ACCOUNTING (ACCTG)
BUSINESS ADMINISTRATION (BA)
BUSINESS COMMUNICATIONS (BCMU)
BUSINESS ECONOMICS (BECON)
ENTREPRENEURSHIP (ENTRE)
FINANCE (FIN)
INFORMATION SYSTEMS (IS)
INTERNATIONAL BUSINESS (IBUS)
MARKETING (MKTG)
MANAGEMENT (MGMT)
ENTREPRENEURSHIP (ENTRE)
OPERATIONS MANAGEMENT (OPMGT)
QUANTITATIVE METHODS (QMETH)

ACCOUNTING (ACCTG)

ACCTG 500 Financial Accounting (4) -- CORE: Introduction to concepts and procedures underlying determination and presentation of information for financial decisions by investors and other decision makers outside the business enterprise. Study of problems of valuation, income determination, and financial reporting.

ACCTG 501 Managerial Accounting (4) -- CORE: Study of the generation and the use of accounting information within the firm for purposes of planning and controlling operations. Topics covered include cost concepts, responsibility accounting systems, cost control, and the use of accounting information in short- and long-term management decision problems. Prerequisite: ACCTG 500.

ACCTG 505 Intensive Analysis of Accounting Principles and Practices (18): Covers the subjects in the required core for undergraduate accounting majors: intermediate accounting, advanced accounting, cost accounting, auditing, and tax accounting. Up to 8 credits will count toward an MBA degree. Prerequisites: ACCTG 215 and ACCTG 225 or equivalent, or permission of instructor.

ACCTG 510 Introduction to Financial Statement Analysis (4): Extension of the core financial accounting material, focusing on the use of financial statements to assess the financial position and prospects of companies. Examines the critical financial reporting issues that influence interpretation of financial statements. Prerequisite: either BA 502, ACCTG 500, or permission of MBA Programs Office.

ACCTG 511 Advanced Financial Statement Analysis (4): Covers accounting issues related to firm valuation and use of financial statement information to assess the risks and rewards of various firm strategies. Prerequisite: ACCTG 510 or permission of MBA Programs Office.

ACCTG 513 Tax Effects of Business Decisions (4): Importance of tax considerations in making business decisions. Covers regulatory and economic impacts of the U. S. tax system. Prerequisite: either BA 502, ACCTG 500, or permission of MBA Programs Office.

ACCTG 515 Problems in Managerial and Cost Accounting (4): Extension of the core management accounting material. Uses cases and discussion to analyze costing techniques, use of accounting data in planning and evaluation managerial performance, and use of accounting data in short-run and long-run decisions. Prerequisite: either BA 502, ACCTG 501, or permission of MBA Programs Office.

ACCTG 517 Current Issues in Accounting (2): Analyzes recent literature, both professional and academic, in accounting. Focuses on the impact of recent events on the accounting profession. Prerequisite: either BA 502 or ACCTG 500, ACCTG 501, or permission of MBA Programs Office.

ACCTG 519 Seminar in Financial Control Systems (4): Design and administration of formal information systems to aid the planning and control process in large organizations; formulation of divisional financial goals and control criteria; measurement of divisional performance and problems of goal congruence; administration of new investment programs. Prerequisite: BA 502 or ACCTG 500, ACCTG 501 or permission of MBA Programs Office.

ACCTG 579 Special Topics in Accounting (2/4, max 12): Accounting topics of current concern to faculty and students. Offered only when faculty is available and sufficient student interest exists. Seminar content announced in advance of scheduled offering. Prerequisite:
BA 502 or ACCTG 500, ACCTG 501 or permission of MBA Programs Office.

• Seminar in International Accounting (4): Accounting as an information specialty, is increasingly serving users whose decision needs are international in scope. The increasing internationalization of product, securities and capital markets has been accelerated by the emergence of multinational corporations as a significant economic force, the easing of foreign exchange controls, the advent of floating exchange rates and advances in computer and telecommunications technology. A major objective of this course is to examine external and internal accounting issues associated with multinational business operations. Related goals are to:
  
  1) gain an understanding of the causes of diversity in financial reporting across countries and its effect on global capital flows
  2) develop analytical capabilities for dealing with transnational financial reporting and international accounting policy issues,
  3) get exposed to relevant scholarly literature in the field, and
  4) obtain an overview of the institutional structures which have evolved in response to international accounting issues.

ACCTG 600 Independent Study or Research (1, max 9)

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BUSINESS ADMINISTRATION (BA)

BA 500, 501, 502 Business Administration I, II, III (16, 14, 8) -- CORE: Coordinated course consisting of accounting, business economics, business ethics, business policy, finance, information systems, international business, legal environment of business, management, organizational behavior, marketing, operations management, and quantitative methods for management. Prerequisite: permission of MBA Programs Office.

BA 545 The Global Business Forum: Current Issues in Global Business (1, max 3): Discussion of current trends in the global business environment and of international issues facing companies. Leaders from international businesses and other organizations, as well as faculty members from various departments and specializations, invited to share their perspectives with seminar participants. Topics change each quarter. Permission of Global Business Center.

BA 560 Cooperative Education in Business (1): Business practicum: internship with approved business or governmental agency. Open only to students who meet requirements of internship program. Internship credit may not be applied to fulfill specific course requirements or to credits required for graduation. Credit/No Credit grading only.

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BUSINESS COMMUNICATIONS (BCMU)

BCMU 509 Finding Your Voice(2): Develop a leadership communication style by discovering core values and learning how to translate those values into effective messages. Students give speeches as well as critique speeches of classmates, produce written evaluation of speeches given in class and receive instructor feedback. Prerequisite:
BA 501 or permission of MBA Programs Office.

BCMU 510 Business Communications for Managers (4): Seeks to develop understanding of communications and related theories, to describe strategies for planning managerial communications, and to build skills in oral and written reporting and persuading. Prerequisite: permission of MBA Programs Office.

BCMU 579 Special Topics in Business Communications (2/4, max 12): Business Communications topics of current concern to faculty and students. Offered only when faculty is available and sufficient student interest exists. Seminar content announced in advance of scheduled offering. Prerequisite: permission of MBA Programs Office.

• CrossTalk-Communicating Across Cultures and Professions (pre AUT 07-2/ AUT 07 and after 4): Course objectives are: To gain perspective on your own cultural and professional biases – and an awareness of how others in business might perceive you. To develop strategies for understanding and managing diverse people. To acquire skills for reconciling different views – and for leveraging cultural and professional differences to meet business objectives. To gain experience in cross-cultural relations from each other and through the final project.
  


• Corporate Communication and Media Relations (4): This course takes students through the steps of creating a strategic communications plan that will allow an organization to reach out to its internal and external stakeholders with consistent messages – while capitalizing on surprise opportunities and effectively handling crises when they arise. Highlights include: An in-depth look at each of the many elements required to create and maintain a consistent corporate image across divergent media and audiences. On-camera interview experience. A crisis simulation with expert feedback from a former journalist and crisis planning expert. Other guest speakers addressing issues of internal and external communications. Creation of a strategic organizational communications plan.
  


• Women at the Top (2): At a time when new voices need to be heard, an increasing number of women are coming forward to think and lead in innovative ways. Can these new female leaders make a different kind of difference? What visions do they have? What can we learn from them as we develop our own visions and leadership styles? Female leaders will share their stories and catalyze discussions on issues crucial to women and men preparing to step into their own leadership positions: how to enhance the quality of life on the planet; how to draw upon the gifts of women and others whose potential has historically been under tapped; how women can lead in the board room and other places where their voices are still in the minority; how women can lead in a globalizing world and global companies that encompass cultures that do not always welcome female bosses and negotiators; how each of us can lead in individual ways that no one, regardless of gender, has attempted before.

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BUSINESS ECONOMICS (BECON)

BECON 500 Business Economics I (4) -- CORE: Factors underlying the determination of cost and prices for the industry and the firm, demand and supply analysis and firm behavior. The relation of the economic environment to the microeconomic decisions of the firm.

BECON 501 Business Economics II (4) -- CORE: Analysis of real and monetary factors affecting the national and international economic environment, supply and demand for money, interest rates, stabilization problems and policies, in relation to government and policy effects on business and individual affairs. Prerequisite: BECON 500

BECON 520 Financial Markets (4): Analysis of the structure and functions of financial markets and institutions; the behavior of interest rates through time; the cross-sectional structure of interest rates; and the role of the Federal Reserve and Treasury in financial markets. Prerequisite: BA 500, 501 or BECON 500, 501, and FIN 509.

BECON 526 Competing in the Global Economy (4): Examines the global environment for business and the challenges facing managers in this environment. Explores the implications of the common phrase "think globally--act locally." Prerequisite: BA 502 or BA 500, 501 or permission of MBA Programs Office.

BECON 527 International Finance and Investments (4): Study of selected problems in financing, international trade, investment, and foreign business operations; international aspects of money markets; problems of evaluation of foreign investments. Prerequisites: FIN 502 or BA 501.

BECON 528 International Financial Management (4): Analysis of financial problems facing businesses engaged in international activities: financing foreign investment, financial control of foreign operations, and working capital management including foreign-exchange positions using cases and readings. Prerequisite: BA 500, 501 or BECON 500, 501, and FIN 509. Also listed as FIN 528.

BECON 579 Special Topics in Business Economics (2/4, max 12): Business economics topics of current concern to faculty and students. Offered only when faculty is available and sufficient student interest exists. Seminar content announced in advance of scheduled offering. Prerequisite: permission of MBA Programs Office.

BECON 600 Independent Study or Research (max 10)

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ENTREPRENEURSHIP (ENTRE)

ENTRE 509 Foundations of Entrepreneurship (2) -- BRIDGE ELECTIVE: Evaluation of new market opportunities and starting a new venture, focuses on identifying and evaluating new venture opportunities, developing and testing marketing strategies, evaluating test market performance, and evaluating business plans. Emphasizes the interplay between marketing, manufacturing, finance, accounting, and team management. Prerequisite: permission of MBA Programs Office.

ENTRE 510 Entrepreneurial Ventures (4): Uses the tools of competitive strategy to analyze the success and failure of entrepreneurial ventures, identifying general strategic principles that might increase the probability that an entrepreneurial venture will succeed. Drawing heavily on the principles of microeconomics and strategy, the course lectures and cases are used to illuminate the strategic principles that can increase the probability of success. Prerequisite: BA 502 or MGMT 502 or permission of MBA Programs Office.

ENTRE 521 Corporate Entrepreneurship (4): Focuses on entrepreneurial activities in large, established corporate. Introduces the theory and best practices on the process of converting new ideas to commercial products and new businesses. Prerequisite: BA 502 or permission of MBA Programs Office .

ENTRE 530 New Venture Creation and Managing Growth (4): Focuses on gaining experience in market analysis, new venture strategy formulation, and the management of a new venture. Topics include building an entrepreneurial firm, market opportunity analysis, product testing, developing and executing business plans, venture financing, and managing a growing company. Prerequisite: BA 501 or MGMT 502, and ENTRE 509 or permission of MBA Programs Office .

ENTRE 531 Developing Business Models for Emerging Technologies (4): Focuses on the commercialization of emerging technologies. Topics include conducting feasibility assessments of intellectual property landscape, evaluating business opportunities, analyzing competition, developing business models and strategies, constructing a professional quality business plan, and presenting business plan, transforming a new technology into a market-ready technology-based business. Prerequisite: permission of the MBA Programs Office.

ENTRE 540 Entrepreneurship Practicum (2, max. 4): Enables students interested in new venture creation to explore their entrepreneurial aptitude by competing in a Business Plan Competition offered by the Center for Technology Entrepreneurship. Prerequisite: permission of Center for Innovation and Entrepreneurship. Credit/No Credit only.

ENTRE 557 Entrepreneurial Finance (4): Analyzes the unique financial issues facing entrepreneurial firms. Topics include assessing financial performance, financial forecasting and planning, financial management of rapidly growing businesses, start-up ventures, valuation, sources of financing, venture capital, initial public offerings, and the decision to harvest. Prerequisite: BA 502 or FIN 502, and ENTRE 509. Offered jointly with FIN 557.

ENTRE 579 Special Topics in Entrepreneurship Communications (2/4, max 12): Business Communications topics of current concern to faculty and students. Offered only when faculty is available and sufficient student interest exists. Seminar content announced in advance of scheduled offering. Prerequisite: permission of MBA Programs Office.

• Venture Capital Investments (2): The course provides a survey view of the venture capital world. The goal of the class is to prepare students to act as venture capitalists. We will cover the basics of the venture capital industry through reading, class guests, examining business plans and taking part in the intramural competition in January. The winners of that competition will represent the UW in the national VCIC competition.
  
  What exactly do teams do at the VCIC^®?
  Each team plays the role of a mock venture capital firm. Basically, you pretend you have 150 million or so dollars to invest, and real entrepreneurs are coming to you with opportunities. You get business plans in advance, then meet the CEOS, listen to their pitches, make investment decisions, write term sheets and make an investment presentation to a panel of VCs.
  


• Innovations and Modular Organizations (2): The course will cover the key characteristics of companies that have been successful in outsourcing on a global level, and uncover the sort of corporations that provide these outsourced services. Through this course we will better understand the changes in the organizational structure, culture, systems, and rewards that are required to take advantage of global outsourcing/offshoring opportunities and how you as a manager can become a key player in making your organization successful. How can you be the person who removes the fear factor and injects the DNA to transform your company into a global resourcer? This is a five week 2-credit course that will be taught through case discussions, lectures, and compelling guest speakers.
  


• Creating New Growth Business (2): This course is a shortened version of ENTRE 531

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FINANCE (FIN)

FIN 502 Business Finance (4)--CORE: Financial management of the firm, including capital budgets, working capital analysis, and financing policy. Prerequisites: ACCTG 500, BECON 500, QMETH 500.

FIN 509 Foundations of Asset Valuation (2) -- BRIDGE ELECTIVE: Introduction to valuation, focusing on topics in asset pricing, fixed income, financial options, and international markets. Emphasizes both theoretical and applied concepts. Course material prepares students for advanced topics covered in the finance electives. Prerequisite: FIN 502, BA 502 or permission of MBA Programs Office.

FIN 528 International Financial Management (4): Analysis of financial problems facing businesses engaged in international activities: financing foreign investment, financial control of foreign operations, and working capital management including foreign-exchange positions using cases and readings. Prerequisite: BA 500, 501 or BECON 500, 501, and FIN 509. Also listed as BECON 528.

FIN 550 Advanced Business Finance (4): Systematic coverage of key theoretical issues in financial management. Application of quantitative analysis to financial problems of the firm that are important to practice, including issues related to financing and investment. Prerequisite: FIN 502 or BA 502, and FIN 509.

FIN 551 Problems in Business Finance (4): Uses case studies to examine a broad range of financial management topics including forecasting financial statements, use of bank credit, working capital management, public and private securities issues, capital budgeting, and business valuation. Prerequisite: BA 502 of FIN 502.

FIN 552 Problems in Corporate Planning and Financing (4): Uses case studies to examine business financing. Topics include financial statement analysis, financial planning and forecasting, banking relationships, and financing sources, including the use of derivative securities, venture capital and private equity. Cannot be taken for credit in combination with FIN 551. Prerequisite: FIN 502 or BA 502, and FIN 509.

FIN 553 Problems in Capital Investment Planning (4): Case discussions used to examine corporate resource allocation decisions. Topics include capital budgeting techniques, estimation of capital costs, capital budgeting systems, strategic investment decisions, and financial restructurings. Prerequisite: FIN 502 or BA 502, and FIN 509.

FIN 555 Financing Decisions, Payout Policy and Corporate Control (4): Analysis of business financing methods, payout policy, management compensation, ownership structure, and the distribution of control rights. Covers the major issues critical to structuring contracts within the corporation. Prerequisite: FIN 502 or BA 502, and FIN 509.

FIN 556 Business Valuation and Investment Analysis (4): Valuation of business enterprises, evaluation of financial performance, analysis of complex investment opportunities, business taxation, leasing, and business acquisitions. Emphasis on complications encountered in practice. Prerequisite: FIN 502 or BA 502, and FIN 509.

FIN 557 Entrepreneurial Financing (4): Analyzes the unique financial issues facing entrepreneurial firms. Topics include assessing financial performance, financial forecasting and planning, financial management of rapidly growing businesses, start-up ventures, valuation, sources of financing, venture capital, initial public offerings, and the decision to harvest. Prerequisite: BA 502 or FIN 502, and ENTRE 509. Offered jointly with ENTRE 557.

FIN 558 Acquisitions and Alliances (4): This is an advanced course in finance focused on providing the necessary training to value and structure acquisitions. This course will cover all aspects of the merger and acquisition process from valuing the target through structuring to closing the deal. There will be a balance of case discussion, lecture, and guest speakers. The course material will be integrated with a team project allowing you to create a pitch book proposing the merger of two companies. Prerequisite: FIN 502 or BA 502, and FIN 509.

FIN 560 Investments (4): Introduction to the nature, problems, and process of evaluating particular securities and portfolio construction and administration. Special attention is directed to the risk and rate of return aspects of particular securities, securities portfolios, and total wealth. Prerequisite: FIN 502 or BA 502, and FIN 509.

FIN 561 Financial Futures and Options Markets (4): Overview of futures markets and options markets. Analysis of pricing of futures contracts and options; comparison of futures, forward and options contracts; risk management with hedging; alternative investment strategies; and review of empirical evidence. Prerequisite: FIN 502 or BA 502, and FIN 509.

FIN 562 Management of Financial Risk (4): Modern tools for managing financial risk. Fixed income securities and interest rate risk; foreign currency risk; and insurance. Emphasis on use of futures, forwards, swaps, and options contracts. Prerequisite: FIN 502 or BA 502, and FIN 509.

FIN 563 Real Options(2): Short overview of option pricing theory, followed by applications of option analysis in evaluating complex investment projects by business firms. Prerequisite: BA 502 or FIN 502.

FIN 579 Special Topics in Finance (2/4, max 12): Finance topics of current concern to faculty and students. Offered only when faculty is available and sufficient student interest exists. Seminar content announced in advance of scheduled offerings. Prerequisite: permission of MBA Programs Office.

• Asian Capital Market Structure (2): This elective MBA course is designed for students who want to study developing capital market structures and investment dynamics in Asia. The course will present a broad survey of Asian private and public markets followed by three case study discussions with a focus on North Asia.

FIN 600 Independent Study or Research (max 9)

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INFORMATION SYSTEMS (IS)

IS 504 Computer-Based Information Systems for Management (4) -- CORE: Introduction to information systems and computer technology. Covers concepts of information use in decision-making. Use of decision-support problem-solving tools (e.g., spread sheet, data-base software). Management's responsibility in defining, developing, using information systems is focal point.

IS 530 Management of Information Systems Resources (4):Topics include general control problem in organizations: performance evaluation of data processing managers; technology and cost trends; software cost estimation; capacity planning; short term utilization; queuing and associated externalities; issues in centralization and decentralization of the information system facilities. Prerequisite: BA 501 or IS 504 or permission of MBA Programs Office.

IS 545 Database Systems and Applications (4): Logical data models, relational database systems, structured query language (SQL), conceptual modeling, database design, transaction management, distributed and heterogeneous systems, data warehousing, data mining, database administration issues. Focuses on the use and management of business data as an organizational resource. Prerequisite: BA 501 or IS 504 or permission of MBA Programs Office.

IS 560 Information Systems Development (4): Offers comprehensive look at information systems development from the initial stage of defining requirements to final evaluation of installed systems. Topics include analysis of user requirements, development of logical system model, translation of logical systems model into physical system model, testing, and implementation. Prerequisite: BA 501 or IS 504 or permission of MBA Programs Office.

IS 570 Business Data Communications and Networking (4): Networking basics, Internet/Web-based services, client-server architecture, fundamentals of transmission, networking protocols, physical layer, data-link layer, local-area networks, backbone networks, internetworking devices, metropolitan and wide-area networks, wireless networking, network security, network analysis and management. Combines technical, operational, and management issues in data communications. Prerequisite: BA 501 or IS 504 or permission of MBA Programs Office.

IS 579 Selected Topics in Information Systems (4, max 12): Topics of current concern to faculty and students. Potential topics include networks and distributed information-processing systems, office automation, artificial intelligence and knowledge-based systems, new approaches to systems development, fourth- and fifth-generation languages, and economics of information systems. Prerequisite: BA 501 or IS 504 or permission of MBA Programs Office.

• Enterprise Resource Planning (4): Enterprise Resource Planning (ERP) can potentially deliver an integrated set of management solutions (financials, HR management, customer relationship management CRM, supply chain management) to an enterprise. ERP implementations are resource intensive, and a significant fraction of these projects fail, often at great cost to organizations. When successful, they offer the opportunity to reengineer a business’s process from end to end, while returning significant time and cost savings.



• Business Intelligence and Data Mining (4): The objective of this course is to introduce business students to the various techniques of data mining so that they can identify problems and opportunities in their companies and apply these techniques. Special attention would be given to existing real-world applications that make use of data mining techniques. Students are expected to understand the basic concepts and their applicability, but are not expected to do programming or detailed implementation.

IS 600 Independent Study or Research (max 9)

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INTERNATIONAL BUSINESS (IBUS)

IBUS 509 Foundations of International Business (2) -- BRIDGE ELECTIVE: This course examines key strategic issues that managers in multinational enterprises face when expanding operations globally. We will begin by considering trade issues, the role of the WTO, and the relationship among multinational firms, governments, and local partner firms. We will then explore decisions that influence global strategy and the coordination of subsidiaries. Finally, the influence of national cultural differences on working relationships and the social responsibility of multinational firms will be studied. Case analyses and short simulations will be the primary modes of instruction. Prerequisite: BA 502 or permission of the MBA Programs Office.

IBUS 520 International Trade Policy (4): Examines issues important to trade policy. Topics include trade policy basics, tariffs and non-tariff barriers, safeguards, voluntary restraints, dumping, subsidies and strategic trade theory, agricultural trade, developing country rules, regionalism, and services. Prerequisite: BA 501 or BECON 501 and FIN 502 or permission of the MBA Programs Office .

I BUS 550 International Business Consulting (4): Research, analysis, and report on a specific international business project with an existing organization involved with international trade. Possible tasks include identifying most viable foreign target markets, developing best market entry strategies, establishing international terms and conditions of sale, and completing a preliminary marketing or business plan for clients. Prerequisite: BA 502 or permission of the MBA Programs Office.

IBUS 570 International Study Tour (2): Educational international study tour. Includes pre-tour and post-tour activities. Prerequisite: Permission of the MBA Program Office.

I BUS 572 Cross-Cultural Conversations on Contemporary Issues (1, max. 4): Creates opportunities for students from across the globe to share information and perspectives on contemporary issues important to international business. In weekly, facilitated, small-group conversations, students improve their ability to formulate and express ideas and opinions, and practice persuasion and facilitation skills. Credit/no credit only.

IBUS 575 Business Studies Abroad (* max 24): Research and study of foreign business problems in the country or countries where the firms are located. Limited to students who have the approval of their major adviser and a faculty member who has agreed to direct their work in accordance with a definite program of studies. Credit/no credit only.

IBUS 579 Seminar: Special Topics in International Business (2/4, max 12): Application of international business principles to the analysis of a specific issue in trade or resource transfer, or to the business conditions in a particular country. Japan and other Pacific Rim countries are frequent topics. Prerequisite: BA 500 or permission of the MBA Program Office.

• Perspectives on International Business (2): The purpose of "Perspectives on International Business" (PERSPECTIVES) is to prepare students to conduct business internationally. Two questions motivate the course: First, “What’s different?” about doing business internationally as opposed to staying at home? Second, “What’s new?” about conducting international business today, as opposed to 10, 20, 50, or even 150 years ago? Knowing how to answer both questions is important because if the past is any indicator, international business opportunities and challenges are likely to shift dramatically during the course of students’ careers. Successful business leaders must know how to differentiate between the changes that matter (shifts that should motivate new business approaches), and the ones that don’t. Students should take away from PERSPECTIVES a framework for evaluating international opportunities and challenges they will encounter during their career.
  


• Selected Topics in Global Business (4): This course will focus on a variety of global business issues. It will feature several of the award-winning faculty of the UW Business School. Instructors and topics teaching the course vary.

IBUS 600 Independent Study or Research (max 9)

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MANAGEMENT (MGMT)

MGMT 500 Management and Leadership (4) -- CORE: Behavioral aspects of management with emphasis on leadership, motivation, and decision-making. May include communication, conflict management, group dynamics, and organizational change.

MGMT 502 Business Strategy (4) -- CORE: Policy decisions and strategic leadership from the general management point of view. Determination of corporate product-service objectives, development of a network of internal operating policies and methods to achieve objectives at a cost satisfactory to the consumer and to society. Prerequisite: all first year required courses in the MBA curriculum.

MGMT 505 Business Ethics (2) -- CORE: Business organization's political, social and legal environments. Critical managerial issues from historical, theoretical, and social/ethical perspectives. Corporate political power, corporate boards of directors, industrial power, social responsibility, business ethics, roles of the corporate in society, themes of change.

MGMT 510 Professional Development (2) -- CORE: MBA students need to develop professional skills in communication, leadership, and collaboration. The objective of MGMT is to supplement these topics as covered in the core curriculum, providing additional assessment, instruction, and coaching that will enable students to hone their skills in these areas. The course assumes that students will enter the MBA program at varying skill levels, so an individualized approach will be taken to offer students the amount and kind of help they need to improve their skills. Students will get credit and a grade for the course at the end of spring quarter of their first year, but will participate in MGMT 510 activities, group and individual, required and optional, throughout the year.

MGMT 521 Strategic Management of Technology and Innovation (4): Examines how innovative firms often experience rapid and disruptive levels of growth and change and how without effective management of new technologies, the boom can quickly turn to bust. Investigates the micro-economic drivers of competition in technology industries, explores how technological change affects competition, and examines the implications for competitive strategy. Prerequisite: BA 502 or MGMT 502 or permission of the MBA Programs Office.

MGMT 540 Managing Human Capital (4): Covers principles and techniques for recruiting, selecting, and developing employees, appraising their performance, and rewarding their contributions. Explores key topics primarily through case studies, readings, class discussion, and fieldwork. Reviews legal and regulatory issues that surround these methods. Intended for both general managers and human resource professionals.

MGMT 544 Managing Effectively Across Cultures (4): Examines how, with the increasing globalization of business, employees at all levels of corporations often work and interact with people from different nations, cultures, and how they need an understanding of cross cultural management and challenges of international settings. Focuses on international organizational behavior and international human resource issues, practices.

MGMT 545 Leading and Managing High-Performance Organizations (4): Focuses on nature and function of effective leadership in high-performance systems. Includes visionary and transformational leadership, decision-making and empowerment, power and influence in organization desiring flexibility and innovation, and leading organizational change. Places emphasis on leadership of emerging forms of organization such as learning organizations, virtual organizations, and networks.

MGMT 546 High Involvement Employees (4): Focuses on two domains: 1) How managers can lead and motivate their people; and 2) how actual organization, particularly high technology and entrepreneurial firms, employ these strategies. Specific topics include commitment, involvement, enthusiasm, effort, participation, citizenship, and performance. Student teams will investigate how local companies utilize these ideas.

MGMT 547 Successful Negotiations (2): Focuses on a broad array of conflict resolution skills needed for effective management in a constantly changing business environment. Examines various methods of conflict-resolution--bargaining, distributive and integrative negotiation, mediation, and arbitration. Applies these tools to managerial challenges such as employment contracts buyer-seller agreements, and mediated and arbitrated agreements.

MGMT 548 Deal-making in High Velocity Ventures (2): Focuses on negotiations in ventures that lack conventional customers, suppliers, employees, joint-venture partners, strategic allies, and money. Analyzes negotiations with early potential customers and essential suppliers, sources of funding (e.g., "angels" and venture capitalists), critical partners and/or strategic allies (including established firms), and key employees. Prerequisite: MGMT 547.

MGMT 549 Deal-making in the Global Arena (2): For students who expect to engage in significant international business negotiations. Includes deal -structuring skills needed in a range of cross-border transactions and relationships. Individual segments develop broad analytical themes, cross-cultural dimensions, and distinctive national approaches to corporate governance and their impact on negotiating strategy. Prerequisite: MGMT 547.

MGMT 579 Special Topics in Management (2/4, max 12): Topics of current concern to faculty members and students. Offered only when faculty members are available and there is sufficient student interest. Prerequisite: permission of the MBA Programs Office.

• CEO and Board Governance (4): In the course, you will learn about the Board’s relationship with the CEO and senior management, its role in strategic planning, its decision-making process, how Boards evaluate the CEO, how a Board selects its own members, how it monitors corporate performance, how it balances shareholder and stakeholder interests, how the Board is structured and operates in order to achieve independence, and the role the Board plays in business ethics. You will also learn about the similarities and differences of a Board for an early-stage company, a nonprofit organization and a trade association. Class will feature presentations from a number of prominent business leaders.
  


• Metrics for High-Impact Work Teams (2): This course is designed for managers who wish to develop metrics for their own team and for managers who find themselves entangled on large-scale metrics projects. We will cover five broad topics:
  
  • Nature of metrics
  • Creating metrics
  • Using metrics
  • Scrutinizing metrics
  • Collecting a reference set of metrics
  
  Any large-scale metrics project is going to involve a broad area of business knowledge that cuts across functional lines: human resources, operations, marketing, accounting, and others. We will take advantage of the specialties of students within this class and have them focus their projects in their own area of expertise.
  


• The Contemporary U.S. Workplace: Social Welfare and Efficiency in Firm-Employee Relations (3): This course explores the firm-employee relationship from the standpoint of its impacts on economic efficiency and performance, a primary concern of business; and individual and family well-being, a key social welfare concern. In the eyes of many, the predominant orientation of contemporary U.S. for-profit workplaces – profit maximization on behalf of company owners – is fundamentally incompatible with concerns of social justice and the advancement of individual and social welfare. This course is organized to examine this assumption in detail, drawing upon a wide array of theoretical and practical perspectives from the fields of ethics, psychology, and sociology in addition to social work, public policy, and economics. It surveys additional literatures on work-life balance and conflict, as well as human resources management, to establish further theoretical and practical tools for understanding – and addressing – social welfare and efficiency concerns in modern workplaces. The course features a number of high profile business leaders.

MGMT 600 Independent Study or Research (*, max 12)

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MARKETING (MKTG)

MKTG 501 Marketing Management (4) -- CORE: Analysis and management of customer satisfaction in goods and services markets by profit and nonprofit organizations. Buyer behavior, market segmentation and product positioning, product policy, pricing, distribution, sales force and advertising management, and market research in the contexts of strategy development, decision making, implementation, and control.

MKTG 509 Foundations of Marketing Analysis (2) -- BRIDGE ELECTIVE: Examines analytical and statistical methods useful in strategic decision making in marketing. A dynamic computer simulation activity allows students to develop and receive feedback on competitive marketing strategies. Prerequisite: BA 501 or MKTG 501 or permission of the MBA Programs Office.

MKTG 510 New Product Development (4): Integrates business, design, and engineering functions in the presentation and application of structures, tools, and methodologies important for successful new product development. New product development projects are accomplished with a cross-functional team emphasis. Prerequisite: BA 501 or MKTG 501.

MKTG 512 Consumer Marketing and Brand Management (4): Analysis of marketing strategies for consumer products and services. Focuses on consumer satisfaction and brand management including product line and brand developments, pricing strategies, channel and retail relationships, and marketing and communication strategies for consumer goods and services. Prerequisite: BA 501 or MKTG 501.

MKTG 540 Advertising and Promotion Management (4): Management of advertising and promotional activities and their integration with other elements of the marketing mix. Topics include: understanding the communication process, analyzing markets, working with suppliers, establishing objectives, determining budgets, selecting media, measuring and evaluating effectiveness, using publicity and promotions. Legal, social, and economic consequences are considered. Prerequisite: BA 501 or MKTG 501.

MKTG 550 Managing Customer Relationships through Direct Marketing (4): Management of customer relationships through the lens of direct marketing. Topics include direct marketing creative activity, strategy, and execution; media and segmentation; direct marketing budgeting and financials; targeting, database, and predictive modeling; catalogue marketing; relationship marketing; business-to-business complex sales; privacy. Prerequisite: BA 501 or MKTG 501.

MKTG 555 Entrepreneurial Marketing and Management (4): Examines the skills and tools entrepreneurs need for bootstrap marketing in their firms. Covers how to target market segments, position products, estimate demand, set prices, gain access to channels, and manage issues of rapid growth. Prerequisite: BA 501 or MKTG 501.

MKTG 560 Research for Marketing Decisions (4): Methods and applications of marketing research incorporating analytical procedures and relevant concepts from behavioral and quantitative sciences. Deals with various aspects of research: problem definition, research design, questionnaire construction, sampling, and data analysis. Introduces promising new developments: multivariate techniques of data analysis, laboratory and field experimentation, and demand analysis in both business and public environments. Prerequisite: BA 501 or MKTG 501.

MKTG 565 Marketing and Decision Models (4): Examines methodologies that are useful for analyzing customer databases. Presents models that can be applied in the analysis of marketing problems and the support of marketing decisions. Prerequisite: BA 501 or MKTG 501.

MKTG 570 International Marketing (4): Analysis of the marketing strategies and tactics of multinational corporations. Choice of entry strategies for foreign markets, analyzing international competition at home and abroad, and developing global marketing strategies. Prerequisite: BA 501 or MKTG 501; Recommended: one IBUS course.

MKTG 575 Marketing High-Technology Products (4): Management of the marketing requirements of high-technology products. Markets for high-technology involve shortened product life cycles, demand for continual product updates, perceived risk of adoption by customers, requirements for intensive customer service and relationships, and growing reliance on business partners. Prerequisite: BA 501 or MKTG 501.

MKTG 579 Special Topics in Marketing (2/4, max 12): Marketing topics of current concern to faculty and students. Offered only when allowed by faculty availability and sufficient student interest. Seminar content to be announced in advance of scheduled offerings. Prerequisite: BA 501 or MKTG 501 or permission of the MBA Programs Office.

• Cases in Sustainability (4):This course examines the three chief components of corporate sustainability: financial, social, and environmental/natural. The course looks at both strategic and executional aspects of major Fortune 500 organizations and the work they are doing in this important 21st century context. Each of these three sustainability components will include coverage by an outside expert speaker. The primary book being used is called Dancing with the Tiger. This will be supplemented by Harvard and Ivey cases and current articles in this fast-changing topic.
  


• Marketing Strategy for High-Growth Potential Firms (4): This project-based course will focus on developing marketing and general business growth strategies for Gazelle firms (either those that are currently in high-growth mode or those with significant potential for reaching this level).
  


• Pricing Strategies (4): Understand the theory and techniques of pricing strategy. Develop frameworks, analytical tools, and methodologies for making strategic. Acquire the skills that will enable you to effectively develop and implement. Develop an understanding of price dynamics and optimal life cycle pricing. Examine why pricing strategies so often fail, and how to adopt more profitable. Develop skills in applying pricing methodologies to real organizations.
  


• Service Marketing (4): The course focuses on the unique challenges of marketing and managing services and delivering quality service to customers. The attraction, retention, and building of strong customer relationships through quality service (and services) are at the heart of the course content. The course is equally applicable to organizations whose core product is service (e.g., banks, transportation companies, hotels, hospitals, educational institutions, professional services, telecommunication, etc.) and to organizations that depend on service excellence for competitive advantage (e.g., high technology manufacturers, automotive, industrial products, etc.).

MKTG 600 Independent Study of Research (* max 10)

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OPERATIONS MANAGEMENT (OPMGT)

OPMGT 502 Introduction to Operations Management (4) -- CORE: Managerial decision making in operations problems, including application of quantitative analysis and use of computers. Production of goods or services in any type of organization. Inventory management, scheduling, facility location, management of service systems and quality assurance. Prerequisites: QMETH 500.

OPMGT 535 Global Logistics Management (3): Provides an overview of the concepts and substance of trade, transportation, and logistics. Deals with management of physical, documentation, and information flows within supply chains, including purchasing, distribution, intermodal transportation, ERP commerce and e-fulfillment, financial transactions, and regulations. Prerequisite: BA 502 or OPMGT 502 or permission of the MBA Programs Office. Offered jointly with GTTL 501.

OPMGT 536 Seminar in Global Trade, Transportation, and Logistics (4): Interdisciplinary seminar that brings together students with academics and practitioners at the forefront of trade, transportation, and logistics in discussions of selected topics. Additionally, students research issues of special interest. Prerequisite: OPMGT 535, GTTL 501, or permission of instructor. Offered jointly with GTTL 502.

OPMGT 550 Project Management (4): Management of complex projects, and tools and techniques (e.g., CPM and PERT) developed to aid the planning, scheduling, and control of projects. Includes work breakdown structures, precedence networks, Gantt charts, resource leveling and allocation, and the use of microcomputer programs. Prerequisite: BA 502 or OPMGT 502 or permission of the MBA Programs Office.

OPMGT 575 Manufacturing Planning and Control (4): Focuses on planning decision for manufacturing firms with emphasis on Material Requirements Plan (MRP) system. Topics include inventory management, capacity planning, operations scheduling, assembly line balancing, cellular manufacturing, and Just-in-Time (JIT) techniques. Prerequisites: OPMGT 502 or BA 502.

OPMGT 579 Special Topics in Operations Management (4, max 12): Major topics in operations management and systems analysis. Emphasis on research and, where appropriate, application of quantitative analysis and computers. Topics vary, including workforce planning, project management, research and development management, quality assurance, technology planning and forecasting, systems analysis of complex organizations, and urban systems analysis. Prerequisite: BA 502 or OPMGT 502 or permission of the MBA Programs Office.

• Supply Chain Mgmt (4): The goals of this course are to develop the common principles of supply-chain management ideas and techniques and explore how these ideas are influenced by internet purchasing. Supply-chain management techniques have transformed the operating processes of industries in the past decade. The techniques must find new ways to collaborate across organizational boundaries to create new value for the end-customer of the supply-chain. We will examine the applications of these techniques and go beyond the applications to analyze their common principles. The second part of the course will focus on the logistics aspects of e-commerce, both B2C and B2B. We will learn the innovative ways employed by the leading e-tailers to tackle these challenges and develop ideas to further improve their supply-chains. We will compare the different models of e-fulfillment in practice and will aim at identifying the reasons behind their successes and failures.

OPMGT 600 Independent Study or Research (max 10)

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QUANTITATIVE METHODS (QMETH)

QMETH 500 Statistical Data Analysis for Management (2) -- CORE: Statistical models, techniques, and tools useful for aiding management decisions. Use of spreadsheets in basic business problems. Probability distributions, random sampling and standard errors, hypothesis testing multiple regression, ANOVA, Chi-Square tests. Prerequisite: Preparation in elementary calculus and successful completion of University-administered proficiency exam.

QMETH 501 Decision Support Models (3) -- CORE: Introduction to computer-based modeling techniques for management decision-making. Linear programming, networks, decision analysis, and simulation. Formulation and interpretation. Prerequisite: QMETH 500.

QMETH 520 Managerial Applications of Regression Models (4): Data exploration and inference using regression models for business forecasting and management. Models include simple, multiple, logistic, and nonlinear regression, use of dummy variables, transformations, variable selection, and diagnostics. Prerequisite: QMETH 500 or BA 500.

QMETH 530 Forecasting Models in Business (4): Introduction to time series analysis and forecasting. Topics include seasonal adjustment, decomposition, exponential smoothing, moving average, and auto-regression as well as model identification, estimation, diagnostics, and adaptive forecasting illustrations using real data. Prerequisite: QMETH 500 or BA 500.

QMETH 551 Modeling with Spreadsheets (4): Advanced formulation and modeling of business problems in a spreadsheet environment. Techniques of linear, integer, and nonlinear programming, multi-objective goal programming, and simulation. Applications from finance, marketing, and operations. Prerequisite: BA 502 or QMETH 501 or permission of the MBA Programs Office.

QMETH 579 Special Topics in Quantitative Methods (2/4, max 12): Presentation of topics of current concern to students and faculty in operations research and applied business statistics. Potential topics include applications and extensions of mathematical programming, stochastic processes, discrete programming, networks models, and the application of statistical techniques. Prerequisite: BA 502 or QMETH 501 or permission of the MBA Programs Office.

• Statistical Modeling of Complex Marketing Data (4): Measuring the effect of drivers, marketing and non-marketing, of the business requires analysis of complex marketing and environmental data collected at micro level, and provides one of the most challenging and rewarding applications of data analysis for business. Unfortunately, such data is proprietary and seldom made available to academics. Hudson River Group (HRG), a New York based internationally known consulting company in modeling of marketing data, has granted our school permission to use data from one of their recent client’s project for our students to experience a real world data analysis. The sales and other data of a large retailer in the fashion and clothing industry are made available from February 2001 through June 2005 weekly per DMA (Designated Market Area) basis.

QMETH 600 Independent Study or Research (* max 10)

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