Financial Management (3 credits)
Taught by Charlene Sullivan
This course addresses the management of the financial affairs of the non-financial firm. The overriding theme is the development of strategies aimed at the maximization of the market value of the enterprise. Managerial decision rules designed to serve this objective will be examined. While the course relies on a theoretical framework for the establishment of such rules, based on the discipline imposed by the external capital market, the intent throughout will be to take that theoretical framework to the point of application to specific business decision problems. Accordingly, there will be heavy emphasis on the use of "case" situations as the vehicles for the class discussions. Topics to be covered include: the nature of the firms cash flow cycle; cash forecasting and budgeting; working capital management; credit decisions; financial distress; long-term investment decision analysis; and the administration of a firm's capital expenditure program. Furthermore, longer-term investing and financing decisions will be discussed, including: capital structure design, measuring a firm's cost of capital, firm valuation, mergers and acquisitions, and private equity transactions.
Leadership (2 credits)
Taught by Brad Alge
Many leadership courses consider leadership to be a monolithic concept or simply a discernment between managers and leaders. In contrast, this course examines different leadership tracks that reflect the unique needs of functional managers and the executive managers. For the functional managers, we focus on relationship leadership which reflects their position and time demands in the organization. For executive managers, we also focus on strategic leadership which reflects their more senior position within the decision-making process.
Operations Management (3 credits)
Taught by Ananth Iyer
Operations and supply chains are responsible for the bulk of the assets of a company and their deployment has a significant impact on performance. The first segment of this course focuses on operational choices for a single company. It will focus on firm level choices of capacity, inventory and lead time to optimize performance. The goal is to understand the impact of these choices on the system and to anticipate the impact of making changes. Example: operations discussed will include manufacturing and service systems, ranging from automobile and appliances to call centers, health care and banking. The second segment of the course will focus on managing supply chains i.e., collections of firms who jointly generate the product or service. It will focus on understanding the impact of network structure, levels of capacity, impact of forecast error and lead time, approaches to manage global procurement etc. In summary, the course will develop the capability to enhance competitiveness by improving the management of the operation or supply chain.
Strategic Management (3 credits)
Taught by Jeff Reuer
Strategic management is taught from the perspective of the general manager who is involved with managing an entire business unit. One of the most important ideas which will be developed in this course is that of competitive advantage. Competitive advantage has complex origins and cannot be sustainable unless its sources can be protected from duplication and imitation. The course focuses on the fundamental conditions that permit a firm to conceive, develop and sustain a superior strategic position. The course provides an opportunity to develop approaches to general management based on an integration of multi-functional and administrative perspectives. As the course develops, participants will practice the application of concepts, tools, and approaches developed in the various readings and during the class discussions.
Please note course offerings and faculty are subject to change.