MBA Prerequisites
Accounting
Finance
Management - Organizational Behavior
Management - Operations Research and Analytical Management
Marketing
International Business
Management of Technology
Corporate Entrepreneurship
Project Management
Economics

ECO001. Principles of Economics (4)
A one-semester course in the principles of economics. General topics covered are: supply and demand; pricing and production decisions of firms; the role of government in the economy; the determination of national income; money and banking; monetary and fiscal policy; and government finance.

GBUS401. Financial Reporting for Managers and Investors (3)
Corporate financial reporting under Generally Accepted Accounting Principles. Analysis and interpretation of financial statements: accrual accounting, balance sheet valuation, income determination and cash flow analysis. Profit manipulation, window dressing and "creative accounting" through accounting policy choices. Fraudulent financial reporting, uses and limitations of accounting information. Accounting information as a tool for strategic decision making.

ECO401. Basic Statistics for Business and Economics (3)
Descriptive statistics, probability and probability distributions, estimation, hypothesis testing, correlation and regression, chi-square analysis and analysis of variance. Computer applications.

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GBUS413. Advanced Management Accounting (3)
Issues in management accounting including activity-based costing, activity-based management, strategic cost management, theory of constraints, advanced manufacturing technologies, cost of quality and life-cycle costing. Readings and cases. Prerequisite: MBA 403 or a course in cost accounting.

GBUS414. Financial Statement Analysis and Interpretation (3)
This course focuses on analysis of financial statements. It develops the skills necessary to interpret and use financial statement information effectively to assess profitability and risk and is intended for individuals likely to become intensive users of financial accounting information. Requirements include readings, case studies, presentations, and written analysis of actual financial statements. Prerequisite: GBUS 401 and MBA 402 or permission of the instructor.

GBUS437. Federal Taxation and Business Decisions (3)
Impact of federal taxation on the structure and timing of business decisions. Problem-solving methods and research techniques from a managerial perspective. Prerequisite: GBUS 401 or a basic course in accounting.

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GBUS419. Financial Management (3)
An intermediate level course in corporate finance. Coverage includes capital budgeting techniques including real options, decision tree analysis, risk analysis, advanced cost of capital theories, capital structure theory, dividend policy, working capital management, mergers and acquisitions, restructuring, and bankruptcies. The course emphasizes both theory and practice through lectures, cases, and financial modeling exercises. Prerequisite: MBA 402 or equivalent background. Students not possessing the relevant prerequisites must obtain waivers from the Designated Finance Faculty representative.

GBUS420. Investments (3)
A survey course in investments. Overview of financial institutions and markets involved in the issuance and trading of securities. Emphasis on valuation and risk assessment of fixed income and equity securities. Construction of optimal portfolios and examination of performance measures. Prerequisite: MBA 402 or equivalent background. Students not possessing the relevant prerequisites must obtain waivers from the Designated Finance Faculty Representative.

GBUS421. Advanced Investments (3)
Advanced topics relating to valuation/security analysis and portfolio/risk management. Prerequisites: GBUS 420 or Designated Finance Faculty Representative Approval.

GBUS422. Derivatives and Risk Management (3)
The theory and application of a variety of derivative instruments (options, futures contracts, etc.) used in corporation finance and the financial services industry. The focus is on the risk management application vs. a rigorous development of option pricing theory and similar topics. GBUS 420, or Designated Finance Faculty Representative Approval.

GBUS424. Advanced Topics in Financial Management (3)
Advanced topics relating to specific areas of corporate finance such as: theoretical and empirical examination of recent developments in financial management; asset valuation and capital budgeting including the role of uncertainty, imprecise forecasts, risk preferences, inflation, market conditions, and the global marketplace; working capital management, leasing, mergers, and financing. The course content may vary between instructors and over time. Prerequisite: GBUS 419 or Finance Faculty Approval.

GBUS425. Real Estate Financing and Investing (3)
An upper-level course in modern real estate financing techniques from the perspectives of both the borrower and the lender. Subject matter encompasses the following areas: The principles of financing decisions; financing methods and techniques; institutional sources of funds for real estate; and real estate financing decisions. Prerequisites: GBUS 420, or Designated finance Faculty Representative Approval.

GBUS426. Financial Markets and Institutions (3)
Functions and portfolios of financial intermediaries. Sectional demand and supply of funds, nature and role of interest rates, term structure and forecasting, impact of inflation and regulations on financial intermediaries and markets, and current developments in the financial system. Management of assets and liabilities within the U.S. financial institution’s legal and economic constraints. Prerequisite: GBUS 420, or designated Finance faculty representative approval.

GBUS431. Quantitative Finance (3)
Relationship of quantitative models to financial theory and applications. Capital budgeting, portfolio selection, security evaluation, cash management, inventory policy and credit analysis. Prerequisite: GBUS 419 or Finance Faculty Approval.

MACC424. Corporate Governance and Business Risk (3)
Focuses on assurance and risk management services offered by public accounting firms. Integrating topics from accounting, auditing, ethics, economics, risk management, internal control, and business strategy, the course develops an in-depth understanding of how corporate governance and business risk issues relate to assurance practice in today’s post-Sarbanes-Oxley environment. Students complete an assurance and risk management engagement for a “real-life” small-to-medium size client. Prerequisites: MACC 401 and MACC 412 or concurrent.

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GBUS440. Human Resource Management (3)
A survey of personnel management activities in organizations. Topics include human resource planning, recruitment, selection, equal employment opportunity, performance appraisal, compensation, career planning, safety and health, and quality of work life issues. Course consists of lectures, discussion, and case analysis.

GBUS442. Seminar in Management Consulting (3)
A study of consulting practices in general and their application to small business. Processes include a field study/counseling service to a local business. Emphasis is on the identification and analysis of multidisciplinary problems and opportunities and the implementation of recommendations. Prerequisites: completion of MBA background courses (or equivalent) and permission of the instructor.

GBUS444. Managerial Communication Skills (3)
Organization, style and strategy of language to inform, direct and persuade. Application of writing, reading, speaking and listening skills to managerial problems. Case studies.

GBUS445. Labor-Management Administration (3)
A study of the U.S. system of industrial relations, including the evolution and present status of labor law; union organizing efforts; the strategy of negotiations; the substantive provisions of collective bargaining and the administration of collective agreements. Also considered is the role of unions in the implementation of programs for employee self-management and other workplace innovations.

GBUS446. Commercial Potential Assessment (3)
A study of the process of bringing an invention to market with emphasis on commercial potential. Industrial analysis, competitor intelligence and strategic issues will be emphasized along with the development of market strategy and an overall business plan. Extensive research including data base searches will be included. Instructor permission required.

GBUS447 Negotiation (3)
The class examines the behavioral foundations of the negotiation process. Topics include: The negotiation process, negotiation planning, power in negotiations, communications in negotiations, tactics, concepts of win-win and win-lose, social styles, individual and team negotiations, ethical considerations, cultural differences, negotiating in sole source (customer) situations, using third parties. The concepts will be exposed through both lectures and simulations.

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GBUS450. Strategic Supply Management (3)
A survey course designed to introduce the MBA/MSE student to the vital role played by supply management in achieving overall effectiveness for the firm in today’s global economy. The course starts by examining the traditional purchasing process and then moves on to an examination of the evolution of purchasing into supply management and, finally, to the role purchasing plays in improving effectiveness of the entire value chain. Course consists of lectures, discussion and case analysis.

GBUS451. Analytical Methods in Management (3)
Application of management science methods to industrial and commercial problems. Scientific method, decision theory, linear programming, inventory control, regression analysis, forecasting, simulation, and related areas are examined in the context of accounting, finance, marketing and manufacturing.

GBUS453 Transportation and Logistics Management(3)
The control of physical distribution and inventories; the flow of information, products and cash through the integrated supply chain.

GBUS454 E-Commerce and Marketing Strategy (3)
Impact of e-commerce technologies on firms, industries, and markets. Covers the technologies used in e-commerce, changes in organization structure, industry and behavior, and sales and marketing strategies such as attracting visitors to websites, promotion, distribution, service, pricing, branding, advertising, consumer behavior, measuring effectiveness, societal effects, disintermediation, reintermediation, and strategy implementation. Prerequisite: MBA 403.

GBUS455 E-Business Enterprise Applications (3)
Implications of key information technologies used within and across businesses to conduct e-business, including customer relationship management, enterprise resource planning, on-line ordering and inventory management, supply chain management, and e-procurement systems, data warehousing, data mining, intra-extranets, and knowledge management. Prerequisite: MBA 403.

GBUS456 Business Process Redesign with Information Systems (3)
Current topics on the principles, implementation and critical success factors of deploying information systems enabled quality management and process innovation within organizations. Techniques and tools used in implementing quality and process innovation from a managerial and practical perspective. Prerequisite: MBA 403.

GBUS457 Managing the IS Resource (3)
The issues and management techniques involved in administering the information systems/resource activities in the organization. Management of IS professionals, development and management of project teams, user client relationships, managing vendors, emerging technologies and planning processes. Prerequisite: MBA 403.

GBUS458 Strategic Information Systems (3)
Understanding the various types of computer based information systems and developing an ability to identify and exploit information technologies to gain competitive advantage, at the individual, group and organizational levels. Prerequisite: MBA 403.

GBUS459 Survey of Project Management (3)
Provides an overview of the project management framework and knowledge areas. It deals with the day-to-day, hands-on problems of managing a project (defined as a temporary structure within a permanent organization, set up to achieve a specific objective). Areas covered will include: project integration, project scope, project planning and implementation, project control and evaluation, project cost and risk management, project resource management and organization, and project communication. Cases will be used to illustrate problems and the techniques to solves them. A basic project management software tool will be introduced and utilized in this course. This course is designed for MBA students who want a general exposure to project management concepts. This course may not be used in the Project Management Certificate Program.

GBUS492 Field Project (3)
The field projects course will provide MBA students with an opportunity to apply MBA concepts with an employer, corporate partner or other suitable organization. Students will work with a supervising professor and a corporate representative on a project designed by the student. Students must prepare a written proposal for the project including the expected outcomes and an estimate of the hours required for completion. Students will present their proposal to a faculty member of their choice for approval. The academic rigor and time required to complete the project will determine the number of credits earned.

MSE 438 Agile Organizations and Manufacturing Systems (3)
Analysis of the factors contributing to the success of manufacturing enterprises in an environment characterized by continuous and unpredictable change. Fundamentals of lean production: aspects of systems design, value stream analysis, flow, set-up and cycle time reduction, kaizen, elimination of waste. Fundamentals of agility: global enterprises, virtual organizations, adapting to change, mass customization, manufacturing flexibility, activity-based management.

MSE 446 International Supply Chain Management(3)
Financial and managerial issues. Evaluation, selection, development and management of suppliers; business models, financial reporting strategies, earnings, quality, risk assessment and internal control, team based new product development. Selected readings, case studies, discussions, lectures, group projects, and presentations.

MSE 423/ME 401 Product Design/Analysis (3)
Integrated approach to design and analysis of products and systems. Principles for robust design and use of computer-aided engineering to model, evaluate, and enhance design. Case studies and design assignments are major components of this course.

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GBUS454 E-Commerce and Marketing Strategy (3)
Impact of e-commerce technologies on firms, industries, and markets. Covers the technologies used in e-commerce, changes in organization structure, industry and behavior, and sales and marketing strategies such as attracting visitors to websites, promotion, distribution, service, pricing, branding, advertising, consumer behavior, measuring effectiveness, societal effects, disintermediation, reintermediation, and strategy implementation. Prerequisite: MBA 403.

GBUS460 Strategic Marketing Management (3)
The course studies the management of contemporary organizations from the perspective of a marketing manager. While the course content addresses the activities required to maintain a strategic fit between an organization’s environment and its particular set of objectives and resources, the central focus is on designing strategic marketing actions for various types of organizations. The course pedagogy emphasizes the application of marketing and other business principles through either seminars, simulations, or case discussion.

GBUS462 Pharmaceutical Marketing (3)
The course provides an introduction and overview of the various healthcare system components as they relate to the pharmaceutical industry. This course will (1) focus on product decisions of the firm, requiring an occasional shift in focus from that of corporate management to that of operating managers of new product activities or established brands; (2) recognize the importance of marketing research as input to product decisions; (3) take a managerial orientation; (4) recognize the need to tailor product policy approaches to the characteristics of the decision-maker and the firm. Prerequisite: Graduate student status.

GBUS464 Business-to-Business Marketing (3)
This course focuses on marketing strategies and tactics in firms whose customers are other institutions, not individuals. Topics covered include organizational buying behavior, managing strategic buyer-seller relationships, sales force deployment, communication strategies, and so on. Specific attention is given to the impact of information technology and globalization in the business-to-business context.

GBUS465 Creating Breakthrough Innovation (3)
Most products and services either fail or do average business, but some are phenomenally successful. Such products and services that provide phenomenal financial returns and become market leaders can be called "Breakthrough Products and Services". The main objective of the course is to improve our understanding of the process of creating breakthrough products and services. It is accomplished by in-class discussions of cases, assignments, and the state-of-the-art research work in academia and industry. The course concludes with a term-paper that integrates the concepts learned from class discussions, reference books, and research papers and applies them to a real products. Prerequisites: Graduate student status plus two years of postgraduate work experience.

GBUS466 Marketing Research and Analysis (3)
This course focuses on procedures for collecting and analyzing relevant information for informed decision making by managers. The process of identifying research questions, developing instruments for collecting information, appropriate interpretation of information, and appropriateness of research methods are some of the topics discussed in this course. The course focuses on the process of doing marketing research as well as the techniques for analyzing information. Discussion of concepts and cases, developing data collection instruments, and doing actual marketing research projects will form the key elements of this course.

GBUS470 Marketing Communications Strategies (3)
This course focuses on how various elements of communications are integrated to achieve various organizational objectives. In addition to the traditional communication media such as advertising and point of purchase media, emphasis will also be placed on new media and strategies made possible due to the advances in technology. The course will involve discussion of concepts, case analysis and discussion, insights from practitioners, and group projects.

GBUS471 Strategic Brand Management (3)
This course will focus on theories, models, and other tools to manage brands, products, and product lines. Specific attention will be focused on building, measuring, and managing brand equity. The course will be a mixture of lectures, discussions, case analyses, and group exercises. Prerequisite: MBA 404.

GBUS472 Strategies for Services Marketing (3)
The course focuses on the challenges of marketing and managing services (whether in a manufacturing or service business) and discusses the development of strategies for addressing these challenges. The need for cross-functional integration to provide effective service is stressed. Illustrative topics include service quality gap analysis, relationship between superior service and profitability, service encounter analysis, customer lifetime value analysis, services guarantees, and service demand and capacity management.

GBUS475 Global Marketing Strategies (3)
The course is designed to provide a framework within which global marketing operation can be analyzed, understood, and undertaken. The course focuses on the issues that are being faced by firms in today's global marketplace, particularly those that are related to strategy formulation and implementation. The learning experience in this course is placed on global business decision-making, through the use of case studies, projects, and lectures.

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GBUS473 International Finance (3)
Consideration of problems arising from the risks associated with international investing and multinational corporation finance (currency, political, etc.). Focus is on (a) investing in international market given the institutional constraints and differences between domestic markets, and (b) managerial issues relating to corporations, investors, and financial institutions. Prerequisites: GBUS 420, or Designated Finance Faculty Representative Approval.

GBUS474. Legal Aspects of International Business (3)
Various legal problems of engaging in business abroad, including contracts, technology transfer, property ownership, business organizations and labor, using a case and problem-solving approach.

GBUS475 Global Marketing Strategies (3)
The course is designed to provide a framework within which global marketing operation can be analyzed, understood, and undertaken. The course focuses on the issues that are being faced by firms in today’s global marketplace, particularly those that are related to strategy formulation and implementation. The learning experience in this course is placed on global business decision-making, through the use of case studies, projects, and lectures.

GBUS476. Globalization and Management of Technology (3)
Management of science and technology in the context of international business and the globalization of markets, competition and corporations. Management of global industrial R & D; technology–based global strategic alliances; global external technology sourcing, complex human resources and cross-cultural issues; etc. Develops an appreciation of the scientific and technical capabilities available globally and the potential for global cooperative and/or competition in this regard.

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GBUS481. Technology, Operations and Competitive Strategy (3)
Develops an understanding and appreciation of the interrelationships among technology, operations and the competitive strategy of the firm. Industry analysis and competitiveness; competitive strategy formulation and implementation; value chain analysis; operations strategy and technology strategy; operation’s contributions to competitive advantages in cost, quality and variety and new product introduction.

GBUS482. R, D & E Project Management (3)
Management of cross-functional project teams for introducing technological innovations in the manufacturing and marketing of new products and services in a variety of industries.

GBUS483. R & D Management (3)
Developing R&D programs to achieve strategic business objectives; selecting, staffing and managing R&D projects; and transferring research results to commercial functions.

GBUS484. Science and Technology Policies and Institutions (3)
The science and technology institutional infrastructure and its relationships with management decision-making, including private, public (government) and quasi-public institutions; R&D, regulatory, and policy institutions; and U.S., foreign and international institutions.

GBUS485. Diffusion and Implementations of Technology (3)
Classical macro-study of adoption and diffusion of innovation, and managing the implementation/utilization/ application of new technology in the organization/corporate culture.

GBUS486. Qualitative Research Methodology (3)
Study of techniques that describe, decode and translate social phenomena. Explores how interpretive researchers plan and conduct studies and present findings. Studies investigators’ roles, data sources, observation methods, data-analysis methods and trustworthiness of findings. A field research project is required.

GBUS494. Fields Projects (1-4)
The field projects course will provide MBA students with an opportunity to apply MBA concepts with an employer, corporate partner or other suitable organization. Students will work with a supervising professor and a corporate representative on a project designed by the student. Students must prepare a written proposal for the project including the expected outcomes and an estimate of the hours required for completion. Students will present their proposal to a faculty member of their choice for approval. The academic rigor and time required to complete the project will determine the number of credits earned.

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GBEN401. THE BUSINESS PLAN I: Strategic Considerations (2)
This course is first of a two-part sequence that focuses on the initial steps necessary to design and build a high-impact business plan for the start-up company or new enterprise within an existing firm. The development process is integrative, complex, and time-consuming for the entrepreneur. Foundation or strategic-level issues that impact the formation and growth of the new enterprise are addressed. The goal in this first phase is to complete various sections of the business plan that deal with market opportunity, industry trends and developments, company positioning, competitive advantage, and core competencies. This course is project-oriented and makes extensive use of one-on-one instruction between class meetings. Students identify a market opportunity, develop the product/service offering, target potential customers and users, assess market demand, analyze market penetration, and determine the revenue potential of the new venture. 2 Credits

GBEN402. THE BUSINESS PLAN II: Operating Strategies and Implementation (2)
This course is the second of a two-part sequence that focuses on the final steps necessary to complete the business plan. This phase concentrates on designing the appropriate operational framework and business processes, including technology and infrastructure, that are required to successfully launch the new enterprise. The business plan must also demonstrate that the venture will have strong leadership and a capable management team to deal with uncertainty and drive results. Finally, the business plan must incorporate detailed financial forecasts and financing methods, and should address equity valuation and investor exit strategies. Like its predecessor, this course is project-oriented and makes extensive use of one-on-one instruction between class meetings. Additional emphasis is placed on developing an effective format and packaging of the written document. 2 Credits

GBEN403. ANATOMY OF ENTREPRENEURSHIP: Start-ups and Established Companies (1)
This interactive seminar focuses on understanding the true meaning of entrepreneurship. The new venture opportunity is profiled from the perspective of the individual entrepreneur who is starting a business and embarking on a new career path involving high risk and reward. Different entrepreneurial management styles are analyzed and highlighted. Course emphasis is also placed on managing innovation and creativity in a corporate environment. Successful implementation of entrepreneurial activities for the large company makes special demands on management to promote discovery and create internal stakeholders. Both start-ups and established companies are placed under the microscope through guest speakers, panel discussion, selected readings, and case analysis. 1 Credit

GBEN404. MARKET OPPORTUNITY: Targeting Strategies and Selling Tactics (1)
The focal point of any business plan is identifying and understanding the target customer that will be served. The product/service offering must have strong buyer appeal and capture immediate attention in the marketplace. The need to rapidly penetrate a market demands that a marketing mix be designed, built, and implemented in a manner that leads to differentiation and superior positioning. Maximizing marketing firepower with severely limited financial and organizational resources is a major challenge that confronts today’s entrepreneurs. Market segmentation strategies, the target marketing process, forming market alliances, and managing the selling process are viewed from the perspective of seed and early stage ventures. 1 Credit

GBEN405. INTELLECTUAL PROPERTY: Management and Valuation (1)
New technologies create new markets and new venture possibilities. Their discovery and success rate, along with the ability of an enterprise to leverage these assets in markets, depends on how the firm views and manages its investment in intellectual property. Obtaining the necessary legal protection of intellectual property can also serve as an effective barrier to entry and may be a source of competitive advantage. This seminar focuses on the strategic management of intellectual property as a commercial enterprise, covers methods of valuation, and examines various accounting and legal issues that must be considered in strategic-level decision making. 1 Credit

GBEN406. PERFORMING A BUSINESS ENTERPRISE AUDIT: Developing an Industry Perspective (1)
New ventures must position themselves for long-term growth and market development. Entrepreneurs create enterprises, define their organizations, and build business models based on changes in technology, government regulation, demographics, and shifts in other exogenous variables. A strategy must be crafted that is sustainable over the long run. Success or failure is often predicated on market cycles, market saturation, supply/demand imbalances and other forces that are not controllable. This seminar places emphasis on assessing the market potential and valuation of start-ups from an industry or macro-perspective, particularly from the view of an outside investor. It also focuses on how to gather and make effective use of competitive intelligence. 1 Credit

GBEN407. PROCESSES AND INFRASTRUCTURE: Creating Production and Delivery (1)
This course provides an overview of the internal capabilities and the process and technology platform required to fully operationalize the business plan. Critical business activities and functions are dissected, such as establishing needed back-end procurement, production, and distribution services that focus on supply chain dynamics and management; determining the scope of front-end call center and e-commerce activities; managing logistics; and utilizing information systems and web-based solutions that effectively link customers, elements of the supply chain, and employees. These topics are explored from the perspective of the start-up and emerging company as well as the large corporation engaged in new venture creation. 1 Credit

GBEN408. THE NEW VENTURE ORGANIZATION: Management, Design, and Governance (1)
Managing a new enterprise presents unique and difficult challenges for its leadership. Expanding workloads and the increased complexity of tasks resulting from the rapid and sustained growth of the business create the need for a smooth transition from entrepreneurial-style management to professional management. Timing is critical, and for many start-ups it is not an easy bridge to cross. This course dissects the design and characteristics of small organizations, and the need to correctly align structure with strategy. It also considers how entrepreneurial activities should be seeded, managed, organized, and executed within the context of an established company. Under scrutiny are the heavy demands placed upon entrepreneurs and corporate managers to effectively lead and manage under highly uncertain conditions where change is a constant. Additional course emphasis is placed on comprehending the critical role that boards of directors play for start-up companies. 1 Credit

GBEN409. FINANCIAL FORECASTING: Developing Pro Forma Financial Statements (1)
No business plan would be complete without providing detailed financial projections and identifying the key assumptions that help shape the numbers. The financial translation of business models is expressed through pro forma income statements, balance sheets, and sources and uses of funds. Having this information allows management, investors, and lenders to measure and evaluate future financial performance. This exercise also establishes the capitalization required to launch the venture, support operations, and meet interim goals as the enterprise progresses through the beginning stages of its development. Course emphasis is placed on the use of forecasting methods and breakeven analysis, working capital and cash flow management, and identification of accounting and financial issues that impact on profit measurement and financial risk. 1 Credit

GBEN410. FINANCING START-UPS: Seeking Outside Venture Capital (1)
This course provides an overview of the venture capital market, examines the nature and role of the venture capitalist, and analyzes whether and how venture capital financing may be the preferred approach in raising outside capital. Venture deals are closely examined in terms of types of equity instrument, methods of valuation, milestones and staged release of funds, special provisions that may include antidilution measures and other protective arrangements, and developing term sheets. Emphasis is also given to dissecting the process and criteria used to seek and attract venture capitalists, including angel investors. Various scenarios and trade-offs are covered in this intensive course. 1 Credit

GBEN411. ESTABLISHING CREDIT FACILITIES: Asset-Based and Cash Flow Financing (1)
Borrowing from a commercial bank or a credit intermediary can provide outside funding for working capital and equipment purchases in many situations. For seed and early stage firms, attention is often given to asset-based lending programs that make use of first liens on accounts receivable and inventory or fixed assets to provide added legal protection to creditors. For later stage firms, traditional line-of-credit financing may be feasible and desirable from a cash flow standpoint. Various borrowing alternatives, including leasing, are covered in this course along with covenants and restrictions that often apply. Government loan programs, especially those of the Small Business Administration, are also given emphasis. 1 Credit

GBEN412. DEVELOPING EXIT STRATEGIES: Concepts and Approaches (1)
Sophisticated equity investors require that an exit or harvest plan be developed and that it be viable and capable of being executed within the foreseeable future. Venture capitalists and angel investors anticipate their future departure and a positive financial outcome at the very point the deal is struck in the present. Various planned and unplanned exit strategies are analyzed in this course which include: an initial public offering, offering the business for sale, merging with another company, franchising, acquisition of shares by some investors, or liquidation of the business. Valuation methods, financial and tax implications, and due diligence are also examined. 1 Credit

GBEN413. INTEGRATIVE EXPERIENCE/NEW VENTURE INTERNSHIP (1-4)
Only students enrolled in the Entrepreneurial concentration may elect one of these hands-on, project-orientated courses. Integrative Experience must meet the requirements of formal independent study and involve a new venture situation with a start-up or existing company. Students employed in a New Venture Internship may also qualify for course credit if the same requirements are satisfied.

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PMGT401. Project Management: Course Framework & Project Leader Assessment (1)
Introduction to the Project Management Certification Course; syllabus, requirements and deliverables. Students will become acquainted with: the terminology, nine knowledge areas, relationships to other disciplines, project management context and processes. Introduction to the logistical vehicles for course delivery and the tools to be used. Students will also assess themselves as project leaders and explore project leader competencies, roles, responsibilities and stakeholder relationships.

PMGT402. Project Management: Skills and Abilities for Effective Leadership of Teams (1)
Students will enhance project team leadership skills, define the work environment of project teams, team selection, develop a team charter, clearly define the roles and responsibilities of all project team members, set team guidelines, learn methods to promote teamwork, understand the stages of development, manage team dynamics. Additional skills covered: delegation, managing accountability without direct authority over project team members, managing dysfunctional teams, performance improvement, input to performance appraisals, rewards, recognitions, celebrations. Prerequisite: PMGT 401.

PMGT403. Project Management: Initiating the Project and Planning Scope and Schedule (2)
Students will learn techniques for deciding whether to undertake a project and for planning project outcomes and schedules. The relationship of projects to organizational planning and budgeting, information and performance appraisals systems will be discussed. Approaches will be shared for identifying and classifying project stakeholders and designing and conducting a cost benefit analysis. How to define desired project outcomes clearly and completely and how to determine project work to be performed using decomposition and templates will be addressed. Students will learn how to develop a project charter, a scope statement, a Work Breakdown Structure, a WBS dictionary and a Linear Responsibility Chart. How to create a network diagram and analyze schedule possibilities using the Critical Path Method (CPM) and the Program Evaluation and Review Technique (PERT) will be explained. Fast tracking and crashing a schedule will also be explored. Displaying a schedule with a Gantt Chart, key events list and activities will be illustrated. How to support these activities using MS Project will be demonstrated. Prerequisites: PMGT 401, PMGT 402

PMGT404. Project Management: Planning Resources, Communication, Quality and Risk Management (2)
In this course, students will learn how to estimate the needs for personnel and other types of projects resources, to develop a project budget and to plan for additional project support activities. Determining the type, amount and timing of resource needs will be emphasized. Approaches to resource leveling will be discussed. The different types of project costs will be explained. The use of analogous estimating, parametric modeling, bottom-up estimating and computerized tools to estimate costs will be explored. Planning to ensure project quality and coordinate project communications will be addressed. Identifying, assessing, and preparing a plan to manage project risks will also be discussed. Planning for project procurement and associated solicitations will be explained. Students will learn how to develop resource matrices, loading charts and graphs and a project budget. How to support these activities using MS Project will be demonstrated. Prerequisites: PMGT 401, PMGT 402, PMGT 403

PMGT405. Project Management: Project Leader Communications Expertise and Evaluating Team Performance (1)
The purpose of this weekend seminar is to strengthen the project leader’s communication skills, change-management skills, conflict resolutions skills, and team evaluation skills. Focus areas will also include the following: understanding the art and science of effective listening, managing multiple expectations, communicating "bad news," and learning tools and techniques for project team evaluation. Prerequisites: PMGT 401, PMGT 402, PMGT 403, PMGT 404

PMGT406. Project Management: Implementing and Managing Projects (2)
Students will learn techniques and processes to start and perform the actual project work. Suggestions for working successfully in a matrix management environment will be discussed. Information systems to track schedule performance, labor charges and project expenditures will be expressed. Developing escalation procedures to address project conflicts issues will be emphasized. Procedures for controlling labor and fund charges to a project will be introduced. Key project review and decision meetings will be identified. Planning and implementing quality assurance activities will be addressed. Planning for, awarding and administering contracts will be discussed. How to support these activities using MS Project will be demonstrated. Prerequisites: PMGT 401, PMGT 402, PMGT 403, PMGT 404, PMGT 405

PMGT407. Project Management: Controlling Performance and Assessing Outcomes (2)
Students will learn how to monitor and control project activities in progress and how to bring a project to closure. Approaches for assessing project products and services produced will be explored. Techniques for evaluating schedule and cost performance will be introduced. Variance analysis and earned value analysis will be explained. Quality control and risk monitoring and control will be discussed. Change control systems and procedures will be explained. How to prepare focused progress reports and conduct effective project meetings will be discussed. Requirements for closing out contracts and procurements will be detailed. Obtaining user acceptance, closing labor and fund charge accounts and other administrative activities will be discussed. Designing and conducting a post-project review will be explored. How to support these activities using MS Project will be demonstrated. Prerequisites: PMGT 401, PMGT 402, PMGT 403, PMGT 404, PMGT 405, PMGT 406

PMGT408. Project Management: Problem Solving, Decision Making and Ethics (1)
This 2-day seminar focuses on developing problem solving and ethical decision-making skills. Students will learn to recognize project problems, frame the problem, assess risk, manage risk, plan contingencies, recognize the escalation points, and apply alternate methods. Students will also participate in ethical exercises to strengthen their ability to recognize ethical dilemmas and evaluate decisions. Prerequisites: PMGT 401, PMGT 402, PMGT 403, PMGT 404, PMGT 405, PMGT 406, PMGT 407

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ECO402. Managerial Economics (3)
Application of economic and statistical analysis to managerial decision-making. Business and economics forecasting. Empirical estimation of demand, production and cost functions. Resource allocations and pricing strategies in various market structures. Decisions under risk and uncertainty. Government regulations of business. Cases. Prerequisite: Calculus and ECO 401 or equivalent ECO 411. History of Economic Thought (3) Selected topics in the history of economic thought, with special attention to the origins of modern economic theory. Prerequisite: a graduate course in economic theory.

ECO412. Mathematical Economics (3)
Applications of various mathematical techniques in the formation and development of economic concepts and theories. Prerequisite: consent of the chair.

ECO413. Advanced Microeconomics Analysis (3)
A survey of methods of decision-making at the microeconomic level; price theory and econometric applications. Prerequisite: ECO 402 or equivalent.

ECO414. Advanced Topics in Microeconomics (3)
Resource allocation and price determination. Theories of choice of consumers, firms and resource owners under various market forms. Prerequisites: ECO 401 and ECO 413 or equivalents.

ECO415. Econometrics I (3)
Computer applications of standard econometric techniques using regression analysis in a single-equation context. Discussion of problems of multicollinearity, heteroscedasticity and autocorrelation. An introduction to simultaneous equation models, identification and estimation problems. Prerequisite: ECO 401 or equivalent.

ECO416. Econometric Theory (3)
Mathematical and statistical specification of economic models. Statistical estimation and tests of parameters in single and multiple equation models. Prediction and tests of structural changes. Prerequisites: ECO 401 (or equivalent) and calculus.

ECO417. Advanced Macroeconomics Analysis (3)
Macroeconomic theory and policy. Emphasis on theoretical models and policy implications.

ECO418. Advanced Topics in Macroeconomics (3)
Models of employment, income and growth in monetary economies. Policies for economic stability and growth. Prerequisite: ECO 417 or equivalent.

ECO423 Real Options (3)
This is an introductory graduate level course in financial economics. It is intended for students with strong technical backgrounds who are comfortable with mathematical arguments. The course is divided into three main parts: deterministic finance, single-period uncertainty finance and options theory and its applications. Prerequisite: GBUS 420.

ECO424 Advanced Numerical Methods (3)
This course focuses on techniques that apply directly to economic analysis. A particular emphasis is on problems in finance. The course teaches students how to use EXCEL macros and advanced VBA (the industry standard). It is designed for decision making in business settings.

ECO404. Technology, Trade and Economic Growth (1) (required for MOT and MBA-MOT students only)
Overview of the role of technology in economic systems. Productivity and growth effects, relationships to industry structure, impacts on international trade and competitiveness. Prerequisite: intended to be taken concurrently with ECO 402.

ECO423. Real Options (3)
This is an introductory graduate level course in financial economics, It is intended for students with strong technical backgrounds who are comfortable with mathematical arguments. The course is divided into three main parts: deterministic finance, single-period uncertainty finance and options theory and its applications. Prerequisite: GBUS 420.

ECO424. Advanced Numerical Methods (3)
This course focuses on techniques that apply directly to economic analysis. A particular emphasis is on problems in finance. The course teaches students how to use EXCEL macros and advanced VBA (the industry standard). It is designed for decision making in business settings.

ECO425. Cost-Benefit Analysis (3)
Theory and methods of cost-benefit analysis; efficiency and equity as criteria in program evaluation; proper measurement of market and non-market costs and benefits; consideration of risk, uncertainty, appropriate discounting techniques and distributional consequences; applications include the evaluation of health care policies and therapies.

ECO428. (GBUS 428) Capital and Interest Theory (3)
Theories of interest and capital. Annuities; applications of present value theory; investment valuation under uncertainty and risk; term structure of interest rates; the theory of savings, cost of capital and capital formation. Prerequisite: MBA 402 or equivalent.

ECO429. (GBUS 429) Monetary Theory (3)
The role of money in the economy from theoretical and empirical perspectives. The influence of money and prices, interest rates, output and employment. Prerequisite: ECO/GBUS 427 or equivalent.

ECO430. (GBUS 430) Public Finance (3)
The economics of public spending and taxation; principles of government debt management; theories of budgeting and cost-benefit analysis and public choice.

ECO436. Economic History of the United States (3)
Analysis of the colonial economy, transition to industrialization, and the role of trade and transportation in America’s development. A consideration of the importance of slavery to the 19th-century American economy and other New World economies. Origin and development of banking and financial markets. Prerequisites: ECO 401 and ECO 402 or equivalents.

ECO440. Labor Economics (3)
The economics of labor markets and various labor-market institutions with emphasis on current theoretical and empirical research. Prerequisites: ECO 401 and ECO 402 or equivalents.

ECO447. Economic Analysis of Market Competition (3)
Mathematical models based on game theory and industrial organization. Cases are used to analyze the strategic interaction of firms and governments as competitors and partners.

ECO451. Urban Economics (3)
The application of traditional and spatial economics to the location of economic activity focusing on the urban economic problems of business location, housing, land value, land use and intra-urban transportation.

ECO453. Government Regulation of Business (3)
Analysis of the economic justification for government regulation of private enterprise. Topics include antitrust policy, utilities, and health, safety and environmental regulation. Prerequisite: ECO 402 or equivalent.

ECO454. Economics of Environmental Management (3)
Economic theory of natural resources. Optimal policies for the development of renewable and nonrenewable resources and environmental quality. Prerequisite: ECO 402 or equivalent.

ECO455. Health Economics (3)
Economic theory of health care delivery systems. Financing health care services. Case studies of specific economic-financing problems and/or international comparisons of health care delivery. Prerequisite: ECO 401 or ECO 402 or equivalents or permission of the instructor.

ECO456. Industrial Organization (3)
The goal of the course is to review theoretical and empirical attempts by economists to understand market structures lying between the extremes of perfect competition and monopoly. The course will focus first on describing the current U.S. industrial structure and reviewing models of imperfect competition. The course then shifts to a closer study of individual firm behavior. The final segment of the course is an overview of two significant relationships between government and industry caused by the existence of imperfect competition.

ECO457. Bio-Pharmaceutical Economics (3)
Characteristics of the market for pharmaceuticals; barriers to entry, competitions and innovation’ pricing and regulation; physician prescribing behavior; commercialization and financing of biotech startups; international comparisons of public policy.

ECO460. Time Series Analysis (3)
Classical decomposition of time series, trend analysis, exponential smoothing, spectral analysis and Box-Jenkins autoregressive and moving average methods.

ECO461. Forecasting (3)
Methods of economic and business forecasting.

ECO462. Advanced Statistics for Business and Economics (3)
An expanded development of statistical concepts necessary for business and economic research. Topics include probability theory, sets, density functions and distributions, sampling distributions, point estimation, moment generating functions, maximum likelihood, classical statistical inference, power functions, likelihood ratio tests and non-parametric tests. Prerequisite: calculus.

ECO463 (IE 458). Topics in Game Theory (3)
A mathematical analysis of how people interact in strategic situations. Topics include normal-form and extensive-form representations of games, various types of equilibrium requirements, the existence and characterization of equilibria, and mechanism design. The analysis is applied to micro-economic problems including industrial organization, inter-national trade, and finance. Prerequisites: Two semesters of calculus, ECO 414 and ECO 412 , or permission of the instructor.

ECO472 Special Topics in Economics (1-3)
Extended Study of an approved topic not covered in scheduled courses. May be repeated for credit.

ECO471. International Economic Development (3)
An introduction to the basic theoretical concepts in international economic development and an evaluation of their application by means of a representative sample of the literature.

ECO472. International Trade Theory (3)
Theories of comparative advantage, factor price equalization, trade and welfare, tariffs, trade and factor movements. Prerequisite: ECO 413 or consent of the chair.

ECO473. International Monetary Economics (3)
Theory of the balance of payments, the microeconomics of international finance, various approaches to balance-of-payments adjustments, theories of foreign exchange-rate determination and macroeconomic policy under fixed and flexible exchange rates. Prerequisite: ECO 417 or consent of the chair.

ECO480. Economics of Technological Change (3)
Explores theoretical models and empirical evidence on the economics of innovation and technical change. Includes examination of: the role of technology in competitiveness, industrial structure and economic growth; alternative models of the innovative process; incentives for and other conditions affecting research and development; the evaluation of the justifications for government support of R&D. Prerequisite: ECO 402 or equivalent.

ECO490 Master’s Thesis

ECO492 Special Topics in Economics (1-3)
Extended study of an approved topic not covered in scheduled courses. May be repeated for credit.

ECO499 Dissertation

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