Graduate School of Management Courses
Students develop a thorough knowledge of fundamental financial accounting principles and relationships. The emphasis is on the three basic financial statements, the components of each, alternative accounting methods, and the relationship between the three statements. The goal is to understand the strengths and weaknesses of accounting procedures for measuring the true economic state of a company.
We're often asked if we sell stock and the answer is, No. But we need to understand the process. Understand the mechanics of trading, as well as different ways of investing such as DRIPs and stock purchase plans. Also understand how a company goes public, the capital markets, capitalization structures, the exchanges, the difference between buy side, sell side, bankers and brokers, and other investment topics.
Every day is different. An entire day can be spent making and returning calls after an announcement. Another day can be spent meeting with different department heads and conducting research. Learn the nuts and bolts of IR in this course. Prerequisites: ECON 701 or MAIR 701
There are many ways to communicate with investors: phone, email, electronic, print. You will learn how to use different media to get your point across. You will also learn the strategy surrounding communications techniques when dealing with different events such as earnings, MandA, executive issues, crises, and other issues. Prerequisites: ECON 701 or MAIR 701
Corporate Governance is a hot topic. This course introduces you to working with legal departments in order to stay out of trouble. You will review cases where ethics and morality come into play. You will also learn how to work with the Board of Directors to ensure your company is transparent and compliant. Prerequisites: ECON 701 or MAIR 701
Analysts and investors are deluged with information. How do you write something they want to read, that has all the facts, and is compliant? You will learn how here. Prerequisites: ECON 706 or MAIR 706
Think of your stock as a product. Someone has to market it, and that person is you. We will look at understanding your constituents - buy side, sell side, individual investors, and global institutions. Learn the essentials of marketing, including targeting and peer analysis, in the context of Investor Relations. Prerequisites: ECON 701 and ECON 702 or MAIR 701 and MAIR 702
10-Ks, 10-Qs, Reg FD - so many acronyms. This course will demystify SEC documents and regulations, and ensure you know which to file to stay out of trouble. You will also have an overview of the court cases that have impacted IR, reporting requirements for the public markets, and your obligations as an IRO. Prerequisites: (ECON 701 and ECON 702 ) or (MAIR 701 and MAIR 702 )
In this capstone course, you'll take all the knowledge you've leaned over nine months and apply it to a final project. The final project includes a marketing and legal plan, as well as the financial model and valuation for a pre-IPO company. Additionally, you'll present information you've learned as a result of your internship or independent study. Prerequisites: (ECON 701 and ECON 702 and ECON 703 and ECON 704 and ECON 705 and ECON 706 and ECON 707 ) or (MAIR 701 and MAIR 702 and MAIR 703 and MAIR 704 and MAIR 705 and MAIR 706 and MAIR 707 )
Theoretical knowledge is valuable, but what will set you apart upon graduation is practical experience. During the last term, we encourage and help students secure internships in Investor Relations for agencies and public companies or Investor Relations vendors. The internship course is best if taken in the student's last semester as a compliment to the ECON 708 IR Capstone course. If no internship is secured, the student will complete an independent study. Prerequisites: (ECON 701 and ECON 702 and ECON 703 and ECON 704 and ECON 705 and ECON 706 and ECON 707 ) or (MAIR 701 and MAIR 702 and MAIR 703 and MAIR 704 and MAIR 705 and MAIR 706 and MAIR 707 )
The purpose of this two-unit required course is to describe, discuss, and strategize regarding common work-related dilemmas and situations that you may not have experienced personally, or to a limited degree, in your business life to date. The course relies equally on readings, lectures, case analyses, guest presentations and panels, role plays, audiovisual and computer simulations, and other learning modalities to make the course content "come alive" as significant aspects of real-world business experience
This is a required course for all enrolled CAP students. The initial experience in a program designed to combine classroom theory with practical application through job-related experiences. Students are actively employed in bay area businesses in roles that focus on their academic training and career objectives in business. MBA 6001 is a prerequisite.
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.
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.
Strategic Management in the Global Environment 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 MBA 6019 and MBA 6014 and MBA 6012 and MBA 6018 and MBA 6015 and MBA 6011
This course 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 exercises, simulations, cases, dialogue, and reflection, students enhance their authentic leadership skills at the individual, team and organizational levels. Topics explored include: the leadership-management relationship, motivational models, team dynamics, decision making, power, and organizational culture.
This course provides an integrated coverage of systems through which people, information, and technologies produce products and services for internal or external customers. Managers of all businesses need to understand how those systems operate, how well they operate, and how they change over time. Major topics related to concepts and analysis methods for systems in operation include business processes, supply chains, service systems, information systems, databases, emerging information technologies, impacts on people, and related ethical and practical issues. Major topics related to how systems change over time include technology-enabled innovations, system life cycles, and project management.
This course examines the role of marketing in today's organizations by attending to concepts and tools that are fundamental to good marketing practice. Topics include market analytics and research methods, competitive analysis, behavioral economics and pricing decisions, global and regional opportunities and threats, market entry strategies, brand and product management, social media and integrated marketing communications, channel management and distribution, and innovation and the generation of new business models. The course emphasizes the utility of the marketing mix while identifying and meeting customer needs, developing effective marketing strategies, ensuring quality of service, and achieving and sustaining competitive advantage. Marketing principles are applied to products and services, profit and non-profit organizations, and consumer and industrial sectors.
This course will enable you 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. You 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. You 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. You will be aware of the ethical issues that can arise in business analytic work.
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 MBA 6011
This course examines the role of marketing in today's organizations by attending to concepts and tools that are fundamental to good marketing practice. Topics include market analytics and research methods, competitive analysis, behavioral economics and pricing decisions, market entry strategies, brand and product management, social media and integrated marketing communications, channel management and distribution, and innovation and the generation of new business models. The course emphasizes the utility of the marketing mix while identifying and meeting customer needs, developing effective marketing strategies, ensuring quality of service, and achieving and sustaining competitive advantage. Marketing priciples are applied to products and services, profit and non-profit organizations, and consumer and industrial sectors.
This course integrates the knowledge and skills acquired from core courses in financial accounting, managerial finance, and macroeconomic business conditions. You will analyze case studies and real world examples to acquire detailed knowledge of methods applied in making informed and sophisticated business decisions. Prerequisites: MBA 6019 or MBAI 5002
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.
This course provides you with a toolkit for identifying, understanding and analyzing the social and ethical problems that organizations must confront and resolve. You will learn how to use ethical frameworks for managerial decision-making. Additional topics include corporate social responsibility, alternative measures of economic performance, cross-cultural ethical issues that arise in a global economy, and management education in a Jesuit context.
The objective of the course is to develop decision making skills and an understanding of strategic management. You will develop expertise in the formulation of strategies leading to sustainable competitive positions. You will also learn how to analyze a company's internal competencies and relationship to its external environment.
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. In select cases, internships with a detailed deliverable component may qualify for directed study credit. 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 six 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.
(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 or MBA 6019
(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 or MBA 6019
(Elective for Finance concentration.) We begin with an examination of the impacts of debt on the firm's financial statements, and discuss how different firms will typically choose a financing mix depending upon their operating characteristics, and how these choices impact value. Further extensions 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 or MBA 6019
(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
(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
(Elective for Finance concentration.) (Elective for Entrepreneurship concentration.) This course explores the importance of private equity financing, including venture capital, in contemporary financial markets. The course examines the limited partnership business models for private equity and venture capital funds with a focus on how these funds raise capital from institutional investors. You will then learn to identify, value and finance key transactions (e.g. mezzanine financings, LBO transactions and the funding of start-ups). The course also covers the nature of the corporate governance arrangements used in private equity and venture capital funds, along with the associated due diligence performed. Prerequisites: MBA 617 or MBA 6109 or MBAI 5002 or MBA 6019
(Elective for Finance concentration.) (Originally "Advanced Investments 1") This two-part course defines the main kind of derivatives such as forwards, futures, swaps, and options, shows how they are used to achieve various hedging and speculating objectives, introduces a framework for pricing derivatives, and studies several applications of derivative-pricing techniques outside derivative markets. Derivatives have become extremely useful tools as they allow us to tailor the amount and kind of risk we take, be it risk associated with changes in interest rates, exchange rates, stock prices, commodity prices, inflation, etc. Prerequisites: MBA 617 or MBA 6109 and (MBA 6110 or MBAI 5002 ) or MBA 6019
(Elective for Finance concentration.) (Originally "Advanced Investments 2") Previously Advanced Investments I and II, this two-part course defines the main kind of derivatives such as forwards, futures, swaps, and options, shows how they are used to achieve various hedging and speculating objectives, introduces a framework for pricing derivatives, and studies several applications of derivative-pricing techniques outside derivative markets. Derivatives have become extremely useful tools as they allow us to tailor the amount and kind of risk we take, be it risk associated with changes in interest rates, exchange rates, stock prices, commodity prices, inflation, etc. Prerequisites: MBA 617 or MBA 6109 or MBAI 5002 or MBA 6019
(Elective for Finance concentration.) (Elective for International Business concentration.) 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 or MSBE 5626
(Elective for Finance concentration.) In this course you will first learn about publicly owned Bay Area Firms and how to build portfolios using company information and fundamental analysis. These portfolios will then be analyzed using portfolio theory (mean-variance). The last part of the course will further enhance these portfolios by adding individual investors' concerns and current investment issues. Prerequisites: MBA 617 or MBA 6109 or MBAI 5002 or MBA 6019
(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 6109 or MBAI 5002 or MBA 6019
(Elective for Finance concentration.) Broader and deeper coverage of personal finance to deal with more complicated issues, including the problem of sequence risk, pros and cons of diversification, active vs. passive management, building personal portfolios from a database that will be provided for long term returns to all asset classes back to 1927, Dedicated Portfolio theory vs. Modern Portfolio theory, estate planning, how the personal financial advisory industry works, professional licensing, etc. Extensive use of spreadsheet analytics for correlation, simulation, and optimization. Prerequisites: MBA 6213 and MBA 6019
(Elective for Finance Concentration)
(Elective for Finance Concentration) Spreadsheet models are integral to the practice of finance. Financial models need to be created quickly and accurately, and be constructed so that anyone on the team can understand and extend them. Building on the fundamentals of finance and spreadsheet engineering, you will learn principles, methodologies, and keyboard-level practices used by the world's best modelers. These techniques are not widely known in North America. They offer higher productivity, allowing modelers to spend more time doing finance and less time doing spreadsheet programming, enable faster response to opportunities, and prevent problems caused by models that nobody but the author can understand. You will explore ways to leverage these practices across teams of financial analysts, and to manage spreadsheet model assets to enhance the effectiveness, responsiveness, and regulatory compliance of financial activities. Prerequisite: MBA 6019
(Elective for Finance concentration.) Prerequisites: MBA 617 or MBA 6109 or MBAI 5002 or MBA 6019
(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
(Required for Marketing concentration - capstone.) This course allows the participants to appreciate how integrated marketing strategy components enable a firm to achieve strategic, sustainable advantage and superior performance. These marketing strategy components include product design, channel strategy, pricing, promotion, customer service, and competitive intelligence. Prerequisites: MBA 618 or MBA 6106 or MBAI 5006 or MBAI 5006
(Elective for Marketing concentration.) (Elective for International Business concentration.) This course allows participants to appreciate the theory and practice of marketing in the multinational firm. It highlights how international firms shall take into account cultural, political, and economical differences when designing and implementing marketing strategy and marketing mix (product, price, promotion, and distribution) in foreign markets and in the global context. Prerequisites: MBA 6106 or MBAI 5006 or MBA 618 or MBAI 5008
(Elective for Marketing concentration.) This course examines external and internal influences on the behavior of the individual in the exchange situation including consumer information processing and decision-making. It emphasizes the application of consumer behavior theories to the development of marketing strategies. Prerequisites: MBA 618 or MBA 6106 or concurrent MBAI 5006 or MBAI 5008
(Elective for Marketing concentration.) This course focuses on best practices of marketing through the internet, including internet-based communication, distribution, product and service customization, and customer relationship management. Company cases are used to demonstrate how internet may be employed by all kinds of businesses to enhance or transform their traditional marketing programs. Prerequisites: MBA 6106 or MBAI 5006
The Internet has rewritten the rules of business, creating a dramatic shift from traditional media to a complex, ever-evolving array of interactive marketing tools that offer immediate, measurable results. This course examines the role of integrated marketing communications in achieving business goals. It focuses on digital marketing practices , including established analytics methodology, and their contribution to marketing strategy. Students will analyze business scenarios and determine strategic objectives, target markets and messages, while learning the applicability of specific digital marketing tactics. Prerequisite: MBA 6306
(Elective for Marketing concentration.) One third of U.S. consumers belong to ethnic groups including Hispanic-Americans, African-Americans, and Asian-Americans. By 2050, these groups will account for approximately half the U.S. population. This course is designed to highlight the importance and challenges in developing marketing strategies targeting ethical consumers and familiarizes participants with latest trends and best practices in marketing towards diverse groups of consumers in America. Prerequisites: MBA 618 or MBA 6106 or MBAI 5006 or MBAI 5008
(Elective for Marketing concentration.) Consumers are bombarded by thousands of commercial messages from a broad range of sources on a daily basis. Intelligent marketers understand the inherent challenges associated with this trend and are adopting an integrated approach to marketing communication; one in which the company carefully manages its many communications channels to deliver a clear, consistent and compelling message about the organization and its brands. This course takes into account the entire promotion mix when developing an integrated communications strategy including; defining the communication objectives, budget determination, selecting a target audience, designing the message, selecting the proper media mix, collecting feedback and measuring performance. Prerequisite: MBA 6306
(Elective for Marketing concentration.) This is a marketing and strategy course that provides an understanding of the challenges associated with serving low income populations and how firms working at the bottom of the pyramid gain noteworthy rates of return and scale. The impact of wealth disparity, diverse consumption patterns, strengthening political institutions, regional diplomacy and infrastructure programs (telecommunications, housing, health care, power and energy, water) is also examined. The relationship of a firm's marketing performance to social change and economic development is a major topic. Case studies in Africa, South America, and Asia are an important component of the course. Prerequisites: MBA 618 or MBA 6106 or MBAI 5006 or MBAI 5008
(Elective for Marketing concentration.) This course analyzes critical decisions in designing, implementing, and managing effective marketing channels of distribution for goods and services, and examines essential elements of sales management process. Prerequisites: MBA 618 or concurrent MBA 6106 or MBAI 5006 or MBAI 5008
(Elective for Marketing concentration.) This course explores the best practices of creating, building, and sustaining brands, and focuses on understanding, developing and evaluating brand strategies that yield a distinctive competitive advantage for the firm. Students will learn how to build brand equity, what constitutes a successful brand in terms of the consumer and the firm, and how to sustain a brand throughout its lifecycle. Prerequisites: MBA 618 or MBA 6106 or MBAI 5006 or MBAI 5008
(Elective for Marketing concentration.) Product Managers drive the success of their products and services through all stages of the product lifecycle; from strategy formulation to product concept, to customer delivery, and final termination. During the course of this effort, product managers are responsible for all phases of the product, working across all functional organizations within an enterprise to ensure market success. The very best product managers quite literally become the "CEOs" of their product or product lines, managing their profitability, market presence, and global impact. This course will cover all aspects of the practice of product management today with a heavy emphasis on real-world implementations and industry "best practices."
(Elective for Marketing concentration.) Although brands managers can no longer control the web-enabled, consumer-created information available on social platforms, they can engage in deeply meaningful ways to retain relevance, improve engagement, sell products and services and build value through creative, forward-thinking social media marketing solutions. Using real-world cases, this course will focus on the many creative ways that marketers can use the web as a platform for ROI based marketing initiatives, using social platforms such as YouTube, Facebook, Twitter, Foursquare and more to create opportunities for their brands. We will also examine the major listening platforms marketers employ to gain real-time insight into what their consumers are saying about their products and services and how this learning may be used as a foundation for social media strategy.
(Elective for Marketing concentration.) Examines the principles and practices of marketing and public relations as applied to the needs of nonprofit organizations.
(Elective for Marketing concentration.) Prerequisites: MBA 618 or MBA 6106 or concurrent MBAI 5006 or MBAI 5008
This course is 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 leadership. 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 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 6105 or MBAI 5007
Prerequisites: MBA 6103 or concurrent MBAI 5001
This course builds upon the required core course in Ethics and Social Responsibility in Business. Using the analytical tools and techniques and frameworks from that class, you will examine a series of contemporary social responsibility challenges to organizations. Specific topics will include such issues as the social impact of globalization, workplace diversity, customer and employee privacy, whistle blowing, protection of the natural environment and the movement toward creation of a sustainable economy. Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBA 6105 or MBAI 5007 or MBAI 5001
(Required for Organization Development Concentration) In this introductory course students will learn to recognize the many times each day they have an opportunity to negotiate and influence others. Students will 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, exercises and a final simulation to apply the learning in the course. Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBA 6105 or MBAI 5007 or MBAI 5001 or OD 660
(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 MBAI 5007 or MBAI 5001 or OD 660 or OD 660
(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 MBAI 5007 or MBAI 5001
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 MBAI 5007 or MBAI 5001
Examines the relationships between companies role in and impacts on society's wellbeing and multi-stakeholders expectations, for the continued co-existence. The course consists of an analysis of CSR-related issues, case studies, and discussions.
(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 6105 or MBAI 5007 or MBAI 5001
(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 6105 or MBAI 5007 or MBAI 5001
Although specific topics change from year to year, this course deals with current business issues and the social problems mediating individual and organizational performance. The challenges posed by endemic poverty, stressed health, tax and law enforcement institutions, expanded educational and income inequalities, growing influence of a power elite and the fragmentation of community and social life nationally and internationally comprise a broad framework to evaluate a leader's effectiveness. Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBA 6105 or MBAI 5007 or MBAI 5001
Recognizing that innovation is the chief source of sustainable advantage, this course focuses on how leaders spur and manage it in a harshly competitive environment. Students learn how to choose where to focus innovation efforts, how to leverage unexpected occurrences and situations, how to build a team of innovation enthusiasts and content experts, how to set innovation metrics, how to explore uses of new technologies and processes, how to anticipate and recognize changes in perception and attitudes, how to learn from mistakes, and how to inspire or appeal to a desire for change. Additionally, the course examines how managers can develop the skills and attitudes that enrich their leadership of innovation, both in small groups and large organizations. Prerequisites: MBA 614 or MBA 6103 or MBA 6104 or MBAI 5001 or MBAI 5007 or MBA 6105
(Required for Organization Development Concentration) This course explores the theory behind and dynamics of organizational change management processes. Students will 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 opportunity 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 6105 or MBAI 5007 or MBAI 5001
Participants will learn the extent to which cultural differences impact decision making, relationships, communication, problem solving, conflict management and other leadership and management aspects of their business lives. During this program we will define Linear-Active, Multi-Active, and Reactive (LMR) cultural categories. We will also discuss the works of experts such as Edward Hall and Fons Trumpenaars.
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 on Sunday, May 2nd, with designated time for reviews and networking with those Panelists.
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.
Reviews emerging issues and topics in the field of organization development. The course focuses on the values and ethics underlying OD as applied to practice, and the essential skills for the OD practitioner, including entering, contracting, developing client capability, and managing unplanned events in the change process.
(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.
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. Prerequisite: MBA 6435
Integrates the practice and essential skills for a change consultant, including developing an organization's capacity for change, with the design, implementation, and evaluation of various individual, team, and organizational interventions. Focuses on the values, ethics, and emerging issues and practices underlying organization development and change practices.
Introduces a strategic project management framework for planning and implementing complex projects. Includes how project plan inputs are accurately gathered, integrated, and documented in conjunction with the application of essential tools and techniques necessary for effective planning and change management. Emphasis is placed on managing complexity in projects and their environments where uncertainty, ambiguity, and unpredictability are high.
Studies, through a highly interactive format, the theory and processes of negotiation as practiced in a variety of organizational settings. Addresses both the art and science of creating and securing an agreement between two or more interdependent parties, and exposes the negotiation problems specific to managerial situations.
Develops the knowledge and skills necessary for change catalysts and agents when implementing large-scale organizational change initiatives. Integrates complexity science theory and concepts when examining the internal and external forces impinging on organizations. Emphasizes a balanced organizational view where both the positive and negative aspects of the organization's current state are considered simultaneously.
Investigates quantitative and qualitative information that leaders and managers rely on in developing and evaluating change initiatives in organizations. Emphasis is on human capital investments and how leaders integrate financial and statistical information in building best-case scenarios for making such investments to ensure the organization's long-term viability.
This course will focus 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 effectively 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.
(Elective for Organization Development Concentration) This class examines leadership 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.
This course will cover core concepts in business law for corporate management. The objective is to provide a basic understanding of important legal issues facing business decision-makers with respect to organizational relationships, operations, asset protection, and risk/liability management. The goal is to recognize fundamental legal issues and their potential impact on business decisions.
(Elective for International Business concentration.) Trends in international communications industries. Factors contributing to growth of mobile services in Japan and South Korea. Opportunities and challenges in emerging markets of Asia, Latin America and Africa. Role of ICTs in socio-economic development. Prerequisites: MBA 616 or MBA 651 or MBA 6113 or MBAI 5004
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 (MBA 618 and MBA 616 )
Explores the managing of projects within an organizational context, including the processes related to initiating, planning, executing, controlling, reporting, and closing a project.
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.Starting Spring 2013 this course will be 3 units.
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. Starting Spring 2013 this course will be 3 units.
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.Starting Spring 2013 this course will be 3 units.
Studies the capabilities of the global biotech clusters and examines the global biotechnology industry as a whole. Topics include venture capital deal flow, intellectual property challenges, and multi-national corporate structures, taking advantage of the global marketplace. Emergent capabilities in science and technology innovation are also examined.Starting Spring 2013 this course will be 3 units.
This course will build on the modeling and analysis skills from the MBA core. Students will learn develop an understanding of how statistical models are applied in the business world today by examining a variety of data-driven business problems from functional areas such as marketing, finance, and operations. In the process, students will master several new techniques, including multiple regression, logistic regression, cluster analysis, and principal components analysis. In addition to working with Excel, students will also develop their skills with the JMP software platform for data management, analysis, and visualization.
(Required for Entrepreneurship 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 614 or MBAI 5001
(Elective for Entrepreneurship 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.
(Elective for Entrepreneurship 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 614 or MBA 6103 or MBA 6104 or MBAI 5007 or MBAI 5001 or MBA 6105
(Elective for Entrepreneurship concentration.) The course will provide students a practical understanding of how Intellectual Property (IP) is identified, managed, protected and exploited in the commercial setting. The course will cover: patent protection, trademark and copyright protection, managing an IP audit, employment issues relating to IP, IP related agreements (including distribution, licensing, and assignment), technology transfer issues, and litigation.
(Elective for Entrepreneurship 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 MBAI 5007 or MBAI 5001 or MBA 6105
(Required for Entrepreneurship 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.
(Required for Entrepreneurship 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.
(Elective for Entrepreneurship 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.
'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.
Elective for Entrepreneurship Concentration
Special Topics: Entrepreneurship Elective for Entrepreneurship Concentration
(Elective for International Business concentration.) You will learn about the political economy that is the underpinning of Japanese business. You will discover the economic policies and social conditions that made a country the size of California with no natural resources into the world's 2nd largest economy. The course examines the events and policies leading to Japan's economic downturn in the 1990s. You will also learn the `how to's of conducting business with the Japanese. Prerequisites: MBA 611 or MBA 6102 or MBA 6111 or MBAI 5004
(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 MBAI 5001 or MBA 6105
(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.
(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.
(Elective for International Business concentration.) This course will examine the practice of organization development and change in international and global settings. Students will analyze traditional organization development and change theories and practices with special emphasis on the challenges of applying these practices in unique societal cultures. Students will also learn specific tools to improve the capability and effectiveness of organizations in countries and cultures outside the U.S.
(Elective for International Business concentration.) This course is 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. The purpose of this course is to help you understand the theory and the process of negotiation. In this course, you will 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. In this short course, you'll observe differences in how negotiation is done in various cultures and learn to decode cultural behavior during negotiation by understanding the cultural dimensions and cross-cultural communication styles.
(Required for International Business concentration.) Two week academic global immersion course. Students visit selected corporations and organizations, and complete research projects.
(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.
Starting from the last half of the twentieth century, many barriers to international trade and investment have been falling and waves of firms have been pursuing global strategies to gain competitive advantages. To create successful global strategies, managers need to understand the nature of global industries and the dynamics of global competition. This course addresses the most challenging tasks faced by multinational companies, how to create competitive advantages during globalization and the resulting needs for globally integrated strategies. Specifically, the course will cover following key topics: Leveraging Resources and Capabilities in global competition, Impact of Institutions, Cultures and Ethics on global strategies, Managing Global competitive moves and dynamics, Growing and Internalizing the firms, Managing global strategic alliances and networks Diversification, Merger and Acquisition in global competition, Corporate governance and organizing models of various multinational corporations, Global Strategy and its implications for corporate social responsibilities. This course will extensively use cases to illustrate how companies build and operate multinational corporations, develop and execute global strategies and deal with global competition. Prerequisites: MBA 619 or MBA 6114 or MBAI 5008
This course will cover both statutory environmental financial reporting and voluntary environmental disclosures. Companies are required to report loss contingencies, contingent liabilities, asset retirement obligations, and impaired assets in their financial statements and accompanying footnotes. Voluntary disclosure includes triple bottom line reporting (economic, environmental, and human rights) under the Global Reporting Initiative. In addition to learning the relevant accounting standards and laws, companies' external reports will be analyzed to explore the real-world implementation of environmental disclosure. Prerequisites: MBA 6109 or MBAI 5002
This course is an introduction to 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.
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. Prerequisite: MBA 614
Negotiation is the art and science of creating and securing an agreement between two or more interdependent parties. This seminar 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.
This course provides an introduction to 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 the leader's path and integrates into a whole leadership learning experience. You will also learn to bring imaginative and disciplined thinking to complex problems and begin to develop the discipline of innovation, habits of mind that will allow you to see differently and to effectively act upon your insights.
The purpose of this course is to introduce students to the major accounting statements in external financial reporting and procedures that are designed to serve the information needs of business people, creditors, and investors. Students will become familiar with financial accounting terminology, with the principles of and procedures that are involved in the preparation of financial statements, and with the uses, misuses, advantages and limitations of financial accounting information. The course will also address contemporary financial reporting and regulatory issues (e.g. stock options, mergers and acquisitions, and Sarbanes Oxley).
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.
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.
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.
The course includes an examination and application of those microeconomic tools essential to the management of organizations. During this course, students will gain an understanding for the key elements of microeconomic theory needed to support managerial decision making in areas such as capital investment, resource allocation, optimal pricing, value chain management and profitability management. This course also provides foundational knowledge for subsequent courses in Finance, Operations Management, and Information Systems.
This course is designed to promote a management-level understanding of the tactical and strategic significance of information systems (IS) and information technology (IT). It presents ideas and methods for understanding, analyzing, and communicating about the IT-reliant systems through which businesses operate and compete. Its topics include analyzing IT-reliant systems from a business viewpoint, processes through which IT-reliant systems evolve, IT as an engine for change, and competitive uses of IT.
Organized around a final consulting project with a sponsor organization, this seminar is designed as a series of workshops and sessions that give students both theoretical frameworks as well as hands-on practice with many of the critical skills necessary to be successful in a project-based environment. Students develop cognitive and emotional skill as well as intuitive abilities to know how to maximize the performance of a project team. The capstone consulting project provides a living laboratory to apply these disciplines in a real business context.
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.
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.
In this course, students will learn to recognize and analyze a broad range of classical operations management problems/questions that arise in many different business settings. In addition, students will learn to conduct analysis in the context of real business scenarios, and to synthesize results from basic mathematical analyses and explain them in business terms, and will develop a broad vocabulary about today's operations management problems and techniques, with an emphasis on service and delivery operations.
This class will cover core concepts in business law for corporate management. The objective is to provide a basic understanding of important legal issues facing business decision-makers with respect to organizational relationships, operations, asset protection, and risk management. The goal is to recognize fundamental legal issues and their potential impact on business decisions. Topics include corporate structure and governance, employment law, intellectual property and effective legal risk management.
This course is designed to enable students to apply their creative and innovative talents while sharpening their analytical abilities. Students will integrate concepts from management, marketing, finance, and accounting while developing a comprehensive business plan. The business plan proposal that each team develops is an operating plan for a start-up company or a new venture within a larger corporation, and it will be presented to and reviewed by a panel of experienced venture capitalists during the final class meeting.
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.
This class builds on the foundation that is established in the 'Introduction to Marketing' course. Through case studies, group discussions, and projects, students will gain an understanding of several important marketing topics, including business-to-business marketing, channels of distribution, the interface between marketing and sales, lead generation, and marketing through new media channels such as mobile and social.
Moving into a leadership role, even within the same company, presents enormous challenges. Future success as a leader will require students to adapt to new and increasingly complex roles, and will depend less on individual skills and content expertise and more on learning agility and your ability to influence and engage others in the pursuit of shared goals. In short, it will depend on your leadership. This course is designed to provide students with foundational knowledge, useful insights, and practical guidance to master these leadership transitions more effectively.
Organizational Development (OD) is the conscious and thoughtful process of developing a business organization's capabilities so that it can attain and sustain a high level of performance. 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.
This seminar provides an overview of the globalization of business and its implications. Specifically, this course examines globalization from several different perspectives (political, technological, organizational, individual) and provides historical as well as forwarding-looking analysis of globalization. Through lectures, presentations, case studies, and panel discussions, this course strives to help students develop an understanding of the connections between globalization and their own professional activities and career development.
Organized around a final consulting project with a sponsor organization, this seminar is designed as a series of workshops and sessions that give students both theoretical frameworks as well as hands-on practice with many of the critical skills necessary to be successful in a project-based environment. Students develop cognitive and emotional skill as well as intuitive abilities to know how to maximize the performance of a project team. The capstone consulting project provides a living laboratory to apply these disciplines in a real business context.
This seminar provides an overview of the globalization of business and its implications. Specifically, this course examines globalization from several different perspectives (political, technological, organizational, individual) and provides historical as well as forwarding-looking analysis of globalization. Through lectures, presentations, case studies, and panel discussions, this course strives to help students develop an understanding of the connections between globalization and their own professional activities and career development.
Organized around a final consulting project with a sponsor organization, this seminar is designed as a series of workshops and sessions that give students both theoretical frameworks as well as hands-on practice with many of the critical skills necessary to be successful in a project-based environment. Students develop cognitive and emotional skill as well as intuitive abilities to know how to maximize the performance of a project team. The capstone consulting project provides a living laboratory to apply these disciplines in a real business context.
This seminar provides an overview of the globalization of business and its implications. Specifically, this course examines globalization from several different perspectives (political, technological, organizational, individual) and provides historical as well as forwarding-looking analysis of globalization. Through lectures, presentations, case studies, and panel discussions, this course strives to help students develop an understanding of the connections between globalization and their own professional activities and career development.
Organized around a final consulting project with a sponsor organization, this seminar is designed as a series of workshops and sessions that give students both theoretical frameworks as well as hands-on practice with many of the critical skills necessary to be successful in a project-based environment. Students develop cognitive and emotional skill as well as intuitive abilities to know how to maximize the performance of a project team. The capstone consulting project provides a living laboratory to apply these disciplines in a real business context.
Organized around a final consulting project with a sponsor organization, this seminar is designed as a series of workshops and sessions that give students both theoretical frameworks as well as hands-on practice with many of the critical skills necessary to be successful in a project-based environment. Students develop cognitive and emotional skill as well as intuitive abilities to know how to maximize the performance of a project team. The capstone consulting project provides a living laboratory to apply these disciplines in a real business context.
This course builds individual knowledge and skills to prepare students to work in complex situations where understanding of self and others in imperative, where both action and reflection is needed, and where results matter. In "The Nature and Importance of Leadership" we grapple with team building, goal setting, persuading, motivating, coaching and delegating. Through "The Discipline of Building Character" we learn how to understand ourselves (and others) focusing on the interplay of actions and emotions, as well as power and politics, with a blend of business acumen, confidence, humility, ethics an social responsibility at the center. In addition, we develop "The Ability to Assess Organizations" through individual interviews with practicing, active leaders and case analysis.
This knowledge and skill intensive course drills deeply into questions of financial performance, growth, and valuation. "How is an investment doing?" "What can we expect of an investment in the future?" "How much money does a project need and where can it come from?" "What is this all worth?" "How much risk are we taking and what can we do about it?" and "What do I do if things are going well, and I want out?" as well as "What do I do if things are going badly, and I want out?" In addition to analyzing conventional investment models (institutional investments, private equity, hedge funds, sovereign wealth funds, we also explore social investing, micro-finance and mixed for-profit/philanthropic investing. there is an emphasis on mastering analytical techniques and understanding their uses through case studies and company visits, as well as individual and team projects.
Unlike some other programs, this area specifically designed to be the antithesis of "revenge of the nerds." The course concentrates on smart strategies and positive outcomes. "How do we define goals and know if we achieved them?" We will measure success through old and new systems, e.g., financial reporting, data mining, linking pay to performance, web-based customer surveys, environmental and social impact disclosure, and enterprise systems. Optimum systems integration with suppliers and customers will also be targeted. We will visit leading-edge Bay Area companies creating the newest software to enhance analysis of data. We will learn from those whose technology innovations are changing how business is done by shrewdly dispersing information (and power) throughout organizations and society.
This is a unique "quant" course emphasizing the words (and visuals) you will need to persuasively talk about and back up those numbers. We learn about quantitative techniques, e.g., statistical analysis, as well as less structured approaches to gather and interpret information, such as competitive industry analysis. We also use business analytics and business intelligence approaches for better planning and decision-making. Formulating and communicating conclusions will take place through simulations and case studies. We will see how innovation in "dull" areas like costs, operations and supply chains gives significant advantages to firms. Refreshers will be offered both before (on-line), and during the Fast Track.
In this course we will learn how to "think for a change," emphasizing the intentional, practical, and applied creative approaches that lead to innovation. We learn to map "a different way of seeing things" by both understanding our failure to see (and what it costs us in the world of new business development), as well as the elements needed to achieve consistent, breakthrough innovations. We will learn how organizations manage and measure scientific and technological discoveries. We will also explore clean and green technologies, as well as novel approaches in the lively hospitality and retail sectors of the San Francisco Bay Area.
What do customers want? What customers do we want? Students discover how to understand and choose customers and markets through data analysis, business analytics and other quantitative approaches. They also examine how to build extreme customer loyalty when desired, how to communicate to current and potential customers, and how the Internet changes the definition of customers, customer experience, and customer service. Students evaluate markets for customer goods as well as business-to-business relationships. In addition, they examine not-for-profit and social benefit ventures.
Here we examine conventional and unconventional, virtual and nonvirtual forms of communication within organizations. We will work with both traditional and new ways to influence, collaborate, bond, listen, persuade, and negotiate. We will examine news media, surveys, and face-to-face interactions along with Blogs, Podcasts and Wikis. We will look at the use of "social networks" in product design and innovation, market research, and customer relationships, as well as employee recruiting and retention. We will consider how "search" changes the ways people learn, hear and explore the world, and how to benefit from it.
How can our organization transcend and leapfrog the competition? Why should you create, dominate (and sometimes abandon) markets? How do we "look over our shoulders" without "losing our souls?" How do we better understand our organizations: Who are we, and who do we want to be? We will look at specific techniques for successfully analyzing and driving markets, competitors, and our own organizations' capabilities. We will also learn how to create a straight-forward, clear, powerful and authentic mission and execution process which will lead to competitive advantage. We will meet innovative leaders whose successful, sustainable companies and organizations positively affect people and the planet.
Explorer is not a "course." It is a fresh way to learn. Throughout Fast Track we will explore the city of San Francisco and the Bay Area to discover the latest techniques from practicing leaders, innovators and entrepreneurs. We will immerse ourselves in the diverse communities which make this area a global hub. We will learn from Bay Area people, companies and service organizations - spanning industries and business models, successes and failures. We will meet people whose companies thrill their customers, who have created markets that did not exist before, or who have solved social problems. We will encounter workers, managers, and leaders as well as those who do not benefit significantly from this society's wealth. We will accomplish this through people visiting us on campus, as well as our traveling out to visit targeted sites. Explorer I connects with every course in the Fast Track in order to discover the Bay Area one day each week, and to enable learning based on experience.
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.
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.
Laboratory-proven technologies do not always turn into successful products. Finding market demand-supported applications is the key. Cases on iPod, MySpace, and other similar products/services can provide insights in successes, and cases on Concord supersonic aircraft, Webvan.com, and other similar products/services can provide insights in failures. Various marketing research methodologies (survey, field experimentation, test marketing, secondary data on similar products, etc) are reviewed to help assess potential demand for new technology applications. Also covered in this course are basic principles of entrepreneurship, which help set the tone of the entire program, and set the stage for the three Session Projects.
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.
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.
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.
Maintaining a multi-national labor force and management talents is significantly more complex. Besides different labor laws and regulations, people's work habits and other expectations differ significantly from country to country, and from one ethnic group to another. HR policies and practices should therefore be sensitive to such differences. Among other things, this course will compare employee characteristics in select countries or cultural blocks, in terms of their motives, responses to different rewards, interaction with other people, etc.
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.
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.
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.
This course examines individual and group behavior in organizations, and elements of leadership and management skills. It is recognized that starting a new business calls for greater leadership than maintaining an existing business. Cases will be used to learn how successful new businesses have been lead by visionary and exemplary leaders. It is also recognized that a coherent and consistent organizational culture is crucial to that organization's performance, especially when the organization is deeply engaged in innovation, which requires energy, team work, and dedication. Cases will be used to show the importance of creating and strengthening such an organizational culture.
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.
Identification and use of macroeconomic techniques, particularly with regard to the economics off inancial and capital markets. Includes interest-ratedetermination, labor resource allocation, pricestability, business compliance, and regulatory cost management includese merging developments in global financial regulatory management, includingcross-national competitive configurations. Examination of ethical standards of business economists,as defined by the National Association for Business Economics; and concepts and application of social responsibility for publicly-held firms.
The written permission of the instructor and the dean is required. Must be arranged with a faculty member.
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.
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.
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.
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.
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: ECON 714 or MSFA 714 or MBA 6101
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: ECON 716 or MSFA 716 or MBA 6102
An overview of derivative markets and instruments including options markets, futures markets, and swap markets. Prerequisites: ECON 712 or MSFA 712
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)
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.
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 MSFA 712 or MBA 6109
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
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
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)
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
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
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
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
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: ECON 740 or MSFA 740
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. Prerequisites: ECON 728
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.
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.
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.
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.
Explores the managing of projects within an organizational context, including the processes related to initiating, planning, executing, controlling, reporting, and closing a project.
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.
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.
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.
(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. Prerequisite: MSIS 651
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.
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.
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.
(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. Prerequisite: MSIS 651
Modern technology has the means of collecting every minute detail of a corporation's 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. Prerequisite: MSIS 611
(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. Prerequisite: MSIS 651
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
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. Prerequisite: MSIS 661
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.
Studies the capabilities of the global biotech clusters and examines the global biotechnology industry as a whole. Topics include venture capital deal flow, intellectual property challenges, and multi-national corporate structures, taking advantage of the global marketplace. Emergent capabilities in science and technology innovation are also examined.
By special arrangement.
This course provides the foundation for quantitative risk models. The course emphasizes important probability distributions for returns, statistical measures of risk and return, the estimation and use of factor models for analyzing risk. The course introduces the concept of Value at Risk (VaR) models as a unified approach to evaluating risk across a variety of financial assets. Prerequisites: ECON 712 or MSFA 712
This course examines the different types of risk that arise across a variety of different assets due to the characteristics of the assets and the structure of the markets they trade in. Advanced Value at Risk models that capture the non-linear nature of certain derivatives and market structures are developed. Scenario analysis is examined as a way to evaluate one-off risks as well as a way to stress test VaR models and their assumptions in extreme scenarios.
This course develops models for market risk in fixed income assets including mortgage-backed securities. The role of advanced derivatives, such as credit default swaps, special purpose vehicles and collateralized debt obligations, in hedging these risks is explored. Prerequisites: ECON 750 or MSRM 750
This course investigates the role of credit risk in fixed income portfolios. Models of default and recovery rates, counterparty risk in derivative contracts, and structured products arisen from asset securitization are developed to manage credit risk. Prerequisites: ECON 752 or MSRM 752
This course emphasizes the development and implementation of risk management systems to measure and mitigate corporate financial risk exposures. The focus is the correlations across market, credit and operational risks and the allocation of risk capital across the firm. The importance of regulatory requirements (Basel II and Ill) in this process is emphasized. Prerequisites: ECON 752 or MSRM 752
Develops advanced applications of the risk models developed in earlier courses. Applications include developing stress tests for VaR that meet Basel II and III standard scenarios, KMV models for credit risk modeling, risk management for CD's and case studies in model risk. Prerequisites: ECON 752 or MSRM 752
Research designs and methodologies utilized in the investigation of organizations, social problems, and assessment of program outcomes are introduced. Quantitative and qualitative approaches are examined. Students begin preparations for the Summary Research project.
Explores the basic techniques of qualitative and quantitative data analysis. Students continue preparations for their Summary Research project.
Students complete a research or evaluation project based on preparations made in the previous two courses (NA 612 and 614). The project involves data collection and analysis and can be completed for the student's place of work or another nonprofit organization. Students prepare both a written research report and an oral presentation.
Investigates current issues in the effective management of employees and volunteers in nonprofit organizations.
Surveys selected classics in organization theory while examining organizational behavior, structure, processes, development, and change as influenced by the practice of management.
Examines the origins and societal role of private nonprofit organizations, including their historical, social, political, economic, cultural, and ideological importance in the U.S. and beyond.
Considers the principles and practices of marketing and public relations as applied to the needs of nonprofit organizations.
Studies the principles and practices of fundraising and long- term development planning for nonprofit organizations.
Provides an introduction to selected legal issues affecting nonprofit organizations including liability, contracts, procedures related to boards of directors and members, incorporation and bylaws, tax exemption and reporting requirements, political advocacy, and relations with government and private funders.
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.
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.
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.
By special arrangement.
By special arrangement.
By special arrangement.
By special arrangement.
By special arrangement.
By special arrangement.
By special arrangement.
By special arrangement.
Explores the relationships among individuals, groups, organizations, and society within the context of a globalized, 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.
Investigates the nature of change, forces for change, and the impact of change on its recipients. Students are introduced to the history and practice of organization development with respect to change efforts in organizations as they examine their own roles and skill sets as leaders of change.
Introduces research methods, qualitative and quantitative and statistical methods relevant to the practice of OD. Emphasis is on applied research methods and statistical techniques used in developing research studies and performing data analyses.
Reviews emerging issues and topics in the field of organization development. The course focuses on the values and ethics underlying OD as applied to practice, and the essential skills for the OD practitioner, including entering, contracting, developing client capability, and managing unplanned events in the change process.
Focuses on the design and implementation of various organizational interventions. Students learn to choose between, and then design, appropriate interventions to move an organization from a current to a desired future state. Prerequisite: concurrent OD 633
Incorporates the Balanced Scorecard in the development and evaluation of change initiatives in organizations. Four questions: (1) How do customers see us?; (2) What must we excel at?; (3) Can we continue to improve and create value?; and (4) How do we look to stakeholders/shareholders form the foundation for studying critical organizational goals and metrics for effecting change.
Examines theories of group process and team dynamics, as well as practical techniques for facilitating productivity as a team member or outside facilitator. Topics include group formation and structure, cohesion, power, conflict and negotiation, and decision-making
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.
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.
Focuses on how people's behavior is influenced by others in organizational settings. Relates previous studies of motivation, attitudes, politics, decision-making and culture to productive, creative, and ethical actions in order to better understand how people shape the environment in which they work.
Develops skills in person-to-person negotiations in which the stakes are high, people have different points of view, and strong emotions often support these views. This course is skills-based, experiential and participatory in nature.
Introduces research methods - qualitative and quantitative - relevant to the practice of OD. Emphasis is on applied research methods used in developing research studies and performing data analyses.
Integrates research methods and the statistical, accounting and financial information leaders and managers rely on as they consider the viability of change initiatives. Focuses on the budgeting and strategic processes so that managers can make decisions to ensure the organization's long-term viability.
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.
Examines theories of group process and team dynamics, as well as practical techniques for facilitating productivity as a team member or outside facilitator. Topics include team formation and structure, cohesion, power, conflict, and decision-making.
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.
Engages students in the critique of contemporary leadership theory and practice through personal reflection, assessment and feedback, and case analysis. Students are challenged to develop their own voices as leaders of change by integrating leadership with such topics as ethics, cultural and generational influences, coaching, and complexity science.
Requires a diagnostic and data-based approach to conducting an applied research project within an existing organization. Students analyze an organization's current state and recommend strategies for change.
Requires a diagnostic and data-based approach to conducting an applied research project within an existing organization. Students analyze an organization's current state and recommend strategies for change.
By special arrangement.
By special arrangement.
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.
Examines management theory and organizational behavior in public organizations. Major theories, research, and practical applications are reviewed.
(For Health Service Administration Concentration Students) Explores the U.S. health care issues as well as the major participants in the health care delivery system (providers, payers, controllers, and consumers), and describes various forces determining the historical, current, and future roles of the participants.
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.
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.
(For generalist PA students) Discusses and applies select concepts and techniques necessary to conduct comprehensive public policy research and analysis. Specific attention is given to the stages of the policy process, the role of interest group politics, and the development of viable policy alternatives. Prerequisite: PA 611
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. Prerequisite: PA 611
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. Select aspects of strategic HR planning and management are discussed.
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.
(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.
Students review and apply a variety of theories and concepts to practice of public administration, while identifying gaps in their learning and expanding their knowledge through further evaluation and conceptualization of specific areas of interest and concern in public management. Students prepare for and take the comprehensive case analysis exam.
(For Health Service Administration Concentration Students) This course presents an overview of the legal issues facing the health care industry. It provides students with a basic working knowledge of health law. The course is a comprehensive and inclusive review of a wide variety of health care legal issues. Students are provided with knowledge of health law and how it is applied in authentic health care situations.
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, descriptive, and elements of inferential statistics. Provides students with an opportunity to develop and enhance skills in designing, conducting, and analyzing research.
(For generalist PA and Health Service Administration Concentration students) This course examines key concepts, methods, and approaches in the field of evaluation research as it applies to public and nonprofit organizations. The three principal types of evaluation, formative, process/implementation, and outcome/impact, will be covered. The skills learned and applied in this course will assist the practitioner in determining the effectiveness of new or existing programs. Students focus on the comprehensive range of activities involved in designing, implementing, and assessing the utility of social programs.
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.
By special arrangement.
By special arrangement.
School of Management writing course for Nursing majors.
School of Management course in Statistics for Nursing majors.
School of Management Social Ethics course for Nursing majors.
