THE PAUL MERAGE SCHOOL OF BUSINESS

Courses in Management

UNDERGRADUATE

5 Managing in Contemporary Organizations (4). 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.

6 Introduction to Business (4). Introduction to the study of modern business enterprise, including a broad exposure to areas of study, vocabulary, and careers. Exposure to faculty from the area of Marketing, IS, Economics, Accounting, Finance, Operations and Decision Technologies, and Organization and Strategy.

7 Statistics for Business Decision Making (4). Basics of data analysis and the fundamental notion of statistical inference emphasizing applications to administrative and management decision problems. Classical estimation and hypotheses testing, regression, correlation, analysis of variance, nonparametric methods and statistical probability. Only one course from Management 7, Biological Sciences 7, or Mathematics 7/Statistics 7 may be taken for credit. No credit for Management 7 if taken after Mathematics 67. (V)

10 Business and Management in the World Today (4). Accounting scandals, e-commerce, and globalization are only a few examples that show the profound impact of business practices on individuals and on society at large. Provides students with a broad overview of business functions and management practices.

30A Principles of Accounting I (4). First in a series of two introductory-level courses in accounting theory and practice. Emphasis on financial accounting concepts including the corporate financial statements, their content and interpretation, and the impact of financial transactions upon them.

30B Principles of Accounting II (4). Second in a two-course series. Continuation of financial accounting concepts and introduction of managerial accounting concepts. Managerial accounting topics include product costing and decision making. Prerequisite: Management 30A.

101 Management Science (4). Concepts and methods of management science, which applies mathematical modeling and analysis to management problems. Topics include linear and integer programming, project scheduling, inventory management, queuing analysis, decision analysis, and simulation. Prerequisite: Management 7. Formerly Management 183.

102 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. Prerequisite: Management 5 is recommended. Formerly Management 181.

105 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. Formerly Management 187.

107 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), application of IT to business, and design and implementation of IT. Formerly Management 188.

109 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: Mathematics 2B and Management 30A. Formerly Management 186.

110 Strategic Management (4). Addresses management of the entire business. Role of the general manager in organizations, industry analysis, core competencies, growth through vertical integration, innovation, acquisition and diversification, globalization, strategy implementation and the ethical and moral responsibilities of a manager. Prerequisites: Management 102, 105, and 109.

119 Global Strategies (4). Examines the phenomena of technology and globalization and the impact on global business strategy. Macro approach considers the implications for the development of flexible yet focused business strategy and the creative and agile execution of policies. Class discussions are stimulated by case analyses. Prerequisite: Management 102.

121 Global Collaboration (4). Working in collaborations requires skills in cross-cultural communication, technology use, and dynamic planning and design. Understanding of the components that comprise global collaborations, including learning to identify key factors that influence performance. Prerequisite: Management 102.

122 Communication in Organizations (4). Addressing communication at three levels—interpersonal, group/meeting, and organizational. Dealing with conflict, interpersonal problems, being effective in meetings, and getting your message heard. Experiential course. Prerequisite: Management 102.

123 Critical Thinking and Creativity in Organizational Problem Solving (4). Learn about your own thinking process; develop the ability to think both logically and creatively and to understand how emotions affect your thinking. Class sessions involve discussion and experiential exercises. Business problems and issues are used for discussion and exercises. Prerequisite: Management 102.

125 Negotiations (4). Negotiating well is a skill. The objective is to assist students in developing an understanding of different theoretical perspectives. Exploration of feelings and beliefs about negotiation, negotiation skills, and putting theory into action by practicing new negotiation skills. Prerequisite: Management 102.

128 International Management (4). Impact of different cultures and political/economic systems on assumptions, expectations, and organizational practices relevant to conducting business in different national settings. Understanding of the challenges of cross-national management and resources utilized to work and conduct business outside the United States. Prerequisite: Management 102.

129 Leadership (4). Challenges facing today's leaders. Case analyses, free-form discussion, and written assignments designed to develop critical thinking skills. Experiential exercises encourage students to develop their ability to risk innovation, foster collaboration, manage conflict, and value diversity. Prerequisite: Management 102.

131A Intermediate Accounting I (4). First in a series of two intermediate-level courses in financial accounting theory and practice. Concepts include valuation and reporting of current and long-term assets, current liabilities and contingencies, and revenue recognition issues. Prerequisites: Management 30A and 30B.

131B Intermediate Accounting II (4). Second in a two-course series. Topics include the recognition and valuation of long-term liabilities, accounting for stockholders' equity, and the Statement of Cash Flows. Prerequisite: Management 131A.

132 Individual Taxation (4). Fundamentals of federal income taxation pertaining to individuals. Topics include income, deductions, credits, property transactions, and the impact of taxes on business and investment decisions. Prerequisite: Management 30B.

132B Special Topics in Taxation (4). Taxation topics of particular interest to undergraduate students. Content may vary each quarter depending on the interests of the instructors and the students. Prerequisite: Management 132. May be repeated for credit as topics vary. Formerly Management 134.

133 Corporate and Partnership Taxation (4). A study of the federal income taxation of partnerships and corporations, including subchapter S corporations. Emphasis on the tax issues associated with formation, operation, and termination of these entities. Prerequisite: Management 132.

135 International Accounting (4). Introduces the international dimensions of financial statement analysis; examines differences in measurement and disclosure practices that exist internationally, the reasons for these differences, their resultant financial statement effects, and methods that analysts and financial mangers can use to deal with such differences. Prerequisites: Management 30A and 30B.

136 Accounting Information Systems and Spreadsheets (4). Fundamentals of accounting information systems including internal controls and transaction processing cycles. Development of efficient spreadsheets as applied to financial and managerial accounting concepts. Prerequisite: Management 30B.

137 Advanced Accounting (4). Accounting theory and practice with emphasis on business combinations, consolidated financial statements, foreign exchange transactions, and governmental and nonprofit organizations. Prerequisite: Management 131B.

138 Auditing (4). An introduction to auditing practice with emphasis on the verification of financial statements and related information. Topics include professional ethics, assessment of audit risk, study and evaluation of internal control, gathering and evaluating audit evidence, and audit reporting. Prerequisite: Management 131B.

141 Investments (4). Foundations of investment management. Theory and empirical evidence related to portfolio theory, market efficiency, asset pricing models, factor models, and option pricing theory. Students are expected to combine market research results and electronic information sources to create optimal investment strategies. Prerequisite: Management 109.

144 Multinational Finances (4). Focuses on financial issues facing multinational corporations, the most important of which is the management of foreign exchange risk. Introduction to investments and financing decisions in international capital markets. Prerequisites: Management 109, Economics 20A-B.

147 Case Studies in Corporate Finance (4). A case study course using the principles of financial value creation for optimum performance. Introduction to venture capital, IPOs, real options, mergers and acquisition, stock buybacks, dividends, and recapitalizations. Prerequisite: Management 109.

149 Derivatives (4). Introduction to options, futures, and other derivatives. First covers forward, futures, and swaps, and then examines the pricing of options. Applications of these instruments are emphasized. Prerequisite: Management 109.

150 Consumer Behavior (4). Application of the behavioral sciences to understanding buyer behavior. Topics include perception, memory, affect, learning, persuasion, motivation, behavioral decision theory, social and cultural influences, and managerial implications. Prerequisite: Management 105.

151 Marketing Research (4). Research to aid managerial decisions for products and services; problem formulation, research design, data collection, sampling, statistical analyses, managerial recommendations, and implementation in several real-world settings. Prerequisite: Management 105.

152 New Product Development (4). Identifying markets, developing product ideas, measuring consumer preferences, positioning and designing products, and forecasting their sales. Hands-on experience with software to conduct various analyses useful in new product development, such as cluster analysis, factor analysis, and conjoint analysis. Prerequisite: Management 105.

153 Integrated Marketing Communication (4). Management of the communication aspect of marketing strategy. Emphasis on emotional experiences, persuasive appeals, sales promotion, public relations, and direct marketing. Topics include setting communications objectives and budgets, media selection, creative strategy, and sales promotion techniques. Prerequisite: Management 101.

154 International Marketing (4). Students are exposed to the challenges and opportunities facing marketers in the international marketplace. Special attention is given to the management of cultural differences in product development, distribution systems, pricing, and promotion. Prerequisite: Management 105.

155 Brand Management (4). Introduction to issues in planning, implementing, and evaluating brand strategies, relevant theories, models, and tools for the making of brand decisions; application of these principles. Prerequisite: Management 105.

157 Marketing on the Internet (4). Recent developments in interactive technologies indicate that "marketing on the Internet" is becoming a serious business activity, with exponential growth. How to do marketing on the Internet and to identify the key issues pertaining to the marketing process. Prerequisite: Management 105.

158 Micromarketing (4). Develop marketing plans for specific retail locations and neighborhoods based on past purchases and demographics. Retail site selection, product category management, promotion management, shelf space allocation, targeted advertising. Hands-on experience with Retail Sales Analysis and Geographic Information Systems software. Prerequisite: Management 105.

159 Design Management (4). Design of products and services, particularly in consumer- and technology-oriented industries where design is viewed as a strategic resource. User-oriented design, design as a strategic tool, the role of design aesthetics, and the management of design. Prerequisite: Management 105.

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.

161 Managing the Business Cycle for Competitive Advantage (4). Countercyclical strategies and tactics that can be implemented over the course of the business cycle in areas ranging from marketing, human resource management, and production to M&A activity and acquisitions/divestitures. Forecasting methods, tools and business cycle dynamics. Prerequisites: Economics 20A-B.

162 Managing Nonprofits (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.

163 Parsing the China Price (4). Examines the ability of Chinese manufacturers to produce at substantially lower costs. Elements include low wage costs, lax environmental and safety regulations, economies of scope and scale driven by geographical considerations, counterfeiting and piracy, subsidies, and protectionism. Prerequisites: Economics 20A-B.

164 Human Resources and Public Policy (4). Examines the government's growing influence on the workplace and the impact of public policy on the management of human resources. Examples include policies pertaining to wages, hours, and family/medical leave; and labor/management relations and collective bargaining policies. Prerequisites: Economics 20A-B.

168 Economics of Strategy (4). Applies key concepts of game theory to the analysis of the strategic behavior of profit-maximizing firms. Simultaneous move games, sequential games, credibility and commitment, repeated games, pure and mixed strategies, signaling, and screening. Lecture and problem sets. Groups projects. Prerequisites: Economics 20A-B.

169 Applied Econometrics for Business (4). Bridge between an introductory statistics course and a course in econometrics. Oriented toward the ways in which economists use data to motivate and test economic theories. How to locate economics data, analyze, and appropriately interpret these data. Prerequisites: Economics 20A-B.

170 Technologies for Business (4). Introductory course that includes hands-on exposure to powerful, high-level tools for using computers in business situations more effectively. Next-generation graphical user interfaces, Internet applications, client/server technology, information security, and wireless. Prerequisite: Management 107.

173 Business Intelligence (BI) for Analytical Decisions (4). BI from both managerial and technical perspectives. Strategic role of BI. Software tools coupled with case studies are used to show how leading companies are using BI technologies to turn complex data into business decisions. Prerequisite: Management 107.

174 Database Management and Applications (4). Query, manipulate, and understand data and learn about leading edge applications for databases. Database fundamentals including entity relationship design, creating database tables, normalization, and data querying. Contemporary applications of databases using case studies. Applications include data warehousing, data mining. Prerequisite: Management 107.

175 Information Technology (IT) and Strategy (4). Strategic and competitive uses of IT and the Internet. Globalization and firm competition; alignment of IT with business strategy; business value of IT; business transformation with IT; implications of offshoring and outsourcing; strategy and IT in the Internet era. Prerequisite: Management 107.

178 Management of Information Technology (4). Analysis and design of business information systems and IT project management. Various phases of software development life cycle are examined from identification and selection of projects to rapid prototyping to training and maintenance. Automated tools for software development and project management. Prerequisite: Management 107.

179 Business Data Communications and Security (4). Analysis, technology integration, and technology choices involved with deploying, managing, and securing effective data communications systems, local area networks, Internet, intranet, and wide area networks. Fundamental concepts, as well as new enabling technologies that can provide a strategic advantage to firms. Prerequisite: Management 107.

180 Business Forecasting (4). Forecasts are critical inputs into the wide range of business decision making. Users include accountants, financial experts, human resource managers, production managers, and marketing people. Methodologies used to support business decision making. Computer-oriented approach. Prerequisite: Management 101.

182 Supply Chain Management (4). Flows of materials and information among all of the firms that contribute to a product or service. Forecasting, demand management, logistical networks, inventory management, supplier contracting, sourcing, information technology, flexibility, globalization, and performance management. Prerequisite: Management 101.

184 Optimization in Management (4). Firms attempt to maximize profit or minimize cost. Linear, integer, and nonlinear programming models in functional areas of business such as finance, marketing, and operations. Solutions via computer and the interpretation of output in a managerially significant way. Prerequisite: Management 101.

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.

189 Operations Management (4). Managing the productive resources, from which raw materials as inputs are being transformed into useful outputs of final products and services. Explanation of issues pertaining to both manufacturing and services-oriented systems. Prerequisite: Management 101.

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.

191 Business Communication (2). Effective professional communication in a business environment. Students practice what they learn with oral presentations and written assignments that model actual business cases.

192 Business Law (4). A study of the legal environment of business. Topics include contracts, agency, partnerships, corporations, and other basic principles of law as they relate to business transactions. Formerly Management 139.

193 The Ethical Environment of Business (4). The political, social, and ethical environment of business. Topics include the historical development of American business, competitiveness problems, corporate social responsibility, corporate governance, and government regulation of business.

194 Financial Statement Analysis (4). Study of financial statements and their related footnotes; tools and procedures common to financial statement analysis; the relationships among business transactions, environmental forces (political, economic, social), and reported financial statement information; how financial statement information can help solve certain business problems. Prerequisites: Management 30A and 30B.

195 Strategic Cost Management and Management Control (4). Study of cost management to strengthen an organization's strategic position; preparation and use of relevant information for management decision making; management control systems design and performance evaluation. Prerequisites: Management 30A and 30B.

196 Decision Analysis (4). Making good decisions fast is important in a world where information is ubiquitous and technologies change at an incredible pace. Conceptual framework and information technology tools to approach these situations with clarity and confidence and improve both professional and personal decision-making skills. Prerequisite: Management 101.

197 Probability Models in Management (4). Probability models that characterize random phenomena in real-world applications. Applications of these probability models to business disciplines including operations management and finance. Discrete-time Markov chains, Poisson processes, birth and death processes, queuing models, and random walk. Prerequisite: Management 101.

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.

FULL-TIME M.B.A. PROGRAM

MBA200 Management of Complex Organizations (4). An introduction to management. In learning about the job of the manager, students examine some of the basic concepts of strategic and organizational management, including competitive analysis, corporate strategy, organizational design, and techniques for improving organizational effectiveness. Satisfactory/Unsatisfactory only.

MBA201A 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.

MBA201B Management Science (2). An introduction to computer-based models for decision making. Topics include optimization (linear programming, integer programming, network flow models) and computer simulation. Uses spreadsheets extensively, including Excel built-in and add-in packages.

MBA202 Organizational Analysis for Management (4). Develops a better understanding of the causes and consequences of individual and group behavior, and the frameworks by which to analyze and understand complex organizations; and enhances the skills required to manage and lead an organization.

MBA203A Financial Accounting for Management (4). Nature and purpose of accounting, principal accounting instruments, and valuation problems.

MBA203B 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 MBA203A.

MBA204A Microeconomics for Management (4). Provides basic tools for analyzing economic decisions of consumers and firms, the determinants and consequences of market structure and market failure. Topics include demand and supply analysis, production and cost theory, perfect competition, monopoly, and introductory game theory.

MBA204B Macroeconomics for Management (4). Use of macroeconomic analysis to strategically manage the business cycle within the context of all major functional and strategic areas of the firm. Emphasis on a mastery of economic indicators and forecasting tools and application of macroeconomic analysis for strategic/tactical planning. Prerequisite: Management MBA204A.

MBA205 Marketing Management (4). Introduction to the field of marketing. Objectives include: developing familiarity with terms, techniques, and institutions in the marketing environment; acquainting students with the type of decisions made by marketing managers regarding product, pricing, distribution, promotion, and research.

MBA206 Business and Government (4). Introduces students to the many non-market issues that affect today's managers, such as: environment protection, health and safety, intellectual property protection, antitrust, and lobbying. Takes an interdisciplinary approach using economics, political science, public policy and law.

MBA207 Information Technology for Management (4). Focuses on the technological and managerial issues surrounding the development and use of IT in organizations. Examines role of technology in organizations, how technology can be used to execute an organization's business strategy, and to enable new, innovative business strategies.

MBA208 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.

MBA209A Managerial Finance (4). Introduces students to financial theory and concepts. The main topics covered are time value of money, valuation of stocks and bonds, capital budgeting, portfolio theory, capital structure choice. Prerequisites: Management MBA201A, MBA203A, MBA204A.

MBA210 Business Strategy (4). The study of the functions and responsibilities of senior management and the decisions that determine the direction of the organization and shape its future. Methods include application of concepts, frameworks, and analytical techniques to the strategic issues which real-world companies face. Prerequisites: Management MBA202, MBA205, MBA209A.

ELECTIVES

MBA209B Investments (4). Foundations of investment management. Theory and empirical evidence related to portfolio theory, market efficiency, asset pricing models, factor models, and option pricing theory. Students are expected to combine market research results and electronic information sources to create optimal investment strategies. Prerequisite: Management MBA209A.

MBA211 M.B.A. Proseminar (0). Provides students in the Merage School full-time M.B.A. program with information and practical skills for success in the program and for business career planning.

MBA213 New Venture Management: A Course in Entrepreneurship (4). Focuses on survival and growth of new ventures. Methods include analysis of live cases, guest speakers, discussion, and field projects with contemporary entrepreneurs to learn about successful new venture management and surviving the liabilities of newness. Prerequisites: Management MBA202 and MBA205.

MBA214 Entrepreneurship: Planning the New Venture (4). Project course in which student teams develop a business plan to launch a new venture. The final business plan is presented to a panel of private investors, venture capitalists, entrepreneurs, experienced executives, and faculty. Prerequisites: Management MBA202, MBA205, MBA210.

MBA215 Global Competitive Strategy (4). Examines the challenges and opportunities for international business focusing on how and why companies go global, global industry structure and competition, international market development and market entry, and the management of international business risks. Extensive use of cases and discussions. Prerequisites: Management MBA202, MBA205, MBA210.

MBA216 Management of High-Technology Companies (4). Focuses on the unique array of managerial problems that derive from operating in high-velocity, high-change environments. Methods include rigorous case analyses, readings, and visiting experts to enhance knowledge.

MBA217 Management Consulting (4). Designed to provide a practical introduction to consulting by addressing organizational and business diagnostics, the roles played by consultants in changing business processes, client relations, markets for consulting services, the economic of the consulting business.

MBA218 Business Dynamics (4). Addresses how managers can successfully face the continuous challenges to their survival in a time-efficient, strategically sound manner. Builds on the core strategy course by tackling an extended range of strategic responses to dynamic and competitive environments. Prerequisites: Management MBA200, MBA202, MBA210.

MBA220 Organizational Change (4). Focuses in the implementation of change. Focus is on identifying the features of successful change in organizations of varying sizes and configurations, with an emphasis on the reasons why individuals resist or embrace change. Prerequisites: Management MBA200, MBA202.

MBA224 Strategic Human Resources Management (4). Focuses on managing human resources, with an emphasis on how firms' human resources system choices match various organizational strategies and contribute to firm performance. Topics include the design of staffing, training and development, performance appraisal, and rewards systems. Prerequisite: Management MBA200.

MBA225 Negotiations (4). Using a combination of theory and practice via negotiation simulations, students expand their repertoire of negotiating skills and develop their ability to analyze different negotiation situations and contexts. Prerequisites: Management MBA200, MBA202.

MBA228 International Management (4). Introduction to the effects of different national cultures and political/economic systems on the assumptions, expectations, organizational practices, and organizational forms relevant to cross-national organizational work. Prerequisites: Management MBA200, MBA202.

MBA229 Leadership Strategies (4). Examines various theories and functions of leadership, situational context, use and abuse of power, the role of character and values, and leadership strategies. Using cases and real life experiences, students develop their own capabilities for the exercise of leadership. Prerequisites: Management MBA200, MBA202.

MBA231A Financial Statement Analysis and Reporting I (4). Develops an initial set of skills essential to using financial statements for business analysis by examining earnings management, revenue recognition, the reporting of assets, and how financial reporting is related to the business environment and managerial incentives. Prerequisite: Management MBA203A.

MBA231B Financial Statement Analysis and Reporting II (4). Extends financial statement analysis to the reporting of liabilities and stockholders' equity and their interaction with managerial incentives and the business environment. Useful to anyone with interests in equity, business, or financial analysis, investment and commercial banking, accounting, consulting. Prerequisite: Management MBA231A.

MBA234 Financial Statement Analysis (4). Designed to prepare the student to interpret and analyze financial statements effectively. The emphasis is on assisting the student (the investor, the banker, the shareholder, the company's CEO or CFO) in investment and credit-granting decisions. Prerequisite: Management MBA203A.

MBA242 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 MBA201B, MBA209B.

MBA243 Bonds and Fixed Income (4). During the past decade, there has been a tremendous amount of innovation in the design and use of debt securities. Focuses on techniques and methodologies for valuing different types of debt as well as their uses. Prerequisite: Management MBA209B.

MBA244 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 MBA201B, MBA204B, MBA209A, MBA209B, or consent of instructor.

MBA245 Financial Institutions (4). Focuses on financial intermediaries such as banking and brokerage. Explains the risks faced by institutions and the integration through electronic markets. Covers issues such as online trading, global capital markets, securitization, deposit insurance, and bank regulations. Prerequisite: Management MBA209B.

MBA246A Introduction to the Real Estate Process (4). Introductory survey course providing an understanding of the real estate market. Topics include real estate economics, valuation, feasibility, investment, tax considerations, financing, development and corporate real estate asset management. Hands-on lectures, with guest lectures by real estate professionals.

MBA246C Real Estate Capital Markets (4). Understanding the four sectors of real estate capital markets: public debt, private debt, public equity, private equity; fundamental drivers of real estate investment, key players, investment types drive capital solutions, underwriting strategies and vehicle structuring, debts vs. equity source characteristics and implications for returns.

MBA246D The Real Estate Development Process (4). Nature and composition of development community and development process. Emphasis on role of conflicting interests, values and goals, and market uncertainty. Special attention paid to deal structuring and risk management. Lectures, guest lectures, team projects evaluating actual development project.

MBA246E Mortgage-Backed Securities and Structured Debt (4). Theory and operation of the mortgage-backed securities market. Historical introduction, technical analysis, examination of operations of residential/commercial mortgage-backed securities markets (RMBS, CMBS), evaluations of the "buy side," mezzanine financing, CDOs, related vehicles. Guest lecturers from industry supplement lectures.

MBA246F Seminar in Management of the Real Estate Enterprise (4). Beyond "The Deal" to management of the real estate enterprise itself. Explores aspects of decision-making focused upon strategic objectives: goal setting, legal/tax structures, family-owned firms, going public, corporate ethics, capital structure, diversification, core competencies, technology. Guest professionals.

MBA248 Creating Wealth (4). A case study course using the principles of financial value creation for optimum performance. Specific topics include venture capital, IPOs, real options, mergers and acquisitions, stock buybacks, dividends, and recapitalizations. Prerequisite: Management MBA209B.

MBA249 Derivatives (4). Studies options, futures, and other derivatives. The first part covers forward, futures, and swaps. The second part examines the pricing of options. Applications of these instruments are emphasized. Prerequisite: Management MBA209B.

MBA250 Consumer Behavior (4). Examines consumer decision-making process with emphasis on application of concepts and research findings from behavioral sciences for solution of marketing problems. Includes models of consumer decision making, information processing theories, and sociological influences on consumer decision making. Prerequisite: Management MBA205.

MBA251A Marketing Research (4). Covers conducting marketing research to generate customer insights that will drive sales, market share, and profitability and/or realize other quantitative objectives. Discusses problem formulation, data collection, statistical analyses, formulating managerial recommendations, and implementation. Prerequisite: Management MBA205.

MBA252A Advertising and Communications Management (4). Covers integrated marketing communications which includes advertising, sales promotions, public relations, and direct mail. Topics include elements of a communications plan, marketing research including copy testing and tracking, creating brand value, media strategies, and measuring return on investment. Prerequisite: Management MBA205.

MBA252D New Product Development (4). Designed to introduce the new product development process and techniques to identify markets, develop new product ideas, measure consumer preferences, position and design new products, as well as test them prior to launch. Analytical thinking and techniques are emphasized. Prerequisite: Management MBA205.

MBA254 International Marketing (4). Provides an understanding of the problems and perspectives of marketing across national boundaries, and develops analytical abilities for structuring and controlling marketing programs related to overseas businesses. Financial, legal, and cultural barriers to international marketing are emphasized. Prerequisite: Management MBA205.

MBA255 Database Marketing (4). Database marketing leverages information technology, together with established analytical methodologies, to facilitate highly targeted marketing. Students learn about database marketers' general strategies and objectives, their analytical methods, and the technologies they employ. Prerequisite: Management MBA205.

MBA257 Marketing on the Internet (4). Examines impact of the Internet on traditional methods of doing marketing. Explores existing and future uses of the Internet for the marketing of goods and services. Considers utility of the Internet as a "tool" for marketing to increase effectiveness, efficiency, competitiveness. Prerequisite: Management MBA205.

MBA258 Marketing Strategies for High Technology (4). Framework and tools for managing technology-intensive businesses. Product and pricing policies; network externalities; compatibility concerns; systems competition; technological and market uncertainty; technology licensing strategies; contracting in high-tech markets; product line design; product bundling strategies; usage-based pricing; pricing of networks. Prerequisite: Management MBA205.

MBA259 Strategic Brand Management (4). Increases student understanding of important issues in planning, implementing, and evaluating brand strategies; provides relevant theories, models, and tools for making brand decisions; and enables students to apply these principles in a computer simulation of brand management. Prerequisite: Management MBA205.

MBA262 Managing Nonprofits (4). Focuses on the similarities and differences between for-profit and nonprofit organizations, with emphasis on the management of nonprofits. Topics include: marketing, fundraising, staffing, management/director relationships, use of volunteers, and emerging career opportunities.

MBA264 U.S. Health Policy (4). Provides an overview of U.S. health policy with a particular emphasis on current policy developments and debates. Students are introduced to the basic tools of policy analysis and apply them to health policy issues.

MBA266 Economics of Health Care Services (4). Uses microeconomics to study the organization, financing, and delivery of medical care in the U.S. The economic criteria of efficiency and equity are used to evaluate the performance of health care markets, government programs, and public policies. Prerequisite: Management MBA204A.

MBA267 Understanding Managed Care (4). Covers all aspects of the "managed care revolution," emphasizing the latest development and future trends. Topics include market competition and organizational strategy, the changing role of providers, integrated delivery systems, quality management, and the impact of new technologies.

MBA268 Economics of Strategy (4). Uses game theory to analyze and inform strategic decision making. Applications include strategic pricing and investment decisions, with an emphasis on technology and information-based industries. Concepts are presented via simulation exercises, case studies, and outside speakers. Prerequisite: Management MBA204A.

MBA272 Critical IT Decisions for Business Executives (4). Develops frameworks to help business executives make critical IT decisions. Examples include how much to invest in IT, determining management practices to maximize return on IT investment, sourcing strategies for IT and business process outsourcing, strategies for digital environments. Prerequisite: Management MBA207.

MBA274 Database Management and Applications (4). Examines contemporary business applications of databases including CRM, segmentation, data-warehousing, data-mining, and business intelligence. Also covers the database design process with a focus on enabling business decision making including capturing the linkages among data, querying, and data administration. Prerequisite: Management MBA207.

MBA275 Strategic Information Systems (4). Focuses on the strategic and competitive implications of IT, the Internet, and e-business for firms, industries, and countries. Topics include: globalization; IT alignment with business strategy; value of IT; business transformation; national IT policy; strategy and IT in the network era. Prerequisite: Management MBA207.

MBA276 Networks and Telecommunications (4). Designed to provide students with a better understanding of the fundamentals of networking technologies and their applications. Covers TCP/IP and OSI standards, networking concepts, Intranet/Internet topologies, communication protocols, and an overview of the applications that use them to operate.

MBA277 Managing Electronic Business (4). Helps managers to understand the key issues of doing business in the information age. Studies how existing business processes can be made more efficient. Examines strategies, business models, electronic markets, e-supply chains, business-technology integration, new trends, and real-world cases.

MBA278 Information Systems Project Management (4). Concentrates on project management techniques in the context of information systems projects: organizing, planning, budgeting, scheduling, management, leadership, and control. Special emphasis is placed on issues of system implementation and management of organizational change. Prerequisite: Management MBA207.

MBA280 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.

MBA283 Decision Analysis (4). Models of preferences and uncertainty; exercises in creative problem solving. The assessment and use of preference models (von Neumann-Morgenstern expected utility and measurable value functions) for private, public, and not-for-profit decision making. The assessment and use of subjective probabilities in decision making.

MBA285 Supply Chain Management (4). Studies the basics of supply chain management and examines recent innovations enabled by advancements in information technologies. Topics include transportation and logistics, inventory and forecasting, channel restructuring, supplier management, information and electronic mediated environment, outsourcing and strategic alliances.

MBA286 Service Operations (4). Analyzes processes from a wide array of services to examine process structure, information and technology requirements, performance, and support of business objectives. Case intensive; cases include hotel, airline, e-commerce, fast food, entertainment, banking, and health care.

MBA287 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.

MBA289 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.

MBA290 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.

MBA292 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.

MBA294 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: Business Intelligence, Technologies for E-commerce. Open to Paul Merage School of Business students only. May be repeated for credit as topics vary.

MBA295B Micromarketing Lab (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 MBA205.

MBA295C Management Science Laboratory (2). Tightly integrated with Management MBA201B. 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 MBA201B.

MBA295D Operations Management Laboratory (2). Use up-to-date information to make intelligent decisions for effective manufacturing and service operations management. Students obtain hands-on experience with visual interactive software packages to analyze and manage operations. Corequisite: Management MBA208.

MBA298 Experiential Learning (4). Provides students the opportunity to put into practice concepts, skills, and tools acquired in other parts of the M.B.A. program. Seminars augment internship experiences with analyses of relevant administrative issues. Open only to second-year M.B.A. students.

Ph.D. PROGRAM

PHD227 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.

PHD291 Ph.D. Special Topics Seminar (2 to 12). Each quarter a number of special topic seminars are offered in the 291 series for Ph.D. students. Examples include topics such as methods seminar, experimental design, qualitative research, structural equation modeling.

PHD297A Doctoral Proseminar (4). 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.

PHD297B Principles of Scientific Inquiry in Business (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.

PHD297G 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.

PHD299 Individual Directed Study (1 to 12). Individual study under the direction of a selected faculty member. Prerequisite: determined by instructor.

EXECUTIVE M.B.A. PROGRAM

Admission to the Executive M.B.A. Program is a prerequisite for enrollment in the following courses.

EP200 Management of Complex Organizations (7). An introduction to management. In learning about the job of the manager, students examine some of the basic concepts of strategic and organizational management, including competitive analysis, corporate strategy, organizational design, and techniques for improving organizational effectiveness. 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 (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 Analysis for Management (5). Develops a better understanding of the causes and consequences of individual and group behavior, and the frameworks by which to analyze and understand complex organizations; and enhances the skills required to manage and lead an organization.

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). Provides basic tools for analyzing economic decisions of consumers and firms, the determinants and consequences of market structure and market failure. Topics include demand and supply analysis, production and cost theory, perfect competition, monopoly, and introductory game theory.

EP204B Macroeconomics for Management (4). Use of macroeconomic analysis to strategically manage the business cycle within the context of all major functional and strategic areas of the firm. Emphasis on a mastery of economic indicators and forecasting tools and application of macroeconomic analysis for strategic/tactical planning. Prerequisite: Management EP204A.

EP205 Marketing Management (5). Introduction to the field of marketing. Objectives include developing familiarity with terms, techniques, and institutions in the marketing environment; acquainting students with the type of decisions made by marketing managers regarding product pricing, distribution, promotion, and research.

EP207 Information Technology for Management (5). Focuses on the technological and managerial issues surrounding the development and use of IT in organizations. Examines role of technology in organizations, how technology can be used to execute an organization's business strategy, and to enable new, innovative business strategies.

EP208 Operations Management (5). 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.

EP209A Managerial Finance (5). Introduces students to financial theory and concepts. The main topics covered are time value of money, valuation of stocks and bonds, capital budgeting, portfolio theory, capital structure choice. Prerequisites: Management EP201A, EP203A, EP204A.

EP209B Investments (5). Foundations of investment management. Theory and empirical evidence related to portfolio theory, market efficiency, asset pricing models, factor models, and option pricing theory. Students are expected to combine market research results and electronic information sources to create optimal investment strategies. Prerequisite: Management EP209A.

EP210 Business Strategy (5). The study of the functions and responsibilities of senior management and the decisions that determine the direction of the organization and shape its future. Methods include application of concepts, frameworks, and analytical techniques to the strategic issues which real-world companies face. Prerequisites: Management EP202, EP205, EP209A.

NOTE: For course descriptions not shown below, refer to the corresponding course number in the Full-Time M.B.A. Program list.

EP213 New Venture Management: A Course in Entrepreneurship (5). Prerequisites: Management EP202, EP205, EP210.

EP215 Global Competitive Strategy (5). Prerequisites: Management EP202, EP205, EP210.

EP218 Business Dynamics (5). Prerequisites: Management EP200, EP202, EP210.

EP225 Negotiations (5). Prerequisites: Management EP200, EP202.

EP229 Leadership Strategies (5). Prerequisites: Management EP200, EP202.

EP248 Creating Wealth (5). Prerequisite: Management EP209B.

EP252D New Product Development (5). Prerequisite: Management EP205.

EP259 Strategic Brand Management (5). Prerequisite: Management EP205.

EP263 Valuing Cultural Diversity (5)

EP272 Critical IT Decisions for Business Executives (5). Prerequisite: Management EP207.

EP274 Database Management and Applications (5). Prerequisite: Management EP207.

EP275 Strategic Information Systems (5). Prerequisite: Management EP207.

EP277 Managing Electronic Business (5)

EP278 Information Systems Project Management (5). Prerequisite: Management EP207.

EP283 Decision Analysis (5)

EP290A-H Special Topics (2 to 5). May be repeated for credit as topic varies.

EP292 Business Law (5)

EP294 Special Topic ITM Seminars (5). May be repeated for credit as topics vary.

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.

HEALTH CARE EXECUTIVE M.B.A. PROGRAM

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). An introduction to management. In learning about the job of the manager, students examine some of the basic concepts of strategic and organizational management, including competitive analysis, corporate strategy, organizational design, and techniques for improving organizational effectiveness. 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 (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 Analysis for Management (5). Develops a better understanding of the causes and consequences of individual and group behavior, and the frameworks by which to analyze and understand complex organizations; and enhances the skills required to manage and lead an organization.

HC203A Financial Accounting for Management (4). Nature and purpose of accounting, principal accounting instruments, and valuation problems as they apply to health care organizations.

HC203B Managerial Accounting for Management (4). 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). Provides basic tools for analyzing economic decisions of consumers and firms, the determinants and consequences of market structure and market failure. Topics include demand and supply analysis, production and cost theory, perfect competition, monopoly, and introductory game theory.

HC205 Marketing Management (5). Introduction to the field of marketing. Objectives include developing familiarity with terms, techniques, and institutions in the marketing environment; acquainting students with the type of decisions made by marketing managers regarding product pricing, distribution, promotion, and research.

HC206 Business and Government (2). Focuses on the relationship between business and government, and the ways in which members of the business community help shape local, state, and federal public policy. Topics include: issues management, lobbying, impact of technology, impact of the media, and privatization.

HC207 Information Technology for Management (5). Focuses on the technological and managerial issues surrounding the development and use of IT in organizations. Examines role of technology in organizations, how technology can be used to execute an organization's business strategy, and to enable new, innovative business strategies.

HC209A Managerial Finance (5). Introduces students to financial theory and concepts. The main topics covered are time value of money, valuation of stocks and bonds, capital budgeting, portfolio theory, capital structure choice. Prerequisites: Management HC201A, HC203A, HC204A.

HC209B Investments (3). Foundations of investment management. Theory and empirical evidence related to portfolio theory, market efficiency, asset pricing models, factor models, and option pricing theory. Students are expected to combine market research results and electronic information sources to create optimal investment strategies. Prerequisite: Management HC209A.

HC210 Business Strategy (5). The study of the functions and responsibilities of senior management and the decisions that determine the direction of the organization and shape its future. Methods include application of concepts, frameworks, and analytical techniques to the strategic issues which real-world companies face. Prerequisites: Management HC202, HC205, HC209A.

NOTE: For course descriptions not shown below, refer to the corresponding course number in the Full-Time M.B.A. Program list.

HC213 New Venture Management: A Course in Entrepreneurship (2 to 5). Prerequisites: Management HC202, HC205, HC210.

HC214 Entrepreneurship: Planning the New Venture (2 to 5). Prerequisites: Management HC202, HC205, HC210.

HC215 Global Competitive Strategy (5). Prerequisites: Management HC202, HC205, HC210.

HC218 Business Dynamics (2 to 5). Prerequisites: Management HC200, HC202, HC210.

HC225 Negotiations (2 to 5). Prerequisites: Management HC200, HC202.

HC229 Leadership Strategies (5). Prerequisites: Management HC200, HC202.

HC234 Financial Statement Analysis (2 to 5). Prerequisite: Management HC203A.

HC246A Introduction to the Real Estate Process (2 to 5). May be repeated for credit as topics vary.

HC248 Creating Wealth (2 to 5). Prerequisite: Management HC209B.

HC259 Strategic Brand Management (3 to 5). Prerequisite: Management HC205.

HC272 Critical IT Decisions for Business Executives (5). Prerequisite: Management HC207.

HC274 Database Management and Applications (5). Prerequisite: Management HC207.

HC275 Strategic Information Systems (5). Prerequisite: Management HC207.

HC277 Managing Electronic Business (5)

HC278 Information Systems Project Management (5). Prerequisite: Management HC207.

HC283 Decision Analysis (2 to 5)

HC290 Special Topics (2 to 5). May be repeated for credit as topics vary.

HC292 Business Law (2 to 5). May be repeated for credit as topics vary.

HC294 Special Topic ITM Seminars (3 to 5). May be repeated for credit as topics vary.

HC295 Federal Policy in Health Care (8). 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.

FULLY EMPLOYED M.B.A. PROGRAM

Admission to the Fully Employed M.B.A. Program is a prerequisite for enrollment in the following courses.

FE200 Management of Complex Organizations (6). An introduction to management. In learning about the job of the manager, students examine some of the basic concepts of strategic and organizational management, including competitive analysis, corporate strategy, organizational design, and techniques for improving organizational effectiveness. Satisfactory/Unsatisfactory only.

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 (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 Analysis for Management (4). Develops a better understanding of the causes and consequences of individual and group behavior, and the frameworks by which to analyze and understand complex organizations; and enhances the skills required to manage and lead an organization.

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). Provides basic tools for analyzing economic decisions of consumers and firms, the determinants and consequences of market structure and market failure. Topics include demand and supply analysis, production and cost theory, perfect competition, monopoly, and introductory game theory.

FE204B Macroeconomics for Management (4). Use of macroeconomic analysis to strategically manage the business cycle within the context of all major functional and strategic areas of the firm. Emphasis on a mastery of economic indicators and forecasting tools and application of macroeconomic analysis for strategic/tactical planning. Prerequisite: Management FE204A.

FE205 Marketing Management (4). Introduction to the field of marketing. Objectives include developing familiarity with terms, techniques, and institutions in the marketing environment; acquainting students with the type of decisions made by marketing managers regarding product pricing, distribution, promotion, and research. Formerly Management FE205A.

FE206 Business and Government (4). Introduces students to the many non-market issues that affect today's managers, such as: environmental protection, health and safety, intellectual property protection, antitrust, and lobbying. Takes an interdisciplinary approach using economics, political science, public policy, and law.

FE207 Information Technology for Management (4). Focuses on the technological and managerial issues surrounding the development and use of IT in organizations. Examines role of technology in organizations, how technology can be used to execute an organization's business strategy, and to enable new, innovative business strategies.

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). Introduces students to financial theory and concepts. The main topics covered are time value of money, valuation of stocks and bonds, capital budgeting, portfolio theory, capital structure choice. Prerequisites: Management FE201A, FE203A, FE204A.

FE209B Investments (4). Foundations of investment management. Theory and empirical evidence related to portfolio theory, market efficiency, asset pricing models, factor models, and option pricing theory. Students are expected to combine market research results and electronic information sources to create optimal investment strategies. Prerequisite: Management FE209A.

FE210 Business Strategy (4). The study of the functions and responsibilities of senior management and the decisions that determine the direction of the organization and shape its future. Methods include application of concepts, frameworks, and analytical techniques to the strategic issues which real-world companies face. Prerequisites: Management FE202, FE205, FE209A.

NOTE: For course descriptions not shown below, refer to the corresponding course number in the Full-Time M.B.A. Program list.

FE213 New Venture Management: A Course in Entrepreneurship (4). Prerequisites: Management FE202, FE205, FE210.

FE214 Entrepreneurship: Planning the New Venture (4). Prerequisites: Management FE202, FE205, FE210.

FE215 Global Competitive Strategy (4). Prerequisites: Management FE202, FE205, FE210.

FE216 Management of High-Technology Companies (4)

FE217 Management Consulting (4)

FE218 Business Dynamics (4). Prerequisites: Management FE200, FE202, FE210.

FE220 Organizational Change (4). Prerequisites: Management FE200, FE202.

FE225 Negotiations (4). Prerequisites: Management FE200, FE202.

FE228 International Management (4). Prerequisites: Management FE200, FE202.

FE229 Leadership Strategies (4). Prerequisites: Management FE200, FE202.

FE231A Financial Statement Analysis and Reporting I (4). Prerequisite: Management FE203A

FE231B Financial Statement Analysis and Reporting II (4). Prerequisite: Management FE231A.

FE234 Financial Statement Analysis (4). Prerequisite: Management FE203A.

FE242 Portfolio Management (4). Prerequisite: Management FE209B.

FE243 Bonds and Fixed Income (4). Prerequisite: Management FE209B.

FE244 Multinational Finance (4). Prerequisite: Management FE209B.

FE246A Introduction to the Real Estate Process (4)

FE246C Real Estate Capital Markets (4)

FE246D The Real Estate Development Process (4)

FE246E Mortgage-Backed Securities and Structured Debt (4)

FE246F Seminar in Management of the Real Estate Enterprise (4)

FE248 Creating Wealth (4). Prerequisite: Management FE209B.

FE249 Derivatives (4). Prerequisite: Management FE209B.

FE250 Consumer Behavior (4). Prerequisite: Management FE205.

FE251A Marketing Research (4). Prerequisite: Management FE205.

FE252A Advertising and Communications Management Companies (4). Prerequisite: Management FE205.

FE252D New Product Development (4). Prerequisite: Management FE205.

FE254 International Marketing (4). Prerequisite: Management FE205.

FE257 Marketing on the Internet (4). Prerequisite: Management FE205.

FE258 Marketing Strategies for High Technology (4). Prerequisite: Management FE205.

FE259 Strategic Brand Management (4). Prerequisite: Management FE205.

FE271 Systems Analysis and Design (4). Prerequisite: Management FE207.

FE272 Critical IT Decisions for Business Executives (4). Prerequisite: Management FE207.

FE274 Database Management and Applications (4). Prerequisite: Management FE207.

FE275 Strategic Information Systems (4). Prerequisite: Management FE207.

FE276 Networks and Telecommunications (4)

FE277 Managing Electronic Business (4)

FE278 Information Systems Project Management (4). Prerequisite: Management FE207.

FE280 Forecasting (4)

FE283 Decision Analysis (4)

FE286 Service Operations (4)

FE287 Project Management (4)

FE290A-H Special Topics (2 to 4). May be repeated for credit as topic varies.

FE292 Business Law (4)

FE294 Special Topic ITM Seminars (4). May be repeated for credit as topics vary.

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.