5 Managing in Contemporary Organizations (4) F, W, S, Summer. Equips students with working knowledge of several major subject areas within the context of business and society studies. Topics include: role of management in organizations, corporate social responsibility and responsiveness, ethics and values in business, government regulation, and international business.
160 Introduction to Business and Government (4). Introduces undergraduate students to the study of public administration. Designed for those expecting to take further courses in the field or considering a public service career. Prerequisites: Management 5 and upper-division standing.
181 Managing Organizational Behavior (4). Basic theory and concepts which provide the manager with tools for understanding behavior of people in organizations. Areas such as individual, group, and organizational determinants. Prerequisites: Management 5 and upper-division standing.
183 Quantitative Methods for Management (4). Basic processes and tools of managerial decision making. Identification of objectives, controllable and noncontrollable variables, phases of decision making, role of computers, quantitative tools for managerial decision making. Prerequisites: Management 5 and upper-division standing, and a basic course in statistics with probability.
185 Introduction to Financial Accounting (4). Acquisition, reporting, and use of financial information in a business organization. Emphasis on use of information generated by the accounting system for decision making, planning, and control. Public sector analogies considered wherever possible. Prerequisites: Management 5 and upper-division standing.
186 Introduction to Managerial Finance (4). Basics of financial administration. Capital budgeting, cost of capital, cash budgeting, working capital management, and long-term sources of funds. Provides a basic understanding of issues and techniques involved in financial decision making. Prerequisites: Management 5 and 185; upper-division standing.
187 Introduction to Marketing (4). Basic marketing concepts; discussion of the role marketing plays in modern society. Topics: industrial and consumer marketing, promotion, distribution, and pricing theory. Prerequisites: Management 5 and upper-division standing.
188 Introduction to Management Information Systems (4). Provides exposure to the major features and issues relating to the deployment, use, and impact of information technology within public and private organizations. Topics include selection and feasibility assessment of information technology (IT), and application of IT to business and design and implementation of IT. Open only to students enrolled in the minor in Management.
190 Special Topics in Management (4). Special topics courses are offered from time to time, but not on a regular basis. Prerequisites vary. May be repeated for credit as topics vary.
198A-B-C Administrative Internship (4-4-4). Selected undergraduates participate as interns in three-quarter seminar. Students serve as managers within administrative units on campus with course work complementing the intern experience. Topics include: management ethics, study of non- and for-profit institutions, and changing nature of the work force.
199 Independent Study (1 to 4). Individual study under the direction of a selected faculty member. Prerequisite: consent of instructor. May be repeated for credit.
200 Management of Complex Organizations (4). Focuses on the nature and functions of the managerial job in the context of the internal and external environments of complex organizations. Introduces students to the uses of managerial tools in organizational problem solving. Satisfactory/Unsatisfactory only.
201A Statistics for Management (4). Methods of statistical inference, emphasizing applications to administrative and management decision problems. Topics: classical estimation and hypothesis testing, regression, correlation, analysis of variance, decision analysis, and forecasting. Prerequisite: basic statistics with probability.
201B Management Science (4). Introduction to management science tools for aiding managerial decision making with emphasis on model applicability, formulation, and interpretation. Use of computer laboratory's management science software packages. Topics: mathematical programming, stochastic processes, queueing systems, simulation. Prerequisite: basic course in calculus and algebra. Management 201A recommended.
202 Organizational Analysis for Management (4). Focuses on human behavior in organizations. Topics include motivation and leadership, power and influence, group dynamics, and intergroup relations. Applications of job and organizational design, organizational development, and human resources management techniques are examined.
203A Financial Accounting for Management (4). Nature and purpose of accounting, principal accounting instruments, and valuation problems.
203B Managerial Accounting for Management (4). Focuses on the needs of the manager rather than the needs of stockholders and others. Introduces the concepts and tools of internal reporting. Emphasis on use of internal accounting reports and analyses for decision making. Prerequisite: Management 203A.
204A Microeconomics for Management (4). Economic analysis of individual decision units. Topics: introduction to demand and supply curves, production functions, cost curves, equilibrium of the firm, perfect competition, monopoly, imperfect competition, demand and supply of inputs. A knowledge of algebra and elementary calculus is assumed. Prerequisites: calculus and linear algebra.
204B Macroeconomics for Management (4). Principal determinants of national income and employment, with emphasis on concepts, tools, and data. Application of classical, Keynesian, and other models of fiscal and monetary policy. Prerequisites: calculus and linear algebra; Management 204A.
205 Principles of Marketing for Management (4). Introduction to the field of marketing. Objectives include: developing familiarity with terms, techniques, and institutions in a marketing environment; acquainting students with the type of decisions made by marketing managers, and the factors influencing these decisions.
206 Business and Government (4). Political analysis related to management of organizations. Topics: political environment of management, concepts and processes central to political analysis, bureaucratic politics, politics and the manager.
207 Information Technology for Management (4). Focuses on the links between business strategy and information technology, the organizational implications of the technology, and how to successfully incorporate information technology into organizations.
208 Operations Management (4). Introduction to strategic and tactical issues in production and operations management. A blend of quantitative and qualitative considerations. Topics: product planning, process design, capacity management, production planning, inventory control, distribution management, just-in-time manufacturing, quality management. Prerequisites: Management 201A and 201B.
209A Managerial Finance (4). Analysis of main decision areas of financial management. Topics include present value, capital budgeting, risk and return, cost of capital, capital structure, and mergers. Prerequisites: Management 201A, 203A, 204A.
210 Business Strategy (4). Primarily a lecture-case (implemented through discussion) course. Focuses upon the decision-making processes of company managers. Draws upon a wide variety of fields: marketing, finance, production, personnel, organization. Prerequisites: Management 205, 208, 209A.
209B Investments (4). Foundations of investment management. Utility theory, asset pricing theory, factor models, performance assessment, option pricing theory, and mergers. Prerequisite: Management 209A.
214 Entrepreneurship (4). Examines the talents, experience, knowledge, and other resources needed to start a successful growing enterprise. Looks into the way in which businesses are started and the ways that they grow.
220 Organizational Change (4). Processes and technologies for bringing about change in organizations. Emphasis on rapidly growing body of theory, concepts, and techniques dealing with ways in which organizations can become more adaptive and meet challenges of modern society. Prerequisite: Management 202 or consent of instructor.
221 Methods of Organizational Research (4). Development of critical-analytical skills criticizing published research and theory. Necessary skills to design research effectively. Prerequisite: Management 202 or consent of instructor.
224 Seminar in Human Resources Management (4). Basic topics in personnel and human resources management, including personnel systems, underlying assumptions and values expressed by human resources policies, staffing organizations, training and development, and performance appraisal systems. Prerequisites: Management 200, 202.
227 Doctoral Seminar in Organizational Behavior (4). Seminar, three hours. Examines recent research and literature in the field of organizational behavior. Open only to advanced Ph.D. students in organizational behavior and related areas.
228 International Management (4). Examines managerial behavior within a cross-cultural framework. The primary emphasis concerns developing a better understanding of the interrelationship between culture and management in companies around the world. Takes a comparative perspective, looking for similarities and differences across countries. Formerly offered as Management 290.
231A-B-C Financial Reporting Standards (4-4-4). Standards required of public and business organizations when preparing financial reports in accordance with APB, FASB, and SEC rules, and the effects such rules may have on individual organizations or societal sectors. Prerequisites: 231A: Management 203A; 231B: Management 203A and 231A; 231C: Management 203A and 231B.
232 Federal Taxation (4) S. Methods of researching federal laws governing income taxation of individuals and corporations, and provisions for a tax-exempt status. Prerequisite: Management 203A.
233 Financial Auditing (4). Concepts and techniques of organizational auditing as an extension of financial audit methodology. How organizational auditing improves goal attainment by providing reliable information on the effectiveness and efficiency of organizational activities. Public and private organization cases evaluated via organizational auditing. Prerequisite: Management 203A.
234 Financial Statement Analysis (4). How accounting information may be used for financial analysis and decision making. Accounting measures are used to access economic characteristics of business organizations such as profitability and debt repayment ability. Prerequisite: Management 203A.
235 Advanced Managerial Accounting (4). Design of cost information and systems used to plan and control organizational activities; procedures used to account for unit, process, and program costs; cybernetic evaluation of costing procedures; cost estimation, analysis, and accounting via computers. Prerequisites: Management 203A, 203B.
242 Portfolio Management (4). Advanced portfolio decision-making. Topics include index models, portfolio performance measures, bond portfolio management and interest immunization, stock market anomalies and market efficiency. Prerequisites: Management 201B, 209B.
243 Bonds and Fixed Income (4). Shows how to value instruments in the fixed-income market. Includes term structure modeling, bond portfolio dedication, and indexing. Also covers corporate bonds, mortgage-backed securities, and other interest rate derivatives. Prerequisite: Management 209B.
244 Multinational Finance (4). Focuses on financial issues facing multinational corporations, the most important of which is the management of foreign exchange risk. Other topics covered are investments and financing decisions in international capital markets. Prerequisites: Management 201B, 204B, 209A, 209B, or consent of instructor.
245 Financial Institutions (4). Focuses on financial intermediaries, particularly commercial banks. Explains the risks faced by banks in the lending process, off-balance sheet banking, securitization, deposit insurance, bank regulation, and the future of the financial services industry. Prerequisites: 201B, 204B, 209A, 209B.
248 Creating Wealth (4). Explores the creative decisions facing financial managers in the modern corporate environment. Situations studied include making strategic acquisitions, leveraged buyouts, competitive bidding, corporate restructuring, and other methods of shareholder value enhancement. Prerequisite: Management 209B.
249 Derivatives (4). Derivatives are securities, such as futures, forwards, swaps, and options, that are traded in relation to more basic underlying instruments, such as stocks, bonds, commodities, and currencies. Shows how to price derivatives and use them for hedging, speculating, and controlling financial risks. Prerequisites: Management 201B, 204B, 209A, 209B.
251 Consumer Behavior (4). Examines consumer decision making process with emphasis on application of concepts and research findings from behavioral sciences to solution of marketing problems. Includes models of consumer decision making, consumer information processing, theories of attitude and attitude change, attribution theory, mass communication effects, and sociological influences on consumer decision making. Prerequisite: Management 205.
252A Marketing Research (4). Methods of measuring, examining, and predicting factors that affect the marketing process. Various aspects of the research process examined, including problem formulation, research design, data collection methods, sampling, statistical analysis, and methodological considerations. Prerequisites: Management 201A, 205.
253 Seminar in Advertising (4). Addresses the business of advertising. Topics include: media decisions, the creative process, advertising research, industrial advertising, the role of the agency, and advertising campaigns and presentations. Prerequisite: Management 205.
254 Services Marketing (4). Examines how service organizations differ in many important respects from manufacturing businesses, requiring a distinctive approach to marketing strategy, development, and execution. Considers private, public, and not-for-profit service organizations. Prerequisite: Management 205.
255 International Marketing (4). Provides an understanding of the problems and perspectives of marketing across national boundaries, and develops the analytical ability for structuring and controlling marketing programs related to overseas business. Prerequisite: Management 205.
260 Seminar on the Regulatory Process (4). Multidisciplinary investigation of the regulatory process. Topics include analysis of objectives of regulation; legal overview of the process in administrative law; and organizational and historical overviews. Examples include economic and environmental regulation. Formerly Management 286. Same as Social Ecology U254.
262 Managing Nonprofit Organizations (4). Designed for students interested in the management of nonprofit organizations. Examines similarities and differences between for-profit and nonprofit organizations, major management issues specifically associated with nonprofits, and exposes students to career opportunities in the nonprofit sector.
263 Valuing Cultural Diversity (4). Focuses on issues related to managing in a diverse workforce, i.e., gender, ethnicity, age. Students also have an opportunity to examine their own feelings, attitudes, and biases in the context of managing in a global environment.
265 Issues in Financing Health Services (4). The equity and efficiency of government policies to redistribute medical services. Economic justifications for government intervention are discussed together with appropriate taxation and expenditure policies. Specific policies analyzed include Medicare, long-term care, and mandated employer coverage.
266 Economics of Health Care Services (4). The organization and delivery of medical care services in the United States. The performance of this sector is analyzed using microeconomic analysis; the criterion of economic efficiency is used to evaluate both current and proposed public policies.
271 System Analysis and Design (4). Understanding of development process for computer-based information processing systems. Beginning stages of development process, including analysis of current system, definition of new system, documentation of the information requirement, and basic and advanced systems analysis methods and techniques. Prerequisite: Management 207.
274 Database Management Systems (4). Presentation of generalized systems designed to manage the data resources of organizations. Topics include data structures, file processing and access methods, network, hierarchical and relational data models. Hands-on experience with a relational database management system. Prerequisite: Management 207.
275 Strategic Management Information Systems (4). Focuses on the economic and competitive implications of strategic information systems. Topics include the increasing importance of end-user and departmental computing, the rapid pace of change in the telecommunications environment, and the involvement of line managers in the information systems design. Prerequisite: Management 207.
276 Business Telecommunications (4). Modern technologies for computer networking provide new options for the management, acquisition, processing, and dissemination of information. These same technologies also create requirements for new organizational forms, management skills. Provides an overview of computer networking technology. Prerequisite: Management 207.
277 Information Technology, Management, and Organizations (4). Addresses issues arising from the use of information technology in organizations: technological trends and basic economic theory, how information technology transforms firms, role of information technology in determining market structure and firm boundaries, new types of organizational forms, i.e., "networked corporation." Prerequisite: Management 207.
280 Forecasting (4). Basic theory and techniques used to forecast future activities in technological, economic, social, and political arenas. Impact of forecasting on managerial decision making. Prerequisite: Management 201A.
281 Mathematical Programming (4). Formulation, solution, and analysis of linear and nonlinear programming models and network flow models. Applications of these models to analyze complex manufacturing and service systems are included. Software packages and modeling languages such as AMPL are introduced.
282 Stochastic Models (4). Introduction to stochastic modeling, with orientation toward applications of stochastic models to analyze systems under uncertainty. Topics include inventory, queueing, reliability, sequential decision processes, dynamic programming. Prerequisite: Management 201A recommended.
283 Decision Analysis (4). Models of preferences and uncertainty; exercises in creative problem solving. The assessment and use of preference models and subjective probabilities for private, public, and not-for-profit decision making.
284 Simulation (4). Applications of computer models to mimic the behavior of stochastic systems in manufacturing and service industries. Topics include principles and design of simulations, statistical analysis of the output of simulations. Simulation languages and software packages are introduced. Prerequisite: Management 201A.
285 Production and Inventory Management (4). In-depth analysis of production planning and inventory management. Use of mathematical models to develop support systems to manage production and inventory decisions. Topics include facilities design, aggregate production planning, inventory control, operations scheduling, logistics management. Prerequisite: Management 201B.
286 Quality Management (4). A systematic approach to the understanding of the strategic importance of effective quality management. Concepts behind the quality control and assurance methods and total quality management are addressed. Prerequisite: Management 201A.
287 Project Management (4). Examines the fundamental components of project management and its role in the modern corporation. Emphasis is on how to initiate, implement, control, and terminate a project. Use of computer package for project management.
288 Advanced Topics in Operations Management (4). Delves more deeply into topics that are currently influencing advances in practice of operations management in both manufacturing and service industries. Topics include modeling and analysis of manufacturing systems, yield management, and workforce scheduling. Appropriate applications in Southern California included. Prerequisite: consent of instructor.
289 Field Studies in Operations Management (4). Participation in a small group project sponsored by local companies in Southern California. Involves the applications of various concepts taught in operations management and related areas to address real issues faced by the sponsoring companies. Prerequisite: consent of instructor.
290 Special Topic Seminars (2 to 4) F, W, S. Seminar, three hours. Each quarter a number of special topic seminars are offered in the 290 series. These seminars are not sequential and may be repeated for credit providing the topic varies. Examples of possible topics include Communication in Organizations, Power and Authority in Organizations, Health Care Administration, Real Estate Development. May be repeated for credit as topics vary.
291 Legal Environment of Business (4). Nature, historical background, and practical operation of the American legal system and its impact on policy making and administration in large organizations. Constitutional and political relationships which define and limit operation of systems. Formerly Management 280.
292 Business Law (4). Detailed study from a business viewpoint of contract theories, assignments, delegation of duties, third-party beneficiary contracts, defenses to consensual contracts, types of conditions, methods of excusing conditions, remedies, and types of damages. Prerequisite: Management 291. Formerly Management 281.
293 Selected Legal Topics (4). Selected legal issues in formation, operation, and dissolution of corporations, partnerships, and sole proprietorships; emphasis on advantages and disadvantages of each in terms of taxation, finance, obligations to third parties, and operating problems. Formerly Management 282.
294 Special Topic ITM Seminars (2 to 4). Each quarter a number of special topic Information Technology for Management (ITM) seminars are offered in the 294 series. Examples of possible topics include: Supply Chain Management, Database Marketing, Marketing on the Internet. Open to Graduate School of Management students only. May be repeated for credit as topics vary.
295A Managerial Accounting Laboratory (2). Discusses how IT should (and should not) be used to support decision making. In each session the theme is "How can information technology be employed to permit professionals to achieve better decisions in real-world managerial accounting situations?" Corequisite: Management 203B.
295B Principles of Marketing Laboratory (2). Covers emerging trends in marketing information systems, focusing on Geographic Information Systems and Single Source Scanner Data Systems. Students obtain hands-on experience with elading software packages and market databases and learn pertinent concepts and analytical tools. Corequisite: Management 205.
295C Management Science Laboratory (2). Tightly integrated with Management 201B. Provides hands-on experience in setting up spreadsheet models and conducting experiments to aid decision making. Excel built-in tools are covered: Excel-Solver for optimization, Crystal Ball for simulation, and templates for queuing analysis. Corequisite: Management 201B.
295D Operations Management Laboratory (2). Several case studies are addressed using SAP R/3 logistics functionality to illustrate planning, procurement, and assembly functions within a typical production process. Students learn the role of IT in managing a firm's operations. Corequisite: Management 208.
295E Enterprise Modeling Laboratory (4). Using SAP as a frame of reference, familiarizes students with business modeling and system implementation tools. The course is a practicum giving students the opportunity to work with local firms on real problems under the direction of practicing consultants.
297A Doctoral Proseminar (0). Analysis of the central theories and theoretical controversies in the field of management. Examination of the formal education for managerial careers and exploration of issues relating to professional careers in research and scholarship in the field of management. Satisfactory/Unsatisfactory only.
297B Doctoral Seminar in Research Methods (4). Provides a first exposure to some fundamental issues in the conduct of research and development of the domain of knowledge relevant to their fields. Satisfactory/Unsatisfactory only.
297C Doctoral Seminar in Statistical Analysis (4). Emphasizes techniques for the testing of hypotheses derived from organizational theory (or social science theories in general); touches lightly on traditional business statistics used in organizations. Satisfactory/Unsatisfactory only.
297E Doctoral Seminar in Research Methods (4). Provides foundation in research design and methodology. Topics include statistical analysis, philosophy of science, and experimental design. Prerequisites: Management 297A-B-C.
297G University Teaching (4). Designed to prepare students for teaching career; incorporates seminars addressing topics of classroom dynamics, syllabus preparation, teaching techniques; establishes mentor relationship with faculty member in student's teaching area, provides classroom experience and includes option of videotape analysis of teaching style.
298 Consulting Practicum (4). Provides students with an opportunity to put into practice concepts, skills, and tools acquired in other parts of the GSM program. Seminar sessions augment internship experiences with analyses of relevant administrative issues. Satisfactory/Unsatisfactory only. Open only to second-year M.B.A. students.
299 Individual Directed Study (2 to 12). Individual study under the direction of a selected faculty member. Prerequisite: determined by instructor.
Admission to the Executive M.B.A. Program is a prerequisite for enrollment in the following courses.
EP200 Management of Complex Organizations (7). Introduction to the process of managing. Helps students acquire a more global understanding of the managerial task and become acquainted with the tasks and attitudes which are important characteristics of the profession. Designed also to reorient students to the academic environment. Satisfactory/Unsatisfactory only.
EP201A Statistics for Management (5). Methods of statistical inference, emphasizing applications to administrative and management decision problems. Topics: classical estimation and hypothesis testing, regression, correlation, analysis of variance, decision analysis, and forecasting.
EP201B Management Science/Operations Research (5). Introduction to management science tools for aiding managerial decision making with emphasis on model applicability, formulation, and interpretation. Use of computer laboratory's management science software packages. Topics: mathematical programming, stochastic processes, queueing systems, simulation.
EP202 Organizational Behavior for Management (5). Focuses on human behavior in organizations. Topics include motivation and leadership, power and influence, group dynamics and intergroup relations. Applications of job and organizational design, organizational development, and human resources management techniques are examined.
EP203A Financial Accounting for Management (5). Nature and purpose of accounting, principal accounting instruments, and valuation problems. Satisfactory/Unsatisfactory only.
EP203B Managerial Accounting for Management (5). Focuses on the needs of the manager rather than the needs of stockholders and others. Introduces the concepts and tools of internal reporting. Emphasis on use of internal accounting reports and analyses for decision-making.
EP204A Microeconomics for Management (5). Economic analysis of individual decision units. Topics include introduction to demand and supply curves, production functions, cost curves, equilibrium of the firm, perfect competition, monopoly, imperfect competition, demand and supply of inputs.
EP204B Macroeconomics for Management (5). Principal determinants of national income and employment, with emphasis on concepts, tools, and data. Application of classical, Keynesian, and other models of fiscal and monetary policy.
EP205 Principles of Marketing for Management (5). Introduction to the field of marketing. Objectives include developing familiarity with terms, techniques, and institutions in marketing environments, acquainting students with the type of decisions made by marketing managers, and the factors influencing these decisions.
EP206 Government and Public Policy (5). Political analysis as related to management of organizations. Topics include political environment of management, concepts, and processes central to political analysis, bureaucratic politics, politics, and the manager.
EP207 Information Technology for Management (5). Focuses on the links between business strategy and information technology. The organizational implications of the technology, and how to successfully incorporate information technology into organizations.
EP209A Managerial Finance (5). Analysis of main decision areas of financial management. Topics include present value, capital budgeting, capital market efficiency, risk and return, long-term financing alternatives, cost of capital, capital structure, and mergers.
EP209B Investments (5). Foundations of investment management. Utility and asset pricing theory, factor models, performance assessment, option pricing theory and mergers.
EP210 Business Strategy (5). Primarily a lecture-case study (implemented through discussion) course. Focuses upon the decision-making processes of company managers. Draws upon a wide variety of fields: marketing, finance, production, personnel, organization.
EP290A-H Special Topics (2 to 5). May be repeated for credit as topic varies.
EP295 Global Business (8). Emphasizes and reinforces international perspectives contained in the Executive M.B.A. program curriculum by providing a week-long intensive seminar abroad in the second year. Scholars and business people from the host country instruct students in specially designed class sessions and company visits. Satisfactory/Unsatisfactory only.
EP299 Individual Study (1 to 8). Individual study under the direction of a selected faculty member. May be repeated for credit as topics vary.
Admission to the Health Care Executive M.B.A. Program is a prerequisite for enrollment in the following courses.
HC200 Management of Complex Organizations (7). Introduction to the process of managing in health care organizations. Helps students acquire a more global understanding of the managerial task and become acquainted with the tasks and attitudes which are important characteristics of the profession. Designed also to reorient students to the academic environment. Satisfactory/Unsatisfactory only.
HC201A Statistics for Management (5). Methods of statistical inference, emphasizing applications to administrative and management health care decision problems. Topics: classical estimation and hypothesis testing, regression, correlation, analysis of variance, decision analysis, and forecasting.
HC201B Management Science/Operations Management (5). Introduction to management science tools for aiding health care managerial decision making, with emphasis on model applicability, formulation, and interpretation. Use of computer laboratory's management science software packages. Topics: mathematical programming, stochastic processes, queueing systems, simulation.
HC202 Organizational Behavior for Management (5). Focuses on human behavior in health care organizations. Topics include motivation and leadership, power and influence, group dynamics and intergroup relations. Applications of job and organizational design, organizational development, and human resources management techniques are examined.
HC203A Financial Accounting for Management (3.7). Nature and purpose of accounting, principal accounting instruments, and valuation problems as they apply to health care organizations.
HC203B Managerial Accounting for Management (3.8). Focuses on the needs of the manager rather than the needs of stockholders and others in a health care organization. Introduces the concepts and tools of internal reporting. Emphasis on use of internal accounting reports and analyses for decision-making.
HC204A Microeconomics for Management (5). Economic analysis of individual decision units in health care organizations. Topics include introduction to demand and supply curves, production functions, cost curves, equilibrium of the firm, perfect competition, monopoly, imperfect competition, demand and supply of inputs.
HC204B Macroeconomics for Management (2.5). Principal determinants of national income and employment, with emphasis on concepts, tools, and data. Application of classical, Keynesian, and other models to fiscal and monetary policy as they relate to health care organizations.
HC205 Principles of Marketing for Management (5). Introduction to the field of health care marketing. Objectives include developing familiarity with terms, techniques, and institutions in marketing environments, acquainting students with the type of decisions made by marketing managers, and the factors influencing these decisions.
HC206 Government and Public Policy (2.5). Political analysis as related to management of health care organizations. Topics include political environment of management, concepts, and processes central to political analysis, bureaucratic politics, politics, and the manager.
HC207 Information Technology for Management (5). Focuses on the links between business strategy and information technology. The organizational implications of the technology, and how to successfully incorporate information technology into organizations.
HC209A Managerial Finance (5). Analysis of main decision areas of financial management in health care organizations. Topics include present value, capital budgeting, capital market efficiency, risk and return, long-term financing alternatives, cost of capital, capital structure, dividend policy, and mergers.
HC209B Investments (2.5). Foundations of investment management. Utility and asset pricing theory, factor models, performance assessment, option pricing theory, and mergers.
HC210 Business Strategy (5). Primarily a lecture-case (implemented through discussion) course. Focuses upon the decision-making processes of health care managers. Draws upon a wide variety of fields: marketing, finance, production, personnel, organization.
HC290 Special Topics (2 to 5). May be repeated for credit as topic varies.
HC295 Federal Policy in Health Care (7). National/international one-week residential course. Exploring political analysis as related to management of health care organizations. Topics include political environment of management, concepts, and processes central to political analysis, bureaucratic politics, politics, and the manager. Satisfactory/Unsatisfactory only.
HC296 Executive Leadership (7). Focuses on the conceptual, practical, and personal dimensions of executive leadership in health care. Past and current leadership theories are addressed. Individual personal assessment and diagnosis.
HC299 Individual Study (1 to 8). Individual study under the direction of a selected faculty member. May be repeated for credit as topics vary.
Admission to the Fully Employed M.B.A. Program is a prerequisite for enrollment in the following courses.
FE201A Statistics for Management (4). Methods of statistical inference, emphasizing applications to administrative and management decision problems. Topics: classical estimation and hypothesis testing, regression, correlation, analysis of variance, decision analysis, and forecasting.
FE201B Management Science for Management (4). Introduction to management science tools for aiding managerial decision making with emphasis on model applicability, formulation, and interpretation. Use of computer laboratory's management science software packages. Topics: mathematical programming, stochastic processes, queueing systems, simulation.
FE202 Organizational Behavior for Management (4). Focuses on human behavior in organizations. Topics include motivation and leadership, power and influence, group dynamics and intergroup relations. Applications of job and organizational design, organizational development, and human resources management techniques are examined.
FE203A Financial Accounting for Management (4). Nature and purpose of accounting, principal accounting instruments, and valuation problems.
FE203B Managerial Accounting for Management (4). Focuses on the needs of the manager rather than the needs of stockholders and others. Introduces the concepts and tools of internal reporting. Emphasis on use of internal accounting reports and analyses for decision-making.
FE204A Microeconomics for Management (4). Economic analysis of individual decision units. Topics include introduction to demand and supply curves, production functions, cost curves, equilibrium of the firm, perfect competition, monopoly, imperfect competition, demand and supply of inputs.
FE204B Macroeconomics for Management (4). Principal determinants of national income and employment, with emphasis on concepts, tools, and data. Application of classical, Keynesian, and other models to fiscal and monetary policy.
FE205A Principles of Marketing for Management (4). Introduction to the field of marketing. Objectives include developing familiarity with terms, techniques, and institutions in marketing environments, acquainting students with the type of decisions made by marketing managers, and the factors influencing these decisions.
FE206 Government and Public Policy (4). Political analysis as related to management of organizations. Topics include political environment of management, concepts, and processes central to political analysis, bureaucratic politics, politics, and the manager.
FE207 Information Technology for Management (4). Focuses on the links between business strategy and information technology. The organizational implications of the technology, and how to successfully incorporate information technology into organizations.
FE208 Operations Management (4). Introduction to strategic and tactical issues in production and operations management. A blend of quantitative and qualitative considerations. Topics: product planning, process design, capacity management, production planning, inventory control, distribution management, just-in-time manufacturing, quality management.
FE209A Managerial Finance (4). Analysis of main decision areas of financial management. Topics include present value, capital budgeting, capital market efficiency, risk and return, long-term financing alternatives, cost of capital, capital structure, and mergers.
FE210 Business Strategy (4). Primarily a lecture-case (implemented through discussion) course. Focuses upon the decision-making processes of company managers. Draws upon a wide variety of fields: marketing, finance, production, personnel, organization.
FE290A-H Special Topics (2 to 5). May be repeated for credit as topic varies.
FE295 Global Business (8). Emphasizes and reinforces international perspectives contained in the FEMBA curriculum by providing a week-long intensive seminar abroad in the second year. Scholars and business people from the host country instruct FEMBA students in specially designed class sessions and company visits. Satisfactory/Unsatisfactory only.
FE296 Executive Leadership (6). Focuses on the conceptual, practical, and personal dimensions of executive leadership. Past and current leadership theories are addressed. Individual personal assessment and diagnosis. Satisfactory/Unsatisfactory only.
FE299 Individual Directed Study (1 to 8). Individual study under the direction of a selected faculty member.
