Finance 1
Credit-Bearing
Graduate |
This course examines the role of finance in supporting the functional areas of a firm, and fosters an understanding of how financial decisions themselves can create value.
Topics covered include:
Basic analytical skills and principles of corporate finance.
Functions of modern capital markets and financial institutions.
Standard techniques of analysis, including capital budgeting, discounted cash flow valuation, and risk analysis. |
Financial Reporting and Control (FRC)
Credit-Bearing
Graduate |
Recognizing that accounting is the primary channel for communicating information about the economics of a business, this course provides a broad view of how accounting contributes to an organization.
Students will gain:
An understanding of the concepts and language of accounting so it can be used as an effective tool for communication, monitoring, and resource allocation.
Mastery of the vocabulary of financial statements and accounting reports.
Familiarity with how modern accounting and control theory is used in evaluating economic conditions and making organizational decisions. |
Leadership and Organizational Behavior (LEAD)
Credit-Bearing
Graduate |
This course focuses on how managers become effective leaders by addressing the human side of enterprise.
The first modules examine teams, individuals, and networks in the context of:
The determinants of group culture.
Managing the performance of individual subordinates.
Establishing productive relationships with peers and seniors over whom the manager has no formal authority.
The intermediate modules look at successful leaders in action to see how they:
Develop a vision of the future.
Align the organization behind that vision.
Motivate people to achieve the vision.
Design effective organizations and change them to achieve superior performance.
The final module introduces a model for strategic career management. |
Marketing
Credit-Bearing
Graduate |
The objectives of this course are to demonstrate the role of marketing in the company; to explore the relationship of marketing to other functions; and to show how effective marketing builds on a thorough understanding of buyer behavior to create value for customers.
Students learn how to:
Make marketing decisions in the context of general management.
Control the elements of the marketing mix—product policy, channels of distribution, communication, and pricing—to satisfy customer needs profitably.
Use this knowledge in a brand management simulation. The course culminates in an examination of the evolution of marketing, particularly focusing on opportunities presented by the Internet. |
Technology and Operations Management (TOM)
Credit-Bearing
Graduate |
This course enables students to develop the skills and concepts needed to ensure the ongoing contribution of a firm's operations to its competitive position. It helps them to understand the complex processes underlying the development and manufacture of products as well as the creation and delivery of services.
Topics encompass:
Process analysis
Cross-functional and cross-firm integration
Product development
Information technology
Technology and operations strategy |
Inclusion
Credit-Bearing
Graduate |
The central question of this course is how to foster the experience of workplace inclusion. Organizations are increasingly investing in diversity, equity, and inclusion efforts (DEI) in order to improve overall performance. At this point, advances in diversity and equity eclipse those of inclusion. And yet it’s inclusion that enables organizations to achieve the often dramatic improvements in employee sentiment and organizational performance pursued by these investments. The course takes students and faculty through the journey of inclusive change. |
Business, Government, and the International Economy (BGIE)
Credit-Bearing
Graduate |
This course introduces tools for studying the economic environment of business to help managers understand the implications for their companies.
Students will learn the impact of:
National income and balance of payment accounting
Exchange rate theory
Political regimes
An examination of both the gains and problems arising from regional global integration covers:
International trade
Foreign direct investment
Portfolio capital
Global environmental issues |
Strategy
Credit-Bearing
Graduate |
The objective of this course is to help students develop the skills for formulating strategy. It provides an understanding of:
A firm's operative environment and how to sustain competitive advantage.
How to generate superior value for customers by designing the optimum configuration of the product mix and functional activities.
How to balance the opportunities and risks associated with dynamic and uncertain changes in industry attractiveness and competitive position.
Students learn to:
Develop a mastery of a body of analytical tools and the ability to take an integrative point of view.
Use these tools to perform in-depth analyses of industries and competitors, predict competitive behavior, and analyze how firms develop and sustain competitive advantage over time.
Particular attention is paid to competitive positioning; understanding comparative costs; and addressing issues such as cannibalization, network externalities, and globalization.
|
The Entrepreneurial Manager (TEM)
Credit-Bearing
Graduate |
This course addresses the issues faced by managers who wish to turn opportunity into viable organizations that create value, and empowers students to develop their own approaches, guidelines, and skills for being entrepreneurial managers.
The course teaches students how to:
Identify potentially valuable opportunities.
Obtain the resources necessary to pursue an opportunity and to create an entrepreneurial organization.
Manage the entrepreneurial organization once it has been established.
Grow the business into a sustainable enterprise.
Create and harvest value for the organization's stakeholders. |
Finance II
Credit-Bearing
Graduate |
This course builds on the foundation developed in Finance I, focusing on three sets of managerial decisions:
How to evaluate complex investments.
How to set and execute financial policies within a firm.
How to integrate the many financial decisions faced by firms.
The Finance II course is divided into four blocks of material:
Tools of financial analysis (credit market analysis, option pricing, valuation of interest tax shields, weighted average cost of capital)
Financial policy choices of firms (whether to finance with debt or equity, distributing cash to shareholders)
Financial market imperfections (costs of financial distress, transaction costs, information asymmetries, taxes, agency conflicts)
Deals and transactions (mergers and acquisitions, leveraged buyouts, hostile takeovers, initial public offerings) |
Leadership and Corporate Accountability (LCA)
Credit-Bearing
Graduate |
In this course, students learn about the complex responsibilities facing business leaders today. Through cases about difficult managerial decisions, the course examines the legal, ethical, and economic responsibilities of corporate leaders. It also teaches students about management and governance systems leaders can use to promote responsible conduct by companies and their employees, and shows how personal values can play a critical role in effective leadership. |
FIELD Global Immersion (FGI)
Credit-Bearing
Graduate |
FIELD Global Immersion is a semester-long course that requires students to build on what they’ve learned so far in the RC and apply it to real-world business problems. Students are paired with a Global Partner (GP) company with a product or service challenge for students to address. The course culminates in a one-week immersion at the company’s location during which students meet with their GP and local consumers. |
Social Purpose of the Firm (SPF)
Credit-Bearing
Graduate |
SPF is a short module designed to explore how, and under what circumstances, private firms can help address some of society’s greatest challenges. Each of the five cases describes a set of leaders trying to “make a difference in the world” – that is, to harness the resources of the firm to tackle massive problems such as climate change, poverty, or economic development. Together, the cases are thus designed to help students think about what it actually means to make a difference, and what it takes. How do would-be leaders identify the problems or challenges they wish to tackle? What enables them to craft solutions that other individuals or organizations have missed? Under what circumstances are private firms a reasonable solution to society’s problems? And when should they cede this role to other players instead? |
