Accounting for Managers (3 credits)
Taught by Ron Lazer
This course covers the basics of financial and managerial accounting. The course teaches participants how to record data in line with reporting requirements and how to analyze balance sheet information. The second part of the course will focus on how to interpret a company's internal methods of costing goods and services from a managerial perspective. A variety of manufacturing and service industries will be studied to provide insight into accounting systems that provide the best match for each company in terms of its field, competitive standing and multinational setting.
Business Analytics (3 credits)
Taught by Bob Plante
Managers encounter data daily and regularly base their decisions on it. This course in management analytics develops important skills in data analysis, modeling, and decision making under uncertainty. It is designed to train students to use valid inferences data to inform their decisions. The topics covered in the course include exploratory data analysis, probability, decision analysis, estimation, simulation, hypothesis testing, and regression analysis. The course emphasizes applications of analytical techniques through its lectures, homework, case discussions, and computer exercises. Through this approach, students learn to translate statistical results into language understood by a non-technical audience.
Managerial Economics (3 credits)
This course, a synthesis of micro and macro economics, develops a high level of knowledge regarding the contribution competing economic theories make to understanding the strategic behavior and the nature of economic organizations. An understanding of the economic fundamentals that drive efficiency, effectiveness and competitive advantage is essential for managers, particularly in turbulent times. The macroeconomics portion seeks to understand and explain phenomena such as inflation, unemployment, interest rates and the balance of payments. It investigates the causes of macroeconomic fluctuations, their consequences and what role government should play in dealing with resulting problems. Special attention is given to monetary/fiscal policies, including government deficits and the effects of tax rates.
Managing Behavior in Organizations (2 credits)
Taught by David Schoorman
This course provides a solid foundation in (and overview of) the area of Organizational Behavior (OB), with particular emphasis on what practicing managers need to know about managing human capital in organizations. Specific topics include (but are not limited to) the importance of strategic and evidence-based approaches to managing and making decisions about human capital, promoting effective group and team dynamics, understanding and developing leadership in organizations, understanding and managing organizational culture and ethics, and managing organizational change.
Marketing Management (3 credits)
Taught by Chad Allred
Marketing has been defined as "a social and managerial process by which individuals and groups obtain what they need and want through creating, offering and exchanging products of value with others." It is a business function that identifies unfulfilled needs and wants, defines and measures their magnitude, determines which target markets the organization can best serve, decides on appropriate products, services, and programs to serve these markets, and calls upon everyone in the organization to "think and serve the customer." The course is designed to give the participant the maximum involvement in the broad sweep of marketing activities, functions, and problems. The main focus is on decision making within the context of marketing functions.
Please note course offerings and faculty are subject to change.