|Scheller College of Business Electives offered Spring Semester 2013
- For information about assigned course professors, days/times and classroom locations, go to www.oscar.gatech.edu. Titles for Special Topics courses (4803) are listed on the second line of course title in OSCAR.
- The electives listed below are not offered every term. The list may change slightly during registration. Some courses have pre-requisites, so please check Oscar before you register.
3075 Security Valuation
This course teaches students how to use financial and accounting information to value firms. By the end of this course, you will be able to implement the three major approaches to security valuation. These approaches are discounted cash flow valuation, relative valuation, and real options. In addition, you will be able to identify the benefits and drawbacks of each model and the situations where each model is likely to work best.
This course will present little in the way of new material. The emphasis will be on applying the material learned in MGT 3062. Virtually all of the problems we consider will be based on real-world situations.
The course is divided into three sections. The first begins with an overview of the institutional setting, including an introduction to the process of investment planning for both short- and long-term needs; a description of the essential characteristics of various investment vehicles; the organization and operation of the securities markets; a critical survey of the more important sources of investment information (with emphasis on those available in the Georgia Tech Library as well as on the Internet); an examination of the concepts of return and risk, the ways in which they can be measured, and their significance in terms of investor objectives; and closes with an introduction to the principles of optimal portfolio formation and administration.
The second section is devoted in its entirety to an analysis of the major types of securities available to investors. It begins with an examination of common stock, moves to a consideration of fixed return securities, and concludes with a look at preferred stock and convertible securities. The principal emphasis throughout is on fundamental security analysis with its stress on principles and techniques of security valuation; however the student is also introduced to the nature and essentials of technical security analysis. The concept of efficient markets is also examined in this section.
Three specialized topics are included in the final section of the course. They consist of a study of techniques designed to monitor the performance of a portfolio, an examination of mutual funds and the role they can play in an investment program, and finally an introduction to options, including rights, warrants, puts and calls. This later topic is intended to serve as an introduction to the elective course in Derivative Securities (MGT 3084) which those students particularly interested in this subject may choose to take.
3079 Management of Financial Institutions
The objective of this course is to introduce the students to the role of bank and non-bank financial intermediaries and the management of their operations. The course will provide an introduction to the various kinds of financial institutions, discuss their operations and highlight their differences from other forms of corporations.
The main focus of the course is to discuss the various risks faced by financial institutions and a detailed analysis of the various tools and instruments used to manage these risks. Special emphasis will be placed on the valuation of various fixed income securities which play a major role in the operation of the financial intermediaries.
The course is structured into three parts: (a) introduction of financial institutions, (b) measurement of the various risks faced by these institutions, and (c) management and hedging of these risks. Areas of asset securitization, off-balance-sheet financial activities, and international financing and operations will also be covered.
3084 Derivative Securities
Motivation and Rewards presents both the theories underlying direct compensation and reward systems in organizations, and the administrative practices used to implement such systems. Theories and models relevant to employee compensation from economics, organizational behavior, psychology, and sociology will be examined, particularly as they relate to human capital practices and outcomes including labor force attraction and retention and individual motivation, satisfaction, and performance. Compensation management practices, including the analysis and evaluation of jobs, criteria and procedures for determining wage levels, individual wage determination, forms of pay, and benefits will be covered.
3103 Leadership in a Changing Environment
Today’s organizations changes constantly. New technologies, globalization, and shifting workforce demographics change not only the nature of organizations and the characteristics of work groups but also how managers must lead and influence in these changing environments to be effective. This course focuses on developing an understanding of the management challenges posed by the changes taking place in the business environment, as well as on the frameworks and skills that are critical to leading both individuals and teams within these changing environments. The first half of the course focuses on changes in the work environment whereas the second half focuses on how to lead within the changing business environment. The course encourages learning at multiple levels through a variety of instructional techniques including class discussion of conceptual frameworks, cases, and videos, group exercises, and practical application.
3310 Marketing Research
This course is designed to introduce you to the concepts, methods, and applications of marketing research. Basically, the role of marketing research in the business world is to help marketing managers make sound decisions. Thus, the various concepts and techniques you learn in this class will help you develop and carry out marketing research projects and implement findings in order to improve marketing practices.
This course has an applied orientation; therefore, you will be expected to participate in discussions of class materials, cases, and current events. Also, you must be prepared to use what you learned from the basic marketing management course and the introductory statistics course, both theoretical and practical components, and apply this knowledge to designing and conducting a marketing research project and interpreting marketing research data.
3510 Management of Technology
This course focuses on analysis of the challenges associated with managing a firm's resources (technology, work force, materials, information, knowledge) for long-term competitive advantage. Particular emphasis is placed on planning under conditions including rapid technological innovation (in products and processes), international competition, and changing markets. Specific topics include positioning strategies, innovation and diffusion, technology strategy, technology transfer, performance measurement, technology justification, and implementation of new technology.
Students are typically exposed to cases in actual manufacturing and service industry domains, readings from publications such as the Harvard Business Review (deals with management practice), and leading research in academic journals such as Administrative Science Quarterly, Management Science, and Production and Operations Management.
3607 Business Ethics (Previously taught as Special Topics MGT 4803 (Business Ethics). No credit allowed for both MGT 3607 and MGT 4803 (Business Ethics).
This course introduces students to ethics-related aspects of the business decision-making process. Students will address a variety of topics, including the theoretical underpinnings of ethics, stakeholders, decision-making strategies, and utilization of such strategies in specific areas such as shareholder and employment relations, marketing, and globalization. The emphases of the course are issue recognition, application of ethical principles, and analysis of the consistency of corporate decision-making processes with such principles.
3608 Technology Law and Ethics (Previously taught as Special Topics MGT 4803 (Technology Law and Ethics). No credit allowed for both MGT 3608 and MGT 4803 (Technology Law and Ethics).
Virtually every aspect of contemporary life is touched by computing, information technology, and digital media. They mediate much private and public communication, transaction, and social interaction, forming the infrastructure for critical societal institutions including commerce, banking and finance, governance, utilities, national defense, education, social networking, political campaigning, and entertainment. This class will examine some of the ethical, legal, and social issues associated with computers, information systems, and public and private networks including the Internet. Some of the issues to be covered include intellectual property protection, crime, viruses, privacy, security, reliability, work environments, liability, and artificial intelligence. Balancing of the needs and desires of individuals or groups against those of other individuals or groups, including business, economic, professional, individual, governmental and social interests, will be a focus of the class.
4010 Business Taxation
The central objective of this course is to give you an overview of the federal income tax system as it relates to business activities. This course examines the basics of income taxation as it relates to multiple entities. This course will provide the necessary tax background for a variety of accounting, financial, and managerial careers. The course will also help you prepare for several qualifying examinations in accounting and finance such as: Certified Public Accountant (CPA), Certified Management Accountant (CMA), and Chartered Financial Analyst (CFA).
The course will take a tax analysis and planning approach. The basic concepts of federal income taxation will be covered through lecture and problem solving.
4026 Financial Reporting & Analysis I
The objectives of this course are to gain a thorough understanding of fundamental accounting techniques and to explore the accounting theory underlying such techniques. Course coverage includes assets (most of the left-hand side of the balance sheet), revenue recognition, stockholders’ equity, and earnings (income items).
4027 Financial Report & Analysis II
This course is a continuation of MGT 4026, Financial Reporting and Analysis I. The topical coverage of MGT 4027 includes financial reporting and issues of financial analysis associated with: the statement of cash flows (more advanced that the 4026 coverage), income taxes (more advanced than that in 4026), leases, pensions, and investments.
A distinctive feature of this course, as well as MGT 4026, is the joint attention given to (1) developing the ability to apply generally accepted accounting principles (GAAP) in the topical areas identified as well as (2) drawing out the implications of the financial reporting for financial analysis. The subjects of financial reporting and analysis are treated on an integrated basis. The broad framework of financial quality is employed to draw out some of the financial-analytical implications of various financial reporting topics. The implications of financial reporting for a range of financial ratios are also considered. While an equity-investor orientation is common for intermediate / advanced financial courses, this course employs a more creditor / lender perspective. This has the benefit of broadening the scope of the analysis for most students as well as drawing on the comparative strengths and experience of your instructor.
4041 Auditing & Financial Control Systems
The course is designed to provide the student with the insight about auditing: what is it, why it is important, what it entails, and why users of financial statements should care about it. The course is designed for students interested in various aspects of accounting and finance. Topics covered in the course include the demand for assurance services, management fraud, the legal liability of public accounting firms, an overview of the audit process, and ethical issues facing accountants.
4043 Advanced Financial Reporting
(Previously taught as Special Topics MGT 4803 (Advanced Financial Reporting). No credit allowed for both MGT 4043 and MGT 4803 (Advanced Financial Reporting).
Advanced Financial Reporting is the study of advanced topics in financial accounting that appear on standardized accounting and financial certification examinations (CPA, CFP, etc.). The material will be taught using lecture, discussion, and in-class collaborative problem-solving. Students are expected to contribute positively to class discussions, to turn in written assignments timely, and to read and understand the course grading and classroom policies. Specific course objectives include:
• Students will learn generally accepted accounting processes and financial reporting issues (GAAP and IFRS) related to purchase accounting for business acquisitions, consolidation of financial statements, accounting for and hedging of foreign-currency-denominated transactions, currency translation of non-US financial statements, accounting for partnerships – formation, operations, and termination, and general purpose financial reporting for governmental and not-for-profit entities;
• Students will learn how financial reporting requirements influence accounting information system requirements and affect reporting and operating decisions faced by financial managers;
• Students will gain proficiency in financial reporting requirements, terminology, and techniques that can be demonstrated on the job and on the C.P.A., C.M.A., and other professional examinations;
• Development of communication skills; Development of critical thinking and analytical skills through application of generally accepted accounting principles to financial reporting issues confronting financial managers; and
• Exposure to financial reporting issues for companies doing business internationally.
4047 Ethics and Accounting
(Previously taught as Special Topics MGT 4803 (Accounting Ethics). No credit allowed for both MGT 4047 and MGT 4803 (Accounting Ethics).
The course is designed to expose students to issues surrounding accountants’ professional ethics. The course is intended to sensitize students to ethical dilemmas that accountants may encounter in their professional lives and to provide students with insight into how to deal with such dilemmas.
4052 Systems Analysis and Design
This course is on the development life cycle of business information systems. It covers analysis and design tools and methodology. Modern corporate information systems support both an organization’s highly structured, operational activities (e.g. inventories, sales marketing, personnel) as well as the ad hoc, complex business decision problems (e.g. new product introduction, plant expansion, downsizing, stock offerings). Without intelligently designed information systems, an organization will have a difficult time being competitive in the market.
The overall course objective is to provide you with the concepts and skills you need to analyze and design information systems. The course concentrates on the front-end of the systems development process while only lightly touching upon the development of computer programs and their testing and maintenance. Therefore the focus will be on understanding systems analysis and design from a managerial viewpoint, not a computer science perspective.
4053 Business Data Communications
The birth of the inter-network spawned a rash of business opportunities. However, newly introduced data communication technologies have introduced the undesired challenges for firms such as the restructuring organization, process redesign, personnel training, and strategic decisions of adapting new technologies. Some will overcome these challenges, others may struggle.
Who will add significant efficiency, productivity, and profitability in their organization? How do we take advantage of the data communication technologies? How does the data communication work? In this course, we address these issues. We begin with understanding the basic knowledge of data communication – Wired and Wireless. Then, we consider security, electronic payment, trend of telecommunication industry, and managerial issues – Managing IT organization, Cost Saving, M&A, IT outsourcing, etc.
4056 Electronic Commerce
This course is designed to provide students a fundamental understanding of the impact of Internet technology, the World Wide Web, and developing technologies (e.g. wireless, media convergence) on business strategies, business models, and business competitive capabilities. Whether you’re a manager in a large, established global enterprise or an entrepreneur in the early stages of a business start-up, e-Commerce possibilities and competitive threats now often shape the business agenda. Despite the downturn in Internet company equity valuations and the failure of many dot coms, it is clear that how a firm’s leadership reacts to new technology driven opportunities, the changing values and characteristics of technology “empowered” consumers and business buyers, and rival strategies and competitive actions, will largely determine the future winners in an increasing wired “e-Economy”.
The course will generally take the perspective of applying Internet technologies to solving business problems typically within the context of larger commercial organizations; considering both the business-to-business and business-to-consumer market spaces.
4058 Database Management
This is an introductory course on database technology. The purpose of this course is to introduce database technology and provide hands-on experience in designing and developing databases to meet organizational goals through instruction in database management and design. The scope of instruction will include database concepts, data modeling, relational database development, SQL, the application of popular database systems software, and some additional topics on more advanced database technology and applications.
4067 Financial Markets: Trading and Structure
The course focuses on liquidity, market structure and trading. In equity markets around the world, investors are increasingly concerned with controlling transaction costs, and innovative trading technologies have been introduced. In this context, attention is given to the efficiency of trading systems and market centers, the impact of computer technology on markets and trading, the role of intermediaries, and regulatory actions on market structure issues. The course examines a number of alternative market structures in terms of their economic and operational underpinnings. Simulation software is used to provide hands-on experience in making tactical trading decisions in different market structures.
Computer Simulations: Simulation software (TraderEx) will be used in the course for in-class demonstrations and homework assignments. When using the simulation, you will enter orders and / or quotes into a computer-driven market that generates order flow and that responds directly to your orders. You will see your results in real-time and analyze them after play. Auction, dealer, and hybrid markets are simulated. The simulation should deepen your awareness of what trading involves and sharpen your trading skills.
4070 International Finance
The objective of this course is to learn the principles of International Finance and apply these to the study of corporate finance. While the focus is on International Corporate Finance, the initial few weeks will be spent on fundamentals that form a necessary background for issues that we will address in the latter part of the course. The course is structured such that the material covered in the lectures is reinforced using case-studies.
By the end of this elective course, you are expected to be able to make basic decisions on international finance problems facing the managers of a multinational corporation. These include, but are not limited to, 1) understanding the various types of securities used in international financial markets; 2) hedging currency risk using these securities; 3) ways of raising capital in international financial markets; 4) calculating the cost of capital for a large multinational; and 5) valuing projects in different countries.
4102 Management Consulting (Previously taught as Special Topics MGT 4803 (Consulting). No credit allowed for both MGT 4102 and MGT 4803 (Consulting).
Management Consulting has become and will continue to be a significant career option for many students, regardless of whether a student’s academic foundation is in business, engineering, or the basic sciences. Careers in Management Consulting often provide individuals an opportunity for challenging work, continued self-development, access to important social and professional networks, and, over time, significant financial rewards. The Management Consulting Industry has grown in size and complexity particularly since the early 1990’s. Although there are many very small firms, the industry is dominated by a relatively few very large global organizations that practice in a variety of business settings and business disciplines. In addition many businesses have developed internal consulting organizations to provide consulting related services within the organization and often in conjunction with consulting services offered by third party firms.
In this course, we explore what it means to be a Management Consultant, and will introduce students to consulting frameworks and methods; simulate consulting project activities and situations using business cases; and network students with practicing consulting professionals from a variety of global and local firms. Within the context of this course, consulting is view broadly and is inclusive of a number of practice areas including Strategy Consulting, IT Consulting, Marketing Consulting, Human Resource Consulting, Operational/Process Consulting, Organizational Consulting, and consulting for non-profits. Course participants will be organized into consulting teams and will have the opportunity to identify and complete two simulated consulting “engagements” using case materials from the Harvard Business School.
4106 Teams in Organizations (Previously taught as Special Topics MGT 4803 (Teamwork in Organizations). No credit allowed for both MGT 4106 and MGT 4803 (Teamwork in Organizations).
Working in teams is an integral part of modern businesses and organizational life. To better prepare you to succeed as a leader, manager or member of teams, this course is designed around two objectives. First, it will create opportunities for you to lead and manage dynamic teams and design and implement effective team processes. Second, it will introduce you to the critical theories, concepts and frameworks used by successful managers to diagnose team performance and the threats and opportunities teams face. The learning objectives for the course will be accomplished through 1) analysis and discussion of case studies, 2) critical evaluation of current approaches to and realities of team management, and 3) active participation in team exercises and simulations. This course promises to provide greater insight into what separates successful teams from the many that fail, as well as greater confidence in your own ability to lead and contribute to enhanced team performance.
4116 The Role of Gender, Race and Ethnicity in Organizational Behavior (Previously taught as Special Topics MGT 4803 (Gender & Ethnicity in US & Global Organizations). No credit allowed for both MGT 4116 and MGT 4803 (Gender & Ethnicity in US & Global Organizations).
The face of the global and domestic workplace has changed radically in recent decades. This change has provided great opportunity for growth, but it has also created new concerns for the individual and the organization as we learn to harness the power of this new workforce in the most productive ways. This course will examine how managers and employees become more effective leaders by understanding the role gender, race and ethnicity plays in the life of the organization.
Many of us want to believe that we are objective, however, research has shown us that gender, race, and ethnicity and even the clothes we wear are determinate factors in how we deal with each other in a business environment. In this course, we will examine these differences and attempt to understand the reasons behind the conflicts that arise within a diverse workforce.
When we speak of gender and ethnic issues, we usually discuss them in terms of the problems of the minority group. In this course we will also look at these issues in terms of the way the majority views itself and what effect this has on change within the organization.
We will explore how a leader can use an understanding of these divergent styles to enhance both the individual’s and group’s effectiveness. We will go behind the façade of difference into the subtle nuances of interpersonal relationships in an attempt to make each student a more powerful employee, manager or leader.
4191 Entrepreneurship Forum
This course is an entry-level course in entrepreneurship and entrepreneurial management providing a broad overview of Entrepreneurship and what it takes to successfully start and run a business. Central to the course is the opportunity for students to meet, listen to, and interact with entrepreneurs and business leaders in both the for-profit and non-profit sectors and to be exposed to real life “lessons learned” from individuals with credibility and thought-provoking life experiences. Upon completion, the student will have a basic understanding of what it takes to start a business, develop a business concept and feasibility study, and determine whether they have an interest in further studies in the entrepreneurial field.
4192 IMPACT Forum
(Previously taught as Special Topics MGT 4803 (IMPACT Forum). No credit allowed for both MGT 4192 and MGT 4803 (IMPACT Forum).
Each individual has a unique capacity to contribute their expertise, talents, insights and experience to create a significant impact in their lives and in the lives of others. The objective of this course is to:
• Investigate, discuss, and develop key competencies for creating personal “Impact” (internal). Examples of competencies include:
o Awareness – range of perspectives, points of view, and possibilities;
o Critical-thinking – ability to investigate and assess situations, opinions and actions;
o Emotional Intelligence – ability to manage ourselves and our relationships;
o Communication – writing, speaking, listening;
o Curiosity and compassion – ability to seek out and understand the complexity of diversity.
• Explore the concept of “Impact” – across a range of environments (external).
• Develop a personal “Impact Statement”
4193 Service, Leadership, Values and Systems
(Previously taught as Special Topics MGT 4803 (Presence, Values & Systems). No credit allowed for both MGT 4193 and MGT 4803 (Presence, Values & Systems).
Leadership is often perceived in terms of an individual’s skills and abilities to influence others. While these are important ingredients of leadership, in order to be truly effective, it is also critical for students to understand the environments in which they operate, the values that drive their decisions and actions, and the consequences that those decisions and actions will have on others within their organization and beyond. All individuals should be aware that their current behavior either limits or expands their ability to exercise leadership and influence others in the future.
This course has been designed to enhance students’ awareness of their values and the ways in which those values are reflected in their decisions and actions. We will explore the gap and tension between stated organizational values and those that drive actions. Students will gain a better understanding of the systems in which they operate, and learn how to identify points of leverage to affect change. Contemporaryconcepts of integrating values and system-level thinking will be studied, providing the student with knowledge that may influence their philosophy, style and strategy.
4194 Social Entrepreneurship
(Previously taught as Special Topics MGT 4803 (Social Entrepreneurship and Enterprise). No credit allowed for both MGT 4194 and MGT 4803 (Social Entrepreneurship and Enterprise).
Social Entrepreneurship is a concept that has gained momentum during the past few years. It is a process that applies innovative solutions to the world’s most pressing social problems. It has become an attractive alternative for students who wish to utilize their leadership and managerial skills to address the challenges of the world. According to Dees (2001) social entrepreneurship incorporates the following elements:
• A mission that seeks to create and sustain social value
• Designing processes for the organization to pursue opportunities to support that mission through innovation, adaptation, and learning
• Attracting the resources necessary to achieve the mission and sustain the organization while driving efficiency and leveraging existing resources to expand the scope of their service
• A clear focus on the needs of those being served
This course has been designed to:
• Introduce students to the concept of social entrepreneurship;
• Expose them to trends to understand shifts in the character of social entrepreneurship;
• Expose them to critical components for success; and
• Expand their knowledge and understanding of how they may integrate social entrepreneurship into the professional and personal arenas of their lives.
4303 Personal Selling and Sales Management
The relationship between companies and their customers has changed profoundly in recent years. Customers no longer look to their suppliers as just sources of products and services; increasingly, they demand that their suppliers add significant value to their business. And consistent with this search for value, they seek tighter, more strategic relationships with their suppliers. This has produced a major shift in the role of the salesperson, a shift from transactional selling, with an emphasis on "getting the sale," to one of relationship selling, where the emphasis is on building and nurturing long-term value-based relationships.
This course is intended to provide students with a basic understanding of the tools and techniques that make for successful relationship selling. Among the core topics covered are: understanding buyer behavior; prospecting for potential customers; planning the sales call; communicating the sales message; recruiting, selecting, and motivating salespeople; evaluating salesperson performance. However, rather than covering these topics in a lecture format, as undergraduate courses often do, there will be a special emphasis in this course on "learning by doing," with a major portion of classroom time devoted to:
• Role plays covering various elements of the relationship selling and sales management process formal presentations, in which presenters will develop and deliver sales presentations to fellow students, who play the role of corporate buyers
• Mini cases and lecturettes, in which students will engage typical issues and problems facing sales professionals
4304 Strategic Brand Management
Strategic Brand Management is an advanced elective that addresses important brand decisions faced by an organization. The basic objectives of the course are 1) to increase the understanding of the important issues in planning and evaluating brand strategies; 2) to provide the appropriate theories, models and tools to make better branding decisions; and 3) to provide a forum for students to apply these principles. Particular emphasis is placed on understanding psychological principles at the customer level that will improve managerial decision-making regarding brands. At the end of the course, students should understand the importance of brands, and be knowledgeable about and able to apply instruments to create, monitor and manage brands.
4308 Advertising & Promotion: Integrated Marketing Communications
(Previously taught as Special Topics MGT 4803 (Advertising and Promotions). No credit allowed for both MGT 4308 (Advertising and Promotion: Integrated Marketing Communications) and MGT 4803 (Advertising and Promotions).
This introductory course examines the role of advertising and promotion as an integral component of the marketing mix, and relates it to other components of the marketing task and overall strategic marketing. The dynamic nature of advertising and promotion as a communication tool is introduced. The student will examine and apply: (1) major marketing communications functions such as (but not limited to) advertising, direct marketing, the Internet, interactive media, sales promotion; (2) how to research and evaluate a firm’s marketing and promotional situation; (3) how to use these various options in developing effective communication strategies and programs. (4) the implications of current trends. The student should develop an understanding of the tools of, and rational behind, advertising and promotion, in order to utilize them as an integrative communication tool in the realm of marketing and business (using cases, exercises and conceptual applications).
4309 Service Marketing
(Previously taught as Special Topics MGT 4803 (Services Marketing). No credit allowed for both MGT 4309 (Services Marketing) and MGT 4803 (Services Marketing).
The service sector of the U.S. economy continues to grow in importance, accounting for over 80% of GDP and producing the majority of the net new jobs over the past 25 years. Even manufacturing companies that have historically depended on the sale of their tangible products for their business success now recognize that the service they provide along with the tangible goods represents an important source of sustainable competitive advantage.
While there are many similarities in the marketing of tangible goods and the marketing of services, there are also important differences. The differences spring primarily from the inherent nature of service products. With services, unlike tangible goods:
• Customers do not usually obtain ownership of the services that they purchase.
• Service products cannot be inventoried and are therefore highly perishable.
• Customers are often involved in the production process of services.
• The quality of the service product is usually closely associated with the person performing the service.
• There is often great variability in the nature and quality of the service each time the service is performed.
4311 Digital Marketing (Previously taught as Special Topics MGT 4803 (Digital Marketing). No credit allowed for both MGT 4311 and MGT 4803 (Digital Marketing).
Digital Marketing has evolved from radio and television to include the online/Internet channel and has grown significantly over the past 10 years. The pace of new technology development and the ways consumers are interacting with various technologies has also been growing rapidly. Marketing executives are faced with new challenges to determine creative, cost effective ways to create brand awareness, engage their audience, and establish strong brand reputations. Social media and mobile have established new positions in the marketing arsenal alongside more mature online components such as email and search. Assembling the right mix of tactics to support an organization’s overarching marketing strategy while also maximizing efforts through integrated marketing communications poses great opportunities and challenges for large and small businesses alike.
4331 Consumer Behavior
The major purpose of the course is to introduce the students to the major concepts, theories, and techniques that make up the area of consumer behavior. The very basis of the marketing concept is the satisfaction of consumer needs and wants. Consumer behavior studies the “why” of marketing – why consumers prefer certain products and services. To explore the “why,” the students will be exposed to perspective on consumption from marketing, economics, psychology, sociology, and anthropology. The students will also learn about the techniques that marketers use to understand and influence consumers’ desires, and how their actions influence (in both positive and negative ways) our daily lives.
4332 Database and CRM Strategy
This course deals with one of the biggest impact of technological developments on marketing: customer data. How do we apply technological tools to address such marketing issues as segmentation, targeting and positioning? It is built around the notion of the customer life-cycle; it emphasizes analytical approaches to customer relationship marketing including identifying good prospects and customer acquisition; customer development and personalization; customer attrition and retention; and customer lifetime value. This course will introduce issues, techniques, and terminology associated with database marketing and data mining. It will provide students with the skills to apply conceptual understanding of technological techniques into specific operational plans – a skill in high demand today.
Specifically, the course objectives are to:
• Build your knowledge of a rapidly emerging marketing arena – customer-centric marketing – which some claims to be a new business paradigm;
• Provide an understanding of the role that analytical techniques and computer models can play in enhancing decision making;
• Develop basic statistical analysis skills using a statistical software package;
• Boost your analytical skills.
4335 International Marketing
The objectives of this course are: (1) to introduce the student to an understanding of the environmental factors affecting international marketing and the similarities and differences versus domestic marketing; (2) to provide the knowledge and skills needed for the administration of the international marketing function, and (3) to introduce and evaluate the impact of recent environmental changes on international business and marketing.
4360 Global Operations and Supply Chain Management
The creation of free trade agreements such as NAFTA and GATT, and the easing of trade laws and tariff structures have helped to create a global marketplace. Today, it is not uncommon to see a company develop a product in one country, manufacture or outsource it in a different country, and sell it to a third country. In addition, new products could be introduced in several countries almost simultaneously, and suppliers with special expertise and technology could collaborate with manufacturers in different countries to create global products. As the world moves toward an international economy, the battle cry for corporations is increasingly becoming one of “global operations”. While globalization promises enormous strategic benefits by coordinating operations located in different countries, it is imperative for managers to develop a global perspective and be able to understand the intricacies of the global marketplace. Managing manufacturing and supply chain operations across cultural, economic, and political boundaries is a formidable challenge, because of which many globalization efforts are falling far short of their promise.
This course provides an introduction to the process of establishing a technology-based new venture, and examines the entrepreneurial approach to business development and growth. The learning experience is designed to expose students to the entrepreneurial process of new venture creation with a focus on technology entrepreneurship.
Entrepreneurship is viewed in this course as long-term value creation. Accordingly, the course will focus on a study of the activities associated with the assessment, creation, development, and successful operation of high potential new and emerging ventures. Course participants, working in a small team environment, will have the opportunity to develop their new venture management skills through a combination of classroom exercises, case analysis, and existing business plan analysis; and through the development of a detailed opportunity analysis and venture business plan.
4803 Law for Entrepreneurs
This course will focus on the myriad of legal issues which entrepreneurs face while growing a start-up business from infancy to a publicly held company. This course will start with the initial issues which an entrepreneur encounters in deciding to leave their employer and assessing what type of legal entity best suits his or her needs in establishing an entrepreneurial venture and continues through the sale, merger or initial public offering of the shares of the entrepreneurial entity The course we will focus on various substantive practical areas of law which most impact entrepreneurs such as establishing ownership structure and related shareholder or membership agreements and other documents which impact ownership structure, sales and lease contracts, loan agreements, raising capital and securities law compliance, venture capital negotiations and agreements, the role of the board of directors and a possible role for an advisory board, debtor-creditor relations, employment law and intellectual property law (both within the U.S.A. and outside the U.S.A.). The purpose of the class is to prepare a student to enter the entrepreneurial world with a full awareness of legal issues which most commonly arise in the course of growing and operating an entrepreneurial business and how anticipating these issues and understanding these issues can make an entrepreneur a more effective business person. The goal is that at the end of the course you can embrace an understanding of the substantive areas of law which entrepreneurs most commonly encounter so that your knowledge of law is as much an asset to you in growing of an entrepreneurial business as your knowledge of finance, management and marketing. Anticipating and expecting various legal issues which will invariably impact an entrepreneurial venture can save you valuable time and money and assist you in avoiding mistakes. Being strategically prepared to address these issues will cause you to better execute when these issues arise.
4803 Corporate Governance
This course examines the evolution of the United States corporate governance model, the meaning of and distinction between corporate governance and management, why understanding corporate governance is important, and how corporate governance matters are addressed from an internal and external perspective. The Course primarily focuses on the United States for-profit, public companies and laws that relate to them. The Course also identifies best practices in corporate governance, and briefly explores global corporate governance matters.
The following are the Course objectives:
• Describe the difference between corporate governance and management.
• Analyze and address situations in which corporate governance issues exist, providing potential practical solutions to such issues.
• Understand the legal and ethical responsibilities of shareholders, directors, and management of a corporation.
• Understand the interplay between law, ethics, business and public policy.
• Experience in analyzing and critically discussing legal and business cases.
• Exposure to real-world happenings in the corporate governance arena in order to understand how to stay abreast of issues for purposes of conducting due diligence, making informed business decisions, and employing methodologies and processes to assist in avoiding legal risk and exposure with business activities.
• Understand how to manage time effectively.
• Exposure to (1) situation analysis and judgment decision-making and providing recommendations, through individual, participant-centered learning and group work; (2) writing in an organized and concise manner to the appropriate audience, while identifying and applying the principles of legal business writing; and (3) communicating, presenting and debating issues and positions.
• Understand team work, its dynamics and the results that come from working on a team.
4803 Fundamentals of Real Estate Development
The course is designed to give the student a multidisciplinary overview/survey of the development process – from conception of the idea/vision through project completion and ongoing management.
The course goes beyond rudimentary real estate basics and will delve deeply into how the built world will look and be developed in the future-during the student’s career and beyond. This inquiry is essential to assist the student in developing a “point of view” about the built world of the future, the main drivers of change, critical issues that must be solved, the nature of a development team in the future, and the essential leadership characteristics that a developer and development team must now master. Technology and innovation will be key elements for exploration. Being part of a major technology research institution gives the class a unique opportunity to explore emerging technologies and the role they will play in the future world of real estate development. During the course, the students will be challenged to become trend spotters. The class will assemble a vast array of trends they observe and use the major trends to inform their “point of view”.
Being able to clearly and concisely present that “point of view” will be critical in the course and the class will present abundant opportunities to practice this skill. The Final Exam will give the students an opportunity to prepare and communicate their unique point of view based on what they have learned.
4803 International Human Resource Management
It is widely acknowledged today that business is becoming more global. This globalization of business creates new challenges and opportunities for each of the functions of management including Human Resource Management. Though it is clear that International Human Resource Management (IHRM) is an integral part of business globalization, the Human Resource Management function is often poorly understood by those who make decisions concerning global operations, marketing, and personnel assignments. This lack of knowledge certainly contributes to the many disappointments that are experienced both by the business and the individuals whose assignment may become ‘internationalized’. This course is about useful methods and approaches for effectively addressing these challenges.
In this course, we take the perspective of the multinational firm and will be concerned both with the design of IHRM systems (such as recruiting, selection, training), as well as HR decision-making in the context of the overall business, its strategy, and current performance. Whether you are interested in becoming a Human Resource Manager or a manager who must learn to deal effectively with Human Resource issues, this course will be relevant.
4803 Management of Healthcare Operations
The healthcare industry is facing a set of significant challenges on several fronts including ensuring availability of (or access to) care, enhancing quality of care, and containing costs – challenges similar to those faced by other industries. Moreover, according to a study conducted by the Institute of Medicine of the National Academies, “the U.S. healthcare delivery system does not provide consistent, high-quality medical care to all people.” Thus, healthcare is on everyone’s mind – from citizens whose premiums are increasing (assuming they have insurance) to the incoming Administration that has its own cures for the ailing industry. Chief executives rank healthcare as one of their top issues that affect the profitability of their corporations. Still, our system is regarded by many as the best in the world.
The healthcare industry’s challenge is to deliver its five Rs – the right treatment to the right individual at the right time in the right location and at the right price. Companies such as Wal-Mart and Procter & Gamble focus on delighting the consumer by delivering the right product of the right quality at the right time in the right quantity and at the right price. These companies are able to realize their objectives through effective implementation of technologies (e.g., information technology) and management practices (e.g., supply chain management, total quality management). When other industries have been successful in realizing the five Rs, why should the healthcare industry lag behind? This course has been designed to explore the roles of management practices and technology in addressing the critical challenges and harnessing opportunities in a timely manner for transforming the healthcare enterprise.
4803 Management in the Healthcare Sector
This course will explore the healthcare sector in its most comprehensive sense. It will analyze the healthcare “system” across the continuum of patient care – from prevention, to early detection, to diagnosis and treatment, to palliative care. Students will gain exposure to and knowledge of the many components of the industry, including issues in finance, accounting, supply chain, organizational behavior, strategy, healthcare IT, regulatory policy, and manpower planning and development. Emphasis will be placed on where contemporary management practice can engage for improvement, within the limits allowed by the exercise of clinical judgment.
4803 Managerial Economics
Economics is about scarcity and how individuals make choices in the face of scarcity. It deals with behavior of individuals; it is a behavioral science. Questions of interest deal with groups of individuals acting in markets. Market outcomes (for example, prices of goods) are our goal, but our building block is the behavior of the individual as a buyer or seller.
We begin with assumptions or statements about individual behavior; based on these assumptions we form predictions about behavior when individuals are confronted with choices. Once we understand the behavior of individuals when confronted with market choices, we can then “aggregate” those individuals in order to understand how markets operate. It is our goal to make predictions about market outcomes. It is not important that predictions about individual behavior be correct for every individual, it is only important that the predictions be correct "on average." This is because we do not, in general, care to predict the behavior of every individual. Our purpose is to predict group behavior; for this purpose our predictions about individual behavior need only be correct on average. It is important to bear this point in mind. Some of our predictions can fail for some people; what is important is that our predictions not fail for the typical individual. Economists look at individual behavior primarily as a mechanism for understanding market (group) behavior.
As a start in understanding individual (and hence group) behavior we consider a set of simple, plausible assumptions about people in a setting where the individual is not concerned about others. There is no concern about benefit or harm to others from actions taken, nor is our individual concerned that her actions might invoke a reaction by others. Interdependence among individuals is interesting and important, but it must wait until we have explored the simple case of an individual making choices in isolation. The simple case reveals quite a lot about markets. Once the simple case is understood, and its implications explored, we can continue to a world with interactions among individuals.
Within this context, “managerial economics” is the study of how to direct these scarce resources in the way that most efficiently achieves a managerial goal. To understand the nature of decisions that confront managers of firms, imagine that you are a manager of Fortune 500 Company that makes computers. You must make a host of decisions to succeed as a manager: Should you purchase components from other manufacturers or should you make them within your own firm? Should you specialize in making one type of computer or produce several different types? How many computers should you produce, and at what price should you sell them? How many employees should you hire, and how should you compensate them? How can you ensure that employees work hard and produce quality products? How will the actions of rival firms affect your decisions?
4803 Technology Strategy
Just like financial and human resources, technology has critical importance in organizations, and the management of technology is a basic business function. Just as we need financial or human resource strategies, organizations need to develop a technology strategy, which serves as a basis for the overall company strategy.
In this course, technology strategy will be studied by analyzing the economic and strategic factors that guide – or should guide - firms’ decisions regarding the generation, commercialization, protection, and adoption of technological innovations. The emphasis is on the development and application of economic and strategy tools which are critical for insightful long term planning when deciding the sources of innovation (internal vs. external), how much to invest in internal R&D, whether to seek intellectual property protection, whether to develop and commercialize an invention in house or sell it through arm’s-length licensing contracts, or other cooperative strategies such as joint ventures or the sale of a technology-based firm’s equity. Technology markets are analyzed from both a seller’s and buyer’s perspective. Internal technology commercialization may entail the exploitation of first mover advantages or specialized downstream capabilities. Other topics covered include the analysis of situations, increasingly observed in several high-tech industries, where firms create and accumulate technological innovations without exploiting them directly, using them rather for technological negotiations with other firms or for preempting potential rivals from entering an industry.
4803 Game Theory for Managers
This course introduces Game Theory. It is designed to provide business undergraduate students with an understanding of the theory of non-cooperative games. We will cover the main forms of representing a game as well as the techniques to solve games. An important part of this course will be dedicated to applications in managerial decision making. For instance, we will examine the behavior of firms in oligopoly and analyze industrial and corporate policies in an international environment.
4803 New Venture Strategies
This course is about creating venture strategies that are (1) based on or enabled by technological innovation and (2) launched as startups or formed within companies. While covering the venture creation and innovation process from conception to execution, the course emphasizes new venture strategy for entrepreneurs, managers, and leaders. This course takes a multidisciplinary approach to the theory and practice of venture creation. Objectives of the course are to help students (1) understand and apply the strategic process of venture creation and (2) improve their skills in generating and finding ideas for new ventures, creating and identifying opportunities, evaluating venture proposals, designing and planning ventures, organizing resources, staffing ventures, building teams, communicating persuasively (in oral and written formats), and developing systems to control risk and enable growth. The course involves case studies, exercises, and lectures.
4803 Business Forecasting
This course is designed to provide the tools necessary to conduct forecasting in an uncertain business environment. The course will begin with an overview of multiple regression, however the primary focus is time series analysis. Time series analysis uses past behavior of data to forecast future values. Topics include modeling and forecasting trends and seasonality, characterizing cyclical data, forecasting cycles and modeling volatility.
4803 Business Analytics
Today, businesses, consumers, and societies leave behind massive amounts of data as a by-product of their activities. Leading-edge companies in every industry are using business analytics to replace intuition and guesswork in their decision-making. As a result, managers are collecting and analyzing enormous data sets to discover new patterns and insights and running controlled experiments to test hypotheses.
This course will teach the rigorous algorithms and methodologies in analyzing business data. It will illustrate the processes of business analytics by allowing students to apply business analytics algorithms and methodologies to real-world business datasets from finance, marketing, and operations. The use of real-world examples and cases places business analytics techniques in context and teaches students how to avoid the common pitfalls, emphasizing the importance of applying proper business analytics techniques. In addition to cases, this course features hands-on experiences with data collection and business analytics software.
This course prepares students to understand big data and business analytics and become leaders in these areas in business organizations. After taking this course students should be able to:
1. Approach business problems data-analytically. Think carefully and systematically about whether and how data and business analytics can improve business performance.
2. Develop and execute business analytics projects within business organizations.
3. Interact intelligently on the topic of business analytics with CIOs, business managers, and expert data analysts.