THE PAUL MERAGE SCHOOL OF BUSINESS
Andrew J. Policano, Dean
Offices of Admission
Executive
M.B.A. and Health Care Executive M.B.A.: (949) 824- 0561
Fax: (949) 824-0522
http://merage.uci.edu/ExecutiveMBA/
http://merage.uci.edu/HealthCareExecutiveMBA/Default.aspx
Full-Time M.B.A.:
(949) 824-4622
Fax: (949) 824-2235; http://mba.merage.uci.edu
Fully Employed
M.B.A.: (949) 824-4565
Fax: (949) 824-2944
Ph.D.: (949) 824-8318
Fax:
(949) 725-2816; phd@merage.uci.edu
Undergraduate
Major: (949) 824-6703
Fax: (949) 824-2711; http://www.admissions.uci.edu
Faculty
Dennis J. Aigner, Ph.D. University of California, Berkeley, Professor Emeritus of Management (corporate environmental management, international economics, and trade and environment)
Alpesh Amin, M.D. Northwestern University, Interim Chair, Department of Medicine; Executive Director, Hospitalist Program; Chief, Division of General Internal Medicine; and Professor of Clinical Medicine, Department of Medicine (Hospitalist Program and General Internal Medicine) and Management (medical education, curriculum development, hospital medicine, and anticoagulation)
Christine M. Beckman, Ph.D. Stanford University, UCI Chancellor's Fellow and Associate Professor of Management and Sociology (entrepreneurship and emerging companies, organizational learning and interorganizational networks, organizational identity and control, gender and organizations, and social entrepreneurship)
Kristin M.J. Behfar, Ph.D. Cornell University, Assistant Professor of Management (intra- and inter-group conflict management, team decision making and performance, and culture and group adaptation)
David H. Blake, Ph.D. Rutgers-The State University of New Jersey, Professor of Management (global business strategy, globalization, leadership strategies, corporate strategies and governance, and ethical business leadership)
Philip Bromiley, Ph.D. Carnegie-Mellon University, Dean's Professor of Management (behavioral research in strategic management, strategic decision making, strategy processes, corporate risk-taking, risk assessment in commercial lending, accounting misrepresentation, R&D policy, trust in organizations, and corporate capital investment)
Christopher S. Carpenter, Ph.D. University of California, Berkeley, Assistant Professor of Management and Economics (health economics, labor economics, policy evaluation, causes and consequences of youth alcohol use, effects of workplace substance abuse policies, the role of sexual orientation in the labor market, and the effect of public policy on alcohol consumption)
Maria Y. Chandler, M.D. University of California, Irvine, Health Sciences Associate Clinical Professor, Pediatrics and Management
Nai-Fu Chen, Ph.D. University of California, Berkeley; Ph.D. University of California, Los Angeles, Professor of Management (stability of currency and banking systems, macroeconomic impact on investing, GDP growth, inflation, interest rates, credit risk and the financial market, and hedge funds: asset allocations and portfolio management)
Vidyanand Choudhary, Ph.D. Purdue University, Assistant Professor of Management (economics of information systems, versioning and product line design for information goods, pricing and quality strategy for information goods, competitive strategy, economics of software as a service and electronic marketplaces and information intermediaries)
Imran S. Currim, Ph.D. Stanford University, UCI Chancellor's Professor of Management (marketing research, customer choice, design and marketing of products and services, customer behavior online, and assessing the impact of competitive product and service features and marketing efforts on consumer choice and market share)
Sanjeev Dewan, Ph.D. University of Rochester, Associate Professor of Management (business value of information technology investments, impact of Web 2.0 technologies, and electronic markets)
Joseph F. Di Mento, Ph.D., J.D. University of Michigan, Professor of Planning, Policy, and Design; Law; Environmental Health, Science, and Policy; and Management (law, environment and urban planning, law and society, alternate dispute resolution and conflict resolution, and organizational response to innovations)
Henry Fagin, M.S. Columbia University, Professor Emeritus of Management (societal context of organizations)
Lucile C. Faurel, Ph.D. New York University, Assistant Professor of Management (financial accounting and capital markets, financial reporting quality, voluntary disclosure, corporate investment strategies, mergers and acquisitions, and intangible assets)
Martha S. Feldman, Ph.D. Stanford University, Professor of Planning, Policy, and Design, Management, Sociology, and Political Science, and Roger W. and Janice M. Johnson Chair in Civic Governance and Public Management (organization theory, organizational change, decision making, public management, practice theory and qualitative research methods)
Paul J. Feldstein, Ph.D. University of Chicago, Director of the Center for Health Care Management and Policy; Professor of Management, Planning, Policy, and Design, and Economics; and Robert Gumbiner Chair in Health Care Management (economics of health care, reasons for employees switching health care plans, and measuring health plan performance by examining breast cancer outcomes by stage at detection, treatment and survival)
David B. Fitoussi, Ph.D. Massachusetts Institute of Technology, Assistant Professor of Management (economic impact of information technology [IT] on corporate organizations, relationship between IT and the location of workers, intangible costs and benefits of IT investments, and rules for multi-agent systems in artificial intelligence)
Cristina B. Gibson, Ph.D. University of California, Irvine, Co-Director of the Center for Leadership and Team Development and Dean's Professor of Management (communication, interaction, and effectiveness in teams, virtual teams, multicultural collaboration, impact of culture on work behavior, international management, innovation, cross-cultural and technology-enabled communication, executive leadership, motivating employees)
Mary C. Gilly, Ph.D. University of Houston, Professor of Management (consumers and technology, services marketing, underserved markets, including Hispanics and the elderly, effects of advertising on employees, and compliance in service encounters)
Yan Gong, Ph.D. University of Wisconsin-Madison, Assistant Professor of Management (capabilities, routines, and unexpected events in entrepreneurial firms)
John Graham, Ph.D. University of California, Berkeley, Professor of Management (global marketing, international business negotiations, innovation, business in Japan and negotiation styles in the United States, Japan, Canada, Mexico, Brazil, Taiwan and The Peoples' Republic of China, South Korea, France, Germany, the United Kingdom, and the Soviet Union)
Vijay C. Gurbaxani, Ph.D. University of Rochester, Director of the Center for Research on Information Technology and Organizations and Professor of Management and Informatics (information technology and business innovation, sourcing strategies for information systems services, value of information technology investment, and economics of information technology)
David A. Hirshleifer, Ph.D. University of Chicago, Professor of Management and Economics, and Merage Chair in Business Growth (psychology, social interactions and markets, investments, corporate finance, and risk management)
Joanna L. Y. Ho, Ph.D. University of Texas at Austin, Professor of Management (managers' incentive plans, performance evaluations, corporate governance, and contemporary issues in auditing)
Philippe Jorion, Ph.D. University of Chicago, UCI Chancellor's Professor of Management and Economics (financial risk management, global asset allocation, exchange rate models, fixed income markets, and hedge fund investments)
Christo S. Karunananthan, Ph.D. University of Michigan, Assistant Professor of Management (executive compensation, managerial performance evaluation and turnover, corporate governance)
L. Robin Keller, Ph.D. University of California, Los Angeles, Professor of Management (creative problem structuring, cross-cultural decision making, fairness in decision making, decision analysis theory and applications, medical decision making, multiple attribute decision making, probability judgments, ambiguity of probabilities or outcomes, risk analysis for terrorism, environmental, health, and safety risks, time preferences and discounting, utility models, and models of risk)
Sreya Kolay, Ph.D. University of Rochester, Assistant Professor of Manage-ment (pricing and promotion strategies relating to design of optimal pricing contracts for firms in various markets, vertical market and distribution channels topics including analysis of mechanisms that help a manufacturer to achieve channel coordination, advertising and durable goods)
Kenneth L. Kraemer, Ph.D. University of Southern California, Associate Director of the Center for Research on Information Technology and Organizations, and Professor Emeritus of Management (use and impact of information technology in organizations, globalization of information technology production and use, and management of information systems)
Loraine G. Lau-Gesk, Ph.D. University of California, Los Angeles, Assistant Professor of Management (the influence of affect or emotions in consumer decision making and the role of culture and self in consumer persuasion and judgment)
Newton Margulies, Ph.D. University of California, Los Angeles, Professor Emeritus of Management (organizational behavior, organizational change and development, analysis of team functioning, organizational behavior in health care organizations)
Joseph W. McGuire, Ph.D. Columbia University, Professor Emeritus of Management (business strategy, entrepreneurship, organizational economics)
Richard B. McKenzie, Ph.D. Virginia Polytechnic Institute and State University, Professor of Management and Economics, and Walter B. Gerken Chair in Enterprise and Society (monopoly in economic theory and law, various pricing strategies, rational and irrational behavior in economic theory, Microsoft antitrust case, public policies relating to digital goods, and orphanages and public policy relating to foster care)
Alexander M. Mood, Ph.D. Princeton University, Professor Emeritus of Management
Calvin Morrill, Ph.D. Harvard University, Professor of Sociology, Management, and Criminology, Law and Society, (organizations, law and society, culture, youth, and qualitative field methods)
Peter Navarro, Ph.D. Harvard University, Professor of Management (electric utilities regulation, growth management, industrial policy, public policy, and the international issue of regulation and trade advantage)
Alexander Nekrasov, Ph.D. University of Minnesota, Assistant Professor of Management (financial reporting, role of accounting in security valuation, market efficiency, and financial analysts' forecasts)
David Neumark, Ph.D. Harvard University, Professor of Economics and Management (labor economics)
David M. Obstfeld, Ph.D. University of Michigan, Assistant Professor of Management (knowledge management, knowledge creation, innovation, social networks, and entrepreneurship)
Jone L. Pearce, Ph.D. Yale University, Co-Director of the Center for Leadership and Team Development and Dean's Professor of Management (organizational behavior, employee perceptions of workplace trust and justice, contract labor, compensation, management practices in the transition from communism, personal relationships as the basis for organization)
Cornelia A. R. Pechmann, Ph.D. Vanderbilt University, Professor of Management (effectiveness of various anti-smoking and anti-drug advertising tactics, consumer behavior, advertising strategy and regulation, advertising to adolescents, deceptive advertising, product placements, role models in advertising, pharmaceutical advertising, and retailing, micro-marketing, and geographic information systems)
Morton P. Pincus, Ph.D. Washington University in St. Louis, Dean's Professor of Management (relation between accounting information and capital market variables, including the pricing of accruals in international capital markets, earnings management, Sarbanes-Oxley Act, usefulness of book-tax differences in detecting earnings management, and accounting method choices)
Andrew J. Policano, Ph.D. Brown University, Dean of The Paul Merage School of Business and Professor of Management and Economics (financial institutions and markets, macroeconomics, monetary policy, and business school trends)
Lyman W. Porter, Ph.D. Yale University, Edward A. Dickson Professor Emeritus of Management (management education and development, organizational psychology, and human resource management)
Judy B. Rosener, Ph.D. Claremont Graduate School, Senior Lecturer with Security of Employment Emerita of Management (men and women at work, cultural diversity, business and government, and managing nonprofits)
Claudia B. Schoonhoven, Ph.D. Stanford University, Director of the Don Beall Center for Innovation and Entrepreneurship and Professor of Management (evolutionary dynamics of technology-based firms, innovation, and entrepreneurship)
Christopher G. Schwarz, Ph.D. University of Massachusetts, Amherst, Assistant Professor of Management (hedge funds, mutual funds, investments, regulation and money management)
Carlton H. Scott, Ph.D. The University of New South Wales (Australia), Professor of Management and of Electrical Engineering and Computer Science (application of quantitative methods to decision making problems, development of new theory for optimization, operations research and operations management)
Charles Shi, Ph.D. University of Minnesota, Assistant Professor of Management (valuation of intangible investments, the role of accounting information in credit risk analysis and debt pricing, and the economic consequences of disclosure and securities regulations in stock and bond markets)
Shivendu Shivendu, Ph.D. University of Southern California, Assistant Professor of Management (economics of information systems, digital goods supply chain, and forecasting and analytical modeling)
Kut C. So, Ph.D. Stanford University, Professor of Management (operations and supply chain management, design of manufacturing and service systems, just-in-time production systems, time-based management, and mathematical modeling and operations research)
Zheng Sun, Ph.D. New York University, Assistant Professor of Management (empirical asset pricing, investments, market microstructure and banking)
Eli Talmor, Ph.D. University of North Carolina at Chapel Hill, Professor Emeritus of Management (corporate finance, executive compensation and managerial accounting)
Siew Hong Teoh, Ph.D. University of Chicago, Dean's Professor of Management (capital market issues in accounting and finance and limited attention and earnings management effects on security pricing and disclosure)
Denis Trapido, Ph.D. Stanford University, Assistant Professor of Management (formation of social relations in economy, social effects of economic competition, and the role of motive signaling in shaping interfirm social networks)
Rajeev K. Tyagi, Ph.D. University of Pennsylvania, Professor of Management (competitive marketing strategies, game theory, distribution channels, and new products)
Kerry D. Vandell, Ph.D. Massachusetts Institute of Technology, Director of the Center for Real Estate and Professor of Management, Law, and Planning, Policy, and Design (mortgage analytics, housing and urban economics and policy, appraisal theory, and the extension of real estate and urban land economic theory)
Alladi Venkatesh, Ph.D. Syracuse University, Professor of Management and Informatics (new media and information technologies in the home, social impacts and consumer issues, household technology adoption and diffusion, and postmodern consumer culture)
Wenqing Wang, Ph.D. University of California, Los Angeles, Assistant Professor of Management (empirical asset pricing, liquidity, institutional investment behavior, and learning)
Margarethe F. Wiersema, Ph.D. University of Michigan, Dean's Professor of Management (CEO succession and dismissal, CEO replacement, corporate strategy-product and international diversification, and corporate governance)
Shuya Yin, Ph.D. University of British Columbia, Assistant Professor of Management (supply chain management, operations management, competition and cooperation in supply chain, and application of cooperative and non-cooperative game theory)
Yu Zhang, Ph.D. Institut Européen d'Administration des Affaires (INSEAD) (France), Assistant Professor of Management (interaction between strategy and capital markets, competitive strategy and corporate governance)
Lu Zheng, Ph.D Yale University, Associate Professor of Management (investments, equity markets, mutual funds, hedge funds, investor behavior and expectations and institutional trading)
OVERVIEW
The Paul Merage School of Business offers the B.A. degree in Business Administration, the B.S. degree in Business Information Management (offered jointly with the Donald Bren School of Information and Computer Sciences), the M.B.A. (Master of Business Administration) degree, the Ph.D. degree in Management, and undergraduate minors in Management and Accounting. The Master's degree is professional in nature and is intended to provide future managers with a firm foundation in the basic disciplines and in management tools and techniques; the Ph.D. in Management is for those who wish to pursue a career in scholarly research. The undergraduate minor in Management is designed for those who wish to gain some insight into issues of modern management, as well as those who anticipate future graduate work in management. In establishing the undergraduate minor in Accounting, the faculty anticipated three types of students to be drawn to courses in accounting: (1) students who wish to meet the accounting course work eligibility requirements to sit for the uniform CPA examination, (2) students preparing for careers in private accounting or in other fields that require some knowledge of accounting, and (3) students planning to pursue a graduate degree in accounting who wish early guidance and undergraduate work appropriate to this career objective.
Degrees
| Business Administration | B.A., M.B.A. |
| Business Information Management1 | B.S. |
| Management | Ph.D. |
HONORS
Graduation with Honors. Honors at graduation, e.g., cum laude, magna cum laude, summa cum laude, are awarded to approximately the top 12 percent of the graduating seniors. To be eligible for honors, a general criterion is that students must have completed at least 72 units in residence at the University of California. The student's cumulative record at the end of the final quarter is the basis for consideration for awarding Latin honors. Other important factors are considered (see "Honors Recognition" in the Honors Opportunities information in the Division of Undergraduate Education section).
The Waltos Group of Northwestern Mutual Future Business Leader Scholarship. This scholarship awards $2,500 to two outstanding undergraduate students per academic year in The Paul Merage School of Business. Applicants entering their sophomore, junior, or senior year in the Business Administration major, the minor in Management, or the minor in Accounting who demonstrate financial need and are graduates of a low-performing California public high school are eligible to apply. Students must be enrolled full-time and have a minimum 3.0 GPA for consideration.
Bachelor of Arts in Business Administration
The undergraduate Business Administration program at The Paul Merage School of Business educates students to understand and apply the theories and concepts of effective business and management and prepares students for a wide variety of careers and life experiences. Business Administration majors can pursue careers in the for-profit and not-for-profit sectors or can proceed on to graduate school in several disciplines including business, economics, and law. The program provides a broad learning experience in a multidisciplinary and global context and focuses on the development of essential managerial skills, especially critical thinking, quantitative and qualitative analysis, and effective communication skills.
The Business Administration major at The Paul Merage School of Business offers a traditional business curriculum similar to those at other top business schools in the country. The major is broad, drawing on the social sciences more generally to study organizations, interpersonal communication skills, individual and group behavior, leadership, strategy, financial and accounting issues, ethics, information technology, marketing, and a variety of other topics in the content of a rapidly changing global environment.
The faculty strongly encourages majors to create an educational program composed of courses within and outside the Merage School that provide substance and focus to their careers and enable them to pursue their own personal interests. While preparing students for careers in management, the Merage School, through academic advising, will help students fashion an undergraduate program that they can tailor to their own unique career objectives. Examples of programs of study that allow Business Administration majors to blend management education with specific industry areas include (but are not limited to) bioscience business, government service, international commerce, arts management, entrepreneurship in computer gaming, and other combinations. Through appropriate choice of courses, students can prepare to pursue a law degree, a master's degree in a variety of areas, or a doctoral program in business or related disciplines.
Students are required
to complete 10 business courses that provide a foundation in essential core business
competencies, followed by a minimum of 10 business electives selected from specializations.
Students select a minimum of one of three specializations in Accounting, General
Management, or Marketing. This program of study enables students to develop areas
of focus as they pursue the Business Administration major. Because much business
is conducted on a global scale, students are required to either participate in the
University's Education Abroad Program or to take one of a number of designated courses
that stresses the international dimension of a business area. Students interested
in learning more
about the full array of requirements for professional licensing
in Accounting are encouraged to visit http://www.dca.ca.gov/cba
and http://www.cpa-exam.org/.
While academic course content is crucial to an undergraduate business major, auxiliary noncurricular programs also are important to students' academic experience. The Merage School incorporates a cocurricular element into the classroom experience. Drawing from Merage School and University resources, students are exposed to opportunities to enhance communication and presentations skills, attend formal speaker events, and engage in informal mentoring. The Merage faculty is committed to ensuring that undergraduate majors have ample opportunity to enhance their writing and presentation skills through class assignments and a business communication course.
Students are strongly encouraged to become involved with the clubs that comprise the new Alliance of Business Students. The Alliance consists of several student organizations. These high-profile student groups promote interaction between students and the surrounding business community through their Corporate Speaker Series, social activities, and student/employer receptions. Students with an entrepreneurial interest are invited to participate in the annual business plan competition.
Work experience is an important way to learn about business and management. UCI's Internship Program, sponsored by the Career Center, can assist students in finding opportunities to work in either voluntary or paid positions in business, nonprofit, or industrial settings. Students who plan to enter business or apply to a graduate school of business or management in the future will find it necessary to supplement their academic work with a variety of practical experiences.
Another opportunity is UCI's Undergraduate Administrative Intern Program, which offers selected students the opportunity to assume one-year positions under the guidance of University administrators. Students can choose from a range of offices in which they will be asked to undertake special projects specifically related to the management and administration of UCI and higher education in general. These internships are supplemented by a two-quarter management seminar and by field trips to administrative conferences such as meetings of The Regents of the University of California.
ADMISSION TO THE MAJOR IN BUSINESS ADMINISTRATION
In the event that the number of students who elect Business Administration as a major exceeds the number of positions available, applicants may be subject to screening beyond minimum University of California admissions requirements.
Freshmen: Preference will be given to those who rank the highest using the selection criteria as stated in the Undergraduate Admissions section of the Catalogue.
Transfer students: For fall 2010, junior-level applicants with the highest grades overall (minimum cumulative GPA of 3.0) and who satisfactorily complete lower-division courses equivalent to UCI's calculus (Mathematics 2A-B), economics (Economics 20A-B), and statistics and accounting (Management 7, 30A, 30B) will be given preference for admission. Management 10 may be completed at UCI. Admission to the major will be competitive due to limited space availability.
CHANGE OF MAJOR
Students who wish to declare the Business Administration major should contact The Paul Merage School of Business Undergraduate Counseling and Student Affairs Office, 226 MPAA Building, for information about change-of-major requirements, procedures, and policies. Information can also be found
at http://www.changeofmajor.uci.edu. As of fall 2010, applications to declare the major can be made at any time, although typically in the sophomore year, with review of applications and selection to the major to be governed by the Undergraduate Programs Committee. Admission to the major will be competitive due to limited space availability. Completion of the prerequisite courses does not guarantee admission into the major.
REQUIREMENTS FOR THE BACHELOR'S DEGREE IN BUSINESS ADMINISTRATION
University Requirements: See pages 56–62
Major Requirements
A. Lower-Division: Mathematics 2A-B, Economics 20A-B, Management 7, 10, 30A, 30B.
B. Upper-Division Core: Management 101, 102, 105, 107, 109, 110.
C. Business Electives: 10 upper-division Merage School electives*, to be fulfilled by completing one of the specializations below.
Specialization in Accounting (10 courses*): Requires Management 131A, 131B, 132A, and three accounting electives selected from Management 132B, 133, 135, 136, 137, 138, 194, 195, and four additional (four-unit) upper-division Merage School electives selected from Management 119-197.
Specialization in General Management (10 courses*): Requires completion of four (4) two-course sets, selected from the following sets:
Course Sets (select four sets, selecting two courses from each of the four sets):
Accounting: Management 131A, 131B, 132A, 132B, 133, 135, 136, 137, 138, 194, 195
Finance: Management 141, 144, 147, 149
Marketing: Management 150, 151, 152, 153, 154, 155, 157, 158, 159
Public Policy/Economics: Management 161, 162, 163, 164, 168, 169
Information Systems: Management 170, 173, 174, 175, 178, 179
Operations and Decision Technologies: Management 180, 182, 184, 189, 196, 197
Organization and Management: Management 119, 121, 122, 123, 125, 128, 129
and
Two additional (four-unit) upper-division Merage School electives selected from courses numbered Management 119-197.
Specialization in Marketing (10 courses*): Requires six Marketing electives selected from Management 150, 151, 152, 153, 154, 155, 156, 157, 158, 159, and four additional (four-unit) upper-division Merage School electives selected from courses numbered Management 119-197.
D. International Business Requirement: Fulfillment of the International Business requirement by
1. completing one course selected from Management 119, 121, 128, 135, 144, 154* (which may also be utilized for specified category C requirements above); or
2. participating in select UC Education Abroad Program options, with prior approval of the Associate Dean.
*By exception, students may petition the Associate Dean to accept an upper-division elective that has business content equivalent to a stated Merage elective.
NOTE: Students majoring in Business Administration may not minor in either Management or Accounting, or double major in Business Information Management. Students may pursue more than one Merage School specialization; however, no more than two courses may be utilized toward requirements for more than one specialization outlined above.
Bachelor of Science in Business Information Management
As the business environment becomes increasingly global and information-centric, the need has increased for graduates who understand and can use technology that gathers and provides information, who are able to distill and recognize patterns in that information, and who can apply those analyses to achieve business objectives.
The undergraduate Business Information Management major administered by the Donald Bren School of Information and Computer Sciences is a collaborative, interdisciplinary degree program between the Bren School and The Paul Merage School of Business. The program seeks to educate students to understand and then apply the theories and concepts of a broad, integrated curriculum covering computing, informatics, business fundamentals, and analytical decision-making. The major prepares students for a wide variety of careers and life experiences. Business Information Management majors can pursue careers in the for-profit and not-for-profit sectors or can proceed to graduate school in several disciplines, including information systems, computing, economics, business, and law.
The curriculum is presented across three general academic areas: Computing (computer science, informatics, and software); Business Foundations (accounting, finance, marketing, strategy, and operations); and Analytical Methods (mathematics, statistics, economics, management science, and decision analysis). The fundamentals of information and computer science, including the rudiments of software design and construction with an emphasis on data management, provide the foundation for understanding, describing, and evaluating the technology through which most business information is gathered and presented. The business fundamentals, covering all the functional areas in the Merage School, provide a background and context in which information and its analysis will be applied.
For complete information about the major, see the Interdisciplinary Studies section of the Catalogue, page 370.
Undergraduate Minor in Management
The Paul Merage School of Business faculty offer an undergraduate minor in Management which consists of seven courses: one lower-division introductory course and six upper-division courses.
In establishing the undergraduate minor in Management, the faculty anticipated three types of students to be drawn to courses in administration: (1) students who wish to learn about the management of organizations as a way of preparing for a career in business, (2) students preparing for careers in other fields that require some knowledge of management, and (3) students who expect to go on to graduate work in management who wish early guidance and undergraduate work appropriate to this career objective.
Students are eligible to apply for the minor in Management if they have completed all prerequisite courses (including Management 5) with a grade no lower than C (2.0) and have upper-division standing. Completion of the prerequisite courses does not guarantee admission to the minor in Management. Admission is on a competitive basis and students must submit an application, transcripts, and a statement of purpose. Applications are accepted on a quarterly basis. Interested students are encouraged to obtain further information from the Undergraduate Counseling and Student Affairs Office, 226 MPAA Building; http://www.merage.uci.edu/.
Prerequisite Courses
The following are prerequisites for enrolling in the upper-division undergraduate minor courses: Management 5; Economics 20A; and one course or one sequence selected from Anthropology 10A-B-C, Engineering CEE11, Economics 15A-B, Mathematics 7, Mathematics 131A-B-C, Psychology 10A-B-C, Social Ecology 13, Social Ecology 166A-B-C, Social Science 9A-B-C or 10A-B-C, or Sociology 10A-B-C.
Transfer students should check with their college counselor for established equivalencies for these prerequisite courses.
NOTE: Individual courses that students may select within the minor may require additional prerequisites, including Mathematics 2A.
Requirements for the Undergraduate Minor in Management
Completion of seven courses:
A. One lower-division core course: Management 5.
B. Four upper-division core courses selected from Management 101, 102, 105, 107, 109, 185.
C. Two additional courses selected from the upper-division core course list above, Management 160, and Management 190.
With faculty approval, a student may substitute a maximum of one course. Students participating in the UC Education Abroad Program may substitute a maximum of two courses, with Paul Merage School of Business faculty approval.
NOTE: Students may not receive both the minor in Management and the minor in Accounting.
Undergraduate Minor in Accounting
The Paul Merage School of Business faculty offer an undergraduate minor in Accounting consisting of seven upper-division courses. In addition, two lower-division introductory accounting courses, one lower-division microeconomics course, and one lower-division single variable calculus course are prerequisites to the minor program.
In establishing the undergraduate minor in Accounting, the faculty anticipated three types of students to be drawn to courses in accounting: (1) students who wish to meet the accounting course work eligibility requirements to sit for the uniform CPA examination, (2) students preparing for careers in private accounting or in other fields that require some knowledge of accounting, and (3) students planning to pursue a graduate degree in accounting who wish early guidance and undergraduate work appropriate to this career objective.
Students are eligible to apply for the minor in Accounting if they have upper-division standing and have completed Management 30A and 30B with a grade no lower than B (3.0) and all other prerequisite courses with a grade no lower than C (2.0). Completion of the prerequisite courses does not guarantee admission to the minor in Accounting. Admission is on a competitive basis and students must submit an application, transcripts, and a statement of purpose. Applications are accepted on a quarterly basis. Interested students are encouraged to obtain further information from the Undergraduate Counseling and Student Affairs Office, 226 MPAA Building; http://www.merage.uci.edu/.
Prerequisite Courses
The following are prerequisites for enrolling in the upper-division undergraduate minor courses: Economics 20A, Mathematics 2A, Management 30A, and Management 30B.
Transfer students should check with their college counselor for established equivalencies for these prerequisite courses. Students not taking Management 30A and 30B at UCI during regular session or summer session must complete Management 131A with a minimum grade of B prior to admission in the program.
NOTE: Individual courses that students may select within the minor may require additional prerequisites.
Requirements for the Undergraduate Minor in Accounting
Completion of seven upper-division courses:
A. Three core accounting courses: Management 131A, 131B, 132.
B. Two accounting elective courses selected from Management 132B, 133, 136, 137, 138.
C. Two additional courses selected from the upper-division accounting elective course list above, Management 101, 102, 105, 107, 109, 160, 190 (provided topics have not been covered in other accounting courses), 192.
With Paul Merage School of Business faculty approval, a student may substitute a maximum of one minor course.
NOTE: Students may not receive both the minor in Accounting and the minor in Management.