May 18, 2024  
2014-2015 Graziadio Academic Catalog 
    
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2014-2015 Graziadio Academic Catalog [ARCHIVED CATALOG]

Courses

 

Finance
  

  • FINC 663 Financing Small Businesses (2)

    This course addresses issues related to financing small business enterprises and family firms. Various sources of available financing are examined including commercial banks, venture capital, angels, and government financing. In addition, collateralizing the firm’s assets for financing, such as inventory and receivables financing, equipment financing, and real estate financing, is discussed. The Initial Public Offering (IPO) process is examined as a means for growing enterprises to continue by accessing public capital markets. A major focus of the course is creating effective business plans to secure financing. Prerequisite(s): Full-Time-ACCT 602 Cost Accounting  or equivalent and FINC 604 Managerial Finance  or FINC 614 Finance  or FINC 614B Advanced Financial Management . Fully Employed-FINC 655 Financial Management of the Firm  or ACCT 500 Advanced Topics: Accounting  and FINC 502 Advanced Topics: Finance . Note: ENTR 663  may be substituted for FINC 663 and vice versa. However, students should be aware that the specific focus and deliverables for these two courses are substantially different from one another.
  
  
  

  • FINC 668 Valuation and Corporate Combinations (4)

    This course examines methods for measuring and managing the value of companies. Valuation methodologies studied include discounted cash flows, discounted abnormal earnings, comparables, liquidation, replacement cost, and book value. These methodologies are applied to investment decisions related to control transactions. Among the transactions studied are mergers, acquisitions, hostile takeovers, going private transactions (MBOs and LBOs), asset restructuring, and voluntary and involuntary liquidation. Methods for creating takeover defenses also are developed. The influences of the legal and regulatory environment as well as competition in input and product markets are considered in developing a framework for understanding merger waves and industry consolidation. Prerequisite(s): Full-Time-ACCT 602 Cost Accounting  or equivalent and FINC 604 Managerial Finance  or FINC 614 Finance  and FINC 614B Advanced Financial Management . Fully Employed-FINC 655 Financial Management of the Firm  or ACCT 500 Advanced Topics: Accounting  and FINC 502 Advanced Topics: Finance .

  

  • FINC 669 Investments and Portfolio Management (4)

    This course establishes the foundations for analysis of optimal security selection, examines procedures for constructing investment portfolios, and considers strategies that investors can employ to meet various alternative investment objectives. The full scope of the investment management opportunities is considered by examination of investment across all classes of securities (equities, fixed-income instruments, real estate, derivatives, etc.) in both domestic and foreign markets. Selection of individual investments is discussed within the context of portfolio creation, target returns, and risk tolerance and management. Core concepts in this course include measures of risk, diversification and risk management, expected returns and covariance of returns between securities, and the tax implications associated with various asset classes. Prerequisite(s): Full-Time-ACCT 602 Cost Accounting  or equivalent and FINC 604 Managerial Finance  or FINC 614 Finance  and FINC 614B Advanced Financial Management . Fully Employed-FINC 655 Financial Management of the Firm  or ACCT 500 Advanced Topics: Accounting  and FINC 502 Advanced Topics: Finance .

  

  • MBAA 663 Management Accounting and Control (3)

    This course provides students with an understanding of the management accounting tools and techniques used to generate information for management decision making and control. These tools include ratio analysis, common size statement analysis, and trend analysis. The course will also cover the application of these and other analytical tools to understanding and interpreting financial statements.

  

  • MBAA 673 Strategic Issues In Corporate Finance (3)

    Students use technology in the classroom and outside the classroom to analyze a variety of financial issues. In the classroom, the students use laptop computers to perform hands-on analyses of real-world financial issues. The Internet is used to download a variety of financial data and Excel® templates used in the classroom. In a team project, the students use a computer-based simulation to make a series of financial decisions on internal versus external financing, debt versus equity financing, inventory levels, sales and profit projections, and asset allocation. During the course, the students also work in the following areas of finance: currency translation of multinational financial statements, cash flow, working capital management, financial forecasting, capital budgeting, and lease versus buy analysis.

  

  • MBAK 632 Resource Acquisition and Allocation (4)

    The course explores means of raising capital in the global financial marketplace; enterprise valuation and enhancement of stakeholder value; mergers, acquisitions, and other means of growth; financial ethics; and corporate compliance. Quantitative tools such as decision theory and linear programming will be used to improve decision making.


Graziadio School of Business and Management
  

  • GSBM 480 Critical Thinking and Managerial Problem Solving (2)

    This course will be taught from a critical thinking perspective that emphasizes a disciplined process of conceptualizing, applying, analyzing, synthesizing, and evaluating the information presented in a business problem. Intellectual values such as clarity, accuracy, precision, consistency, relevance, soundness of evidence, depth, breadth, and fairness will be emphasized as suitable criteria for decision analysis and implementation. Similar to parts of speech, elements or parts of thought include purpose, problem, assumptions, concepts, empirical grounding, reasoning leading to conclusions, implications and consequences, alternative viewpoints, and frame of reference.

  

  • GSBM 482 Business Ethics (2)

    This course explores ethical decision making in a society with changing values and an increasing international interdependence. It stresses the development and application of moral and ethical concepts to practical cases and ethical dilemmas management faces. It develops an awareness of the ethical, social, and environmental implications and consequences of managerial decisions involved in managing a firm’s relationship with society, its marketplace, and employees. Special attention is given to the question: To what extent should corporations exercise social responsibility?

  

  • GSBM 484 Contemporary Business Issues I (2)

    These courses will cover pertinent contemporary issues from which the student selects one to satisfy the requirements of Contemporary Business Issues I and selects a different course from the issues offered to satisfy the requirements for Global Business Intensive. This requirement is fulfilled by completing two sections of BSM 484 or BSM 485 or by completing sections of BSM 59X Advanced Topics. Topics may not be repeated. Examples of topics include environmental law, leadership, creative problem solving, managing customer satisfaction, human relationships, and global enterprise management. Advanced topic courses in accounting, economics, finance, and law may be taken for Contemporary Business Issues credit when available. Contemporary Business Issues credits also may be earned by attending the Study Abroad program. Prerequisite(s): Prerequisites may be required for some of the courses. Course descriptions will be made available through the BSM Program Office.

  

  • GSBM 485 Global Business Intensive (1-4)

    Hosted by partner schools abroad, Global Business Intensive focuses on critical aspects of doing business in the global economy. The course consists of lectures by distinguished faculty members of the partner schools and recognized experts from companies and research centers on a variety of contemporary business issues. The course involves a series of seminars covering such topics as international economics, culture, marketing, finance, and political and legal context. Some programs also include field visits to internationally recognized companies or organizations in the region for a hands-on look at business opportunities and management strategies. Also included is a study tour of important historical sites. The tour provides an important backdrop of culture and history that flavors the nation’s experience.

  

  • GSBM 499 Undergraduate Directed Instruction (1-4)

    Directed instruction is based on guided reading and independent research, supervised by one member of the faculty.

  

  • GSBM 550 Professional English Communication Skills for Pre-Graduate Students (0)

    The course, taken prior to enrollment in the Full-Time program, immerses students in the language and culture of the American professional business environment. The course includes preparation for and practice in conversational skills, critical reading and analysis of graduate-level material, note-taking skills, verbal skills in team interaction and presentations, and writing professional business documents. The course includes individualized assessments and assignments based on need, one-on-one conferences, and interactive sessions that model the graduate business class protocol. The course is graded credit or no credit.

  

  • GSBM 560 Career Seminar (0)

    Career Resources is dedicated to connecting students with business opportunities and providing them with the tools and resources to manage their careers. The career management course will consist of a series of sessions and assignments which will enable students to prepare for each step in their career development, from the time they enter the program to their placement at graduation. The required sessions and electives provide opportunities for students to practice career development skills, learn new techniques, network effectively, and interview competitively. The course consists of required and elective sessions, including mandatory one-on-one individual career advising sessions. The course is graded credit or no credit based upon timely completion of deliverables, attendance at sessions, and participation in activities. The syllabus will outline the specific requirements. (The Full-Time Graduate Programs web site will be used to track student activity.)

  

  • GSBM 585 Global Business Integration (0)

    The purpose of this course is to prepare students to live and conduct business internationally by providing the skills to study and research important social, cultural, and economic norms and intercultural differences around the world. This course will also provide students with the opportunity to study the language of the destination country with an online language component. This course is a prerequisite to the student studying abroad. This course is graded credit or no credit.

  

  • GSBM 590 Integration Seminar (0-2)

    The Integration Seminar offers an organized set of activities to assist students in the integration of course content and to apply and extend what they learn in other classes. Delivered by a team of faculty and offered during concentrated periods in the academic year, the components of the Integration Seminar are designed to develop student leadership skills, enhance team building, and increase managerial effectiveness. A student participates in Integration Seminar activities during each semester of enrollment at the Graziadio School. This course is graded credit or no credit.

  

  • GSBM 670J Integration in Business Operations (1)

    The purpose of this integration module is to provide an experiential learning opportunity to allow students to integrate and apply the knowledge and skills acquired in the core curriculum to managing a simulated business. The focus of the integration module will be on making decisions related to the internal operations of the firm. Students working in groups will assume the role of the senior management team responsible for running the simulated business. Prerequisite(s): FINC 502 Advanced Topics: Finance 

  
  
  

  • GSBM 675 Case Competition (2)

    This course leverages the techniques and methodology addressed in international case competition to provide a practicum in articulating and defending strategic problem solving. Requiring participants to synthesize and articulate in a time-bounded, low-tech, largely oral fashion, the course is designed to prepare managers who expect to have to present information in a crisp and articulate fashion during their careers, such as presenting findings and/or making recommendations to a board of directors or group of senior executives.

  

  • GSBM 680 TEC: The Executive Committee (0)

    TEC is an elective course designed to promote personal development, strategic interpersonal relationship development and leadership skills in order to prepare selected individuals for the challenges faced in many areas of life during a career of corporate leadership. The course is set up as a series of 6 individual and 6 group meetings in which selected students will meet one-on-one with the instructor for 50 minutes and also participate in 3-hour executive speaker presentations and 3-hour executive group sessions. This course is graded credit or no credit.

  

  • GSBM 690 IMBA Study Abroad (0-16)

    The purpose of this course is to enable IMBA students to enroll in courses at a partner university and gain an understanding of business dynamics within another culture in the unique environment of a university abroad. When the courses are completed at the partner university, their designations will appear on the transcript. This course is graded credit or no credit. Prerequisite(s): GSBM 585 Global Business Integration .

  

  • GSBM 691 Study Abroad (0-16)

    This course designation pertains to individual courses taken at a partner university abroad in conjunction with the Full-time graduate program. Its purpose is to enable students to enroll in courses at a partner university under the instruction of a faculty member from that university in order to learn business-related subject matter and gain an understanding of the business focus of another culture in the unique environment of a university abroad. When the courses are completed at the partner university, their course designation will appear on the transcript. This is graded credit or no credit.

  

  • GSBM 692 Global Business Study Tour (2)

    The purpose of this course is to enable students to learn primarily about international business in the intensive format. Students will learn from lectures, projects, and field visits under the guidance of a Graziadio School faculty member and will submit a final report with conclusions and recommendations based upon the subject matter of the course. This course may be repeated.

  

  • GSBM 693 Global Business Intensive (1-4)

    Hosted by partner schools abroad, Global Business Intensive focuses on critical aspects of doing business in the global economy. The course consists of lectures by distinguished faculty members of the partner schools and recognized experts from companies and research centers on a variety of contemporary business issues. The course involves a series of seminars covering such topics as international economics, culture, marketing, finance, and political and legal context. Some programs also include field visits to internationally recognized companies or organizations in the region for a hands-on look at business opportunities and management strategies. Also included is a study tour of important historical sites. The tour provides an important backdrop of culture and history that flavors the nation’s experience.

  
  

  • GSBM 695 Internship (0-8)

    The purpose of the Internship is to provide students with a supervised opportunity to apply what they have been learning in a functioning organization. Working under the guidance of a professor and a mentor in the participating organization, the student devises a plan, completes the project, and submits a final report with conclusions and recommendations based on the experience. This course may be repeated. This course is graded credit or no credit.

  

  • GSBM 696 Field Project (2)

    Students may engage in a project of a specific nature supervised by one member of the faculty. A formal proposal must be submitted and approved prior to enrollment. This course may be repeated. This course is graded credit or no credit.

  

  • GSBM 697 Applied Research (2)

    Students may engage in business research supervised by one member of the faculty. A formal proposal must be submitted and approved prior to enrollment. This course may be repeated.

  

  • GSBM 698 Contemporary Issues in Business and Management (0-4)

    This course will provide students with the opportunity to study specific contemporary issues or topics in business and management. This course may be repeated as content changes.

  

  • GSBM 699 Graduate Directed Instruction (1-4)

    Directed instruction is based on guided reading and independent research, supervised by one member of the faculty. Directed instruction must be petitioned and approved prior to enrollment.

  

  • MBAA 677 Business and Management Practices in Global Settings (2)

    This course focuses on tools and techniques to develop and sustain a long lasting global competitive advantage. It offers the students firsthand experience in international business and management. The students travel abroad for eight days and are provided opportunities to interact with business executives and country officials. The class will examine practices that lead to effective implementation and management in a variety of challenging environments. Culture, economy, marketing, finance, operations, and technology-enriched dimensions of building globally and locally competitive business enterprises are explored. Issues relating to global implementation of the grand strategy along functions (i.e., finance, marketing, human resources, operations) and lines of business are studied. Single- and multi-business organizations, multinational organizations, new ventures, alliances and partnerships, as well as established organizations in a variety of global industries are studied.

  

  • MBAA 681 Applied Strategic Project I (1)

    The Applied Strategic Project I provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in Trimester I to an appropriate business problem or opportunity of their choosing. Students are encouraged to conduct the series of applied strategic projects on a single business entity, which provides the opportunity to create an integrated comprehensive analysis, strategy formulation, and strategic implementation plan that addresses the chosen business opportunity or problem.

  

  • MBAA 682 Applied Strategic Project II (1)

    The Applied Strategic Project II provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in Trimester II to an appropriate business problem or opportunity of their choosing. Students are encouraged to conduct the series of applied strategic projects on a single business entity, which provides the opportunity to create an integrated comprehensive analysis, strategy formulation, and strategic implementation plan that addresses the chosen business opportunity or problem.

  

  • MBAA 683 Applied Strategic Project III (1)

    The Applied Strategic Project III provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in Trimester III to an appropriate business problem or opportunity of their choosing. Students are encouraged to conduct the series of applied strategic projects on a single business entity, which provides the opportunity to create an integrated comprehensive analysis, strategy formulation, and strategic implementation plan that addresses the chosen business opportunity or problem.

  

  • MBAA 684 Applied Strategic Project IV (1)

    The Applied Strategic Project IV provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in Trimester IV to an appropriate business problem or opportunity of their choosing. Students are encouraged to conduct the series of applied strategic projects on a single business entity, which provides the opportunity to create an integrated comprehensive analysis, strategy formulation, and strategic implementation plan that addresses the chosen business opportunity or problem.

  

  • MBAA 685 Applied Strategic Project V (2)

    The Applied Strategic Project V provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in trimester V and to integrate the applied strategic projects completed in previous trimesters into an integrated comprehensive analysis, strategy formulation, and strategic implementation plan that addresses a chosen business opportunity or problem.

  

  • MBAA 686 Applied Strategic Project VI (1)

    If needed, students continue work on Applied Strategic Project V until completed.

  

  • MBAA 687 Applied Strategic Project VII (1)

    If needed, students continue work on Applied Strategic Project V until completed.

  

  • MBAA 688 Applied Strategic Project VIII (1)

    If needed, students continue work on Applied Strategic Project V until completed.

  

  • MBAA 699 Graduate Directed Instruction (1-4)

    Directed instruction is based on guided reading and independent research, supervised by one member of the faculty.

  

  • MBAK 613 Organizational Ethics (2)

    This two-day workshop is designed as a mechanism for further encouraging active consideration of ethical managerial conduct. It offers students a framework for consideration of the implications of unethical and illegal business practices. Students are encouraged to engage in an assessment of their personal and organizational conduct.

  

  • MBAK 671 Project Seminar (2)

    In this first integrative experience, the student must design, present, and initiate a strategic project that will continue throughout the program duration.

  

  • MBAK 672 Project Seminar (4)

    The student continues work on the strategic project, primarily focusing on collecting data.

  

  • MBAK 673 Project Seminar (2)

    The student continues work on the strategic project, primarily focusing on evaluating the collected data.

  

  • MBAK 674 Project Seminar (2)

    Students work to complete their strategic projects, creating and evaluating options, selecting a strategy, and outlining the implementation plan.

  

  • MBAK 675 Project Seminar (2)

    Students present an oral overview of a refined version of their strategic projects. With the completion of the project and program being imminent, faculty feedback in this course will focus on areas of the project that should be strengthened prior to the student’s preparation of the final written version of the project report.

  

  • MBAK 676 International Session (2)

    The course focuses on the integration of managerial decision-making skills in a global setting and includes an international visit. Preparation requires the student to draw on previous course work. Participants will meet with business, government, and community leaders as well as visit commercial and industrial facilities. The impact of diverse economic, political, social, and ethical factors on global business management is examined. In meeting a required cross-cultural academic deliverable, the students will apply integrated concepts and tools from their completed courses.

  

  • MBAK 677 Project Seminar (1)

    If needed, students continue work on the strategic project until completed.

  

  • MBAK 678 Project Seminar (1)

    If needed, students continue work on the strategic project until completed.

  

  • MBAK 679 Project Seminar (1)

    If needed, students continue work on the strategic project until completed.


Information Systems and Technology Management
  

  • ISTM 476 Information Systems for Business and Management (4)

    This course will provide an understanding of information systems and their use in achieving strategic advantage in business practice. In this regard, this class will explore the technology itself, focusing on the primary business application of this technology, what problems it can address, and the organizational importance of these systems for remaining competitive in a global economy. Students will become familiar with the wide range of business processes that must be managed effectively for success. The class will demonstrate the many types of information systems supporting business processes and the specific ways they can improve responsiveness and productivity for particular processes. Specific attention will focus on the pitfalls of information systems in both application and implementation. In addition, students will be required to apply information systems to decision making in critical areas during this course.

  

  • ISTM 603 Information Resources and Technology (2)

    This course introduces students to information as a resource for business decision making. Students will become familiar with both organizational information systems and systems that supply external secondary data, focusing on both the informational aspects of these systems and the technology that supports them. Students learn how to conceptualize their information needs; how to locate, retrieve, and interpret data and information; and how to apply this information in making decisions. In addition, students will be introduced to key concepts and technologies involved in collecting primary data including metrics, statistical sampling, and research designs.

  

  • ISTM 613 Technology and Operations Management (2)

    This course focuses on the strategic and analytical issues of operations management in the production of both goods and services. The student learns to identify and evaluate the key factors in the design of effective operating systems, including the interdependence of the operations management system and the other key functional areas of the firm. The role of technology in operations management will be covered. Specific topics include total quality management, business forecasting, process technology, planning models, and international and strategic issues in operations. Prerequisite(s): ISTM 603 Information Resources and Technology  or equivalent.

  

  • ISTM 623 Management of Information Systems (2)

    This course takes a managerial view of the growing number of issues and opportunities faced by managers as they plan and implement information systems (IS) applications. The course will examine how IS has impacted all disciplines and management processes with an emphasis on its impact on organizational structures. Prerequisite(s): Full-Time-ISTM 613 Technology and Operations Management . Fully Employed-ISTM 654 Information and Process Systems .

  

  • ISTM 625 Innovation and Knowledge Management (2)

    The purpose of this course is to provide students with the conceptual frameworks, methodologies, and skills to manage knowledge and intellectual capital resources to achieve organizational learning and innovation. The course will explore the various stages of knowledge management from data and knowledge capture to validation, archiving, retrieval, dissemination and use, and the roles of emerging information and communications technologies in supporting these activities. The course will also cover the importance of learning and innovation in increasing operational and individual performance and as sources of competitive advantage. Prerequisite(s): Full-Time-ISTM 613 Technology and Operations Management . Fully Employed-ISTM 654 Information and Process Systems .

  

  • ISTM 627 Marketing Informatics (2)

    The Internet, electronic commerce, point of sale, and electronic marketing systems are providing almost overwhelming amounts of data to marketers and other decision makers in organizations. The challenge is to identify how to transform data into usable and actionable information. Key competitive differentiators can be found through the collection, interpretation, and understanding of data and the resulting actions taken. This course will cover the use of information technology and systems that enable and enhance marketing strategies and tactics. This course will prepare managers to face the challenges of various information systems, data collection methodology, and organization; the process of mining valuable information from the data; and ethical situations created by data collection and information use. Prerequisite(s): Full-Time-ISTM 613 Technology and Operations Management . Fully Employed-ISTM 654 Information and Process Systems .

  

  • ISTM 628 Technology for Start-ups and Small Business (2)

    This course focuses on the nature and management of information technologies used by small and entrepreneurial businesses. The unique challenges faced by small organizations associated with cost, size, and availability are addressed throughout the course. It focuses on how information technology must evolve to enable small business to achieve strategic goals from start-up through expansion. Students will be expected to contribute to the community of knowledge by sharing their experience and identifying interesting problems and solutions. Topics will include setting up the IT-enabled office; e-business and e-commerce systems for small business; establishing an IT growth strategy, design, and implementation; and IT resources needed to achieve business goals. Prerequisite(s): Full-Time-ISTM 613 Technology and Operations Management . Fully Employed-ISTM 654 Information and Process Systems .

  

  • ISTM 654 Information and Process Systems (4)

    Modern information business processes must make efficient use of resources, be effective in meeting growing consumer demands, and be readily adaptable to changes in the environment. This course examines production processes and service delivery processes, their different information requirements, and the critical role of information systems in supporting them. It explores how businesses are applying different information technologies to improve the vital functions of information gathering, information processing, and information sharing. The application of IT to automate, streamline, reengineer, and integrate business processes enables advances such as mass customization, quality management, supply chain management, and knowledge management. Both the potential challenges and the potential benefits of developing effective processes and systems will be emphasized.

  

  • ISTM 660 Business Analytics and Intelligence (2)

    Business Analytics and Intelligence (BA & I) empowers organizations to anticipate and shape business outcomes through data integration, analysis, and delivery. Enabled by increasingly potent enterprise infrastructure, companies must analyze massive volumes of constantly changing, multi-structured “big data” to remain competitive in the global marketplace. By employing Business Analytics and Intelligence, companies of all sizes leverage these resources to support evidence based decision making, stimulate business process optimization, sustain competitive advantage, and create integrated, organization-wide solutions to complex business problems. This course introduces techniques to transform data into business intelligence and to use analytics to create business value. Students will acquire the knowledge required to develop solutions to real-world problems through a combination of readings, case studies, applied projects, technology demonstrations, guest lecturers and assignments to analyze and interpret real data. Typical topics may include data mining, data dimension reduction, predictive analytics, data visualization, and coverage of Enterprise Information Strategy, master data management, business intelligence systems, and collective intelligence. Prerequisite(s): Full-Time- DESC 603 Quantitative Business Analysis (2)  and ISTM 603 Information Resources and Technology . Fully-Employed-DESC 656 Quantitative Analysis for Business Operations (4)  and ISTM 654 Information and Process Systems (4) .

    Grading Basis: Graded
  

  • ISTM 661 Enterprise Architecture and Infrastructure Management (2)

    In a global business environment, managers must understand the alignment of technology and business functions. There is increasing emphasis on managing enterprise architecture and infrastructure from the perspectives of business enablement, business continuity and risk management. Today’s corporate technology environments are exceedingly complex, involving challenging portfolios of inflexible legacy systems and dynamic mobile applications that span on-premise and cloud installations. Together, these are causing IT systems management focus to shift from “develop and operate” to “source and deploy.” Organizations need systematic approaches for integrating diverse functional areas into a holistic, application-and data focused enterprise-wide digital platform for supporting the business. This goal will cover the areas of Enterprise Architecture and Infrastructure Management as essential approaches for the development of coherent, robust, efficient and agile enterprise digital platforms. Prerequisite(s): Full-Time-ISTM 603 Information Resources and Technology . Fully-Employed-ISTM 654 Information and Process Systems .

  

  • ISTM 662 DIIS Project and Program Management (2)

    The DIIS Project and Program Management course is intended to develop student understanding of the complexities within and interdependence between DIIS projects and to develop their abilities to successfully manage DIIS projects toward successful realization and intended business benefits. The course will provide students with the techniques, tools and managerial competencies to manage individual DIIS projects and the requisite insights and approaches to manage a portfolio of projects into a coherent program of innovation. Topics covered will include IS and digital innovation project planning, business case development, cost and risk management assessment, global sourcing and vendor management, portfolio management, team leadership, change management, post-implementation review, and program/portfolio management. Prerequisite(s): Full-Time-ISTM 603 Information Resources and Technology . Fully-Employed-ISTM 654 Information and Process Systems .

  

  • ISTM 663 Managing DIIS Security, Privacy, and Ethics (2)

    The Internet and electronic commerce have highlighted the need to understand the ethical and social impacts of information systems. Internet and digital technologies that make it easier than ever to assemble, integrate, and distribute information have created concerns about appropriate use of customer information, the protection of personal privacy, and the protection of intellectual property. Managers must make informed decisions that reflect an understanding of the ethical and social issues surrounding the use of information systems. Furthermore, managers are responsible for the control of the quality and performance of information systems. These issues have moved to the forefront of social and political debate in the United States and globally. This course will equip business managers to effectively meet the security and ethical challenges of information systems. Prerequisite(s): Full-Time-ISTM 603 Information Resources and Technology . Fully-Employed-ISTM 654 Information and Process Systems .

  

  • ISTM 664 Business Process Analysis and Innovation (2)

    In this course students will be introduced to key concepts and approaches to business process analysis and improvement. The main focus of this course is both understanding and designing business processes that accomplish specific desired outcomes. Students will learn how to identify, document, model, assess, and improve core business processes. Students will be introduced to process design principles. The way in which information technology can be used to manage, transform, and improve business processes is discussed. Students will be exposed to challenges and approaches to organizational change, domestic and offshore outsourcing, and inter-organizational processes. Prerequisite(s): Full- Time-ISTM 603 Information Resources and Technology . Fully-Employed-ISTM 654 Information and Process Systems .

  

  • ISTM 665 Digital Innovation and Strategic Transformation (2)

    In this new digital age, firms must increasingly turn their attention to the technological developments that shape their business strategy and competitive position. E-commerce, cloud computing, and mobile technologies are transforming the way businesses operate in many industries. At the same time, managers must be alert to the external forces that shape their IT innovations. The increasing complexity for firms to compete in this dynamic environment offers opportunities, but it also comes with significant risks. In this course, students will develop a deep understanding of these strategic issues surrounding IT innovation, and how they shape IT investment decisions. In addition, it examines ways in which IS managers can employ leading practices to integrate information systems and business strategy. Prerequisite(s): Full-Time- ISTM 603 Information Resources and Technology . Fully-Employed- ISTM 654 Information and Process Systems .

  

  • ISTM 667 Digital Innovational and Information Systems Applied Research Project (2)

    This directed research project provides students with an opportunity to develop a comprehensive understanding of theory and practice related to digital innovation and information systems management within a particular functional area or industry, thereby enabling students to acquire deep knowledge of a DIIS topic of personal interest. Students will complete an applied research project that seeks to inform contemporary business practice. The practice-oriented research project will be informed by assigned readings and completed by under the supervision of a faculty advisor. Prior to registration, the student must prepare a research proposal for review and approval by at least two ISTM faculty. If the research proposal is approved, a faculty advisor will be assigned who will identify an appropriate set of readings to guide the research study. The student will undertake the proposed research, then prepare and submit a comprehensive research paper. Prerequisite(s): Full-Time-ISTM 603 Information Resources and Technology . Fully-Employed-ISTM 654 Information and Process Systems .

  

  • ISTM 669 IT-Enabled Process and Decision Support in New Ventures (2)

    This course addresses the IT systems and quantitative decision analysis necessary to support new ventures. The courses focuses on the potential role of IT in enabling new business ventures to achieve their strategic goals and on the quantitative analysis skills required to support effective decision making. The unique challenges faced by new ventures and small businesses in the areas of IT and decision-making support are addressed throughout the course, in particular information, process and decision system availability, cost, accessibility, and scalability. Topics will include small business technology and systems, quantitative analysis, web-based business, project management, business intelligence, and decision analysis.

  

  • MBAA 678 Managing Information Systems for Business Innovation (3)

    This course aims to provide students with an understanding of the nature of IT-based information systems and how firms can gain competitive advantage by using information systems to enable business innovation through redesign of product and service offerings, business and organization processes, and organization structures. The course also will provide students with the knowledge and skills to effectively manage the acquisition, implementation, and use of information systems to bring about business innovation.


Marketing
  

  • MBAA 665 Contemporary Marketing Applications (2)

    This course addresses strategic marketing in competitive environments by examining the application of the strategic theories and concepts covered earlier. Tactical responses to challenges in the areas of product development, pricing, promotion, and distribution will be examined.

  

  • MBAA 675 Strategic Marketing in Competitive Environments (4)

    This course explores the cost and value of acquiring, servicing, and retaining global customers. It begins with a thorough understanding of customer segmentation, profiling, and purchase behavior. Using the framework of the marketing mix, it moves on to coordinating pricing, advertising and promotion, and sales and distribution. In the final session, the course explores the strategic role of marketing, from new product development to managing cross-functional relations, as well as the impact of marketing practices on the social system.

  

  • MBAK 641 Modeling the Customer Value Chain (2)

    The course explores the costs and value of acquiring, servicing, and retaining customers. Software will be used to facilitate the research and modeling of business practices. Particular attention is paid to strategic advantages flowing from building and exploiting enhanced customer information.

  

  • MBAK 642 Building Market-Driven Organizations (4)

    The course pursues the means to respond to the customer options evaluated in MBAK 641 Modeling the Customer Value Chain (2) . It explores the ways technology and telecommunications are transforming the development of global products and services, pricing programs, advertising and promotion, and distribution tactics. It examines the benefits from aligning the entire organization behind customer satisfaction and reviews the role of marketing in shaping as well as responding to the contemporary world.

  

  • MKTG 473 Marketing Management (4)

    Major marketing methods, institutions, and practices are surveyed in this course. It includes analysis of market structure, environment, demand characteristics, and market strategy; product research and development; and distribution alternatives, promotional programs, and pricing decisions.

  

  • MKTG 605 Marketing Management (2)

    Students learn to manage the marketing process in the context of the firm’s strategies and objectives. Topics to be covered include the marketing management process, marketing organizational structures, analyzing marketing opportunities, selecting target markets, developing marketing strategies, planning marketing programs, budgeting the marketing program, and implementing and controlling the marketing effort. Prerequisite(s): Waiver from MKTG 615 Marketing (4) .

  

  • MKTG 610 Marketing Consulting (E2B) (2)

    Underscoring a focus on practical and relevant, this course is designed to provide students with real-world experience in integrating and applying core curriculum concepts as they work directly with company executives to resolve a business issue real-time in the classroom. Under faculty supervision, the class- working in teams-will complete a strategic project for an assigned company secured by faculty. Teams will interact with company management as they analyze the company issue and/or opportunity, gather information, and develop recommendations for action. Prerequisite(s): MKTG 605 Marketing Management (2)  or MKTG 615 Marketing (4) .

  

  • MKTG 615 Marketing (4)

    This course examines multiple aspects of the environment relevant to the creation and distribution of goods and services, including global, ethical, political, social, legal, and regulatory issues. The course analyzes how buyer behavior, marketing research, and marketing information systems should both guide development and serve in achieving brand and customer relationship management goals. Also included is the analysis of new product development, pricing, marketing communications, and distribution decisions in market planning and marketing program implementation over the product life cycle. Emphasis is placed on the practical application of marketing concepts to case problems, student employment experiences, and the creation of effective marketing plans.

  

  • MKTG 615A Marketing Essentials (2)

    Marketing Essentials analyzes the environment relevant to the creation and distribution of goods and services. This environment includes the global, ethical, political, social, legal, and regulatory issues. This course is the first in a two part series that examines buyer behavior, marketing research, and marketing information from a managerial perspective and is designed to enable you to organize, integrate, and extend your understanding of marketing. This will be accomplished by pulling together the materials from the marketing curriculum through the practical application of marketing concepts to business problems (via popular press articles, live and published case studies, and students’ employment experiences). This course is designed for those considering or pursuing a Marketing concentration. Note: Post-requisite: MKTG 615B Advanced Marketing Essentials (2) 
  

  • MKTG 615B Advanced Marketing Essentials (2)

    Advanced Marketing Essentials continues the analysis of the environment relevant to the creation and distribution of goods and services. This environment includes the global, ethical, political, social, legal, and regulatory issues. This
    course is the second in a two-part series that examines buyer behavior, marketing research, and marketing information from a managerial perspective and is designed to enable you to organize, integrate, and extend your understanding of marketing. This will be accomplished by pulling together the materials from the marketing curriculum through the practical application of marketing concepts to business problems (via popular press articles, live and published case studies, and students’ employment experiences). The key deliverable at the session’s end is a marketing plan. This course is designed for those considering or pursuing a Marketing concentration. Prerequisite(s): MKTG 615A Marketing Essentials (2) .

  

  • MKTG 658 Marketing Management (4)

    This course analyzes the environment relevant to the creation and distribution of goods and services. This environment includes the global, ethical, political, social, legal, and regulatory issues. The course examines buyer behavior, marketing research, and marketing information from a managerial perspective. Also included is the analysis of product pricing, marketing communications, and distribution decisions in market planning and marketing program implementation. Emphasis is placed on the practical application of marketing concepts to case problems and the student’s current employment experiences.

  

  • MKTG 660 Services Marketing (2)

    The course offers an examination of the special challenges of managing the marketing function in organizations whose product mix contains services. Special attention will be given to developing an understanding of the integrative nature of the marketing, operations, and human resource management functions in service organizations. This emphasis will be highlighted by the use of a computer-based simulation that requires students to manage a service organization. Prerequisite(s): Full-Time-MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , or MKTG 615B Advanced Marketing Essentials (2) . Fully Employed-MKTG 658 Marketing Management (4) .

  

  • MKTG 661 Product Innovation and Management (2)

    This course is designed to help students deepen their understanding of product innovation and development. In the course the student will be exposed to identifying, developing, and commercializing new products as well as modification of existing products and new products. There will be a focus on the diverse processes of product teams. The curriculum will seek to develop students’ critical thinking, decision-making skills, and creativity as needed for successful product development. Prerequisite(s): Full-Time-MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , or MKTG 615B Advanced Marketing Essentials (2) . Fully Employed-MKTG 658 Marketing Management (4) .

  

  • MKTG 662 Marketing Communications (2)

    This course expands upon the student’s understanding of marketing communications by emphasizing the role of the integrated marketing communications (IMC) program in both building and maintaining the brand image and health of an organization. The student will study the process by which IMC programs are planned, developed, and executed through exposure to the various IMC tools used in contemporary marketing such as advertising, direct marketing, Internet and interactive marketing, sales promotion, publicity and PR, events, and internal marketing efforts. The balance between the theoretical and practical aspects of IMC make this course relevant to those interested in careers in promotion or product/service marketing management. Prerequisite(s): Full-Time-MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , or MKTG 615B Advanced Marketing Essentials (2) . Fully Employed-MKTG 658 Marketing Management (4) .

  

  • MKTG 663 Strategic Issues In Marketing (2)

    Marketing strategy involves the commitment, organization, and allocation of a firm’s resources in an attempt to achieve sustainable competitive advantages. This course examines both the development and implementation of marketing strategies. The higher order, or abstract, nature of this course demands that students understand the integrative nature of all the functional areas of management. This course is taken near the end of the program. Prerequisite(s): Full-Time-MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , or MKTG 615B Advanced Marketing Essentials (2) . Fully Employed-MKTG 658 Marketing Management (4) .

  

  • MKTG 664 Marketing Consulting (4)

    Underscoring the Graziadio School of Business and Management’s focus on “practical and relevant,” this course is designed to provide students with real work experience in marketing consulting by integrating and applying core curriculum concepts as they work directly with company executives to resolve an actual business issue in the classroom. Under faculty supervision, the class, working in teams, will complete a marketing consulting project (Education to Business) for an assigned company secured by the Graziadio School. Teams will interact with company management as they analyze the company issue and/or opportunity, gather information, and develop recommendations for action. Students will gain real-life insights in a practical, applied setting that the students can utilize in their career development. Prerequisite(s): MKTG 658 Marketing Management (4) .

  

  • MKTG 665 Marketing Small Businesses (2)

    Recognizing that many managers today find themselves working in the context of start-ups or smaller businesses generally, this course will examine the unique marketing challenges present in such circumstances. In addition to examining the marketing of the venture’s products, the use of marking concepts in efforts to attract financial and human resources will be explored. Prerequisite(s): Full-Time-MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , or MKTG 615B Advanced Marketing Essentials (2) . Fully Employed-MKTG 658 Marketing Management (4) . Note: ENTR 665  may be substituted for MKTG 665 and vice versa. However, students should be aware that the specific focus and deliverables of these two courses are substantially different from one another.
  

  • MKTG 667 Sales and Sales Force Management (2)

    The process of effective selling will be examined from both theoretical and practical perspectives. The career opportunities available in sales will be examined. The focus of the course will then shift to the management of the firm’s sales force. Sales policy and planning as they pertain to recruiting, selecting, training, leading, and motivating the sales organization will be examined in a global context. Contemporary technological, legal, and ethical issues in sales will be explored. Prerequisite(s):  MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 668 Business-To-Business Marketing (2)

    This course is designed to improve the student’s ability to resolve issues and discover opportunities in selling to other businesses. There will be broad coverage of current issues in industrial marketing, such as the importance of developing long-term relationships. The topics of distribution, pricing, sales force management, and strategic market and product selection will receive special attention. Other current issues such as just-in-time delivery systems will be discussed. Prerequisite(s): MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 669 Marketing Research (2)

    Realizing that the purpose of research is to improve managerial decision making, this course will provide the student with the understanding and tools needed to design and implement a marketing research program. Beginning with establishing research objectives, it continues by examining the design of research projects, sampling methodology, and data collection. Finally, students learn to secure secondary and primary data, analyze it, and report research findings in a manner useful to managers for decision making. Prerequisite(s): MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 670 Technology in Marketing (2)

    This course provides the student with an appreciation of both the strategic and tactical value of integrated marketing information systems in contemporary organizations. Beginning with establishing information needs, it moves on to procedures for building and using a customer database and integrating it into a full decision support system. This will include the review and use of current database marketing software and Internet marketing systems as part of the marketer’s efforts to customize its marketing programs to better meet customer needs and interests. Prerequisite(s): MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 671 Global Marketing (2)

    The globalization of markets has made an international orientation essential to most firms’ marketing efforts. Economic, political, and other environmental changes challenge firms operating in this global arena on a daily basis. This course will examine the unique challenges that a marketer will face in such an environment, such as the dramatic impact on product prices of an uncontrollable element such as fluctuations in exchange rates. Prerequisite(s): Full-Time-MKTG 605 Marketing Management (2) ,  MKTG 615 Marketing (4) , or MKTG 615B Advanced Marketing Essentials (2) . Fully Employed-MKTG 658 Marketing Management (4) .

  
  
  

  • MKTG 676 Brand Management (2)

    This is a business-to-consumer (B2C) course with an emphasis on fast-moving consumer goods (FMCGs). It reviews what a brand is, why a brand is important, how to nurture and protect a brand, classical brand management, the brand planning framework, laws of marketing, how things have changed, holistic emotional communications, the importance of the consumer, the innovative communications process and ownable brand idea, how all consumers are not the same, and how to be an excellent manager and leader. The students will draw on their oral and written presentation skills and will be highly involved in bringing the course material to life. Prerequisite(s): MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 677 Consumer Behavior (2)

    Consumer behavior lies at the crossroads of the marketing, psychology, economics, and anthropology disciplines. This course will examine the consumption activities of individuals as opposed to markets. The course will focus on consumer behavior, although much of the theory covered in the course applies to industrial settings. Industrial consumer behavior will also be included, and the application of this discipline to business-to-business settings will be addressed. Prerequisite(s): MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 680 Global Brand Management (4)

    Modern brands are a powerful force transcending the world’s borders, economies, and cultures. This course introduces the student to the global brand dynamic and focuses on why a global brand is important, how to nurture and protect a global brand, global brand management, and the importance of the brand’s authenticity in the formation of the consumer’s brand trust and commitment. The students will draw on their oral and written presentation skills and will be highly involved in bringing the course material to life. This course provides the opportunity for the student to apply course content to an assigned case/consulting project. Emphasis is placed on the practical application of branding concepts to global business. Prerequisite(s): MKTG 658 Marketing Management (4)  

    Student Learning Outcomes
    1. Understand the nature, importance and context of a global brand strategy
    2. Recognize that in many situations there is a range of alternatives which should be evaluated
    3. Apply appropriate theoretical concepts, models, frameworks, tools and techniques which facilitate the development of global brand strategy
    4. Analyze alternative approaches to developing a global brand strategy
    5. Analyze the role of global strategy options in maintaining strategic fit and competitive advantage in organizations
    6. Evaluate factors influencing the development of global brand strategy
    7. Evaluate alternative global brand strategy practices in organizations
    8. Plan and control effectively for successful completion of personal and team (project and assignment) workload
    9. Present recommendations, in both oral and written form, using a justifying argument
    Grading Basis: Graded
  

  • MKTG 681 Marketing Innovation and Commercialization (4)

    This course is designed to help students deepen their understanding of innovation in context to the commercialization of a firm’s market offering. While “product” is often the focus of business and academic literature in this topical area, this course will address a broader definition of “market offering” to include product, service, information, technology, idea and/or experience offered by an organization to a market to satisfy a need or want. In the course the student will be exposed to the strategic business imperatives for innovation; contemporary academic and practitioner theories of commercialization, adoption and diffusion; the criticality of differentiation and the role of innovation in organizations. Prerequisite(s): MKTG 658 Marketing Management (4) 

    Student Learning Outcomes
    1. Understand the nature, importance and context of innovation
    2. Recognize that in many situations there is a range of alternatives which should be evaluated
    3. Apply appropriate theoretical concepts, models, frameworks, tools and techniques which facilitate innovation
    4. Use a wide range of information sources
    5. Analyze alternative approaches to managing innovation
    6. Analyze the role of innovation in maintaining strategic fit and competitive advantage in organizations
    7. Evaluate factors influencing innovation, diffusion and adoption
    8. Evaluate alternative innovation management practices in organizations
    9. Develop effective skills of critical analysis and evaluation
    10. Create a market development strategy for a new product
    11. Plan and control effectively for successful completion of personal and team (project and assignment) workload
    12. Present recommendations, in both oral and written form, using and justifying argument
    Grading Basis: Graded
  

  • MKTG 682 Marketing Communications for the Digital Age (4)

    This course expands upon the student’s understanding of marketing communications by emphasizing the role of the integrated marketing communications (IMC) program in both building and maintaining the brand image and health of an organization. The student will study the process by which IMC programs are planned, developed, executed and measured through exposure to the various IMC tools used in digital age marketing such as social media, digital and interactive marketing, advertising, direct marketing, sales promotion, publicity and PR, events, and internal marketing efforts. The balance between the theoretical and practical aspects of IMC make this course relevant to those interested in careers in promotion or product/service marketing management. Co-requisite MKTG 658 Marketing Management (4) 

    Student Learning Outcomes
    1. Identify the different channels and programs used in marketing communications.
    2. Recognize key success factors for developing and executing successful marketing communications.
    3. Describe the impact of the digital age on marketing communications.
    4. Apply marketing communication programs connective strengths in developing an integrated marketing communications (IMC) program
    5. Evaluate the elements of an effective IMC program including setting goals, budgets and metrics.
    6. Design an integrated marketing communications (IMC) program.
    Grading Basis: Graded
  

  • MKTG 683 International Marketing Management (4)

    After reviewing the elements of marketing strategy and implementation, this course explores how similarities and differences in the global environment affect those elements. It explores the strategic issues of and tools for assessing potential, segmenting, targeting, and entering global markets. Mechanisms such as countertrade, time sharing, and appropriate technologies are explored as means for prospering in lesser developed economies. It then goes on to consider the implications of standardized versus adaptive approaches for the 4-Ps. Central to the course is the development of sensitivity to the ethical and pragmatic issues in operating across multiple cultures.


Organization Theory and Management
  

  • MSOD 611 Foundations and Orientation to Organization Development (2)

    This course orients students to the expectations of the MSOD program and provides an overview of the main theories and thought leaders in the field of organizational development. This course establishes the foundations of organizational development: the fundamental principles, values, and aspirations of positive change effort. Students will engage with each other and with faculty using a variety of virtual learning platforms.

 

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