Twin Cities campus
 
Twin Cities Campus

Business Management Minor

CSOM Financial Services Office
Curtis L. Carlson School of Management
Link to a list of faculty for this program.
Contact Information
MBA & MS Programs Office Carlson School of Management 321 19th Ave S Suite 1-110 Minneapolis, MN 55455
  • Program Type: Graduate free-standing minor
  • Requirements for this program are current for Fall 2019
  • Length of program in credits (master's): 8
  • Length of program in credits (doctoral): 12
  • This program does not require summer semesters for timely completion.
  • Coursework is delivered through the Carlson School of Management via the following delivery methods: in-person courses on the Twin Cities campus, courses utilizing a hybrid of in-person meetings and online content delivery, or coursework delivered completely online.
The free-standing graduate-level minor in business management will enhance the preparation of graduate students to enter into organizations with a solid foundation of knowledge in key business disciplines. The business management minor program is flexible and designed to suit the particular needs and interests of the student through completion of a broad range of business core (foundation) and elective courses. Note: Students enrolled in the master of business administration program or the business administration PhD program are not eligible for this minor.
Accreditation
This program is accredited by AACSB International
Program Delivery
  • via classroom (the majority of instruction is face-to-face)
Prerequisites for Admission
Other requirements to be completed before admission:
Prior admission into an established master's or doctoral degree program at the University of Minnesota - Twin Cities, is required. Students must be in good academic standing within their own program to be admitted to the business minor. Students enrolled in the master of business administration program or the business administration PhD program are not eligible for this minor. Students should first consult with their major program advisor about the advisability of a business minor and whether it is permitted by their program. They may then contact graduate program coordinator, Molly Bendzick (mollyb@umn.edu or (612) 625-7582) for more information on the minor.
For an online application or for more information about graduate education admissions, see the General Information section of this website.
Program Requirements
Use of 4xxx courses towards program requirements is not permitted.
Program Sub-plans
Students are required to complete one of the following sub-plans.
Students may not complete the program with more than one sub-plan.
Masters
Master's Business Minor
Take 8 or more credit(s) from the following:
· ACCT 5180 - Consolidations and Advanced Reporting (2.0 cr)
· ACCT 6100 - Financial Statement Analysis (2.0 cr)
· BLAW 6158 - The study of laws affecting private business and publicly-traded companies. (2.0 cr)
· ENTR 6020 - Business Formation (4.0 cr)
· ENTR 6021 - Preparing and Implementing the Business Plan (2.0 cr)
· ENTR 6036 - Managing the Growing Business (2.0 cr)
· ENTR 6037 - Corporate Venturing (2.0 cr)
· ENTR 6041 - Initiating New Product Design and Business Development (2.0-4.0 cr)
· ENTR 6042 - Implementing New Product Design and Business Development (4.0 cr)
· FINA 6121 - Debt Markets, Interest Rates, and Hedging (2.0 cr)
· FINA 6122 - Financial Management of Depository Institutions (2.0 cr)
· FINA 6123 - Financial Services Industry (2.0 cr)
· FINA 6222 - Mergers and Acquisitions (2.0 cr)
· FINA 6241 - Corporate Finance Analysis and Decisions (4.0 cr)
· FINA 6242 - Advanced Corporate Finance Analysis and Decisions (4.0 cr)
· FINA 6321 - Portfolio Analysis and Management (2.0 cr)
· FINA 6322 - Financial Modeling (2.0 cr)
· FINA 6323 - Advanced Financial Modeling (2.0 cr)
· FINA 6324 - Securitization Markets (2.0 cr)
· FINA 6325 - Behavioral Finance (2.0 cr)
· FINA 6341 - World Economy (4.0 cr)
· FINA 6522 - Introduction to Derivatives and Financial Risk Management (2.0 cr)
· FINA 6529 - Advanced Topics in Fixed Income and Derivatives (2.0 cr)
· FINA 6621 - International Financial Management (2.0 cr)
· FINA 6801 - Finance Independent Study (1.0-6.0 cr)
· MGMT 6465 - Leadership and Personal Development (2.0 cr)
· IDSC 6040 - Information Technology Management (2.0 cr)
· IDSC 6050 - Information Technologies and Solutions (2.0 cr)
· IDSC 6423 - Enterprise Systems (2.0 cr)
· IDSC 6442 - E-Sourcing and E-Auctions (2.0 cr)
· IDSC 6444 - Business Analytics for Managers I (2.0 cr)
· IDSC 6446 - Business Analytics for Managers II (2.0 cr)
· IDSC 6455 - Web 2.0: The Business of Social Media (2.0 cr)
· IDSC 6465 - Global Sourcing of IT and IT Enabled Services (4.0 cr)
· IDSC 6471 - Knowledge Management (2.0 cr)
· IDSC 6481 - Managerial Decision Making (2.0 cr)
· MBA 6030 - Financial Accounting (3.0 cr)
· MBA 6035 - Managerial Accounting (3.0 cr)
· MBA 6110 - Leading Others (2.0 cr)
· MBA 6120 - Data Analysis and Statistics for Managers (3.0 cr)
· MBA 6140 - Managerial Economics (2.0 cr)
· MBA 6210 - Marketing Management (3.0 cr)
· MBA 6220 - Supply Chain & Operations (3.0 cr)
· MBA 6230 - Financial Management (3.0 cr)
· MBA 6300 - Strategic Management (3.0 cr)
· MBA 6403 - Energy Industry (2.0 cr)
· MBA 6990 - MBA Topics (2.0 cr)
· MCOM 5500 - Enhancing Your Executive Image in Business Communications (2.0 cr)
· MCOM 5510 - Persuasive Writing in Business (2.0 cr)
· MCOM 5530 - Strategies and Skills for Managerial Presentations (2.0 cr)
· MGMT 5102 - StartUp: Customer Development and Testing (2.0 cr)
· MGMT 6004 - Negotiation Strategies (2.0 cr)
· MGMT 6031 - Industry Analysis and Competitive Strategy (4.0 cr)
· MGMT 6032 - Strategic Alliances (2.0 cr)
· MGMT 6033 - Managing the Strategy Process (2.0 cr)
· MGMT 6034 - Strategic Leadership (2.0 cr)
· MGMT 6035 - Complex and Cross-Cultural Negotiations (2.0 cr)
· MGMT 6040 - Competing Globally (2.0 cr)
· MGMT 6050 - Management of Innovation and Change (2.0 cr)
· MGMT 6084 - Management of Teams (2.0 cr)
· MGMT 6085 - Corporate Strategy (4.0 cr)
· MGMT 6100 - Topics in Management (1.0-4.0 cr)
· MGMT 6305 - The International Environment of Business (4.0 cr)
· MGMT 6310 - Cross-Cultural Management: Developing Intercultural Compentence (2.0 cr)
· MGMT 6402 - Integrative Leadership: Leading Across Sectors to Address Grand Challenges (3.0 cr)
· MGMT 6410 - Corporate Responsibility (2.0 cr)
· MILI 6235 - Pharmaceutical Industry: Business and Policy (2.0 cr)
· MILI 6421 - Healthcare Law: Stratrategic and Business Implications (2.0 cr)
· MILI 6562 - Information Technology in Health Care (2.0 cr)
· MILI 6589 - Medical Technology Evaluation and Market Research (2.0 cr)
· MILI 6726 - Medical Device Industry: Business and Public Policy (2.0 cr)
· MILI 6963 - Healthcare Analytics (2.0 cr)
· MILI 6990 - The Health Care Marketplace (2.0 cr)
· MILI 6991 - Anatomy and Physiology for Managers (2.0 cr)
· MILI 6992 - Healthcare Delivery Innovations:Optimizing Cost and Quality (2.0 cr)
· MILI 6995 - Medical Industry Valuation Laboratory (2.0 cr)
· MILI 6997 - MILI Global Valuation Lab (4.0 cr)
· MILI 6998 - MILI Fellows (0.0-2.0 cr)
· MILI 6999 - Independent Study (0.0-8.0 cr)
· MKTG 6050 - Marketing Analytics: Managerial Decisions (2.0 cr)
· MKTG 6051 - Marketing Research (2.0 cr)
· MKTG 6055 - Buyer Behavior (2.0 cr)
· MKTG 6060 - Marketing Channels (2.0 cr)
· MKTG 6072 - International Marketing (4.0 cr)
· MKTG 6073 - Marketing in High Tech Settings (2.0 cr)
· MKTG 6075 - Pricing Strategy (4.0 cr)
· MKTG 6078 - Advertising & Promotion (4.0 cr)
· MKTG 6082 - Brand Strategy (2.0 cr)
· MKTG 6084 - Persuasion and Influence (2.0 cr)
· MKTG 6085 - Nudge: Improving Decisions about Health, Wealth and Happiness (2.0 cr)
· MKTG 6086 - Digital Marketing (2.0 cr)
· MKTG 6088 - Strategic Marketing (2.0 cr)
· MKTG 6090 - Marketing Topics (1.0-4.0 cr)
· SCO 6041 - Project Management (2.0 cr)
· SCO 6045 - Strategic Sourcing (2.0 cr)
· SCO 6048 - Logistics and Transportation (2.0 cr)
· SCO 6051 - Service Management (2.0 cr)
· SCO 6056 - Managing Supply Chain Operations (4.0 cr)
· SCO 6072 - Managing Technologies in the Supply Chain (2.0 cr)
· SCO 6081 - Global Operations Strategy (4.0 cr)
· SCO 6090 - Sales, Inventory, and Operations Planning (2.0 cr)
· SCO 6091 - Process Improvement Methods (2.0 cr)
· SCO 6092 - Supply Chain Risk and Security (2.0 cr)
· SCO 6094 - Responsible Supply Chain Management (2.0 cr)
· SCO 6095 - Supply Chain Management in the Food and Agribusiness Sector (2.0 cr)
· SCO 6096 - Supply Chain Management in the Health Care and Medical Devices Sector (2.0 cr)
· SCO 6097 - Supply Chain Management in the Retail Sector (2.0 cr)
· SCO 6098 - Operations Excellence via Lean Thinking (2.0 cr)
· SCO 6191 - Big Data Analytics in Supply Chains (2.0 cr)
· SCO 6192 - Supply Chain Finance (2.0 cr)
· SCO 6850 - Topics in Operations and Management Science (2.0-4.0 cr)
Doctoral
Doctoral Business Minor
Take 12 or more credit(s) from the following:
· ACCT 5180 - Consolidations and Advanced Reporting (2.0 cr)
· ACCT 6100 - Financial Statement Analysis (2.0 cr)
· BLAW 6158 - The study of laws affecting private business and publicly-traded companies. (2.0 cr)
· ENTR 6020 - Business Formation (4.0 cr)
· ENTR 6021 - Preparing and Implementing the Business Plan (2.0 cr)
· ENTR 6036 - Managing the Growing Business (2.0 cr)
· ENTR 6037 - Corporate Venturing (2.0 cr)
· ENTR 6041 - Initiating New Product Design and Business Development (2.0-4.0 cr)
· ENTR 6042 - Implementing New Product Design and Business Development (4.0 cr)
· FINA 6121 - Debt Markets, Interest Rates, and Hedging (2.0 cr)
· FINA 6122 - Financial Management of Depository Institutions (2.0 cr)
· FINA 6123 - Financial Services Industry (2.0 cr)
· FINA 6222 - Mergers and Acquisitions (2.0 cr)
· FINA 6241 - Corporate Finance Analysis and Decisions (4.0 cr)
· FINA 6242 - Advanced Corporate Finance Analysis and Decisions (4.0 cr)
· FINA 6321 - Portfolio Analysis and Management (2.0 cr)
· FINA 6322 - Financial Modeling (2.0 cr)
· FINA 6323 - Advanced Financial Modeling (2.0 cr)
· FINA 6324 - Securitization Markets (2.0 cr)
· FINA 6325 - Behavioral Finance (2.0 cr)
· FINA 6341 - World Economy (4.0 cr)
· FINA 6522 - Introduction to Derivatives and Financial Risk Management (2.0 cr)
· FINA 6529 - Advanced Topics in Fixed Income and Derivatives (2.0 cr)
· FINA 6621 - International Financial Management (2.0 cr)
· FINA 6801 - Finance Independent Study (1.0-6.0 cr)
· MGMT 6465 - Leadership and Personal Development (2.0 cr)
· IDSC 6040 - Information Technology Management (2.0 cr)
· IDSC 6050 - Information Technologies and Solutions (2.0 cr)
· IDSC 6423 - Enterprise Systems (2.0 cr)
· IDSC 6442 - E-Sourcing and E-Auctions (2.0 cr)
· IDSC 6444 - Business Analytics for Managers I (2.0 cr)
· IDSC 6446 - Business Analytics for Managers II (2.0 cr)
· IDSC 6455 - Web 2.0: The Business of Social Media (2.0 cr)
· IDSC 6465 - Global Sourcing of IT and IT Enabled Services (4.0 cr)
· IDSC 6471 - Knowledge Management (2.0 cr)
· IDSC 6481 - Managerial Decision Making (2.0 cr)
· MBA 6030 - Financial Accounting (3.0 cr)
· MBA 6035 - Managerial Accounting (3.0 cr)
· MBA 6110 - Leading Others (2.0 cr)
· MBA 6120 - Data Analysis and Statistics for Managers (3.0 cr)
· MBA 6140 - Managerial Economics (2.0 cr)
· MBA 6210 - Marketing Management (3.0 cr)
· MBA 6220 - Supply Chain & Operations (3.0 cr)
· MBA 6230 - Financial Management (3.0 cr)
· MBA 6300 - Strategic Management (3.0 cr)
· MBA 6403 - Energy Industry (2.0 cr)
· MBA 6990 - MBA Topics (2.0 cr)
· MCOM 5500 - Enhancing Your Executive Image in Business Communications (2.0 cr)
· MCOM 5510 - Persuasive Writing in Business (2.0 cr)
· MCOM 5530 - Strategies and Skills for Managerial Presentations (2.0 cr)
· MGMT 5102 - StartUp: Customer Development and Testing (2.0 cr)
· MGMT 6004 - Negotiation Strategies (2.0 cr)
· MGMT 6031 - Industry Analysis and Competitive Strategy (4.0 cr)
· MGMT 6032 - Strategic Alliances (2.0 cr)
· MGMT 6033 - Managing the Strategy Process (2.0 cr)
· MGMT 6034 - Strategic Leadership (2.0 cr)
· MGMT 6035 - Complex and Cross-Cultural Negotiations (2.0 cr)
· MGMT 6040 - Competing Globally (2.0 cr)
· MGMT 6050 - Management of Innovation and Change (2.0 cr)
· MGMT 6084 - Management of Teams (2.0 cr)
· MGMT 6085 - Corporate Strategy (4.0 cr)
· MGMT 6100 - Topics in Management (1.0-4.0 cr)
· MGMT 6305 - The International Environment of Business (4.0 cr)
· MGMT 6310 - Cross-Cultural Management: Developing Intercultural Compentence (2.0 cr)
· MGMT 6402 - Integrative Leadership: Leading Across Sectors to Address Grand Challenges (3.0 cr)
· MGMT 6410 - Corporate Responsibility (2.0 cr)
· MILI 6235 - Pharmaceutical Industry: Business and Policy (2.0 cr)
· MILI 6421 - Healthcare Law: Stratrategic and Business Implications (2.0 cr)
· MILI 6562 - Information Technology in Health Care (2.0 cr)
· MILI 6589 - Medical Technology Evaluation and Market Research (2.0 cr)
· MILI 6726 - Medical Device Industry: Business and Public Policy (2.0 cr)
· MILI 6963 - Healthcare Analytics (2.0 cr)
· MILI 6990 - The Health Care Marketplace (2.0 cr)
· MILI 6991 - Anatomy and Physiology for Managers (2.0 cr)
· MILI 6992 - Healthcare Delivery Innovations:Optimizing Cost and Quality (2.0 cr)
· MILI 6995 - Medical Industry Valuation Laboratory (2.0 cr)
· MILI 6997 - MILI Global Valuation Lab (4.0 cr)
· MILI 6998 - MILI Fellows (0.0-2.0 cr)
· MILI 6999 - Independent Study (0.0-8.0 cr)
· MKTG 6050 - Marketing Analytics: Managerial Decisions (2.0 cr)
· MKTG 6051 - Marketing Research (2.0 cr)
· MKTG 6055 - Buyer Behavior (2.0 cr)
· MKTG 6060 - Marketing Channels (2.0 cr)
· MKTG 6072 - International Marketing (4.0 cr)
· MKTG 6073 - Marketing in High Tech Settings (2.0 cr)
· MKTG 6075 - Pricing Strategy (4.0 cr)
· MKTG 6078 - Advertising & Promotion (4.0 cr)
· MKTG 6082 - Brand Strategy (2.0 cr)
· MKTG 6084 - Persuasion and Influence (2.0 cr)
· MKTG 6085 - Nudge: Improving Decisions about Health, Wealth and Happiness (2.0 cr)
· MKTG 6086 - Digital Marketing (2.0 cr)
· MKTG 6088 - Strategic Marketing (2.0 cr)
· MKTG 6090 - Marketing Topics (1.0-4.0 cr)
· SCO 6041 - Project Management (2.0 cr)
· SCO 6045 - Strategic Sourcing (2.0 cr)
· SCO 6048 - Logistics and Transportation (2.0 cr)
· SCO 6051 - Service Management (2.0 cr)
· SCO 6056 - Managing Supply Chain Operations (4.0 cr)
· SCO 6072 - Managing Technologies in the Supply Chain (2.0 cr)
· SCO 6081 - Global Operations Strategy (4.0 cr)
· SCO 6090 - Sales, Inventory, and Operations Planning (2.0 cr)
· SCO 6091 - Process Improvement Methods (2.0 cr)
· SCO 6092 - Supply Chain Risk and Security (2.0 cr)
· SCO 6094 - Responsible Supply Chain Management (2.0 cr)
· SCO 6095 - Supply Chain Management in the Food and Agribusiness Sector (2.0 cr)
· SCO 6096 - Supply Chain Management in the Health Care and Medical Devices Sector (2.0 cr)
· SCO 6097 - Supply Chain Management in the Retail Sector (2.0 cr)
· SCO 6098 - Operations Excellence via Lean Thinking (2.0 cr)
· SCO 6191 - Big Data Analytics in Supply Chains (2.0 cr)
· SCO 6192 - Supply Chain Finance (2.0 cr)
· SCO 6850 - Topics in Operations and Management Science (2.0-4.0 cr)
 
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ACCT 5180 - Consolidations and Advanced Reporting
Credits: 2.0 [max 2.0]
Course Equivalencies: 02432 - 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 6030. MBA students must register A/F grade base.
ACCT 6100 - Financial Statement Analysis
Credits: 2.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Fall
Overview of asset/liability valuation, income measurement. How economic events are reported in the financial statements of a firm. Accounting theory/standard-setting process from perspective of users of financial statements. prereq: MBA 6030, 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 student
ENTR 6020 - Business Formation
Credits: 4.0 [max 4.0]
Course Equivalencies: Entr 6020/Mgmt 6020
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Business formation from concept development through startup. Business concept, plan, forecast, and budget. Resource markets/assembly. Problems/opportunities from concept stage through establishment of viable business. Cases, exercises, projects, business plans, guest speakers. prereq: MBA student
ENTR 6021 - Preparing and Implementing the Business Plan
Credits: 2.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Students work collaboratively to develop/implement business plans for a business venture launch via startup or acquisition. Student teams present aspects of their business plan: "elevator pitch," company mission, product/service value prposition, market segmentation, competitive analysis, strategy, marketing plan, financial projections. Students comment on each other's plans. prereq: MBA student
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 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 student
ENTR 6041 - Initiating New Product Design and Business Development
Credits: 2.0 -4.0 [max 10.0]
Course Equivalencies: 00391 - BMEn 8401/Entr 6087/ME 8221
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Product development projects sponsored by business organizations. Supervision by faculty adviser/executives from sponsoring company. Lectures, workshops, guest speakers, team meetings, company visits, projects. prereq: MBA student
ENTR 6042 - Implementing New Product Design and Business Development
Credits: 4.0 [max 8.0]
Course Equivalencies: 00391 - BMEn 8401/Entr 6087/ME 8221
Prerequisites: MBA student
Grading Basis: A-F only
Typically offered: Every Spring
Implementation of product development projects begun in the Fall term in Entr 6041. Projects are sponsored by businesses. Supervision by faculty advisors and sponsoring executives. Lectures, workshops, guest speakers, team meetings, company visits, and projects. prereq: MBA student
FINA 6121 - Debt Markets, Interest Rates, and Hedging
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Bond valuation: yield conventions, spot/forward rates, term structure, binomial pricing, static/option-adjusted spread. Duration: PVBP, Macauley/modified/effective duration, convexity. Portfolio management, hedging: dedicated, immunization, horizon matching, contingent, indexing, portfolio insurance, hedging. Treasury market: role of Fed, auctions, primary dealers, market conventions, bills, notes, bonds, strips, repos. Fixed income markets: agency, corporate, private placement, securitization, municipal. prereq: MBA 6230, MBA student
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 6230, MBA student
FINA 6123 - Financial Services Industry
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall
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: 6241, MBA Student
FINA 6241 - Corporate Finance Analysis and Decisions
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 6120, MBA 6230, 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 build, 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. prereq: MBA 6230, 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, operate, 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.
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: 6121, 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 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 6230, 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
Tools, tactics, strategies of risk management. Treasury risk measurement, interest rate risk management, currency risk management, credit risk management. Value-at-risk approach to integrated risk management. Risk management/corporate financing decisions. Internal control systems. Accounting/disclosure issues. prereq: 6121, 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 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: 02327
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 6040 - Information Technology Management
Credits: 2.0 [max 2.0]
Course Equivalencies: 00760 - IDSc 6040/MBA 6240
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 6050 - 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
Requirements of architectures of information systems that help integrate business processes and optimize performance across diverse organizations/divisions. Capabilities of information systems in enterprise integration and supply chain management. Linkages necessary between information systems and business processes.
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 gather, store, analyze, and access data to help managers make decisions about their business and the way they serve customers. Data mining, personalization, recommender systems. prereq: [6040 or 6050 or MBA 6240], MBA student
IDSC 6446 - Business Analytics for Managers II
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Spring
Builds upon IDSC 6444 Business Intelligence course. Cost-aware data analytics, mining text/Web data, best practices in data visualization. Practical data-analytic thinking/decision making. Apply techniques in different settings, using real-world data sets. Value of advanced data analytics in variety of organizational contexts/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. Web 2.0/driving forces, social media marketing/advertising, engaging customers, peer production/open innovation. Ways businesses can leverage social media to foster collaboration, engage customers, build brand loyalty. prereq: MBA student
IDSC 6465 - Global Sourcing of IT and IT Enabled Services
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: [6040 or 6050 or MBA 6240], 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 6030 - 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 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 student
MBA 6110 - Leading Others
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Achieving organizational goals by leading in ways that create motivation, engagement, commitment, positive social interactions, and job performance. Understanding and managing the characteristics of organizations, work groups, and individuals. The role of group dynamics, decision making, cooperation, conflict, and power in leading others.
MBA 6120 - 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, basic inferential procedures, statistical process control, time series/regression analysis, and analysis of variance. These methods are selected for their relevance to managerial decision making and problem solving. prereq: MBA student
MBA 6140 - Managerial Economics
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
How markets work, how positive economic rents (profits) are made, and how strategic behavior affects profits. Four major topical areas include market micro-structure, industrial structure, uncertainty, and incentives and firm governance. prereq: MBA student
MBA 6210 - 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 6220 - Supply Chain & Operations
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Introduction to fundamental operations management principles and concepts. The course takes a strategic view of operations in both a manufacturing and service context and stresses linkages to other functional areas. Many of the cases in the course take an international perspective. prereq: MBA student
MBA 6230 - Financial Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Tools/concepts of financial management. Emphasizes use by financial/non-financial managers to measure creation of value within an organization. Evaluating businesses/business opportunities, identifying financial requirements/sources. prereq: 6030, MBA student
MBA 6300 - Strategic Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Introduction to the concepts and techniques used to create and implement a sense of corporate direction; choices about products and markets that involve the integration of different functional areas; positioning a business to increase returns for shareholders and stakeholders; the skills involved in identifying issues, evaluating options, and implementing business plans. prereq: MBA student
MBA 6403 - Energy Industry
Credits: 2.0 [max 2.0]
Course Equivalencies: 02525 - 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 5510 - 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 5530 - 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 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
Art/science of securing agreements between two or more parties who are interdependent and seek to maximize their own outcomes. Individual, group, organizational behavior. Theory/process of negotiations applied to problems faced by managers/professionals. prereq: MBA student
MGMT 6031 - Industry Analysis and Competitive Strategy
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
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 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 student
MGMT 6033 - Managing the Strategy Process
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Periodic Fall & Spring
How successful strategy is shaped/implemented throughout organization. Leadership challenge of continually renewing strategy/leading change to meet competitive challenges. prereq: 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: 6033, 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: [6004, MBA student] or instr consent
MGMT 6040 - Competing Globally
Credits: 2.0 [max 2.0]
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 student
MGMT 6050 - Management of Innovation and Change
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Periodic 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 student
MGMT 6084 - Management of Teams
Credits: 2.0 [max 2.0]
Course Equivalencies: 02089 - 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: Periodic Fall
Case for/against corporate diversification. Dilemmas of managing a multiple-business portfolio. Role of acquisitions/mergers in corporate diversification. Contrasting mergers with strategic alliances. Managing a diversified firm. prereq: MBA student
MGMT 6100 - Topics in Management
Credits: 1.0 -4.0 [max 8.0]
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 student
MGMT 6310 - 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.
MGMT 6402 - Integrative Leadership: Leading Across Sectors to Address Grand Challenges
Credits: 3.0 [max 3.0]
Course Equivalencies: 01753
Grading Basis: A-F only
Typically offered: Periodic Fall & Spring
Seminar. Strategic challenges linking business, government, and society locally/globally. Co-led by faculty from Carlson and Humphrey Schools. International network of leaders/organizations participate. Case studies as part of capstone projects. prereq: MBA student
MGMT 6410 - 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 6300, CSOM grad student
MILI 6235 - Pharmaceutical Industry: Business and Policy
Credits: 2.0 [max 2.0]
Prerequisites: MBA student
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
Hands-on experience in creating a value proposition for new medical technologies. Leadership pathways in medical technology, insurance, and delivery industries. Personal input from industry leaders United Health Group, Medtronic, and Mayo Clinic. prereq: MBA student
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 core skill and already have knowledge of some programming tools, and experience with data manipulation in Excel, SQL or Access.
MILI 6990 - The Health Care Marketplace
Credits: 2.0 [max 2.0]
Course Equivalencies: 02186 - MILI 5990/MILI 6990
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 6050 - 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 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, and other tasks. Students will be able to apply the learned skills to their work immediately to produce data-driven insights and develop strategic recommendations.
MKTG 6051 - Marketing Research
Credits: 2.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Methods for collecting/analyzing data to solve marketing problems. Survey research techniques. Research design, secondary/primary data collection, sample design, data analysis. Application of techniques to marketing problems, marketing research projects. prereq: MBA 6210, MBA student
MKTG 6055 - Buyer Behavior
Credits: 2.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Application of behavioral sciences to understanding buyer behavior. Perceptions, memory, affect, learning, persuasion, motivation, behavioral decision theory, social/cultural influences, managerial implications. Emphasizes class discussion. prereq: MBA 6210, MBA student
MKTG 6060 - 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, MBA student
MKTG 6072 - International Marketing
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Periodic Fall & Spring
Managing international marketing functions. Identifying marketing-based international business opportunities. Cultural factors in buyer behavior. Constructing/evaluating global/culturally adjusted marketing strategies. prereq: MBA 6210, MBA student
MKTG 6073 - Marketing in High Tech Settings
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every 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 6210 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
Framework for assessing pricing decisions. Pricing in business-to-business markets, consumer goods markets, services, and not-for-profit companies. prereq: MBA 6210, 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
Management of brands/brand equity in modern business enterprises. Measuring brand equity. Building brand equity. Leveraging brand equity through brand extensions/alliances. Lectures, case studies, group brand projects. prereq: MBA 6210, MBA student
MKTG 6084 - Persuasion and Influence
Credits: 2.0 [max 2.0]
Prerequisites: MBA 6210, MBA student
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, 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. Prereq MBA 6210, MBA Student.
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.
MKTG 6088 - Strategic Marketing
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Determining product-markets where organization should compete. Sustainable competitive advantage. Matching marketing strategy with environment. Coordinating marketing, other business functions. Organizing marketing function/management. prereq: MBA 6210, 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, MBA students
SCO 6041 - Project Management
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
In the course of their careers, contemporary managers spend a significant amount of time either participating in or leading projects. Projects are frequently used as proving-grounds for high-potentials. The skills that are required in project management are often the very same attributes that are required for successfully managing a business. While every project is by definition unique, some concepts and tools (e.g., critical path method, time and cost tradeoffs, resource utilization, methods to deal with uncertainties) in project management apply to a wide range of different types of projects. The aim of this course is to equip students with these concepts and tools (e.g., Monte Carlo simulation, risk analysis) and to develop them into successful project managers, as well as team members.
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 Spring
As supply chains become increasingly global, managing the complexity of distribution and transportation is critical to supply chain performance. This course focuses on the role of logistics and distribution networks in customer order fulfillment. Particular emphasis is placed on the linkage among logistics, warehousing and information systems, and the trade-offs involved in alternative distribution strategies. The course also explores the role of third-party logistics providers. Students learn models and techniques related to designing distribution networks that align with the firm’s supply chain and corporate strategy
SCO 6051 - Service Management
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall
Designing and managing business interactions with customers. Creating service innovations, and designing processes and systems for delivering value-added services to customers. 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 will be organized is: How can technologies and the related process and people issues be managed to design and sustain reliable, responsive, resilient, and responsible supply chains? Contemporary topics such as big data analytic applications to supply chain management; technology project management as it relates to offshoring and near-shoring; managing technologies in the context of supply chains in emerging economies; and managing technologies for sustainable supply chains will be covered in the course. Implications of globalization for managing technologies in supply chains will be a theme that will run through the entire duration of the course.
SCO 6081 - Global Operations Strategy
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
Operational implications of strategic decisions, such as global facility location, outsourcing, supplier selection and relationship management, process automation and standardization, concurrent product development. prereq: [MBA 6220 or equiv], MBA student
SCO 6090 - Sales, Inventory, and Operations Planning
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall
Sales, Inventory, and Operations Planning (SI&OP) is an important process for a firm and can provide significant payoffs. SI&OP links strategic goals with production while coordinating financial, operations, sales, marketing, and HR objectives. Sales, inventory, and operations plans serve as input to the master production schedule (MPS), helping coordinate material resources and capacity levels with strategic business objectives. SI&OP focuses on getting the big picture right by balancing demand and supply at product family level. Planning of mix (individual products and orders) becomes easier once volume (rates & levels) is effectively planned. Course is designed to address these questions: What should an executive know about SI&OP? How does SI&OP link with strategic planning, MPS, capacity plans, etc.? What are challenges in developing an effective SI&OP process? What techniques are most effective? To address these questions, the course covers: forecasting, aggregate planning, master production scheduling, capacity planning, inventory planning, and material requirement planning.
SCO 6091 - Process Improvement Methods
Credits: 2.0 [max 2.0]
Course Equivalencies: 02456
Grading Basis: A-F only
Typically offered: Periodic Spring
This course introduces the tools, problem solving methods, and organizational structures for process improvement. The course is organized around the DMAIC (Define Measure Analyze Improve and Control) method for process improvement in Six Sigma, but will also consider more general methods like PDCA (Plan Do Check Act). In addition, the course will consider broader aspects of process improvement that includes understanding organizational change and aligning process improvements with strategy. This course takes both a project level and organizational level perspective to understand process improvement and Six Sigma.
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
This course identifies the inter-relationships between the partners in a health care supply chain that links the development of care to the delivery of care. Issues addressed in the course include managing health care supply chain with: increasing complexity of manufacturing pharmaceuticals and medical devices; increasing variety in drugs, devices and equipment to meet rapidly changing markets; increasing demand for affordable products from emerging economies; growing quality and compliance challenges with drugs and devices becoming more complex and regulatory scrutiny becoming stricter; and increasing frequency of recalls. Some examples of specific problems in health care delivery are: capacity planning and management in hospitals, location of health care facilities, supply chain management of blood banks, ambulance service planning, etc.
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. Course develops the capability to analyze and interpret data that is fundamental to managing supply chains and provides an overall understanding of the data and information management framework. This includes an overview of enterprise resource planning, value chain management and customer relationship management frameworks, the interconnections and interdependencies of functions from an information and data perspective. Through a combination of 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 analysis; and (iii) big data based predictive analytics.
SCO 6192 - Supply Chain Finance
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Summer
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 5180 - Consolidations and Advanced Reporting
Credits: 2.0 [max 2.0]
Course Equivalencies: 02432 - 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 6030. MBA students must register A/F grade base.
ACCT 6100 - Financial Statement Analysis
Credits: 2.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Fall
Overview of asset/liability valuation, income measurement. How economic events are reported in the financial statements of a firm. Accounting theory/standard-setting process from perspective of users of financial statements. prereq: MBA 6030, 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 student
ENTR 6020 - Business Formation
Credits: 4.0 [max 4.0]
Course Equivalencies: Entr 6020/Mgmt 6020
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Business formation from concept development through startup. Business concept, plan, forecast, and budget. Resource markets/assembly. Problems/opportunities from concept stage through establishment of viable business. Cases, exercises, projects, business plans, guest speakers. prereq: MBA student
ENTR 6021 - Preparing and Implementing the Business Plan
Credits: 2.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Students work collaboratively to develop/implement business plans for a business venture launch via startup or acquisition. Student teams present aspects of their business plan: "elevator pitch," company mission, product/service value prposition, market segmentation, competitive analysis, strategy, marketing plan, financial projections. Students comment on each other's plans. prereq: MBA student
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 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 student
ENTR 6041 - Initiating New Product Design and Business Development
Credits: 2.0 -4.0 [max 10.0]
Course Equivalencies: 00391 - BMEn 8401/Entr 6087/ME 8221
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Product development projects sponsored by business organizations. Supervision by faculty adviser/executives from sponsoring company. Lectures, workshops, guest speakers, team meetings, company visits, projects. prereq: MBA student
ENTR 6042 - Implementing New Product Design and Business Development
Credits: 4.0 [max 8.0]
Course Equivalencies: 00391 - BMEn 8401/Entr 6087/ME 8221
Prerequisites: MBA student
Grading Basis: A-F only
Typically offered: Every Spring
Implementation of product development projects begun in the Fall term in Entr 6041. Projects are sponsored by businesses. Supervision by faculty advisors and sponsoring executives. Lectures, workshops, guest speakers, team meetings, company visits, and projects. prereq: MBA student
FINA 6121 - Debt Markets, Interest Rates, and Hedging
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Bond valuation: yield conventions, spot/forward rates, term structure, binomial pricing, static/option-adjusted spread. Duration: PVBP, Macauley/modified/effective duration, convexity. Portfolio management, hedging: dedicated, immunization, horizon matching, contingent, indexing, portfolio insurance, hedging. Treasury market: role of Fed, auctions, primary dealers, market conventions, bills, notes, bonds, strips, repos. Fixed income markets: agency, corporate, private placement, securitization, municipal. prereq: MBA 6230, MBA student
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 6230, MBA student
FINA 6123 - Financial Services Industry
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall
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: 6241, MBA Student
FINA 6241 - Corporate Finance Analysis and Decisions
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 6120, MBA 6230, 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 build, 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. prereq: MBA 6230, 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, operate, 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.
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: 6121, 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 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 6230, 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
Tools, tactics, strategies of risk management. Treasury risk measurement, interest rate risk management, currency risk management, credit risk management. Value-at-risk approach to integrated risk management. Risk management/corporate financing decisions. Internal control systems. Accounting/disclosure issues. prereq: 6121, 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 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: 02327
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 6040 - Information Technology Management
Credits: 2.0 [max 2.0]
Course Equivalencies: 00760 - IDSc 6040/MBA 6240
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 6050 - 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
Requirements of architectures of information systems that help integrate business processes and optimize performance across diverse organizations/divisions. Capabilities of information systems in enterprise integration and supply chain management. Linkages necessary between information systems and business processes.
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 gather, store, analyze, and access data to help managers make decisions about their business and the way they serve customers. Data mining, personalization, recommender systems. prereq: [6040 or 6050 or MBA 6240], MBA student
IDSC 6446 - Business Analytics for Managers II
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Spring
Builds upon IDSC 6444 Business Intelligence course. Cost-aware data analytics, mining text/Web data, best practices in data visualization. Practical data-analytic thinking/decision making. Apply techniques in different settings, using real-world data sets. Value of advanced data analytics in variety of organizational contexts/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. Web 2.0/driving forces, social media marketing/advertising, engaging customers, peer production/open innovation. Ways businesses can leverage social media to foster collaboration, engage customers, build brand loyalty. prereq: MBA student
IDSC 6465 - Global Sourcing of IT and IT Enabled Services
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: [6040 or 6050 or MBA 6240], 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 6030 - 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 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 student
MBA 6110 - Leading Others
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Achieving organizational goals by leading in ways that create motivation, engagement, commitment, positive social interactions, and job performance. Understanding and managing the characteristics of organizations, work groups, and individuals. The role of group dynamics, decision making, cooperation, conflict, and power in leading others.
MBA 6120 - 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, basic inferential procedures, statistical process control, time series/regression analysis, and analysis of variance. These methods are selected for their relevance to managerial decision making and problem solving. prereq: MBA student
MBA 6140 - Managerial Economics
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
How markets work, how positive economic rents (profits) are made, and how strategic behavior affects profits. Four major topical areas include market micro-structure, industrial structure, uncertainty, and incentives and firm governance. prereq: MBA student
MBA 6210 - 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 6220 - Supply Chain & Operations
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Introduction to fundamental operations management principles and concepts. The course takes a strategic view of operations in both a manufacturing and service context and stresses linkages to other functional areas. Many of the cases in the course take an international perspective. prereq: MBA student
MBA 6230 - Financial Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Tools/concepts of financial management. Emphasizes use by financial/non-financial managers to measure creation of value within an organization. Evaluating businesses/business opportunities, identifying financial requirements/sources. prereq: 6030, MBA student
MBA 6300 - Strategic Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Introduction to the concepts and techniques used to create and implement a sense of corporate direction; choices about products and markets that involve the integration of different functional areas; positioning a business to increase returns for shareholders and stakeholders; the skills involved in identifying issues, evaluating options, and implementing business plans. prereq: MBA student
MBA 6403 - Energy Industry
Credits: 2.0 [max 2.0]
Course Equivalencies: 02525 - 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 5510 - 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 5530 - 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 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
Art/science of securing agreements between two or more parties who are interdependent and seek to maximize their own outcomes. Individual, group, organizational behavior. Theory/process of negotiations applied to problems faced by managers/professionals. prereq: MBA student
MGMT 6031 - Industry Analysis and Competitive Strategy
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
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 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 student
MGMT 6033 - Managing the Strategy Process
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Periodic Fall & Spring
How successful strategy is shaped/implemented throughout organization. Leadership challenge of continually renewing strategy/leading change to meet competitive challenges. prereq: 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: 6033, 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: [6004, MBA student] or instr consent
MGMT 6040 - Competing Globally
Credits: 2.0 [max 2.0]
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 student
MGMT 6050 - Management of Innovation and Change
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Periodic 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 student
MGMT 6084 - Management of Teams
Credits: 2.0 [max 2.0]
Course Equivalencies: 02089 - 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: Periodic Fall
Case for/against corporate diversification. Dilemmas of managing a multiple-business portfolio. Role of acquisitions/mergers in corporate diversification. Contrasting mergers with strategic alliances. Managing a diversified firm. prereq: MBA student
MGMT 6100 - Topics in Management
Credits: 1.0 -4.0 [max 8.0]
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 student
MGMT 6310 - 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.
MGMT 6402 - Integrative Leadership: Leading Across Sectors to Address Grand Challenges
Credits: 3.0 [max 3.0]
Course Equivalencies: 01753
Grading Basis: A-F only
Typically offered: Periodic Fall & Spring
Seminar. Strategic challenges linking business, government, and society locally/globally. Co-led by faculty from Carlson and Humphrey Schools. International network of leaders/organizations participate. Case studies as part of capstone projects. prereq: MBA student
MGMT 6410 - 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 6300, CSOM grad student
MILI 6235 - Pharmaceutical Industry: Business and Policy
Credits: 2.0 [max 2.0]
Prerequisites: MBA student
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
Hands-on experience in creating a value proposition for new medical technologies. Leadership pathways in medical technology, insurance, and delivery industries. Personal input from industry leaders United Health Group, Medtronic, and Mayo Clinic. prereq: MBA student
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 core skill and already have knowledge of some programming tools, and experience with data manipulation in Excel, SQL or Access.
MILI 6990 - The Health Care Marketplace
Credits: 2.0 [max 2.0]
Course Equivalencies: 02186 - MILI 5990/MILI 6990
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 6050 - 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 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, and other tasks. Students will be able to apply the learned skills to their work immediately to produce data-driven insights and develop strategic recommendations.
MKTG 6051 - Marketing Research
Credits: 2.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Methods for collecting/analyzing data to solve marketing problems. Survey research techniques. Research design, secondary/primary data collection, sample design, data analysis. Application of techniques to marketing problems, marketing research projects. prereq: MBA 6210, MBA student
MKTG 6055 - Buyer Behavior
Credits: 2.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Application of behavioral sciences to understanding buyer behavior. Perceptions, memory, affect, learning, persuasion, motivation, behavioral decision theory, social/cultural influences, managerial implications. Emphasizes class discussion. prereq: MBA 6210, MBA student
MKTG 6060 - 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, MBA student
MKTG 6072 - International Marketing
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Periodic Fall & Spring
Managing international marketing functions. Identifying marketing-based international business opportunities. Cultural factors in buyer behavior. Constructing/evaluating global/culturally adjusted marketing strategies. prereq: MBA 6210, MBA student
MKTG 6073 - Marketing in High Tech Settings
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every 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 6210 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
Framework for assessing pricing decisions. Pricing in business-to-business markets, consumer goods markets, services, and not-for-profit companies. prereq: MBA 6210, 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
Management of brands/brand equity in modern business enterprises. Measuring brand equity. Building brand equity. Leveraging brand equity through brand extensions/alliances. Lectures, case studies, group brand projects. prereq: MBA 6210, MBA student
MKTG 6084 - Persuasion and Influence
Credits: 2.0 [max 2.0]
Prerequisites: MBA 6210, MBA student
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, 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. Prereq MBA 6210, MBA Student.
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.
MKTG 6088 - Strategic Marketing
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Determining product-markets where organization should compete. Sustainable competitive advantage. Matching marketing strategy with environment. Coordinating marketing, other business functions. Organizing marketing function/management. prereq: MBA 6210, 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, MBA students
SCO 6041 - Project Management
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
In the course of their careers, contemporary managers spend a significant amount of time either participating in or leading projects. Projects are frequently used as proving-grounds for high-potentials. The skills that are required in project management are often the very same attributes that are required for successfully managing a business. While every project is by definition unique, some concepts and tools (e.g., critical path method, time and cost tradeoffs, resource utilization, methods to deal with uncertainties) in project management apply to a wide range of different types of projects. The aim of this course is to equip students with these concepts and tools (e.g., Monte Carlo simulation, risk analysis) and to develop them into successful project managers, as well as team members.
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 Spring
As supply chains become increasingly global, managing the complexity of distribution and transportation is critical to supply chain performance. This course focuses on the role of logistics and distribution networks in customer order fulfillment. Particular emphasis is placed on the linkage among logistics, warehousing and information systems, and the trade-offs involved in alternative distribution strategies. The course also explores the role of third-party logistics providers. Students learn models and techniques related to designing distribution networks that align with the firm’s supply chain and corporate strategy
SCO 6051 - Service Management
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall
Designing and managing business interactions with customers. Creating service innovations, and designing processes and systems for delivering value-added services to customers. 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 will be organized is: How can technologies and the related process and people issues be managed to design and sustain reliable, responsive, resilient, and responsible supply chains? Contemporary topics such as big data analytic applications to supply chain management; technology project management as it relates to offshoring and near-shoring; managing technologies in the context of supply chains in emerging economies; and managing technologies for sustainable supply chains will be covered in the course. Implications of globalization for managing technologies in supply chains will be a theme that will run through the entire duration of the course.
SCO 6081 - Global Operations Strategy
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
Operational implications of strategic decisions, such as global facility location, outsourcing, supplier selection and relationship management, process automation and standardization, concurrent product development. prereq: [MBA 6220 or equiv], MBA student
SCO 6090 - Sales, Inventory, and Operations Planning
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall
Sales, Inventory, and Operations Planning (SI&OP) is an important process for a firm and can provide significant payoffs. SI&OP links strategic goals with production while coordinating financial, operations, sales, marketing, and HR objectives. Sales, inventory, and operations plans serve as input to the master production schedule (MPS), helping coordinate material resources and capacity levels with strategic business objectives. SI&OP focuses on getting the big picture right by balancing demand and supply at product family level. Planning of mix (individual products and orders) becomes easier once volume (rates & levels) is effectively planned. Course is designed to address these questions: What should an executive know about SI&OP? How does SI&OP link with strategic planning, MPS, capacity plans, etc.? What are challenges in developing an effective SI&OP process? What techniques are most effective? To address these questions, the course covers: forecasting, aggregate planning, master production scheduling, capacity planning, inventory planning, and material requirement planning.
SCO 6091 - Process Improvement Methods
Credits: 2.0 [max 2.0]
Course Equivalencies: 02456
Grading Basis: A-F only
Typically offered: Periodic Spring
This course introduces the tools, problem solving methods, and organizational structures for process improvement. The course is organized around the DMAIC (Define Measure Analyze Improve and Control) method for process improvement in Six Sigma, but will also consider more general methods like PDCA (Plan Do Check Act). In addition, the course will consider broader aspects of process improvement that includes understanding organizational change and aligning process improvements with strategy. This course takes both a project level and organizational level perspective to understand process improvement and Six Sigma.
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
This course identifies the inter-relationships between the partners in a health care supply chain that links the development of care to the delivery of care. Issues addressed in the course include managing health care supply chain with: increasing complexity of manufacturing pharmaceuticals and medical devices; increasing variety in drugs, devices and equipment to meet rapidly changing markets; increasing demand for affordable products from emerging economies; growing quality and compliance challenges with drugs and devices becoming more complex and regulatory scrutiny becoming stricter; and increasing frequency of recalls. Some examples of specific problems in health care delivery are: capacity planning and management in hospitals, location of health care facilities, supply chain management of blood banks, ambulance service planning, etc.
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. Course develops the capability to analyze and interpret data that is fundamental to managing supply chains and provides an overall understanding of the data and information management framework. This includes an overview of enterprise resource planning, value chain management and customer relationship management frameworks, the interconnections and interdependencies of functions from an information and data perspective. Through a combination of 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 analysis; and (iii) big data based predictive analytics.
SCO 6192 - Supply Chain Finance
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Summer
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