¶¡ÏãÔ°AV

An introduction to the application of pricing, promotion, channel selection and product planning to marketing decisions. The strategic consideration of marketing management and its impact on the firm will be discussed. Students who have taken BUS 556 or BUS 754 may not take this course for further credit.

Application of economic concepts to tactical and strategic business decision-making for managers. Students who have taken BUS 552 or BUS 751 may not take this course for further credit.

Understanding dynamics and leadership of successful teams. Graded on a satisfactory/unsatisfactory basis.

Analysis of financial statements and their role in organizational life. Concepts and principles in financial accounting from a user perspective. The use of accounting information for managerial decisions. Students who have taken BUS 510 or BUS 766 may not take this course for further credit.

The use of quantitative or statistical techniques in managerial decision-making. Students who have taken BUS 553 may not take this course for further credit.

An examination and review of contemporary thinking on the changing role of business and business persons in the operations of society. The course explores the changing legal, ethical, and regulatory environments of business focusing on the critical alignments of values, policies, technology and legal approaches between the modern organization and its broader public. Students who have taken BUS 511 or BUS 753 may not take this course for further credit.

Financial management issues including financial analysis, diagnosis of short-term funding needs, financial structure, cost of capital and valuation. Prerequisite: BUS 705. Students who have taken BUS 555 or BUS 764 may not take this course for further credit.

An introduction to the theories and practices of managing information technology. Uses case studies to analyze complex situations and develop skills necessary to select, deploy and use information systems.

This course focuses on managerial challenges facing firms that operate (or intend to operate) in emerging markets, and ways in which these challenges can be addressed. Such challenges refer to interfaces between firms and elements in their internal and external environments.

Students will learn about interest-based negotiation and conflict resolution theory, strategize and plan for various negotiations and conflict situations and be able to put into practice a practical, efficient, and productive process for negotiating agreements and resolving conflict. Graded on a satisfactory/unsatisfactory basis.

Exposure to the dilemmas and opportunities that arise within international and multicultural work environments needed in dealing with a global business environment. Strategies for adopting organizational practices that address these issues will be discussed. Emphasis will be placed on the management of people and groups in international organizations. The focus of the course is on the interaction between people in international work settings rather than interactions between specific countries and/or cultures.

The purpose of this course is to teach the basic skills of venturing - how to translate an entrepreneurial vision into action. The course also provides an opportunity for participants to explore their personal situation and assess the desirability of an entrepreneurial career.

Students will examine the processes and methods that enable organizations to achieve better productivity, quality, time and information performance. Design and control aspects of effective operations management as they relate to service and manufacturing entities will also be discussed. The course will explore the management of operating systems, including allocation and scheduling of resources; control of costs, inventories, quality, and manpower; design of operating systems including location, layout and manpower; establishment of work methods and standards.

Students will explore how businesses are realigning or reinventing their organizations toward more sustainable business models. Developments that enable organizations to reduce their firms' negative environmental and social impacts while increasing profits and competitive advantage will be discussed. Students will also learn about management systems and initiatives for improving the environmental and social performance of organizations and the business system as a whole.

A capstone course in strategy that integrates material learned in the program's more micro-focused courses, this course focuses on the development and implementation of organizational-level strategies. Prerequisite: 30 units of course work in the MBA program.

Develops an understanding of issues in the management of people and work as well as the design and functioning of organizations. The field of organization theory and management currently includes a number of different conceptual perspectives. Focuses on four major views (frames) that comprehend much of the existing theory and research on organizations. Students who have taken BUS 557 may not take this course for further credit.

Special Topics in Business Administration.

Provides students with an integrated introduction to the courses they will take in each semester. Semester instructors teach a case or analyze a business from the perspective of their course.

A behavioral simulation during which students assume the leadership positions of a diversified multinational corporation. Gives students an opportunity to apply and integrate the knowledge acquired with a heavy emphasis on giving and receiving effective feedback.

Designed to expose students to a new cultural and institutional setting in ways that will not only educate them about this particular setting but will also help them gain a broader understanding of the complexities of working in a multi-cultural business environment. Graded on a satisfactory/unsatisfactory basis.

Final term internships or approved entrepreneurial projects.

Students in a PhD program may substitute Research Intership for Internship. A supervised research assistantship of two to eight months involving research-related activities such as the design, collection, review, analysis and reporting of research related data. Prerequisite: ¶¡ÏãÔ°AV to a PhD program.

A capstone experience and a comprehensive examination for the MBA program.

Concepts and principles in financial accounting from the user perspective and the use of accounting information for managerial decisions. Students who have taken BUS 705 or BUS 766 may not take this course for further credit.

Applications of economic theory to business problems. Students who have taken BUS 703 or BUS 751 may not take this course for further credit.

The use of quantitative or statistical techniques in managerial decision making. Students who have taken BUS 706 may not take this course for further credit.

An overview of investment and financing decisions of the firm, including valuation, capital expenditures, financial markets, dividend and financial policy. Prerequisite: BUS 510 or equivalent. Students who have taken BUS 708 or BUS 764 may not take this course for further credit.

An introduction to the application of pricing, promotion, channel selection and product planning to marketing decisions. Students who have taken BUS 702 or BUS 754 may not take this course for further credit.

Issues in the behavior of people in organizations, and human resource management practices that influence employee behavior. Students who have taken BUS 719 may not take this course for further credit.

An examination and review of contemporary thinking on the changing role of business and business persons in the operations of society. The course explores the changing legal, ethical, and regulatory environments of business focusing on the critical alignments of values, policies, technology and legal approaches between the modern organization and its broader public. Students who have taken BUS 511 or BUS 753 may not take this course for further credit.

Special Topics in Business Administration.

Designed to expose students to a new cultural and institutional setting in ways that will not only educate them about this particular setting but will also help them gain a broader understanding of the complexities of working in a multi-cultural business environment. Graded on a satisfactory/unsatisfactory basis.

Explores the process of innovation. Students will use tools developed for the purpose of understanding customers' experience with products and services, such as the customer's "journey" and the stakeholders involved. They will learn to frame business issues in terms of the customer's perspective, how customers' experience can be understood through observational research, and how solutions can be developed through structured creative thinking.

Negotiation is the art of and science of securing agreements between two or more parties that are interdependent and who are seeking to maximize their outcomes. The central issues of this course deal with understanding the behaviour of individuals, groups and organizations in the context of competitive situations. Graded on a satisfactory/unsatisfactory basis.

This introductory course is intended to facilitate ways of understanding entrepreneurs and entrepreneurship as well as to provide students with conceptual tools which can be used to launch and run their own businesses. Students will assess, explore, critique and celebrate entrepreneurship.

Explore how businesses are realigning or reinventing towards more sustainable models. Examine the key tension that underlies organizational efforts to embed sustainability: reliably and effectively delivering on existing sustainability commitments while making way for the ground breaking innovations that will significantly improve sustainability.

Gain an accurate assessment of your strengths and challenges as an employee of an organization in a fast moving business environment: bring your skills and knowledge of working with people in a simulated organization where your actions will be reflected on by yourself and others. Graded on a satisfactory/unsatisfactory basis.

Focus of the course is divided into four components: Strategic Fit, Industry Structure, Industry and Firm Level Value Chains, and Case Studies. Learn the principles of strategic management to gain an understanding of what strategy is, how it is constrained, formulated, developed and implemented.

Explore both design and control aspects of effective operations management as they relate to service and manufacturing entities; and the management of operating systems, including allocation and scheduling of resources (control of costs, inventories, quality and manpower).

Exposes you to the macro theories and concepts of contemporary MIS across a range of industries and organizations. Rather than create technicians or ClOs, the focus is to create knowledge/primary understanding of how management information systems can be effectively and efficiently applied by senior managers and organizations.