Course Descriptions

For more detailed course information, view copies of prior semester syllabi.

See Elective Courses

Core Courses

6N:211 Marketing Management—3 s.h.
Concepts, principles, and models of marketing. The relationship between marketing and other functional areas of business. Emphasis on how the marketing manager can achieve desired outcomes with the target market. Includes analyzing marketing opportunities; researching and selecting target markets; developing marketing strategies; planning marketing programs; and organizing, implementing, and controlling the marketing effort.

6N:212 Management in Organizations—3 s.h.
Examines ways to explain, predict and influence behavior in organizations. Emphasizes use of decision making, leadership, communication, and group skills in management positions. Topics include motivation, leadership, teams, organizational culture, organizational design, individual differences, and organizational change.

6N:213 Managerial Economics—3 s.h.
Introduces basic economic concepts. Value creation and how alternative economic institutions accomplish this. Drivers of demand, the concept of economic cost and its relation to accounting data, and pricing decisions, macroeconomics, and the international environment of the firm.

6N:215 Corporate Financial Reporting—3 s.h.
Provides a framework for understanding contemporary financial reporting practices in the United States. Emphasis is placed on how alternative accounting treatments affect the usefulness of financial information in applied decision settings.

6N:216 Business Analytics (formerly Data & Decisions) —3 s.h.
This course introduces analytical techniques for making business decisions. Utilizing Excel, students apply descriptive and predictive analytical tools to solve practical business problems using real-world data. To deal with uncertainty in decision-making, the course first introduces formal probability concepts and statistical methods for describing variability through topics such as decision trees, random variables and hypothesis testing. Students then learn the practical application of techniques such as  linear regression, Monte Carlo simulation and linear optimization to model, explain and predict for operational, tactical and strategic decisions.

6N:223 Global Business Strategy—3 s.h.
Focuses on strategic frameworks and skills that are critical to successfully compete in the global marketplace. Topics include the content of an economic environment, and the cultural, ethical, and legal issues that arise when conducting business internationally.  Students will learn how companies enter foreign markets and grow international subsidiaries, succeed in mergers and acquisitions, and cooperate in joint ventures and strategic alliances. Note that this course is a core on the new course of study. For students following the old plan, this is counted as an elective.

6N:225 Managerial Finance—3 s.h.
Prerequisite: 6N:215 Corporate Financial Reporting, or previous finance/accounting course work
Topics include time value of money and applications of present value techniques; stock and bond valuation; capital budgeting; cost of capital calculation; portfolio formation and efficient market analysis; financial statement analysis; pro-forma analysis; hedging financial risks.

6N:229 Operations Management—3 s.h.
Prerequisite: 6N:216 Business Analytics
Planning and decision-making activities associated with the management of an organization's operations. Operations management, planning, and decision-making activities, insights into the basic trade-offs associated with operations management decisions, tools and techniques for helping operations managers implement their decisions and reach their goals. Topics include production and service delivery strategy, capacity planning, product and process design, total quality management, demand management, production and service planning, scheduling, materials control, emerging production, and service technologies.

6N:240 Strategic Management and Policy—3 s.h.
Prerequisites: 6N:211 Marketing Management, 6N:215 Corporate Financial Reporting, 6N:216 Business Analytics, 6N:225 Managerial Finance, 6N:229 Operations Management
MBA program capstone course. Competitive strategy of the firm from a manager's perspective; presentation of key strategic frameworks; integration of concepts learned throughout the program as well as from previous work experience.

See Core Courses

Elective Courses

Students may select from an array of elective courses that develop depth in a broad choice of business disciplines.Students may choose to take elective courses in one business discipline or in several different areas of interest. Examples of recent elective course offerings are:

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Accounting

6A:245 Financial Information and Capital Markets—3 s.h.
Prerequisite: 6N:215 Corporate Financial Reporting and 6N:225 Managerial Finance
Use of corporate financial statements for investment and lending decisions; emphasis on financial analysis techniques, valuation, business analysis, cash flow projections, credit scoring, related research evidence.

Economics

6E:228 International Economic Environment of the Firm—3 s.h.
Note: 6N:213 recommended but not required.
Basic determinants of aggregate output, employment, wages, unemployment, consumption, investment, international trade flows, interest rates, exchange rates, prices and inflation in open economies; sources and nature of economic growth; effects of domestic and foreign monetary and fiscal policies; effects of trade and exchange rate policies.

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Entrepreneurship

6T:210 Developing Professional Service Business—3 s.h.
Professional service businesses have as their primary product intellectual capacity. Consultants, architects, physicians, dentists, consulting engineers, and financial planners, to name a few, all provide services that are based in their specialized intelligence coupled with problem-solving skills. This course will help students begin, grow, and prosper as the owner or manager of a professional service business.

6T:220 Entrepreneurship and Innovation (New Business Formation-prior to Summer 2010)—3 s.h.
The entrepreneurial process from conception to birth of a new venture; attributes of successful entrepreneurs, innovation and creativity, opportunity recognition, venture screening, identification of resources, feasibility analysis.

6T:246 Strategic Management of Technology and Innovation (Prior to Spring 2012)—3 s.h.
Role of technology in creation, growth, and survival of industries; process, risks, and rewards of technological innovation, commercialization; successful approaches to developing technological strategy and products.

6T:246 Evaluating Innovation Opportunities—3 s.h.
Integrated, cross-functional perspective of how organizations identify and evaluate opportunities and develop strategies to compete in a global marketplace; innovation and creativity, opportunity recognition, venture screening, identification of resources, and strategic business planning.

6T:250 Managing the Growth Business—3 s.h.
Addresses management issues facing entrepreneurs in today's rapidly growing businesses. Topics include adapting organizational structure as business expands, managing strategic growth, growing through acquisition, evaluating financial and operational processes and performance, managing the firms assets, and taking the company public. This course is sponsored by the John Pappajohn Entrepreneurial Center.

6T:292 Entrepreneurship Business Consulting—3 s.h.
This course will provide students the opportunity to participate in a hands-on marketing consulting project with a selected company. Teams will be created to work with different clients to develop a proposal, prepare weekly update reports, conduct a final project presentation, and present a final report to the client. When at all possible, teams will be formed based upon geographic location of students.

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Finance

6F:205 Contemporary Topics: Corporate and Financial Risk Management—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Analysis and treatment of pure and financial risks faced by business organizations; development and implementation of the risk management process, application of varied risk management techniques to identified exposures; how businesses manage risk and how insurance is used to manage the cost of risk; case studies.

6F:207 Wealth Management—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Rapid growth of the field of wealth management over several decades, driven by general increase in personal wealth and increased responsibility for individuals to manage their own wealth; knowledge and tools to enter the financial services industry; financial planning industry, client characteristics, tax shield structures, insurance, asset allocation plans, estate planning, behavioral finance.

6F:208 Structured Finance: Securitization—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Provides an understanding and motivation for asset securitization in the context of securitized assets such as mortgages, asset backed securities (credit cards, auto loans, trade receivables, etc.), collateralized debt obligations, collateralized bond obligations, and international future cash flows. Explores institutional structures, credit risk, valuation, cost of capital, corporate finance, accounting, legal, tax, and regulatory issues associated with securitization. Students learn how to design, value, and implement structured-financed products that create value from the different stakeholder perspectives.

6F:211 Risk Management in Business—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Nonspeculative risks in business and selected management devices for dealing with them; managing risk in the new economy; assumption, avoidance, transfer, and reduction of risk; risk management decisions; control of risk and reduction of losses; case studies in risk management.

6F:212 Portfolio Management (formerly Investment Management)—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Investing in marketable securities in domestic and global markets; market efficiency, risk-return relationships, asset pricing models, security valuation, options and futures valuation, portfolio strategies, and management.

6F:213 Derivatives—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Use of options, futures, and other derivative securities in financial management; types of derivative securities, markets, trading technology; applications of risk management and speculation; pricing relations with underlying securities.

6F:214 Real Estate Finance and Investments—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Structuring real estate finance and investment; mortgage markets and pricing, mortgage-backed securities, development process, real estate valuation, tax effects, securitized real estate, real estate cycles, application of derivative instruments, strategic asset allocation.

6F:215 Corporate Investment and Financing Decisions—3 s.h.
Prerequisite: 6N:225 Managerial Finance
This course examines the underpinnings and optimization of corporations investment decisions and how these investments are financed. The class covers a variety of topics. On the corporate investment side, we build on capital budgeting knowledge from 6N:225 to cover advanced perspectives of corporate investment behavior. We study optimal roll-out policies and the effects of time-varying uncertainty about (especially startup) projects. Real options that are built into most investment opportunities are also considered from multiple perspectives, and we estimate their value. On the financing side, our focus is on a deeper understanding of the risk-return tradeoff and both both a firm-wide and a project-specific cost of capital. These are critically influenced by firm capital structures, which we highlight. We combine our understanding of investment and financing behavior to study whole firm valuation and we price a couple of mergers. Classtime is devoted nearly entirely to experiential (or) learning-by-doing with hands-on real data analysis. Pre-recorded lectures are assigned as homework.

6F:216 Fixed Income Securities—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Theories of fixed income securities, term structure of interest rates; asset pricing models, valuation of fixed income securities, valuation of contingent claims, fixed income portfolio management.

6F:218 Corporate Financial Strategy—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Students will explore the major strategic decisions within the corporate form. The first topic is the study of risk management: why firms engage in it, their methods for doing so, and exercises in the simulation of uncertainty. Under the payout policy decision, the course studies both dividends and repurchases. Corporate governance topics include executive compensation, board structure, and institutional monitoring. Merger and acquisitions analysis focuses on regulation, valuation, anti-takeover devices, payment method, and LBOs. Divestitures and other restructuring topics include corporate diversification, spin-offs, carve-outs, private workouts, and Chapter 11.

6F:223 International Finance—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Impact of international financial markets on business and financial decisions in foreign environments; global finance, foreign exchange, Eurocurrency markets, currency derivatives, risk hedging, international bond and equity markets, privatization, joint ventures.

6F:224 Security Analysis—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Valuation of financial securities (primarily equities) using discounted cash flow model; industry, regulatory analysis; financial statement analysis; active portfolio management; value-based management techniques; valuation of firms outside the United States.

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Management and Organizations

6J:205 Contemporary Topics: Corporate Social Responsibility and Sustainability (Fall 2013)—3 s.h.
This course introduces students to the main corporate social responsibility (CSR) and sustainability themes and issues. We engage with various current debates such as the costs and benefits of CSR/sustainability, the relationship between leadership and CSR, the connection between CSR and innovation, and CSR’s effects on companies’ ability to attract and retain good employees. We examine numerous cases studies, ranging from small to large companies from various sectors: food and agriculture, manufacturing, finance, mining, energy, retail, transportation. Students will read and debate articles and case studies written by leading business experts, academics, and CEOs and will work individually or in teams on a CSR change analysis. 

6J:205 Contemporary Topics: Effective Managerial Communication—3 s.h.
Effective managers communicate effectively. Successful communicators know the importance of selecting the best channel, tone, and venue for their exchanges. Learn why repetition is critical. Students will practice and apply listening, questioning, writing, public speaking and conversational skills. Those skills will be applied to organizational communications, managerial communications, stakeholder communications and crisis communications.

6J:205 Contemporary Topics: Competitive Strategy—3 s.h.
This course provides students with strategy concepts, frameworks, and active learning activities to help them learn how to create a sustainable competitive advantage in business. The importance of strategic planning in all life cycles of a business will be a key focus, including how strategic planning plays a part in organizational leadership and creativity. Student teams will apply their knowledge by developing a strategic plan for a new business/product launch. Each team will conduct a strategic planning analysis of an existing business, citing the strengths and weaknesses of the strategies used in the business plan and execution of said plan. The course is delivered in an on-line format utilizing Blackboard Collaborate. Live chat sessions will be held and each student team will be assigned a virtual discussion room to collaborate on assignments.

6J:227 Human Resource Management—3 s.h.
Develops a systematic approach to managing human resources by emphasizing practices that are consistent with validated theories and empirical research. Attention paid to alignment of HR practices with various types of business strategies. Specific topics include HR strategy, recruitment and selection, training and development, employment law, international HR, career management, and compensation.

6J:232 Law and Ethics —3 s.h.
Legal issues surrounding start-up and day-to-day management of a business; contract law, standard business formations, tort law, employment law, business ethics, alternative dispute resolution.

6J:235 Maximizing Team Performance—3 s.h.
This seminar integrates the latest approaches to the art and science of implementing effective teams within an organization. Emphasis on practical application, using case studies, interactive and experiential exercises, self-assessment, and real-world problems to develop the skills necessary to lead high-performing teams. Optimizing the performance of the manager, as both a team player and team leader, team selection and formation, group dynamics, facilitation skills, and performance and obstacle management.

6J:242 Managing and Preventing Conflict—3 s.h.
Skills needed to manage high-conflict situations in the workplace, critical for long-term business success and job satisfaction. Using lectures, videos, and case studies, students will develop mediation-based skills and communication techniques to prevent and resolve workplace conflicts.

6J:244 Managing Organizational Performance—3 s.h.
Prerequisite: 6N:212 Management in Organizations or previous course work in organizational behavior.
Concepts and practices to effectively manage, measure, and improve organizational performance. Sample topics include establishing and communicating organizational expectations, the manager as coach and motivator, measurement methodologies, and performance improvement methods.

6J:245 Strategic Employee Development—3 s.h.
Concepts, practices in training and development; strategic issues affecting the design, implementation, and evaluation of training programs and of career management and organizational development activities.

6J:256 Dynamics of Negotiations—3 s.h.
Predictable aspects and dynamics of bargaining experiences; simulations, experiential exercises to foster skills needed for effective negotiation in almost any situation.

6J:261 Motivating Employees in Changing Environment—3 s.h.
Today’s employees are increasingly likely to work for many more companies now than in the past (or to start one of their own), to do more different types of work, to become independent contractors, to work remotely rather than face-to-face, and to communicate with co-workers or customers all over the world, 24/7. These changes have serious implications both for how companies motivate and retain talent. Course examines these trends from the dual perspective of managers seeking to motivate and develop employees, and professionals or would-be entrepreneurs seeking to maintain and build their marketability.

6J:262 Leadership and Personal Development—3 s.h.
Major theories; determinants of leader effectiveness, personal and career success; practical development of leadership, managerial skills to enhance individual, organizational effectiveness.

6J:263 Strategic Management of Change—3 s.h.
(previously titled Organizational Design and Transformation)
Prerequisite: 6N:212 Management in Organizations
How congruence in organizational strategy, structure and culture, job design, and employee characteristics produces effective organizations; emphasis on managing organizational change, implementing and working in teams, project management.

6J:268 Seminar in Management (Management Through Constructive Persuasion)
Today in team-based knowledge-centric enterprises, management is a function of consensus building, motivating employees, and convincing others. Selling concepts and services often requires effective persuasion. Effective persuasion is the ability to present a message in a way that leads others to support it. Real persuasion creates a sense of freedom—listeners and readers freely choose your perspective and support it. There is no commanding, just solid evidence coupled with emotional appeal, presented in a compelling fashion. This course explores many of the methods of persuasion evident since the golden age of Greece. We will examine these methods and apply them in a contemporary business setting.

6N:235 Seminar in International Business: Going & Growing Global in Latin America (Fall 2009)—3 s.h.
Issues and challenges facing organizations doing business in international markets; social, economic, political factors, business policies and customs in the global environment.

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Management Sciences

6K:217 Advanced Analytics (formerly Data & Decisions II)—3 s.h.
This course develops data-driven problem-solving skills for the prediction of uncertain outcomes and the prescription of business solutions.Assuming a basic knowledge of probability and descriptive statistics, the course covers advanced topics in linear and nonlinear regression, Monte Carlo simulation, forecasting, data mining and optimization utilizing spreadsheets and dedicated software packages.

6K:218 Statistical Methods for Process Improvement—3 s.h.
Prerequisite: 6N:216 Business Analytics
Strategies to improve quality of products, effectiveness of processes; managerial issues, statistical methods, quality, customer needs, customer satisfaction, quality measures and standards; understanding and reducing variability; builds on 6N:216 Business Analytics; data-based management, statistical process control, control charts, capability indexes, design of experiments.

6K:220 Introduction to Information Systems—3 s.h.
Effective ways for business firms to harness the power of information technology for strategic purposes conventional and emerging architectures of information systems; integrated perspective on structural relationships among IT components; emphasis on case studies.

6K:223 Management of E-Commerce Systems—3 s.h.
Familiarize individuals with current and emerging electronic commerce technologies using the Internet. Topics include Internet technology for business advantage; managing electronic commerce funds transfer; reinventing the future of business through electronic commerce; business opportunities in electronic commerce; electronic commerce website design; business plans for technology ventures; and social, political, and ethical issues associated with electronic commerce. The purpose of this course is to educate a new generation of managers, planners, analysts, and programmers of the realities and potential for electronic commerce. Text and cases will be integrated to help managers better direct the e-commerce process by integrating business models, marketing, and Internet technology. Technologies that underlie an e-commerce venture will be discussed. This includes using databases, providing web access to databases, and designing webpages that effectively reach your customers. An online store front will be built for your business. This course is delivered almost completely via the web.

6K:227 Introduction to Modeling with VBA—3 s.h.
Students learn to use Visual Basic for Applications (VBA) in Microsoft Excel. Exploration of basic programming concepts in VBA, macros, and models for decision making in finance, marketing, operations, and accounting. No prior programming experience required.

6K:230 Database Systems—3 s.h.
Theories and methodologies for semantic, logical, and physical database design; entity/relationship diagrams and their mapping to database schemas; normalization; languages for relational database systems, including relational algebra, Structured Query Language, query by example; query optimization and index selection; database and view creation, query and update processing; form and report design; practice with commercial DBMS products; integrity, security, concurrency control, transaction recovery.

6K:234 Information and Knowledge Management—3 s.h.
Methods to determine where the ability to capture and reuse organizational knowledge will prove most profitable to companies; how to design processes and technologies to use this information.

6K:285 Project Management—3 s.h.
Prepares students to effectively manage projects and project portfolios. Includes coverage of project selection, project planning and budgeting, scheduling, resource allocation, and project control. Includes integration of project planning tools including project management software.

6K:291 Strategy Deployment and Lean Enterprise—3 s.h.
Prerequisite: 6N:229 Operations Management
How organizations transform themselves into Lean enterprises that maximize customer value through the elimination of waste; focus on how manufacturing and service organizations successfully align their process improvement efforts to strategic goals of the organization (policy deployment); A3 thinking, strategic planning, balanced scorecard, Lean supply chain, employee engagement, and cultural transformation.

6K:292 Supply Chain Management—3 s.h.
Prerequisite: 6N:229 Operations Management
Design, operation, and management of a logistics system; design of production/service and warehousing systems, including distribution channel selection, inventory, transportation, customer partnering.

6K:293 Seminar in Lean Practices—3 s.h.
Prerequisite: 6N:229 Operations Management
Taught in conjunction with LAI Lean Academy (TM), this interactive course covers lean principles across the enterprise with real-world applications in both manufacturing and service sectors.

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Marketing

6M:215 (MKTG: 9015) Social Media Marketing for Business—3 s.h.
Prerequisite: 6N:211 Marketing Management
Fundamentals of social media marketing; establishing clear organizational goals for engaging in social media to market a product or service, developing solid strategies for implementation, and determining other key campaign logistics.

6M:225 Direct Marketing Strategies—3 s.h.
Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Principles and processes of direct and database marketing; insight into requirements for building a customer-based marketing strategy.

6M:229 Customer Relationship Management—3 s.h.
Prerequisite: 6N:211 Marketing Management
Analytical approaches to customer relationship management; identifying good prospects and customer acquisition. Issues, techniques, and terminology associated with database marketing and data mining. Analysis of customer databases; assessing lifetime valuation (LTV) of customers, identifying "high potential" customers, estimating return on marketing investment, and building predictive models to estimate the probability of response to a marketing campaign.

6M:230 Marketing Research Methods—3 s.h.
Prerequisites: 6N:211 Marketing Management and 6N:216 Business Analytics
Managerial applications of marketing research techniques, including methods of design, analysis, interpretation of marketing research studies; assessing value of information, sampling, sources of bias, instrument construction, interpretation of scanner data, geodemographic data, applications of integrated research systems.

6M:231 Business to Business Marketing—3 s.h.
Prerequisite: 6N:211 Marketing Management
Industrial buyer behavior, buyer-seller relationships, interactive product policy and market segmentation, distribution and selling systems; skill development in formulating marketing strategies for industrial products and services, industrial marketing problem solving and decision making.

6M:233 Service Marketing—3 s.h.
Prerequisite: 6N:211 Marketing Management
Production, consumption, and marketing of services; solutions to problems faced by service managers; development of an organizational marketing system for delivery of quality service.

6M:234 Product Management—3 s.h.
Prerequisite: 6N:211 Marketing Management or previous course work or significant work experience in marketing
Techniques of new product development; idea generation, concept screening, product design, market testing, forecasting, brand management strategies within the firm.

6M:235 International Marketing—3 s.h.
Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Domestic versus international perspective; identification and evaluation of opportunities and risks in non-U.S. markets; research problems in global markets; effects of international organizations, foreign exchange, macroeconomic policies, local law, and cultural differences on consumer behavior and marketing decisions; multinational versus global marketing strategies (entry, product adaptation, channel logistics, pricing, promotion); emphasis on practical applications.

6M:253 Product and Pricing Decisions—3 s.h.
Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Create and capture value through product and service design, including stage-gate evaluation models; implement pricing strategy for new products and existing product lines.

6M:254 Customer Analysis—3 s.h.
Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Use customer insights to support successful marketing programs; organizational, individual, and joint decision making; post sale satisfaction behaviors.

6M:255 Marketing Communication and Promotions—3 s.h.
Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Develop effective communication programs for business and consumer markets; manage agency relationships; integrate media/vehicle platforms; track and evaluate investments in communications and promotions. Students who have completed 6M:236 Advertising & Promotion Strategy cannot enroll in 6M:255.