Course Descriptions

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

See Elective Courses

Core Courses

MBA:8110 (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.

MBA:8120 (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.

MBA:8140 (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.

MBA:8150 (6N:216) Business Analytics—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.

MBA:8160 (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.

MBA:8180 (6N:225) Managerial Finance—3 s.h.
Prerequisite: MBA:8140 (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.

MBA:8190 (6N:229) Operations Management—3 s.h.
Prerequisite: MBA:8150 (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.

MBA:8210 (6N:223) Global Business Strategy—3 s.h.
Prerequisite: MBA:8120 (6N:212) Management in Organizations. 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.

MBA:8300 (6N:240) Strategic Management and Policy—3 s.h.
Prerequisites: MBA:8110 (6N:211) Marketing Management, MBA:8140 (6N:215) Corporate Financial Reporting, MBA:8150 (6N:216) Business Analytics, MBA:8180 (6N:225) Managerial Finance, MBA:8190 (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:



ACCT:9040 (06A:245) Financial Information and Capital Markets—3 s.h.
Prerequisite: MBA:8140 (6N:215) Corporate Financial Reporting and MBA:8180 (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. Up


ENTR:9100 (06T:220) Entrepreneurship and Innovation —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.

ENTR:9400 (06T: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.

ENTR:9500 (06T:250) Managing the Growth Business—3 s.h.
Issues faced by new, rapidly growing businesses; adapting organizational structure as business expands, building a management team, hiring new employees, managing strategic growth of a business; case studies, particularly in technology sector.

ENTR:9700 (06T:292) Entrepreneurship Business Consulting—3 s.h..
Experience on teams providing consulting services to start-up and early-stage companies; the consulting process -- proposal development, data collection and analysis, final report preparation and presentation; projects -- marketing studies, financial projections, strategic planning.



FIN:9010 (06F:205) Contemporary Topics: Corporate and Financial Risk Management—3 s.h.
Prerequisite: MBA:8180 (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.

FIN:9200 (06F:212) Portfolio Management—3 s.h.
Prerequisite: MBA:8180 (6N:225) Managerial Finance
Introduction to fundamental elements of modern portfolio theory, application to investment analysis; investment environment, instruments, types of investors; concepts of risk and return, broad perspective on historical risk and return of various asset classes; asset allocation decision, risk and return dynamics of a multiple securities portfolio; varied asset pricing models, how capital markets work for investors and users of capital.

FIN:9210 (06F:213) Derivatives—3 s.h.
Prerequisite: MBA:8180 (6N:225) Managerial Finance
Examination of the wide range of derivative securities that cover the financial landscape; the market place, trading, and investors; different derivative securities in existence, their relationship with the underlying securities, and pricing; applications of derivative securities to risk management and speculation; application of principles to fixed income, international finance, real estate, and securitization.

FIN:9220 (06F:216) Fixed Income Securities—3 s.h.
Prerequisite: MBA:8180 (6N:225) Managerial Finance
Conceptual framework and tools to undertake the valuation of fixed income securities and the management of fixed income portfolios; varied fixed income instruments and the markets in which they trade; introduction to basic building blocks of fixed income analysis, including concepts of duration, convexity, and term structure of interest rates; application of concepts in bond portfolio immunization strategies; use of interest rate derivatives in portfolio hedging applications.

FIN:9230 (06F:214) Real Estate Finance and Investments—3 s.h.
Prerequisite: MBA:8180 (6N:225) Managerial Finance
In-depth understanding of concepts and techniques of real estate financial analysis, equity investment decision making; real estate investing from analysis of developments through the securitization of mortgages; mortgage markets and pricing, real estate finance and investments, mortgage-backed securities, development process, real estate valuation, tax effects, securitized real estate, real estate cycles, application of derivative instruments, strategic asset allocation.

FIN:9240 (06F:223) International Finance—3 s.h.
Prerequisite: MBA:8180 (6N:225) Managerial Finance
Introduction to structure and functioning of global financial markets; currency market, international equity markets; use of derivatives in currency risk management for corporate and investment needs; corporate investment decisions in an international context.

FIN:9270 (06F:224) Security Analysis—3 s.h.
Prerequisite: MBA:8180 (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.

FIN:9280 (06F:208) Structured Finance: Securitization—3 s.h.
Prerequisite: MBA:8180 (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.

FIN:9300 (06F:215) Corporate Investment and Financing Decisions—3 s.h.
Prerequisite: MBA:8180 (6N:225) Managerial Finance
Underpinnings and optimization of corporations’ investment and financing decisions; firm-wide and project-specific cost of capital, optimal capital structure decisions; in-depth capital budgeting methods, including real options techniques; corporate investment module of the class includes simulation analysis using Crystal Ball; cost of capital, valuation techniques, advanced capital budgeting, capital structure and dividend policy, option pricing models applied to corporate finance.

FIN:9310 (06F:218) Corporate Financial Strategy—3 s.h.
Prerequisite: MBA:8180 (6N:225) Managerial Finance
Major strategic decisions within the corporate form; risk management, including why firms engage in it, their methods for doing so, and exercises in the simulation of uncertainty; dividends and repurchases under the payout policy decision; corporate governance topics, including executive compensation, board structure, and institutional monitoring; merger and acquisitions analysis, including regulation, valuation, anti-takeover devices, payment method, and LBOs; divestitures and other restructuring topics, including corporate diversification, spin-offs, carve-outs, private workouts, and Chapter 11.

FIN:9350 (06F:207) Wealth Management—3 s.h.
Prerequisite: MBA:8180 (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.


Management and Organizations


MGMT:7900 (06J: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.

MGMT:7900 (06J: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.

MGMT:7900 (06J:205) Contemporary Topics: Leading Organizational Performance Through a Polarity Lens—3 s.h.
This meta-theory course provides a methodology (lens) to see and differentiate Either/Or from Both/ And decision making.  Regardless of the terminology used (polarity, paradox, dilemma, tension), research shows that the leaders and organizations who have integrated Polarity Thinking into their culture and are able to effectively leverage polarities, outperform those whose decision making is more traditionally constrained. Highly competent enterprise leaders avoid the false choices of a focus on Mission or Margin, Centralized or Decentralized, Individual Effort or Team Effort, Speed to Market or Quality because they know that the answer to these paradoxes is a resounding both/and yes. Developing strong Polarity Thinking skills fills the gap between leadership theory and day-to-day leadership practice. 

MGMT:9090 (06J:230) Influence and Constructive Persuasion—3 s.h.
Exploration of methods of persuasion and the science behind why and how influence works in a contemporary business setting; leadership as a function of consensus building, convincing, and motivating in today's team-based, knowledge-centric enterprises; how leaders select from a variety of influence techniques to get others' commitment to a course of action rather than commanding others; persuasion -- using solid evidence coupled with emotional appeal -- as capacity to present a message in a way that leads others to support it; how persuasion, when used effectively, creates a sense of freedom -- others freely choose your perspective and support it.

MGMT:9091 (06J:231) Corporate Social Responsibility and Sustainability—2-3 s.h.
Introduction to main corporate social responsibility (CSR) and sustainability issues; current debates; costs and benefits of CSR/sustainability; relationship between leadership, innovation, and CSR; CSR's effects on companies' ability to attract and retain good employees; numerous cases studies ranging from small to large companies from various sectors including food and agriculture, manufacturing, finance, mining, energy, retail, transportation; students read and debate articles and case studies written by leading business experts, academics, and CEOs; individual or team work on a CSR change analysis. 

MGMT:9110 (06J: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.

MGMT:9120 (06J: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.

MGMT:9130 (06J:263) Strategic Management of Change—3 s.h.
Prerequisite: MBA:8120 (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.

MGMT:9210 (06J: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.

MGMT:9220 (06J:235) Maximizing Team Performance—3 s.h.
Current approaches to implementing effective teams within organizations; team selection and formation, group dynamics, facilitation skills, performance and obstacle management.

MGMT:9230 (06J:242) Managing and Preventing Conflict—3 s.h.
Skills for management of high-conflict situations in the workplace and for long-term business success and job satisfaction; experience developing mediation-based skills and communication techniques to prevent and resolve workplace conflicts.

MGMT:9250 (06J:244) Managing Employee Performance—3 s.h.
Prerequisite: MBA:8120 (6N:212) Management in Organizations or previous course work in management or organizational behavior/development.
Concepts and practices to effectively manage, measure, and improve employee performance; establishing and communicating organizational expectations, the manager as coach and motivator, measurement methodologies, performance improvement methods.

MGMT:9260 (06J: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.

MGMT:9270 (06J:227) Human Resource Management—3 s.h.
Systematic approach to managing human resources through practices consistent with validated theories and empirical research; human resources practices and business strategies; human resources strategy, recruitment and selection, training and development, employment law, international human resources, career management, compensation.

MBA:8500 (06N:235) Seminar in International Business —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.


Management Sciences

MSCI:6070 (06K:232) Data Science—3 s.h.
Prerequisite: MBA:8150 (6N:216) Business Analytics, MSCI:9230 (06K:230) Database Systems or consent of the instructor
Underlying concepts and practical computational skills of data mining tools including penalty based variable selection (LASSO), logistic regression, regression and classification trees, clustering methods, principal components and partial least squares; analysis of text and network data; theory behind most useful data mining tools and how to use these tools in real world situations; software for analysis, exploration, and simplification of large high dimensional data sets.

MSCI:9110 (06K:217) Advanced Analytics —3 s.h.
Prerequisite: MBA:8150 (6N:216) Business Analytics
Development of data-driven, problem-solving skills for prediction of uncertain outcomes and prescription of business solutions; linear and nonlinear regression, Monte Carlo simulation, forecasting, data mining, and optimization utilizing spreadsheets and dedicated software packages.

MSCI:9120 (06K:292) Supply Chain Management—3 s.h.
Prerequisite: MBA:8190 (6N:229) Operations Management
Design, operation, and management of a supply chain; supplier and customer contracting and partnering, inventory, transportation and logistics.

MSCI:9130 (06K:293) Seminar in Lean Practices—3 s.h.
Prerequisite: MBA:8190 (6N:229) Operations Management
Lean principles across the enterprise; real-world applications in manufacturing and service sectors; taught in an interactive approach using hands-on exercises and case studies.

MSCI:9135 (06K:291) Strategy Deployment and Lean Enterprise—3 s.h.
Prerequisite: MBA:8190 (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.

MSCI:9185 (06K:285) Project Management—3 s.h.
Preparation for managing projects and project portfolios; project selection, project planning and budgeting, scheduling, resource allocation, project control; integration of project planning tools, including project management software.

MSCI:9210 (06K: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.

MSCI:9230 (06K: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.



MKTG:9010 (06M:238) Contemporary Topics: Digital Marketing Strategies & Analytics—3 s.h.
Prerequisite: MBA:8110 (6N:211) Marketing Management
The course will take a comprehensive look at how companies use digital marketing and analytics to create value for their customers. Topics covered will include an overview of current analytic tools and technologies used in digital marketing. Students will be introduced to JMP, state-of-the-art and visually stunning software, to conduct strategic applications of marketing analytics. Course materials will be illustrated with applications using cases coming from B2C, B2B and services marketing contexts.

MKTG: 9015 (6M:215) Social Media Marketing for Business—3 s.h.
Prerequisite: MBA:8110 (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.

MKTG:9120 (06M:229) Customer Relationship Management—3 s.h.
Prerequisite: MBA:8110 (6N:211) Marketing Management
Analytical approaches to customer relationship management; 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, building predictive models to estimate the probability of response to a marketing campaign.

MKTG:9170 (06M:231) Business to Business Marketing—3 s.h.
Prerequisite: MBA:8110 (6N:211) Marketing Management
Industrial buyer behavior, buyer-seller relationships, interactive product policy and market segmentation, distribution and selling systems; skill development in market strategy formulation for industrial products and services, and in solving problems and making decisions about industrial marketing.

MKTG:9190 (06M:235) International Marketing—3 s.h.
Prerequisite: MBA:8110 (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.

MKTG:9300 (06M:250) Applied Marketing Research—3 s.h.
Prerequisite: MBA:8110 (6N:211) Marketing Management and MBA:8150 (06N:216) Business Analytics
Research design, survey design, sampling, data analysis, qualitative research methods, research project management.

MKTG:9320 (6M:252) Strategic Brand Positioning—3 s.h.
Prerequisite: MBA:8110 (6N:211) Marketing Management
Define market boundaries; use customer and competitor analyses to create sustainable market positions; create and manage brand identities; brand architecture, brand equity measurement.

MKTG:9330 (06M:253) Product and Pricing Decisions—3 s.h.
Prerequisite: MBA:8110 (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.

MKTG:9340 (06M:254) Customer Analysis—3 s.h.
Prerequisite: MBA:8110 (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.

MKTG:9350 (06M:255) Marketing Communication and Promotions—3 s.h.
Prerequisite: MBA:8110 (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.