This course provides an introduction to the fundamental concepts and issues of financial accounting with emphasis on the interpretation of financial statements. The course addresses the economic consequences of transactions and their presentation on corporate financial statements. A primary objective is to introduce corporate financial statements as a tool for company valuation and decision making. Emphasis is on the analysis of effects of decisions on financial performance and use of financial statements to evaluate organizations.
The fundamental economic principles underlying the operation of modern businesses in market-based economies are investigated. Among the questions addressed are: How does the distinction between costs in the short and long run affect decisions? How do costs, demand, price, and profit relate? What factors determine the degree of competition in an industry? What pricing strategies are available to a firm? How can the use of game theory improve managers’ decisions? How do managers use regression analysis? How does market structure determine profitability?
The main component of the course is a survey of methods for planning and controlling production and operations management activities including material requirements planning, operations scheduling, production and inventory planning and control, project management, facilities location and layout, and quality management and control. The course makes use of cases to illustrate the processes and problems involved.
Prerequisites: MGA 604, MGF 631 or concurrent.
The focus of this course will be on technology management and developing an internet-based business or extension to an existing business. The course will integrate concepts from economics, organizational strategy, entrepreneurship and web design. Topics to be covered in the course include aligning technology and strategy; models of diffusion and innovation; characteristics of information and digital goods; identifying potential web-applications and information products for solving a problem and/or identifying a business opportunity; intellectual property rights; pricing issues related to information goods; developing a business plan for a venture capital proposal; launching the e-business; designing web-based applications for usability; and strategies for successfully implementing systems. Case studies, lectures, guest speakers, and an integrated e-business project will be used to understand the complexities of the current business environment.
Success in today's organizations depends on your ability to learn and adapt quickly to new and changing situations. The objective of this course is therefore to prepare students to be lifelong adapters. The course is based on a model of self-directed learning and development. This process will help students throughout their careers to understand and formulate their own vision, assess their skills and abilities and design plans to reach their objectives. From mastery of this basic process comes the ability to lead others effectively.
"Career Management PM1" (MGI 620 PM1) covered the essential elements of effective career management (knowing yourself, résumés and cover letters, interviewing, and assessing your network). "Career Management PM2" covers additional topics related to advancing your career: managing your boss, social intelligence, building your network, managing job offers, compensation negotiations, promotions, etc. Prior course recommendation: MGI 620 PM1
This course investigates three of the most vague, challenging and easily misunderstood topics in the modern organization -- leadership, morality and moral leadership -- and attempts to deconstruct and reconstruct them. During the course, students will dig deep into each of the three, recognizing and establishing their own unique styles and preferences, exposing commonly held myths and exploring approaches shown to be beneficial and detrimental to modern organizations
Upon completion of the this course, you should have gained an understanding of what it means to manage your career and why it is important. You will learn the essential elements of effective career management and develop a strategy to get and keep your career on track. You will have access to tools that will help implement your strategy.
The goal of the course is to provide MBA students with knowledge, skills and understanding of the key components of a successful sales organization. The course will focus on the following topics: basic sales skills, hiring sales people, sales coverage models, compensation and sales management process.
Introduction to the analytical concepts necessary for effective negotiations. Emphasis is on the negotiation and bargaining skills required by general managers. Classroom lectures are supplemented by experiential exercises.
This course focuses on how to improve performance in the workplace. Students will learn about the linkage between a manager’s responsibility to produce results and how those results are achieved through the behavior of others. Further, students will develop an understanding of why people do what they do and learn how to apply that understanding to developing and maintaining systems that support organizational objectives and ensure positive outcomes.
The course helps students learn how to start and run a successful business so they can use their gifts and talents, become financially independent and contribute to society. Four domains associated with the topic of entrepreneurship are examined in detail.
This is a practical, hands-on course that will focus on the concepts, tools and techniques associated with being a successful consultant and agent of change. The course covers the nuts-and-bolts of the consulting relationship. Students will learn about contracting, managing the relationship and alternative deliverable formats, as well as the dynamics of change in organizations and the processes that create and sustain organizational development. Students will engage in the design and execution of a group consulting project in a local organization.
This course covers the application of management knowledge and skills in the strategic guidance and operational direction of health systems service organizations. Attention is given to unique aspects of the challenge of managing the delivery of health services, particularly to such issues as managing relationships with medical staffs, regulatory bodies, other professional groups and third-party payers. The integration of management functions such as finance and accounting, marketing, human resources and service production, amid rapidly changing expectations will also be covered in assigned case analysis.
This course is an overview of the health care industry and frames the severe challenges facing leaders in the field. It will take a business approach to the issues presented, but will always juxtapose financial issues with value creation. It begins with a short look at classic economics and why they do not always apply in health care. It will take an in-depth look at the Patient Protection and Affordable Care Act and the implications it has on all parts of the industry. It will follow with a review of each component of the industry: government, health plans, employers, providers and suppliers. Each review will focus on the unique challenges leaders are facing in a dynamic, changing environment.
This course provides a practical, in-depth assessment of the new ways health care providers and health care insurers are redesigning how care is provided in response to the industry’s pursuit of the “Triple Aim” of better individual care, better population health and lower per capita costs. The Affordable Care Act clearly outlines the country’s path away from traditional fee-for-service reimbursement and towards value-based care models that increasingly place more direct risk upon providers and provider networks. That direction has been mirrored by both government-based, employer-based and private health insurers across the country, and nearly every major provider of care is redesigning its delivery in response. The course will feature outside speakers from all parts of the delivery network and health insurance industry, each outlining their organizational response to this challenge. It will be supplemented by case studies selected from around the country (and internationally, as appropriate), so participants can relate regional responses to broader market responses.
This course deals with the development and application of marketing strategy. The major pedagogical vehicle is MARKSTRAT 3 — a competitive marketing game. Students manage a company in direct competition with other student teams in a highly dynamic environment.
Prerequisite: MGM 625.
The primary objective for this course is to develop a personal understanding of Strategic Quality Management, based on the business excellence model described in the U.S. Malcolm Baldrige Criteria for Performance Excellence, and ISO 9004:2000, using contemporary applications of management theory that demonstrate how to improve business results using quality management tools.
Prerequisite: MGO 630 or concurrent with MGO 630, or permission of instructor.
This course deals with design, control and operation of supply chains for competing effectively in the context of global operations management. Both manufacturing and service (such as health care) industry supply chains are covered. The topics covered include: qualitative and quantitative techniques for optimum configuration of in-bound and outbound logistics; principles of postponement in design, processes and logistics; mass customization; global location factors for offices, plants and distribution centers; collaborative planning, forecasting and replenishment (CPFR) systems; countering bullwhip effects in supply chains; vendor-managed inventory (VMI); strategic alliances and partnering; global purchasing and buyer-supplier relationships; and the complexities of the material, information and cash flows across international borders. This course supplements MGS 616, which covers e-commerce integration aspects of supply chains.
Prerequisite: MGO 630.
This course focuses on purchasing and supply management principles and practices in the context of global supply chains. Purchasing is important because the value of materials procured in manufacturing, and service supply chains such as retail, can make up more than 65 percent of the cost of the goods sold. Given the globalization of supply sources, it has become increasingly necessary to understand the complexities of global supply markets, cross-border legal aspects of purchasing, global vendor development, systematic reduction of supply risk, strategic alliances and supply network building, vendor managed inventory (VMI) contracts, and new forms of negotiation strategies with suppliers. Purchasing practices to support lean organizations to ensure just-in-time delivery on a global basis are also covered. In addition, given the growth of internet technology, e-commerce technologies to support purchasing, and supplier relationship management (SRM) systems are also covered.
Prerequisite: MGO 630.