A524 Managing Accounting Information for Decision-Making (3 cr.) P: A201 or equivalent . Provides a user-oriented understanding of how accounting information should be managed to ensure its availability on a timely and relevant basis for decision making. Focus is on cost-benefit analysis for evaluating potential value-added results from planning, organizing, and controlling a firm's accounting information. Group participation and computer support is used extensively.

D594 International Competitive Strategy (3 cr.) Seeks to develop an understanding of the contemporary challenges and opportunities associated with developing global strategies. In light of recent developments in the global marketplace, old ideas about competitive strategy and implementation have become largely obsolete. Through a study of competitive industry analysis, competitor analysis and cooperative alliance analysis, we will gain a grasp of the basic principles that are necessary in thinking about competing in a global business environment.

F523 Financial Management (3 cr.) Provides a working knowledge of the tools and analytical conventions used in the practice of corporate finance; establishes an understanding of the basic elements of financial theory to be used in application of analytical reasoning to business problems; and explores the interrelationship among corporate policies and decisions. Course work will include weekly problem sets, and use of PC spreadsheets to develop financial models for cases focusing on funds requirement.

G511 Microeconomics for Managers (3 cr.)  Economic decision making in the business firm, the strategic interaction of business firms in industries, the purchasing and consumption behavior of individual consumers and consumers as a group, and the influence of public policy on market outcomes. Development of a fluency with the language of economics and a strong economic intuition, understanding of selected economics-based decision-making tools and the impact and interaction of the structure of an industry on competition, analysis of intra-industry rivalry, and improved understanding of public policy issues. Emphasis on the logical foundations of economic analysis and managerial decision-making. Will promote understanding and application of various quantitative measures.

G512 Macroeconomics for Managers (3 cr.) This course develops a framework to analyze the external economic environment and to understand the major factors that cause macroeconomic change. The effects of monetary, fiscal and trade policies in the U.S. will be examined with an awareness of the interdependency between world economies. Emphasis will be placed on integrating the implications of macroeconomic policy to the firms capital decisions. Will promote the understanding and application of various quantitative measures.

J501 Developing Strategic Capabilities (3 cr.) Offers an introduction to tools for strategic management. Provides an introductory view of the complexities involved in determining long-term strategies. Examines the dynamics of the competitive environment, how the pace and the direction of industry change are influenced by the resources, capabilities and competitive interactions of rival firms.

J518 Strategic Management (1.5 cr.) The central focus of the course is on the leadership of organizational change. Lectures, case studies, and directed research are used to identify the underlying process of change and the means by which senior-level executives and middle managers lead organization-wide change strategies.

L512 Law and Ethics in Business (3 cr.) The objective is to provide the student of management with that knowledge of the American legal system, its processes, and the substantive law itself by which is necessary to the making of informed and effective business decisions. Because the law develops and evolves in response to changing social, economic, political, and technological forces, and because business decisions often carry long-lasting as well as delayed effects, this course will emphasize the study of legal change. It is hoped that consideration of past legal developments will give prospective managers sufficient insight into the dynamics of this process to enable them to predict as soundly as possible the future legal environment in which their present decisions will bear fruit.

M501 Strategic Marketing Management (3 cr.) An introduction to the process of creating a market-driven organization. Specific topics include marketing strategy, market research and analysis, and the development of products and services, pricing, distribution and promotion. The course employs lecture, classroom discussion, case analyses, and field research projects.

P501 Operations Management (3 cr.) Surveys the management of operations in manufacturing and service firms. Diverse activities determining the size and type of production process, purchasing the appropriate raw materials, planning and scheduling the flow of materials and the nature and content of inventories, assuring product quality, and deciding on the production hardware and how it gets used comprise this function of the company. Managing operations well requires both strategic and tactical skills. The topics considered include process analysis, workforce issues, materials management, quality and productivity, technology, and strategic planning, together with relevant analytical techniques. The course makes considerable use of business cases. Most classes will be spent discussing the cases assigned. For each case, students will be asked to review actual company situations and apply technical and managerial skills to recommending courses of action. Most cases will be taken from manufacturing, but some will be service-oriented. Several of the cases will focus on international companies or issues.

S555 Information Technology for Managers/Part I (1.5 cr.) Focuses on information technology (IT) management issues and applications. Topics include alternative types of applications, methodologies for developing and purchasing systems, managing the technical and social aspects of IT implementation, and using IT to enable new business strategies. Case studies will be used to illustrate IT management principles and current best practices.

W511 Venture Strategy (1.5 cr.) This course is designed for those individuals interested in creating a new business venture, acquiring an existing business, working in industries that serve the entrepreneur, or students wishing to familiarize themselves with concepts, issues, and techniques of new venture creation and entrepreneurship. There is also a strong focus on intrapreneurship, or innovation within a corporate environment. Because the sources of entrepreneurial and intrapreneurial motivation are often quite diverse, the learning goals and objectives of the students in this course are often similarly diverse. Therefore, the course is designed to offer a broad range of educational experiences, including case analyses, presenting and negotiating a financial deal, and creating a business plan or corporate change initiative.

W516 Organizational Development and Change (3 cr.) Today's business environment forces executives to use every tool at their disposal to create and maintain an effective and adaptable organization. A major source of effectiveness and adaptability is the way in which the company's efforts are organized its systems, structures, management processes, rewards, and strategies. The primary job of senior management today is to design, build, and operate organizations that function effectively. With these needs in mind, W516 helps students to: (1) understand the basic components of an organization and how they interrelate as a system, (2) learn tools for diagnosing organizational performance problems, and (3) practice applying organization design concepts to solve performance problems.

X511 Seminar in Management Issues (1 cr. each) This course provides one-credit-hour opportunities to integrate learning across the curriculum:

1. An Intensive early in the program provides focused introductions to program themes, including leadership, collaboration, and teamwork.
2. A second Intensive during the second year typically focuses on professional and career development.
3. A final Intensive, during the third year of the Program, typically focuses on a business, allowing students to integrate content from the business functional areas at an executive level, general management perspective.

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