Course Descriptions


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Business Communication (1.5) - This course provides students with an opportunity to improve both their spoken communication and writing skills in a business context. The main focus of this course is mastering persuasive, ethical speaking and writing to a global business audience. Students will practice their oral communication skills in a variety of settings from informal coaching sessions to large, formal presentations. Written assignments include both traditional correspondence such as memos, letters, and proposals as well as electronic correspondence such as email, blogging, text messaging, and instant messaging. As a way to improve their communication skills, students will engage in meaningful self-analyses by examining verbal and written feedback from peers and instructors, viewing and assessing multiple videotaped presentations, and participating in writing workshops and the revision process.

Business Ethics (3) - The purpose of this course is to help students understand the ethical problems that confront managers and to approach their role as leaders with a sense of purpose and vision. The course explores students' own ethical orientations, the values of practicing managers, and alternative approaches to ethical problems. Representative topics include making choices about influencing and obeying the law, profits versus other values, the relationship between the interests of individuals and groups, how corporate policies affect the ethical choices of individuals, and criteria for making ethical decisions. The course follows a practical and effective model for analyzing ethical dilemmas in the work place in order to reach optimal decisions.

Business Law (1.5) – This course is designed to help students gain an awareness of legal and regulatory controls that impact organizational leaders. Students will develop an understanding of how to implement strategies to avoid potential legal liability by examining best practices in various sectors such a healthcare, consumer products, and technology. Guest presentations by attorneys and corporate executives will also provide students with practical advice on how to manage legal and ethical issues.

Business Strategy (3) - Adopts the perspective of the chief executive and challenges the student to evaluate the competitive environment, evaluate the firm’s core skills and capabilities, and to craft a strategy that will allow the firm to leverage its competitive advantages over time. The course begins with an introduction to the core concepts and tools of competitive analysis, and then illustrates the application of these tools to the host of questions the chief executive must answer in order to achieve sustainable competitive advantage. The first part of the course focuses on business-level strategy, which explores how to create and sustain competitive advantage in undiversified firms. Topics addressed in this portion of the class include industry dynamics, identification of competitively valuable skills, resources, and capabilities, technology strategy, and trade-offs among various business level strategies. The second part of the course focuses on Corporate Strategy, which is concerned with the complex and challenging task of managing the diversified (multi-product) firm. Topics addressed include vertical integration, diversification, and globalization strategies.

Data Analysis (3) - Provides an overview of basic statistical concepts and methods for managers. The emphasis is on understanding the concepts and their application to the real world business data. The conceptual material focuses on the importance of statistical thinking to make sound business decisions. The statistical methods are implemented using a computer to analyze business and economic data sets, with emphasis on interpreting the output. Topics covered include descriptive statistics (how to organize data and display it graphically), probability theory, distributions (empirical, mathematical and sampling), statistical inference (hypothesis testing), and the study of relationships (regression and correlation).

Financial Accounting (3) - Designed to provide students with an understanding of the financial-reporting process followed by all public and many private companies. Students gain the ability to read and understand published financial statements and perform formal financial analysis.

Financial Management (3) - Uses modern financial theory and analytical methods as the framework for decision-making by corporate financial officers. Topics include financial analysis, planning, working-capital management, financial math, valuation, and capital budgeting.

Global Business (3) – This course is designed to prepare students to be managers in an international setting.  It does this by exposing students to a wide variety of issues related to exporting, importing, and foreign investment.  The class will be divided into 6 units which will address international business and its cultural foundations, management of the systems governing international trade and U.S. trade policy, intellectual property rights considerations, performing broad ?due diligence?, managing risk in an international setting, and the specific strategic tactics of doing business internationally.

Information Technology (3) – This course provides students with (1) fundamental knowledge of information technology, established or emerging, and its exciting business applications; (2) a sound understanding of key issues and challenges surrounding the investment, evaluation, use, and management of information technology in various organizational settings; and (3) in-depth analyses of select best practices of information technology utilization, implementation, or management in different sectors.

Managerial Accounting (3) - Focuses on firms' internal accounting information systems and their use in decision making, planning, and control. The objectives are to increase an understanding of the data accumulation and allocation processes; to illustrate the proper application of these accounting data to solving managerial problems; and to expose the students to the strategic implications and limitations of the accounting systems and data. Applications considered include cost estimation, pricing and product mix decision, activity-based costing, and measuring opportunity costs for decision making. The course integrates the knowledge of firms internal accounting systems with problems confronting managers in the areas of finance, accounting, marketing, operations management, and human resources.

Managerial Economics (3) - Addresses fundamental principles of economics from the managerial perspective. Topics include supply and demand in markets, analysis of production and cost, consumer theory, analysis of market structure, the banking system, and macroeconomics.

Managing & Leading in Organizations (3) - Emphasizes human behavior concepts and principles useful in creating high performance work places. Personal leadership effectiveness is enhanced through self-assessment, feedback, and studying the practices of exemplary leaders. Methods of managing individuals, groups and organizations to elicit high levels of performance are introduced through discussion of topics such as motivation, power and influence, group behavior and teams, decision making, conflict and collaboration, organization design, culture and leading change. Cases, group discussion and team exercises are used extensively in the course.

Marketing Research (3) – Course description will be available at a future date.

Marketing Management (3) - Provides an overview and integration of major marketing management concepts and principles. The course covers the fundamentals of marketing strategy and the decisions relating to marketing that must be made in every profit or nonprofit organization. Emphasis is placed on the application of these concepts to marketing decisions with the goal of developing or enhancing students' skills at critically thinking about marketing management issues. Topics for discussion will include external analysis of the competition and customer, internal analysis of the decision making company and formulation of marketing mix decisions.

Operations Management (3) - Involves designing, operating, and improving the processes whereby any firm (such as a hospital) transforms raw materials (e.g., sick patients) into finished goods (e.g., cured patients). We develop a framework for analyzing business process flows within a firm and across firms, applying the principles not only to service industries but also to manufacturing. In particular, we look at the management of supply chains, capacity, inventory, quality, and product design, and discuss how to achieve a strategic fit between the Operations function and other business disciplines and how to create competitive advantage.

Project Management (3) – Project management has become the way of life in many industries.  Whether it is development of a new product, organizational-wide implementation of a new IT tool, or execution of a merger, project management skills are required to manage cross-functional teams subject to strict deadlines and tight budget constraints.  In this course we discuss all three phases of project management: project conception, execution, and closure.  Issues related to project leadership, budgeting, and scheduling will be addressed in the course, and case discussions will highlight state of the art project management practices.  Project management software will be introduced (possibly including a group project using MS Project Software).