Graduate School of Management Courses

EMBA  6901 - Negotiations (3)

Negotiation is the art and science of creating and securing an agreement between two or more interdependent parties. This course provides an introduction to the theory and processes of negotiation as practiced in a variety of business settings. It is designed to expose students to negotiation problems in both domestic and international settings. This is a highly interactive course built around hands-on experiences, presentations, discussion, and reflection.
• Restricted to Business Administration Majors;

EMBA  6902 - Leadership and Teams (3)

This course integrates the theory and practice of effective leadership. As a leader, you will focus on the individual, team and organization, as each brings a view of a leader's learning experience. You will also learn to bring imaginative and disciplined thinking to complex problems to see differently and to act effectively through teams. 
• Restricted to Business Administration Majors;

EMBA  6903 - Financial Accounting (3)

This course provides an introduction to the financial reporting system that business entities use to convey information to parties external to the firm. The emphasis is on understanding the financial statements, what they impart about a business entity, and how to use this information to make decisions. Students learn the accounting principles, conventions and concepts underlying financial reporting with the objective of developing the ability to analyze and interpret financial statements. The course provides a basic understanding of the financial reporting process from the inputs to the end products, including what motivates a manager to select a particular accounting treatment, how this choice affects the financial statements, what constitutes ethical financial reporting, how to assess the quality of the reported financial information, and how to use this information for analysis.
• Restricted to Business Administration Majors;

EMBA  6904 - Managerial Accounting (3)

This course is intended to illustrate several useful management accounting concepts and analytical techniques. We will compare management accounting to financial accounting, which is primarily the use of accounting data for internal management decisions and the use of operating budgets, balanced scorecards, and other key performance metrics for financial monitoring and controls.
• Restricted to Business Administration Majors;

EMBA  6905 - Finance (3)

The underlying logic of finance requires managers and executives to acquire a fundamental knowledge of the quantitative techniques applied in making informed and sophisticated financial decisions within the business world. This course is designed to develop the executives' knowledge of the fundamental principles and concepts covered in finance. In addition, this course will analyze case studies and real world examples to acquire a working knowledge of finance with a strong emphasis on business applications.
• Restricted to Business Administration Majors;

EMBA  6906 - Global Business Conditions (3)

In this course, students will develop the analytic skills and perspective necessary to systematically analyze changes in domestic and international business conditions. This will be accomplished by introducing selected principles of macroeconomic theory through lectures, exercises, class discussions and case studies based on current events. In the process, students will gain an understanding of how economic theory can be used to assess the potential business impact of changes in the macro economy.
• Restricted to Business Administration Majors;

EMBA  6907 - Executive Strategic Communications (3)

Communication is one of the essential skills that defines the effectiveness of business and community leaders. Whether in-person, online, live-streamed or with the media, the ability of communicate effectively is vital to an executive’s success. This course will help students become more powerful and effective presenters, speakers, writers and team leaders. Topics to be covered include preparing and delivering a speech, message development and speaking on-camera, team dynamics and leadership, and business writing, with a focus on enabling students to grow confidence in their ability to communicate through multiple channels.
• Restricted to Business Administration Majors;

EMBA  6908 - Using Technology Trends to Shape Organizational Strategy (3)

Major technological shifts are underway that are quickly destroying business models and inventing new ones. With technology now at the center of almost every organization, understanding and preparing for the impact and opportunities of technology trends becomes a valuable skill. To help build competency, this course will explore a diverse set of trends within a variety of industries, use case studies, and incorporate discussions with current Silicon Valley technology leaders.
• Restricted to Business Administration Majors;

EMBA  6909 - Business Law (3)

The course presents law as a social institution with a focus on increasing the legal literacy ofbusiness executives.  It explores how law affects business strategy and decision-making.  The course is structured into two parts.   The first part builds a foundation and includes an overview of the nature of law and its relationship to ethics, as well as an introduction tolegal infrastructure—both procedural and substantive.   The second part explores a selection of legal areas of particular interest to business leaders.   Topics will be chosen, based on pressing current controversies, from areas such as corporate and securities law, antitrust, employment law and commercial law.
• Restricted to Business Administration Majors;

EMBA  6910 - Managerial Economics (3)

The course includes an examination and application of those microeconomic tools essential to the management of organizations. This component of the EMBA program is aimed at informing managerial decision-making vis-à-vis: resource allocation; identifying optimal pricing points; strengthening the firm’s value chain; and maximizing profitability. In this course we review supply-and-demand analysis; the market environment in which firms position themselves; dissect patterns of consumer preferences; assess consumption and production functions; revenue and cost estimation; and illuminate the expanding role of information in driving competitor behavior at the global level.
• Restricted to Business Administration Majors;

EMBA  6911 - Strategic Marketing Management (3)

This course is an in-depth examination of marketing environments and the impact marketing activities have on organizational operations in competitive, global, multicultural business settings. It discusses both domestic and international frameworks of the fundamental marketing strategy functions of product, pricing, distribution and promotion. Explored and analyzed are modern marketing problems and solutions from conceptual, legal, and ethical perspectives. Marketing information systems and the use of advanced technologies in marketing decision-making are explained.
• Restricted to Business Administration Majors;

EMBA  6912 - Decision Modeling Data Analysis (3)

Today's leaders often need to integrate their business knowledge with hard data to understand patterns and trends, to gain insight and leverage from the vast quantities of data that is now available, and to create and analyze models to quantify the financial and operational implications of managerial choices. This course will provide insight into what it means to effectively "run the numbers." You will develop the ability to analyze data, to develop forecasts, to design and build effective spreadsheet models, and to use data and models appropriately to gain insights and guide decision making.
• Restricted to Business Administration Majors;

EMBA  6913 - Supply Chain Management (3)

Firms of all kinds are attempting to improve their competitive positions by strategically managing the flow of raw materials, work-in-process inventories and finished goods. This course is built around the topic of managing the supply chain that plans, sources, makes and delivers an organization’s goods and/or services from suppliers through to the final customer (and sometimes the reverse). Students will explore the major topics for various operational issues encountered in real life supply chain processes including purchasing, operations and distribution issues. A supply chain simulation will provide exposure to operational and financial management challenges with a strategic emphasis helping students to better understand the interrealtionships between end customers as well as respective members of the supply chain and the importance of integration.
• Restricted to Business Administration Majors;

EMBA  6915 - Ethics and Social Responsibility (3)

This class aims to understand to what extent the study of ethics belongs in business and what behaviors, if any, are associated with their respective suppression or promotion. It strives to move beyond the simple presentation of ethical scenarios which force a dichotomous choice of something being either  "good" or "bad" and instead instill an appreciation of the complexity involved in "being ethical". The class operates under the belief that graduate education, specifically that within the Executive realm, must go beyond the simple identification of ethical violations and move towards an understanding of how an individual’s ethics are constructed, how to actively construct and contribute to an organization’s ethical framework, and finally how to manage organizations and their respective members within such ethical boundaries.  
• Restricted to Business Administration Majors;

EMBA  6917 - Entrepreneurship (3)

Entrepreneurship is a dynamic and rapidly changing field dedicated to the founding and deployment of innovative solutions. It is more than a set of tools and techniques for starting and growing a new venture. It is a mindset, a way of looking at the world in an opportunity focused and creative way. In this class students will focus on the ideas, steps, and strategies required for creating a new venture. Through case studies, and classroom dialogue, students will learn to think strategically and act opportunistically. Classes will alternate between lectures on core concepts, and case studies, which will demand students critical thinking as applied in debate with their peers. We will also have prominent guest speakers join as well class sessions throughout this course.
• Restricted to Business Administration Majors;

EMBA  6919 - Strategic Management (3)

This course uses integrative and multi-disciplinary approaches to introduce and discuss cutting edge strategic management knowledge. Students will gain a familiarity with significant concepts, issues and perspectives to enable them to understand the strategic challenges facing organizations today. The course also aims to increase students' knowledge about how to create competitive advantage, and to enable students to become a more effective contributor to the strategic process.
• Restricted to Business Administration Majors;

EMBA  6920 - Applied Innovation (3)

Course sessions will focus on “the discipline of innovation” – habits of mind and follow-through that will allow you to “see differently,” and to act upon that sight in ways that will vault you ahead of the pack as both a creative problem-solver and positive option-builder. This class is specifically designed to teach a targeted set of innovation skills and applied creativity tools that can be learned, practiced, and used to generate fresh products, services, processes, and systems.
• Restricted to Business Administration Majors;

EMBA  6929 - Change Management (3)

In this course, students will learn about methods, models, and processes specifically related to diagnosing and planning for organizational change and effectiveness in today's business world. In addition to traditional lectures and readings, this course will provide students with additional insights through case study discussions and industry guest speakers.
• Restricted to Business Administration Majors;

EMBA  6952 - Management and Strategy in the Global Environment (3)

The skills of managing in the global economy are a key to students' success as leaders in today's organizations. Indeed international management must be a central focus of students' strategic toolbox. The purpose of this course is to prepare students for leadership positions in today’s organizations, by: (1) sensitizing students to the scope and nature of the global economy, (2) developing their knowledge of the global economy, and (3) cultivating their facility in the global economy. More concretely, the course aims to provide students with a collection of international management tools - models, theories, frameworks, perspectives, concepts, ideas - which are required for success in the global economy.
• Restricted to Business Administration Majors;

EMBA  6997 - Global Business Practicum (3)

Students will spend two weeks immersed in a truly global experience. The academic global immersion course offers the opportunity for students to further develop and refine their understanding of international relationships. Students visit corporations and organizations in the destination country while working in teams to carry out a project relevant to both their professional and academic pursuits. This course is designed to enhance the students’ curriculum while challenging students to apply the principles and knowledge they’ve gained throughout the program to a real world, international business case. The course has the potential to enrich the students’ lives as they explore a foreign culture together with their peers.
• Restricted to Business Administration Majors;

MBA  6011 - Financial and Managerial Accounting (4)

This course focuses equally on financial and managerial accounting. Financial accounting introduces principles and procedures involved in preparation and use of corporate financial statements. Income determination, asset and liability measurement, and disclosure requirements are covered. Emphasis is on how external parties can use published financial statements in making investment related decisions. Managerial accounting focuses on how accounting information can be used for internal decision making to improve operating efficiency. Cost concepts and classifications for different types of business decisions and use of managerial accounting information for planning, evaluation, and control aspects of business management are covered.
• Restricted to Business Administration Majors;

MBA  6012 - Ethics and Social Responsibility in Business (4)

This course provides a toolkit for identifying, understanding and analyzing the social and ethical problems that managers encounter at both the individual and organizational levels. It focuses upon the knowledge and application of ethical frameworks for managerial decision-making, including teleological and deontological principles, virtue theory, and alternative standards of distributive justice. Additional topics include managerial misconduct and criminal liability, alternative measures of economic performance and well-being, international and cross-cultural issues embodied in the Foreign Corrupt Practices Act and Treaties of Friendship, Commerce and Navigation, the origins and purposes of corporations, corporate governance, the nature and purpose of work, and management education in a Jesuit context.
• Restricted to Business Administration Majors;

MBA  6013 - Strategic Management in the Global Environment (4)

This course will focus on strategic management principles and cases within an international context. Students will examine the dynamics between macro environment factors, industry structure, and the behavior of firms. Students will explore the sources of sustainable competitive advantages and analyze strategies employed in global business competition. Students will also apply guiding principles for formulating and executing strategies, and for adapting to uncertain competitive environments.
Prerequisites: MBA 6016 and concurrent MBA 6019 and MBA 6014 and MBA 6012 and MBA 6018 and MBA 6015 and MBA 6011
• Restricted to Business Administration Majors;

MBA  6014 - Leadership, Teams and Organizations (4)

Blends the theory and practice of effective leadership in the spirit of the Jesuit Tradition of principled service to others. Although theory is at the heart of this course, practice is where the real leadership learning happens. Through the use of experiential excercises, simulations, cases, dialogue, and reflection, students enhance their authentic leadership skills at the individual, team and organizational levels. Topics explored include: the leadership-managment relationship, motivational models, team dynamics, decision making, power, and organizational culture.
• Restricted to Business Administration Majors;

MBA  6015 - Sustainable Supply Chain Management (4)

The course covers activities involved in resource extraction and physically moving raw materials, inventory, and finished goods from point of origin to point of use or consumption. Planning, organizing and controlling the organization’s supply chain is examined in the context of an enterprise's triple bottom line – financial profitability, social sustainability, and environmental impact. The course examines the role of supply chain processes in creating sustainable competitive advantage with respect to quality, flexibility, lead time, and investigates the total cost analyses, as well as product and process life cycles in the supply chain. Topics include: sourcing, operations, distribution, customer service and communication, green supply chains, fair labor and safety monitoring, outsourcing, and international logistics. The course will also focus on process measurements and the impact on organizational performance in the context of footprints (e.g., carbon, labor, water, pollution), and existing and emerging software systems that enable sustainable supply chains.
• Restricted to Business Administration Majors;

MBA  6016 - Marketing Management (4)

This course examines the role of marketing in today's organizations and society by attending to concepts and tools that are fundamental to good marketing practice. Topics include market analytics, competitive analysis, behavioral economics and pricing decisions, market entry strategies, brand and product management, social media, integrated marketing communications, global channel management, and contemporary marketing models. Readings and cases emphasize the utility of the marketing mix as applied to products and services, profit and non-profit organizations, and consumer and industrial sectors.
• Restricted to Business Administration Majors;

MBA  6018 - Spreadsheets and Business Analytics (4)

This course will enable students to integrate data, judgment and managerial knowledge to build spreadsheet models to quantify the financial and operational implications of managerial choices, to make sense of large datasets, and to communicate actionable managerial insights. Students will be able to explain techniques for managing business analysis to achieve high productivity, high accuracy, and to build spreadsheet models that will serve as long-term organizational assets. Students will understand the principles of descriptive, predictive, and prescriptive analytics and will be able to execute the primary techniques in a spreadsheet and other commercial software. Students will be aware of the ethical issues that can arise in business analytic work.
• Restricted to Business Administration Majors;

MBA  6019 - Managerial Finance (4)

The primary focus of the course is the role of the financial manager in creating economic value for the firm. We will cover financial concepts that will enable the manager to make better business decisions. The course provides a description of some specialized topics in finance and an introduction to recent developments in financial theory. Topical coverage is provided via class discussion, lecture, and case methods.
Prerequisites: MBA 6018 and concurrent MBA 6011
• Restricted to Business Administration Majors;

MBA  6050 - Career and Professional Development I (0)

A series of modules and workshops designed to address the critical career development needs of MBAs. Students will acquire the skills and resources needed to define a career objective, craft a career strategy and execute it to enable them to pursue their career goals. Key elements of the Career Development Module include: self-assessment, career action strategies and job search strategies.

MBA  6051 - Career and Professional Development II (0)

A series of modules and workshops designed to address the career and professional development needs of MBAs. Students will develop and hone key skills in communication needed to succeed in both their academic and professional careers. Key elements of the Professional Development Module will include: training in business analysis, case study method and presentation skills. Prerequisite: Career and Professional Development I
Prerequisites: MBA 6050 with a minimum grade of P

MBA  6052 - Advanced Career and Professional Development (0)

A series of workshops designed to address the advanced career and professional development needs of MBAs. Students will attend a variety of workshops to assist them in expanding their career network, make meaningful connections with external industry professionals, and develop critical professional skills to expand and deepen their leadership and communication capabilities. Prerequisites: Career and Professional Development I, Career and Professional Development II
Prerequisites: MBA 6051 with a minimum grade of P and MBA 6050 with a minimum grade of P

MBA  6098 - MBA Internship (1 - 4)

In select cases, internships with a detailed deliverable component may qualify for credit. Pre-requisites: Meeting and approval of MBA Graduate Student Affairs Office prior to receiving faculty sponsorship. All faculty sponsors must be full-term or tenure track. Lastly, student must be in good academic standing to apply.
• Restricted to Business Administration Majors;

MBA  6102 - Macroeconomic Business Conditions (2)

This course introduces skills and perspectives necessary to understand domestic and international macroeconomic events. Economic theory will be applied to the analysis of ongoing issues and government policies affecting current global business conditions. Specific topics include real-time study of national output, unemployment, interest rates, inflation, and foreign exchange fluctuation.
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6111 - Geopolitical and Competitive Advantage (2)

This course deals with how a new international environment is developing and its impact on business and leadership. Country and political risk, state capitalism and sovereign wealth funds, corruption and criminal syndicates, influence of new power brokers, including NGOs and business councils, regional competition and collaboration (Caspian Basin, China and the U.S. in Africa), innovation clusters, evolution of globalization, corporate diplomacy, strategic options in emerging markets and other issues relevant to national competitiveness and the corporate role in shaping the global order.
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Organization Development, Business Administration, Business Economics, Business Administration Majors;

MBA  6198 - Directed Study (1 - 4)

The student must propose an independent student project, working with a faculty member intended to facilitate research and the study of topics not normally taught within the framework of the regular curriculum. All directed study petitions must be submitted to the MBA office at least 3 weeks before the semester start date. Students can only take up to four units total of Directed Studies. Pre-requisites: Meeting and approval of MBA Graduate Student Affairs Office prior to receiving faculty sponsorship. All faculty sponsors must be full-term or tenure track. Lastly, student must be in good academic standing to apply.
• Restricted to Organization Development, Business Administration Majors;

MBA  6201 - Investments (2)

(Required for Finance concentration.) This course will help you develop a framework for thinking about and making sound investment decisions. You will become familiar with the investment environment and the characteristics of various financial securities, understand the risk/return tradeoff and the benefits of portfolio diversification, understand the essence of portfolio theory, learn to value and analyze stocks, bonds and derivatives, learn to measure portfolio performance and manage portfolio risk, attain proficiency in the use of financial calculator and excel spreadsheets for investment analysis, and become familiar with the sources of economic and financial information.
Prerequisites: MBA 6109 or MBAI 5002 or MBA 617 or MBA 6019
• Restricted to Graduate level; • Restricted to Business Administration, Business Economics, Business Administration Majors;

MBA  6202 - Firm and Project Evaluation (2)

(Elective for Finance concentration.) We begin by determining best practices for firm valuation, and how to critically analyze a firm's financial performance. Subsequently, we analyze a complex project, and examine common pitfalls associated with the process. Other topics of analysis include financial forecasting in a small business environment, a look at valuation techniques for small businesses, and finally we simulate an acquisition process, including detailed company valuation and attendant negotiations. A common theme is the creation of economic value, with additional elements of agency costs , ethics, and corporate governance as subtexts. The course is delivered primarily through the case method, with active participation of all students a must.
Prerequisites: MBA 617 or (MBA 6109 and MBA 6110 ) or MBAI 5002 or MBA 6019
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6203 - Capital Structure and Risk Management (2)

(Elective for Finance concentration.) Extensions from MBA 6202 include the use of financial derivatives to manage firm operating risk, and extend the analysis to include various forms of international financing. We also look at how firms choose to finance existing operations via more complex financing vehicles, as well as undertake an IPO case study. The course is delivered primarily through the case method, with active participation of all students a must.
Prerequisites: MBA 617 or MBA 6109 or MBAI 5002 or MBA 6019
• Restricted to Graduate level; • Restricted to Business Administration, Project Management, Nonprofit Administration, Public Administration, Information Systems, Organization Development, Business Administration Majors;

MBA  6204 - Capital Markets and Investment Banking (2)

The course examines public offerings and private placements, including the associated due diligence and valuation techniques. Also examined are key aspects of merger and acquisition transactions, including the associated due diligence and valuation techniques as well as fairness and solvency opinions. The course also explores the role of major capital market participants (e.g., commercial and investment banks, institutional investors) and key capital market regulators (e.g., SEC, the Fed and the Treasury Department).
Prerequisites: MBA 617 or (MBA 6109 and MBA 6110 ) or MBAI 5002 or MBA 6019
• Restricted to Graduate level; • Restricted to Business Administration, Business Economics, Business Administration Majors;

MBA  6205 - Corporate Financial Reporting and Analysis (2)

(Elective for Finance concentration.) The main objective of this course centers on the recognition, understanding and analysis of corporate financial statements from the viewpoint of various professional users, corporate executives, bankers, creditors, security/financial analysts and investors. Emphasis is placed upon the assessment of quality of the 10K income statement and balance sheet, financial position and cash flows underlying financial valuation. The course blends theory with practical application through the extensive use of actual company examples and cases.
Prerequisites: MBA 617 or (MBA 6109 and MBA 6110 ) or MBAI 5002 or MBA 6019
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6206 - International Finance I (2)

(MBA 6206 Required for Finance concentration.) (Elective for International Business concentration.) This course will focus on the international financial markets and how the financial activities of multinational firms must be adapted in the global context. Topics include the international monetary system and economic linkages, the foreign exchange markets and instruments, management of the firm's currency exposure, the global debt and equity markets, and financing of the global firm.
Prerequisites: MBA 6109 or MBAI 5002 or MBA 617 or MBA 6019
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6207 - International Finance II (2)

(Elective for Finance concentration.) (Elective for International Business concentration.) This course covers advanced topics in financial management of the multinational firm. Topics include financial goals of the MNE, interest rate and currency derivatives, foreign direct investment and capital budgeting, working capital management, tax and accounting issues, import-export transactions and trade financing, and risk management in the global firm.
Prerequisites: MBA 617 or MBA 6109 or MBAI 5002 or MBA 6019
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6211 - Global Business Conditions (2)

This course is an extension of the core course Macroeconomic Business Condition I with a focus on globalization and other more advanced concepts related to the study of the business cycle. Specific topics include real-time study of foreign exchange fluctuation, inflation, the term structure of interest rates with exposure to financial deregulation and current controversies in economic theory and policy.
Prerequisites: MBA 617 or MBA 6102 or MBAI 5004 or MBAI 5002
Degree restricted to Master of Business Admin. ; • Restricted to Business Administration, Business Economics, Business Administration Majors;

MBA  6213 - Personal Finance I (2)

(Elective for Finance concentration.) This course covers the fundamentals of personal finance to make informed decisions about managing your personal investments. Included are the three stages of every person's financial life, how personal investing differs from institutional investing (behavioral finance), getting the most from tax-advantaged accounts (401k, 403b, etc.), how to use online calculators and how to build spreadsheets for common personal finance decisions (each student will build his or her own personal Critical Path), understanding FICO scores and managing credit wisely for big ticket purchases (housing, autos, etc.), mutual funds vs. individual stocks, personal taxation principles, what to look for in employer benefit packages as part of overall compensation, insurance and risk management, etc. Extensive use of outside speakers.
Prerequisites: MBA 6019 or MBA 6109
• Restricted to Graduate level; • Restricted to Business Administration, Project Management, Nonprofit Administration, Public Administration, Information Systems, Organization Development, Business Administration Majors;

MBA  6215 - Financial Institutions and Markets (2)

This course examines various financial markets and institutions, and the related financial securities. In the primary financial markets, funds are transferred from savers (investors) to individuals that want to use someone else’s money (“borrowers”). In the secondary financial markets, funds are transferred from existing investors to new investors and securities are transferred from existing investors to ne investors. The most important aspect of this analysis is the outcome of various financial markets, e.g. interest rates, bond prices, stock prices and the amount of financial transactions (flows). This requires an examination of the behavior of the individuals and institutions that interact in the financial markets, and the regulatory environment put into place by policymakers.
Restrictions exclude Business Administration, Organization Development, and Business Administration Majors;

MBA  6216 - Student Managed Fund I (2)

Entrance to this course is by instructor permission only: The Student Managed Fund gives students at the University of San Francisco the opportunity to manage real money in financial markets, bridging the gap between financial theory and real-world applications. The purpose of the fund is to enrich the education of business students through a “hands on” approach and to beat market performance measured by Standard and Poor’s 500 Index. Students will gain many important skills, including: (a) Real-world, hand-on experience managing large sums of money; (b) develop an in-depth understanding of financial markets; (c) acquire skills in teamwork, research methods, public speaking and explaining, and financial analysis; (d) interact with members of the business and finance community; and (e) become a more attractive prospective employee.
Prerequisites: MBA 6019 and Writing Assessment for MBA with a minimum score of 1
• Restricted to Financial Analysis, and Business Administration Majors;

MBA  6217 - Student Managed Fund II (2)

Entrance to this course is by instructor permission only: This course builds on students' experience during the first semester of the course. The Student Managed Fund gives students at the University of San Francisco the opportunity to manage real money in financial markets, bridging the gap between financial theory and real-world applications. Students will gain many important skills, including: (a) Real-world, hand-on experience managing large sums of money; (b) develop an in-depth understanding of financial markets; (c) acquire skills in teamwork, research methods, public speaking and explaining, and financial analysis; (d) interact with members of the business and finance community; and (e) become a more attractive prospective employee.
Prerequisites: MBA 6019 and MBA 6216 and Writing Assessment for MBA with a minimum score of 1
• Restricted to Doctoral level; • Restricted to Financial Analysis, and Business Administration Majors;

MBA  6299 - Special Topic in Finance (2)

(Elective for Finance concentration.)
Prerequisites: MBA 617 or MBA 6109 or MBAI 5002 or MBA 6019
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6301 - Research Methods in Marketing (2)

(Required for Marketing concentration.) This course focuses on understanding the relationship between marketing research techniques and improved marketing strategy decision-making. The course provides an overview of problem definition, questionnaire development, and sampling and enables participants to appreciate the issues of the design and implementation of marketing research and interpretation of research results that provide managerially relevant marketing information.
Prerequisites: MBA 6106 or MBAI 5006 or MBA 618 or MBAI 5008 or MBA 6016
• Restricted to Graduate level; • Restricted to Business Economics, Business Administration Majors;

MBA  6303 - Global Marketing and Business Intelligence (2)

This course addresses unique challenges encountered in international markets. It examines cultural, social, political, legal, as well as economic environments in various countries and regions, explores how such factors affect competition and buyer behavior, and discusses strategic and tactical alternatives that are suitable to such environments. A special emphasis is given to the collection and analysis of market information.
Prerequisites: MBA 6106 or MBAI 5006 or MBA 618 or MBAI 5008 or MBA 6016
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6304 - Consumer Behavior (2)

Consumer Behavior is the study of people and the products that help to shape their identities. Consumer Behavior is an applied science, so we must never lose sight of common sense (which is not so common, after all) when we apply our findings to life in the real world. Consumer Behavior also embraces the study of how having or not having things affects our lives and how our possessions influence the way we feel about ourselves and each other - our state of In addition to understanding why people buy things, we also try to appreciate how products, services, and consumption activities contribute to the broader social world we experience.
Prerequisites: MBA 618 or MBA 6106 or concurrent MBAI 5006 or MBAI 5008 or MBA 6016
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6306 - Integrated Marketing Communication (2)

Due to rapid changes in how companies and consumers communicate with each other, an integrated approach to marketing communication has only increased in importance. This approach allows companies to carefully manage its many communication channels to deliver a consistent and compelling message about the organization, its brands, and their positioning. To this end, the course will expose students to the communication mix, from the traditional to the emerging, with an emphasis on how to best integrate the varied communication mix tools. Through this course, students will gain a solid understanding of IMC and its importance by considering marketing challenges to create impactful communication strategies that build strong customer relationships.
Prerequisites: MBA 6106 or MBA 6016
• Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6310 - Marketing Strategy (2)

This course is an in-depth examination of marketing environments and the impact marketing activities have on organizational operations in competitive, global, multicultural business settings. It discusses both domestic and international frameworks of the fundamental marketing strategy functions of product, pricing, distribution and promotion. Explored and analyzed are modern marketing problems and solutions from conceptual, legal, and ethical perspectives. Marketing information systems and the use of advanced technologies in marketing decision-making are explained.
Prerequisites: MBA 6106 or MBA 6016

MBA  6315 - Strategic Brand Management (2)

Brands are among a company's most valuable assets. This course explores branding approaches, from the conceptual to corporate best practices, in order to create and sustain brand equity. Students will be provided the tools that are instrumental in developing brand strategies that yield a distinctive competitive advantage for the firm. Students will also learn how to manage a brand throughout its lifecycle and across geographic boundaries.
Prerequisites: MBA 6106 or MBA 6016
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6322 - Introduction to Marketing Analytics (2)

This course represents a comprehensive examination of data analytics from a marketing perspective on four levels: strategically, functionally, methodologically, and technologically. It is designed for students who might seek employment in the analytics arena as well as for students who want to broaden their understanding of the field.
Prerequisites: MBA 6016

MBA  6323 - Marketing Analytics: Techniques and Technologies (2)

This is a lab-based experience that develops basic tactical skills to formulate and solve real-world problems. The format includes business cases, simulation models, and group discussion. Students apply analytics methods to data generated by simulation models to gain technical competence.
Prerequisites: MBA 6322

MBA  6399 - Special Topics: Marketing (2)

Special topics courses are contingent on student interest and faculty availability. A wide range of formats and subjects permits the pursuit of specialized interests and opportunities including, but not limited to, services marketing, digital marketing, loyalty marketing, customer satisfaction, B2B marketing, marketing for non-profits and marketing and public policy.
Prerequisites: MBA 618 or MBA 6106 or concurrent MBAI 5006 or MBAI 5008 or MBA 6016
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors; • Restricted to Graduate (Masters) class;

MBA  6401 - Advanced Leadership (2)

A retreat seminar, taught off-site, offering you an opportunity to continue to develop yourself as effective team member and dynamic leader. Through a bond with twenty other individuals, you will create a highly supportive as well as challenging environment to explore your understanding of the cultural, sociological, and psychological factors that influence self-identity, values and approaches to leadersip. You will explore ideals and visions for the future by as you work together to promote a supportive learning environment that fosters honesty, creativity, and risk-taking. The goals of the course are to increase participant's ability to manage the differences, enhance conflict resolution skills, confront issues concerning power and authority, and align their career choices with their most deeply held values and principle.
Prerequisites: MBA 6103 or MBA 6104 or concurrent MBAI 5001 or MBA 614 or MBA 6014 or MBA 6105 or MBAI 5007
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6406 - Negotiation and Bargaining Strategy (2)

(Required for Organization Development Concentration) Students recognize the many times each day they have an opportunity to negotiate and influence others and develop skills in person-to-person negotiations in which the stakes are often high, people have different points of view, and there are strong emotions attached to those points of view. The ability to move through conflict to a negotiated outcome is an essential skill for every business person. This course will be skill-based, experiential, and participatory in nature. Practice is the only way to improve negotiation and bargaining skills, therefore we will be using cases, role plays, excercises and a final simulation to apply the learning in the course.
Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBA 6105 or MBA 6014 or MBAI 5007 or MBAI 5001 or OD 660
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Organization Development, Business Administration Majors;

MBA  6407 - Human Resource Management (2)

(Elective for Leadership concentration.) The critical source of competitive advantage often comes not from having the best product design, marketing strategy or production technology, but rather from having an effective system for obtaining, mobilizing, and managing people. Although many managers and organizations recognize the importance of managing the work force effectively, frequently firms fail to implement effective human resource management analysis and practices. This course has two central themes: (1) How to think systematically and strategically about aspects of managing the organization's human assets, and (2) What really needs to be done to implement these policies and to achieve competitive advantage through people.
Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBA 6105 or MBA 6014 or MBAI 5007 or MBAI 5001 or OD 660
• Restricted to Graduate level; • Restricted to Business Administration, Project Management, Nonprofit Administration, Public Administration, Information Systems, Organization Development, Business Administration Majors;

MBA  6408 - Sustainable Business Models (2)

(Elective for International Business concentration.) This course will provide students with an understanding of the reason behind this change and offer a thorough introduction to the concept and practice of business sustainability. The course will examine important topics such as pollution prevention, product stewardship, sustainable development, the triple bottom line, brand and reputation, corporate social responsibility and stakeholder theory. The course will place a heavy emphasis on practical examples from the business world and, as such, will make extensive use of guest lecturers and case studies.
Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBA 6105 or MBA 6014 or MBAI 5007 or MBAI 5001
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6409 - Employment Law for Managers (2)

This course covers employment law doctrines that all managers with supervisory responsibility must know and follow in order to avoid costly and unnecessary litigation. You will learn how to manage the legal risks associated with employment discrimination based upon race, sex, religion, national origin, age, family status, sexual orientation and disability. Additional topics include sexual harassment, wage and hour regulations, and independent contractor status
Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBA 6105 or MBA 6014 or MBAI 5007 or MBAI 5001
Degree restricted to Master of Business Admin. ; • Restricted to Business Administration Majors;

MBA  6413 - Business Teams and Small Group Dynamics (2)

(Required for Organization Development Concentration) Entering into an already existing team or creating a new one is always a tricky and mysterious process. In this course, you will use the class as a laboratory to discover what makes a high performance team, and how to create one yourself. Using exercises, projects and the study of group dynamics you will become an outstanding team member and potentially a great team builder and leader.
Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBA 6014 or MBA 6105 or MBAI 5007 or MBAI 5001
• Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6414 - Managing Across Cultures (2)

(Required for International Business concentration.) (Elective for Leadership concentration.) Working in another culture or working with people from another culture can often feel like visiting another planet. In this course, you will study dimensions of culture such as time, personal space, ethics, and business etiquette as well as a host of other elements. You will also study particular cultures in Asia, Europe, Middle East and others to become more familiar with how individuals from those cultures approach business relationships and work in general. The intent is to become effective cross cultural managers, leaders and negotiators.
Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBA 6014 or MBA 6105 or MBAI 5007 or MBAI 5001
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6417 - Leading and Organizational Change (2)

(Required for Organization Development Concentration) Explores the theory behind and dynamics of organizational change management processes. Students investigate best practices related to developing, implementing, and managing large and small scale change initiatives as an internal change agent and as an organizational development consultant. The course blends both theory and practice in understanding change management models; generating and evaluating change management tactics;and, leading organizational change efforts. Student teams will have the oppurtunity to engage in an organizational change management consulting project working with community partners in the Bay Area.
Prerequisites: MBA 6103 or MBA 6104 or MBA 614 or MBA 6014 or MBA 6105 or MBAI 5007 or MBAI 5001
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6431 - Nonprofit Management (2)

Overview of the American nonprofit sector and introduction to unique features of nonprofit management including governing boards, fundraising, volunteer management, law, financial management, and public policy.
• Restricted to Business Administration, Organization Development, Business Administration Majors;

MBA  6435 - Consulting Practices (2)

(Required for Organization Development Concentration) Reviews the consulting process, especially with respect to organization development. Focuses on the values and ethics underlying the consulting practice, and the essential skills for a consultant, including entering, contracting, developing client capability, and managing unplanned events in the change process.
• Restricted to Organization Development, Business Administration Majors;

MBA  6437 - Consulting Practicum (1 - 2)

Students serve as on-site consultants to area organizations that have been identified through research and evaluation as being aligned with the vision and values of the University of San Francisco. Student consulting teams face unique challenges as they assess issues, plan strategies, and enact change within these organizations. This course incorporates team building skills as well as real-world consulting and business development practices.
Prerequisites: concurrent MBA 6435

MBA  6450 - Project Management Foundations (2)

Focuses on the foundations of professional project management and change management that are necessary for students to assume with confidence a challenging role in contemporary and future projects. These roles may include project manager, consultant, cross-functional project team member, or manager who sponsors project initiatives. The need for project management expertise in organizations is very evident as product and service life cycles shorten, new products across different functions expand, technology innovations increase, and globalization becomes more and more the norm on projects. This course will prepare you to work effectiviely in these complex project environments by applying your knowledge to an actual project with a cross-functional team, and preparing a project portfolio that can be used in future employment.
• Restricted to Graduate level; • Restricted to Business Administration, Organization Development, Business Administration Majors;

MBA  6460 - Global Leadership (2)

(Elective for Organization Development Concentration) Examines leadersip and organizational studies in the global work context through the lenses of culture, communication, and connectivity through technology. Students will prepare themselves for international management by learning about both the dilemmas and opportunities presented in cross-cultural and multicultural work environments. At the end of the course, students will have enhanced their global perspectives and abilities to understand the competencies necessary to succeed in an increasingly global business environment. Special emphasis will be placed on the behaviors of people and groups in international organizations.
• Restricted to Organization Development, Business Administration Majors;

MBA  6499 - ST: Leadership and Orgs (2)

The exercises, simulations, readings, lectures, and discussions in this course develop the skills, concepts, and practices of transformational leadership. Emphasis will be placed on deepening the understanding and practice of leadership to advance the University of San Francisco’s mission of “Change the World from Here”, drawing on examples regionally, nationally, and globally. This course builds your leadership skills and knowledge to negotiate and navigate, the intersection of the public, private, and nonprofit sectors. The premise of this course is that transformational leadership occurs in various complex social challenges through connecting the public, for profit, and nonprofit sectors. Of particular interest are the varied mechanisms in play across sectors and for leading in non-hierarchical environments. This course will examine the methods and processes that political, business, civic, and organizational leaders use to transform their communities, cities or regions. Learning Objectives: • Increase your ability to lead transformations and create new possibilities. • Connect varied leadership practices with inter-sectoral approaches to design outcomes. • Develop skills for consensus building, conflict resolution, and negotiations in cross-sectoral contexts. • Apply critical thinking through application of varied frames and models to developing options for addressing complex societal, cross sector challenges. • Increase your skills in leadership, design, management, and evaluation of cross-sectoral arrangements. • An increased capacity to work through ambiguity, complex problem solving, and effective inquiry. Readings: Wood, John, A Room to Read Moore, Mark, Public Value Bennis, Warren, The Essential Bennis Kolvenbach, Lecture

MBA  6512 - Supply Chain Management (2)

Supply Chain Management considers the flows of goods and information among all of the firms that contribute value to a product, from the source of raw materials to end customers. We will use concepts from marketing, operations, information technology and international business as we explore global supply chain strategies and relationships. You will be exposed to ways of combining multiple players and geographically-dispersed activities into an integrated system. You will become conversant in important principles such as lead-time reduction, risk pooling, postponement, inventory placement, and information value. We will use these concepts to explore strategic sourcing, risk mitigation through supply contracts, outsourcing of selected functions, and the role of the internet.
Prerequisites: MBA 6106 or MBA 6103 or MBAI 5006 or concurrent MBA 6016 or (MBA 618 and MBA 616 )
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6520 - Applied Business Statistics (2)

This course enables students to develop the skills to appropriately apply a number of standard statistical tools, with an emphasis on modeling, data visualization, and effective business communication of insights from analysis.
Prerequisites: MBA 6018 or MBAI 5004 or MBA 6108
• Restricted to Business Administration Majors;

MBA  6521 - Intro to Data Mining (2)

The purpose of this course is to introduce students to some of the most useful techniques from the world of data mining. The techniques include both supervised methods for prediction and classification and unsupervised techniques for classification and dimensionality reduction. In addition, the course places a special emphasis on understanding how these data mining methods are applied in a variety of business settings, and how data mining fits into the broader information value chain. Prerequisite can be waived by instructor approval.
Prerequisites: concurrent MBA 6520

MBA  6550 - Intensive Spreadsheet Analytics (2)

This course covers basic data analysis and spreadsheet modeling skills. Students will also learn to conduct structured analysis to gain insights and guide decision making. While much work will be in Excel, the concepts and skills are more broadly applicable.
Prerequisites: MBAI 5004

MBA  6551 - Decision Making With Insight (2)

Today’s business leaders must be aware of the importance - and value - of using information, models, and analysis to enable better business decisions. This course trains students to Management Science methods in effective and appropriate ways to support managerial decision making.
Prerequisites: MBA 6108 or MBA 6018

MBA  6553 - Analytics Consulting Project (4)

Provides students with hands-on experience working with an industry client on an analytics project, along with instruction on how to be an effective member of consulting project team.

MBA  6561 - Local, National and Global Bio-Business (2)

Studies the global biotechnology industry, including biopharmaceuticals, agribusiness, alternative energy and industrial applications. Focuses on the nature of global bio-businesses, significant bioclusters, the US biotech industry and the capabilities of regional US bioclusters, and the linchpin role of the San Francisco Bay Area - the world’s largest biotech cluster – as a part of the global industry. Professionals from the biotechnology field will present on a variety of topics.
• Restricted to Graduate level;

MBA  6562 - The Information of Biotech (2)

Studies the burgeoning information landscape of the biotech industry, including the use of genetic information as a business proposition, digitized genetic information both for public benefit and for profit, the information structure of DNA, the exploding digital health industry, the needs of Phase 0, I, II, III and IV clinical trials and other requirements for drug and device submissions to the FDA and other global regulatory agencies, the potential for next-generation DNA sequencing and synthetic biology, and the strategic engagement of the global science-business media.
• Restricted to Graduate level;

MBA  6563 - Legal, Social and Ethical Implications of Biotechnology (2)

Studies the essential links between bioethical, societal and legal realities on the national and global biotechnology landscape. This includes privacy and security regulations from HIPAA and GINA (Genetic Information Nondiscrimination Act), the societal implications of for both the developed and developing world, recent Supreme Court decisions, biotech intellectual property and patents on a national and global basis, a comparator of the US and UK systems, the various positions on biotech reflective of major organized religions, the future implications of synthetic biology, and the work of the President’s Commission on Bioethics.
• Restricted to Graduate level;

MBA  6564 - Bioentrepreneurship and the San Francisco Biocluster (2)

Studies bioentrepreneurship through a 5½ day intensive, combining lectures, invited biotechnology industry speakers and on-site visits to exemplars throughout the greater San Francisco Bay Area, the world’s largest biocluster. Learning objectives reflect the expertise represented within the framework of the Bioenterprise Innovation Expertise Model (BIEM), which identifies the complement of expertise needed to drive scientific discovery through to viable commercial product. Opportunities for contact include a complement of bio-businesses, research institutions, industry organizations, law firms, venture capital firms, etc.
• Restricted to Graduate level;

MBA  6599 - Special Topic Business Analytics and Information Systems (2)

Social media analytics, web-tracking, device sensors, wearable computing and other technologies enable organizations to acquire, manage and analyze massive amounts of data to better understand their customers, products, competition, and markets. Armed with the insights gleaned from big data, companies can improve customer experience and products, optimize key business processes and uncover new monetization opportunities. The course will focus on teaching how Understanding How Data Powers Big Business can do this. Students will learn techniques, with a how-to guide, that shows them how to leverage big data to drive business value. Full of practical techniques, real-world examples, and hands-on exercises, this course will explore the technologies involved, as well as how to find areas within the organization that can take full advantage of big data.
• Restricted to Organization Development, Business Administration Majors;

MBA  6601 - Entrepreneurial Management (2)

(Required for Entrepreneurship and Innovation concentration.) In Entrepreneurial Management students apply their creative and innovative talents while sharpening their analytical abilities. Students will develop a new business idea and craft it into a comprehensive business plan that details the qualitative (e.g. business modeling and milestone planning) and quantitative (financial forecasts and valuation) process of bringing a new venture idea to fruition. The business plan that each team develops is an operating plan for a start-up company or a new venture within a larger corporation.
Prerequisites: MBA 6103 or MBA 6104 or MBA 6105 or MBAI 5007 or MBA 6014 or MBA 614 or MBAI 5001
College restricted to College of Arts and Sci (Sci) and Sch of Bus and Prof Studies. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6602 - Global Product Development (2)

(Elective for Entrepreneurship and Innovation concentration.) (Elective for International Business concentration.) In today's competitive world of business and technology, getting the correct product(s) to market in time successfully has become a matter of survival. The purpose of this course is to develop an understanding and working knowledge of the new product development and management process. This course will focus on issues involved in selecting, researching and developing, and positioning/marketing new products. Cases of successful new products developed in the medical, biotech, IT, telecom, materials, and consumer fields will be used to illustrate the management processes and issues discussed in class.
• Restricted to Graduate level; • Restricted to Business Administration, Project Management, Public Administration, Information Systems, Organization Development, Business Administration, and Nonprofit Administration Majors;

MBA  6603 - Creativity and Innovation (2)

(Elective for Entrepreneurship and Innovation concentration.) · Want to take any product or service, make it better and more profitable? · Want to get noticed and fast-tracked as a creative innovator at work? · Want to learn and apply the practical tool-kit for accomplishing this? Investigation of innovation in the corporate setting and the personal creative process, with an emphasis on understanding the role innovation plays in corporate success. Students practice methods for sharpening one's own innovative and creative skills through lectures and personal exercises designed to build both information content and a repertoire of specific techniques.
Prerequisites: MBA 6103 or MBA 6104
College restricted to College of Arts and Sci (Sci) and Sch of Bus and Prof Studies. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6605 - Small Business Ventures (2)

(Elective for Entrepreneurship and Innovation concentration.) Small Business Entrepreneurship is an applied course designed to give you the tools and planning skills to start and operate a small business. This course builds on the knowledge of marketing, sales, organizational behavior, finance and business plan development and focuses on the nuts and bolts of getting a small business off the ground. Legal company creation, site selection, protection, hiring of personnel, customers and anticipation of problems are addressed. A final report of the detailed tasks and timeline of starting the business from conception to beginning of sales will provide you with a roadmap and checklist to follow to increase the chances of a successful business. You will be working individually and in teams of generally 3 people.
Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBA 6014 or MBAI 5007 or MBAI 5001 or MBA 6105
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6607 - Corporate Entrepreneurship and Innovation (2)

(Required for Entrepreneurship and Innovation Concentration) Corporate entrepreneurship and developing new business is a daunting task to many established companies. This is because the organizational capabilities and processes required for new business innovation are drastically different from, and sometimes, even in conflict with those required for established business. Many companies tried but failed while others succeeded. This course is to share with you the lessons and effective practices of many companies that tried various innovation and growth strategies. In particular, the course will focus on following topics: -How to generate new business ideas in the strategic context of a company, and funnel internal and external (open innovation) business ideas to a company’s commercialization process. -How to use different funding systems, appropriate organizational structures/homes to manage new business innovation projects. -Managing the milestones and evolutions of new business innovation projects. -Managing the relationships between new business venture projects and existing businesses. -How to fold new business projects back to the core business infrastructure of a company. -How to create and manage robust innovation programs, including budgeting, monitoring and resource allocation among multiple innovation projects. -How to develop and manage talents required for new business projects. -How to become successful entrepreneurs to advance your careers in corporate environments.
College restricted to College of Arts and Sci (Sci) and Sch of Bus and Prof Studies. ; • Restricted to Business Administration, Organization Development, and Business Administration Majors;

MBA  6609 - Internet Business Applications (2)

(Required for Entrepreneurship and Innovation Concentration.) Internet Business Applications provides an introduction to performing business and entrepreneurial activities through online services. This includes developing prototype ecommerce systems that utilize content management systems, collaboration tools, web services, online advertising and analytics.
• Restricted to Business Administration Majors;

MBA  6610 - Social Entrepreneurship (2)

Social Entrepreneurship is an emerging and rapidly changing field dedicated to the starting and growing of social mission-driven for-profit and nonprofit ventures ­ that is, organizations that strive to advance social change through innovative solutions. Social Entrepreneurship is more than a set of tools and techniques for starting and growing a social venture. It is a mindset, a way of looking at the world in an opportunity focused and creative way. It is about always balancing: economic value, social innovation and financial sustainability, while making a difference in the communities that we serve.
College restricted to Sch of Bus and Prof Studies. ;

MBA  6613 - Creativity and Innovation Part II: How to be a Game Changer (2)

(Elective for Entrepreneurship and Innovation concentration.) · Want to create ¿game-changing¿ innovations for targeted Bay Area companies, while personally meeting, pitching, and networking with top Corporate Execs and Entrepreneurs? · Want to learn how to revitalize a business model, expand opportunities, and organize and lead change structures as part of your own decision-making? Participants will have the opportunity for a "hands on" working weekend with a targeted Bay Area company that must revitalize its core strengths and business model with disciplined, successful innovation. They will pitch their changes and innovations live to an invited panel of Bay Area Entrepreneurs and Corporate Managers with designated time for reviews and networking with those Panelists.
• Restricted to Business Administration, Organization Development, and Business Administration Majors;

MBA  6614 - Thought Leadership in Entrepreneurship and Innovation (2)

(Elective for Entrepreneurship and Innovaiton Concentration) In “Thought Leadership in Entrepreneurship and Innovation” students will review the current and seminal literature in the essential elements of field of entrepreneurship and innovation. Students will also learn key insights from entrepreneurial executives, and from these scholarly and professional experiences students will develop a solid theoretical and applied understanding of key success factors in the practice of entrepreneurship and innovation. Building upon these theoretical and professional underpinnings, students will develop an individual white paper that addresses a topic which supports their objectives for career advancement, corporate innovation, or entrepreneurial development. Through the preparation and presentation of these conceptual white papers, students will advance their own reputations as thought leaders in their chosen fields.
College restricted to Sch of Bus and Prof Studies. ; • Restricted to Graduate level;

MBA  6620 - Silicon Valley Immersion (2)

(Elective for Entrepreneurship and Innovation Concentration) 'Silicon Valley Immersion' is an experiential learning course where students will attend Silicon Valley conferences, visit Silicon Valley firms, and learn from Silicon Valley leaders in structured and unstructured formats. From these experiences and with guidance from their professor, students will craft a white paper that references their unique experiences and related research to provide an analysis on emerging opportunities and trends for a chosen industry (or across industries) on new venture development, corporate innovation, and career invention. Students will present the key findings of their analysis to a panel of Bay Area executives, investors, and technologists.
College restricted to College of Arts and Sci (Sci) and Sch of Bus and Prof Studies. ; • Restricted to Graduate level; • Restricted to Computer Science, Organization Development, Business Administration, Computer Science, and Computer Science (4+1) Majors;

MBA  6698 - Sales, Mktng, Bus Developmnt (2)

Elective for Entrepreneurship Concentration
• Restricted to Business Administration, Organization Development, Business Administration Majors;

MBA  6699 - Special Topic: Social Entrepreneurship and the Lean Startup (2)

Entrepreneurial Sales, Marketing, and Business Development: This course addresses finance concepts, financing options and strategies that are available for entrepreneurs and managers who are focused on starting and growing their business. While capital is a necessary element of launching a venture – the types of capital, the terms of financing, valuation of the enterprise, and follow-up financing alternatives can vary widely. This course will explore the various financing options and enable student entrepreneurs to decide upon which type of financing is most appropriate for their venture, the amount of financing necessary, financial forecasting and milestone planning, and the structuring of the financing contract. Although the primary perspective of this course is for profit ventures, the course will also include exposure to the emerging fields of social ventures and microfinance.
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration, Organization Development, Business Administration Majors;

MBA  6702 - International Business (2)

This course is a core requirement for MBA IB Concentration students. It focuses on the interplay between firms that compete in the global economy and the changing dynamics of the global marketplace. The objectives are: (1) to offer a omprehensive overview of the broad context within which businesses operate, including the economic, political, legal and cultural environment around the world, (2) to introduce an integrated framework and a set of leading concepts and theories to understand contemporary issues in international business, and (3) to help students deepen their understanding of the most fundamental question in global business: What determines the international success and failure of firms around the globe? In this course, students learn to: 1) evaluate the implications of the dynamic environment of global business and its effects on day-to-day business operations and strategy, 2) understand how institutions, both formal and informal, impact business decisions, 3) analyze the dynamics and directions of international trade and foreign direct investment in the global economy, 4) understand how firms strategically enter into foreign markets and how local firms compete and/or collaborate with foreign entrants, and 5) better understand what determines the success and failure of companies around the globe.
College restricted to Sch of Bus and Prof Studies. ; • Restricted to Graduate level;

MBA  6703 - Global Trends (2)

(Elective for International Business concentration.) This course identifies major clusters of global events and applies frameworks to analyze the implications for corporate performance. It examines how global trends affect the strengths, weaknesses, threats, and opportunities of international firms and how companies can leverage on these developments to achieve strategic advantage.
Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBAI 5007 or MBA 6014 or MBAI 5001 or MBA 6105
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBA  6713 - Outsourcing and Global Competition (2)

(Elective for International Business concentration.) Outsourcing has altered the way business is done nowadays. Cheaper labor, more skilled expertise, freer cash flow, a more flexible working environment and the more effective use of labor have made outsourcing a global phenomenon. Today businesses from all across the globe are outsourcing work by getting specialists to work at more affordable rates so companies can be more competitive. This course uses economic and management theories as well as real world cases to explore the socio-economic impact of outsourcing and offshoring practices that companies employ to improve business outcomes.
• Restricted to Business Administration, Organization Development, Business Administration Majors;

MBA  6715 - Globalization of Chinese Business (2)

(Elective for International Business concentration.) This course is designed for students who have the ambition and aspiration to develop a career related to globalization of Chinese business. The phenomenon of Chinese outbound foreign direct investment has become a defining feature of China's current economic development and the 21st century global economy. China is the engine of global economic growth. The rate of globalization of Chinese business continues in defiance of the economic crisis. There is an increasing demand of businesses looking for graduates who combine sound management skills with a good understanding of the Chinese business and culture. This course will provide an overview of the trends and patterns of globalization of Chinese business, explore the opportunities and challenges facing Chinese firms expanding internationally, introduce you to the strategic management of Chinese multinational firms, and engage you in the strategic choices that Chinese multinational firms face in the global environment through case studies, company-based research projects and industry guest speakers.
• Restricted to Business Administration, Organization Development, Business Administration Majors;

MBA  6719 - Cross-Cultural Negotiation (2)

(Elective for International Business concentration.) Designed for students who wish to prepare themselves for negotiating with people from other cultures. In the contemporary global business environment, negotiators who understand how culture affects negotiating processes and outcomes have a distinct advantage at the bargaining table. Students study other cultures as well as your own to become more familiar with how individuals from those cultures approach business relationships in general and learn to use interpersonal communication and influence skills as well as analytical tools to become effective negotiators in particular. Contemporary cultural theory provides the framework for students to analyze their own cultural assumptions about the negotiation process and to circumvent cross-cultural differences at the negotiating table. Students observe differences in how negotiation is done in various cultures and learn to decode cultural behavior during negotiation by understanding cross-cultural communication styles.
• Restricted to Business Administration, Organization Development, Business Administration Majors;

MBA  6797 - Academic Global Immersion (2)

(Required for International Business concentration.) Two week academic global immersion course. Students visit selected corporations and organizations, and complete research projects.
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Organization Development, Business Administration Majors;

MBA  6799 - Spc Topics: International Bus (2)

(International Business elective) Import-export management examines the distinctive issues, current relevant principles, concepts and problems involved in international trade. The goal of the course takes a managerial perspective to assist the student in understanding the basic principles of import-export management and to learn the operational mechanism of trade. Special emphasis will be on practical aspects of export management, and the use of export marketing strategies to achieve a sustainable competitive advantage in international markets. The course objective is to expose the student to the basic elements of international trade in the challenging global economy of the 21st century. Learning Objectives: At the completion of this course, the student will: Apply the basic terms, facts, concepts and theories of import-export management; Demonstrate a thorough understanding of the export-import business environment; Be able to research and identify foreign markets for export of U.S. made products; Be able to prepare and present an export-oriented business plan; Demonstrate a commitment to details and accurate work; Improve proactive managerial discussion skills supported by measurable factual knowledge of the subject matter; Develop ability to work productively with others on assigned group projects and distinguish between hard facts and general opinions.
• Restricted to Organization Development, Business Administration Majors;

MBA  6861 - Environmental Accounting (2)

This course studies both financial and managerial accounting concepts as currently practiced in American business. The emphasis is on how environmental issues are reflected in the annual report and in internal decision-making. Efforts to expand financial reporting to include sustainability factors and indicators will be addressed.
College restricted to Sch of Bus and Prof Studies. ; • Restricted to Graduate level; • Restricted to Business Administration, Organization Development, Business Administration Majors;

MBA  6990 - Working with Entrepreneurs (0)

This course is offered in conjunction with the Working with Entrepreneurs: USF MBA Fellowship program. Designed for eager, creative risk-takers, students will work side-by-side with entrepreneurs in new venture environments based here or in emerging countries. At the completion of the program students will be prepared to work in the high risk, high growth arenas of new product launch and new venture creation and will be prepared to enter different industries of the Bay Area and Global economy. Students will be selected on a competitive basis.
Degree restricted to Master of Business Admin. ; • Restricted to Graduate level; • Restricted to Business Administration Majors;

MBAE  6904 - Managerial Accounting (2 - 3)

This course is intended to illustrate several useful management accounting concepts and analytical techniques. We will compare management accounting to financial accounting, which is primarily the use of accounting data for internal management decisions and the use of operating budgets, balanced scorecards, and other key performance metrics for financial monitoring and controls.
• Restricted to Business Administration Majors;

MBAE  6911 - Marketing I (3)

This course is designed to introduce students to essential marketing concepts and theories. It is intended to enable students to develop a basic capability to apply marketing concepts and theoretical frameworks in the business environment and to define, analyze, and execute key marketing decisions. Through lectures, readings, discussions, in class exercises, and a project, this course will also help develop each student's ability to create a marketing plan.
• Restricted to Business Administration Majors;

MGEM  5101 - Global Environment and Business Trends (3)

An overview of major forces and trends of the world: including but not limited to the economic, political, demographic, and technological forces, and trends in globalized competition and globalized cooperation in business. Of particular interest to this group of students, their deep understanding of such forces and trends should help them to spot meaningful opportunities and threats that would allow fruitful entrepreneurial pursuit.
Restrictions exclude Global Entrepreneurial Mgt Majors;

MGEM  5102 - Technology Appreciation and Intellectual Property Management (3)

A broad scale survey of new and emerging technologies, including but not limited to, information and digital technology, material science and nanotechnology, life science and bio-technology, and space technology. To couple with their general understanding and appreciation of these business-opportunity-laden technologies, this group of students should also study different legal protections (or little or no protection) given to patents and other forms of intellectual property in the U.S., in Europe, in Asia, and in the rest of the world. Cases may be used to study how successful companies have managed their creation, protection, exploitation of intellectual property rights globally.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5104 - Cross-Cultural Management and Ethical Business Practice (3)

This course focuses on the cultural and ethical aspects of management and business practice. Although EU and other regional and global treaties have reduced many structural barriers, businesses still face various cultural and ethical challenges in different parts of the world. Among other things, this course will expose students to several traditional values systems, such as Christianity, Buddhism, and Confucianism; certain contemporary value systems, such as social welfare system and environmentalism; and social roles of various institutions, such as governments, churches, families, and businesses. This is a foundation course on cross-cultural and ethical issues. A number of functional area courses will expand from this base to address cross-cultural and ethical issues in respective business functional areas.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5105 - Operations Management and Supply Chain Management, with a Global Perspective (3)

Globalized production and outsourcing have become a norm in business. Assuming these students have already been familiar with general principles and methodologies of operational efficiency and optimization, this course will focus on the challenges associated with country borders. Among other things, this course will examine import/export control, customs inspection and delays, licensing, certification, environmental protection rules, and a whole host of other complications. These factors vary from one country to another, and complicates businesses’ decision making in their operations management and supply chain management.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5106 - Corporate Finance with a Global Perspective (3)

This course will focus on the challenges associated with multiple macro economic and financial parameters. With multiple currencies and different economic outlooks, businesses still have to develop a series of future cash flow estimates to do capital budgeting. With different costs of capital in different countries, and different risk levels associated with various financial instruments, decision on a global business’s capital structure becomes a lot more complex than a pure domestic business. This course will cover all of these aspects of corporate finance.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5107 - Innovation Technology Management (3)

The course aims to equip future entrepreneurs with an understanding of the main issues in the management of innovation and technology. It also addresses how technological innovation drives the long-term competitiveness of global organizations. Innovation management, and particularly technological innovation, is inherently uncertain and risky, and most new technologies fail to be transformed into successful products and services. Therefore, the focus of the course is to discuss how firms better manage technology and innovation. Furthermore, theother focus is on critically evaluating the factors for technological innovation, and then developing strategies for managing technological innovations in the competitive global environment.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5108 - Global Competitiveness, Entry Barriers, and Strategic Alliance (3)

Not all countries and markets are equally accessible for all businesses. Some countries are more protective than others, some industries are more protected than other industries in certain countries, and some of these protections are more accepted than others under certain bi-lateral or multi-lateral agreements and treaties. Such protections may be in the form of outright ban, quotas, cumbersome application and review processes, local partner requirements, local content requirements, or any other discriminative provisions. This course will examine all sorts of entry barriers in select countries and regions. To counter such barriers, this course will introduce various forms of strategic alliance and partnerships, including but not limited to joint venture, licensing, franchising, management contract, and reciprocal distribution agreement.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5109 - Cross-Cultural Marketing and Integrated Marketing Communication (3)

This course focuses on applying marketing principles to customer segments in cultural environments other than your own. Studying their needs and preferences, adjusting product attributes to meet their tastes, introducing services that fit their expectations, and other similar customized treatments are effective steps in cross-cultural marketing. Of particular importance, designing and executing a customized and integrated marketing communication program in this context is crucial. As a business expands internationally or penetrates another ethnic consumer segment, promotional messages should be carefully examined and perhaps re-crafted, and communication media be carefully selected to effectively reach the target audience.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5110 - Global Distribution and Channel Management (3)

This course focuses on additional challenges and complications in distribution and channel management associated with country borders. Unlike domestic distribution partners, international distribution partners would typically take greater responsibility (developing promotional strategy, taking greater financial risk, etc.), be given more power and freedom (territorial exclusivity, greater autonomy, etc.), and be compensated more handsomely. This course will examine in-depth a few representative global distribution systems, and reveal their pros and cons to different stakeholders.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5111 - Social Entrepreneurship (3)

Social Entrepreneurship is an emerging and rapidly changing field dedicated to the starting and growing social mission-driven for-profit and nonprofit ventures – that is, organizations that strive to advance social change through innovative solutions. Social Entrepreneurship is more than a set of tools and techniques for starting and growing a social venture. It is a mindset, a way of looking at things that is opportunity focused and creative. It is about passion – doing what you love. It is about creating wealth in all its forms: economic value, social innovation and sustainability, and making a difference in the communities that we serve. While numerous different definitions of social entrepreneurship exist, there appears to be a consensus on two major elements: • Social entrepreneurship involves the creativity, imagination and innovation often associated with entrepreneurship; and • The outcomes of social entrepreneurship are focused on addressing persistent social problems particularly to those who are marginalized or poor, however broader definitions also include those issues most pressing to society such as energy conservation, pollution, solution for pervasive disease amongst those able to pay for treatment, and those incapable of treatment.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5112 - Venture Capital, Corporate Entrepreneurship, and Micro Financing (3)

This course covers a wide range of funding options that support innovative business endeavors. Besides the venture capital model, which is well known for supporting technology innovations in Silicon Valley, this course also examines internal funding sources that support in-house innovation and entrepreneurial endeavors, and the micro-finance model that support entrepreneurial initiatives in rural areas and third world countries. Guests representing both the supplier and the user of the fund in each of these funding models will be invited to give their views.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5113 - Consulting Projects (3)

In this course you will work closely with faculty at IQS as well as with a European company to complete a consulting project, focused on a particular problem identified with the company. This will also include structured time with the faculty sponsor to review the company assignments and with the company, either at their location, or at IQS, working on projects for the company. Successful completion of this course is required by IQS in order to complete the Master in Entrepreneurial Management.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5114 - Business Plan Course (3)

In this course you will work with a Faculty member at Fu-Jen University to develop a unique and compelling business plan. This includes ongoing individual meetings, coaching, and the use of a pool of mentors to provide the student with “real world” insight as the business plan develops. Successful completion of this course is required by Fu-Jen in order to complete the Master in Entrepreneurial Management.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5115 - U.S. Consulting Course (3)

In this course you will work closely with faculty at USF as well as with a company located in the Bay Area, to complete a consulting project, focused on a particular problem identified with the company. This will also include structured time with the faculty sponsor to review the company assignments and with the company, either at their location, or at USF, working on projects for the company.
• Restricted to Global Entrepreneurial Mgt Majors;

MGEM  5123 - Common Ground in Corporate Valuation and Accounting (3)

After a tough financial crisis that ended in a very severe economic crisis globally, it makes sense to become well versant in managing the financial assets and liabilities of a company. This includes grasping the complexity of the financial instruments which CFOs now must use in order to maximize the value of a company. Students will deepen their understanding of finance by reviewing Accounting principles, including the introduction of tools and resources to better manage financial issues in the future.

MSFA  61 - USBCC Integrated Skills (0)

Focus is on integration of the basic English skills of grammar, reading, vocabulary, and writing.
• Restricted to Financial Analysis Majors;

MSFA  62 - USBCC Communication Skills (0)

Focus is on listening and speaking skills in daily situations and academic settings.
• Restricted to Financial Analysis Majors;

MSFA  710 - Microeconomics for Finance (2 - 3)

The course begins with a review of calculus. It then examines the concept of time value of money. It then examines the microeconomics of industry structure including perfect competition, competition with differentiated products and monopoly. It will conclude by a discussion of consumer theory and decision making under uncertainty.
• Restricted to Financial Analysis Majors;

MSFA  712 - Financial Markets (2 - 3)

An overview of the characteristics of financial markets including their structure and organization. We examine common models for pricing bonds and equities. We introduce the role of financial statements and accounting rules into the valuation process. The role of government regulation and its effects on financial innovation are analyzed.
• Restricted to Financial Analysis Majors;

MSFA  714 - Corporate Finance (2)

Covers the basic concepts of corporate finance: financial ratios in valuation, dividend discount models, determining a firm's cost of capital, capital investment decisions and net present value vs. internal rates of return, treatment of leases, overview of mergers and acquisitions, hybrid securities.
• Restricted to Financial Analysis Majors;

MSFA  716 - Macroeconomics for Finance (2)

The course examines the structure of macroeconomic relationships and the role of government in the economy. It begins with an overview of long run economic growth and its determinants. Short run macroeconomic fluctuations, investment and government policies are then investigated. The course concludes with an overview of international linkages between economies including the role of foreign exchange markets.
• Restricted to Financial Analysis Majors;

MSFA  720 - Equity Valuation (2)

An in-depth treatment of the interplay between accounting statements, economic analysis, and corporate finance models in the valuation of firm valuation and the value of equity. Models include relative ratio analysis such as the DuPont model, general cash flow model for valuing assets and liabilities, dividend discount models, free cash flow models, and technical analysis.
Prerequisites: concurrent ECON 714 or concurrent MSFA 714 or concurrent MBA 6101
• Restricted to Financial Analysis Majors;

MSFA  722 - Fixed Income Valuation I (2)

A thorough and in-depth study of the structural features of debt markets. Term structure analysis of interest rates and bond valuation. Assessing sources of risk for debt portfolios, including the role of duration and convexity in evaluating the effects of interest rate changes. Credit analysis for corporate bonds.
Prerequisites: concurrent ECON 716 or concurrent MSFA 716 or concurrent MBA 6102
• Restricted to Financial Analysis Majors;

MSFA  723 - Applied Investment Analysis (2)

This course emphasizes the needs and processes that underlie good financial mareket research so that students can apply their financial knowledge to practical data and projects. Students will work on actual research projects with investment firms who have latent research needs.Through these projects students will acquire the hands-on knowledge of the frontiers of financial and investment research that companies currently are grappling with.
Prerequisites: concurrent MSFA 722 and concurrent MSFA 720
• Restricted to Financial Analysis Majors;

MSFA  724 - Derivatives I (2)

An overview of derivative markets and instruments including options markets, futures markets, and swap markets
Prerequisites: ECON 712 or MSFA 712
• Restricted to Financial Analysis Majors;

MSFA  725 - AGI: US Financial Markets and Regulation (2)

Students will travel to New York City to meet with stock exchanges, investment banks and investment management firms to gain insight into how US financial markets operate. Students will meet regulators and central bankers to understand the regulations and policies that are critical for the efficient operation of these financial markets.
Prerequisites: concurrent MSFA 720 and concurrent MSFA 722
• Restricted to Financial Analysis Majors;

MSFA  726 - Advanced Financial Statement Analysis (2)

An in-depth treatment of the interplay between accounting statements, economic analysis, and corporate finance models in the valuation of firms. Topics include accounting for leases, mergers, intangibles, and international subsidiaries. Emphasis is on forensic financial analysis of companies that may be systematically misrepresenting their economic condition through favorable accounting choices. • Prerequisites (MBA students must take accounting prior to this class)
• Restricted to Financial Analysis Majors;

MSFA  728 - Ethics and Finance I (1)

Applicable laws and regulations including professional standards of practice, ethical conduct and professional obligations. Topics include conflicts of interest, insider trading, and an overview of presentation standards for portfolio results.
• Restricted to Financial Analysis Majors;

MSFA  730 - Behav. Finance and Risk Mgmnt (2)

This course examines how limited information, limited attention and limited rationality impact financial markets. After a review of ‘heuristics and bias’ literature, we discuss trading strategies in markets whose structure give rise to momentum, bubbles and segmented markets with limited arbitrage.
Prerequisites: ECON 712 or concurrent MSFA 712 or MBA 6109
• Restricted to Financial Analysis Majors;

MSFA  732 - Derivatives II (2)

Analysis of fixed-income derivatives including custom interest rate agreements and analysis of interest rate and currency swaps. Analysis of equity options and warrants, hedging and hedging strategies.
Prerequisites: ECON 724 or MSFA 724
• Restricted to Financial Analysis Majors;

MSFA  734 - International Finance (2)

International financial systems and foreign exchange rate regimes. Foreign exchange market calculations and arbitrage relationships. Exchange rate forecasting methods. Study of currency strategies for international portfolio management. International CAPM models of securities pricing.
Prerequisites: ECON 716 or MSFA 716 or MBA 6102
• Restricted to Financial Analysis Majors;

MSFA  736 - Econometrics (2)

Probability models for portfolio risk and Value at Risk models. Simple Regression Models with hypothesis tests, goodness of fit, and testing for problems with the data or the model. Multiple regression models with applications to CAPM and portfolio management. • Prerequisites (MBA students must take Stats prior to this class)
• Restricted to Financial Analysis Majors;

MSFA  738 - Fixed Income Valuation II (2)

Valuation of advanced fixed income securities including collateralized mortgage obligations (CMOs), other securitized assets, and collateralized debt obligations (CDOs). Emphasis is on using probability models in the valuation process.
Prerequisites: ECON 722 or MSFA 722
• Restricted to Financial Analysis Majors;

MSFA  740 - Capital Market Theory (2)

The goals of this course are to introduce student to the essential aspects and tools of portfolio management. Develop expected returns and risks for asset classes and individual assets based on macro- and micro-expectational factors; Develop strategies for managing portfolios of domestic and foreign debt securities, including passive, semi-active, and active management techniques
Prerequisites: ECON 712 or MSFA 712 or MBA 6109
• Restricted to Financial Analysis Majors;

MSFA  742 - Alternative Investments (2)

The course will cover a history of alternative investments/strategies including private equity, venture capital, distressed debt, hedge funds, real estate, commodities and leveraged buy-outs. The primary goals of the course are to provide students with an understanding of alternative investments/strategies, their uses in a diversified portfolio, ways to access the investments and appropriateness for different investor types.
Prerequisites: ECON 712 or MSFA 712
• Restricted to Financial Analysis Majors;

MSFA  744 - Financial Econometrics (2)

This course expands on the econometric techniques commonly used in finance. Financial markets have spurred many of the advances in econometrics in the past two decades, and in turn. Knowledge of financial markets is required in this course, but much of the finance theory in the course is communicated in the process of describing the econometric methods used.
Prerequisites: ECON 736 or MSFA 736
• Restricted to Financial Analysis Majors;

MSFA  746 - Portfolio Management (2)

Efficient financial markets theory. Asset pricing theories and models. Portfolio management policies for individual investors, mutual funds, and institutional investors. Asset allocation and general portfolio construction. Fixed income vs. equity portfolio management strategies. Risk measurement and management.
Prerequisites: concurrent ECON 740 or concurrent MSFA 740
• Restricted to Financial Analysis Majors;

MSFA  748 - Ethics and Finance II (1)

Professional standards of practice regarding Performance Presentation standards and associated ethical obligations. Ethical and practical issues in constructing and maintaining portfolio returns and appropriate benchmark portfolios.
• Restricted to Financial Analysis Majors;

MSIS  611 - Database (3)

Presents the concepts, principles, issues, and techniques for managing corporate data resources; techniques for managing design and the development of large database systems. The emphasis is on developing a thorough understanding of the principles of data modeling and the conversion of data models into working database systems.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  612 - Analysis, Modeling and Design (3)

Studies the systems development life cycle, analysis and design techniques, information systems planning and projects identification and selection, requirements collection structuring, process modeling, data modeling, interface design and data management, system implementation and operation, system maintenance, and change management implications of systems. The course utilizes current methods and tools, such as rapid application development, prototyping, and visual development.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  613 - Communications and Networking (3)

Examines telecommunication fundamentals, including data, voice, image, and video. The concepts, models, architectures, protocols, standards, and security for the design, implementation, and management of digital networks are studied, as well as local and wide networks, transmission and switching efficiency, and regulatory and technical environments. Topics include security, e-commerce, web sites, and middleware.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  620 - Economics for IS Managers (3)

Presents an overview of modern economic and financial theories relevant to understanding the costs, benefits, and processes by which proposed or current information systems can be evaluated. Students explore the economic impact of legal, regulatory, and political actions on the information industry. This course may be offered online.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  624 - Managing Projects and Change (3)

Explores the managing of projects within an organizational context, including the processes related to initiating, planning, executing, controlling, reporting, and closing a project.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  625 - IT Policy and Strategy (3)

Examines the top management perspective for aligning competitive strategy, core competencies, and information systems; the development and implementation of policies and plans to achieve organizational goals; defining the systems that support the operational, administrative, and strategic needs of the organization, its business units, and individual employees. Approaches to managing the Information Systems function in organizations are also explored, including examination of the dual challenges of effectively controlling the use of well-established information technologies while experimenting with emerging technologies, as well as the role of the CIO.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  626 - Capstone Project (3)

This course provides a broad survey of the individual, organizational, and cultural impact of information technology, in order to stimulate thoughtful reflection and debate upon the social issues provoked by current and projected uses of information technology. As part of this course, students will complete a capstone project.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  631 - e-Business (3)

This course provides a comprehensive overview of the organizational structures and the technologies that support e-business. Topics covered include, e-business strategy, business models, governance structures, electronic markets, and e-business technological infrastructure.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  636 - Identity Management and Trust (3)

(Information Security Concentration) Studies issues in identification, authentication, authorization, and trust for enterprise protective systems and drills down into the implementation of infrastructure, process, management, and policies to support these functions within the context of real enterprises.
Prerequisites: MSIS 651
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  647 - Global Information Systems (3)

Studies both the flow of global data and major global data bases. Global data includes all forms of digital information including Internet traffic patterns, cell phone usage, email, texting, video, audio, commercial transactions, software updates on globally-distributed systems, and other components of international data flow. Major global databases include such entities as various national privacy policies, international agreements on data transparency and data sharing, transportation tracking, passenger tracking, public health disease reporting, bioterrorism alerts, and computer viruses/malicious code tracking.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  648 - Enterprise Information Systems (3)

Enterprise Resource Planning (ERP) systems integrate all major business functions (finance, human resources, manufacturing, inventory, etc.) into an enterprise wide shared information systems network. By making information available across traditional business unit boundaries efficiency improves and gives rise to new strategic opportunities. Ultimately, such intranet information systems can be interlinked with other enterprise business partners (e.g. vendors, suppliers, financial institutions) to form powerful resource planning networks. This course will explore the technology and strategic use of enterprise information systems.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  651 - Information Technology Security (3)

Studies contemporary issues of information security, including effective information security policies, risk assessment factors, internal application security, intranet vs. extranet security, firewalls and internet security, response to breaches of security, and operating a secure corporate network.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  653 - Network Security (3)

(Information Security Concentration) Studies network management, architecture, controls, firewalls, network separation, gateways, virtual private networks, network security devices, sniffers, intrusion detection and response mechanisms, security-related protocols, network access and routing controls, network-based content controls, network-level encryption methods, and enterprise network infrastructure.
Prerequisites: MSIS 651
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  656 - Business Intelligence and Data Warehousing (3)

Modern technology has the means of collecting every minute detail of a corporations activity. To turn raw data into useful information and knowledge requires a judicious approach to extracting, cleansing, and aggregating data so that it can be used to support strategic decision making (e.g. forecasting and trend analysis, performance monitoring, etc.). This course builds on the Database course and extends the concepts learned there.
Prerequisites: MSIS 611
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  659 - Information Technology Audit and Forensics (3)

(Information Security Concentration) Studies auditing mechanisms, technical audit trails, audit processes, auditing, forensic evidence identification, collection, storage, analysis, preservation, and data retention and disposition requirements and execution for enterprise scale information systems and networks.
Prerequisites: MSIS 651
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  661 - Local, National and Global Biotech (2)

Studies the biotechnology timeline, the basic terminology of the biotech field, the applications represented by the biotech field, including pharmaceuticals, agribusiness, energy, industrial applications and biodefense, the biotech business environment of the San Francisco Bay Area - the world¿s largest biotech cluster, the capabilities of regional clusters throughout the United States, global biotech clusters, and the global industry. Professionals from the biotechnology field will present on a variety of topics. Course References include: Welcome to BioTech Nation, Moira A. Gunn, AMACOM, 2007. BayBIO Impact Report 2009. Industry Report San Francisco Bay Area California Cures 2009. Industry Report: San Francisco Bay Area, Los Angeles and San Diego Biotech Clusters. Growing the Nation's Biotech Sector, International BIO Organization Guide to Biotechnology, International BIO Organization
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  662 - The Information of Biotech (3)

Surveys the creation, storage and analysis needs of the information generated by the biotech industry, including the data collection requirements of Phase I, II and III clinical trials, the information requirements for drug and device submissions to the FDA, the EU, and other agencies on the global landscape, the digital representation of DNA, and the biotech computer applications available from major software/hardware manufacturers, including Dell, Intel, Google, Oracle and Microsoft. Professionals from the biotechnology field will present on a variety of topics. Course References include:Putting the Pieces Together: Genomics, Proteomics and Bioinformatics, International BIO Organization, Manufacturers/service-provider's technical materials. MSIS students will have a "hands-on" experience programming DNA micro-arrays courtesy of the NSF-funded Bio-Link, housed at UCSF.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  663 - Legal Social and Ethical Implications of Biotechnology (2)

Studies biotech intellectual property and patents on a national and global basis, the privacy and security regulations from HIPAA and GINA (Genetic Information Nondiscrimination Act), the societal implications of the development and use of biotechnology in both the developed and developing world, ethical concerns and human use regulations for clinical studies, and the implications for information systems designers and managers. Professionals from the biotechnology field will present for a portion of every class session. Course References include: BIO Statement of Ethical Principles, International BIO Organization , Biotech Issues and Concerns, The NOAH Gene-technology Group, The Vatican Paper on Biotech: Regarding the Instruction, Dignitas Personae, September 8, 2008. Brave New Judaism: When Science and Scripture Collide, Dr. Maryam Wahrman, Brandeis, 2004. Genetic Information Nondiscrimination Act (GINA), Public Law 110-233.
• Restricted to Graduate level; • Restricted to Information Systems Majors;

MSIS  699 - Directed Study (1 - 3)

By special arrangement.
College restricted to Sch of Bus and Prof Studies. ; • Restricted to Information Systems Majors;

NPA  616 - Career Contributions: Applying the Program (4)

Students complete a professional portfolio and evaluate a nonprofit program as part of their capstone project. The portfolio features student competencies acquired during the academic program and the nonprofit program evaluation demonstrates the student's ability to consult, assess, and improve the social impact of the organization.
Degree restricted to Master of Nonprofit Admin. ; • Restricted to Graduate level; • Restricted to Nonprofit Administration Majors; • Restricted to Graduate (Masters) class;

NPA  638 - Organizational Effectiveness: Management and Leadership (4)

Reviews both theories and practices of organizational change management through leadership issues affecting the nonprofit sector.
Degree restricted to Master of Nonprofit Admin. ; • Restricted to Graduate level; • Restricted to Nonprofit Administration Majors; • Restricted to Graduate (Masters) class;

NPA  671 - Navigating and Negotiating in the Nonprofit Sector (4)

Examines the nature, place and role of the nonprofit sector in relation to the evolution of philanthropy in the United States and contemporary trends across sectors.
Degree restricted to Master of Nonprofit Admin. ; • Restricted to Graduate level; • Restricted to Nonprofit Administration Majors; • Restricted to Graduate (Masters) class;

NPA  672 - Telling Your Story: Marketing (4)

Considers the principles and practices of marketing and public relations as applied to the needs of nonprofit organizations.
Degree restricted to Master of Nonprofit Admin. ; • Restricted to Graduate level; • Restricted to Nonprofit Administration Majors; • Restricted to Graduate (Masters) class;

NPA  673 - Developing Resources: Fundraising (4)

Studies the principles and practices of fundraising and long- term development planning for nonprofit organizations. It explores new strategies for nonprofit innovation, social investment, and sustaianble impact.
Degree restricted to Master of Nonprofit Admin. ; • Restricted to Graduate level; • Restricted to Nonprofit Administration Majors; • Restricted to Graduate (Masters) class;

NPA  674 - Legal Issues in Nonprofits: People, Policies, and Program (2)

Familiarizes students with a range of legal obligations and restrictions affecting nonprofit organizations, including corporate law, directors' and officers' obligations, liability and risk management, contracts, state charitable solicitation rules, tax exemption and reporting requirements, lobbying restrictions, and electoral participation.
Degree restricted to Master of Nonprofit Admin. ; • Restricted to Graduate level; • Restricted to Nonprofit Administration Majors; • Restricted to Graduate (Masters) class;

NPA  675 - Leveraging Financial Resources (4)

Introduces students to a broad range of financial management fund accounting, budgeting, cash-flow analysis, expenditure control, long-range financial planning, audits, grants, and contracts as applied to nonprofit organizations.
Degree restricted to Master of Nonprofit Admin. ; • Restricted to Graduate level; • Restricted to Nonprofit Administration Majors; • Restricted to Graduate (Masters) class;

NPA  677 - Strategy and Governance for Social Impact (4)

Investigates the roles and responsibilities of nonprofit governing boards, the function and methodology of strategic planning, and the measurement of organizational effectiveness in nonprofit organizations.
Degree restricted to Master of Nonprofit Admin. ; • Restricted to Graduate level; • Restricted to Nonprofit Administration Majors; • Restricted to Graduate (Masters) class;

NPA  678 - Leading Social Change: Institutions and Policy (2)

Explores the role of nonprofit organizations in the formation and implementation of public policy in the United States, including the political functions of the nonprofit sector, the implementation of government programs by nonprofit organizations, and the roles of nonprofit advocacy and lobbying in government decision-making.
Degree restricted to Master of Nonprofit Admin. ; • Restricted to Graduate level; • Restricted to Nonprofit Administration Majors; • Restricted to Graduate (Masters) class;

NPA  681 - Measuring Success: Program Evaluation (3 - 4)

Introduces methodologies of measuring performance in nonprofit organizations and examines various techniques of program evaluation used to determine the outcomes of nonprofit programs.
• Restricted to Nonprofit Administration Majors;

NPA  682 - Earned Income and Government Contracting (2)

Considers the role and methodology of earned income in funding nonprofit organizations and explores the role of government contracting in the provision of services by nonprofit organizations.
Degree restricted to Master of Nonprofit Admin. ; Restrictions exclude Graduate level; • Restricted to Nonprofit Administration Majors; • Restricted to Graduate (Masters) class;

NPA  683 - International Lessons and Models: NGOs and Nonprofits (2)

Surveys organizational practices of global civil society and international non-governmental organizations engaged in key areas such as sustainable development, fair trade, women empowerment, human rights, forced migration, international development and human security.
• Restricted to Nonprofit Administration Majors;

NPA  684 - Career Contributions: Applying the Program (3)

In this final course in the MNA program, students complete a portfolio that integrates their learning from the entire program and encapsulates the results of their work. The portfolio provides students with documentation of their knowledge which can be shown to prospective or current employers.
Degree restricted to Master of Nonprofit Admin. ; • Restricted to Graduate level; • Restricted to Nonprofit Administration Majors; • Restricted to Graduate (Masters) class;

NPA  685 - Cross-Sector Leadership (3)

Students learn how to improve thier understanding and capacity to lead across the public, private, and nonprofit sectors. The course builds on the student's leadership skills and knowledge to design, negotiate, manage, navigate, and evaluate programs, policies, initiatives, and projects that have a cross-sectoral dimension. The premise of this course is that successful leadership development is by design and cross-sector leadership is central to placed-based approaches, not only in the United States, but also globally.

NPA  699 - Directed Study or Special Offering (1 - 3)

By special arrangement.
College restricted to Sch of Bus and Prof Studies. ; Degree restricted to Master of Nonprofit Admin. ; • Restricted to Graduate level; • Restricted to Nonprofit Administration Majors; Restrictions exclude Graduate (Masters) class;

OD  651 - Human Resource Management (2)

Blends strategic human resources concepts and theory with significant practice to examine how human resources systems are designed, implemented and continually evolving to achieve the strategic outcomes required.
• Restricted to Organization Development Majors;

OD  652 - Change Process Coaching (2)

Combines theory and practice of the Intentional Change Process to enhance students' knowledge, skills, and value for coaching and to inspire performance and maintain wellness in oneself and others. Students will be guided through exercises and peer coaching dialogues to develop emotional and social intelligence competencies that can support their own professional aspirations and capacity for leadership in organiztaions.
• Restricted to Organization Development Majors;

OD  653 - Leading Across Sectors (2)

This course teaches how to apply best practices of leadership at the intersection of the public, private, and nonprofit sectors. The course starts with the premise that successful leadership development is by design, not by accident to design, negotiate, manage, navigate, and evaluate programs, policies, initiatives, and projects that have a cross-sectoral dimension. Of particular interest are the varied mechanisms in play across sectors and placed-based approaches, not only in the United States, but also globally. The class emphasizes action-based learning to teach the application of leadership processes at four levels: Personal, Group, Organizational and Community for impact. Available to any School of Management graduate students with program director's permission.
• Restricted to Organization Development Majors;

OD  654 - Evidence-Based Management (2)

This class is designed to expose you to the concept of evidence-based practice within managerial disciplines (HR, OD, OB etc.). It aims to equip you with the necessary skills to make judicious use of research evidence, to recognize the variance present in the quality of organizational research and finally, to encourage you to turn your organization and your own behaviors into those motivated by datasets, not mindsets. This class is an antidote to managerial fadism and organizational trends for those interested in the practice of management.
• Restricted to Organization Development Majors;

OD  660 - Understanding Behavior in Organizations (4)

Explores the relationships among individuals, groups, organizations, and society within the context of a globalized and ever-changing world. A dynamic, holistic, systems approach frames the examination of individual behavior, interpersonal relationships, and organizational processes, structures, and cultures with emphasis on the interdependencies that impact organizational functioning. Students reflect on their competence as leaders in the Jesuit tradition of service to others and respect for diverse ideas and backgrounds.
• Restricted to Organization Development Majors;

OD  661 - Leading Organization Change and Development (2)

Investigates the nature of change, forces for change, and the impact of change on its recipients. Introduces students to the practice of organization development with respect to change efforts in organizations as they examine their own roles and skill sets as change agents.
• Restricted to Organization Development Majors;

OD  664 - Negotiation and Bargain Strategy (2)

Introduces students to the theory and processes of negotiation as practiced in a variety of organizational settings. It is designed to expose you to negotiation theory and research and give you practice in applying negotiation strategy and tactics to specific and change situations. This course is skills-based, experiential and participatory in nature.
• Restricted to Organization Development Majors;

OD  665 - Project Management (2)

Prepares students to work effectively in complex project environments. Focuses on the foundations of professional project management and change management that are necessary to assume with confidence a challenging role in contemporary and future projects.
• Restricted to Organization Development Majors;

OD  668 - Research and Analysis for Organization Development (4)

Covers qualitative and quantitative research methods that can be used in the diagnosis of organizational issues, to test hypotheses, or to evaluate organizational interventions. The intention of this course is to enable students to become critical consumers of research with the capabilities to carry out research projects in the context of their work in organizations. The teaching methodology of the course will be varied. In addition to lectures, in-class activities, presentations, and discussions, this course will use an experiential learning approach (service-learning) to enhance student learning.
• Restricted to Organization Development Majors;

OD  671 - Consulting Practices (2)

Reviews the consulting process, especially with respect to organization development. Focuses on the values and ethics underlying the consulting practice, and the essential skills for a consultant, including entering, contracting, developing client capability, and managing unplanned events in the change process.
• Restricted to Organization Development Majors;

OD  673 - Large-Scale Systems Transformation (2)

Stresses the design and implementation of various organizational interventions by applying the diagnosis-intervention-evaluation process. Students learn to choose between, and then design, appropriate interventions to transform an organization from a current state to a desired future state.
• Restricted to Organization Development Majors;

OD  674 - Indiv. and Team Interventions (4)

Focuses on how people’s behavior is influenced by their actions and the actions of others in organizational settings. Examines theories of group processes and team dynamics, as well as practical techniques for facilitating productivity as a team member or outside facilitator. Integrates previous coursework on motivation, attitudes, power and politics, conflict, and decision-making.
• Restricted to Organization Development Majors;

OD  683 - Statistics Fundamentals (2)

Familiarizes students with core statistical methods – including descriptive and inferential statistics, correlation, regression, and ANOVA – used in behavioral research and data analysis.
• Restricted to Organization Development Majors;

OD  684 - Finance and Acct Fundamentals (2)

Introduces fundamental accounting and financial terms and concepts leaders and managers rely on as they consider the viability of change initiatives. Focuses on the budgeting process so that managers can make decisions to ensure the organization’s long-term viability.
• Restricted to Organization Development Majors;

OD  690 - Organization Development Culminating Project (4)

Requires a diagnostic and data-based approach to conducting an applied research project within an existing organization. Working in teams, students will serve as consultants and provide a preliminary diagnosis or evaluation regarding an aspect of organizational change that the organization: 1) may be considering; 2) is in the process of executing; or 3) has recently completed. The type of organizational change may be evolutionary, incremental or large-scale.
• Restricted to Organization Development Majors;

OD  691 - Academic Global Immersion (2)

Two week academic global immersion course. Students visit selected corporations and organizations, and complete research projects.
• Restricted to Organization Development Majors;

OD  699 - Directed Study or Special Offering (1 - 3)

OD699-11 Understanding Global Organizations -- Paul Ryder PhD UGO is an integrative course that gives students a global perspective on how multinationals structure and conduct their overseas business activities. We examine the ways in which multinationals adapt their corporate culture, values, organizational structures, business practices, leadership development, and business models to the local conditions of the individual countries in which they operate. Though theory, case studies, and guest lectures from global leaders, we examine the challenges and rewards (organizational, economic, and personal) for engaging a global marketplace with a global mindset. This course is excellent preparation for any of the Academic Global Immersion courses that run during intersession or the summer.
• Restricted to Organization Development Majors;

PA  611 - Public Administration as a Field and Practice in Contemporary Society (3)

Reviews the history, status of, and emerging trends in public management on the federal, state, and local levels. Included is a survey of contemporary political, economic, and managerial concepts and developments in public administration that will serve as a foundation for further coursework in the program.
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  613 - Management and Organization Theory (3)

Examines management theory and organizational behavior in public organizations. Major theories, research, and practical applications are reviewed.
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  617 - Health Management (3)

(For Health Services Administration Concentration students.) This course will introduce the skills needed to manage and lead health care programs, organizations, and systems with an emphasis on planning and execution. Students will learn the principles of management and an understanding of dynamics affecting the healthcare delivery system to become effective leaders in the future. The U.S. health system will be discussed and compared with other systems. Policy issues arising within the health care delivery system (among providers, payers, controllers, and consumers) will be explored. Further topics include: strategic planning, problem solving, continuous quality improvement, control, and resource management.
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  620 - Leadership Ethics (3)

Investigates ethical issues and responsibilities faced by leaders and administrators applying ethical principles within an organizational context. The ethical dimensions of organizational life and related administrative behavior are addressed, using the works of major theorists.
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  623 - Economics and Finance for Public Managers (3)

Analyzes basic theory and various techniques applicable to financing public agencies and examines the effects of the economy on society and public organizations. Issues of public expenditure, revenue generation, fiscal policies, and economic development are discussed.
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  632 - Policy Analysis (3)

(For generalist PA students and Health Services Administration Concentration students.) This course will explore the policy process, design of programs, and its impact on service delivery. Policy analysis is used to focus on the key issues, concepts, arenas, and actors in decision making. Decision models are used to describe, explain, and predict phenomenon, such as behaviors and outcomes for policies and programs. As policies, programs, and projects proliferate and increase in complexity, there is a greater demand for analysis. Key stakeholders in government, service providers, industry groups, professional associations, trade associations, advocacy and consumer groups, require policy analysis to frame problems and make better decisions. The methods of policy analysis include: forecasting, case method, technology, political feasibility, and economic viability assessments. Both the role of government to correct market failures as well as government failures and unintended consequences that flow from decisions will be covered.
Prerequisites: PA 611
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  633 - Public Sector Budgeting (3)

Examines the process of public sector budgeting from the perspective of managerial planning and control. Budget formats are reviewed, as are techniques used to analyze budgetary data. Specific attention is given to aspects of forecasting, cost-benefit analysis, and cost-effectiveness analysis.
Prerequisites: PA 611
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  636 - Human Resource Planning and Management (3)

Investigates current human resource management issues in the public sector. The planning for and performance of traditional personnel functions and relevant techniques are examined in addition to contemporary issues and trends that impact public sector employment. Selected aspects of strategic HR planning and management are discussed.
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  638 - Emerging Technologies for Public Managers (3)

Discusses impact of a variety of technologies that support the work of public managers. Topics include the aspects of management of information systems, web applications, telecommunication, and project management. Ethical considerations and confidentiality issues are also addressed.
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  644 - Strategic Planning and Implementation (3)

(For generalist PA students) Provides an overview of concepts and techniques necessary to become effective strategists and planners. Topics include the strategic planning process, leadership challenges, and organizational change issues.
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  650 - Integrative Seminar in Public Management (3)

This is the concluding course for the MPA program, applying theory, frames, and best practices of public administration to organizational and policy challenges. Students will write a papers based on their analysis and develop a career plan.
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  660 - Health Law (3)

(For Health Services Administration Concentration students.) This course examines the legal powers and duties of the state that exist to assure the conditions for people to be healthy and the limits on that power to constrain the autonomy, privacy, liberty, proprietary, or other legally protected interests of individuals for protection or promotion of community health. Consideration is given to the role of the state from legal and ethical perspectives, to the application of ethical principles to populations as well as individuals and to the inherent rights that exist for all humans to a healthy life.
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  670 - Quantitative Methods (3)

Reviews and applies research methodologies used for public decision making. Concepts include specification of questions to guide inquiry, basis for causal inference, acquisition of quantitative data, reliability and validity issues, and elements of descriptive and inferential statistics. Provides students with an opportunity to develop and enhance skills in designing, conducting, and analyzing research.
• Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  680 - Program and Policy Evaluation (3)

(For generalist PA and Health Services Administration Concentration students.) Program evaluation has quantitative, qualitative, and theoretical methodologies used to assign value to the inputs, outputs, and outcomes of various policies to be implemented. This course covers program design and research designs, measurement, instrumentation, data collection, model estimation, and statistical inference for determining program impacts. Topics include: formative, summative, process, and outcome evaluation, needs assessment, and performance measurement. There is also an emphasis on economic evaluation.
College restricted to College of Prof. Studies and Sch of Bus and Prof Studies and School of Business and Sch of Bus and Prof Studies. ; • Restricted to Graduate level; • Restricted to Public Administration Majors;

PA  685 - Strategic Management of Public Communication (3)

This course explores effective communications in the public sector environment, including the theory behind and practical application of a variety of communication practices. These include but are not limited to public information and awareness campaign management, delivery of effective presentations, and interpersonal communication within the office and within public settings. Emphasis placed on the source, message, channel, and receiver dimensions of communication in both traditional (oral communication, print, broadcast radio and television) and mediated (social networking, blogs, podcasts) environments.
• Restricted to Public Administration Majors;

PA  699 - Directed Study (1 - 3)

By special arrangement.
• Restricted to Public Administration Majors;

PA  711 - Navigating and Negotiating the Field of Practice of Public Administration (4)

This first course in the MPA program reviews the development of public administration and health administration each as fields of practice, as well as emerging trends and best practices in public administration and society, serving as a foundation for future courses. The course surveys contemporary political, managerial, and leadership practices in government administration, as well as interactions with the nonprofit sector. This course provides the tools, skills, and concepts to operationalize the USF mission statement of "Change the World from Here". An emphasis is on navigating and negotiating in public systems to leverage organizational, community, or institutional change. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  713 - Management Practice, Organizational Behavior, and Human Resources (4)

Explore ways to resolve organizational and managerial problems. Develop recommendations that improve the performance of an actual organization. Apply reframing to organizational analysis, from at least four different frameworks. Understand the evolution of organizational theory models and practices in the historical development of the field. Analyze the structure of public and nonprofit organizations. Describe the human resources dynamics in organizations. Describe the drivers for politics and conflict, offering recommendations for negotiation. Analyze the impact of organizational culture on organizational performance. Consider the contemporary research on diversity and gender. Discuss the human resource function, limitations, and potential within the public and nonprofit sectors. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  717 - Healthcare Management (HSA Concentration) (4)

Develop skills needed to manage and lead health care programs, organizations, and systems with an emphasis on planning and execution. Manage the healthcare delivery system by applying strategic planning, problem solving, continuous quality improvement, control, and resource management. Analyze policy issues arising within the health care delivery system to become effective leaders in the future. Identify challenges and issues in the U.S. health care sector in specific areas of policy, its contemporary legal framework and management; describe/develop operational responses and managerial adaptations. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  720 - Core Value Driven Leadership and Ethics (4)

Explore the connections between core values and leadership .Describe and apply a variety of frameworks and major ethical theories for ethical decision-making as well as for best practices for core value driven leadership.. Engage in reflection on their own views on ethics, leadership and public service. Explain the human dimensions of ethical leadership and ethical failures. Apply a variety of approaches as public agency managers to create and sustain a culture of ethics within their organizations, including practical ways to increase the ethical awareness in organizations. Understand normative, compliance, and ethical practice in relation to good governance, anti-corruption and the promotion of transparent and accountable administration. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  723 - Managing Budgets, Finance and Economics (4)

Discusses the context for local government or nonprofit budgeting including key actors, functions, and recent innovations. Compares and contrast the processes for developing local, state, and government/nonprofit and state/federal budgets. Demonstrate varied forecasting and cost analyses techniques. Specifies those factors responsible for government revenue, expenditure, taxation and debt management. Explains how demographic factors can be used to forecast government revenue, expenditure and debt accumulation. Understand cutting-edge developments in public finance, including alternative methods for financing and deploying capital projects at the federal, state and local levels. Adderess issues of fiscal sustainability. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  732 - Public Policy Analysis and Implementation (4)

Identify approaches to public policy analysis, policy change processes and challenges to policy implementation. Apply professional ethics, value conflicts, and ethical code of ethics of policy analysts. Contrast rationales for distributional, competitive, market failure and other modes of problem analysis. Conduct cost-benefit analysis in programmatic review. Juxtaposes analytical tools in policy analysis with programmatic financial and budgetary methodology. Systematically apply policy analysis at the developmental, implemented and evaluative stages of deployment at the local, regional, state or federal levels. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  738 - Information Technology and E-Trends (4)

Discuss underlying concepts, methods, and techniques that are essential to the effective selection, development, deployment, and use of technology. Discuss how technology alters the decision making process and can contribute to greater effectiveness of public organizations. Explain the considerations and tradeoffs involved in making decisions about needed systems functions, integrating technology and business, and procuring solutions. Discuss the legal, ethical and policy issues regarding the use of technology in the public sector. Use on-line technology for research, communications, and collaboration. Understand the challenges of changing management information systems in the public sector, including procurement challenges. Find cutting edge Apps and Web sites developed by public agencies. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  744 - Strategic Planning (4)

Understand the core elements of strategy: outcomes, measures, assets, behaviors, values, stakeholders, environmental analysis, pitfalls or obstacles, and engagement processes. Apply strategy for advancing outcomes in your professional work. Distinguish between strategy and tactics. Analyze complex organizational challenge, determine leverage points for strategy, Identify obstacles to human resource strategic change and various strategies for overcoming barriers in the organization transformation process. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  749 - Leading Across Sectors (2)

This course teaches how to apply best practices of leadership at the intersection of the public, private, and nonprofit sectors. The course starts with the premise that successful leadership development is by design, not by accident to design, negotiate, manage, navigate, and evaluate programs, policies, initiatives, and projects that have a cross-sectoral dimension. Of particular interest are the varied mechanisms in play across sectors and placed-based approaches, not only in the United States, but also globally. The class emphasizes action-based learning to teach the application of leadership processes at four levels: Personal, Group, Organizational and Community for impact. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  760 - Health Law and Ethics (HSA Concentration) (4)

Understand the fundamentals, structure, and functions of the legal system in health policy and care delivery. Recognize legal risk/liability in a wide variety of situations and communicate about that with legal counsel. Recognize the unique issues involved with health care information management, security, and reporting. Understand patient’s rights and ethical dilemmas that arise in health care. Understand the interplay of health care quality and employee regulation. Understand the role of regulatory agencies and how to navigate and negotiate in the regulatory environment. Develop a basic tool for analyzing and presenting health care legal policy. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  770 - Quantitative Methods and Big Data (4)

Formulate researchable questions related to public interests that lend themselves to quantitative solution techniques. Determine what research method would provide a solution. Develop a research design. Conduct research or field work to explore the content and principles of quantitative analysis for public sector policy research or program evaluation. Carry out research in an ethical, socially responsible manner. Accurately observe record, analyze, and report data. Evaluate the validity of research results. Demonstrate understanding of and literacy in statistical techniques common in public management. Present results using widely accepted reporting formats, i.e. reports and presentations. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  780 - Program Evaluation and Monitoring (4)

Analyze a program and develop a logic model to explicate it using action theory. Apply qualitative and/ or quantitative (economic) methods in evaluation research. Design and describe a program and develop and present an evaluation proposal. Become a competent researcher and consumer of evaluation research products. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  785 - Strategic Communications (2)

Know the historical development and understanding of the communication process with an emphasis on the legal and ethical framework used by public and nonprofit sector communicators; Understand the importance of communication management as a function of understand the principles, process, and programs of communication management to better analyze, solve problems, and make decisions about communication situations; Explore the creative process to develop strategic campaigns and message points; and undergo media relations training to understand how to improve the public and nonprofit sectors’ abilities to manage public conversations. Develop research and writing skills through a variety of class assignments that articulate the needs of public and nonprofit sector communication officers. Available to any School of Management graduate students with program director's permission.
• Restricted to Public Administration Majors;

PA  788 - Public Administration Special Topics (2 - 4)

Study of selected public administration topics. Subject matter will vary with instructor. Offered intermittently.
• Restricted to Public Administration Majors;

PA  799 - Public Administration Directed Study (2 - 4)

By special arrangement.
• Restricted to Public Administration Majors;