Program Details : University Catalogs : University of Minnesota

ACCT 5181 - Consolidations and Advanced Reporting

Credits:	2.0 [max 2.0]
Course Equivalencies:	Acct 5180/Acct 6160
Grading Basis:	A-F or Aud
Typically offered:	Every Spring & Summer

Theory underlying preparation of consolidated financial statements, as well as mechanical computations needed to prepare statements. prereq: 5101, 5102 recommended, or MBA 6031 (equiv. is also MBA 6030 before course number change in Fall 2022). MBA/Mgmt Sci MBA students must register A/F grade base.

ACCT 6102 - Financial Statement Analysis

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Firms communicate their results to various users through financial statements. By developing an understanding about how companies report their economic transactions, financial statement users can better understand the results of those transactions. Financial statements tell the story of a firm and are the basis upon which business decisions are made, so users need the ability to properly analyze the financial statements in order to make accurate decisions regarding the firm?s future. By the end of this course, students should be able to evaluate how a firm?s business strategy translates to the financial statements, recognize potential earnings management, decipher whether a firm?s profitability is sustainable or unsustainable, understand revenue recognition rules and the potential for manipulation, articulate the general accounting rules regarding operating activities for a firm, evaluate how investing and financing activities affect a firm?s health, and utilize financial forecasting to predict how a company will likely perform in the future. prereq: MBA 6031, MBA/Mgmt Sci MBA student

BLAW 6158 - The study of laws affecting private business and publicly-traded companies.

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

This course highlights topics that are important to any business manager, with particular emphasis on areas of interest for those aspiring to high level executive/management positions with publicly-traded companies. General topics include: contracts, real estate law, the law of agency, employment law, certain discrimination laws (including Minnesota's fairly recent protections for women in the workplace), and forms of business entity. Public company subjects include: pros and cons of going public, the IPO process, federal securities laws and SEC regulations regarding public company reporting requirements, insider trading, the Sarbanes-Oxley Act of 2002 and its impact on corporate governance, trends in shareholder democracy rights and shareholder activism, and the role of boards and audit committees. Throughout the course, we will examine the impact of the Supreme Court on American business. prereq: MBA or Mgmt Sci MBA student

ENTR 6025 - Introduction to Entrepreneurship

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring & Summer

The course helps students develop insights on starting and sustaining a successful venture. The course focus is on opportunity identification and evaluation: Where do new venture ideas come from? How do you recognize a good business idea? How can a so-so idea be improved to be a good opportunity? Students will focus on five characteristics of a good entrepreneurial opportunity: Creating significant customer value, profit potential, profit durability, founder and team fit, and amenability to financing. prereq: MBA or Mgmt Sci MBA student

ENTR 6021 - Developing New Ventures

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

This seven-week course is for students interested in learning how to design and pitch a new venture (ventures can include for-profit startups, nonprofit startups, or internal corporate product/service development initiatives). Students work in teams to develop and write a business proposal for their ?own? venture and consider the practical aspects associated with securing buy-in. Students will engage in all aspects of the proposal development process including designing, testing, validating, pitching, advancing/defending, iterating, and effectively implementing the proposal. Students will also have the opportunity to observe, analyze, and learn from the development and implementation efforts of others.

ENTR 6036 - Managing the Growing Business

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring & Summer

Challenges posed by rapid growth/change in independent startups. Infrastructure development, radical changes in strategy, continuous needs for substantial additional resources. Emphasizes analysis of factors accelerating/impeding growth and review/creation of growth strategies. Integration of concepts from strategy, operations, marketing, finance, and human resource management. prereq: MBA or Mgmt Sci MBA student

ENTR 6037 - Corporate Venturing

Credits:	2.0 [max 2.0]
Grading Basis:	A-F or Aud
Typically offered:	Every Fall & Summer

Entrepreneurial role of top management in maintaining/increasing stakeholder value through formation/acquisition of new businesses, products, or markets within established corporations. Strategic role of corporate venturing. Cases, guest speakers, group projects. prereq: MBA or Mgmt Sci MBA student

ENTR 6041 - Initiating New Product Design and Business Development

Credits:	4.0 [max 10.0]
Course Equivalencies:	BMEn 8401/Entr 6041/PDes 8221
Grading Basis:	A-F only
Typically offered:	Every Fall

In this course students work on product development projects sponsored by client companies and/or entrepreneurs. Projects run all year, but students may enroll for either or both terms. Coursework includes a series of assignments concerned with identifying, researching, and specifying the market and technical parameters for a new product. Assignments feed into a series of deliverables that are presented to the client. Market research emphasizes interviews with prospective customers and experts as well as business model development. Technical solutions are developed through rapid prototyping and concept rendering. Project work iterates between attention to market and technical considerations. Fall & Spring terms offer similar content, although project scope narrows in the Spring term. prereq: MBA student or non-MBA with instructor + MBA program permission.

ENTR 6042 - Implementing New Product Design and Business Development

Credits:	4.0 [max 8.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Implementation of product development projects begun in the Fall term in Entr 6041. In this course students work on product development projects sponsored by client companies and/or entrepreneurs. Projects run all year, but students may enroll for either or both terms. Coursework includes a series of assignments concerned with identifying, researching, and specifying the market and technical parameters for a new product. Assignments feed into a series of deliverables that are presented to the client. Market research emphasizes interviews with prospective customers and experts as well as business model development. Technical solutions are developed through rapid prototyping and concept rendering. Project work iterates between attention to market and technical considerations. Fall & Spring terms offer similar content, although project scope narrows in the Spring term. prereq: MBA student or non-MBA with instructor + MBA program permission.

FINA 6121 - Debt Markets, Interest Rates, and Hedging

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

This class introduces the tools and concepts needed to analyze fixed income securities. Topics include the pricing and hedging of fixed-rate Treasuries, floating rate bonds, bonds with embedded options, defaultable bonds, mortgage-backed securities and their derivatives, inflation-indexed bonds, duration analysis, and the Federal Reserve?s impact on interest rates. This course is extremely computationally intensive. Most of the assignments entail statistical modeling via regression analysis on historical data such as the term structure of interest rates, credit spreads, and other fixed income instruments. We also investigate how well future interest rates can be forecasted using forward rates and other observables. Advanced mathematical techniques such as principal component analysis and attribution analysis are investigated. Stochastic modeling of interest rate dynamics via Brownian Motion and Monte Carlo analysis is also introduced. Every class begins by discussing current headline news regarding fixed income markets, and how they relate to the concepts being taught. prereq: MBA student, MBA 6231 (previously MBA 6230)

FINA 6122 - Financial Management of Depository Institutions

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Commercial banks, other depository institutions. Asset/liability management, risk management, geographic expansion, investment banking, public policy issues. Lectures, student presentations, project. prereq: MBA 6231 (previously MBA 6230), MBA student

FINA 6123 - Financial Services Industry

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

This course gives an overview of the U.S. financial services industry, emphasizing the overall environment, key institutional details, and underlying economic functions. After introducing financial markets and institutions and their functions, we look at the biggest sectors of this industry (banking, insurance, securities dealing, money management, etc.) in more depth. We conclude with a discussion of the impact of "fintech" on this sector.

FINA 6222 - Mergers and Acquisitions

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

How corporate managers achieve growth through mergers/acquisitions. Examine buyer/seller motivations in context of M&A transactions/strategic alliances. Private equity, especially in context of corporate M&A transaction. prereq: MBA or Mgmt Sci MBA Student; MBA 6231 (previously MBA 6230), FINA 6241 OR (FINA 6213 & FINA 6214)

FINA 6241 - Corporate Financial Decisions and Analysis

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Theoretical/applied understanding of corporate financial decisions. Adjusted present value, economic value added options. Impact of financing decisions on real asset valuation, managerial incentives, corporate strategy. prereq: MBA 6230, MBA student

FINA 6242 - Advanced Corporate Finance Analysis and Decisions

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Theory/practice of efficiently managing working capital, fixed assets. Emphasizes mergers/acquisitions, corporate restructuring, real options. Use of derivatives as financing tools, in deal structure. prereq: 6241, MBA student

FINA 6321 - Portfolio Analysis and Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Introduces analytical concepts used to manage security portfolios from perspective of an institutional investor. Market microstructure. Margin purchasing, short selling. Portfolio risk management, risk/return tradeoffs, strategic/tactical asset allocation, active versus passive management. Portfolio revision, performance evaluation. prereq: MBA 6121 (previously MBA 6120), MBA 6231 (previously MBA 6230), MBA or Mgmt Sci MBA student

FINA 6322 - Financial Modeling

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring & Summer

Financial modeling tools to access financial data warehouses to build, estimate, maintain, and interpret comprehensive financial models that provide the framework for understanding businesses and their historical performance, plans/strategies, and market values. Financial analytics/modeling skills, including data mining of large standard financial databases (warehouses) (e.g. Capital IQ), and a manageable introduction to Excel VBA programming. prereq: MBA 6231 (previously MBA 6230), MBA or Mgmt Sci MBA student

FINA 6323 - Advanced Financial Modeling

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Advanced financial modeling tools to build, estimate, operate, audit, evaluate and understand business performance, and M&A, equity, and credit securities analysis models that have become central to sophisticated financial analysis of all operating businesses, transactions, and securities. How to analyze by way of financial models, screening (data mining) of large financial databases (warehouses). Adding to VBA programming skills required for advanced financial modeling. Prereq: FINA 6322, MBA or Mgmt Sci MBA Student

FINA 6324 - Securitization Markets

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Splitting risks. Redirecting risks to investors able to analyze and take on those risks. Reasons for development of securitization. Products, their similarities in character. How to build simple models and analyze examples of actual securitized liabilities. prereq: FINA 6121, MBA or Mgmt Sci MBA student

FINA 6325 - Behavioral Finance

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Psychology/realistic settings that guide/develop alternative theories of financial market. How behavioral finance complements traditional paradigm on investors' trading patterns, behavior of asset prices, corporate finance, various Wall Street institutions/practices. prereq: MBA or Mgmt Sci MBA student

FINA 6341 - World Economy

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Tools to predict/understand ramifications of major economic events. Financial crises. Changes in monetary, fiscal, financial policies. Strategies for promoting long-run economic growth. Examples from U.S., Europe, Japan, developing countries. prereq: MBA 6231 (previously MBA 6230), MBA or Mgmt Sci MBA student

FINA 6522 - Introduction to Derivatives and Financial Risk Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

This class provides an introduction to derivatives pricing models and their applications. Building on the insights from the binomial model and the Black-Scholes model, it covers dynamic replication and optimal risk management strategies. It also combines tools from derivatives pricing and the CAPM model to develop investment strategies that achieve the optimal risk and return trade-off. Students are required to use Excel, Matlab or other programming languages to build replicating portfolios and to construct optimal investment and risk management strategies. They are also required to use historical data to evaluate the effectiveness of these investment strategies. prereq: 6121, MBA or Mgmt Sci MBA student

FINA 6529 - Advanced Topics in Fixed Income and Derivatives

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

Economics and mechanics of derivatives. First phase focuses on theoretical and institutional foundations for various derivatives instruments and markets. Second phase is practicum in which student groups build working models of derivatives. prereq: (credit will not be granted if already received for 6541)

FINA 6621 - International Financial Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Applying finance theory to multinational corporations' investment, financing, risk management, decisions. International financial system. Spot, forward, swaps, option markets for foreign exchange. Interest rate arbitrage, parity. Exchange rate risk analysis/forecast. Measuring/managing currency exposure. Long term financing with swaps. Multinational capital budgeting. Cost of capital for international projects. prereq: MBA 6231 (previously MBA 6230), MBA student

FINA 6801 - Finance Independent Study

Credits:	1.0 -6.0 [max 12.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

Independent study. prereq: MBA student, instr consent

MGMT 6465 - Leadership and Personal Development

Credits:	2.0 [max 2.0]
Course Equivalencies:	HRIR 6025/Mgmt 6465
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Understanding effective leadership. Identifying personal leadership strengths/vulnerabilities through feedback. Developing leadership skills through practice as informed by theory/evidence. Exercises, role play. Creating customized leadership development plan. prereq: CSOM Grad student or dept consent

IDSC 6041 - Information Technology Management

Credits:	2.0 [max 2.0]
Course Equivalencies:	IDSc 6040/MBA 6241
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Management of information systems, information technology (IT) in global organization. Strategic uses of IT. Alignment of IT, organizational strategy, internet/Web technologies, e-commerce customer services. Integration of e-business applications, interorganizational systems, systems implementation. Management of information as resource. Lecture, case analysis, classroom discussion. Prereq MBA student.

IDSC 6051 - Information Technologies and Solutions

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Current/emerging technologies in modern Net-enhanced organizations. Internet/Web technologies, including Internet fundamentals, Web communications, Web 2.0/social media, information security, cloud computing, IT-driven innovation, emerging IT trends.

IDSC 6423 - Enterprise Systems

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Enterprise Systems are the information core of diverse organizations and play a major role in their management and performance. This course provides the context of Enterprise Systems role in organization's journey of Digital Transformation. It examines Enterprise System's structural aspects such as governance, program & change management, sourcing, development (programming), testing, operations, and regulatory compliance. Business cases provide real world examples across these subjects and focus on specifics such as labor multi-sourcing and A/B testing strategies.

IDSC 6442 - E-Sourcing and E-Auctions

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Traditional firms' planning process to establish e-business operational, sales, and Web-based marketing capabilities. Bundling, aggregation, digital product pricing policies. Technology standards, sponsored technologies. Industry infrastructures for e-commerce. Enabling technologies in business-to-business contexts. Web server and content management. Design issues. Hands-on with software development tools.

IDSC 6444 - Business Analytics for Managers I

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Use of information technologies to organize and analyze data to help managers make decisions about their business and the way they serve customers. Focused on data mining, the course also provides an orientation to statistical modeling, programming, and the design and testing of prototype systems and evaluation models, and an introduction to basic techniques in visualization, association rules, clustering, classification, regression, and elementary natural language processing. prereq: [IDSC 6041 or IDSC 6051 or MBA 6241], MBA student

IDSC 6446 - Business Analytics for Managers II

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

This course builds upon IDSC 6444 ?Business Analytics for Managers I? course. While IDSC 6444 focuses on the fundamental and most widely used data mining/analytics techniques, IDSC 6446 ?Business Analytics for Managers II? delves into a number of other current and emerging data mining/analytics areas that are becoming increasingly important for modern organizations. Such areas include advanced elements of predictive modeling process, cost-aware data mining/analytics, mining text and Web data, advanced data mining techniques, and other advanced topics. This course promotes practical data-analytic thinking and decision making, covers a number of fundamental issues, and introduces students to a number of analytics techniques in the aforementioned areas. The students will be able to apply these techniques to design and test data mining models in different settings, using real world datasets. This course will also discuss the value of advanced data mining/analytics in a variety of organizational contexts and business applications.

IDSC 6455 - Web 2.0: The Business of Social Media

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Business use of social media, peer production, strategies and tactics of social media marketing, social media crisis, open innovation, use of social media to engage employees and foster collaboration, risks and challenges of social media prereq: MBA student

IDSC 6465 - Emerging Technologies and Digital Transformation: Changes to Work, Capability Sourcing and Innovatio

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Outsourcing IT and IT enabled services. Sourcing business/knowledge processes: finance/accounting, human resources, engineering services, data analytics. Strategic global sourcing planning/implementation. Managing offshore service relationships. prereq: [IDSC 6041 or IDSC 6051 or MBA 6241], MBA student

IDSC 6471 - Knowledge Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Design, evaluation, use of knowledge in organizations. Leveraging knowledge in workers, structures, processes. Assessment of knowledge needs. Evaluation of key decision processes, information demands, usage patterns, content requirements. Behavioral/cultural barriers. Use of technology for knowledge management. prereq: MBA student

IDSC 6481 - Managerial Decision Making

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Frameworks for making decisions as a manager, knowledge worker, or individual. How policies area adopted. Poor decision making. Learning from mistakes. Bounded rationality, system thinking, concepts of learning. prereq: MBA student

MBA 6031 - Financial Accounting

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Basic principles of financial accounting, involving the consecution/interpretation of corporate financial statements. prereq: MBA or Mgmt Sci MBA Student

MBA 6035 - Managerial Accounting

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Cost systems introduced as potential sources of sustainable competitive advantage. Focuses on designing cost systems to provide manager with accurate, relevant, and timely information. prereq: 6030, 6230, MBA or Mgmt Sci MBA student

MBA 6111 - Organizational Behavior

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Organizational behavior offers a framework for the systematic study of how people behave in organizational settings and involves individual, group, and organizational characteristics that affect people and their behavior at work. In this course we consider how individual workers respond to their job and organization (attitudes and motivation), interpersonal processes and how to make them more effective (decision making, conflict management, teamwork), and the role organizational culture in shaping individual and group behavior. Topics come together as we consider how to effectively lead organizational change. Prior to Fall 2022 the course number was MBA 6110. Prior to Spring 2023 the course name was Leading Others.

MBA 6121 - Data Analysis and Statistics for Managers

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Concepts/ principles of business statistics, data analysis, and presentation of results. Topics: exploratory data analysis and graphics, basic inferential procedures including estimation and hypothesis testing, correlation, bivariate and multiple regression analysis, forecasting and predictive modeling using regression, and introduction to the design of experiments. These methods are selected for their relevance to managerial decision making and problem solving. prereq: MBA or Mgmt Sci MBA student

MBA 6141 - Managerial Economics

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Introduction to some parts of microeconomics that are useful for managers, with attention to the circumstances that give rise to firm profitability. The first half of the course covers supply and demand, price elasticity, and market equilibrium. The second part of the course covers firms with differentiated products and market power, with particular focus on pricing models such as segmentation, bundling, and two part tariffs. Pricing models involve profit maximization and associated conceptual tools. The course touches on game theory and strategic interaction among small numbers of firms and ends with a discussion of market failure and the business opportunities that they sometimes create. The course also emphasizes links to other parts of the core business curriculum. The course makes extensive reference to statistical empirical examples. prereq: MBA or Mgmt Sci MBA student

MBA 6211 - Marketing Management

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Management of the marketing function; understanding the basic foundational marketing concepts and skills in strategy development and planning of operational and strategic levels pertaining to product offering decisions, distribution channels, pricing and communication. prereq: MBA student

MBA 6221 - Supply Chain & Operations

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Supply chain and operations are at the core of how organizations deliver value to their customers. Effectively matching supply and demand is key to the success of any organization and world-class operations can lead to a significant and enduring competitive advantage. In contrast, poorly managed operations and supply chains can result in low customer satisfaction and diminished profit margins, ultimately leading to company failure in the long run. Beyond generating profits, companies around the world are also facing increasing pressure to perform well on the other two dimensions that constitute the ?triple bottom line?, namely people and the planet. By taking an ?end-to-end? view, we will explore a variety of topics related to managing today?s global supply chains, including environmental and social responsibility. The specific questions this course will address include: How can supply chain and operations help firms succeed? What are the issues and trade-offs confronting supply chain and operations managers? What tools and frameworks can managers use to tackle these challenges and develop and sustain a competitive advantage? What are the emergent environmental and social responsibility challenges facing supply chain managers and how should they address them? Topics covered: operations strategy, process analysis, statistical process control, lean operations, forecasting, inventory management under certain demand, sourcing, environmental and social responsibility in supply chains prereq: MBA student

MBA 6231 - Financial Management

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

This course is required for all MBA students because of the financial implications of decisions across all departments and disciplines in business. Managerial decisions can be broken down into two main categories: how to raise capital and how to employ capital. The decisions managers make in this context can add or destroy value. With this context in mind, the course provides students with an understanding of financial markets and the main types of securities that are issued by corporations. The course will leverage basic statistics in understanding of risk of a security as a stand-alone investment and as part of a well-diversified portfolio to provide an understanding of how risk affects required returns of investors. The course emphasizes the concept of time value of money as a basis for decision making. Managers make decisions that affect the cash flows of the firm; the course provides students with a context for thinking about forecasting cash flows, discounting cash flows, and assessing whether the decisions they are considering are value-added for the firm. prereq: MBA 6031 (equiv. is also MBA 6030 before course number change in Fall 2022), MBA student

MBA 6301 - Strategic Management

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

This course focuses on the competitive strategy of the firm, examining how firms achieve and maintain superior profitability relative to their competitors in the long run, and the firm's role in building a more just and sustainable world. Starting from overall industry analysis, we cover how firms position themselves to succeed in various competitive contexts based on their resources and capabilities. We then analyze how firms innovate and adapt their capabilities over time, especially in the digital age. We extend our analysis to the scope choices of the firm and discuss how firms can successfully compete across multiple countries and businesses. Throughout the course, case discussions examine and simulate the process through which strategic decisions are made and carried out. Students are placed in the role of decision-makers and frequently asked to analyze the key choices they must make to define, reinforce, and successfully implement the firm's strategy. prereq: MBA or Mgmt Sci MBA student

MBA 6403 - Strategic Change in the Energy Industry

Credits:	2.0 [max 2.0]
Course Equivalencies:	IMBA 6403/MBA 6403
Grading Basis:	A-F only
Typically offered:	Periodic Fall

Energy companies are in the midst of making a transition into an unknown future. They face disruption that arises from such factors as electric and autonomous vehicles, fracking for oil and natural gas, a growth in renewable power, and increasing global action on climate change. This course is about exercising foresight in this industry. How should managers make long term expensive capital intensive, and often irreversible investment decisions under conditions of great uncertainty?

MBA 6990 - MBA Topics

Credits:	2.0 [max 8.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall, Spring & Summer

Various topics.

MCOM 5500 - Enhancing Your Executive Image in Business Communications

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Techniques to project executive presence in all business communications. prereq: MBA student

MCOM 5515 - Persuasive Writing in Business

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall

Writing to motivate/affect change. Form/content. Techniques of persuasion. Producing polished text. Writing with power. prereq: MBA student

MCOM 5535 - Strategies and Skills for Managerial Presentations

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall

Delivering key messages with clarity/confidence, regardless of audience or setting. Maximizing impact as a speaker, seated/standing. Personal communication style and audience. Tailoring message. Handling questions/answers. Using audio/visual tools. Presenting as a team. prereq: MBA or Mgmt Science MBA student

MGMT 5102 - StartUp: Customer Development and Testing

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Provides a structured process with faculty and mentor oversight for students at any level and from any college at the University to learn the initial process of customer development by testing market acceptance of a specific new business concept. Students primarily take this course individually and must have an idea or technology that they are interested in pursuing. The goal of the curse is to teach the process to quickly and efficiently test the value and market fit for a new concept.

MGMT 6004 - Negotiation Strategies

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

At its core, negotiation is the art and science of getting what you want in a world of innumerable interests, possibilities, and standards of fairness---a world in which we must often compete or cooperate with others to do anything from picking a restaurant to transforming markets. The objective of this course is to equip students with a simple, ready-to-use framework from which we can prepare for and engage in negotiations. Topics include interest-based bargaining, psychological biases, multiparty negotiations, and hard tactics. Regular cases and exercises reinforce our negotiation framework and provide students a safe forum to thoughtfully reflect on their experiences and improve. prereq: MBA or Mgmt Sci MBA student

MGMT 6031 - Industry Analysis and Competitive Strategy

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Processes by which firms maximize long-term returns in face of competition, uncertainty, changing market/technological conditions. Resource commitments to gain sustainable advantage. Choices to leverage resources. prereq: MBA 6301 (previously MBA 6300), MBA student

MGMT 6032 - Strategic Alliances

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

How inter-/intra-alliance rivalry influences global competitive landscape. How interplay of competitive/cooperative arrangements among firms invigorate intellectual/operational tasks. Designing/managing international strategy, organizational structure, and alliances. prereq: MBA or Mgmt Sci MBA student

MGMT 6033 - Strategy Implementation

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

This course focuses on strategy execution at both the organizational and functional levels. Specific topics include the relationships between strategy formulation and execution, and between implementation and change. The course goes into depth on the systemic and structural problems that make most of these efforts difficult and often unsuccessful, along with various methods to minimize these problems. prereq: MBA or Mgmt Sci MBA student

MGMT 6034 - Strategic Leadership

Credits:	2.0 [max 2.0]
Grading Basis:	A-F or Aud
Typically offered:	Periodic Spring

Role of leadership in making strategy a reality while maintaining learning/adaptive organization capable of meeting competitive challenges. Students prepare project set in an organization. Advanced materials, complex cases. prereq: MBA or Mgmt Sci MBA student

MGMT 6035 - Complex and Cross-Cultural Negotiations

Credits:	2.0 [max 2.0]
Grading Basis:	A-F or Aud
Typically offered:	Periodic Fall & Spring

Principles, role play of multi-party/-issue, team-based negotiations/conflicts. How to structure ambiguous situations, bridge national/organizational cultures (e.g., alliances, mergers), functions (R&D, finance), and institutional contexts (regulators, interest groups). prereq: [MGMT 6004, MBA or Mgmt Sci MBA student] or instr consent

MGMT 6041 - Competing Globally

Credits:	2.0 [max 2.0]
Course Equivalencies:	Mgmt 6040/MGMT 6041
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Dealing with enormous complexity in competitive environment, in strategy, and in organizations. Focuses on strategic/organizational issues in managing across borders. prereq: MBA or Mgmt Sci MBA student

MGMT 6055 - Management of Innovation and Change

Credits:	2.0 [max 2.0]
Course Equivalencies:	Mgmt 6050/Mgmt6055
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

How organizations innovate/change. Focuses on innovation in wide variety of new technologies, products, programs, and services. What paths likely to lead to success/failure. prereq: MBA or Mgmt Sci MBA student

MGMT 6084 - Management of Teams

Credits:	2.0 [max 2.0]
Course Equivalencies:	HRIR 6484/Mgmt 6084
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Factors that influence performance and well-being of groups in organizations. Group dynamics, norms, culture, structure, leadership, decision-making, and problem-solving. Managing dynamics, learning, performance, and creativity of groups. Intergroup relations, incentives, and effect of environment.

MGMT 6085 - Corporate Strategy

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Case for/against insourcing vs outsourcing, and corporate diversification. Managing a multi-business firm. Role of acquisitions/mergers in corporate diversification. Contrasting mergers with strategic alliances. Corporate restructuring and divestitures. prereq: MBA or Mgmt Sci MBA student

MGMT 6100 - Topics in Management

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

Topics vary. prereq: CSOM grad student or instr consent

MGMT 6305 - The International Environment of Business

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Introduction to international trade/finance theory and political economy. Institutional governance of international trade/monetary policy, differences in political-economic/sociocultural systems, implications for managerial decision-making. prereq: MBA or Mgmt Sci MBA student

MGMT 6311 - Cross-Cultural Management: Developing Intercultural Compentence

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

The emphasis of this course is on people-related (i.e., psychological and behavioral) issues that arise when managing across cultures. Through the use of cases and interactive experiential activities, this course will develop your intellectual ability to critically examine, analyze, and deal with cross-cultural problems in business contexts, while also cultivating a tolerance for ambiguity that is necessary in the global workplace. The combination of materials and experiences will allow you to evaluate your cross-cultural savvy, understand and appreciate the nuances of cultural identities and the impact these have on work relationships, and create a plan to increase your intercultural competence. Prior to Spring 2023 course number was: MBA 6310.

MGMT 6402 - Integrative Leadership: Leading Across Sectors to Address Grand Challenges

Credits:	3.0 [max 3.0]
Course Equivalencies:	Law 6623/Mgmt 6402/OLPD 6402/P
Grading Basis:	A-F only
Typically offered:	Every Fall

Are you interested in working across government, business, and the non-profit sector for public good? Are you wondering how you can create sustainable shared leadership on challenges that can best be addressed together? This course explores multi-sector leadership and related governance and management challenges from a variety of perspectives and provides an opportunity for students to work together to apply what they are learning individually and in teams through in-class exercises and a final team project. The course is taught by a team of interdisciplinary faculty and considers different contexts, forms, and specific examples of multisector leadership that can enable transformative action to tackle a significant societal issue and achieve lasting change. Credit will be not be granted if credit has been received for GCC 5023, OLPD 6402, PUBH 6702, PA 5105, PA 5130, LAW 6623 Prereq: Doctoral or master's student

MGMT 6411 - Corporate Responsibility

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Managing with appreciation for corporate responsibility. Corporate responsibility/how executives think about it. Factors that make assessing corporate responsibility complex. Need for business leaders to understand/make choices with respect to corporate responsibility issues. prereq: MBA 6301 (previously MBA 6300), CSOM grad student

MILI 6235 - Pharmaceutical Industry: Business and Policy

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Business/policy issues specific to pharmaceutical industry. Interdisciplinary perspectives, active involvement by industry leaders.

MILI 6421 - Healthcare Law: Stratrategic and Business Implications

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

This course will survey fundamental healthcare laws that apply to a wide variety of healthcare businesses, and will examine their impact on business strategy and operations. The goal is to enable current and prospective managers and leaders in the healthcare space to understand compliance requirements and how healthcare law impacts business strategy and decisions. In the end, healthcare law can be a competitive advantage. In addition, the course will address key current healthcare policy challenges and how these impact business environment and strategy.

MILI 6562 - Information Technology in Health Care

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Theoretical/conceptual base for health care information technology. Applications of current/developing health IT. Approaches to evaluate effectiveness of health IT systems. Information technology, computer technology, and data structures commonly found in health care information systems. Information system design/evaluation. prereq: MBA student

MILI 6589 - Medical Technology Evaluation and Market Research

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

This course aims to provide knowledge of the skills, data, and methodology required to critically evaluate new medical technologies in order to meet financial investment as well as regulatory compliance objectives, such as FDA approval. The course is designed to provide an introduction to the analytic tool kit needed to critically evaluate new medical technology, such as cost-benefit analysis, cost effectiveness analysis as well as other decision-analytic models and markov-models.

MILI 6726 - Medical Device Industry: Business and Public Policy

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

This course, with the insight of industry leaders, addresses public-private sector interactions and the business, public policy, regulatory, and technology management issues that concern medical device and biotechnology companies.

MILI 6963 - Healthcare Analytics

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

This course prepares students to analyze large health care databases with a focus on advanced applications with health insurance claims data. The course is designed to be a STEM offering with the use of statistical programming languages including R, Tableau, and SAS. This course is designed to appeal to students with an interest in developing data science as a core skill and already have knowledge of some programming tools, and experience with data manipulation in Excel, SQL, or Access. The course utilizes a novel synthetic health insurance claims database representing 300 million covered lives of the major private and publicly insured insured populations in the United States. Major topics include market sizing, actuarial projection, quality of care metrics, and national health account calculation.

MILI 6985 - The Health Care Marketplace

Credits:	2.0 [max 2.0]
Course Equivalencies:	MILI 5990/6990/3585/5585
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Survey of trillion dollar medical industry. Physician/hospital services, insurance, pharmaceuticals, medical devices, information technology. Scale, interactions, inter-relationships, market opportunities, barriers. prereq: MBA student

MILI 6991 - Anatomy and Physiology for Managers

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Overview of medical vocabulary/physiology of major body systems. Understanding current clinical practice. Market opportunities of major body systems, Medical technology innovation.

MILI 6992 - Healthcare Delivery Innovations:Optimizing Cost and Quality

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Understand stakeholders that impact healthcare delivery including providers, payers, employers and patients and how they are trying to transform this unique value chain to improve care while reducing cost.

MILI 6995 - Medical Industry Valuation Laboratory

Credits:	2.0 [max 6.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Interdisciplinary student teams create rapid production market analysis of promising medical technologies/services to determine potential for success in market. Exposure to University innovations, venture firms, inventors. prereq: Grad student

MILI 6997 - MILI Global Valuation Lab

Credits:	4.0 [max 12.0]
Grading Basis:	A-F only
Typically offered:	Periodic Summer

Global version of medical industry leadership institute valuation lab. Assess value of proprietary inventions.

MILI 6998 - MILI Fellows

Credits:	0.0 -2.0 [max 6.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Fellows will apply the knowledge they have acquired in the MILI Valuation Lab course to assess the commercial viability of innovations developed by the Medical Device Center�s Innovation Fellows.

MILI 6999 - Independent Study

Credits:	0.0 -8.0 [max 16.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Independent study.

MKTG 6052 - Marketing Analytics: Managerial Decisions

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Modern marketers use data to drive decisions. This course teaches students a suite of statistics analytic tools to make strategic decisions. Focusing on learning how to apply specific analytic tools to different managerial challenges, students will learn how to leverage data to perform market analyses, segmentation and targeting, customer value assessment, brand management, new product development, among other tasks. Students will be able to apply the learned skills to their work immediately to produce data-driven insights and develop strategic recommendations. The course is also helpful for students who are interested in STEM to improve their stats modeling and other relevant skills.

MKTG 6051 - Marketing Research - Rapid Insights

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Focus on developing rapid and actionable insights, by learning to form testable hypotheses, collect relevant data quickly, and perform fundamental analytics. Techniques will include survey design, sample design, online data collection, descriptive statistics, and tests for statistical significance. By the end of class, students will be able to provide convincing recommendations for common marketing and analytics-driven decisions. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6055 - Buyer Behavior

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

This course provides a deep understanding of consumer motivation and psychology to predict behavior in the marketplace. It covers both rational and irrational influences that impact consumers at different stages of the decision-making process. The course gives students the tools to provide insightful, data-driven recommendations by thoroughly understanding the customer. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6062 - Marketing Channels

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

This class focuses on designing go-to-market routes that align with customer purchase journeys, including the selection of channel partners, and fashioning the right channel incentives. We will pay particular attention to contemporary challenges arising from channel fragmentation and addition of online routes-to-market. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6072 - International Marketing

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

Today?s explosion in global e-commerce and logistics networks means most organizations now face an opportunity to broaden their customer bases and strengthen their brands. At the same time, these firms may face a new set of global competitors including state-supported, foreign companies, or current competitors who have transformed into global marketers. This case-based course arms the learner with a set of frameworks to adapt and lead in today?s global marketing arena. The course culminates in a student-designed, real-world, ?Glocal? marketing plan that launches an offering into an international market. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6073 - Marketing in High Tech Settings

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall

This class will focus on contemporary markets where the products and services are built on a significant base of intellectual property. Using cases and readings, we will examine major issues such as a) diffusion of multiple generations (e.g., iPhone 7 8, 10. etc.), b) backwards and forward compatibility choices (e.g., Windows XP, 7 and 10), c) revenue model decisions (e.g., license a drug patent versus launching the realized drug) and d) user-centered design (e.g., Nest versus Honeywell thermostats). prereq: MBA 6211 (or MBA 6210 pre-F22) or equiv; MBA student or dept consent

MKTG 6075 - Pricing Strategy

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Marketing begins and ends with the buyer. A marketing perspective on Pricing Strategy focuses on the study of delivering value to buyers in a manner that exceeds the value proposition of marketplace rivals, using both internal and external resources. The purpose of this course is to present a framework and provide analytical tools that can help you handle these pricing challenges. From determining consumer needs to assuring customer satisfaction, a clear understanding of buyer behavior is critical to the successful formulation and implementation of pricing strategy. The profitability of Pricing strategies that account for the competitive environment and the role of collaborators whose interests are aligned with that of the organization are an integral over-arching umbrella that informs the course. There are a wealth of analytical tools used in pricing ranging from Economic Value Analysis, to Break-Even Analysis, to estimation of Demand and Elasticity, to Customer Lifetime Value analyses, to game theoretic analyses of competitive dynamics. This course is designed to provide prospective managers the intellectual and analytical tools necessary to design actionable pricing strategies. There will be a strong emphasis on managerial action, and multiple theoretical perspectives will be discussed. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6078 - Advertising & Promotion

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Managing communication. Advertising, sales promotion, public relations, direct marketing. Setting communications objectives and budgets, media selection, creative strategy, sales promotion techniques. prereq: MBA 6210

MKTG 6082 - Brand Strategy

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Leaders now realize that brands are one of the most valuable assets they possess. Those leaders who can successfully build, leverage, and protect brands are highly sought after. And today?s brand principles must apply to product branding, personal branding, service branding, place branding, online branding, co-branding, and luxury branding. This course provides learners with frameworks and practical brand knowledge to launch and leverage successful brands in all these disciplines. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6084 - Persuasion and Influence

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Summer

Successful marketers, leaders and communicators must not only make the right decisions-they must also influence others. Successfully managing other people depends on managing the influence process. Doing this effectively requires understanding the psychology of persuasion. This course is about the science of influence & persuasion. Through deeper understanding of human psychology, you will learn scientifically-tested and practical tools to become more influential in your dealings with consumers, clients, coworkers, & managers. Through a mix of lecture, discussion, reading, reflection, and experiential exercises, you will master the tools to be able to mobilize others by strategically crafting your communications. prereq: MBA 6210/6211, MBA student

MKTG 6085 - Nudge: Improving Decisions about Health, Wealth and Happiness

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall, Spring & Summer

People do surprising and funny things. Business leaders, policy makers, and scientists long have been interested in why people do what they do, and for a long time that interest has fallen under the rubric of a "rational man" model. It is now clear that the rational model is imperfect, at best. This course takes a look at the less rational side of life, studying the shortcuts, the low road, and the error-prone processes that enable people to feel, decide, and act efficiently--despite costs to rationality. For most of the past 200 years, most of what organizations, politicians, and well-meaning people did in order to make consumers change their behavior consisted of what might be called "shoves"--heavy- handed, choice-restricting, highly-incentivized, information-dense treatments that basically told consumers what to do (or else!). Those, by and large, do not work. Not only do they not work, they are costly and can even make the unwanted behavior emerge even more than before the shove by creating boomerang or counterproductive effects.

MKTG 6086 - Digital Marketing

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

Marketing practices have dramatically shifted with the rise of social media and the proliferation of devices, platforms, and applications. This rapidly changing environment presents new opportunities and challenges for marketers. Through a combination of case studies, best practice examples, current news items, and assignments, students learn how the elements of a digital strategy work together with traditional media to attract prospective customers. Specifically, students learn best practices for social media marketing, content marketing, organic and paid search, search engine optimization, e-mail marketing, landing pages and display advertising. Students discuss strategies for reputation management in a world where information is disseminated virally and discover how social media monitoring and data analysis can be used to improve marketing and product development activities. The importance of establishing digital marketing goals and analytics is covered as well as how to measure return on investment for digital activities. Additional focus on analytics through certification assignments, in google analytics and ad search. Exploration of return on marketing measurement and evaluation of digital tactics.

MKTG 6088 - Strategic Marketing

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

This course looks at strategic decision-making, trade-offs and resource allocation in markets, methods for creating advantage at both the industry and the firm level, the impacts of strategic decisions, and appropriate investment and performance management frameworks. Utilizing an integrated approach to the use of marketing tools and concepts in the formulation and execution of the marketing plan. The material is presented with case studies, lectures, readings, and guest speakers. Focusing on development of framework for strategic marketing planning based on market insights, customer behavior, market segmentation, product positioning, customer experience, market responsiveness, and competitive reaction. The course is designed to be essential for students interested in careers in marketing management, brand management, product management, strategic consulting, and leadership development programs. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6090 - Marketing Topics

Credits:	1.0 -4.0 [max 8.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Selected topics/problems of current interest considered in depth. prereq: MBA 6210/6211, MBA student

SCO 6041 - Project Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Companies in a wide-range of industries (such as agri-business, aerospace, construction, manufacturing, and medical technology) use Project Management for New Product Development, implementing strategic initiatives, and other business objectives. In the course of your career, those in business, government, and even non-profit organizations will spend a significant amount of their professional career either participating in, or leading projects. While every project is by definition unique in scope, some concepts and tools are considered industry best practices and are internationally recognized via the certification programs of the Project Management Institute. The course will focus on scheduling and critical path analysis, time management, cost estimating, resource utilization, and risk management. Specific tools will include Earned Value Management and the quantitative techniques for estimating schedule risk. The latter will include estimating task durations and the probabilities for project completion by specific time periods. The course will conclude an introduction of Agile Methodologies and Scrum.

SCO 6045 - Strategic Sourcing

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Procurement and supply management has become increasingly visible in a world where supply is a major determinant of organizational success. Supply chain performance influences not only operational and financial risks but also reputational risk. Although this course explores cost containment and supply process improvement methods, it also pushes into revenue enhancement. The job of the supply manager today goes way beyond the scope of value and efficiency to the search for competitive advantage through the supply network. In addition to organizing the supply function for strategic advantage, the course explores strategic sourcing, supplier selection and evaluation techniques, supplier development methods, global sourcing techniques, as well as legal and ethical challenges. High-performance supply managers live for the challenges associated with building and maintaining a high-performance supply chain.

SCO 6048 - Logistics and Transportation

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Manufactured products often travel across multiple countries and multiple states, using multiple modes of transportation, and channels of distribution before reaching final customers. Along the way, these products are processed at a variety of inventory transfer points, and reconfigured and combined with other products with the goal of arriving intact without damage in the right quantity, at the right place and right time. This course provides the knowledge, skills, and tools for understanding these core elements of logistics and transportation systems. Students will gain an understanding of the dynamics of key logistics and transportation decisions, including the design of distribution networks, choice of transportation modes and routes, location and configuration of distribution centers, and management of last mile logistics. Students will explore how these decisions are made by leading companies and what influence these decisions have on the performance dimensions of flexibility, speed, reliability, accessibility, and cost. Operations research techniques will be used to analyze, compare, and optimize these decisions. Throughout the course, students will be exposed to best practices and gain an appreciation for the challenges that typical companies face in managing their logistics and transportation network, including how to innovate in light of competitive pressures and external shocks.

SCO 6051 - Service Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Both business customers and consumers seek fulfillment of their wants and solutions to their needs ? resolving customer problems via one-stop complete service models. This course addresses creating and delivering customer solutions via multi-faceted product-service bundles. The approach uses a structured framework of defining tangible goods and services, intangible service activities, and psychological benefits that customers are seeking. Most course time is spent developing a service delivery system to create and deliver the offering: designing and mapping process flows, applying operations research techniques for analyzing queueing models, determining appropriate applications of automation, and using operations analysis to balance capacity and demand. The course also covers developing systems for managing variability, service quality, queues, and customer psychology in real time during service delivery. prereq: [MBA 6220 or equiv], MBA student

SCO 6056 - Managing Supply Chain Operations

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Decisions/trade-offs managers face when directing operations of supply chain. How supply chain operations are coordinated within manufacturing, distribution, and retail organizations. prereq: [MBA 6220 or equiv], MBA student

SCO 6072 - Managing Technologies in the Supply Chain

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Course prepares students to develop capabilities for (i) making well-informed technology choice decisions; (ii) effectively managing the development and implementation of technologies; and (iii) collaboratively engaging in crisis management and problem solving during technology development and implementation. The central question around which the course is organized is: How can existing and emerging technologies (e.g., IoT, automation, artificial intelligence, 3D printing, block chains) and the related process and people issues be managed to design and sustain reliable, responsive, resilient, and responsible supply chains? Analytic methods covered in the course to inform decisions related to the development and implementation of technologies include statistical methods (e.g., multivariate regression, time-series analysis, hazard models), risk analysis methods (e.g., decision trees) and predictive analytic methods (e.g., random forest). Through a combination of operations analysis case studies and hands-on exercises, students learn to evaluate the potential upside and downside risks of existing and emerging technologies. The final course project involves designing and testing of prototype systems for evaluating the development and implementation in supply chain and operations settings of companies.

SCO 6081 - Global Operations Strategy

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

An essential element of every business model is the delivery of services or goods. Some companies astonish customers by a constant stream of new and innovative products. Other companies can deliver their goods or services rapidly or have the absolute cost leadership in their industry. Such world-class capabilities are usually the result of a well formulated and executed operations strategy. Therefore, understanding operations strategy is crucial for business model innovation in a global environment. Topics covered in the course include the operational implications of strategic decisions, such as global facility location, market strategy, methods of market entry, outsourcing, process standardization, global product expansion, social responsibility, sustainability, and ethics. Students conduct an in-depth country analysis from a global perspective to fulfill their international experience as well as a comprehensive assessment of the current trends and impacts affecting global industries and organizations. The course uses supply chain and operations management academic theories and applicable case studies to illustrate and explore the concept of global operations strategy. Students will develop their abilities to: 1. Think strategically, analytically, and creatively from a global perspective. 2. Develop an understanding of formulating and executing global operations strategy 3. Develop a better understanding of the processes underlying various international business models. 4. Understand how people, process and technology are integral to executing an effective global strategy. 5. Maximize the benefit of key partnerships (i.e., HR; Finance; IT) in executing the agreed-upon strategy 6. Practice effective team strategies to maximize results prereq: [MBA 6221 or equiv], MBA student

SCO 6085 - Sales, Inventory, and Operations Planning

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring & Summer

Sales, Inventory, and Operations Planning (SI&OP) is an important business process for any firm and can provide significant payoffs through achieving a balance between supply and demand. Using analytical tools and field data, SI&OP links a company?s strategic goals at the high level with its production at the tactical level while coordinating different business elements including manufacturing, finance, operations, sales, marketing, HR, etc. The output of an SI&OP process serves as guidance for various production functions such as the master production schedule (MPS) as well as material requirements planning. SI&OP focuses on getting the big picture right via balancing demand and supply at the product family level. This 2-credit course is designed (1) to provide an overview of the entire SI&OP process, (2) to introduce the crucial inputs (i.e., forecasting and inventory management) to SI&OP, (3) to explain how the output of SI&OP (i.e., aggregate plan) is used as a guidance for planning production and material procurement, and (4) to expose students to several analytical tools used for the SI&OP process. To achieve these goals, the course covers a range of topics including forecasting, inventory management, aggregate planning, master production scheduling, and material requirements planning.

SCO 6091 - Process Improvement Methods

Credits:	2.0 [max 2.0]
Course Equivalencies:	OMS 6059/SCO 6059/SCO 6091
Grading Basis:	A-F only
Typically offered:	Periodic Spring

This course introduces the tools and problem solving techniques for process improvement. While organized around the DMAIC (Define, Measure, Analyze, Improve, and Control) terms used in Six Sigma, the class will also include concepts from Root Cause Analysis and Lean Thinking. While our focus is on implementing process improvements from a manager?s perspective, numerous technical tools to identify and implement process improvements, plus the quantitative methods used to identify capacity capabilities, utilization rates, and bottlenecks will be presented through a series of problems and practical exercises. In addition, the course will consider broader aspects of process improvement that includes an understanding organizational change, the importance of Change Management, and aligning process improvements with strategy.

SCO 6092 - Supply Chain Risk and Security

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Spring

This course covers the organizational and behavioral aspects of managing quality, risk, and security within and across organizations. It covers various frameworks such as ISO 28000 (security) as a starting point. It covers various organizational issues such as managing organizational culture and navigating across national boundaries to address quality, risk, and security issues. It draws on various management theories to understand how to manage quality, risk, security, and disruptions across the supply chain. The course draws on examples from a variety of industries and government.

SCO 6094 - Responsible Supply Chain Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Companies around the world are facing increasing pressure to perform well on the triple bottom line�People, Planet, and Profit�and responsible supply chain management is often a cornerstone of the CSR strategy for many companies. This course looks at how and why responsible supply chain management could be a powerful strategy to enhance a company�s triple bottom line. The course focuses on the social and environmental aspects of managing supply chain operations. Particular emphasis is placed on human rights, health and safety, and environmental issues faced by supply chain managers and the linkage to the firm�s supply chain strategy.

SCO 6095 - Supply Chain Management in the Food and Agribusiness Sector

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Spring

The food and agribusiness supply chain is complex. It spans input companies, farmers, traders, food companies, and retailers. The goal of this supply chain is to provide access to affordable food, feed, fiber, and fuel in a sustainable manner. The course covers topics relevant to achieving this goal such as supply management, production management, and demand management to consumers. Issues such as diversity of production and demand, bulkiness of produce, perishability, seasonality, and complexity of supply chains of food and agricultural products will be addressed.

SCO 6096 - Supply Chain Management in the Health Care and Medical Devices Sector

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Spring

The motivation for developing this course is the widespread and growing recognition of the need to design and sustain reliable, responsive, resilient, and responsible supply chains to enable the delivery of high quality, high volume, and affordable physical and mental health care equitably in both developed and developing countries. The course advances an end-to-end, supply chain?centric view of the health care and medical devices sector ? i.e., linking the development of care to the delivery of care: ?from bench to bed.? The course highlights the interdependencies between organizations on the upstream (e.g., medical devices, pharma, and biotech firms) and downstream (e.g., hospitals and clinics) of the healthcare supply chain. Topics addressed include: managing supply chain risks with rapid growth in adverse events and recalls related to medical devices and drugs; and reducing the disparities in health care delivery in underserved communities around the world. Implications of scientific and technological advancements ? specifically, precision medicine, surgical robots, mobile & wearable devices, telemedicine and IoT (Internet of Technology) ? for designing and sustaining health care supply chains will be a theme that will run through the entire course. We will closely follow the developments related to COVID-19 pandemic throughout the duration of the course. In every class session, we will make a concerted effort to explore the topic of the session and its relevance to understanding and addressing COVID-19 related issues at the local, state, national and global levels -- e.g., understanding the roles of the Minnesota Department of Health (MDH), Center for Disease Control (CDC), Food and Drug Administration (FDA), Federal Emergency Management Agency (FEMA) and the World Health Organization (WHO).

SCO 6097 - Supply Chain Management in the Retail Sector

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Spring

This course reviews how the retail sector has evolved over the years and the significance of supply chain management in the retail sector. The course examines the various functional components of retail supply chain management, and focuses on analysis and metrics required to effectively manage a retail supply chain. The students learn the �language" of retailing and acquire the fundamental skills needed to effectively analyze the performance of retail supply chains. Cases are discussed to illustrate how customers are becoming more exacting and demanding ever-increasing levels of service; and how retailers are responding by increasing product variety, becoming more price competitive, striving towards higher service levels, and utilizing advances in computing capabilities, information technologies, and retail analytics to improve their supply chain efficiency.

SCO 6098 - Operations Excellence via Lean Thinking

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

This course introduces the concepts and theory of quality control, philosophical foundations of lean thinking, and technical concepts related to flow and pull, and tools such as value stream mapping, A3, and 5S. Students learn to identify, measure, and eliminate non-value added activities; process capability analysis; statistical process control; and acceptance sampling from extended value chains in manufacturing and service settings through hands-on exercises.

SCO 6191 - Big Data Analytics in Supply Chains

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

With the advancement of digital technologies and networking capabilities, firms are actively engaged in capturing ?big? data related to their supply chains. Firms recognize the immense potential in mining big data for improving the quality and timeliness of decisions, and becoming proactive in sensing and responding to external and internal signals of threats and opportunities. The course develops the capability to analyze and interpret structured and unstructured data that is fundamental to managing supply. The data analytics methods covered in the course include statistical methods (e.g., multivariate regression, logistics regression, GLMM, LASSO), machine learning methods (e.g., support vector machine, ensemble methods ? random forest, gradient boosting model) and optimization methods (e.g., deterministic and stochastic methods). Through a combination of operations analysis case studies and hands-on exercises, students learn (i) various facets of data analytics: data access, data aggregation, data analysis and data visualization; (ii) appropriateness and inappropriateness of big data analytic methods; and (iii) big data based predictive analytics. The final course project involves designing and testing of prototype systems in supply chain and operations settings of companies.

SCO 6192 - Supply Chain Finance

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Managing the financial flows and capital is just as important as managing the physical flow of goods and services. This course focuses on the underlying link between supply chain performance and the financial systems within an organization. Students learn concepts and tools related to supply chain costing, valuation, and projecting cash flow and capital requirements. The course looks at issues including tax and trade credits, and students develop an understanding of how financial considerations influence and inform a firm�s supply chain strategy.

SCO 6850 - Topics in Operations and Management Science

Credits:	2.0 -4.0 [max 12.0]
Prerequisites:	[MBA 6220 or equiv or #], MBA student
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Topics seminar. Provides forum for topics in operations/management science. prereq: [MBA 6220 or equiv or instr consent], MBA student

ACCT 5181 - Consolidations and Advanced Reporting

Credits:	2.0 [max 2.0]
Course Equivalencies:	Acct 5180/Acct 6160
Grading Basis:	A-F or Aud
Typically offered:	Every Spring & Summer

Theory underlying preparation of consolidated financial statements, as well as mechanical computations needed to prepare statements. prereq: 5101, 5102 recommended, or MBA 6031 (equiv. is also MBA 6030 before course number change in Fall 2022). MBA/Mgmt Sci MBA students must register A/F grade base.

ACCT 6102 - Financial Statement Analysis

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Firms communicate their results to various users through financial statements. By developing an understanding about how companies report their economic transactions, financial statement users can better understand the results of those transactions. Financial statements tell the story of a firm and are the basis upon which business decisions are made, so users need the ability to properly analyze the financial statements in order to make accurate decisions regarding the firm?s future. By the end of this course, students should be able to evaluate how a firm?s business strategy translates to the financial statements, recognize potential earnings management, decipher whether a firm?s profitability is sustainable or unsustainable, understand revenue recognition rules and the potential for manipulation, articulate the general accounting rules regarding operating activities for a firm, evaluate how investing and financing activities affect a firm?s health, and utilize financial forecasting to predict how a company will likely perform in the future. prereq: MBA 6031, MBA/Mgmt Sci MBA student

BLAW 6158 - The study of laws affecting private business and publicly-traded companies.

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

This course highlights topics that are important to any business manager, with particular emphasis on areas of interest for those aspiring to high level executive/management positions with publicly-traded companies. General topics include: contracts, real estate law, the law of agency, employment law, certain discrimination laws (including Minnesota's fairly recent protections for women in the workplace), and forms of business entity. Public company subjects include: pros and cons of going public, the IPO process, federal securities laws and SEC regulations regarding public company reporting requirements, insider trading, the Sarbanes-Oxley Act of 2002 and its impact on corporate governance, trends in shareholder democracy rights and shareholder activism, and the role of boards and audit committees. Throughout the course, we will examine the impact of the Supreme Court on American business. prereq: MBA or Mgmt Sci MBA student

ENTR 6025 - Introduction to Entrepreneurship

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring & Summer

The course helps students develop insights on starting and sustaining a successful venture. The course focus is on opportunity identification and evaluation: Where do new venture ideas come from? How do you recognize a good business idea? How can a so-so idea be improved to be a good opportunity? Students will focus on five characteristics of a good entrepreneurial opportunity: Creating significant customer value, profit potential, profit durability, founder and team fit, and amenability to financing. prereq: MBA or Mgmt Sci MBA student

ENTR 6021 - Developing New Ventures

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

This seven-week course is for students interested in learning how to design and pitch a new venture (ventures can include for-profit startups, nonprofit startups, or internal corporate product/service development initiatives). Students work in teams to develop and write a business proposal for their ?own? venture and consider the practical aspects associated with securing buy-in. Students will engage in all aspects of the proposal development process including designing, testing, validating, pitching, advancing/defending, iterating, and effectively implementing the proposal. Students will also have the opportunity to observe, analyze, and learn from the development and implementation efforts of others.

ENTR 6036 - Managing the Growing Business

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring & Summer

Challenges posed by rapid growth/change in independent startups. Infrastructure development, radical changes in strategy, continuous needs for substantial additional resources. Emphasizes analysis of factors accelerating/impeding growth and review/creation of growth strategies. Integration of concepts from strategy, operations, marketing, finance, and human resource management. prereq: MBA or Mgmt Sci MBA student

ENTR 6037 - Corporate Venturing

Credits:	2.0 [max 2.0]
Grading Basis:	A-F or Aud
Typically offered:	Every Fall & Summer

Entrepreneurial role of top management in maintaining/increasing stakeholder value through formation/acquisition of new businesses, products, or markets within established corporations. Strategic role of corporate venturing. Cases, guest speakers, group projects. prereq: MBA or Mgmt Sci MBA student

ENTR 6041 - Initiating New Product Design and Business Development

Credits:	4.0 [max 10.0]
Course Equivalencies:	BMEn 8401/Entr 6041/PDes 8221
Grading Basis:	A-F only
Typically offered:	Every Fall

In this course students work on product development projects sponsored by client companies and/or entrepreneurs. Projects run all year, but students may enroll for either or both terms. Coursework includes a series of assignments concerned with identifying, researching, and specifying the market and technical parameters for a new product. Assignments feed into a series of deliverables that are presented to the client. Market research emphasizes interviews with prospective customers and experts as well as business model development. Technical solutions are developed through rapid prototyping and concept rendering. Project work iterates between attention to market and technical considerations. Fall & Spring terms offer similar content, although project scope narrows in the Spring term. prereq: MBA student or non-MBA with instructor + MBA program permission.

ENTR 6042 - Implementing New Product Design and Business Development

Credits:	4.0 [max 8.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Implementation of product development projects begun in the Fall term in Entr 6041. In this course students work on product development projects sponsored by client companies and/or entrepreneurs. Projects run all year, but students may enroll for either or both terms. Coursework includes a series of assignments concerned with identifying, researching, and specifying the market and technical parameters for a new product. Assignments feed into a series of deliverables that are presented to the client. Market research emphasizes interviews with prospective customers and experts as well as business model development. Technical solutions are developed through rapid prototyping and concept rendering. Project work iterates between attention to market and technical considerations. Fall & Spring terms offer similar content, although project scope narrows in the Spring term. prereq: MBA student or non-MBA with instructor + MBA program permission.

FINA 6121 - Debt Markets, Interest Rates, and Hedging

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

This class introduces the tools and concepts needed to analyze fixed income securities. Topics include the pricing and hedging of fixed-rate Treasuries, floating rate bonds, bonds with embedded options, defaultable bonds, mortgage-backed securities and their derivatives, inflation-indexed bonds, duration analysis, and the Federal Reserve?s impact on interest rates. This course is extremely computationally intensive. Most of the assignments entail statistical modeling via regression analysis on historical data such as the term structure of interest rates, credit spreads, and other fixed income instruments. We also investigate how well future interest rates can be forecasted using forward rates and other observables. Advanced mathematical techniques such as principal component analysis and attribution analysis are investigated. Stochastic modeling of interest rate dynamics via Brownian Motion and Monte Carlo analysis is also introduced. Every class begins by discussing current headline news regarding fixed income markets, and how they relate to the concepts being taught. prereq: MBA student, MBA 6231 (previously MBA 6230)

FINA 6122 - Financial Management of Depository Institutions

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Commercial banks, other depository institutions. Asset/liability management, risk management, geographic expansion, investment banking, public policy issues. Lectures, student presentations, project. prereq: MBA 6231 (previously MBA 6230), MBA student

FINA 6123 - Financial Services Industry

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

This course gives an overview of the U.S. financial services industry, emphasizing the overall environment, key institutional details, and underlying economic functions. After introducing financial markets and institutions and their functions, we look at the biggest sectors of this industry (banking, insurance, securities dealing, money management, etc.) in more depth. We conclude with a discussion of the impact of "fintech" on this sector.

FINA 6222 - Mergers and Acquisitions

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

How corporate managers achieve growth through mergers/acquisitions. Examine buyer/seller motivations in context of M&A transactions/strategic alliances. Private equity, especially in context of corporate M&A transaction. prereq: MBA or Mgmt Sci MBA Student; MBA 6231 (previously MBA 6230), FINA 6241 OR (FINA 6213 & FINA 6214)

FINA 6241 - Corporate Financial Decisions and Analysis

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Theoretical/applied understanding of corporate financial decisions. Adjusted present value, economic value added options. Impact of financing decisions on real asset valuation, managerial incentives, corporate strategy. prereq: MBA 6230, MBA student

FINA 6242 - Advanced Corporate Finance Analysis and Decisions

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Theory/practice of efficiently managing working capital, fixed assets. Emphasizes mergers/acquisitions, corporate restructuring, real options. Use of derivatives as financing tools, in deal structure. prereq: 6241, MBA student

FINA 6321 - Portfolio Analysis and Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Introduces analytical concepts used to manage security portfolios from perspective of an institutional investor. Market microstructure. Margin purchasing, short selling. Portfolio risk management, risk/return tradeoffs, strategic/tactical asset allocation, active versus passive management. Portfolio revision, performance evaluation. prereq: MBA 6121 (previously MBA 6120), MBA 6231 (previously MBA 6230), MBA or Mgmt Sci MBA student

FINA 6322 - Financial Modeling

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring & Summer

Financial modeling tools to access financial data warehouses to build, estimate, maintain, and interpret comprehensive financial models that provide the framework for understanding businesses and their historical performance, plans/strategies, and market values. Financial analytics/modeling skills, including data mining of large standard financial databases (warehouses) (e.g. Capital IQ), and a manageable introduction to Excel VBA programming. prereq: MBA 6231 (previously MBA 6230), MBA or Mgmt Sci MBA student

FINA 6323 - Advanced Financial Modeling

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Advanced financial modeling tools to build, estimate, operate, audit, evaluate and understand business performance, and M&A, equity, and credit securities analysis models that have become central to sophisticated financial analysis of all operating businesses, transactions, and securities. How to analyze by way of financial models, screening (data mining) of large financial databases (warehouses). Adding to VBA programming skills required for advanced financial modeling. Prereq: FINA 6322, MBA or Mgmt Sci MBA Student

FINA 6324 - Securitization Markets

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Splitting risks. Redirecting risks to investors able to analyze and take on those risks. Reasons for development of securitization. Products, their similarities in character. How to build simple models and analyze examples of actual securitized liabilities. prereq: FINA 6121, MBA or Mgmt Sci MBA student

FINA 6325 - Behavioral Finance

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Psychology/realistic settings that guide/develop alternative theories of financial market. How behavioral finance complements traditional paradigm on investors' trading patterns, behavior of asset prices, corporate finance, various Wall Street institutions/practices. prereq: MBA or Mgmt Sci MBA student

FINA 6341 - World Economy

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Tools to predict/understand ramifications of major economic events. Financial crises. Changes in monetary, fiscal, financial policies. Strategies for promoting long-run economic growth. Examples from U.S., Europe, Japan, developing countries. prereq: MBA 6231 (previously MBA 6230), MBA or Mgmt Sci MBA student

FINA 6522 - Introduction to Derivatives and Financial Risk Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

This class provides an introduction to derivatives pricing models and their applications. Building on the insights from the binomial model and the Black-Scholes model, it covers dynamic replication and optimal risk management strategies. It also combines tools from derivatives pricing and the CAPM model to develop investment strategies that achieve the optimal risk and return trade-off. Students are required to use Excel, Matlab or other programming languages to build replicating portfolios and to construct optimal investment and risk management strategies. They are also required to use historical data to evaluate the effectiveness of these investment strategies. prereq: 6121, MBA or Mgmt Sci MBA student

FINA 6529 - Advanced Topics in Fixed Income and Derivatives

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

Economics and mechanics of derivatives. First phase focuses on theoretical and institutional foundations for various derivatives instruments and markets. Second phase is practicum in which student groups build working models of derivatives. prereq: (credit will not be granted if already received for 6541)

FINA 6621 - International Financial Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Applying finance theory to multinational corporations' investment, financing, risk management, decisions. International financial system. Spot, forward, swaps, option markets for foreign exchange. Interest rate arbitrage, parity. Exchange rate risk analysis/forecast. Measuring/managing currency exposure. Long term financing with swaps. Multinational capital budgeting. Cost of capital for international projects. prereq: MBA 6231 (previously MBA 6230), MBA student

FINA 6801 - Finance Independent Study

Credits:	1.0 -6.0 [max 12.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

Independent study. prereq: MBA student, instr consent

MGMT 6465 - Leadership and Personal Development

Credits:	2.0 [max 2.0]
Course Equivalencies:	HRIR 6025/Mgmt 6465
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Understanding effective leadership. Identifying personal leadership strengths/vulnerabilities through feedback. Developing leadership skills through practice as informed by theory/evidence. Exercises, role play. Creating customized leadership development plan. prereq: CSOM Grad student or dept consent

IDSC 6041 - Information Technology Management

Credits:	2.0 [max 2.0]
Course Equivalencies:	IDSc 6040/MBA 6241
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Management of information systems, information technology (IT) in global organization. Strategic uses of IT. Alignment of IT, organizational strategy, internet/Web technologies, e-commerce customer services. Integration of e-business applications, interorganizational systems, systems implementation. Management of information as resource. Lecture, case analysis, classroom discussion. Prereq MBA student.

IDSC 6051 - Information Technologies and Solutions

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Current/emerging technologies in modern Net-enhanced organizations. Internet/Web technologies, including Internet fundamentals, Web communications, Web 2.0/social media, information security, cloud computing, IT-driven innovation, emerging IT trends.

IDSC 6423 - Enterprise Systems

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Enterprise Systems are the information core of diverse organizations and play a major role in their management and performance. This course provides the context of Enterprise Systems role in organization's journey of Digital Transformation. It examines Enterprise System's structural aspects such as governance, program & change management, sourcing, development (programming), testing, operations, and regulatory compliance. Business cases provide real world examples across these subjects and focus on specifics such as labor multi-sourcing and A/B testing strategies.

IDSC 6442 - E-Sourcing and E-Auctions

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Traditional firms' planning process to establish e-business operational, sales, and Web-based marketing capabilities. Bundling, aggregation, digital product pricing policies. Technology standards, sponsored technologies. Industry infrastructures for e-commerce. Enabling technologies in business-to-business contexts. Web server and content management. Design issues. Hands-on with software development tools.

IDSC 6444 - Business Analytics for Managers I

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Use of information technologies to organize and analyze data to help managers make decisions about their business and the way they serve customers. Focused on data mining, the course also provides an orientation to statistical modeling, programming, and the design and testing of prototype systems and evaluation models, and an introduction to basic techniques in visualization, association rules, clustering, classification, regression, and elementary natural language processing. prereq: [IDSC 6041 or IDSC 6051 or MBA 6241], MBA student

IDSC 6446 - Business Analytics for Managers II

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

This course builds upon IDSC 6444 ?Business Analytics for Managers I? course. While IDSC 6444 focuses on the fundamental and most widely used data mining/analytics techniques, IDSC 6446 ?Business Analytics for Managers II? delves into a number of other current and emerging data mining/analytics areas that are becoming increasingly important for modern organizations. Such areas include advanced elements of predictive modeling process, cost-aware data mining/analytics, mining text and Web data, advanced data mining techniques, and other advanced topics. This course promotes practical data-analytic thinking and decision making, covers a number of fundamental issues, and introduces students to a number of analytics techniques in the aforementioned areas. The students will be able to apply these techniques to design and test data mining models in different settings, using real world datasets. This course will also discuss the value of advanced data mining/analytics in a variety of organizational contexts and business applications.

IDSC 6455 - Web 2.0: The Business of Social Media

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Business use of social media, peer production, strategies and tactics of social media marketing, social media crisis, open innovation, use of social media to engage employees and foster collaboration, risks and challenges of social media prereq: MBA student

IDSC 6465 - Emerging Technologies and Digital Transformation: Changes to Work, Capability Sourcing and Innovatio

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Outsourcing IT and IT enabled services. Sourcing business/knowledge processes: finance/accounting, human resources, engineering services, data analytics. Strategic global sourcing planning/implementation. Managing offshore service relationships. prereq: [IDSC 6041 or IDSC 6051 or MBA 6241], MBA student

IDSC 6471 - Knowledge Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Design, evaluation, use of knowledge in organizations. Leveraging knowledge in workers, structures, processes. Assessment of knowledge needs. Evaluation of key decision processes, information demands, usage patterns, content requirements. Behavioral/cultural barriers. Use of technology for knowledge management. prereq: MBA student

IDSC 6481 - Managerial Decision Making

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Frameworks for making decisions as a manager, knowledge worker, or individual. How policies area adopted. Poor decision making. Learning from mistakes. Bounded rationality, system thinking, concepts of learning. prereq: MBA student

MBA 6031 - Financial Accounting

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Basic principles of financial accounting, involving the consecution/interpretation of corporate financial statements. prereq: MBA or Mgmt Sci MBA Student

MBA 6035 - Managerial Accounting

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Cost systems introduced as potential sources of sustainable competitive advantage. Focuses on designing cost systems to provide manager with accurate, relevant, and timely information. prereq: 6030, 6230, MBA or Mgmt Sci MBA student

MBA 6111 - Organizational Behavior

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Organizational behavior offers a framework for the systematic study of how people behave in organizational settings and involves individual, group, and organizational characteristics that affect people and their behavior at work. In this course we consider how individual workers respond to their job and organization (attitudes and motivation), interpersonal processes and how to make them more effective (decision making, conflict management, teamwork), and the role organizational culture in shaping individual and group behavior. Topics come together as we consider how to effectively lead organizational change. Prior to Fall 2022 the course number was MBA 6110. Prior to Spring 2023 the course name was Leading Others.

MBA 6121 - Data Analysis and Statistics for Managers

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Concepts/ principles of business statistics, data analysis, and presentation of results. Topics: exploratory data analysis and graphics, basic inferential procedures including estimation and hypothesis testing, correlation, bivariate and multiple regression analysis, forecasting and predictive modeling using regression, and introduction to the design of experiments. These methods are selected for their relevance to managerial decision making and problem solving. prereq: MBA or Mgmt Sci MBA student

MBA 6141 - Managerial Economics

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Introduction to some parts of microeconomics that are useful for managers, with attention to the circumstances that give rise to firm profitability. The first half of the course covers supply and demand, price elasticity, and market equilibrium. The second part of the course covers firms with differentiated products and market power, with particular focus on pricing models such as segmentation, bundling, and two part tariffs. Pricing models involve profit maximization and associated conceptual tools. The course touches on game theory and strategic interaction among small numbers of firms and ends with a discussion of market failure and the business opportunities that they sometimes create. The course also emphasizes links to other parts of the core business curriculum. The course makes extensive reference to statistical empirical examples. prereq: MBA or Mgmt Sci MBA student

MBA 6211 - Marketing Management

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Management of the marketing function; understanding the basic foundational marketing concepts and skills in strategy development and planning of operational and strategic levels pertaining to product offering decisions, distribution channels, pricing and communication. prereq: MBA student

MBA 6221 - Supply Chain & Operations

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Supply chain and operations are at the core of how organizations deliver value to their customers. Effectively matching supply and demand is key to the success of any organization and world-class operations can lead to a significant and enduring competitive advantage. In contrast, poorly managed operations and supply chains can result in low customer satisfaction and diminished profit margins, ultimately leading to company failure in the long run. Beyond generating profits, companies around the world are also facing increasing pressure to perform well on the other two dimensions that constitute the ?triple bottom line?, namely people and the planet. By taking an ?end-to-end? view, we will explore a variety of topics related to managing today?s global supply chains, including environmental and social responsibility. The specific questions this course will address include: How can supply chain and operations help firms succeed? What are the issues and trade-offs confronting supply chain and operations managers? What tools and frameworks can managers use to tackle these challenges and develop and sustain a competitive advantage? What are the emergent environmental and social responsibility challenges facing supply chain managers and how should they address them? Topics covered: operations strategy, process analysis, statistical process control, lean operations, forecasting, inventory management under certain demand, sourcing, environmental and social responsibility in supply chains prereq: MBA student

MBA 6231 - Financial Management

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

This course is required for all MBA students because of the financial implications of decisions across all departments and disciplines in business. Managerial decisions can be broken down into two main categories: how to raise capital and how to employ capital. The decisions managers make in this context can add or destroy value. With this context in mind, the course provides students with an understanding of financial markets and the main types of securities that are issued by corporations. The course will leverage basic statistics in understanding of risk of a security as a stand-alone investment and as part of a well-diversified portfolio to provide an understanding of how risk affects required returns of investors. The course emphasizes the concept of time value of money as a basis for decision making. Managers make decisions that affect the cash flows of the firm; the course provides students with a context for thinking about forecasting cash flows, discounting cash flows, and assessing whether the decisions they are considering are value-added for the firm. prereq: MBA 6031 (equiv. is also MBA 6030 before course number change in Fall 2022), MBA student

MBA 6301 - Strategic Management

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

This course focuses on the competitive strategy of the firm, examining how firms achieve and maintain superior profitability relative to their competitors in the long run, and the firm's role in building a more just and sustainable world. Starting from overall industry analysis, we cover how firms position themselves to succeed in various competitive contexts based on their resources and capabilities. We then analyze how firms innovate and adapt their capabilities over time, especially in the digital age. We extend our analysis to the scope choices of the firm and discuss how firms can successfully compete across multiple countries and businesses. Throughout the course, case discussions examine and simulate the process through which strategic decisions are made and carried out. Students are placed in the role of decision-makers and frequently asked to analyze the key choices they must make to define, reinforce, and successfully implement the firm's strategy. prereq: MBA or Mgmt Sci MBA student

MBA 6403 - Strategic Change in the Energy Industry

Credits:	2.0 [max 2.0]
Course Equivalencies:	IMBA 6403/MBA 6403
Grading Basis:	A-F only
Typically offered:	Periodic Fall

Energy companies are in the midst of making a transition into an unknown future. They face disruption that arises from such factors as electric and autonomous vehicles, fracking for oil and natural gas, a growth in renewable power, and increasing global action on climate change. This course is about exercising foresight in this industry. How should managers make long term expensive capital intensive, and often irreversible investment decisions under conditions of great uncertainty?

MBA 6990 - MBA Topics

Credits:	2.0 [max 8.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall, Spring & Summer

Various topics.

MCOM 5500 - Enhancing Your Executive Image in Business Communications

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Techniques to project executive presence in all business communications. prereq: MBA student

MCOM 5515 - Persuasive Writing in Business

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall

Writing to motivate/affect change. Form/content. Techniques of persuasion. Producing polished text. Writing with power. prereq: MBA student

MCOM 5535 - Strategies and Skills for Managerial Presentations

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall

Delivering key messages with clarity/confidence, regardless of audience or setting. Maximizing impact as a speaker, seated/standing. Personal communication style and audience. Tailoring message. Handling questions/answers. Using audio/visual tools. Presenting as a team. prereq: MBA or Mgmt Science MBA student

MGMT 5102 - StartUp: Customer Development and Testing

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Provides a structured process with faculty and mentor oversight for students at any level and from any college at the University to learn the initial process of customer development by testing market acceptance of a specific new business concept. Students primarily take this course individually and must have an idea or technology that they are interested in pursuing. The goal of the curse is to teach the process to quickly and efficiently test the value and market fit for a new concept.

MGMT 6004 - Negotiation Strategies

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

At its core, negotiation is the art and science of getting what you want in a world of innumerable interests, possibilities, and standards of fairness---a world in which we must often compete or cooperate with others to do anything from picking a restaurant to transforming markets. The objective of this course is to equip students with a simple, ready-to-use framework from which we can prepare for and engage in negotiations. Topics include interest-based bargaining, psychological biases, multiparty negotiations, and hard tactics. Regular cases and exercises reinforce our negotiation framework and provide students a safe forum to thoughtfully reflect on their experiences and improve. prereq: MBA or Mgmt Sci MBA student

MGMT 6031 - Industry Analysis and Competitive Strategy

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Processes by which firms maximize long-term returns in face of competition, uncertainty, changing market/technological conditions. Resource commitments to gain sustainable advantage. Choices to leverage resources. prereq: MBA 6301 (previously MBA 6300), MBA student

MGMT 6032 - Strategic Alliances

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

How inter-/intra-alliance rivalry influences global competitive landscape. How interplay of competitive/cooperative arrangements among firms invigorate intellectual/operational tasks. Designing/managing international strategy, organizational structure, and alliances. prereq: MBA or Mgmt Sci MBA student

MGMT 6033 - Strategy Implementation

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

This course focuses on strategy execution at both the organizational and functional levels. Specific topics include the relationships between strategy formulation and execution, and between implementation and change. The course goes into depth on the systemic and structural problems that make most of these efforts difficult and often unsuccessful, along with various methods to minimize these problems. prereq: MBA or Mgmt Sci MBA student

MGMT 6034 - Strategic Leadership

Credits:	2.0 [max 2.0]
Grading Basis:	A-F or Aud
Typically offered:	Periodic Spring

Role of leadership in making strategy a reality while maintaining learning/adaptive organization capable of meeting competitive challenges. Students prepare project set in an organization. Advanced materials, complex cases. prereq: MBA or Mgmt Sci MBA student

MGMT 6035 - Complex and Cross-Cultural Negotiations

Credits:	2.0 [max 2.0]
Grading Basis:	A-F or Aud
Typically offered:	Periodic Fall & Spring

Principles, role play of multi-party/-issue, team-based negotiations/conflicts. How to structure ambiguous situations, bridge national/organizational cultures (e.g., alliances, mergers), functions (R&D, finance), and institutional contexts (regulators, interest groups). prereq: [MGMT 6004, MBA or Mgmt Sci MBA student] or instr consent

MGMT 6041 - Competing Globally

Credits:	2.0 [max 2.0]
Course Equivalencies:	Mgmt 6040/MGMT 6041
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Dealing with enormous complexity in competitive environment, in strategy, and in organizations. Focuses on strategic/organizational issues in managing across borders. prereq: MBA or Mgmt Sci MBA student

MGMT 6055 - Management of Innovation and Change

Credits:	2.0 [max 2.0]
Course Equivalencies:	Mgmt 6050/Mgmt6055
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

How organizations innovate/change. Focuses on innovation in wide variety of new technologies, products, programs, and services. What paths likely to lead to success/failure. prereq: MBA or Mgmt Sci MBA student

MGMT 6084 - Management of Teams

Credits:	2.0 [max 2.0]
Course Equivalencies:	HRIR 6484/Mgmt 6084
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Factors that influence performance and well-being of groups in organizations. Group dynamics, norms, culture, structure, leadership, decision-making, and problem-solving. Managing dynamics, learning, performance, and creativity of groups. Intergroup relations, incentives, and effect of environment.

MGMT 6085 - Corporate Strategy

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Case for/against insourcing vs outsourcing, and corporate diversification. Managing a multi-business firm. Role of acquisitions/mergers in corporate diversification. Contrasting mergers with strategic alliances. Corporate restructuring and divestitures. prereq: MBA or Mgmt Sci MBA student

MGMT 6100 - Topics in Management

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

Topics vary. prereq: CSOM grad student or instr consent

MGMT 6305 - The International Environment of Business

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Introduction to international trade/finance theory and political economy. Institutional governance of international trade/monetary policy, differences in political-economic/sociocultural systems, implications for managerial decision-making. prereq: MBA or Mgmt Sci MBA student

MGMT 6311 - Cross-Cultural Management: Developing Intercultural Compentence

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

The emphasis of this course is on people-related (i.e., psychological and behavioral) issues that arise when managing across cultures. Through the use of cases and interactive experiential activities, this course will develop your intellectual ability to critically examine, analyze, and deal with cross-cultural problems in business contexts, while also cultivating a tolerance for ambiguity that is necessary in the global workplace. The combination of materials and experiences will allow you to evaluate your cross-cultural savvy, understand and appreciate the nuances of cultural identities and the impact these have on work relationships, and create a plan to increase your intercultural competence. Prior to Spring 2023 course number was: MBA 6310.

MGMT 6402 - Integrative Leadership: Leading Across Sectors to Address Grand Challenges

Credits:	3.0 [max 3.0]
Course Equivalencies:	Law 6623/Mgmt 6402/OLPD 6402/P
Grading Basis:	A-F only
Typically offered:	Every Fall

Are you interested in working across government, business, and the non-profit sector for public good? Are you wondering how you can create sustainable shared leadership on challenges that can best be addressed together? This course explores multi-sector leadership and related governance and management challenges from a variety of perspectives and provides an opportunity for students to work together to apply what they are learning individually and in teams through in-class exercises and a final team project. The course is taught by a team of interdisciplinary faculty and considers different contexts, forms, and specific examples of multisector leadership that can enable transformative action to tackle a significant societal issue and achieve lasting change. Credit will be not be granted if credit has been received for GCC 5023, OLPD 6402, PUBH 6702, PA 5105, PA 5130, LAW 6623 Prereq: Doctoral or master's student

MGMT 6411 - Corporate Responsibility

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Managing with appreciation for corporate responsibility. Corporate responsibility/how executives think about it. Factors that make assessing corporate responsibility complex. Need for business leaders to understand/make choices with respect to corporate responsibility issues. prereq: MBA 6301 (previously MBA 6300), CSOM grad student

MILI 6235 - Pharmaceutical Industry: Business and Policy

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Business/policy issues specific to pharmaceutical industry. Interdisciplinary perspectives, active involvement by industry leaders.

MILI 6421 - Healthcare Law: Stratrategic and Business Implications

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

This course will survey fundamental healthcare laws that apply to a wide variety of healthcare businesses, and will examine their impact on business strategy and operations. The goal is to enable current and prospective managers and leaders in the healthcare space to understand compliance requirements and how healthcare law impacts business strategy and decisions. In the end, healthcare law can be a competitive advantage. In addition, the course will address key current healthcare policy challenges and how these impact business environment and strategy.

MILI 6562 - Information Technology in Health Care

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Theoretical/conceptual base for health care information technology. Applications of current/developing health IT. Approaches to evaluate effectiveness of health IT systems. Information technology, computer technology, and data structures commonly found in health care information systems. Information system design/evaluation. prereq: MBA student

MILI 6589 - Medical Technology Evaluation and Market Research

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

This course aims to provide knowledge of the skills, data, and methodology required to critically evaluate new medical technologies in order to meet financial investment as well as regulatory compliance objectives, such as FDA approval. The course is designed to provide an introduction to the analytic tool kit needed to critically evaluate new medical technology, such as cost-benefit analysis, cost effectiveness analysis as well as other decision-analytic models and markov-models.

MILI 6726 - Medical Device Industry: Business and Public Policy

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

This course, with the insight of industry leaders, addresses public-private sector interactions and the business, public policy, regulatory, and technology management issues that concern medical device and biotechnology companies.

MILI 6963 - Healthcare Analytics

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

This course prepares students to analyze large health care databases with a focus on advanced applications with health insurance claims data. The course is designed to be a STEM offering with the use of statistical programming languages including R, Tableau, and SAS. This course is designed to appeal to students with an interest in developing data science as a core skill and already have knowledge of some programming tools, and experience with data manipulation in Excel, SQL, or Access. The course utilizes a novel synthetic health insurance claims database representing 300 million covered lives of the major private and publicly insured insured populations in the United States. Major topics include market sizing, actuarial projection, quality of care metrics, and national health account calculation.

MILI 6985 - The Health Care Marketplace

Credits:	2.0 [max 2.0]
Course Equivalencies:	MILI 5990/6990/3585/5585
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Survey of trillion dollar medical industry. Physician/hospital services, insurance, pharmaceuticals, medical devices, information technology. Scale, interactions, inter-relationships, market opportunities, barriers. prereq: MBA student

MILI 6991 - Anatomy and Physiology for Managers

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Overview of medical vocabulary/physiology of major body systems. Understanding current clinical practice. Market opportunities of major body systems, Medical technology innovation.

MILI 6992 - Healthcare Delivery Innovations:Optimizing Cost and Quality

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Understand stakeholders that impact healthcare delivery including providers, payers, employers and patients and how they are trying to transform this unique value chain to improve care while reducing cost.

MILI 6995 - Medical Industry Valuation Laboratory

Credits:	2.0 [max 6.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Interdisciplinary student teams create rapid production market analysis of promising medical technologies/services to determine potential for success in market. Exposure to University innovations, venture firms, inventors. prereq: Grad student

MILI 6997 - MILI Global Valuation Lab

Credits:	4.0 [max 12.0]
Grading Basis:	A-F only
Typically offered:	Periodic Summer

Global version of medical industry leadership institute valuation lab. Assess value of proprietary inventions.

MILI 6998 - MILI Fellows

Credits:	0.0 -2.0 [max 6.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Fellows will apply the knowledge they have acquired in the MILI Valuation Lab course to assess the commercial viability of innovations developed by the Medical Device Center�s Innovation Fellows.

MILI 6999 - Independent Study

Credits:	0.0 -8.0 [max 16.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Independent study.

MKTG 6052 - Marketing Analytics: Managerial Decisions

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Modern marketers use data to drive decisions. This course teaches students a suite of statistics analytic tools to make strategic decisions. Focusing on learning how to apply specific analytic tools to different managerial challenges, students will learn how to leverage data to perform market analyses, segmentation and targeting, customer value assessment, brand management, new product development, among other tasks. Students will be able to apply the learned skills to their work immediately to produce data-driven insights and develop strategic recommendations. The course is also helpful for students who are interested in STEM to improve their stats modeling and other relevant skills.

MKTG 6051 - Marketing Research - Rapid Insights

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Focus on developing rapid and actionable insights, by learning to form testable hypotheses, collect relevant data quickly, and perform fundamental analytics. Techniques will include survey design, sample design, online data collection, descriptive statistics, and tests for statistical significance. By the end of class, students will be able to provide convincing recommendations for common marketing and analytics-driven decisions. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6055 - Buyer Behavior

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

This course provides a deep understanding of consumer motivation and psychology to predict behavior in the marketplace. It covers both rational and irrational influences that impact consumers at different stages of the decision-making process. The course gives students the tools to provide insightful, data-driven recommendations by thoroughly understanding the customer. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6062 - Marketing Channels

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

This class focuses on designing go-to-market routes that align with customer purchase journeys, including the selection of channel partners, and fashioning the right channel incentives. We will pay particular attention to contemporary challenges arising from channel fragmentation and addition of online routes-to-market. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6072 - International Marketing

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

Today?s explosion in global e-commerce and logistics networks means most organizations now face an opportunity to broaden their customer bases and strengthen their brands. At the same time, these firms may face a new set of global competitors including state-supported, foreign companies, or current competitors who have transformed into global marketers. This case-based course arms the learner with a set of frameworks to adapt and lead in today?s global marketing arena. The course culminates in a student-designed, real-world, ?Glocal? marketing plan that launches an offering into an international market. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6073 - Marketing in High Tech Settings

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall

This class will focus on contemporary markets where the products and services are built on a significant base of intellectual property. Using cases and readings, we will examine major issues such as a) diffusion of multiple generations (e.g., iPhone 7 8, 10. etc.), b) backwards and forward compatibility choices (e.g., Windows XP, 7 and 10), c) revenue model decisions (e.g., license a drug patent versus launching the realized drug) and d) user-centered design (e.g., Nest versus Honeywell thermostats). prereq: MBA 6211 (or MBA 6210 pre-F22) or equiv; MBA student or dept consent

MKTG 6075 - Pricing Strategy

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Marketing begins and ends with the buyer. A marketing perspective on Pricing Strategy focuses on the study of delivering value to buyers in a manner that exceeds the value proposition of marketplace rivals, using both internal and external resources. The purpose of this course is to present a framework and provide analytical tools that can help you handle these pricing challenges. From determining consumer needs to assuring customer satisfaction, a clear understanding of buyer behavior is critical to the successful formulation and implementation of pricing strategy. The profitability of Pricing strategies that account for the competitive environment and the role of collaborators whose interests are aligned with that of the organization are an integral over-arching umbrella that informs the course. There are a wealth of analytical tools used in pricing ranging from Economic Value Analysis, to Break-Even Analysis, to estimation of Demand and Elasticity, to Customer Lifetime Value analyses, to game theoretic analyses of competitive dynamics. This course is designed to provide prospective managers the intellectual and analytical tools necessary to design actionable pricing strategies. There will be a strong emphasis on managerial action, and multiple theoretical perspectives will be discussed. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6078 - Advertising & Promotion

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Managing communication. Advertising, sales promotion, public relations, direct marketing. Setting communications objectives and budgets, media selection, creative strategy, sales promotion techniques. prereq: MBA 6210

MKTG 6082 - Brand Strategy

Credits:	2.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Leaders now realize that brands are one of the most valuable assets they possess. Those leaders who can successfully build, leverage, and protect brands are highly sought after. And today?s brand principles must apply to product branding, personal branding, service branding, place branding, online branding, co-branding, and luxury branding. This course provides learners with frameworks and practical brand knowledge to launch and leverage successful brands in all these disciplines. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6084 - Persuasion and Influence

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Summer

Successful marketers, leaders and communicators must not only make the right decisions-they must also influence others. Successfully managing other people depends on managing the influence process. Doing this effectively requires understanding the psychology of persuasion. This course is about the science of influence & persuasion. Through deeper understanding of human psychology, you will learn scientifically-tested and practical tools to become more influential in your dealings with consumers, clients, coworkers, & managers. Through a mix of lecture, discussion, reading, reflection, and experiential exercises, you will master the tools to be able to mobilize others by strategically crafting your communications. prereq: MBA 6210/6211, MBA student

MKTG 6085 - Nudge: Improving Decisions about Health, Wealth and Happiness

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall, Spring & Summer

People do surprising and funny things. Business leaders, policy makers, and scientists long have been interested in why people do what they do, and for a long time that interest has fallen under the rubric of a "rational man" model. It is now clear that the rational model is imperfect, at best. This course takes a look at the less rational side of life, studying the shortcuts, the low road, and the error-prone processes that enable people to feel, decide, and act efficiently--despite costs to rationality. For most of the past 200 years, most of what organizations, politicians, and well-meaning people did in order to make consumers change their behavior consisted of what might be called "shoves"--heavy- handed, choice-restricting, highly-incentivized, information-dense treatments that basically told consumers what to do (or else!). Those, by and large, do not work. Not only do they not work, they are costly and can even make the unwanted behavior emerge even more than before the shove by creating boomerang or counterproductive effects.

MKTG 6086 - Digital Marketing

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Fall & Spring

Marketing practices have dramatically shifted with the rise of social media and the proliferation of devices, platforms, and applications. This rapidly changing environment presents new opportunities and challenges for marketers. Through a combination of case studies, best practice examples, current news items, and assignments, students learn how the elements of a digital strategy work together with traditional media to attract prospective customers. Specifically, students learn best practices for social media marketing, content marketing, organic and paid search, search engine optimization, e-mail marketing, landing pages and display advertising. Students discuss strategies for reputation management in a world where information is disseminated virally and discover how social media monitoring and data analysis can be used to improve marketing and product development activities. The importance of establishing digital marketing goals and analytics is covered as well as how to measure return on investment for digital activities. Additional focus on analytics through certification assignments, in google analytics and ad search. Exploration of return on marketing measurement and evaluation of digital tactics.

MKTG 6088 - Strategic Marketing

Credits:	3.0 [max 3.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

This course looks at strategic decision-making, trade-offs and resource allocation in markets, methods for creating advantage at both the industry and the firm level, the impacts of strategic decisions, and appropriate investment and performance management frameworks. Utilizing an integrated approach to the use of marketing tools and concepts in the formulation and execution of the marketing plan. The material is presented with case studies, lectures, readings, and guest speakers. Focusing on development of framework for strategic marketing planning based on market insights, customer behavior, market segmentation, product positioning, customer experience, market responsiveness, and competitive reaction. The course is designed to be essential for students interested in careers in marketing management, brand management, product management, strategic consulting, and leadership development programs. prereq: MBA 6210/6211, MBA or Mgmt Sci MBA student

MKTG 6090 - Marketing Topics

Credits:	1.0 -4.0 [max 8.0]
Grading Basis:	A-F only
Typically offered:	Every Fall, Spring & Summer

Selected topics/problems of current interest considered in depth. prereq: MBA 6210/6211, MBA student

SCO 6041 - Project Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Companies in a wide-range of industries (such as agri-business, aerospace, construction, manufacturing, and medical technology) use Project Management for New Product Development, implementing strategic initiatives, and other business objectives. In the course of your career, those in business, government, and even non-profit organizations will spend a significant amount of their professional career either participating in, or leading projects. While every project is by definition unique in scope, some concepts and tools are considered industry best practices and are internationally recognized via the certification programs of the Project Management Institute. The course will focus on scheduling and critical path analysis, time management, cost estimating, resource utilization, and risk management. Specific tools will include Earned Value Management and the quantitative techniques for estimating schedule risk. The latter will include estimating task durations and the probabilities for project completion by specific time periods. The course will conclude an introduction of Agile Methodologies and Scrum.

SCO 6045 - Strategic Sourcing

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Procurement and supply management has become increasingly visible in a world where supply is a major determinant of organizational success. Supply chain performance influences not only operational and financial risks but also reputational risk. Although this course explores cost containment and supply process improvement methods, it also pushes into revenue enhancement. The job of the supply manager today goes way beyond the scope of value and efficiency to the search for competitive advantage through the supply network. In addition to organizing the supply function for strategic advantage, the course explores strategic sourcing, supplier selection and evaluation techniques, supplier development methods, global sourcing techniques, as well as legal and ethical challenges. High-performance supply managers live for the challenges associated with building and maintaining a high-performance supply chain.

SCO 6048 - Logistics and Transportation

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Manufactured products often travel across multiple countries and multiple states, using multiple modes of transportation, and channels of distribution before reaching final customers. Along the way, these products are processed at a variety of inventory transfer points, and reconfigured and combined with other products with the goal of arriving intact without damage in the right quantity, at the right place and right time. This course provides the knowledge, skills, and tools for understanding these core elements of logistics and transportation systems. Students will gain an understanding of the dynamics of key logistics and transportation decisions, including the design of distribution networks, choice of transportation modes and routes, location and configuration of distribution centers, and management of last mile logistics. Students will explore how these decisions are made by leading companies and what influence these decisions have on the performance dimensions of flexibility, speed, reliability, accessibility, and cost. Operations research techniques will be used to analyze, compare, and optimize these decisions. Throughout the course, students will be exposed to best practices and gain an appreciation for the challenges that typical companies face in managing their logistics and transportation network, including how to innovate in light of competitive pressures and external shocks.

SCO 6051 - Service Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

Both business customers and consumers seek fulfillment of their wants and solutions to their needs ? resolving customer problems via one-stop complete service models. This course addresses creating and delivering customer solutions via multi-faceted product-service bundles. The approach uses a structured framework of defining tangible goods and services, intangible service activities, and psychological benefits that customers are seeking. Most course time is spent developing a service delivery system to create and deliver the offering: designing and mapping process flows, applying operations research techniques for analyzing queueing models, determining appropriate applications of automation, and using operations analysis to balance capacity and demand. The course also covers developing systems for managing variability, service quality, queues, and customer psychology in real time during service delivery. prereq: [MBA 6220 or equiv], MBA student

SCO 6056 - Managing Supply Chain Operations

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Decisions/trade-offs managers face when directing operations of supply chain. How supply chain operations are coordinated within manufacturing, distribution, and retail organizations. prereq: [MBA 6220 or equiv], MBA student

SCO 6072 - Managing Technologies in the Supply Chain

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Course prepares students to develop capabilities for (i) making well-informed technology choice decisions; (ii) effectively managing the development and implementation of technologies; and (iii) collaboratively engaging in crisis management and problem solving during technology development and implementation. The central question around which the course is organized is: How can existing and emerging technologies (e.g., IoT, automation, artificial intelligence, 3D printing, block chains) and the related process and people issues be managed to design and sustain reliable, responsive, resilient, and responsible supply chains? Analytic methods covered in the course to inform decisions related to the development and implementation of technologies include statistical methods (e.g., multivariate regression, time-series analysis, hazard models), risk analysis methods (e.g., decision trees) and predictive analytic methods (e.g., random forest). Through a combination of operations analysis case studies and hands-on exercises, students learn to evaluate the potential upside and downside risks of existing and emerging technologies. The final course project involves designing and testing of prototype systems for evaluating the development and implementation in supply chain and operations settings of companies.

SCO 6081 - Global Operations Strategy

Credits:	4.0 [max 4.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

An essential element of every business model is the delivery of services or goods. Some companies astonish customers by a constant stream of new and innovative products. Other companies can deliver their goods or services rapidly or have the absolute cost leadership in their industry. Such world-class capabilities are usually the result of a well formulated and executed operations strategy. Therefore, understanding operations strategy is crucial for business model innovation in a global environment. Topics covered in the course include the operational implications of strategic decisions, such as global facility location, market strategy, methods of market entry, outsourcing, process standardization, global product expansion, social responsibility, sustainability, and ethics. Students conduct an in-depth country analysis from a global perspective to fulfill their international experience as well as a comprehensive assessment of the current trends and impacts affecting global industries and organizations. The course uses supply chain and operations management academic theories and applicable case studies to illustrate and explore the concept of global operations strategy. Students will develop their abilities to: 1. Think strategically, analytically, and creatively from a global perspective. 2. Develop an understanding of formulating and executing global operations strategy 3. Develop a better understanding of the processes underlying various international business models. 4. Understand how people, process and technology are integral to executing an effective global strategy. 5. Maximize the benefit of key partnerships (i.e., HR; Finance; IT) in executing the agreed-upon strategy 6. Practice effective team strategies to maximize results prereq: [MBA 6221 or equiv], MBA student

SCO 6085 - Sales, Inventory, and Operations Planning

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring & Summer

Sales, Inventory, and Operations Planning (SI&OP) is an important business process for any firm and can provide significant payoffs through achieving a balance between supply and demand. Using analytical tools and field data, SI&OP links a company?s strategic goals at the high level with its production at the tactical level while coordinating different business elements including manufacturing, finance, operations, sales, marketing, HR, etc. The output of an SI&OP process serves as guidance for various production functions such as the master production schedule (MPS) as well as material requirements planning. SI&OP focuses on getting the big picture right via balancing demand and supply at the product family level. This 2-credit course is designed (1) to provide an overview of the entire SI&OP process, (2) to introduce the crucial inputs (i.e., forecasting and inventory management) to SI&OP, (3) to explain how the output of SI&OP (i.e., aggregate plan) is used as a guidance for planning production and material procurement, and (4) to expose students to several analytical tools used for the SI&OP process. To achieve these goals, the course covers a range of topics including forecasting, inventory management, aggregate planning, master production scheduling, and material requirements planning.

SCO 6091 - Process Improvement Methods

Credits:	2.0 [max 2.0]
Course Equivalencies:	OMS 6059/SCO 6059/SCO 6091
Grading Basis:	A-F only
Typically offered:	Periodic Spring

This course introduces the tools and problem solving techniques for process improvement. While organized around the DMAIC (Define, Measure, Analyze, Improve, and Control) terms used in Six Sigma, the class will also include concepts from Root Cause Analysis and Lean Thinking. While our focus is on implementing process improvements from a manager?s perspective, numerous technical tools to identify and implement process improvements, plus the quantitative methods used to identify capacity capabilities, utilization rates, and bottlenecks will be presented through a series of problems and practical exercises. In addition, the course will consider broader aspects of process improvement that includes an understanding organizational change, the importance of Change Management, and aligning process improvements with strategy.

SCO 6092 - Supply Chain Risk and Security

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Spring

This course covers the organizational and behavioral aspects of managing quality, risk, and security within and across organizations. It covers various frameworks such as ISO 28000 (security) as a starting point. It covers various organizational issues such as managing organizational culture and navigating across national boundaries to address quality, risk, and security issues. It draws on various management theories to understand how to manage quality, risk, security, and disruptions across the supply chain. The course draws on examples from a variety of industries and government.

SCO 6094 - Responsible Supply Chain Management

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Companies around the world are facing increasing pressure to perform well on the triple bottom line�People, Planet, and Profit�and responsible supply chain management is often a cornerstone of the CSR strategy for many companies. This course looks at how and why responsible supply chain management could be a powerful strategy to enhance a company�s triple bottom line. The course focuses on the social and environmental aspects of managing supply chain operations. Particular emphasis is placed on human rights, health and safety, and environmental issues faced by supply chain managers and the linkage to the firm�s supply chain strategy.

SCO 6095 - Supply Chain Management in the Food and Agribusiness Sector

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Spring

The food and agribusiness supply chain is complex. It spans input companies, farmers, traders, food companies, and retailers. The goal of this supply chain is to provide access to affordable food, feed, fiber, and fuel in a sustainable manner. The course covers topics relevant to achieving this goal such as supply management, production management, and demand management to consumers. Issues such as diversity of production and demand, bulkiness of produce, perishability, seasonality, and complexity of supply chains of food and agricultural products will be addressed.

SCO 6096 - Supply Chain Management in the Health Care and Medical Devices Sector

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Spring

The motivation for developing this course is the widespread and growing recognition of the need to design and sustain reliable, responsive, resilient, and responsible supply chains to enable the delivery of high quality, high volume, and affordable physical and mental health care equitably in both developed and developing countries. The course advances an end-to-end, supply chain?centric view of the health care and medical devices sector ? i.e., linking the development of care to the delivery of care: ?from bench to bed.? The course highlights the interdependencies between organizations on the upstream (e.g., medical devices, pharma, and biotech firms) and downstream (e.g., hospitals and clinics) of the healthcare supply chain. Topics addressed include: managing supply chain risks with rapid growth in adverse events and recalls related to medical devices and drugs; and reducing the disparities in health care delivery in underserved communities around the world. Implications of scientific and technological advancements ? specifically, precision medicine, surgical robots, mobile & wearable devices, telemedicine and IoT (Internet of Technology) ? for designing and sustaining health care supply chains will be a theme that will run through the entire course. We will closely follow the developments related to COVID-19 pandemic throughout the duration of the course. In every class session, we will make a concerted effort to explore the topic of the session and its relevance to understanding and addressing COVID-19 related issues at the local, state, national and global levels -- e.g., understanding the roles of the Minnesota Department of Health (MDH), Center for Disease Control (CDC), Food and Drug Administration (FDA), Federal Emergency Management Agency (FEMA) and the World Health Organization (WHO).

SCO 6097 - Supply Chain Management in the Retail Sector

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Periodic Spring

This course reviews how the retail sector has evolved over the years and the significance of supply chain management in the retail sector. The course examines the various functional components of retail supply chain management, and focuses on analysis and metrics required to effectively manage a retail supply chain. The students learn the �language" of retailing and acquire the fundamental skills needed to effectively analyze the performance of retail supply chains. Cases are discussed to illustrate how customers are becoming more exacting and demanding ever-increasing levels of service; and how retailers are responding by increasing product variety, becoming more price competitive, striving towards higher service levels, and utilizing advances in computing capabilities, information technologies, and retail analytics to improve their supply chain efficiency.

SCO 6098 - Operations Excellence via Lean Thinking

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

This course introduces the concepts and theory of quality control, philosophical foundations of lean thinking, and technical concepts related to flow and pull, and tools such as value stream mapping, A3, and 5S. Students learn to identify, measure, and eliminate non-value added activities; process capability analysis; statistical process control; and acceptance sampling from extended value chains in manufacturing and service settings through hands-on exercises.

SCO 6191 - Big Data Analytics in Supply Chains

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Fall

With the advancement of digital technologies and networking capabilities, firms are actively engaged in capturing ?big? data related to their supply chains. Firms recognize the immense potential in mining big data for improving the quality and timeliness of decisions, and becoming proactive in sensing and responding to external and internal signals of threats and opportunities. The course develops the capability to analyze and interpret structured and unstructured data that is fundamental to managing supply. The data analytics methods covered in the course include statistical methods (e.g., multivariate regression, logistics regression, GLMM, LASSO), machine learning methods (e.g., support vector machine, ensemble methods ? random forest, gradient boosting model) and optimization methods (e.g., deterministic and stochastic methods). Through a combination of operations analysis case studies and hands-on exercises, students learn (i) various facets of data analytics: data access, data aggregation, data analysis and data visualization; (ii) appropriateness and inappropriateness of big data analytic methods; and (iii) big data based predictive analytics. The final course project involves designing and testing of prototype systems in supply chain and operations settings of companies.

SCO 6192 - Supply Chain Finance

Credits:	2.0 [max 2.0]
Grading Basis:	A-F only
Typically offered:	Every Spring

Managing the financial flows and capital is just as important as managing the physical flow of goods and services. This course focuses on the underlying link between supply chain performance and the financial systems within an organization. Students learn concepts and tools related to supply chain costing, valuation, and projecting cash flow and capital requirements. The course looks at issues including tax and trade credits, and students develop an understanding of how financial considerations influence and inform a firm�s supply chain strategy.

SCO 6850 - Topics in Operations and Management Science

Credits:	2.0 -4.0 [max 12.0]
Prerequisites:	[MBA 6220 or equiv or #], MBA student
Grading Basis:	A-F only
Typically offered:	Every Fall & Spring

Topics seminar. Provides forum for topics in operations/management science. prereq: [MBA 6220 or equiv or instr consent], MBA student

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Business Management Minor