| MBA 500 | Managerial and Career Effectiveness | UNITS: 1-3 |
| Frameworks, concepts and tools for management and career effectiveness. Assessment of managerial strengths, weaknesses, and potential. Team building, public speaking, networking, decision making, creativity and problem solving. Career development techniques including data mining, job search, behavior based interviewing, and negotiation skills with practical application of those concepts. Restricted to MBA Students. |
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| MBA 503 | Survey of Accounting | UNITS: 3 |
| Accelerated survey of basic concepts underlying accounting in profit-oriented firms; concepts for decision making in manufacturing; content and interpretation of published financial statements; data measurement; product costing; budgeting. May notbe taken for credit by students majoring or minoring in accounting |
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| MBA 504 | Data Analysis & Forecasting Methods for Management | UNITS: 3 |
| Role of quantitative modeling in management. Application of tools for data analysis and forecasting, with an emphasis on decision making and analytical skills. |
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| MBA 505 | Global Economics for Managers | UNITS: 3 |
| Survey of economic concepts applied to managerial decisions. Competition. Market power. The firm, production, and cost. Pricing practices. Output, employment, interest rates and inflation. Determinants of exchange rates and balance of payments. Not open to students pursuing major or minor in Economics. Restricted to MBA students. |
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| MBA 508 | Global Management Simulation | UNITS: 1 |
| Introductory experience in managerial decision-making for success in the global economy. Immersion in simulation of business functions including finance, operations, marketing, human resource management, information technology, and accounting. Hands-on management of complex corporate forms and analytical tools from multiple functional areas of business. Introduction to effective team-building, leadership, and communication for high-performance in international competition. Restricted to MBAstudents. |
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| MBA 510 | Information Technology Management | UNITS: 2 |
| Effective implementation, management and use of emerging IT-driven business practices. Information technology innovation and firm IT adoption. Strategic implications of IT. IT investment justification. Techniques for decision making regarding IT. Restricted to MBA students. |
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| MBA 511 | Networking Infrastructure for E-Commerce | UNITS: 3 |
| Network infrastructure necessary for electronic commerce, as well as general business needs. Network technologies, architectures, security and applications. |
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| MBA 514 | Technology, Law, and the Internet | UNITS: 3 |
| Legal aspects of technology management. Examination of intellectural property law, mainly focused on software. Contract law for e-commerce as well as warranties and new product development. cyberlaw issues such as protection of privacy, freedom of expression, crime, and fraud. |
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| MBA 515 | Enterprise Systems | UNITS: 3 |
| Use of enterprise systems in planning, controlling and managing operations. Discussion of ERP and other enterprise systems such as customer relationship management systems. Enterprise systems life cycle. Project using reengineering principles to make business processes more efficient. Hands on experience with Netsuite ERP/CRM and Microsoft Visio. Enterprise systems case studies providing implications for IT management. Technical and end u ser aspects included. |
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| MBA 516 | E-Commerce Practicum | UNITS: 3 |
| Semester-long team project to prototype a secure e-commerce system to address a real problem furnished by an organization. Students will be organized into teams including individuals of varying backgrounds, majors and skill sets to cover both the business and technical aspects of the problem. |
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| MBA 520 | Managerial Finance | UNITS: 3 |
| Investment and financing decisions by businesses with emphasis on technology-driven organizations in rapidly changing environments. Cash as the basis of asset valuation. Time value of money. Capital budgeting decisions under certainty and uncertainty. Capital market theory. Cost of capital. Capital structure theory and dividend policy. Cash management. Options and managerial implications. Derivatives and risk management. |
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| MBA 521 | Advanced Corporate Finance | UNITS: 3 |
| Overview of financial management. Evaluation of projects and valuation of real assets using traditional discounted cash flow analysis and real options. Role of financial leverage; optimal capital structure. Conflicts between security holders and management; stockholder-bondholder conflicts; financial distress, bankruptcy and reorganization; corporate control and restructuring; corporate governance issues. |
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| MBA 522 | Security Analysis and Portfolio Management | UNITS: 3 |
| Prerequisite: MBA 520 |
| Theory and practice of investment decision making for individual and institutional investors. Survey of investment opportunities and security markets. Portfolio management strategies. Security valuation and analysis. Market efficiency and active investment management. |
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| MBA 523 | Investment Theory and Practice | UNITS: 3 |
| Advanced topics in investments with a focus on underlying theory and practical application using real world data. Stock valuation models, bond valuation, derivatives, portfolio performance evaluation, investment strategies, efficient market theory and other current issues in investment finance. |
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| MBA 525 | Taxes and Business Strategy | UNITS: 3 - Offered in Fall and Summer |
| Importance of tax consideratoins in business decisions. Framework for understanding how taxes affect business strategy and financing decisions in a wide variety of settings. |
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| MBA 526 | International Finance | UNITS: 3 |
| Theory and practice of financial management in the international arena, including spot and forward markets for foreign exchange, currency futures and options contracts, international arbitrage conditions, foreign exchange exposure, foreign trade financing instruments, direct and portfolio investment abroad, and the role of country risk in determining investments. |
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| MBA 527 | Corporate Risk Management | UNITS: 3 - Offered in Spring Only |
| Prerequisite: MBA 520 |
| Fundamentals of corporate risk management from a strategic decision-making perspective. Emphasis on how exposures to financial risks (foreign currency, credit, interest rate, etc.) affect the firm, and how risk exposures can be reengineered to enhance shareholder value. Topics include the major sources of risk, the measurement of risk exposures, methods and strategies of managing and controlling risk and tools of the financial engineer--futures, options, swaps, and other derivatives. |
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| MBA 528 | Asset Pricing | UNITS: 3 - Offered in Fall Only |
| Prerequisite: MA 301, MA 305 and MA 421 |
| Introduction to major fundamental assets (stocks and bonds), interest rates, and derivative assets, such as put and call options. Arbitrage theorem, present value, risk aversion, hedging, duration, properties of derivative assets, binomial trees, elementary stochastic calculus, Black-Scholes option pricing formula, implied volatility, capital asset pricing model. Emphasis on mathematical methods used to price derivative assets. |
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| MBA 529 | New Firm Financing | UNITS: 3 |
| Survey of financial management problems at firms from initial formation to initial public offering. Financial components of business plan, design of financial information and control systems, sources of funds for small firms, financing rapid growth,firm valuation for initial public offerings, going public transactions. |
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| MBA 530 | Managing the Global High-Tech Workforce | UNITS: 2 |
| Fundamental principles of human resource management and organizational behavior. Coverage of specific practices in the U.S., as well as issues of which managers would be aware about managing people around the globe. Global teams. Staffing and job design. Performance measurement and compensation. Conflict management. Leadership. Cultural issues. Restricted to MBA students. |
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| MBA 536 | Creativity in Management | UNITS: 3 - Offered in Fall Only |
| Organizational use of creativity management techniques to generate and synthesize new ideas that can lead to new products or processes. Research-based literature in psychology and management on how companies should and do manage creativity, including processes that can stimulate creative thinking. Models exploring creativity and the workplace. Development, enhancement and evaluation of concepts. Implementation issues. |
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| MBA 540 | Operations and Supply Chain Management | UNITS: 2 |
| Design and management of organizational operations, including both services and manufacturing. Analysis of strategies, processes, planning and control, quality, and advanced operations techniques using a variety of managerial and quantitative models. Restricted to MBA students. |
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| MBA 541 | Supply Management | UNITS: 3 |
| Major themes and strategies in supply management. Focus on performance measurement, supplier assessment, negotiations, contracting, cost modeling, supplier relationship management, and supply market analysis in a globally integrated supply chain. Emphasizes collaboration and strategy execution through assessing, establishing metrics/ expectations, contracting, and managing external business relationships. Students will engage in a supply chain simulation that provides insights into application of these concepts, as well as completion of a commodity analysis for an SCRC member company. |
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| MBA 542 | Supply Chain Logistics | UNITS: 3 |
| Effective logistics decision-making using a variety of conceptual frameworks and quantitative tools. Relationship between logistics and broader issues of managing the entire supply chain and fulfilling the strategic objectives of a firm. Inventorymanagement. Transportation. Network design. |
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| MBA 543 | Planning and Control Systems | UNITS: 3 |
| Design and management of planning and control systems within the organization and across the supply chain. Business planning, master production scheduling, material requirements planning, just-in-time and theory of constraints. Enterprise resourceplanning (ERP) and business-to-business (B2B) systems. Impact of information technologies on planning and control systems. Major project using state-of-the-art ERP system. |
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| MBA 550 | Management of Technology and Innovation | UNITS: 2 |
| Restricted to MBA students. Overview of the management of innovation and technology for value creation in increasingly complex and changing business environments. Management of strategic innovation and new product/service development processes within organizations. Restricted to MBA students. |
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| MBA 551 | Service Management and Marketing | UNITS: 1.5 - Offered in Spring Only |
| Overview of services management and marketing. Key managerial and marketing components associated with running a service focused business. Introduction to services definitions and taxonomies. Nature of services and analysis of the service encounter via the GAPs model. Customer behavior, expectations and perceptions related to services. Exploration of customer relationships, profitability and return on investment. Articulation of services business strategy. New service development, design, and blue printing processes and issues associated iwth managing capacity and demand in services businesses. |
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| MBA 552 | Management Issues in Organizational Culture | UNITS: 1.5 - Offered in Spring Only |
| Services depend on a successful co-production relationship of individuals from different organizations, with different organizational cultures. This course will focus on skills development to engage in that co-production relationship successfully, "read and speak" the culture of an organization using solid research tools, and use those skills in the practice of a service development within a particular organizational culture context. |
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| MBA 553 | Business Process Design and Analysis | UNITS: 3 |
| Identification, development, analysis, improvement and management of business processes. Strategic and executional issues critical to high-performance processes. Lean tools. Six sigma. Process redesign. Outsourcing. Service oriented architecture. Examples from different industries and functional areas within firms, to identify similarities and differences of well run processes. |
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| MBA 554 | Project Management | UNITS: 3 |
| Life cycle view of organizing and managing technical projects, including project selection, planning, and execution. Methods for managing and controlling project costs, schedules, and scope. techniques for assessing project risk. Use of popular project management software tools. Application of project management tools and methods to product development, software, and process reengineering projects. |
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| MBA 555 | Product Design and Development | UNITS: 4 |
| Total product realization process, including customer needs analysis, product design and engineering, manufacturability assessment and marketing plan development. Definition of relevant market, design and engineering principles, financial considerations and manufacturing aspects of product development process. Application and integration of business, design and engineering methodologies, concepts and tools on actual product design and development project. |
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| MBA 557 | Management Consulting | UNITS: 3 - Offered in Spring Only |
| Overview of management consulting with primary emphasis on the application of consulting methods employed to address business issues within organizations. Overview of the generic issue-based consulting process: identifying and prioritizing issues, identifying root-causes of priority issues, developing interventions to address root-causes and measureing impact of interventions on performance. Explanation of how the concepts, procedures and methods of issue-based consulting concepts and procedures to organization issues in strategy, performance, process and change management. |
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| MBA 560 | Marketing Management and Strategy | UNITS: 2 |
| Market segmentation, targeting, and positioning. Channels of distribution, promotion strategy, product development strategy, and pricing strategy. Relationship marketing and marketing strategy. Applications in high-tech environments. Restricted to MBA students. |
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| MBA 561 | Marketing Analytics | UNITS: 3 - Offered in Spring Only |
| The art and science of developing and utilizing quantitative marketing decision models to plan, implement, and analyze marketing strategies and tactics. Market response models. Segmentation and targeting. Price and sales promotion decisions. Strategic market analysis; new product decisions. |
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| MBA 562 | Research Methods In Marketing | UNITS: 3 |
| A systematic approach to structure, implementation and analysis of marketing research for decision making. Models of consumer demand and firm behavior analyzed in a marketing context. |
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| MBA 563 | Product and Brand Management | UNITS: 3 |
| Marketing planning and product management. New product concept evaluation and selection. Managing products over the life cycle. Developing and implementing a brand strategy. Repositioning and revitalizing brands Brand extension. Managing globalbrands. |
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| MBA 564 | Business Relationship Management | UNITS: 3 - Offered in Spring Only |
| Strategic, successful management of the multitude of business relationships that contemporary managers face. Universal and idiosyncratic business relationship skills to allow technically-oriented managers such as engineers and scientists to interact with a variety of constituents. Integrated perspective of marketing communications as a process of successfully interacting with each constituency with the goal of fostering long-term satisfaction and loyalty, which ultimately translates to sustainable competitive advantage. |
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| MBA 570 | Managing the Growth Venture | UNITS: 4 - Offered in Spring Only |
| Entrepreneurial planning as an iterative process continually driven by a stream of strategic choices. Social networks, organizational structure and culture, opportunity creation, discovery and evaluation, firm growth and change, intellectual property, employment practices and incentives, innovation, financing, and entrepreneurial improvisation. Creation of a strategic growth plan for a venture. |
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| MBA 576 | Technology Evaluation and Commercialization Concepts | UNITS: 3 |
| Commercialization potential of new technologies, products and processes. Interdisciplinary teams, marketing, organizational design, operational, finance, and manufacturing issues. Innovation management, strategic assessment and planning. Entrepreneurial and technology transfer mechanisms including spinoffs, licensing, and high technology startups. Practical application with project and team management skills development. |
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| MBA 577 | High Technology Entrepreneurship | UNITS: 3 |
| Commercialization strategies for prioritized technologies. Industry assessment. Core and complementary asset evaluation. Large company development processes. Corporate political processes for technology and product development. Product market, ownership strategies, customer requirements and technology capabilites. Business plan development and market acceptance. Practical application of technology management skills. |
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| MBA 578 | Implementing Technology Commercialization Strategies | UNITS: 3 |
| Commercialization implementation of new technologies, products, and processes. Interdisciplinary management teams, angel investing, venture capital investing, Securities and Exchange Commission. Identifying institutional investors, investor relations. Investor notebook, complementary asset acquisition. Presentation of high technology business plans. |
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| MBA 580 | Global Strategy | UNITS: 2 |
| Practice-oriented capstone course that integrates the concepts, knowledge and skills of the MBA program. Strong global emphasis. Strategic thinking, strategic analysis, creation of competitive advantage. Creation and monitoring of entrepreneurialopportunities. Restricted to MBA students. |
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| MBA 585 | Current Topics in BioSciences Management | UNITS: 3 - Offered in Spring Only |
| Business processes and strategies across the global BioSciences value chain, including the R&D realities, product life cycles, key elements of product discovery and development, intellectual property, regulatory trials, government approval, production, sourcing, logistics, sales, marketing and customer service. The complete value chain of a new biotechnology-based product. |
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| MBA 586 | Legal and Marketing Dynamics in Pharmaceutical and Biotechnology | UNITS: 3 - Offered in Fall Only |
| Exploration of unique environment in which biotechnology research is conducted and resultant drugs and products are sold. Legal restraints affecting pharmaceutical marketing and reimbursement options; regulatory issues; pre-clinical research. Laws limiting or affecting pharmaceutical and biomedical marketing Ethical issues in the research and marketing processes. |
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| MBA 590 | Special Topics In Business Management | UNITS: 1-6 |
| Presentation of material not normally available in regular courses offerings or offering of new courses on a trial basis. |
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| MBA 610 | Special Topics in Business Administration | UNITS: 1-3 |
| Special topics course dealing with issues not covered in regularly scheduled courses. Restricted to MBA students. |
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| MBA 630 | Independent Study In Business Management | UNITS: 1-6 - No Course Evaluation |
| Detailed investigation of topics of particular interest to graduate students under faculty direction on a tutorial basis. Determination of credits and content by faculty member in consultation with department head. |
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| MBA 688 | Non-Thesis Masters Continuous Registration - Half Time Registration | UNITS: 1 |
| For students in non-thesis master's programs who have completed all credit hour requirements for their degree but need to maintain half-time continuous registration to complete incomplete grades, projects, final master's exam, etc. |
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| MBA 689 | Non-Thesis Master Continuous Registration - Full Time Registration | UNITS: 3 |
| For students in non-thesis master's programs who have completed all credit hour requirements for their degree but need to maintain full-time continuous registration to complete incomplete grades, projects, final master's exam, etc. Students may register for this course a maximum of one semester. |
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