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Courses in Management (MGT/MGB/MGP)

Lower Division

11A. Elementary Accounting (4)

Lecture—3 hours; discussion—1 hour. Basic concepts of accounting; interpreting and using financial statements; understanding accounting principles. GE credit: SocSci | SS.—I, II. (I, II.)

11B. Elementary Accounting (4)

Lecture—3 hours; discussion—1 hour. Prerequisite: course 11A. Theory of product costing; Analyzing the role and impact of accounting information on decision making; planning and performance evaluation. GE credit: SocSci | SS.—III. (III.)

 Upper Division

100. Introduction to Financial Accounting (3)

Lecture—3 hours. Course is open to all upper division undergraduate and graduate students, except those in the Graduate School of Management. Introduction to the concepts, methods, and uses of accounting and financial reporting. Preparation of financial statements, including balance sheet and statements of income and cash flow, as well as their analysis by investors and managers.

120. Managing and Using Information Technology (4)

Lecture—3 hours; discussion—1 hour. Prerequisite: course 11A, Mathematics 16B, 17B, or 21B, Statistics 100, 102, 103, or 108. Introduction to computer hardware, systems software, and information systems. Management of information technology and the impact of information systems on modern management.—III.

140. Marketing for the Technology-Based Enterprise (4)

Lecture—3 hours; discussion—1 hour. Prerequisite: course 11A, Mathematics 16B, 17B, or 21B, Statistics 100, 102, 103, or 108. Marketing in technology-based companies, with emphasis on how scientists, engineers, and business people interact to develop and market products and services.—II.

150. Technology Management (4)

Lecture—3 hours; discussion—1 hour. Prerequisite: course 11A, Mathematics 16B, 17B, or 21B, Statistics 100, 102, 103, or 108. Management of firms in high technology industries such as software development and biotechnology research. Motivating and managing workers, organizing for innovation, and making decisions.—III.

160. Financing New Business Ventures (4)

Lecture—3 hours; discussion—1 hour. Prerequisite: course 11A, Mathematics 16B, 17B, or 21B, Statistics 100, 102, 103, or 108. Concepts and methods used to structure and finance new business ventures. Topics include the evaluation of new investment projects, raising venture capital, the role of the venture capitalist, and the choice of organizational structure in new ventures.—II.

170. Managing Costs and Quality (4)

Lecture—3 hours; discussion—1 hour. Prerequisite: course 11A, Mathematics 16B, 17B, or 21B, Statistics 100, 102, 103, or 108. Designing cost systems in high technology organizations and managing operations to maximize quality and minimize costs. Topics include activity based costing and management, managing quality and time to create value, ethical issues in cost assignment, and differential costing for decision making.—I.

180. Supply Chain Planning and Management (4)

Lecture—3 hours; discussion—1 hour. Prerequisite: course 11A, Mathematics 16B, 17B, or 21B, Statistics 100, 102, 103, or 108. Quantitative techniques for analysis and management of modern supply chains for the production and delivery of goods and services.—I. Woodruff

Graduate—Core Courses

200A. Financial Accounting (3)

Lecture—3 hours. Prerequisite: graduate student in the Graduate School of Management. Introduction to the concepts and objectives underlying the preparation of financial statements. Topics include understanding the accounting cycle, measurement and valuation problems associated with financial statement components, consideration of the usefulness of financial statements in the analysis of a corporation's operations.—I. (I.) Yetman

200B. Managerial Accounting (3)

Lecture—3 hours. Prerequisite: graduate student in the Graduate School of Management. Information managers should know to be effective, including: product costing, motivating people, and differential analysis for decision making. Includes team projects and written and oral presentations.—II, IV. (II, IV.) Ramanan

201A. The Individual and Group Dynamics (3)

Lecture—3 hours. Prerequisite: graduate student in the Graduate School of Management. Examines basic psychological and social psychological processes shaping human behavior and applies knowledge of these processes to the following organizational problems: motivation, job design, commitment, socialization, culture, individual and group decision making, and team building.—I. (I.) Elsbach

201B. Organizational Structure and Strategy (3)

Lecture—3 hours. Prerequisite: graduate student in the Graduate School of Management. Analysis of structural properties of organization including differentiation and vertical and horizontal integration. Alternative structural arrangements including functional, divisionalized, matrix, and hybrid structures. Relationship between environment, structure, and strategic objectives. Organization life cycle and changes.—II. (II.) Biggart, Hsu

202A. Markets and the Firm (3)

Lecture—3 hours. Prerequisite: graduate student in the Graduate School of Management. Examines the interaction of consumers, firms and government, and the effect this interaction has on the use of resources and firm profitability. Fundamental economic concepts such as marginal analysis, opportunity cost, pricing, and externalities are introduced and applied.—II. (II.)

202B. Business, Government, and the International Economy (3)

Lecture—3 hours. Prerequisite: course 202A. Examines the influence of government and international factors on business. Topics include distribution of income, business cycles, inflation and interest rates, the federal debt, monetary policy and international trade and finance.—II. (II.)

203A. Data Analysis for Managers (3)

Lecture—3 hours. Prerequisite: graduate student in the Graduate School of Management MBA program or consent of instructor. Introduction to statistics and data analysis for managerial decision making. Descriptive statistics, principles of data collection, sampling, quality control, statistical inference. Application of data analytic methods to problems in marketing, finance, accounting, production, operations, and public policy.—II. (II.) Tsai

203B. Forecasting and Managerial Research Methods (3)

Lecture—3 hours. Prerequisite: course 203A. Practical statistical methods for managerial decision making covers regression analysis, time series analysis and forecasting, design and analysis of experiments in managerial research and contingency table analysis. Application of these methods to marketing, finance, accounting, production, operations, and public policy.—II. (II.) Tsai

204. Marketing Management (3)

Lecture—3 hours. Prerequisite: graduate student in the Graduate School of Management. Analysis of market opportunities, elements of market research, development of marketing strategies, market planning and implementations, and control systems. Consumer and industrial markets, market segmentation, pricing strategies, distribution channels, promotion, and sales.—III. (III.)

205. Financial Theory and Policy (3)

Lecture—3 hours. Prerequisite: graduate student in the Bay Area MBA Program. Corporate financial policy and investment management. Covers capital budgeting, optimal financial structure, cost-of-capital determination, risk measurement. Develops basic valuation principles for investments with long-lived and risky cash-flows, and extends these to derivative securities, asset portfolios, investment management and hedging.—III. (III.) Barber

206. Decision Making and Management Science (3)

Lecture—3 hours. Prerequisite: graduate student in the Graduate School of Management MBA program or consent of instructor. Develops decision-making and problem-solving skills in conjunction with a quantitative model-building approach. Emphasizes how structured modeling techniques, probability forecasts, simulations, and computer optimization models are used in the overall process of making decisions in an uncertain environment.—II. (II.)

207. Management Information Systems (3)

Lecture—3 hours. Prerequisite: graduate student or consent of instructor. Introduction to computer programming and data handling skills. Use of computer in organizations, emphasis on managerial aspects of computing. Standard and nonstandard uses of data files, centralization versus decentralization of computing, office automation, computer security.—I, II, III. (I, II, III.) Bhargava, Woodruff

210T. Policing Seminar (2)

Seminar—2 hours. What are the expectations and roles of the police in a democratic society? We need order maintenance and crime control, but to assume these tasks the police sometimes intrude upon interests considered fundamental to free societies. Limited enrollment.

Electives

Students must complete the Management core course requirement before enrolling in any of the following courses, or petition with consent of the instructor.

215. Business Law (3)

Lecture—3 hours. Prerequisite: completion of Administration core requirements or petition with consent of instructor. Introduction to law and legal process in the United States. Sources of law. Structure and operation of courts, federal-state relationships, fundamentals of administrative law, fundamentals of business law. IV. (IV.)

216. Managing Professionals, Budgets, Controls and Ethics (3)

Lecture—3 hours. Prerequisite: graduate standing. Performance measures, budgetary controls and ethical pressures which occur at middle management levels in service-type operations. Addresses such organizations as engineering, medical groups, law offices, management consultants.—I. (I.) Suran

220. Management of Social Networks (3)

Lecture/discussion—3 hours. Prerequisite: course 201A; open to MBA students only. Principles and applications of social network theory: coordinating divergent interests to create value for individuals and organizations. Emphasis on conceptual models, web-based diagnostic tools, and practical applications. Offered in alternate years.—(I.)

223. Power and Influence in Management (3)

Seminar—3 hours. Prerequisite: consent of instructor. Investigation of the bases of power in organizations and the tactics used to translate power into influence. Topics include the control of resources (including information), social psychological processes (including commitment), the construction of meaning, and ethics.—I. (I.) Palmer

224. Managing Human Resources (3)

Lecture/discussion—3 hours. Restricted to students in the MBA program. Explore choices firms make in managing workers; decisions as to wages, benefits, working conditions, and other management policies and practices. Analyze employment systems' fit with firms' environments and strategies, and consequences of choices managers make regarding policies and practices. Not open to students who have taken MGT/B 224.—II. (II.) Hsu

239. Digital Marketing (3)

Lecture/discussion—3 hours. Prerequisite: course 204. Course equips students for a career in digital marketing and social media. Topics include online advertising, search engine optimization, interactive mktg, online privacy issues, e-commerce, social influence, social network theory, measurement of social influence, integrating social and traditional media.—III. (III.) Yoganarasimhan

240. Management Policy and Strategy (3)

Lecture—3 hours. Prerequisite: first-year core courses of M.B.A. program. Examines the scope of missions, objectives strategies, policies, structures, measurements and incentives which bear on the management of an organization. Real client organizations, in the private and public sectors, are assigned to student teams as the subjects of study.—I. (I.) Suran

241. New Product Development (3)

Lecture/discussion—3 hours. Prerequisite: course 249 or consent of instructor; restricted to graduate students in the Graduate School of Management. Disseminates state-of-the-art concepts and methods to enhance the effectiveness of new product development activities. Focuses on the understanding of managerial issues and acquiring the ability to solve problems.—III. (III.) Naik

242. Marketing Communications (3)

Lecture—3 hours. Issues in designing a marketing communications strategy. Topics include mass and direct communications, institutional aspects of advertising, consumer behavior, evaluating ad effectiveness, determining ad budget, creative strategy, and use and abuse of promotions.—III. (III.) Naik

244. New and Small Business Ventures (3)

Lecture—3 hours. Emphasizes starting a new business venture or managing a small, ongoing business during its formative stages. The business plan. Legal forms, financial considerations, the management team. The entrepreneur. Students develop a detailed business plan.—IV. (IV.)

246. Negotiation and Team Building (3)

Lecture—3 hours. Prerequisite: courses 202, 205. Teaches basic theory of negotiation; applies theory to process of building teams to achieve business purposes. Covers integrative and distributive strategies of claiming value, how to recognize bargaining tricks, uncovering hidden agendas, brainstorming to extend Pareto frontier.—II. III. (II, III.) Elsbach

247. Customer Service as a Marketing Tool (3)

Lecture—3 hours. Understanding the distinct features of services, how to create value through service, methods of building strong relationships with customers, methods of measuring and building customer satisfaction, and measuring the financial impact of service improvement.—I. (I.)

248. Marketing Strategies (3)

Lecture—3 hours. Examines process by which organizations develop strategic marketing plans. Includes definition of activities and products, marketing audits, appraising market opportunities, design of new activities and products, and organizing marketing planning function. Applications to problems in private and public sector marketing.—I. (I.) Rubel

249. Marketing Research (3)

Lecture—3 hours. Course addresses the managerial issues and problems of systematically gathering and analyzing information for making private and public marketing decisions. Covers the cost and value of information, research design, information collection, measuring instruments, data analysis, and marketing research applications.—III. (III.) Bunch

250. Technology, Competition and Strategy (3)

Lecture—3 hours. Prerequisite: completion of first-year core courses at the Graduate School of Management or the equivalent. Restricted to students in the MBA program. Why is software typically so defective? Why do many firms in the IT industry give away their best products free? This course helps you analyze questions like these by modeling competition and strategy in the network, technology and information industries.—II. (II.) Bhargava

251. Management of Innovation (3)

Lecture—3 hours. Managing innovative enterprise in changing and uncertain environments. Covers technology forecasting and assessment, program selection and control, financial management, regulation, and ethics.—I. (I.) Biggert

252. Managing for Operational Excellence (3)

Lecture—3 hours. Open to students in the Graduate School of Management. Explores the management of operations as applied to manufacturing as well as services provided both inside and outside the organization. Develop an understanding of how uncertainty affects planning and delivery by looking at fundamental models of operations.—IV. (IV.) Woodruff

260. Corporate Finance (3)

Lecture—3 hours. Focuses on planning, acquiring, and managing a company's financial resources. Includes discussion of financial aspects of mergers and other forms of reorganization; analysis of investment, financial, and dividend policy; and theories of optimal capital structure.—III. (III.) Scherbina

261. Investment Analysis (3)

Lecture—3 hours. Examines asset pricing theories and relevant evidence, including the investment performance of stocks and bonds. Topics include the efficiency of markets, domestic and international portfolio diversification, factors influencing the value of stocks and other investments, and portfolio management and performance.—I. (I.) Chen

263. Derivative Securities (3)

Lecture/discussion—3 hours. The behavior of options, futures, and other derivative securities markets and how public agencies, business and others use those markets. Trading strategies involving options, swaps, and financial futures contracts. Pricing of derivative securities, primarily by arbitrage methods. Open to students enrolled in the MBA program.—III. Edelen

264. Business Taxation (3)

Lecture—3 hours. Analysis of the impact of business taxation on investment, production, and finance decisions. Discussion of the relationship between business organization and tax liability. Course is not intended for tax specialists.—II. (II.) Yetman

266. International Finance (3)

Lecture—3 hours. Prerequisite: course 207 or the equivalent. Open economy macroeconomics, balance of payments theory, and financial decision making in multinational firms.—II. (II.)

267. Teams and Technology (3)

Lecture/discussion—3 hours. Restricted to working professional MBA students or consent of instructor. Theory and practice of managing teams with primary goals of: providing conceptual guidelines for analyzing and diagnosing group dynamics and determining strategic options as a manager; imparting interpersonal skills for implementing effective strategies; understanding how technological change affects team processes.—III. (III.)

268. Articulation and Critical Thinking (3)

Laboratory/discussion—3 hours. With commitment to this course, students will become competent public speakers, write well at a level expected in business, think efficiently and critically about business challenges and have a useful personal code of ethics to shape their actions and decisions. No student may repeat course for credit.—I. (I.)

269. Business Intelligence Technologies-Data Mining (3)

Lecture/discussion—3 hours. Prerequisite: completion of core courses at the Graduate School of Management or the equivalent. Restricted to students in the MBA program. Data is a key source of intelligence and competitive advantage for business organizations. With the explosion of electronic data available to organizations and demand for better and faster decisions, the role of data driven intelligence is becoming central in organizations.—III. (III.) Y. Yang

270. Corporate Financial Reporting (3)

Lecture—3 hours. Analyzes and evaluates contemporary issues in financial reporting and develops implications of those issues for business decision makers, investment managers, and accounting policymakers.—IV. (IV.) Griffin

271. Strategic Cost Management (3)

Laboratory/discussion—3 hours. Theoretical frameworks and associated techniques for using organizational design and cost management to achieve a sustainable, profitable cost structure. Topics include: target costing, process design for low cost, total cost of ownership, cost of customers, implementing structural change, and incentives.—III. (III.) Anderson

272. Evaluation of Financial Information (3)

Lecture—3 hours. Studies how investors, creditors, others use accounting and other information in making rational investment, lending decisions. Emphasis is placed on the analysis of financial information in a variety of contexts. Where applicable, recent research in finance and economics is discussed.—III. (III.) Griffin

273. Accounting and Reporting for Government Nonprofit Entities (3)

Lecture—3 hours. Concepts, methods, and uses of accounting and financial reporting by governmental and nonprofit entities. Introduction to budgeting and performance evaluation, and accounting for entities such as hospitals, universities, and welfare agencies.—III. (III.)

274. Corporate Governance (3)

Lecture—3 hours. Prerequisite: restricted to full-time MBA students or consent of instructor. Discusses how corporations can better operate in the interests of shareholders and public. Directly relevant to managers, consultants in compensation and incentives, staff working on mergers and acquisitions, corporate regulators, shareholder rights activists, and board members. II, III. (II, III.)

276. Real Estate, Finance and Development (3)

Lecture—3 hours. Prerequisite: courses 201A and 207. Focus on single family, attached, detached, multi-family, and light commercial development. Students will study factors which make up successful real estate developments. Course will consider financial aspects involved in land acquisition, land development, construction, and project lending.—II. (II.)

281. Systems Analysis and Design (3)

Lecture—3 hours. Design and specification of computer-based information systems. Applications systems development life cycle, use requirements and feasibility assessment, logical and physical design, program development and testing, conversion and implementation.

282. Supply Chain Management (3)

Lecture/discussion—3 hours. Prerequisite: completion of first year core courses at the Graduate School of Management or the equivalent; knowledge of Microsoft Excel. Restricted to students in the MBA program. Matching supply with demand is a primary challenge for a firm: excess supply is too costly, inadequate supply irritates customers. Matching supply to demand is easiest when a firm has a flexible supply process, but flexibility is generally expensive.—II. (II.) Chen

284. Applied Linear Models for Management (3)

Lecture—3 hours. Covers regression, analysis of variance, and multivariate analysis. Topics will focus on applications to management and policy problems.—Tsai

285. Time Series Analysis and Forecasting (3)

Lecture—3 hours. Considers application of time series methods to evaluation and forecasting problems. Covers univariate and multivariate ARIMA models and transfer function models. Applications will be in such areas as economics, finance, budgeting, program evaluation, and industrial process control.—Tsai

286. Telecommunications and Computer Networks (3)

Lecture—3 hours. Prerequisite: course 280. Communication system components; common carrier services; design and control of communications networks; network management and distributed environment; local area networks; data security in computer networks.—Topkis

287. Database Systems (3)

Lecture—3 hours. Prerequisite: course 280. Hierarchical, network, and relational models for database systems. Design and implementation of models. Performance evaluation and benchmarking. Query structures and languages. Data security and integrity. Application to managerial decision making and decision support systems.—II. (II.) Yang

288. Special Topics in Management of Information Systems (3)

Lecture—3 hours. Managerial aspects of information systems. Topics stressing applications in organizations chosen from: economics of computers and information systems, decision support systems, management of computer-based information systems, office automation.—Topkis

290. Topics in General Management (3)

Seminar—3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in general management Varied topics to cover more extensively issues discussed in courses 201A and 201B, or current business interest topics in fields of business writing, business communications, development, or workplace processes. May be repeated for credit.—I, II, III. (I, II, III.) Woodruff

291. Topics in Organizational Behavior (3)

Seminar—3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in social psychology and sociology of organizations. Varied topics to cover more extensively issues discussed in courses 201A and 201B, or current business interest topics in fields of organization design, strategy, development, or workplace processes. May be repeated for credit.—II. (II.) O'Mahony

292. Topics in Finance (3)

Seminar—3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Contemporary and emerging issues in finance. Application of modern techniques of finance to business problems. Use of appropriate electronic database and research techniques. May be repeated for credit.—I. (I.)

293. Topics in Marketing (3)

Seminar—3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in marketing, which may include marketing research, new product development, brand management, pricing, distribution management, service marketing, hitech marketing, advertising, sales promotions, marketing through the Web. May be repeated for credit.—I. (I.)

294. Topics in Accounting (3)

Seminar—3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Contemporary and emerging issues in financial management accounting. Application of modern techniques of evaluation and analysis of financial information. Use of appropriate electronic database and research techniques. May be repeated for credit.—I. (I.)

295. Topics in Information Technology (3)

Seminar—3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Applications of information technology to management and management of information technology. Adaptation to the dynamic nature of the field. May be repeated for credit.—I. (I.)

296. Topics in Technology Management (3)

Seminar—3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Cyclical nature of innovation and technological change, features of innovative firms and industries, national innovation systems, and impact of information technologies on innovation processes. May be repeated for credit.—III. (III.) Bhargava

297. Topics in International Management (3)

Seminar—3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Broader environment in which U.S. firms and their foreign competitors operate. Integration of material from other topics courses (marketing, strategy, finance, accounting, information technology, technology management) into the international setting. May be repeated for credit.—IV. (IV.)

298. Directed Group Study (1-5)

Prerequisite: consent of instructor. (S/U grading only.)

299. Individual Study (1-12)

Prerequisite: consent of instructor. (S/U grading only.)

 Professional

401. Crisis Management (1)

Laboratory/discussion—1 hour. Establishes and explores the defining characteristics of crises. Will learn to anchor crisis management firmly within overall strategic management and also acquire a set of useful tools and techniques for planning for and handling actual crises. (S/U grading only.)—I. (I.) Biggs

402. Crisis Communications and Reputation Management (1)

Laboratory/discussion—1 hour. Intended to provide you with an understanding of the framework and tools necessary to successfully address communications and reputation management tasks in a variety of crisis situations. (S/U grading only.)—I. (I.) Friedman

403. Business Statistics Practicum (1)

Project—1 hour. Prerequisite: MGT, MGP, or MGB 203A is a pre-requisite. In addition, students must be concurrently enrolled in (or completed) MGT, MGP, or MGB 203B. Restricted to students in the MBA program. Applies techniques and concepts in business statistics to real case studies.—I. (I.) Tsai

404. Organizational Change Management (1)

Laboratory/discussion—1 hour. Challenges in getting significant changes made in organizations. Learn Organization Change Management (OCM) techniques and discuss case situations where OCM techniques play a role. (S/U grading only.)—II. (II.) Mathur

405. Business Literature (1)

Laboratory/discussion—1 hour. Will examine Business history – historical trends that might influence contemporary business. Some argue that the recent collapse of our financial system might have been averted if business leaders had a better sense of history. (S/U grading only.)—II. (II.) Biggart

406. Ethical Issues in Management (1)

Lecture/discussion—1 hour. Explores the philosophical foundation of ethical theory and its recent applications to business situations. Professional codes of ethics, such as those promulgated by educational, managerial, engineering, scientific, medical and legal professional societies, are presented. (S/U grading only.)—II. (II.)

407. Storytelling for Leadership (1)

Lecture/discussion—1 hour. Internalize the fundamental principles behind stories that educate, influence, motivate, inspire, persuade and connect. (S/U grading only.)—III. (III.)

408. The Business of the Media (1)

Lecture/discussion—1 hour. Focuses on the media industries and how emerging digital technologies are disrupting the way media consumption, distribution and business models work. Will highlight the economics of several media – both news and entertainment. (S/U grading only.)—III, IV. (III, IV.)

409. Managing Multi-Asset Class Investment Portfolios (1)

Lecture/discussion—1 hour. Prerequisite: course 202A, 203A, 205. Covering a wide variety of investment principles, both theoretical and pragmatic. Helps prepare students to more thoughtfully approach investment decision-making. Topics include: Endowments, pension funds, family offices, sovereign wealth funds, and insurance companies.—III. (III.)

410. Corporate Governance (1)

Lecture/discussion—1 hour. Covers recent and not-so-recent business and accounting scandals, discuss how corporations can better operate in the interests of shareholders and the public, and learn from people who rely on corporate governance in making investment decisions. (S/U grading only.)—I, II, III, IV. (I, II, III, IV.) Maher

411. Turnaround Management (1)

Lecture/discussion—1 hour. Evaluate the financial performance of a company, identify opportunities for improvement, propose real solutions to enhance performance, and most important inspire action in staff. (S/U grading only.)—I, II, III. (I, II, III.)

412. International Marketing (1)

Lecture/discussion—1 hour. Understanding basic concepts of international marketing. Understanding and managing heterogeneous, dynamic, and interdependent environments across countries. How to develop and implement an international marketing strategy: where and how to compete, how to adapt to your marketing mix.—II. (II.) Peters

413. Sustainable Business Ventures: Business and Energy (1)

Lecture/discussion—1 hour. Introduction to sustainability goals, indicators, values, measurement techniques, and practice how it applies to large and small enterprise.—II. (II.) Jaffe

414. Multi-Channel Marketing (1)

Lecture/discussion—1 hour. Mutli-channel marketing strategies empower managers to create value for different customer segments. Covers the necessary concepts to evaluate and select go-to market strategies in order to capitalize on the ubiquity of modern customers. (S/U grading only.)—II. (II.) Rubel

415. Climate Risks and Opportunities (1)

Lecture/discussion—1 hour. Provide a working knowledge of the risks and opportunities arising from climate change and climate policy for businesses. (S/U grading only)—IV. (IV.) Mazzacurati

416. Topics in Private Equity (1)

Lecture—1 hour. Prerequisite: course 205. Restricted to students in the MBA program. Focuses on the finance principles related to the risk and return of the private equity (PE) industry, valuation of PE target companies, the structuring of leveraged buyouts (LBOs), and the management of portfolio companies. (S/U grading only.)—II. (II.) Yasuda

417. Incentives and Controls (1)

Lecture/discussion—1 hour. Understand how organizations use financial and nonfinancial performance management and incentive systems to motivate people and manage resources. (S/U grading only)—I, II, III, IV. (I, II, III, IV.) Maher

418. Scientific Discovery and Business Innovation at Scale in the Food and Agriculture Sector (1)

Lecture—3 hours. Restricted to students in the MBA program. Scientific discovery and business innovation within the food and agriculture sector profoundly influences the sustainability of society and enterprise competitiveness. Students will learn how business innovation models co-exist antagonistically or synergistically with scientific discovery and its influence on enterprise competitiveness. (S/U grading only)—I, II, III, IV. (I, II, III, IV.) Schmitz

424. Practicum for Managing People in Modern Organizations (1)

Project—1 hour. Prerequisite: course 224. Restricted to students in the MBA program. Provides solid grounding in the management of work and the employment relationship. Examines firms’ interrelated policies and practices for managing people.—II. (II.) Hsu

434. Practicum for Pricing (1)

Project—1 hour. Prerequisite: course 234. Restricted to students in the MBA program. Enhance understanding of the principles and concepts learned in Pricing by (1) teaching the necessary statistical and mathematical skills, and (2) requiring a report for a real Pricing case.—II. (II.) Jiang

440. Integrated Management Project (3)

Project—3 hours. Prerequisite: first-year core courses of M.B.A. program. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product.—III, IV. (III, IV.)

440A. Integrated Management Project (3)

Lecture/discussion—3 hours. Prerequisite: first-year core courses of MBA program. Restricted to full-time (day) MBA students. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Deferred grading only, pending completion of sequence.)—I. (I.)

440B. Integrated Management Project (3)

Project—3 hours. Prerequisite: first-year core courses of MBA program. Restricted to full-time (day) MBA students. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Deferred grading only, pending completion of sequence.)—II. (II.)

442. Practicum for Marketing Communication (1)

Project—1 hour. Prerequisite: course 242. Restricted to students in the MBA program. Provides experience applying concepts learned in Marketing Communications to a realistic advertising or communication problem faced by firms.—III. (III.) Yoganarasimhan

443. Practicum for Customer Relationship Management (1)

Project—1 hour. Prerequisite: course 243. Restricted to students in the MBA program. Hands-on training in applying Customer Relationship Management concepts and metrics to secondary data. Enhances ability to interpret results and decide the right type of marketing actions by requiring an executive report at the end of the quarter.—I. (I.) Aravindakshan

448. Practicum for Marketing Strategies (1)

Project—1 hour. Prerequisite: course 248. Restricted to students in the MBA program. Provides opportunities to apply the concepts covered in the Marketing Strategies class through a group project involving the analysis of strategic marketing decisions based on business-related issues, simulation and modeling.—I. (I.) Rubel

449. Marketing Research Practicum (1)

Project—1 hour. Prerequisite: course 249. Restricted to students in the MBA program, or in some cases with permission of instructor. Provides opportunities to apply the concepts and methods covered in the Marketing Research class. Hands-on and project-based, work could be either individual or in groups depending on enrollments and/or interests of students.—III. (III.) Bunch

450. Practicum for Technology Strategy and Competition (1)

Project—1 hour. Prerequisite: course 250. Restricted to students in the MBA program. In-depth practicum project course. Apply theories, concepts, and models, learned in course 250 to a real-world business problem, through data collection, data analysis, simulation, modeling and post-model interpretation.—II. (II.) Bhargava

460. Practicum for Corporate Finance and Real Estate (1)

Project—1 hour. Prerequisite: course 260. Restricted to students in the MBA program. Work in groups to select and value a financial entity. It could be a firm, a sports player, a building, a project, or a patent. Grade based on an in-class presentation and a write-up.—III. (III.) Scherbina

461. Practicum for Investment Analysis (1)

Project—1 hour. Prerequisite: course 261. Restricted to students in the MBA program. Provides practical experience applying concepts learned in Investment Analysis to a realistic portfolio management setting via a hypothetical exercise. Produce a realistic executive summary and presentation of an investment proposal for a hypothetical client.—I. (I.) Chen

464. Practicum for Taxes and Business Strategy (1)

Project—1 hour. Prerequisite: course 264. Restricted to students in the MBA program. Practical application project drawing from the tax planning theory contained in course 264. Project consists of a business formation and operation, change in organization (incorporation), and movement into multi-national and multi-jurisdictional tax.—I. (I.) Yetman

465. Practicum for Venture Capital (1)

Project—1 hour. Prerequisite: course 265. Restricted to students in the MBA program. Provides an opportunity to apply concepts learned in Venture Capital in a realistic setting. Complete project analyzing a potential investment in a hypothetical venture and prepare an deal term sheet/investment agreement.—III. (III.) Yasuda

467. Practicum for Teams and Technology (1)

Project—1 hour. Prerequisite: course 267. Restricted to students in the MBA program. Groups investigate the performance, creativity, conflict, information sharing, and leadership behaviors of a real world team. Provide consulting advice to the team, which not only gives analytic skills, but also builds presentation skills.—III. (III.) Bechky

469. Practicum for Business Intelligence Technologies (1)

Project—1 hour. Prerequisite: course 269. Restricted to students in the MBA program. Projects applying concepts learned in Business Intelligence Technologies to real business problems.—III. (III.) Yang

482. Practicum for Supply Chain Management (1)

Project—1 hour. Prerequisite: MGT, MGP, or MGB 282 is a pre-requisite or co-requisite. Restricted to students in the MBA program. Provides experience applying concepts learned in Supply Chain Management to a realistic management setting via a project.—I. (I.) Chen

490. Directed Group Study Management Practicum (3)

Lecture/discussion—3 hours. Prerequisite: consent of instructor; sponsorship of a GSM Academic Senate faculty member; approval of graduate advisor. Provides opportunity for students to gain experience in applying business methodologies previously acquired in other GSM courses. May be repeated for credit. Offered irregularly.—IV. (IV.)

498. Directed Group Study Management Practicum (1-12)

Project. Prerequisite: consent of instructor; sponsorship of a GSM Academic Senate faculty member, and approval of Graduate Adviser. Provides the opportunity for students to gain experience in applying business methodologies previously acquired in other GSM courses. (S/U grading only.)—I, II, III. (I, II, III.)

499. Directed Individual Study Management Practicum (1-12)

Project. Prerequisite: consent of instructor; sponsorship of a Graduate School of Management Academic Senate faculty member and approval of graduate advisor. Provides the opportunity for students to gain experience in applying business methodologies previously acquired in other Graduate School of Management courses. (S/U grading only.)—I, II, III. (I, II, III.)

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Updated: July 11, 2014 9:42 AM