the business enterprise in the long run.
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Fall 2013
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OPMGT 510 - Operations Management
Prerequisites: ACCTG 511 or ACCTG 512, MGMT 501, and BUSAD 501 (formerly MS&IS 510). This course involves the design, development, and maintenance of processes, procedures and systems that transform resources into goods and services that meet customers’ needs. Students will learn how to design the system of value-adding processes (value chain) for manufacturing goods and delivering services and to design and manage the processes that support the value chain.
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Summer 2013
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Fall 2013
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PHIL 597A - Ethical Dimensions of Leadership
Prerequisites: MLD Leadership Cornerstone courses or by permission. This course is designed to provide an historical introduction to the philosophical study of ethics, introducing students to the major ethical theories advanced in both Western and non-Western contexts through the centuries, with a particular emphasis on the major alternatives available for the ethical leader in the early twenty-first century. Application is made through the use of contemporary and historic case studies, as well as critical reflection on one’s own organizational context.
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