Your Faculty and Course Descriptions

Larry Parker, ACCTG 401A

The accounting component will cover the use and application of basic financial statements, the basic cost structures in a firm, and decision making using accounting information. We will discuss usage and analysis of information from teh annual report, focusing on the balance sheet, income statement, cash flow statement, and related notes. The course will also cover internally generated accounting information about the cost structure of the firm. We will discuss use of this information in decision making. You are expected to be comfortable with definitions of basic accounting terms, and you should be familiar with the accounting strucutre and the financial statements.

Ajay Singh, BAFI 402A

This module reviews knowledge and refreshes core skills in managerial finance, especially those related to financial statement analysis, discounted cash flow valuation, and risk and return in the captial markets. Teaching methods include lectures, discussions, cases, and extensive exercises.

Robin Dubin, ECON 403A

This course serves as a review of economic principles and an introduction to the use of economics in the management setting. Basic economic concepts will be demonstrated by analyzing economic issues and policies relating to the environment in which organizations function. Economic analysis will be demonstrated with reference to particular decisions confronted by firms, including game theory.

Darren Good, MGMT 403 - Leadership Assessment and Development (LEAD)

This course is designed to increase competitive attractiveness in the marketplace and maximize the added value of the M.B.A. program. The objective of the course is to have students learn a method for assessing and developing in themselves the knowledge and abilities relevant to management throughout their careers. This is accomplished by helping students develop an individualized learning plan to enhance their level of knowledge in 11 fields and 22 abilities. Students engage in a number of assessment activities, then receive feedback and interpret it. This occurs in the context of an Executive Action Team (i.e., students and a facilitator) in which students help each other assess their current capability and future development needs. THis course is limitied to students in the M.B.A. program.

Loren Dyck, MGMT 413A - Human Values and Organizations (HVO)

Classes will explore research in the fields of organizational behavior and human resource management and apply this knowledge in actual situations and cases. They will learn about how to learn from experiences they have in class and in their Learning Teams. Students will be able to directly apply skills learned in class to leadership, project management, task force management, team development, staff meetings, decision making, problem solving, interpersonal relations, enviromental analysis, job redesign, organizational change, and labor and human resource policy.

Simon Peck, MGMT 499 - Strategic Issues and Applications (SIA)

This course wraps up the M.B.A. core by providing an integrative experience of applying the full range of managerial skills addressed throughout the core in a comprehensive case exercise. Students develop, document, and present comprehensive, implement-able strategic and tactical action programs in groups.

Fred Collopy, MIDS 409A - System and Design Thinking

Organizations are technology- and knowledge-intensive systems. All their functions are driven by the flow and use of information. This course will enable students to develop the models, analytic techniques, and critical attitudes needed to design effective, adaptable organizations. Students will learn to employ information technologies and new organizational forms to improve a firm's functions and strategies.

Stanton Cort, MKMR 403A - Marketing

This course is designed to refresh and enhance student familiarity with fundamental concepts in marketing management, and with how those concepts are applied to solve realistic business problems. The course exposes students to basic marketing theory in the areas of consumer behavior and decision making (both individual consumers and organizational buyers), pricing strategies, channel management and its importance to marketing strategy, new product development and management and its importance to marketing strategy, new product development and management, and promotion management. Equal emphasis is given to analyzing business cases that deal with realistic situations where the theories described above can be applied. Considerable emphasis is also given to learning analysis techniques and back-of-the-envelope calculations that can be applied to case data (financial, market research resutls, industry reports, etc.) to gain further insights.

To be announced, OPMT 405A - Operations Management

In recent years, a changing competitive landscape has highlighted the critical role of the operations function in ensuring business success. In this course, we treat business as a value-added chain of processes that supply and convert disparate inputs into products and services and distribute these outputs. We examine how to best design, run and improve these processes. A variety of manufacturing and service sector seetings will be used as examples to illustrate the concepts. It is assumed that the student is familiar with the material covered in a basic undergraduate course in operations management. Specifically, a vocabulary of operations management terminology and proficiency in basic tool sand techniques of operations management are expected.

Harvey Salkin, QUMM 414A - Statistics and Decision Modeling

This class provides a brief look at managment science and selected key tools and applications. Topics include modeling, linear programming, simulation and linear regression. Students should have a background in statistics and college-level algebra. Just-in-time statistics review worksshops will be available at the beginning of the semester.