MBA Class of 2014 Concentration Information Packet · MBA Class of 2014 . Concentration Information Packet . ... given the 4-day week, ... • For FIN 571:

MBA Class of 2014

Concentration Information Packet

This packet is designed to provide you with introductory information on concentrations.

As you begin to think about your concentration selections, please keep these points in mind:

1. You have the option of selecting just one concentration or more, if you wish. You are not required to complete a concentration for graduation purposes. However, in order to denote a concentration on your resume you do need to meet the criteria for the concentration.

2. A concentration is defined by a set of courses that a student would take to qualify denoting that concentration on a resume, specifically:

• Ten (10) credits (or five courses) are minimum requirements for a concentration

i. Six (6) of those credits (or three courses) must be taken from a primary list of approved courses.

ii. Remaining four (4) credits (or two courses) can be taken from the primary list or a secondary list. Details on the five existing concentrations – Entrepreneurship, Finance, Marketing, Strategic Leadership & Supply Chain follow.

3. Courses can be taken in other concentrations as long as any prerequisite requirements are met.

4. Students can design a customized concentration outside Smeal. The design of a concentration will occur as collaboration between the student proposing the concentration, the MBA Office and selected faculty who have expertise in that area.

• Students interested in a customized concentration are encouraged to consult with the relevant faculty & the MBA Faculty Director.

i. Following that informal consultation, a proposal would be submitted by the student to the MBA Director of Student Services (Robin Brouse).

ii. The proposal would have to be approved by the MBA Faculty Director who would be required to consult with faculty before approvals could be granted.

5. We do our best to minimize conflicts across concentrations; however, given the 4-

day week, 8 hours per day coupled with other teaching commitments for some of the faculty, it is possible that there will be conflicts between courses. Additionally, at times, circumstances beyond our control may result in a course schedule change. If this should occur, we will notify you and if possible, provide alternatives.

6. It is the responsibility of each individual student to ensure that all requirements for a particular concentration are satisfied. Appointments can be made with Robin Brouse, who serves as your academic advisor, to review your specific requirements.

7. In the rare event that course registration should exceed availability, course access priority will be determined according to the criteria below. Some of the primary concentration courses also serve as secondary courses in other concentrations and each classroom has class size limits, which might lead to this rare situation. Therefore, the course access priority will be determined according to the following criteria:

• 1st priority – primary course in primary concentration • 2nd priority – primary course in secondary concentration or a secondary

course in primary • 3rd priority – secondary course in secondary concentration

Elective Course Selections Class of 2014

Module III & IV Elective Course Selection(s)

Name (Print):

PSU ID#: 9 - - Carefully considering your academic and career goals, please select the elective course(s) which align with those goals. It is recommended that you take no more than one elective per module. You are not required to take an elective in both modules. Attempting to take more than this will make it difficult as you work to manage your academic performance, internship search, and other responsibilities. Your response to this represents your selection of elective courses(s) for Modules III & IV only. It will also serve as the basis for the MBA office staff to register you in the University system for Modules III & IV. MODULE III ELECTIVE OFFERINGS ________FIN 550 – Financial Analysis & Valuation (#924766) - Muscarella Meets Tuesday & Thursday 1:15 -3:15 PM; 126 Business ________MKTG 521 – Scientific Marketing Analysis (#934924) – Shridhar Meets Monday & Wednesday 1:15-3:15PM; 125 Business MODULE IV ELECTIVE OFFERINGS ________ENTR 500 – Innovation and Entrepreneurship (#924370) - Garud Meets Tuesday & Thursday from 3:30-5:30 PM; 125 Business ________FIN 550 – Financial Analysis & Valuation (#924769) - Muscarella Meets Tuesday & Thursday 1:15 -3:15 PM; 126 Business ________ SCM 566 – Supply Chain Processes and Methods I: Demand Fulfillment (#941713) - Thomas Meets Monday & Wednesday from 1:15-3:15PM; 125 Business

Please complete the survey and submit a hard copy to 220 Business by 1:00 PM on MONDAY, DECEMBER 3

Survey of Estimated Demand for Concentration CLASS of 2014

Name (Print):

PSU ID#: 9 - - The following concentration selection survey is our effort to obtain an estimate of the demand for each of the concentrations. It is important that you provide us with accurate information as it is a crucial component in assessing course demand and planning of scheduling details for the next academic year. We understand that your responses are a reflection of your current thinking and acknowledge that you may make changes in your concentration decisions when you ultimately have to make your final decision in mid-April. **On the line before each concentration title, please place a 1 before your primary concentration selection and, if relevant, a 2 next to your secondary selection. ** ________ FINANCE ________ ENTREPRENEURSHIP ________ MARKETING ________ SUPPLY CHAIN MANAGEMENT ________ STRATEGIC LEADERSHIP ________ CUSTOMIZED CONCENTRATION

Please complete the survey and submit a hard copy to 220 Business by 1:00 PM on Monday, December 3

SPRING 2013 – Mod III (1/7-2/18) – 125/126 Business Exams: 2/19-2/20

MONDAY TUESDAY WEDNESDAY THURSDAY 125 126 125 126 125 126 125 126

8:00 BA 517 BA 535 BA 521

BA 510 BA 532 BA 521

BA 510 Section 002 Section 101 Section 102 Section 101 Section 102 Section 102 Section 101 Gustafson

/Mahon Guay Samuel Harrison Kwasnica Samuel Harrison

10:00

SECTION B Comm.

SECTION A Global Perspectives

SECTION B Managerial Acctg.

SECTION A Supply Chain

SECTION B Global Bus. Environment

SECTION B Managerial Acctg.

SECTION A Supply Chain

10:00 10:30

BUZZ BUZZ BUZZ BUZZ BUZZ BUZZ BUZZ BUZZ

10:30 BA 535 BA 517 BA 510 BA 521 BA 532 BA 510 BA 521

Section 102 Section 001 Section 102 Section 101 Section 101 Section 102 Section 101 Guay Gustafson

/Mahon Harrison Samuel Kwasnica Harrison Samuel

SECTION B Global Perspectives

SECTION A Comm.

SECTION B Supply Chain

SECTION A Managerial Acctg

SECTION A Global Bus. Environment

SECTION B Supply Chain

SECTION A Managerial Acctg

12:30 1:15 MKTG 521 FIN 550 MKTG 521 FIN 550 Section 101 Section 101 Section 101 Section 101 Scientific

MKTG Analysis

Fin. Analysis & Valuation

Scientific MKTG Analysis


3:15 Shridhar Muscarella Shridhar Muscarella

3:30

5:30

SPRING 2013 – Mod IV (3/11-4/23) – 125/126 Business Exams: 4/24-4/26

MONDAY TUESDAY WEDNESDAY THURSDAY 125 126 125 126 125 126 125 126

8:00 BA 517 BA 504

BA 571 BA 504 BA 571

Section 002 Section 202 Section 201 Section 202 Section 201 Gustafson

/Mahon Trevino Misangyi Trevino Misangyi

10:00

SECTION B Comm.

SECTION B Ethics

SECTION A Strategic Mgmt.

SECTION B Ethics

SECTION A Strategic Mgmt.

10:00 10:30

BUZZ BUZZ BUZZ BUZZ BUZZ BUZZ BUZZ BUZZ

10:30 BA 517 BA 571 BA 504 BA 571 BA 504

Section 001 Section 202 Section 201 Section 202 Section 201 Gustafson

/Mahon Misangyi Trevino Misangyi Trevino

SECTION A Comm.

SECTION B Strategic Mgmt.

SECTION A Ethics

SECTION B Strategic Mgmt.

SECTION A Ethics

12:30 1:15 SCM 566 FIN 550 SCM 566 FIN 550 Section 201 Section 201 Section 201 Section 201 Demand

Fulfillment Fin. Analysis

& Valuation

Demand Fulfillment


3:15 Thomas Muscarella Thomas Muscarella

3:30 ENTR 500

Section 201 Innovation and Entrepreneurship Garud

ENTR 500 Section 201 Innovation and Entrepreneurship Garud

5:30

Concentrations There are five existing “Concentrations”: Entrepreneurship, Finance, Marketing, Strategic Leadership, and Supply Chain. Each concentration defines a set of courses that a student would take to qualify as listing that field as a concentration on a resume. Concentration requirements may differ across fields, but each concentration requires at least 10 credits beyond an introductory core course. Of the 10 credits required in a concentration, six of those credits (three courses) must be taken from a primary list of approved courses. The remaining four credits (two courses) will be taken from the primary list of courses or from a secondary list of currently approved courses. It is also possible to petition the MBA Office to have a course added to that secondary list of approved courses. Decisions, however, about such course approvals will only be done in conjunction with faculty from the academic discipline involved and must be approved by the Faculty Director. Students can design a customized concentration, including concentrations from outside the Smeal College of Business. For instance, concentrations in biotechnology or health care policy could be designed. The design of a concentration will occur as collaboration between the student proposing the concentration and selected faculty who have expertise in that area, with final approval by the MBA Program Office. Students who are interested in a customized concentration are encouraged to consult with the relevant faculty and the MBA Program Office. Following that informal consultation, a proposal would be submitted by the student to the MBA Director of Student Services; the proposal would have to be approved by the Faculty Director who would be required to consult with faculty before approvals could be granted.

Customized Concentration Proposal -- Process 1) Outline of Objectives; brief description of concentration and why 2) Proposed courses for concentration (includes course name, # of credits; semester offered) 3) Syllabi of proposed courses (attached to proposal) 4) Contact information of faculty whom provided guidance and assistance

a. Ideally email correspondence or some form of ‘approval’ 5) Submit proposal to MBA Programs Office, 220 Business Building

Entrepreneurship Core course: none Primary list of courses (6 credits must be taken from primary list) (remaining 4 credits can be taken from primary or secondary list) Course number Course title

ENTR 500 Innovation and Entrepreneurship ENTR 597C Technology Commercialization ENTR 597I Business Model Innovation ENTR 597E Social Entrepreneurship MGMT 551 Growth Innovation Strategy ENTR 504 Business Planning ENTR 571 Applying Entrepreneurship Across Corporate Boundaries

ENTR 503 Garber Venture Capital Practicum

Secondary list of courses (remaining 2 courses/4 credits from secondary or primary list) Course number Course title ENTR 597F Entrepreneurial Finance MGMT 531 Strategy Implementation and Organizational Change MKTG 542 New Product Development MGMT 521 Complex Negotiations BLAW 525 Business Law for Innovation and Competition NOTE: This is a comprehensive list of courses – not all courses are offered every year; please consult the MBA course schedule for actual offerings.

Finance Core course: BA 531, Introduction to Finance Primary list of courses (6 credits must be taken from primary list) (remaining 4 credits can be taken from primary or secondary list) Course number Course title

FIN 550 Financial Analysis and Valuation FIN 571 Strategic Financial Management FIN 581 Fundamentals of Financial Markets FIN 577 Financial Engineering and Corporate Strategy FIN 583 Modern Portfolio Management FIN 570 Financial Modeling FIN 555 Global Finance Prerequisites

• For FIN 571: While there is no prerequisite for this course, students without a strong finance foundation will need to be prepared for the challenges they will face in this course.

Secondary list of courses (remaining 2 courses/4 credits from secondary or primary list) Course number Course title

R EST 560 Real Estate Financial Analysis R EST 570 Institutional Real Estate Investment BA 545 Business, Government, and International Economics INS 575 Risk Management BLAW 525 Business Law for Innovation and Competition NOTE: This is a comprehensive list of courses – not all courses are offered every year; please consult the MBA course schedule for actual offerings.

Marketing Core course: BA 500, Marketing Management Primary list of courses (6 credits must be taken from primary list) (remaining 4 credits can be taken from primary or secondary list) Course number Course title MKTG 521 Marketing Analysis and Planning MKTG 533 B2B Marketing MKTG 541 Consumer Behavior MKTG 532 Brand Management MKTG 542 New Product Development MKTG 534 Integrated Marketing Communications MKTG 543 e-Marketing Strategy MKTG 571 Marketing Strategy Prerequisites

• For MKTG 533: MKTG 521 Secondary list of courses (remaining 2 courses/4 credits from secondary or primary list) Course number Course title MGMT 521 Complex Negotiations BA 597E Business & the Environment MGMT 551 Growth & Innovation Strategy NOTE: This is a comprehensive list of courses – not all courses are offered every year; please consult the MBA course schedule for actual offerings.

Strategic Leadership Core course: BA 571, Strategy Primary list of courses (6 credits must be taken from primary list) (remaining 4 credits can be taken from primary or secondary list) Course number Course title MGMT 531 Strategy Implementation and Organizational Change MGMT 520 Team Facilitation MGMT 597B Team Facilitation Team Labs MGMT 521 Complex Negotiations MGMT 565 Power and Influence MGMT 551 Growth and Innovation Strategy BA 565 Strategic Leadership Seminar MGMT 561 Global Strategy and Organization Secondary list of courses (remaining 2 courses/4 credits from secondary or primary list) Course number Course title ENTR 504 Business Planning BA 597E Business & the Environment ENTR 597E Social Entrepreneurship NOTE: This is a comprehensive list of courses – not all courses are offered every year; please consult the MBA course schedule for actual offerings.

Supply Chain Core course: BA 510, Supply Chain Management Primary list of courses (6 credits must be taken from primary list) (remaining 4 credits can be taken from primary or secondary list) Course number Course title SCM 566 Demand Fulfillment SCM 556 Manufacturing Strategy SCM 546 Strategic Procurement SCM 570 Supply Chain Modeling SCM 540 Transportation in Supply Chains

Secondary list of courses (remaining 2 courses/4 credits from secondary or primary list) Course number Course title SCM 597B Six Sigma* MKTG 533 B2B Marketing MKTG 542 New Product Development INS 575 Risk Management Prerequisites

• For MKTG 533: MKTG 521 *Students wishing to complete the Black Belt Six Sigma must also take BA 597A /Statistics for Six Sigma. NOTE: This is a comprehensive list of courses – not all courses are offered every year; please consult the MBA course schedule for actual offerings.

MBA DEGREE REQUIREMENTS

CORE COURSES CREDITS 38 CREDITS ♦ Core credits are those which everyone is required to take ♦ Thirty-three (31) credits are completed in first-year of program ♦ Seven (7) credits are completed in second-year of program

2 credits in Module V – BA 523 1 credit in fall immersion – BA 505 4 credits in capstone business case – APEX – BA575

ELECTIVE CREDITS 22 CREDITS (minimum) ♦ Concentration and Elective Courses

The balance of the required credits (22) for graduation will consist of courses in the concentration(s) or with electives. The majority of these courses will be taken in your second-year; however, you will take one (or two) two-credit elective in your first-year during Module III and/or IV

♦ As a general rule, concentrations will consist of six (6) credits from a prescribed primary list and four (4) credits to be selected from a secondary list. Thus, a concentration will be ten (10) credits.

♦ Students must meet a breadth requirement, which involves ensuring that 10 of the 22 elective credits are outside the concentration designation (i.e., Finance, Marketing, Supply Chain, Entrepreneurship, or Management.). In other words, all 22 of your elective course credits cannot start with the designation; FIN, SCM, etc. Given the nature of the courses within concentrations and course offerings; it is unlikely that all of your courses would have the same designation. For example a student doing a primary concentration in Finance and a secondary in Supply Chain would meet breadth requirements through the courses in Supply Chain.

MINIMUM CREDITS REQUIRED FOR GRADUATION 60 CREDITS

MBA COURSE DESCRIPTIONS for Electives NOTE: This is a comprehensive list of courses – not all courses are offered every year; please consult the MBA course schedule for actual offerings.

Course Name/# Course Title Brief Description CONCENTRATION (S) BA 545 Business,

Government and International Economics

In this course, you will learn to understand and anticipate macroeconomic events. The course will cover the institutional focus of policy makers (ex., government leaders, central bankers) and the way they see the global economy and their nation’s place in it. The class synthesizes institutional, historical and theoretical perspectives to study issues such as Federal Reserve policy, European economic integration, and the causes and consequences of business cycles and financial panics. Class discussion and activities revolve around cases and data from real life episodes culled from various countries or regions including the EU, Asian, South and Central America, and the U.S. The class format is part case study, part lecture, and always a lot of discussion.

Finance (Secondary)

BA 565 Strategic Leadership Seminar

This course presents a CEO’s perspective on the key opportunities and challenges faced by business leaders as they seek to adapt themselves and their organizations to the evolving business environment. Course content is based on extensive research and first hand consulting experience working with senior leaders from major corporations worldwide, including companies like 3M, Fujitsu, IBM, British Airways, Motorola, Samsung, BP Amoco, and many others. The lessons learned from those benchmark companies and the evolving models of management they are helping to create, will form the backbone of a series of discussions on 21st century organizational forms and the new leadership competencies required to direct them. This course provides an excellent overview of the leadership development challenges faced by MBA’s as they resume their corporate careers. Note: Weekend Class; Sat/Sun; Sat/Sun - Dates TBD - Spring Semester

Strategic Leadership (Primary)

Course Name/# Course Title Brief Description CONCENTRATION (S) BA 597A Six Sigma Statistics Statistics course designed as an introduction to the MBA

Six Sigma course. *Students wishing to complete the Black Belt Six Sigma must take BA 597A /Statistics for Six Sigma & SCM 597B

Open Elective - required component of Six Sigma - does not count toward SCM Concentration

BA 597E Sustainable Business Strategies

To provide a greater context to understand how marketing strategies can or cannot be used to address key issues. By understanding key environmental issues and how marketing relates to them, you will have a better understanding how to apply skills learned to issues of Corporate Social Responsibility.

Marketing (Secondary) Strategic Leadership (Secondary) Sustainability Course

BLAW 525 Business Law for Innovation & Competition

This course will teach students the basic nature of IP rights, as well as the process for obtaining and enforcing them. Students will be prepared to more accurately value IP and manage it in the context of both small and large business ventures. The course will also teach students to better appreciate when professional legal counsel is necessary, and how to manage those interactions more cost effectively

Entrepreneurship (Secondary) Finance (Secondary)

ENTR 500 Creativity, Innovation, & Entrepreneurship

In this course, you will explore "innovation" and "entrepreneurship" from the perspective of creativity. Specifically you will study the determinants of creativity at the individual, group, organizational, and inter-organizational levels of analyses. You will gain both practical and theoretical insights from the course. Topics that will be covered include: deframing, metaphors, dialectical inquiry, path creation and bisociation. As a part of the course requirements, students, in groups, will track the genesis of novelty. From this effort, you will put together a collection of short narratives chronicling successes and failures that entrepreneurs and firms encounter as they attempt to shape creative processes.

Entrepreneurship (Primary)

ENTR 503 Garber Venue Capital Practicum

Enable students to gain practical experience in equity investments in small and start-up firms. Students are exposed to the decision making process in actual deal participation using the Garber Venture Fund coupled with relationships with external investment groups. This course exposes students to many complex business issues typical of the real world. At the end of the course, the students decide whether to make an investment from the fund and on what terms.


Course Name/# Course Title Brief Description CONCENTRATION (S) ENTR 504 Business Planning Primary objectives of the course are to teach students

the key elements required in a compelling business plan and provide students an opportunity to write a business plan. The course will enable students to construct business plans that present the key points in a direct, clear and appealing way. Five issues are addressed in detail including understanding the target audience, writing a powerful executive summary, key considerations in staffing and building a startup, planning key functional activities, and presenting financial information. Students will hone their skills by writing and reviewing business plans.

Entrepreneurship (Primary) Strategic Leadership (Secondary)

ENTR 597C

Technology Commercialization

It will use prototypes to set up problem-based learning projects on how to commercialize technology both within corporations and as spin offs/startups.


ENTR 597E Social Entrepreneurship

Gain a toolkit of social-entrepreneur tactics for creating change; apply this toolkit to startup contexts as well as traditional managerial roles.

Entrepreneurship (Primary) Strategic Leadership (Secondary)

ENTR 597F

Entrepreneurial Finance

Students will learn by examining real cases including bootstrapping, grants, corporate partnering, etc. This course is suitable to students wishing to start their own companies or wishing to learn more about private equity models.

Entrepreneurship (Secondary)

ENTR 597I Business Model Innovation


ENTR 571 Applying Entrepreneurship Across Corporate Boundaries

This course emphasizes innovation and the management of the entrepreneurial function as strategic tools. It examines in detail the commonalities and differences between entrepreneurs, intrapreneurs and enterpriseursTM The latter term describes a new breed of managers that create innovative business models transcending conventional corporate boundaries eroded by Information Technology, Deregulation, and Globalization. Four cases are analyzed: a biotech start-up, a large infrastructure start-up, a counter-cultural new corporate division, and a "green field" virtual company scenario.


FIN 550 Financial Analysis & Valuation

This course helps students develop skills in financial analysis and working capital management. They will also be able to forecast financial needs in a variety of economic circumstances. Finally they will be able to use

Finance (Primary)

Course Name/# Course Title Brief Description CONCENTRATION (S) their knowledge of financial statements to value securities using a variety of methodologies.

FIN 571 Strategic Financial Management

Designed to be a practical, comprehensive course in corporate finance and strategy. Draws together the various topics in managerial finance and presents a unified, integrated view of the overall subject areas. Requires student to deal with case applications and to consider recent empirical and theoretical findings in the field. The topics covered include capital expenditure analysis, capital structure and dividend policies, corporate structure and restructuring, mergers and acquisitions, insider trading, and international corporate finance. Integrated throughout the course will be issues of managerial compensation and potential management-shareholder conflicts.

Finance (Primary)

FIN 577 Financial Engineering & Corporate Strategy

Provides students with an understanding of how innovative financial strategies can be used to enhance real opportunities of the firm. Students learn how basic derivative instruments can be used to re-engineer exposures to risk so as to create value and promote the firm’s strategic objectives. Practical perspectives in a variety of investment and financing settings are provided.

Finance (Primary)

FIN 581 Fundamentals of Financial Markets

This course provides students with an understanding of the operation and structure of money and bond markets, and the concepts and techniques used in evaluating and managing fixed income portfolios. It covers the determinants of asset prices and yields, the term structure of interest rates, and yield curve analysis. It also deals with the concepts and techniques used to evaluate and manage exposures to interest rate, credit, and foreign exchange risk.

Finance (Primary)

FIN 583 Modern Portfolio Management

This course provides the rigorous theoretical foundations and vital tools needed to structure, manage and monitor the performance of an investment portfolio. Topics include portfolio theory, the risk-return relationship, asset allocation and security selection, style analysis and performance evaluation, mutual/hedge funds.

Finance (Primary)

FIN 570 Financial Modeling This course introduces and applies equity, debt, and derivative models and computational techniques using Excel and Visual Basic for Applications (VBA).

Finance (Primary)

Course Name/# Course Title Brief Description CONCENTRATION (S) FIN/IB 555 Global Finance The course deals with the analysis of problems in

international business finance and the impact of evolving international payment systems on business. The focus will be on how decisions about financial management are and should be made in the modern multinational enterprise. The impact that these decisions have on the worldwide allocation of economic resources and distribution of wealth will be assessed. Other topics of discussion include: what are the financial risks inherent in these decisions? What role can new financial instruments play in the management of these risks?

Finance (Primary)

INS 575 Risk Management Corporate executives face a growing variety of risks that can interrupt their normal business operations and negatively impact the value of their firms. Such recent events as the threat of corporate class action lawsuits (e.g., the 2007 class action suit filed against Mattel for its sale of toys painted with lead-based paint or Merck’s three-year legal battle with consumers over the health risks of the firm’s Vioxx drug), the increase in the price of commodities (e.g., petroleum or grains), the unraveling of corporate employee benefit programs among U.S. auto makers, and the increased liability exposure placed upon corporate executives by the Sarbanes-Oxley Act reflect the growing spectrum of risks that threatens today’s businesses and organizations. INS 575: Risk Management examines the methods used by firms to protect their interests from these types of corporate risks.

Finance (Secondary) Supply Chain (Secondary)

MGMT 520 with MGMT 597B Lab

Team Facilitation Provides students with an in-depth understanding of team dynamics and the opportunity to develop skills for facilitating teams to achieve effective performance through the facilitation of one or more first-year MBA teams. Specific course topics include models of group development, diagnosing team problems, selecting effective intervention strategies, skills in giving and receiving feedback, conflict management, and working constructively with gender, race, and cultural differences within teams.


MGMT 521 Complex Negotiations Complex Negotiations is an elective course that is designed to help students develop understanding and competencies necessary for conducting complex multi-

Strategic Leadership (Primary) Entrepreneurship (Secondary) Marketing (Secondary)

Course Name/# Course Title Brief Description CONCENTRATION (S) party negotiations. Topics include: framing of negotiations, dealing with internal and external negotiations simultaneously, dealing with social dilemmas, mediation, negotiating across power differences, multiparty negotiations, and international business negotiations.

MGMT 531 Strategy Implementation & Change

Provides students with key analytic ability to assess the gap between the current status of the organization and the need to implement a new strategy or execute change, and then identify a strategy for closing the gap. Students will develop facility with two essential frameworks: a model of organizational alignment and a model for managing the change process. The topics covered include alignment of organizational structure, information and decision processes, rewards, people, and symbols; persuasion, resource, time and pacing, and leadership by the top team in the change process; implementation of an innovation strategy, a turnaround strategy, a transnational strategy, or an acquisition integration strategy.

Strategic Leadership (Primary) Entrepreneurship (Secondary)

MGMT 551 Growth and Innovation Strategy

Growth and Innovation Strategy - Identify opportunities for growth and profitability through technological and organizational innovations and market independently or with strategic partners.

Entrepreneurship (Primary) Marketing (Secondary) Strategic Leadership (Primary)

MGMT 561 Global Strategy Course focuses on three major aspects of international business: competitive strategy, organization design, and management processes.


MGMT 565 Power & Influence This course provides a pragmatic and ethical framework for analyzing the sources of power in organizations and the circumstances that lead to its attainment and effective use. The goals of this course are to help you learn more about the nature and sources of power in organizations and increase your ability and confidence in diagnosing power situations, managing conflict, and using political strategies in pragmatic ways to get things done in the workplace and other organizations. Topics covered include formal and informal sources of power, social exchange perspectives on power, network structures and their consequences, organizational culture and symbolic actions, the bases of interpersonal influence, and diagnostic tools and techniques to identify


Course Name/# Course Title Brief Description CONCENTRATION (S) the "rules of the game."

MKTG 521 Scientific Marketing Analysis

The overall objective of the course is to provide an introduction to and practice in the various marketing research techniques currently used, the tools associated with these techniques, and the reasoning behind the utilization of these practices and their respective methods of implementation.

Marketing (Primary)

MKTG 532 Brand Management This course is designed to 1) examine and understand the processes of building, designing, measuring and maintaining brand equity; 2) discuss actual applications of Brand Management strategies and methodologies presented in class, together with cases and exercises; and 3) provide MBA students with the analytic and strategic skills necessary for internships or early careers in Brand Management.

Marketing (Primary)

MKTG 533 Business Marketing (B2B)

The creation, measurement and delivery of superior customer value in business markets is the focus of this course. Successful market-focused business-to-business (B2B) organizations know the importance of linking customer needs to the development of high value products throughout the value chain in a global, electronic environment. And those successful organizations require that marketing be viewed as an investment, with measurable results and not as an expense. Prerequisite: MKTG 521

Marketing (Primary) Supply Chain (Secondary)

MKTG 534 Integrated Marketing Communications

This course is designed to help students to more effectively: 1) describe, manage and coach the concept and realities of “Brand”, and “Brand Equity” in an operational way with teams, agencies, and other supporting groups and their business; 2) implement and Coach an 8 step process for the development and execution of an Integrated Market Communications program, to build sales, build brand equity, and achieve financial objectives; and 3) get better, more effective, creative results from their advertising and support agencies, whether they are managing, influencing, or consulting to the process.

Marketing (Primary)

MKTG 541 Consumer Behavior Introduce theories and concepts from psychology, sociology, economics, and other disciplines that are useful in understanding and marketing to consumers.

Marketing (Primary)

MKTG 542 New Product The course has two objectives. The first objective is to Entrepreneurship (Secondary)

Course Name/# Course Title Brief Description CONCENTRATION (S) Development expose the students to the various tools needed in NPD

and to familiarize the students with the NPD process (market opportunity identification, customer analysis, concept generation, selection and testing, prototyping, launch and product life cycle management). The capstone of this is a team project that gives the students an opportunity to practice these process/tools discussed in the classroom. The second aim is to help students understand and tackle some key NPD challenges facing senior management and management consultants.

Marketing (Primary) Supply Chain (Secondary)

MKTG/EBIZ 543 e-Biz/Marketing Strategy

Offers students the concepts and tools to design and deploy marketing strategies to help their organizations develop enduring relationships with their customers in a global, networked, and digital economy. Covers such topics as emerging market mechanisms.

Marketing (Primary)

MKTG 571 Marketing Strategy This course is intended to help review and integrate concepts presented in other product and market development courses. It examines marketing related issues and solutions to problems arising from market and product development of products or services in competitive business environments. It focuses on business-level marketing strategy, not corporate strategy or business policy.

Marketing (Primary)

REST 560 Real Estate Financial Analysis

This course provides a modern framework for the valuation and analysis of real property using both theoretical and empirical approaches. Topics include valuation of land and improvements, real estate finance methods, real estate investment strategies, and special topics relating real property to corporate finance.

Finance (Secondary)

REST 570 Institutional Real Estate Investment

This course covers the convergence of real estate and the capital markets. It is designed to expose students to the structure, analysis and valuation of a variety of real estate securities including: residential mortgage backed securities (MBS), collateralized mortgage obligations (CMOs), commercial mortgage backed securities (CMBS), and real estate investment trusts (REITs). The course is divided into two sections. The first section covers the intersection of real estate debt financing and the capital markets (i.e. mortgage securitization). The second section concentrates on vehicles for public real estate investment analysis (REITs) and the place for real

Finance (Secondary)

Course Name/# Course Title Brief Description CONCENTRATION (S) estate in modern investment portfolios.

SCM 540 Transportation in Supply Chain

Transportation in Supply Chains (2) Strategies and processes for design and implementation of transportation service links in supply chain networks.

Supply Chain (Primary)

SCM 546 Strategic Procurement

This course explores leveraging the contributions of a supply strategy, e-procurement, supply segmentation, collaboration & relationship management, and global procurement for developing and executing sourcing strategies, with special emphasis on the strategic planning and use of information technology. This is one of three foundation courses.


SCM 556 Manufacturing Strategy

Focuses on understanding the connections between manufacturing, inventory, and location decisions on customer-focused, multi-stage supply chains. We will explore how strategic choices (such as information technology, facility location, and mass customization) tie in with planning decisions (such as forecasting and aggregate planning) to support synchronized supply chains. This is one of three foundation courses. Delivery is coordinated with BA 510. Evaluation methods include a combination of class participation, exams, “hands-on” exercises, case studies, and reactions papers.


SCM 566 Supply Chain Processes and Methods Demand Fulfillment

This course develops an understanding of the strategic framework, the managerial issues, and the best practices related to the planning and execution of the demand-fulfillment process. Special attention is given to the e-enabled capabilities, relationships, and levers needed for responsive, flexible, and efficient demand fulfillment.


SCM 570 Supply Chain Modeling

Supply Chain Modeling focuses on mathematical modeling techniques used to design, analyze, execute and integrate supply chains. Three primary methods will be studied: simulation, optimization and enterprise resource planning. Key conceptual and theoretical methods will be reviewed, along with the use of complementary, contemporary software in each of the three major areas.


SCM 597B Six Sigma A focused overview highlighting principles of six sigma methodology including implementation of proven principles and techniques for business performance. .

Supply Chain (Secondary)

Course Name/# Course Title Brief Description CONCENTRATION (S) *Students wishing to complete the Black Belt Six Sigma must take BA 597A /Statistics for Six Sigma & SCM 597B

10/8/2012

Documents

MBA Class of 2014 Concentration Information Packet · MBA Class of 2014 . Concentration Information Packet . ... given the 4-day week, ... • For FIN 571: