Twin Cities campus
 
Twin Cities Campus

Business Administration M.B.A.

Graduate Business Career Center
Curtis L. Carlson School of Management
Link to a list of faculty for this program.
Contact Information
M.B.A. Programs Office, 1-110 Carlson School of Management, 321 19th Avenue South, Minneapolis, MN 55455 (612-625-5555; fax: 612-626-7582)
Email: mba@umn.edu
  • Program Type: Master's
  • Requirements for this program are current for Fall 2017
  • Length of program in credits: 48 to 64
  • This program does not require summer semesters for timely completion.
  • Degree: Master of Business Administration
Along with the program-specific requirements listed below, please read the General Information section of this website for requirements that apply to all major fields.
At the Carlson School, students tailor their education to meet their career objectives. Supported by outstanding faculty, cutting-edge coursework, and extensive networking opportunities, students compile an impressive record of professional achievements even before they graduate. The Carlson School offers several pathways to the master of business administration degree: the full-time MBA, the part-time MBA, the industry MBA, and the executive MBA. Dual degree programs are only available through the full-time MBA program. Please visit our website at http://www.carlsonschool.umn.edu/mba/ for more information. The Carlson School's China executive MBA program is offered through a partnership between the Carlson School and Lingnan (University) College of Sun Yat-sen University. The Carlson School's Vienna executive MBA program is offered jointly with the Vienna University of Economics and Business (WU). For additional information on these two programs, please contact cgi@umn.edu.
Accreditation
This program is accredited by AACSB International.
Program Delivery
  • via classroom (the majority of instruction is face-to-face)
  • completely online (all program coursework can be completed online)
  • primarily online (at least 80% of the instruction for the program is online with short, intensive periods of face-to-face coursework)
  • partially online (between 50% to 80% of instruction is online)
Prerequisites for Admission
Applicants must have a bachelor's degree from an accredited college or university.
Other requirements to be completed before admission:
Please review the Admissions Checklist online for detailed admissions requirements.
Special Application Requirements:
Applicants must have an acceptable score on the GMAT or GRE. In addition, international students must have an acceptable score on the Test of English as a Foreign Language (TOEFL), the International Language Testing System (IELTS), or the Pearson Test of English Academic (PTE). Candidates will be required to apply and be admitted to both degree programs separately.
Applicants must submit their test score(s) from the following:
  • GMAT
  • Pearson Test of English Academic (PTE Academic)
International applicants must submit score(s) from one of the following tests:
  • TOEFL
  • IELTS
Key to test abbreviations (GMAT, TOEFL, IELTS).
For an online application or for more information about graduate education admissions, see the General Information section of this website.
Program Requirements
Plan C: Plan C requires 48 to 64 major credits and 0 credits outside the major. There is no final exam.
This program may not be completed with a minor.
Use of 4xxx courses towards program requirements is not permitted.
A minimum GPA of 2.80 is required for students to remain in good standing.
Joint- or Dual-degree Coursework:
The Full-Time MBA program offers the following dual degree program options: MS-Applied Economics/MBA: up to 18 credits in common allowed; MS-Business Analytics/MBA: up to 22 credits in common allowed; MA-HRIR/MBA: up to 24 credits in common allowed; MHA/MBA: up to 24 credits in common allowed;MPP/MBA: up to 24 credits in common allowed;JD/MBA: up to 24 credits in common allowed;MD/MBA: up to 24 credits in common allowed; andPharmD/MBA: up to 24 credits in common allowed.For full complete Dual Degree information, visit http://carlsonschool.umn.edu/degrees/master-business-administration/dual-degrees Students may take a total of 24 credits in common among the academic programs.
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.
Full-Time Master of Business Administration
The Carlson full-time MBA program offers an intense curriculum that gives students a distinct edge. They start by taking coordinated core courses that provide a sound foundation in essential managerial disciplines, while at the same time, customizing their education to fit their career paths. The full-time program involves a rigorous time commitment. While the amount of time spent on campus varies from 30-50 hours per week, all students are expected to complete the degree in two years with a minimum of 64 credits.
FT MBA Core Courses
MBA 6030 - Financial Accounting (3.0 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 - Operations Management (3.0 cr)
MBA 6230 - Financial Management (3.0 cr)
MBA 6240 - Competing in a Data-Driven Digital Age (2.0 cr)
MBA 6300 - Strategic Management (3.0 cr)
MBA 6315 - The Ethical Environment of Business (2.0 cr)
Leadership Requirement
The total leadership credit requirement is 4 credits. MBA 6108 is completed throughout the first year for 1 credit, and MBA 6112 is completed throughout the second year for 1 credit. MBA 6110 is completed in spring of the first year for a total of 2 credits.
Take exactly 4 credit(s) from the following:
· MBA 6108 - Leading Self (0.0-1.0 cr)
· MBA 6110 - Leading Others (2.0 cr)
· MBA 6112 - Leading Organizations (0.0-1.0 cr)
Enterprise Requirement
All full-time MBA students are required to participate in one Enterprise program throughout their time in the program.
Take exactly 8 credit(s) from the following:
· MBA 6501 - Carlson Funds Enterprise: Growth (1.0-4.0 cr)
· MBA 6502 - Carlson Funds Enterprise: Fixed Income (1.0-4.0 cr)
· MBA 6503 - Carlson Ventures Enterprise (2.0-4.0 cr)
· MBA 6504 - Carlson Consulting Enterprise (2.0-4.0 cr)
· MBA 6505 - Carlson Brand Enterprise (2.0-4.0 cr)
International Experience
All full-time MBA students must participate in an international study abroad program or complete a course on campus that has been designated to meet this requirement. A minimum of 4 credits is required to fulfill this requirement.
Take 1 or more course(s) totaling 4 or more credit(s) from the following:
· IBUS 5140 - Vienna Summer Program in International Business (Graduate) (0.0-18.0 cr)
· IBUS 5150 - India Seminar: Managing in a Global Environment (4.0 cr)
· IBUS 5260 - Sustainability: The New Management Paradigm (4.0 cr)
· IBUS 5300 - International Business: Graduate Exchange BLOCK (0.0-18.0 cr)
· IBUS 5301 - Graduate Exchange in International Business - BLOCK (0.0-18.0 cr)
· IBUS 5302 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5303 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5304 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5305 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5306 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5307 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5308 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5400 - Global Business Practicum (4.0 cr)
· IBUS 5605 - Shanghai Summer Program in International Business (Graduate) (0.0-18.0 cr)
· IBUS 6401 - Marketing in the Mayhem: Why Chile Thrives and How Argentina Tries (4.0 cr)
· IBUS 6402 - Economic Diversification: Moving Beyond Oil in UAE and Oman (4.0 cr)
· IBUS 6997 - MILI Global Valuation Lab (4.0 cr)
· IDSC 6465 - Global Sourcing of IT and IT Enabled Services (4.0 cr)
· MGMT 6305 - The International Environment of Business (4.0 cr)
· MKTG 6072 - International Marketing (4.0 cr)
· SCO 6081 - Global Operations Strategy (4.0 cr)
· MILI 6997 - MILI Global Valuation Lab (4.0 cr)
Full-Time MBA Electives
Electives not on this list must be approved by MBA Programs Office in order to count for degree requirements.
Take 24 or more credit(s) from the following:
· ACCT 5180 - Consolidations and Advanced Reporting (2.0 cr)
· ACCT 6100 - Financial Statement Analysis (4.0 cr)
· APEC 5831 - Food and Agribusiness Marketplace (2.0 cr)
· BLAW 6158 - The Law of Contracts and Agency (4.0 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)
· ENTR 6090 - Topics in Entrepreneurship (2.0-4.0 cr)
· FINA 6121 - Debt Markets, Interest Rates, and Hedging (2.0 cr)
· FINA 6122 - Financial Management of Depository Institutions (2.0 cr)
· FINA 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 6422 - Mergers and Acquisitions (2.0-4.0 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)
· 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 6235 - Managerial Accounting (2.0 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 - International Strategy and Organization (2.0 cr)
· MGMT 6050 - Management of Innovation and Change (2.0 cr)
· MGMT 6084 - Management of Groups (2.0 cr)
· MGMT 6085 - Corporate Strategy (4.0 cr)
· MGMT 6100 - Topics in Management (2.0-4.0 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: From Theory to Practice (3.0 cr)
· MGMT 6410 - Corporate Responsibility (2.0 cr)
· MILI 6235 - Pharmaceutical Industry: Business and Policy (2.0 cr)
· MILI 6421 - Topics: Medical Industry (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 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)
· MKTG 6050 - Business Research Methods (2.0 cr)
· MKTG 6051 - Marketing Research (4.0 cr)
· MKTG 6055 - Buyer Behavior (4.0 cr)
· MKTG 6072 - International Marketing (4.0 cr)
· MKTG 6073 - Technology Marketing (2.0 cr)
· MKTG 6075 - Pricing Strategy (4.0 cr)
· MKTG 6078 - Advertising & Promotion (4.0 cr)
· MKTG 6082 - Brand Management (4.0 cr)
· MKTG 6084 - Persuasion and Influence (2.0 cr)
· MKTG 6085 - Harnessing Consumer Irrationality (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 6059 - Quality Management and Lean Six Sigma (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)
Part-Time Master of Business Administration
The Carlson part-time MBA curriculum, which can be completed online, includes core courses that offer an in-depth study of the foundational and functional areas of business. Advanced electives, international study options, and specializations allow students to tailor a program that meets their long-term career goals. To graduate, students must earn 48-57 credits. The number of credits a student must complete is determined at the time of admission and is based on prior coursework and/or waiver exams taken prior to the end of the first semester of enrollment.
Strategic Management
Recommended to be taken in first semester of MBA program
Take exactly 1 course(s) from the following:
· MBA 6300 - Strategic Management (3.0 cr)
Data Analysis & Statistics
Take exactly 1 course(s) from the following:
· MBA 6120 - Data Analysis and Statistics for Managers (3.0 cr)
Financial Accounting
Take exactly 1 course(s) from the following:
· MBA 6030 - Financial Accounting (3.0 cr)
Operations
Take exactly 1 course(s) from the following:
· MBA 6220 - Operations Management (3.0 cr)
Finance
Take exactly 1 course(s) from the following:
· MBA 6230 - Financial Management (3.0 cr)
Marketing
Take exactly 1 course(s) from the following:
· MBA 6210 - Marketing Management (3.0 cr)
Managerial Accounting
Take exactly 1 course(s) from the following:
· MBA 6035 - Managerial Accounting (3.0 cr)
Leading Others/Org Behavior
Take exactly 1 course(s) from the following:
· MBA 6110 - Leading Others (2.0 cr)
Business Ethics
Take exactly 1 course(s) from the following:
· MBA 6315 - The Ethical Environment of Business (2.0 cr)
IT Requirement
Choose 1 of the following (if both taken, 1 will count as elective)
Take 1 or more course(s) from the following:
· IDSC 6040 - Information Technology Management (2.0 cr)
· IDSC 6050 - Information Technologies and Solutions (2.0 cr)
Economics Requirement
Choose 1 of the following (if both taken, 1 will count as elective). If choosing MBA 6140, it must be taken for 2 credits.
Take 1 or more course(s) from the following:
· MBA 6140 - Managerial Economics (2.0 cr)
· FINA 6341 - World Economy (4.0 cr)
International Experience
Choose 1 of the following (if more than 1 course completed, remainder will count as elective credit(s)):
Take 4 or more credit(s) from the following:
· MGMT 6305 - The International Environment of Business (4.0 cr)
· IDSC 6465 - Global Sourcing of IT and IT Enabled Services (4.0 cr)
· SCO 6081 - Global Operations Strategy (4.0 cr)
· MKTG 6072 - International Marketing (4.0 cr)
· MILI 6997 - MILI Global Valuation Lab (4.0 cr)
· IBUS 5140 - Vienna Summer Program in International Business (Graduate) (0.0-18.0 cr)
· IBUS 5150 - India Seminar: Managing in a Global Environment (4.0 cr)
· IBUS 5260 - Sustainability: The New Management Paradigm (4.0 cr)
· IBUS 5400 - Global Business Practicum (4.0 cr)
· IBUS 5605 - Shanghai Summer Program in International Business (Graduate) (0.0-18.0 cr)
· IBUS 6997 - MILI Global Valuation Lab (4.0 cr)
· IBUS 6402 - Economic Diversification: Moving Beyond Oil in UAE and Oman (4.0 cr)
· IBUS 5300 - International Business: Graduate Exchange BLOCK (0.0-18.0 cr)
· IBUS 5301 - Graduate Exchange in International Business - BLOCK (0.0-18.0 cr)
· IBUS 5302 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5303 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5304 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5305 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5306 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5307 - International Business: Graduate Exchange (0.0-18.0 cr)
· IBUS 5308 - International Business: Graduate Exchange (0.0-18.0 cr)
Electives
Electives not on this list must be approved by MBA Programs Office to count towards degree requirements.
Take 24 or more credit(s) from the following:
· ACCT 5180 - Consolidations and Advanced Reporting (2.0 cr)
· ACCT 6100 - Financial Statement Analysis (4.0 cr)
· APEC 5831 - Food and Agribusiness Marketplace (2.0 cr)
· BLAW 6158 - The Law of Contracts and Agency (4.0 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)
· ENTR 6090 - Topics in Entrepreneurship (2.0-4.0 cr)
· FINA 6121 - Debt Markets, Interest Rates, and Hedging (2.0 cr)
· FINA 6122 - Financial Management of Depository Institutions (2.0 cr)
· FINA 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 6422 - Mergers and Acquisitions (2.0-4.0 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)
· HRIR 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 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 - International Strategy and Organization (2.0 cr)
· MGMT 6050 - Management of Innovation and Change (2.0 cr)
· MGMT 6084 - Management of Groups (2.0 cr)
· MGMT 6085 - Corporate Strategy (4.0 cr)
· MGMT 6100 - Topics in Management (2.0-4.0 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: From Theory to Practice (3.0 cr)
· MGMT 6410 - Corporate Responsibility (2.0 cr)
· MILI 6235 - Pharmaceutical Industry: Business and Policy (2.0 cr)
· MILI 6421 - Topics: Medical Industry (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 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)
· MKTG 6050 - Business Research Methods (2.0 cr)
· MKTG 6051 - Marketing Research (4.0 cr)
· MKTG 6055 - Buyer Behavior (4.0 cr)
· MKTG 6072 - International Marketing (4.0 cr)
· MKTG 6073 - Technology Marketing (2.0 cr)
· MKTG 6075 - Pricing Strategy (4.0 cr)
· MKTG 6078 - Advertising & Promotion (4.0 cr)
· MKTG 6082 - Brand Management (4.0 cr)
· MKTG 6084 - Persuasion and Influence (2.0 cr)
· MKTG 6085 - Harnessing Consumer Irrationality (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)
Carlson Executive Master of Business Administration
The Carlson executive MBA is built on a foundation of time-tested business principles. By emphasizing a global perspective, the rigorous curriculum helps students develop a deeper understanding of theory and practice. Each class moves through the program together as a cohort, following set schedules. From orientation to graduation, it takes about 21 months to complete the program. Classes are held Fridays and Saturdays, predominantly on alternate weekends, 7:30 a.m. to 4:30 p.m., and do not meet during the summer.
CEMBA Program Requirements
The CEMBA program has a 49.5 credit program requirement.
CMBA 5810 - Introduction to Statistics and Business Analytics (3.0 cr)
CMBA 5811 - Financial Accounting (3.0 cr)
CMBA 5812 - Organizational Behavior (3.0 cr)
CMBA 5813 - Competing In The Digital Age (1.5 cr)
CMBA 5814 - Economics (1.5 cr)
CMBA 5815 - Marketing Management (3.0 cr)
CMBA 5816 - Strategic Management (3.0 cr)
CMBA 5817 - Financial Management (3.0 cr)
CMBA 5818 - Supply Chain and Operations (3.0 cr)
CMBA 5820 - Negotiation Strategies: Creative Solutions for Difficult Problems (3.0 cr)
CMBA 5821 - Managerial Accounting (3.0 cr)
CMBA 5822 - Leadership (1.5 cr)
CMBA 5823 - Competing Globally (3.0 cr)
CMBA 5824 - Corporate Responsibility & Ethics (1.5 cr)
CMBA 5825 - Strategic Marketing (3.0 cr)
CMBA 5826 - Corporate Strategy (1.5 cr)
CMBA 5827 - Advanced Financial Management (3.0 cr)
CMBA 5828 - International Residency - Study Abroad (1.5 cr)
CMBA 5829 - International Residency – Global Virtual Team Project (1.5 cr)
Choose 2 courses from the following:
Take exactly 2 course(s) from the following:
· CMBA 5830 - Advanced Management Topic Elective (1.5 cr)
· CMBA 5831 - Advanced Management Topic Elective (1.5 cr)
· CMBA 5832 - Advanced Management Topic Elective (1.5 cr)
· CMBA 5833 - Advanced Management Topics Elective (1.5 cr)
Industry Master of Business Administration
The Industry MBA is a one-year, predominantly online program designed for working professionals to obtain the fundamental business knowledge crucial for leading careers in the complex, rapidly evolving and highly regulated healthcare, energy, technology and finance industries. Courses will be taught by our nationally renowned expert faculty and executive-level professionals. Targeting the Washington DC area, this 48 credit program will deliver sophisticated management and leadership education for students immersed in legislative and policy matters.
Industry MBA Course Requirements
Take exactly 48 credit(s) from the following:
· IMBA 6004 - Negotiations (2.0 cr)
· IMBA 6030 - Financial Accounting (3.0 cr)
· IMBA 6110 - Leading Others (2.0 cr)
· IMBA 6120 - Data Analysis & Statistics (3.0 cr)
· IMBA 6140 - Managerial Economics (3.0 cr)
· IMBA 6210 - Marketing Management (3.0 cr)
· IMBA 6220 - Supply Chain Management (3.0 cr)
· IMBA 6230 - Financial Management (3.0 cr)
· IMBA 6240 - Data Analytics (3.0 cr)
· IMBA 6300 - Strategic Management (3.0 cr)
· IMBA 6315 - The Ethical Environment of Business (2.0 cr)
· IMBA 6401 - Industry Overview & Business Law (2.0 cr)
· IMBA 6402 - Industry Vertical: Technology (2.0 cr)
· IMBA 6403 - Industry Vertical: Energy (2.0 cr)
· IMBA 6404 - Industry Vertical: Finance (2.0 cr)
· IMBA 6405 - Industry Vertical: Health (2.0 cr)
· IMBA 6500 - Virtual Team Project (4.0 cr)
· IMBA 6501 - Industry MBA Capstone (4.0 cr)
China Executive M.B.A.
China Executive MBA Courses
51 credits required.
CHMB 5800 - Organizational Behavior (3.0 cr)
CHMB 5801 - Financial Accounting (3.0 cr)
CHMB 5802 - Statistics and Decision Making (3.0 cr)
CHMB 5803 - Operations Management (3.0 cr)
CHMB 5804 - Managerial Accounting (3.0 cr)
CHMB 5805 - Financial Management (3.0 cr)
CHMB 5806 - Marketing Management (3.0 cr)
CHMB 5807 - Business Strategy (3.0 cr)
CHMB 5808 - Strategic Marketing (3.0 cr)
CHMB 5809 - Advanced Financial Management (3.0 cr)
CHMB 5810 - International Environment (1.5 cr)
CHMB 5811 - Information Technology Management (3.0 cr)
CHMB 5813 - Ethics and Leadership (3.0 cr)
CHMB 5815 - International Human Resources Management (3.0 cr)
CHMB 5816 - International Residency (6.0 cr)
CHMB 5817 - China's Economy (1.5 cr)
CHMB 5818 - Law and Business (3.0 cr)
Vienna Masters of Business Administration
Vienna MBA Coursework Requirements
58 credits required
VMBA 5700 - Managerial Accounting (4.0 cr)
VMBA 5701 - Data Analysis and Decision Making (4.0 cr)
VMBA 5702 - Financial Management (4.0 cr)
VMBA 5703 - Marketing Management (4.0 cr)
VMBA 5704 - Managing People and Organizations (4.0 cr)
VMBA 5705 - Operations Management (4.0 cr)
VMBA 5706 - Business, Government, and Macroeconomics (4.0 cr)
VMBA 5707 - Economics in Transition (4.0 cr)
VMBA 5709 - Info Tech Mgmt (4.0 cr)
VMBA 5711 - Managing Globalization (Guangzhou) (4.0 cr)
VMBA 5712 - Strategies for a Global Company: an Integrative Perspective (6.0 cr)
VMBA 5713 - Negotiations and Conflict Management (4.0 cr)
VMBA 5714 - Financial Accounting (4.0 cr)
VMBA 5715 - Corporate and Entrepreneurial Strategy (4.0 cr)
India
 
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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 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 - Operations Management
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 6240 - Competing in a Data-Driven Digital Age
Credits: 2.0 [max 2.0]
Course Equivalencies: 00760 - IDSc 6040/MBA 6240
Grading Basis: A-F only
Typically offered: Every Spring
Contemporary managers must understand how the convergence of mobility, analytics, social media, cloud computing, and embedded devices are transforming firms, industries, markets and society. Using the foundation of data-driven business analytics, this course provides tools and frameworks for competing in the digital age. Students will learn general state-of-the-art analytics skills in the context of new platform based business models, digital search, big-data, social networks, social media and open innovation that pervade competition in the digital age. These will include the fundamentals of predictive modeling, large scale A/B testing, social networks analysis and an exposure to the work-horse tools of data-driven classification and prediction to explore patterns in rich datasets (such as k-nearest neighbors, classification trees and the design of recommendation systems). While this course will use case studies in the digital domain, the methods taught here have a wide range of applicability across functions and verticals in modern business environments. prereq: FT 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 6315 - The Ethical Environment of Business
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Analysis of ethical dilemmas and development of appropriate responses; relationship of ethical management to the law; implications for corporate profitability; managing shareholders vs. managing stakeholders; issues such as protection of the environment, workplace safety, product liability, regulation, and fiduciary obligations. prereq: MBA student
MBA 6108 - Leading Self
Credits: 0.0 -1.0 [max 1.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Preparing for leadership journey of full-time MBA program through process of self-examination. Identifying personal leadership strengths/vulnerabilities via external multi-rater feedback and self-assessments. Introduction of leadership competencies. Creating customized leadership development plan.
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 6112 - Leading Organizations
Credits: 0.0 -1.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Leverage leadership journey of full-time MBA program through Enterprise experience. Course integrated with work of MBA Enterprise teams as they set vision and strategy, translate strategy for optimal team functioning, and execute strategy for clients. Exercises, assessments, role-playing, discussions.
MBA 6501 - Carlson Funds Enterprise: Growth
Credits: 1.0 -4.0 [max 12.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Lectures, assignments, modules. Hands-on real-money experience through Golden Gopher Growth Fund. prereq: MBA student or [applied to or accepted in] spring of 1st yr; [6031, ACCT 6100, ACCT 6160, MBA student, emphasis in finance mgmt] recommended
MBA 6502 - Carlson Funds Enterprise: Fixed Income
Credits: 1.0 -4.0 [max 12.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Lectures, assignments, modules. Hands-on real-money experience through Golden Gopher Fixed Income Fund. prereq: [Applied to or accepted in] spring-A of 1st yr to begin in spring-B; [6031, ACCT 6100, ACCT 6160, MBA student, emphasis in finance mgmt] recommended
MBA 6503 - Carlson Ventures Enterprise
Credits: 2.0 -4.0 [max 12.0]
Grading Basis: OPT No Aud
Typically offered: Every Fall & Spring
Modeled after early-stage venture capital funds. Due diligence process. Starting/growing high-growth ventures. Exposure to University-based technologies, start-up companies, and experts. Business analysis/development. Assistance to non-University-based start-up companies seeking initial equity capital. prereq: MBA student, approved application, interview
MBA 6504 - Carlson Consulting Enterprise
Credits: 2.0 -4.0 [max 12.0]
Grading Basis: OPT No Aud
Typically offered: Every Fall & Spring
Connects cutting-edge ideas/technologies from classroom to real problems presented by clients. Students work collaboratively with clients to integrate strategy/technology. How to lead complex change initiatives. prereq: MBA student, approved application, interview
MBA 6505 - Carlson Brand Enterprise
Credits: 2.0 -4.0 [max 12.0]
Grading Basis: OPT No Aud
Typically offered: Every Fall & Spring
Students assist companies/organizations with marketing/brand challenges; apply theory, industry best practices. Work collaboratively in real-world environment. Critical thinking, applied marketing skills. prereq: MBA student, approved application, interview
IBUS 5140 - Vienna Summer Program in International Business (Graduate)
Credits: 0.0 -18.0 [max 18.0]
Grading Basis: S-N only
Typically offered: Every Summer
Summer study abroad program at Europe's largest business school (WU-Vienna). Students take three business classes, plus German language. Program participants from Europe, Asia, Latin America, United States. prereq: Carlson grad student
IBUS 5150 - India Seminar: Managing in a Global Environment
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
This course provides a behind-the-scenes view of one of the key elements of globalization: the sourcing and delivery of knowledge-intensive tasks. In addition, this course exposes students to the strategic and managerial challenges of managing across boundaries and distance. This is an education abroad program. Contact the Carlson Global Institute at cgi@umn.edu with questions. Prereq: approved application
IBUS 5260 - Sustainability: The New Management Paradigm
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
View of integrated reporting (sustainability reporting) as it relates to various fields of business. Site visits, meetings with business executives/governmental agencies. Two weeks in the United Kingdom following commencement week, preceded by Spring B Term classes.
IBUS 5300 - International Business: Graduate Exchange BLOCK
Credits: 0.0 -18.0 [max 54.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. For current offerings, contact Carlson International Programs. prereq: Carlson grad student
IBUS 5301 - Graduate Exchange in International Business - BLOCK
Credits: 0.0 -18.0 [max 54.0]
Grading Basis: S-N only
Typically offered: Every Summer
Summer study abroad at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5302 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5303 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5304 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5305 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5306 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5307 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5308 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5400 - Global Business Practicum
Credits: 4.0 [max 12.0]
Grading Basis: A-F only
Typically offered: Every Spring
This course is an experiential learning model designed to provide student with an opportunity to apply global business knowledge and hone cross-cultural skills through a live international business project. This is an education abroad program. Contact the Carlson Global Institute with questions. Prereq: approved application
IBUS 5605 - Shanghai Summer Program in International Business (Graduate)
Credits: 0.0 -18.0 [max 18.0]
Grading Basis: S-N only
Typically offered: Every Summer
Summer study abroad at one of Carlson School's international exchange partner universities, Antai College of Economics and Management. This is a three week summer program integrating intense business education in China context with corporate experience.
IBUS 6401 - Marketing in the Mayhem: Why Chile Thrives and How Argentina Tries
Credits: 4.0 [max 8.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
This course will explore the use of the Marketing Management Process by firms and governments as they seek to grow and will use the comparative perspectives of Argentina and Chile as case studies. This is an education abroad program. Contact the Carlson Global Institute at cgi@umn.edu with questions. Prereq: approved application
IBUS 6402 - Economic Diversification: Moving Beyond Oil in UAE and Oman
Credits: 4.0 [max 8.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
This course will explore ways countries in the Arab Gulf are expanding their economies beyond a reliance on oil and consider the impact of culture, history and religion play in business development in the region. This is an education abroad program. Contact the Carlson Global Institute at cgi@umn.edu with questions. Prereq: approved application
IBUS 6997 - MILI Global Valuation Lab
Credits: 4.0 [max 8.0]
Grading Basis: A-F only
Typically offered: Periodic Fall, Spring & Summer
International version of medical industry leadership institute valuation lab. Assess value of proprietary inventions in context of international markets.
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
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
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
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
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.
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: 4.0 [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
APEC 5831 - Food and Agribusiness Marketplace
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Spring
This is a graduate student survey course of the industrial organization and current policy issues in the food and agribusiness marketplace. It represents a collaboration between the College of Food, Agricultural, and Natural Resource Sciences and the Carlson School of Management. The course uses short readings and speakers. A comprehensive look at all of the sectors in the food and agribusiness value chain is described. Topics include food policies (Farm Bills, food stamps, food labeling, and similar topics); environmental policies (water, invasive species, agriculture production and similar topics); and industrial organization issues (marketing and production contracts, overview of firm strategic orientation, distribution and similar topics). Readings, guest speakers, and presentations are used. prereq: graduate student
BLAW 6158 - The Law of Contracts and Agency
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
Origin of law, its place in and effect upon society. History/development of law. System of courts, legal procedure. Extensive study of law of contracts as the basic law affecting business transactions. Law affecting sales of goods contracts. 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
ENTR 6090 - Topics in Entrepreneurship
Credits: 2.0 -4.0 [max 8.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Selected topics in value creation; in business formation, growth, restructuring; in social and economic impact of new businesses, and entrepreneurship and public policy. prereq: CSOM grad student or instr consent
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 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 6422 - Mergers and Acquisitions
Credits: 2.0 -4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
Various means for corporate managers to achieve growth through mergers/acquisitions. Leverage skills mastered in core curriculum. Examine both buyer/seller motivations in context of M&A transactions/strategic alliances. Private equity in M&A marketplace. prereq: 6241, 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
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 6235 - Managerial Accounting
Credits: 2.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Cost systems introduced as potential sources of sustainable competitive advantage. Course focuses on designing cost systems to provide manager with accurate, relevant, and timely information. Taught as part of an integrated functional core. 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 - International Strategy and Organization
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 Groups
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: 2.0 -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: From Theory to Practice
Credits: 3.0 [max 3.0]
Course Equivalencies: 01753 - Mgmt 6402/PA 5105/OLPD 6402
Grading Basis: A-F only
Typically offered: Every 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 - Topics: Medical Industry
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Spring
Topics: Various medical industry topics
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 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
Healthcare delivery. Analyze value for population.
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.
MKTG 6050 - Business Research Methods
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Spring
Business Research Methods - The main goal of the course is to teach students both some fundamental business management concepts and methods of quantitative analytics. The course will focus on applications of analytic techniques, while the traditional MR will be analytics and/or modeling driven.
MKTG 6051 - Marketing Research
Credits: 4.0 [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: 4.0 [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 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 - Technology Marketing
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Spring
Frameworks for marketing in high-tech contexts. Technology adoption, product development, life cycles, networks and standards, organizations, alliances, acquisitions, and market entry. 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 Management
Credits: 4.0 [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 - Harnessing Consumer Irrationality
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Periodic Fall, Spring & Summer
People do surprising and funny things. Business leaders, policy makers, and scientists long have been interested in why people do what they do, and for a long time that interest has fallen under the rubric of a ‘rational man’ model. It is now clear that the rational model is imperfect, at best. This course takes a look at the less rational side of life, studying the shortcuts, the low road, and the error-prone processes that enable people to feel, decide, and act efficiently — despite costs to rationality. For most of the past 200 years, most of what organizations, politicians, and well-meaning people did in order to make consumers change their behavior consisted of what might be called “shoves”—heavy-handed, choice-restricting, highly-incentivized, information-dense treatments that basically told consumers what to do (or else!). Those, by and large, do not work. Not only do they not work, they are costly and can even make the unwanted behavior emerge even more than before the shove by creating boomerang or counterproductive effects.
MKTG 6086 - Digital Marketing
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Periodic Fall & Spring
Marketing practices have dramatically shifted with the rise of social media and the proliferation of devices, platforms, and applications. This rapidly changing environment presents new opportunities and challenges for marketers. Through a combination of case studies, best practice examples, current news items, and assignments, students learn how the elements of a digital strategy work together with traditional media to attract prospective customers. Specifically, students learn best practices for social media marketing, content marketing, organic and paid search, search engine optimization, e-mail marketing, landing pages and display advertising. Students discuss strategies for reputation management in a world where information is disseminated virally and discover how social media monitoring and data analysis can be used to improve marketing and product development activities. The importance of establishing digital marketing goals and analytics is covered as well as how to measure return on investment for digital activities.
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 6059 - Quality Management and Lean Six Sigma
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Fall
Management/technical aspects of process improvement. Organizational performance and financial measures as they relate to process improvement. Strategy, improvement tools/methods. 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
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 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 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 6220 - Operations Management
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 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 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 6315 - The Ethical Environment of Business
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
Analysis of ethical dilemmas and development of appropriate responses; relationship of ethical management to the law; implications for corporate profitability; managing shareholders vs. managing stakeholders; issues such as protection of the environment, workplace safety, product liability, regulation, and fiduciary obligations. prereq: MBA student
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.
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
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
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
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
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
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
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.
IBUS 5140 - Vienna Summer Program in International Business (Graduate)
Credits: 0.0 -18.0 [max 18.0]
Grading Basis: S-N only
Typically offered: Every Summer
Summer study abroad program at Europe's largest business school (WU-Vienna). Students take three business classes, plus German language. Program participants from Europe, Asia, Latin America, United States. prereq: Carlson grad student
IBUS 5150 - India Seminar: Managing in a Global Environment
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
This course provides a behind-the-scenes view of one of the key elements of globalization: the sourcing and delivery of knowledge-intensive tasks. In addition, this course exposes students to the strategic and managerial challenges of managing across boundaries and distance. This is an education abroad program. Contact the Carlson Global Institute at cgi@umn.edu with questions. Prereq: approved application
IBUS 5260 - Sustainability: The New Management Paradigm
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
View of integrated reporting (sustainability reporting) as it relates to various fields of business. Site visits, meetings with business executives/governmental agencies. Two weeks in the United Kingdom following commencement week, preceded by Spring B Term classes.
IBUS 5400 - Global Business Practicum
Credits: 4.0 [max 12.0]
Grading Basis: A-F only
Typically offered: Every Spring
This course is an experiential learning model designed to provide student with an opportunity to apply global business knowledge and hone cross-cultural skills through a live international business project. This is an education abroad program. Contact the Carlson Global Institute with questions. Prereq: approved application
IBUS 5605 - Shanghai Summer Program in International Business (Graduate)
Credits: 0.0 -18.0 [max 18.0]
Grading Basis: S-N only
Typically offered: Every Summer
Summer study abroad at one of Carlson School's international exchange partner universities, Antai College of Economics and Management. This is a three week summer program integrating intense business education in China context with corporate experience.
IBUS 6997 - MILI Global Valuation Lab
Credits: 4.0 [max 8.0]
Grading Basis: A-F only
Typically offered: Periodic Fall, Spring & Summer
International version of medical industry leadership institute valuation lab. Assess value of proprietary inventions in context of international markets.
IBUS 6402 - Economic Diversification: Moving Beyond Oil in UAE and Oman
Credits: 4.0 [max 8.0]
Grading Basis: A-F only
Typically offered: Every Fall, Spring & Summer
This course will explore ways countries in the Arab Gulf are expanding their economies beyond a reliance on oil and consider the impact of culture, history and religion play in business development in the region. This is an education abroad program. Contact the Carlson Global Institute at cgi@umn.edu with questions. Prereq: approved application
IBUS 5300 - International Business: Graduate Exchange BLOCK
Credits: 0.0 -18.0 [max 54.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. For current offerings, contact Carlson International Programs. prereq: Carlson grad student
IBUS 5301 - Graduate Exchange in International Business - BLOCK
Credits: 0.0 -18.0 [max 54.0]
Grading Basis: S-N only
Typically offered: Every Summer
Summer study abroad at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5302 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5303 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5304 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5305 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5306 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5307 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
IBUS 5308 - International Business: Graduate Exchange
Credits: 0.0 -18.0 [max 180.0]
Grading Basis: S-N or Aud
Typically offered: Every Fall & Spring
Study at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad 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: 4.0 [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
APEC 5831 - Food and Agribusiness Marketplace
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Spring
This is a graduate student survey course of the industrial organization and current policy issues in the food and agribusiness marketplace. It represents a collaboration between the College of Food, Agricultural, and Natural Resource Sciences and the Carlson School of Management. The course uses short readings and speakers. A comprehensive look at all of the sectors in the food and agribusiness value chain is described. Topics include food policies (Farm Bills, food stamps, food labeling, and similar topics); environmental policies (water, invasive species, agriculture production and similar topics); and industrial organization issues (marketing and production contracts, overview of firm strategic orientation, distribution and similar topics). Readings, guest speakers, and presentations are used. prereq: graduate student
BLAW 6158 - The Law of Contracts and Agency
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
Origin of law, its place in and effect upon society. History/development of law. System of courts, legal procedure. Extensive study of law of contracts as the basic law affecting business transactions. Law affecting sales of goods contracts. 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
ENTR 6090 - Topics in Entrepreneurship
Credits: 2.0 -4.0 [max 8.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Selected topics in value creation; in business formation, growth, restructuring; in social and economic impact of new businesses, and entrepreneurship and public policy. prereq: CSOM grad student or instr consent
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 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 6422 - Mergers and Acquisitions
Credits: 2.0 -4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
Various means for corporate managers to achieve growth through mergers/acquisitions. Leverage skills mastered in core curriculum. Examine both buyer/seller motivations in context of M&A transactions/strategic alliances. Private equity in M&A marketplace. prereq: 6241, 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
HRIR 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: MBA or HRIR MA 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 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 - International Strategy and Organization
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 Groups
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: 2.0 -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: From Theory to Practice
Credits: 3.0 [max 3.0]
Course Equivalencies: 01753 - Mgmt 6402/PA 5105/OLPD 6402
Grading Basis: A-F only
Typically offered: Every 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 - Topics: Medical Industry
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Spring
Topics: Various medical industry topics
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 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
Healthcare delivery. Analyze value for population.
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.
MKTG 6050 - Business Research Methods
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Spring
Business Research Methods - The main goal of the course is to teach students both some fundamental business management concepts and methods of quantitative analytics. The course will focus on applications of analytic techniques, while the traditional MR will be analytics and/or modeling driven.
MKTG 6051 - Marketing Research
Credits: 4.0 [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: 4.0 [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 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 - Technology Marketing
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Spring
Frameworks for marketing in high-tech contexts. Technology adoption, product development, life cycles, networks and standards, organizations, alliances, acquisitions, and market entry. 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 Management
Credits: 4.0 [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 - Harnessing Consumer Irrationality
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Periodic Fall, Spring & Summer
People do surprising and funny things. Business leaders, policy makers, and scientists long have been interested in why people do what they do, and for a long time that interest has fallen under the rubric of a ‘rational man’ model. It is now clear that the rational model is imperfect, at best. This course takes a look at the less rational side of life, studying the shortcuts, the low road, and the error-prone processes that enable people to feel, decide, and act efficiently — despite costs to rationality. For most of the past 200 years, most of what organizations, politicians, and well-meaning people did in order to make consumers change their behavior consisted of what might be called “shoves”—heavy-handed, choice-restricting, highly-incentivized, information-dense treatments that basically told consumers what to do (or else!). Those, by and large, do not work. Not only do they not work, they are costly and can even make the unwanted behavior emerge even more than before the shove by creating boomerang or counterproductive effects.
MKTG 6086 - Digital Marketing
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Periodic Fall & Spring
Marketing practices have dramatically shifted with the rise of social media and the proliferation of devices, platforms, and applications. This rapidly changing environment presents new opportunities and challenges for marketers. Through a combination of case studies, best practice examples, current news items, and assignments, students learn how the elements of a digital strategy work together with traditional media to attract prospective customers. Specifically, students learn best practices for social media marketing, content marketing, organic and paid search, search engine optimization, e-mail marketing, landing pages and display advertising. Students discuss strategies for reputation management in a world where information is disseminated virally and discover how social media monitoring and data analysis can be used to improve marketing and product development activities. The importance of establishing digital marketing goals and analytics is covered as well as how to measure return on investment for digital activities.
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
CMBA 5810 - Introduction to Statistics and Business Analytics
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
This course focuses on the use of data to solve business problems and the development of skills necessary to (1) formulate a management problem as a statistical problem; (2) collect appropriate data and perform fundamental procedures of statistical analysis; and (3) to interpret, critically evaluate, and implement the results of the statistical analysis. In particular, the student should be able to: generate and use basic graphical and numerical descriptive methods; apply basic estimation and testing procedures; estimate and interpret the parameters of simple and multiple regression model; to test the utility of the model and to use it for estimation and prediction; think statistically about issues facing her/his organization; recognize when statistical methods are effective, and when they are not; and to translate, communicate, and critically evaluate the results of statistical analyses.
CMBA 5811 - Financial Accounting
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
Students learn about the accounting system used by firms to measure and report their economic performance and financial position to external parties. Students analyze corporate financial reports to discover the impact of significant economic events. Discussions and cases focus on the role of financial reporting standards in informing financial intermediaries and contributing to the efficient allocation of capital in a modern economy.
CMBA 5812 - Organizational Behavior
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
Course's main purpose is to prepare you to successfully engage and lead people to achieve organizational goals. Effective managers must not only develop winning strategies, but they must also implement them. Doing so requires a thorough understanding of organizational behavior. Broadly speaking, organizational behavior is the systematic study of how people behave in organizational settings. This course is designed to develop your understanding of the complexity of orgs and how they affect behavior, build your self-knowledge and people-leadership skills, and help you learn and apply appropriate tactics and tools to improve organizational functioning and facilitate personal career success. Course topics include: organizational (e.g. structure and culture), interpersonal (e.g. power and influence, social networks, conflict), and individual (e.g. decision making, motivation) aspects of organizational behavior.
CMBA 5813 - Competing In The Digital Age
Credits: 1.5 [max 1.5]
Grading Basis: A-F only
Typically offered: Every Fall
Course prepares you with an inside-out and an outside-in perspective of how information technology is disrupting a variety of industries, how to compete in such an environment and how to strategically manage the IT function within companies to have an efficiency-innovation duality. Key principles covered in the class are developing a state-of-the-art IT strategy, getting first-hand exposure to ERP systems and learning the organizational changes involved in implementing such systems, applying disruptive and big-bang theories of IT enables disruption and learning the nuances of platform competition and multi-sided markets to fight such disruption.
CMBA 5814 - Economics
Credits: 1.5 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
The goal is to improve corporate decision-making by developing better understanding of the economic environment. Emphasis is strategic, not theoretic (this is not a standard macro course.) We shall consider two primary kinds of economic phenomena (and models): i. long-run economic growth; ii. business cycles. Also and importantly, we will learn about what a central bank does and spend some time on the current world financial/macroeconomic mess. How could we do otherwise? Students will learn appropriate tools to analyze these phenomena and apply them to their own decision-making environs, both organizational and personal.
CMBA 5815 - Marketing Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
This is a study of management of the marketing function. We strive for an understanding of foundational marketing concepts and of the skills needed for strategy development. We also consider the importance of integrating financial data, operational factors, and human resource issues along with marketing research pertaining to product offering decisions, distribution channels, pricing and communication.
CMBA 5816 - Strategic Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
Course provides an integrated, top management viewpoint for business students. It frames the functional courses in the CEMBA curriculum by providing a 'total' business perspective. The course objective is to develop analytic skills and deep understandings in identifying key issues and formulating and implementing appropriate strategies for creating and sustaining a competitive edge in complex business situations. The course will familiarize students with the most current theories, concepts, and techniques of strategic management using a combination of readings, case discussions, presentations and videos. Student progress will be assessed through class participation, an in-class exam, and a group project comparing the strategies of two competing firms.
CMBA 5817 - Financial Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
Students apply concepts of risk, return, and valuation to decisions that a corporate financial officer or person in small business must make about sources/uses of funds during changing financial markets.
CMBA 5818 - Supply Chain and Operations
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
A majority of the people and physical assets of a company are involved in operations. The operations function represents the physical core of every company: The systems and processes that generate the goods and services to be sold to customers. World-class operations can lead to a significant and enduring competitive advantage. Failing operations mean low productivity and bad press at best, and company failure at worst. Understanding operations means understanding processes and supply chains. This course is designed to develop a basic framework to comprehend key design decisions and trade-offs within that context. As such, the course encompasses both manufacturing and service operations. Course also highlights why successful supply chain and operations management has to be strategic in nature, and how the operations function relates to other business functions such as marketing or product development.
CMBA 5820 - Negotiation Strategies: Creative Solutions for Difficult Problems
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
Negotiation is the art and science of securing agreements between two or more parties who are interdependent and who are seeking to maximize their own outcomes. As such, this course deals with understanding the behavior of individuals, groups, and organizations in the context of competitive situations. We focus on understanding both the theory and process of negotiation in a variety of settings. This course is designed to be relevant to the broad spectrum of negotiation problems that are faced by managers and professionals. It is designed to complement the technical and diagnostic skills learned in other courses in the program. A basic premise of the course is that while a manager needs analytical skills to discover optimal solutions to problems, a broad array of negotiation skills are needed to get these solutions accepted and implemented. This course will allow participants the opportunity to develop these skills experientially and to understand negotiation in useful analytic frameworks. As such, considerable emphasis will be placed on simulations, role-playing, and cases.
CMBA 5821 - Managerial Accounting
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
This course presents the topic of management accounting in depth. The purpose of management accounting is to provide information to management for costing products and decision making as well as for planning, controlling, and evaluating business activities. The student who successfully completes this class will be able to identify a managerial issue and create a solution to the problem.
CMBA 5822 - Leadership
Credits: 1.5 [max 1.5]
Grading Basis: A-F only
Typically offered: Every Fall
The course objectives are to: build stronger self-awareness and insight concerning personal leadership and core values, increase capabilities to understand potential personal derailment patterns and create effective strategies to address these challenges, better nurture and leverage strengths for executive leadership performance, effectively coach and motivate others as a key executive leadership attribute, and develop deeper lifelong executive leadership practices and habits for high performance in demanding circumstances.
CMBA 5823 - Competing Globally
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
In this course we explore the many faces of global competition. We challenge the assumptions that global strategy is a precursor to success by exploring a set of complex forces that drive firms to internationalize. The course places special emphasis on emerging markets, given that they are home to most of the global growth and population, as well as institutional voids. We focus on factors that determine strategic choices firms make as they build their international presence, by exploring how firms: build international presence by selecting countries, and modes of entry; benefit from national competitive advantage in developed and emerging markets; diagnose and address cultural challenges of working across borders, organize to share knowledge across borders; build and sustain their multifaceted global legitimacy; collaborate across borders; prepare their managers to address cultural, personal, and career challenges in expatriate roles and on global teams.
CMBA 5824 - Corporate Responsibility & Ethics
Credits: 1.5 [max 1.5]
Grading Basis: A-F only
Typically offered: Every Fall
In this course we will explore both ethical challenges in the contemporary business environment as well as the strategic opportunities offered by corporate social responsibility. Students will conduct stakeholder analysis, apply ethical principles, consider alternatives, and recommend and defend an "ethical" final decision. We will seek to answer the question "can business do good, and also do well?"
CMBA 5825 - Strategic Marketing
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
Marketing begins and ends with the buyer. Hence, marketing strategy is the study of delivering value to buyers in a manner that exceeds the value proposition of marketplace rivals, using both internal and external resources. From determining consumer needs to assuring customer satisfaction, a clear understanding of buyer behavior is critical to the successful formulation and implementation of marketing strategy. To that end, this course is designed to provide prospective general managers the intellectual tools necessary to design actionable marketing strategies. There will be a strong emphasis on managerial action and multiple theoretical perspectives will be discussed.
CMBA 5826 - Corporate Strategy
Credits: 1.5 [max 1.5]
Grading Basis: A-F only
Typically offered: Every Spring
This course focuses on the strategic management of firm scope (i.e., choosing what your firm does and does not do). It provides understanding about strategic choices such as outsourcing or ‘insourcing’ activates and entering or leaving lines of business. We develop and employ a set of tools that provide a disciplined way to investigate these issues. Why companies exist, notion of added value, how companies add value through resources and incentives to develop resources, why a company would participate in more than one line of business, and what considerations should guide corporate renewal.
CMBA 5827 - Advanced Financial Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
Financial Management introduced the theory of corporate finance and the application of value creation principles to, mainly, business operating decisions at the level of the project or initiative. This course moves on to consider decisions at the firm level. Among the questions addressed in this course are how best to measure overall firm performance, how to best finance the company, including debt versus equity questions, when to include options in the firm’s financing arrangements, when to lease resources rather than buy them, when to pay a dividend and/or repurchase shares and whether mergers and acquisitions generate value added.
CMBA 5828 - International Residency - Study Abroad
Credits: 1.5 [max 1.5]
Grading Basis: A-F only
Typically offered: Every Spring
Students travel to an international location for 9-10 days. This provides the opportunity to engage in discussions with international colleagues, apply program concepts, and develop a broader sensitivity to cultural and social differences. Pre-trip preparation, assignments, on-site discussions and activities, and post-trip assignments are required.
CMBA 5829 - International Residency – Global Virtual Team Project
Credits: 1.5 [max 1.5]
Grading Basis: A-F only
Typically offered: Every Spring
The Virtual Team Project (VTP) provides Carlson School Executive MBA students with the unique opportunity to work in a collaborative team environment across cultures, industries, and markets alongside students from our Vienna Executive MBA program and our China Executive MBA program. As participants in the VTP, students develop advanced skills in teamwork, cross-cultural collaboration, and business plan development within a dynamic environment shaped by academic rigor and the demands of real-world international business.
CMBA 5830 - Advanced Management Topic Elective
Credits: 1.5 [max 1.5]
Grading Basis: A-F only
Typically offered: Every Spring
Elective courses are offered across cohorts on preference basis. Course topics may change from year to year and can cover a variety of areas including entrepreneurship/innovation, strategy, IT, and others.
CMBA 5831 - Advanced Management Topic Elective
Credits: 1.5 [max 1.5]
Grading Basis: A-F only
Typically offered: Every Spring
Elective courses are offered across cohorts on preference basis. Course topics may change from year to year and can cover a variety of areas from entrepreneurship/innovation, strategy, IT, and others.
CMBA 5832 - Advanced Management Topic Elective
Credits: 1.5 [max 1.5]
Grading Basis: A-F only
Typically offered: Every Spring
Elective courses are offered across cohorts on preference basis. Course topics may change from year to year and can cover a variety of areas from entrepreneurship/innovation, strategy, IT, and others.
CMBA 5833 - Advanced Management Topics Elective
Credits: 1.5 [max 1.5]
Grading Basis: A-F only
Typically offered: Every Spring
Elective courses are offered across cohorts on preference basis. Course topics may change from year to year and can cover a variety of areas from entrepreneurship/innovation, strategy, IT, and others.
IMBA 6004 - Negotiations
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall
Art and science of securing agreements between two or more parties who are interdependent and seek to maximize their own outcomes. Individual, group, and organizational behavior. Theory and process of negotiations applied to problems faced by managers/professionals.
IMBA 6030 - Financial Accounting
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Summer
Students learn about the accounting system used by firms to measure and report their economic performance and financial position to external parties. Students analyze corporate financial reports to discover the impact of significant economic events. Discussions and cases focus on the role of financial reporting standards in informing financial intermediaries and contributing to the efficient allocation of capital in a modern economy.
IMBA 6110 - Leading Others
Credits: 2.0 [max 2.0]
Course Equivalencies: 02420
Grading Basis: A-F only
Typically offered: Every Spring
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.
IMBA 6120 - Data Analysis & Statistics
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Summer
Concepts and principles of business statistics, data analysis and presentation of results. Topics: exploratory data analysis, basic inferential procedures, statistical process control, time series and regression analysis, and analysis of variance. These methods are selected for their relevance to managerial decision making and problem solving.
IMBA 6140 - Managerial Economics
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Summer
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.
IMBA 6210 - Marketing Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every 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.
IMBA 6220 - Supply Chain Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
An orientation to a supply chain paradigm. Domestic and global perspectives will be examined. Tools used in operations and optimization will be discussed in the context of linking consumers to technology providers and manufacturers on rapid and distributed global platform.
IMBA 6230 - Financial Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Summer
Tools and concepts of financial management. Emphasizes use by financial and non-financial managers to measure creation of value within an organization. Evaluating businesses and business opportunities, identifying financial requirements and sources. prereq: 6030
IMBA 6240 - Data Analytics
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
It is critical for contemporary managers to understand how the convergence of mobility, analytics, social media, cloud computing, and embedded devices are transforming firms, industries, markets and society. Using the foundation of data-driven business analytics this course provides the tools and frameworks for competing in the digital age. Students will learn general state-of-the-art analytics skills in the context of new platform-based business models, digital search, big-data, social networks, social media, and open innovation that pervade competition in the digital age. Includes fundamentals of predictive modeling, large scale A/B testing, social networks analysis, and an exposure to the work-horse tools of data-driven classification and prediction to explore patterns in rich datasets (e.g., k-nearest neighbors, classification trees, design of recommendation systems). Using case studies in the digital domain, the methods taught have a wide range of applicability across functions and verticals in modern business environments. Prereq: IMBA student.
IMBA 6300 - Strategic Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Summer
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.
IMBA 6315 - The Ethical Environment of Business
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Spring
Analysis of ethical dilemmas and development of appropriate responses; relationship of ethical management to the law; implications for corporate profitability; managing shareholders vs. managing stakeholders; issues such as protection of the environment, workplace safety, product liability, regulation, and fiduciary obligations.
IMBA 6401 - Industry Overview & Business Law
Credits: 2.0 [max 2.0]
Grading Basis: A-F only
Typically offered: Every Fall
A comprehensive survey of the major U.S.-regulated and highly profitable industries including—but not exclusive to—the technology, energy, finance and healthcare industries. The course will focus on the legislative and regulatory process that provide oversight to major verticals. Antitrust and competition policy enforces by the Department of Justice and the Federal Trade Commission will be explored. prereq: Industry MBA Student
IMBA 6402 - Industry Vertical: Technology
Credits: 2.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
This course focuses on firms engaged in three major sub areas of technology including e-commerce, defense, and manufacturing subsectors. Cases and live case studies to focus on firms ranging from 3M, Lockheed, Amazon, and Google. Federal agency oversight focus includes the Departments of Defense, Transportation, Commerce, and Education.
IMBA 6403 - Industry Vertical: Energy
Credits: 2.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
Focus on firms engaged in three major sub areas of financial services including retail banking, investment, and international markets subsectors. Cases and live case studies to focus on firms ranging from Wells Fargo, Berkshire Hathaway, Cargill, and Piper Jaffray. Federal oversight focus includes the Security and Exchange Commission and the Department of Treasury.
IMBA 6404 - Industry Vertical: Finance
Credits: 2.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
Focus on firms engaged in three major sub areas of financial services including retail banking, investment, and international markets subsectors. Cases and live case studies to focus on firms ranging from Wells Fargo, Berkshire Hathaway, Cargill, and Piper Jaffray. Federal oversight focus includes the Security and Exchange Commission and the Department of Treasury.
IMBA 6405 - Industry Vertical: Health
Credits: 2.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
Focus on firms engaged in three major sub areas of health including health care delivery, medical technology, and health insurance. Cases and live case studies to focus on firms ranging from United Health Group, Pfizer, Medtronic, and the Mayo Clinic. Federal oversight focus includes the Department of Health and Human Services, the Veteran Administration, and Office of Personal Management.
IMBA 6500 - Virtual Team Project
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
The Virtual Team Project (VTP) provides Carlson School MBA students with the unique opportunity to work in a collaborative team environment across professions, industries, and markets. As participants in the VTP, students develop advanced skills in teamwork, cross-cultural collaboration, and business plan development within a dynamic environment shaped by academic rigor and the demands of real-world international business.
IMBA 6501 - Industry MBA Capstone
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
Tying together foundational concepts of business with deep knowledge of specific industry, students will collaborate across teams, faculty, and a selected corporate partner and enter in to “War Games” scenarios. Teams will represent corporate decision makers and act as stakeholders for an all out, winner take all, strategic battle comprised within each of the industry verticals.
CHMB 5800 - Organizational Behavior
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
Theories/frameworks for analyzing behavior of individuals, groups, and the organization itself. Emphasizes making decisions and developing action plans that enable managers to provide effective leadership. Personnel selection, reward/compensation systems, collective bargaining.
CHMB 5801 - Financial Accounting
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
External accounting system used by firms to measure their economic performance and financial position. Students analyze corporate financial reports to discover impact of significant economic events. Rise of financial reporting standards and financial intermediaries in efficient allocation of capital in a modern economy. Discussions, cases.
CHMB 5802 - Statistics and Decision Making
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
Exploratory data analysis, basic inferential procedures, statistical process control, regression analysis.
CHMB 5803 - Operations Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall
How to manage operations function in manufacturing/service organizations. Emphasizes strategic impact of operations decisions. Operations strategy, process design, productivity improvement, quality management, business process re-engineering, service quality, forecasting, demand management, inventory management, production planning, project management, scheduling, supply chain management, international operations management.
CHMB 5804 - Managerial Accounting
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
How to analyze accounting for use in management decisions. Planning and control. Transfer pricing, performance measurements, cost behavior, cost allocation, activity based costing, standard costs.
CHMB 5805 - Financial Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
Theory/practice of finance from analytical approach. Students apply basic financial concepts of risk, return, and valuation to decisions that a corporate financial officer or person engaged in small business must make about sources/uses of funds during changing financial markets.
CHMB 5806 - Marketing Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
Developing/implementing most appropriate combination of variables to carry out a firm's strategy in its target markets. Applying analytic perspectives, concepts, and decision tools of marketing to decisions in product offering, distribution, pricing, and communication.
CHMB 5807 - Business Strategy
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
Formulating strategy for an enterprise. Shaping mission, product-market choice, and organizational character. Shaping allocation of resources to meet organiational circumstances and conflicting stockholder interests. Situational analysis, strategy development. Written/oral presentation of strategic analyses/recommendations.
CHMB 5808 - Strategic Marketing
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Periodic Fall
Product markets in which an organization should compete. Sustainable competitive advantage that should be developed. Matching marketing strategy with the environment. Coordination between marketing and other business functions. Organization/management of marketing. Case studies.
CHMB 5809 - Advanced Financial Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Periodic Fall
Executive level corporate financial policy. Students are challenged to apply basic principles of finance on their own initiative. Rigorous case-oriented approach.
CHMB 5810 - International Environment
Credits: 1.5 [max 1.5]
Grading Basis: A-F only
Typically offered: Every Fall
How to develop an integrative framework for dealing with international activities of a newly exporting company or a full-fledged multinational. How international environment constrains decision-making, how currency prices are determined, and how to manage exchange risk in coordination with strategic choices of the firm. prereq: China Executive MBA student
CHMB 5811 - Information Technology Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Periodic Fall
Managing information resources/technology. Students gain exposure to various information technologies, examine their applications, explore competitive advantages associated with information technology, and address organizational/managerial implications.
CHMB 5813 - Ethics and Leadership
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Role that ethics can play in corporate strategy. Key concepts include stakeholder management, individual/collective responsibility, and international business ethics. Theoretical considerations applied to issues such as a business's responsibility to the environment, truthful/tasteful advertising, obligations to local community, and managing a diverse workforce.
CHMB 5815 - International Human Resources Management
Credits: 3.0 [max 3.0]
Grading Basis: A-F only
Typically offered: Every Spring
Topics reflect the strengths, talents, and interests of the class. Integrates different aspects of the curriculum while not being limited by a specific area or paradigm.
CHMB 5816 - International Residency
Credits: 6.0 [max 6.0]
Grading Basis: A-F only
Typically offered: Every Fall & Spring
Students travel to an international location for 11 days and engage in discussions with international colleagues, apply program concepts, and develop a broader sensitivity to cultural/social differences. Pre-trip preparation, on-site discussion, and trip assignment are required.
CHMB 5817 - China's Economy
Credits: 1.5 [max 1.5]
Grading Basis: A-F or Aud
Typically offered: Every Spring
Focusing on China's economy, this course is designed as a required course for all China Executive MBA students. prereq: China Executive MBA student
CHMB 5818 - Law and Business
Credits: 3.0 [max 6.0]
Grading Basis: A-F only
Typically offered: Every Spring
Legal/regulatory environment of business operations in China.
VMBA 5700 - Managerial Accounting
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring
How to analyze accounting for use in management decisions. Planning/control. Transfer pricing, performance meansurements, cost behavior, cost allocation, activity based costing, standard costs.
VMBA 5701 - Data Analysis and Decision Making
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring & Summer
Exploratory data analysis, basic inferential procedures, statistical process control, regression analysis, decision models.
VMBA 5702 - Financial Management
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring & Summer
Theory/practice of finance from an analytical approach. Students apply concepts of risk, return, valuation to decisions that a corporate financial officer or person engaged in small business must make about sources/uses of funds during changing financial markets.
VMBA 5703 - Marketing Management
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring & Summer
Developing/implementing most appropriate combination of variables to carry out a firm's strategy in its target markets. Analytic perspectives, concepts, decision tools of marketing for product offering decisions, distribution channel decisions, pricing decisions, communication program decisions.
VMBA 5704 - Managing People and Organizations
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring
Theories/frameworks for analyzing behavior of individuals, groups, organization itself. Emphasizes making decisions, developing action plans. Concepts/principles associated with function of human resource management (e.g., personnel selection, reward/compensation, collective bargaining).
VMBA 5705 - Operations Management
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
Operations management function in different types of organizations. Emphasizes productive, innovative, competitive operations. Concepts/principles related to management of quality/innovation within service/manufacturing organizations.
VMBA 5706 - Business, Government, and Macroeconomics
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
Roles of government/business in society. Alternative systems of economics, political values. Social, political, economic, cultural conflicts affecting business sector.
VMBA 5707 - Economics in Transition
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall
Technological, political, and ethical forces that are shaping the competitive environment. Theoretical considerations. Business responses to specific issues. Projects/cases for companies in East Central Europe.
VMBA 5709 - Info Tech Mgmt
Credits: 4.0 [max 16.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring
Various information technologies, their applications. Competitive advantages associated with information technology, organizational/managerial implications.
VMBA 5711 - Managing Globalization (Guangzhou)
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring & Summer
Developing international strategies for firms wishing to expand into global markets. Emphasizes analyzing opportunities/constraints posed by international environment. Putting global strategies into operation. Managing strategic alliances/networks.
VMBA 5712 - Strategies for a Global Company: an Integrative Perspective
Credits: 6.0 [max 36.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring
Multi-disciplinary perspectives from strategic marketing, corporate strategy, operations management. Involvement of faculty/corporate executives. Site visits to global companies, student projects. Capstone course.
VMBA 5713 - Negotiations and Conflict Management
Credits: 4.0 [max 4.0]
Grading Basis: A-F only
Typically offered: Every Spring
Typical challenges faced when negotiating. Strategies for managing challenges and improving skills as a negotiator and conflict manager.
VMBA 5714 - Financial Accounting
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Spring
External accounting system used by firms to measure economic performance/financial position. Students analyze corporate financial reports. Impact of economic events. Discussions, cases. Role of financial reporting standards/intermediaries.
VMBA 5715 - Corporate and Entrepreneurial Strategy
Credits: 4.0 [max 4.0]
Grading Basis: A-F or Aud
Typically offered: Every Fall & Spring
The objective of the course is to help develop analytic skills in the identification of key issues and in the formulation of appropriate strategies for firms, both established and entrepreneurial, facing complex business situations. We also examine the process through which strategic decisions are made and implemented and discuss how strategy is different in the age of the internet.