One-Year MBA Courses
ACC 740: ACCOUNTING FOR DERIVITIVE INSTRUMENTS
This course provides a framework to understand the accounting issues related to derivatives and hedging. The focus is on common derivative types including futures, swaps, forwards, and options.
Prerequisites: ACC 706 (Advanced Accounting) or the undergraduate equivalent ACC 405
ACC 749: CURRENT ISSUES IN ACCOUNTING
This course provides graduate students with exposure to current issues in accounting that are not covered in other courses, or which have developed recently and are affecting the profession in practice.
ACC 750: TAX STRATEGY
This course is designed to review the choice of entities that exist and to develop a basic understanding of the parameters surrounding those entities.
Co-requisite: MBA 691
ACC 751: TAX STRATEGY FOR THE GLOBAL FIRM
This course provides an introduction to transfer pricing and its related tax issues. The focus is the effect of a transnational corporation’s transfer pricing practices on its risk of tax audits, corporate profits, and managerial performance evaluation.
Prerequisites: MBA 698, ACC 750. Co-requisites: MBA 691, MBA 692
ACC 755: ADVANCED TAX STRATEGY FOR ACCOUNTANTS
This course is designed to review the formation, operation, and structuring of various business entities.
Prerequisite: ACC 750 Tax Strategy
FIN 746: Enterprise Risk Management (S)
The course examines the risk management process as applied to the whole range of risks to which a corporation is exposed: financial, insurable, operational, and business. It focuses on risk in general and how multiple sources of risk can be addressed with strategies that integrate risk management and capital management. Specific topics include hedging, insurance, postloss investment, ,contingent capital,finite risk reinsurance, and insurance-linked securities. Emphasized throughout the course is that managing risk effectively is essential to corporate value, success, and survival.
FIN 754: DERIVATIVE INSTRUMENTS (F)
This course will introduce students to the world of financial and real derivatives analysis. The focus will be on options. Students will be introduced to option pricing and policy uses. In addition, the controversial issues of executive stock options, real options, and hedge fund policy will be explored. The course will evolve with the ever- changing derivatives market. The latest products and controversies will be examined.
Prerequisites: Refresher Workshop equivalent and successful completion of the fall term courses.
FIN 764: Portfolio Management (F)
3 credits credits
The course focuses on current practice and recent theoretical developments. It deals with the characteristics of individual securities and portfolios, criteria and models for alternative portfolio composition, criteria for evaluation and measurement of performance, and the impact of government regulation. The evaluation of current theory, its significance for the financial management decision-making, and the consideration of relevant empirical evidence are covered.
FIN 767: Mergers and Acquisitions (SU)
The course provides an analysis of the acquisition by one firm of all or some of the assets of another firm, and its impact on both the companies involved and on society. Topics include a discussion of the types of combinations, the motivations of the participants, the financial analysis required to carry out merger or acquisition activities, negotiation strategies, and the tax and accounting options that are available to the parties involved.
FIN 783: Financial Analysis Seminar (Investment Analysis Track:CFA (S)
This seminar is an integrative course that links corporate finance, financial statement analysis and investment analysis. Students taking the course will be prepared to take the CFA I exam (Chartered Financial Analyst).
MBA 611: PROFESSIONAL DEVELOPMENT SEMINAR (s)
This course focuses on career development and building a “Professional Skills Portfolio.” The initial orientation toward building a resume and developing strategies to obtain a job provides the basis of continued career planning and professional growth.
MBA 613: CONTRACT LAW
The purpose of this course is to examine basic legal principles of contract law and to provide the student with a basic working knowledge of common law, contract law and the law of sales (Article 2 of the Uniform Commercial Code). The course will utilize the text-case method of presentation. It will be important for each student to keep up with reading assignments to promote intelligent discussion of the material, and enable full classroom participation. Class participation is an important part of the course and will be a factor in a student’s final grade.
MBA 691: Managerial Accounting for Decision Making, Planning, and Control (F)
This course focuses on the firm's management accounting system as its primary information system. It examines the problems of cost measurement, planning, coordination, control, and performance evaluation. It explores how accounting systems address business problems and evolve in response to the changing economic environment. The course will relate ethical and global issues to managerial accounting topics. The students will explore and analyze "real world" data and apply their gained knowledge to contemporary managerial accounting and cases.
MBA 692: Financial Performance Control and Measurement (F)
This is a survey course focusing on how managers can construct a decision-making process that maximizes the value of the firm. Because the majority of financial decisions require an estimate of future events, considerable time will be spent investigating how to achieve the above objectives, subject to the constraints of an uncertain future. Outside readings, case studies, and text material will be used to integrate current financial theory with pragmatic financial decision making. A working knowledge of the basic concepts in finance, accounting, and statistics is assumed. The use of an electronic spreadsheet is needed for homework assignments and case analysis.
MBA 696: STRATEGIC MARKETING
The goal of this course is to provide frameworks and tools to solve strategic-level marketing problems. The class will focus on marketing strategy design, implementation, and evaluation. The focus goes beyond marketing tactics for a single product or service offering. It will examine the strategic-level management of a firm’s marketing resources and capabilities in order to maximize long-term customer value and to generate the greatest financial return for the firm.
MBA 698: GLOBAL BUSINESS CONCEPTS
This course is designed to familiarize students with the multiple environments in which international business must operate and focuses on how business strategy is affected by political, legal, economic, cultural, social, competitive and technological conditions in various national markets.
MBA 713: WRITTEN COMMUNICATION SKILLS FOR BUSINESS
Students will learn to plan, draft, revise, and edit documents (such as letters, memos, e-mails, executive summaries, proposals, and reports) required of them as professionals in a business environment.
MBA 811: Leadership: Theories and Skill Develpment (F)
This course reviews major leadershhip theories including trait theory,behavioral theories, contingency models, expectancy theory, path goal theory, transformational leadership, and servant leadership. The course also covers a series of in-depth exercises that address leadership skills including individual decision making, team decision making, nominal group technique, problem framing, negotiation, and managing organizational change. Students are expected to complete a written exam and a series of five short analytical papers.
MBA 820: Information Technology for Decision Making (S)
This course is about the manager's responsibilities for problem solving and decision making, and those areas in which information technology can be used to gain the insight needed to support selection of decision alternatives. Students learn about the role of data, information, and knowledge in managerial problem solving and decision making. Transactional processing and database management systems (DBMS) are used to store, manage, and retrieve data in organizations. Decision support system (DSS) tools and technologies (such as natural language programming and influence diagramming) are used to organize data into information for decision analytics.Expert systems (ES) are used to synthesize information into knowledge for knowledge management. Students are required to use DBMS, DSS and ES software packages in a hands-on environment.
MBA 830: Financial Statement Analysis (S)
This course integrates the areas of finance and accounting and is designed to provide students with the ability to analyze financial statements, understand the incentives of companies to "manage" earnings through their choices of accounting methods, understand the limitations to the usefulness of financial statements, and understand the value of financial statements in decision-making from the perspective of investors, creditors and management.
MBA 840: Frameworks for Socially Responsible Decision Making (SU)
3 credits credits
This course is designed to explore the complex ethical, legal, cultural, political, social and economic issues confronting individuals, groups, and organizations. We will us various models and theories to develop critical thinking and problem-solving skills to address the issues of a diverse set of organizational stakeholders.
MBA 902: Competitive Strategy (SU)
This integrative capstone course is designed to expose students to strategies that companies use to build and sustain competitive advantage in the global market. The course provides students with industry, competitor, and business level analytic tools that help students to assess factors that influence strategy formulation and strategy implementation in both domestic and global markets.
MKT 771: SERVICES MARKETING
Services dominate the U.S. economy and play a critical role in setting businesses apart from competition across the globe and in the industry sectors. The course focuses on the unique challenges of managing services and delivering quality service to customers. The attraction, retention, and building of strong customer relationships through quality service are central to the course.
The course is equally applicable to organizations whose core product is service (e.g., banks, hotels, hospitals, educational institutions, and professional service, etc.) and to organizations that depend on service excellence for a competitive advantage (e.g., high tech manufactures, automotive, and industrial products, etc.).
The underlying theme of the course is that management issues in services are often different from those in manufacturing, and this has important implications for marketing strategy and implementation. This theme will be developed through a series of lectures, videos, class discussions, and both individual and group exercises.
Prerequisite: MBA 696