Courses of Study 2012-2013 [ARCHIVED CATALOG]
Course Descriptions
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NBA—Graduate Management Business Admin |
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NBA 5841 - Global Business Management
Winter, summer. 3 credits.
Johnson School students will not receive credit for summer or winter session courses offered through Continuing Education.
E. Iankova.
Focuses on the development of competitive strategies in the global environment—including the identification of internationally relevant strengths and weaknesses, the movement and use of resources to gain competitive advantage, and strategies to confront competitors, both domestic and multinational.
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NBA 5850 - Advanced Topics in Valuation
Spring. 1.5 credits.
Prerequisite: NBA 6560 or equivalent.
W. Rehm.
NBA 5850 is an entirely case-base class that builds on the core valuation class. Students will apply the principles of corporate valuation (DCF, APV, and multiples) to several real-life companies in different industries. We will address how to adjust “normal” valuation method—what to do when the standard approach gives strange results. The goal is to prepare students for “real life” valuations of complex, multibusiness-unit companies. Teams of four students will prepare a case for each class. About one-third of each class will be spent on the prepared case, one-third on key technical issues, and one-third on an introduction to the next industry.
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NBA 5860 - Cross-Cultural Management
Spring. 1.5 credits.
J. Katz.
Takes a multifaceted approach to help students develop their global management skills. Characteristics of an effective global manager include an understanding of personal strengths and weaknesses as a manager, a good sense of cultural differences, interpersonal and group management tools, and knowledge of important issues in cross-cultural management.
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NBA 5870 - International Mergers and Acquisitions (crosslisted)
(also LAW 6563 )
Spring. 1.5-2 credits, variable.
J. Hanks.
Addresses the principal business and legal issues in cross-border mergers and acquisitions, including forms and techniques of combining two businesses, negotiation, pricing and other economic terms, due diligence, issuance of securities, antitrust, duties of managers, and the resolution of employee and other social issues. The graded work is a written proposal for an M&A transaction between two existing companies in different countries prepared by small teams. Proposals are based on publicly available financial, business, legal, and other documents and data and any other information obtained. The goal of the written work is to simulate the process in which business people, investment bankers, and lawyers work together to structure transactions across national borders. The reading covers the basic business and legal issues most frequently encountered in international mergers and acquisitions. Class discussion occasionally refers to the reading but generally covers other issues.
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NBA 5880 - Critical Thinking for Business Leaders
Spring. 1.5 credits.
R. Mish.
This course is based on the proposition that leading well requires thinking well—that is, in order to succeed in any business leadership role, one must learn, exhibit, and model critical thinking skills to organizational stakeholders: colleagues, supervisors/senior executives, and clients/customers. The first few class sessions look at a series of brief articles that attempt to advance arguments in favor of a particular business proposition, and students learn how to examine these arguments critically, including by evaluating the strength and limitations of the evidence presented and by identifying and articulating the best counter-arguments to the positions offered. The remainder of the course is spent applying these critical thinking skills to a set of business cases, using a Strategic Thinking Problem-Solving framework. By the end of the course, the goal is for students to be able to approach business problems in a systematic and critically thoughtful way, and to produce and communicate a problem solution that is well reasoned, well received by ultimate decision makers, and likely to be implemented with success by a group/organization that a student is leading.
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NBA 5890 - [International Management]
Spring. 3 credits.
Staff.
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NBA 5900 - Emerging Markets Strategy
Fall. 1.5 credits.
E. Iankova.
In the world of emerging economies. It offers an in-depth comparative perspective on business development and strategy across the most important regions with emerging markets in the world—Asia, Eastern Europe, and Latin America, with a special emphasis on the BRIC countries (Brazil, Russia, India, and China). More specifically, students will become acquainted with the emerging economies from four major perspectives: market potential, trading opportunities, sourcing, and global competition. The course examines in great detail foreign investment trends, entry strategies and investment decisions, determinants of enterprise behavior, modes of establishing and managing relationships, impact of local cultures, and strategic responses to potential opportunities and risks in emerging markets. To understand better the pressures for change in the emerging economies in their complexity and entirety, students are personally involved in case discussions of organizations and ventures operating in different emerging markets and sectors of the economy.
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NBA 5911 - Business in Emerging Markets
Winter, summer. 3 credits.
Johnson School students will not receive credit for summer or winter session courses offered through Continuing Education.
E. Iankova.
In an increasingly globalizing world, more and more companies are pursuing their major business objectives in emerging markets. What are the opportunities and market potential, as well as the risks of operating in these markets? This course aims at providing a general understanding of the business potential in the world of emerging economies. It offers an in-depth comparative perspective on business organization, strategy and operations across the most important regions with emerging markets in the world – Asia, Eastern Europe, and Latin America, with a special emphasis on the BRIC countries (Brazil, Russia, India and China).
More specifically, you will get acquainted with the emerging economies from four major perspectives: market potential; trading opportunities; sourcing; and global competition. You will examine in a greater detail foreign investment trends, entry strategies and investment decisions, determinants of enterprise behavior, modes of establishing and managing relationships, impact of local cultures, and strategic responses to potential opportunities and risks in emerging markets. To understand better the pressures for change in the emerging economies in their complexity and entirety, you will get personally involved in case discussions of organizations and ventures operating in different emerging markets and sectors of the economy. Through a group project you will also develop practical skills of approaching and evaluating an emerging economy with the goal of establishing successful business operations there.
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NBA 5920 - Experience in International Management
Fall, spring. 1.5 credits.
Course fee: required faculty-approved study trip.
Staff.
Combines classroom sessions and international experience with an increased awareness of business environments outside the United States. On trips, students visit local businesses, subsidiaries of foreign multinationals, government officials, local business school students, and others. Students also must attend two pre-trip meetings during the semester (2-1/2 hours each). These meetings are used to present information on international business conditions, industrial structures, management styles, and also to develop cross-cultural skills. Students also must attend one post-trip meeting with a discussion and analysis of their impressions from the trip. A final paper, integrating the material learned in the classroom with their experiences, is required.
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NBA 5930 - International Entrepreneurship
Spring. 1.5 credits.
Prerequisite: At least one finance or economics class.
M. Goldman.
Entrepreneurial startups and their financing across the globe (outside of the United States) are the focus of the course. Sessions will examine the constraints to entrepreneurs and the ways in which they obtain financing with a particular focus on venture capital and emerging markets. The course will use cases of successful entrepreneurs under the most difficult circumstances and will address entrepreneurship in a serious downturn and networking across borders. In addition to common issues related to starting a business and investing in it, the class will address issues not normally on the radar screen of U.S. entrepreneurs and venture capitalists. The course will draw on the experience of investors and entrepreneurs, cases prepared especially for this course, as well as findings reported in the research literature. This course is meant to be in part a practical guide to students who wish to be entrepreneurs outside the United States or to create cross-border businesses. It may be of interest to people working in entrepreneurial environments in other organizations or students who want to get involved in various forms of financing entrepreneurial ventures. Students may use the course to explore development of a business concept or plan outside (at least in part) the United States. There will be a particular concentration on Asia, the role of government in stimulating entrepreneurship and venture capital and the nitty-gritty issues of valuing young and private firms sharing profits, raising resources, and organizing and managing human resources.
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NBA 5970 - Competing with Social Networks
Spring. 1.5 credits.
O. Khessina
Competing with Social Networks is a Strategy class that will introduce the network failure framework to help companies that use social networks to build and sustain their competitive advantage. Such companies face two unique strategic problems. First, they compete against a very powerful substitute - real world social network - which potentially undermines their value proposition. The network failure framework addresses this problem by identifying where real-world social networks fail and how to step in to help people establish new relationships, or change their existing relationships. Second, introduction of commerce to social relationships often undermines the latter, implying that firms competing in social industries often run into monetization problems. The network failure framework identifies the kinds of monetization that are viable. Students will learn how to apply the network failure framework to help social network organizations create competitive advantage through case analyses and discussions of such companies, as LinkedIn, Facebook, Twitter, MySpace, eHarmony, Zynga, Wikipedia and Yelp among others.
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NBA 5980 - Behavioral Finance
Fall. 1.5 credits.
M. Huang.
Traditional finance theories assume that financial market participants are rational, and argue that the financial market is always efficient. Behavioral finance, on the other hand, argues that some financial market phenomena can plausibly be understood only under the assumption that some market participants are not fully rational. This course introduces the conceptual framework of behavioral finance and then applies the framework to study a wide range of issues in asset pricing, investment, and corporate finance. Topics include investor psychology and behavior, limits of arbitrage, aggregate market timing, anomalies in stock portfolio returns (including value, momentum, size, and many other effects), professional money management, corporate issuance, mergers and acquisitions, investment banking, and earnings management. As a summary of the course, students apply the conceptual framework of behavioral finance to understanding China’s financial market.
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NBA 5990 - Business Strategy in the European Union
Fall. 1.5 credits.
E. Iankova.
Examines the impact of the process of European integration on business organization and strategy. The foundations, institutions, and common policies of the European Union are discussed first. The course further examines how the establishment of the Economic and Monetary Union is shaping the strategies of multinational corporations with operations in Europe. To understand better the complex pressures for change in a “deepening” and “widening” European Union, students are involved in problem solving and case discussions about issues, such as determinants of entrepreneurship in a European–U.S. comparison; management in a European–U.S. comparison; competition policy and Microsoft’s antitrust battles in European courts; marketing and retailing in Europe, with an emphasis on WalMart’s experience there, environmental policies and business approaches to sustainability in Europe; agricultural policies, agricultural biotechnology, and the challenge of genetically modified organisms; trade policy and the EU’s trade disputes with the United States; and a variety of other mini-cases.
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NBA 5991 - Global Corporate Citizenship
Winter, summer. 1.5 credits.
Johnson School students will not receive credit for summer or winter session courses offered through Continuing Education.
E. Iankova.
Examines the impact of the process of European integration on business organization and strategy. The foundations, institutions, and common policies of the European Union are discussed first. The course further examines how the establishment of the Economic and Monetary Union is shaping the strategies of multinational corporations with operations in Europe. To understand better the complex pressures for change in a “deepening” and “widening” European Union, students are involved in problem solving and case discussions about issues, such as determinants of entrepreneurship in a European–U.S. comparison; management in a European–U.S. comparison; competition policy and Microsoft’s antitrust battles in European courts; marketing and retailing in Europe, with an emphasis on WalMart’s experience there, environmental policies and business approaches to sustainability in Europe; agricultural policies, agricultural biotechnology, and the challenge of genetically modified organisms; trade policy and the EU’s trade disputes with the United States; and a variety of other mini-cases.
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NBA 6010 - Electronic Commerce
Spring. 3 credits.
L. Orman.
Electronic commerce, the use of information technology in conducting economic transactions and managing businesses over computer networks, has captured public attention because of its wide-ranging implications for businesses, markets, public institutions, and the general public. Electronic commerce involves a wide variety of cooperating technologies (e.g., communications, networks, databases, expert systems, and multimedia) and affects a wide variety of managerial issues. It created a new emphasis on information technologies and systems in management; led to the development of new technologies and new combinations of existing technologies to support management; and occasionally radically altered business practices and the role of management. Students in this course learn to conduct economic transactions and manage businesses on the Internet. All major technical and managerial issues are covered through computer exercises on the Internet and case studies and examples of businesses on the Internet.
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NBA 6030 - Sustainable Global Enterprise
Spring. 1.5 credits.
G. Dowell.
Explores the connections between “global sustainability” and business strategy—the unlimited business opportunities in solving the world’s most difficult problems. Through a combination of cases, readings, lectures, videos, and simulations, class sessions will engage students in discussions aimed at developing strategy models and applying new strategy tools that incorporate principles of environmental management and social performance.
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NBA 6110 - Creative Design for Affordability
Fall. 3 credits.
M. Touesnard.
In the 21st Century, as we transition from the Information Age to the Conceptual Age the skills needed in the workforce will also evolve. This will give rise to business leaders who not only understand and value creativity, empathy, and ingenuity, but can also successfully harness those capabilities for the benefit of business and society. This class will help students become more aware of their own creativity while preparing them to lead or facilitate creative teams in their future careers.
Creative Design for Affordability is a 3-credit, full semester project-based course for graduate students that will apply design thinking principles to an entrepreneurial business challenge in a developing world context. This class introduces traditional design exercises and activities to help students understand different approaches to idea generation and problem solving in a business environment.
Critical to the success of the class will be student’s ability to work effectively in ambiguous situations with limited information and in multidisciplinary, global teams – Cornell student teams will be paired with students in India for the duration of the class. Using the fundamentals of design thinking learned in class, students must identify a business opportunity in India, design a solution, and create a viable business concept to compete in the Acara Challenge (http://acara.umn.edu/).
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NBA 6120 - Disruptive Technologies
Fall. 2 credits.
Prerequisite: working knowledge of computers. Priority given to students with technology of science backgrounds.
D. Greenberg.
Begins by presenting historical technological advances that created major paradigm shifts for communications. Presents advances in computer technology emphasizing the fundamentals behind the increases in processing power, video and computer graphics capabilities, and network transmission. The second half of the course covers the effect of these scientific advances on many discipline-specific areas including photography, the film industry, the entertainment and animation industry, television broadcasting, publishing, and the computer industry itself. Sessions are devoted to the social and legal issues arising from the rapid advances in electronic communication. In attempting to predict the disruptive changes of the future, it is best to understand the technologies themselves. The course is especially tailored to a business school and industrial concerns and has interactive live demonstrations at the state-of-the-art laboratory of the Program of Computer Graphics. No prior knowledge of computer science is required.
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NBA 6130 - Women in Leadership
Spring. 1.5 credits.
S. Cabrera.
What are the facts about the current state of women as leaders? What special challenges face women as they transition from students to managers to leaders? What do the latest research findings offer to women who are seeking C-level positions and the organizations that want to benefit from more women leaders? This course takes a multipronged approach to learning about women and leadership to better prepare students of both genders to lead in organizations.
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NBA 6140 - Creating the Future through Reverse Innovation
Spring. 1.5 credits.
S. Hart.
Corporate strategies aimed at adapting current products and technologies for application in the emerging markets of tomorrow will simply not be up to the challenge—economically, socially, or environmentally. Increasingly, competitive success will hinge on “reverse innovation”—the ability to create the future from the bottom up, by incubating new technologies and business models first in the underserved space at the base of the world income pyramid. Ultimately, such innovations can then “trickle up” to (and transform) the top of the pyramid as well. This course examines the next-generation strategies being developed to reinvent industries and create new markets around the world —leapfrog, clean technology strategies, and business models that include and lift the four plus billion poor in the developing world.
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NBA 6150 - Business Chinese in Cultural Context I (crosslisted)
(also CHIN 5509 )
Fall. 4 credits. Letter grades only.
Prerequisite: two years (on heritage track) or three years of Chinese or equivalent. Permission of instructor required. Co-meets with CHIN 3309 .
Z. Chen.
For description, see CHIN 5509 .
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NBA 6160 - Business Chinese in Cultural Context II (crosslisted)
(also CHIN 5510 )
Spring. 4 credits. Letter grades only.
Prerequisite: two years (on heritage track) or three years of Chinese or equivalent. Permission of instructor required. Co-meets with CHIN 3310 . Limited to 15 students.
Z. Chen.
For description, see CHIN 5510 .
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NBA 6170 - Emerging Technology Markets
Spring. 1.5 credits.
Graduate standing.
B. LaPerle.
An overview of how successful companies combine a deep understanding of unmet customer needs with a key emerging and enabling technology to create significant new market and shareholder value. A proactive and repeatable 10-step Market Development Planning process will be described with special emphasis on tools and techniques that link industry and competitor technology trends with unmet customer needs. This course will give prospective brand managers, product managers, business and engineering managers the conceptual and operating tools to proactively identify, and successfully bring from the R&D lab to the marketplace, new differentiated value propositions.
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NBA 6180 - Global Innovation and Technology Commercialization
Spring. 1.5 credits.
W. Sine.
Examines technology commercialization from an investor’s point of view. Will address issues related to intellectual property, recognizing and screening opportunities, exploiting technology opportunities, and marketing high technology. Case studies and discussions with practitioners will be used to examine this topic.
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NBA 6190 - Leaders in Sustainable Global Enterprise
Fall. 1 credits.
M. Milstein.
Leaders in Sustainable Global Enterprise, is meant to provide students the opportunity to hear in-depth presentations from private, public, or non-profit leaders who are on the cutting edge of the business-sustainability domain. Session structures can vary in format, and could include lectures, living case studies, panel discussions, and moderated Q&A, etc. The slate of speakers is structured to represent a variety of functional areas as well as industrial sectors. The course is meant to expose students to a diverse array of business-sustainability topics and issues facing today’s leaders; as well as the actions those leaders are taking to ensure the competitiveness of their organizations in the marketplace.
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NBA 6200 - Marketing Research
Spring. 3 credits.
Prerequisite: NCC 5010 , NCC 5030 , or equivalent.
Y. Park.
Deals with marketing research as a critical support function in corporations. The broad objective is to provide a fundamental understanding of marketing research methods employed by better-managed firms or proposed by leading academicians. The course is aimed at the manager, the ultimate user of marketing information, who is responsible for the scope and direction of research activities involved in obtaining, analyzing, and interpreting results of research. Covers the use of secondary sources of marketing information as well as qualitative research for designing studies and collecting primary data. Students are exposed to up-to-date methods in research design, qualitative research, measurement, data collection, and analysis. The emphasis is more on evaluating research methods and on interpretation and use of results, and less on mathematical derivations. Students are also exposed to the practical side of marketing research through case studies, problem sets, and projects.
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NBA 6210 - Integrated Marketing Communications
Spring. 1.5 credits.
M. Alexandre.
Integrated Marketing Communications expands on the use of advertising and promotions to create a optimal package of communication that will support an array of elements of a marketing program. The notion that customers and companies evolve in their forms of communication and that technology impacts the options available for such, create the need for an area of study that optimizes communications costs, expand its reach, and takes advantages of opportunities in the environment that will allow for more efficient and effective communications. With all that in mind, this course explores the capabilities of integrated communications and how it expands the possibilities of traditional advertising and promotions. In this course, the students will have opportunities to evaluate a series of communication campaigns and to learn through real life examples, in class activities, and case studies in and build the skills necessary for them to develop their own integrated marketing communication campaigns.
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NBA 6220 - Marketing Strategy
Fall. 3 credits.
Prerequisite: NCC 5030 .
V. Rao.
This course introduces you to various concepts and analysis methods of marketing strategy as applicable to a multi-product organization. The focus is on strategic planning at the product group level, marketing vice-president level, and often at the level of the president and other top-level executives. It discusses how various environmental factors affect long-term (at least five years out) marketing strategies of firms and how firms should adapt to such changes. We explore the process of long-term marketing strategy formulation by defining opportunities and threats implicit in dynamic environments. We will examine the following key components in the development of a strategic plan:
• The analysis of firm’s external environment (e.g., industry, customers, competitors, and complementors) in order to identify product-markets which present opportunities for corporate growth, and
• The assessment and development of competitive advantages, useful in exploiting market opportunities.
Topics include competitive marketing strategies, marketing strategies through the product life cycle, forecasting market environment, resource allocation, evaluating profitability of marketing strategies.
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NBA 6250 - International Marketing
Fall. 1.5 credits.
Recommended prerequisite: background in core marketing.
J. Russo.
International Marketing is the application of marketing concepts, skills, and tools in global markets. Students learn to think like marketing executives with an established or desired presence in multiple foreign markets. These executives face three categories of decisions: foreign entry (whether and where), adaptation to local markets (including subtle cultural challenges), and strategic coordination across multiple countries. Specific issues include the best choice among alternative modes of entry into a foreign market, how to identify and analyze the common challenges and opportunities of a foreign market, and the trade-off between localized marketing activities and coordinated multinational offerings.
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NBA 6260 - Consumer Behavior
Fall. 1.5 credits.
E. Wu.
Understanding our consumers (and ourselves as consumers) is a difficult but necessary feat - this point is perhaps best illustrated by the large number of failed product introductions and marketing campaigns that take place each year. A solid understanding of the fundamental psychology behind how and why we buy can offer insight to help guide better business decisions. This course draws widely from both classic and cutting-edge consumer behavior research to provide you with the solid grounding in consumer psychology that you need to understand why consumers behave as they do, and to design and select the elements of the marketing mix that best promote your products and services. We will use lectures, reading materials, in-class demonstrations and exercises to explore the psychology of consumers and how it manifests in, explains and solves real-world marketing problems.
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NBA 6280 - Strategic Change and Renewal
Fall. 1.5 credits.
Prerequisite: NCC 5040 .
G. Dowell.
Today’s organizations are beset by change, and if managers want to have a real impact on their company, they must be ready to deal with changes stemming from a variety of internal and external forces. This course will give students the tools to think more systematically about the challenges of managing change, by considering (1) the impetus for the change, and (2) the systemic implications of the change.
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NBA 6290 - Current Topics in Marketing
Fall. 1.5 credits.
Prerequisite: NCC 5030 .
J. Russo.
This course focuses on emerging topics such as new media, measuring marketing ROI, and novel business collaborations. Specific topics vary from year to year. Each topic is led by an industry guest speaker. Students are required to read related material before each class meeting and to work on a current case written by the speaker. Students, working in teams, present their case analysis in class and receive feedback from the speaker. Each student also submits an individual term paper. The class is graded pass-fail only, with a pass requiring full attendance at a minimum of five of the six class meetings with speakers.
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NBA 6310 - The Global Enterprise
Fall. 1.5 or 3 credits, variable.
G. Dowell.
Whether you are working in a large multinational or a business that is focused on the domestic market, global forces are affecting your organization. This course is designed to give you a strong grounding in the basic issues affecting global business today, from macro forces like economic and political risk, to internal organizational issues like assessing your business’s preparedness for global business. We bring these issues to life by taking a trip to work with students from a foreign business school and to visit companies in that environment—in the past, the trip has been to Shanghai, China, and it most likely will involve China again this year.
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NBA 6340 - Customer Relationship Management
Spring. 3 credits.
Y. Park.
The course is aimed at managers who are interested in pursuing activities in CRM built around the notion of customer centricity. The principal objectives of the course are to emphasize how CRM can help accomplish strategic initiatives and improve firm profitability, to develop essential skills using the statistics program, and to implement strategic initiatives in CRM. Students will be exposed to the practical side of CRM through case studies and hands-on exercises.
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NBA 6350 - [International Economic Law] (crosslisted)
(also )
Spring. 3 credits.
Next offered 2013-2104.
O. Lienau.
For description see .
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NBA 6380 - Finance & Sustainable Global Enterprise Colloquium
Spring. 1 credit.
M. Milstein.
Finance + Sustainable Global Enterprise Colloquium is meant to provide students the opportunity to hear in-depth presentations in interactive sessions with leaders from the private, public, or non-profit sectors who are on the cutting edge of the finance-sustainability domain. The class will leverage connections from the Center for Sustainable Global Enterprise and faculty active in the finance industry. Session structures will vary in format and are likely to include lectures, living case studies, panel discussions, and moderated Q&A. The instructor will strive for representation of a variety of areas, including public and private equity, investment banking, and managerial finance. Content will span environmental finance, impact investing, socially responsible investing, capital budgeting, project financing, and other areas relevant to the sustainable global enterprise space. The course will be open to any interested student, but students selected for the Center’s Environmental Finance & Impact Investing (EFII) Fellows Program will be required to enroll in the course. In addition to speaker sessions, there will be 1-3 additional sessions focused on synthesizing
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NBA 6390 - Data Driven Marketing
Spring. 1 credit.
S. Gupta.
Deals with the use of data to make marketing decisions. Introduces concepts, methods, and applications of decision modeling to address marketing issues such as segmentation,targeting, positioning, promotions, advertising, and sales-force decisions. Unlike marketing courses that focus on conceptual material, this course provides skills to translate conceptual understanding into specific operational plans—a skill in increasing demand in organizations today. The course is particularly valuable to students planning careers in management consulting, marketing, and market research. It is designed for studentswho have some background in quantitative methods and have a willingness to deal with mathematical concepts.
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NBA 6410 - Supply Chain Management
Spring. 3 credits.
Prerequisite: NCC 5080 or permission of instructor.
S. Muthulingam
The supply chain costs in the U.S. economy exceed a trillion dollars per year. To manage supply chains effectively, one needs to develop the right product, coordinate information and material flows throughout the entire network and deliver the product at the right time at the right location. Since different supply chain partners may face different types of challenges and may have different objectives, it is difficult to coordinate information and material flows and even more difficult to entice these partners to collaborate. The goal of this course is to develop a better understanding of the challenges in managing supply chains. This course will be relevant for students considering careers in management consulting, general management and supply chain management.
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NBA 6430 - Managerial Spreadsheet Modeling
Spring. 1.5 credits.
L. Robinson.
The goal of this hands-on, lab-style course, taught in the Parker Center, is to develop proficiency in quantitative modeling within the environment of Microsoft Excel. Students develop and use spreadsheets to analyze a variety of business problems. The course has two principal components: spreadsheets and models. Spreadsheet topics include principles of good spreadsheet design, the effective presentation of information through spreadsheets (including graphical controls like sliding bars), and advanced Excel features (e.g., data validation, conditional formatting, scenarios). Modeling topics include the art of finding the appropriate level of modeling detail, practice in dealing with vague and unstructured problems, sensitivity analysis, and working with incomplete and unreliable data.
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NBA 6460 - [Financial Institutions] (crosslisted)
(also )
Spring. 4 credits.
Next offered 2013-2104.
R. C. Hockett.
For descprition see .
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NBA 6470 - Advanced Spreadsheet Modeling
Spring. 1.5 credits.
L. Robinson.
The goal of this hands-on lab course, taught in the Parker Center, is to develop proficiency with Excel’s quantitative tools of Solver (for optimization) and @Risk (for simulation). Building on their brief introduction in the Managing Operations core course, students use these advanced tools to analyze problems and cases in finance, marketing, and operations. Although the bulk of this course is devoted to case analysis, occasional lectures introduce some advanced features of these two powerful modeling tools, including integer and nonlinear programming and sensitivity analysis within optimization, and correlated random variables, scenario analysis, and valid statistical analysis within simulation.
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NBA 6520 - Commercializing University Technology
Fall. 1.5 credits.
W. Sine.
How do scientists take their research to the marketplace? How do scientists and entrepreneurs find and create market opportunities? Commercializing University Science and High Technology will tackle these issues and apply our learning to projects drawn from Cornell labs and local high-tech firms. This course is designed to help students identify, evaluate, and obtain control over technology opportunities. The course focuses on three themes: (1) the source, discovery, and evaluation of technological opportunities on a university campus; (2) increasing the efficiency of the innovation process to produce new technologies that satisfy customer needs; and (3) the different mechanisms available to appropriate returns from technology. The course uses readings, cases, and discussions with practitioners to examine this phenomenon. After completing this class, students will be familiar with basic principles related to technology entrepreneurship and will have gained a deeper understanding of the technology commercialization process at Cornell. The class will be composed of a select group of graduate students drawn from science, engineering, law, medicine, and the Johnson Graduate School of Business (enrollment is limited).
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NBA 6521 - [Technology Entrepreneurship at Cornell]
Fall. 0.5 credits.
W. Sine.
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NBA 6530 - Strategic Alliances
Fall. 1.5 credits.
J. Suwinski.
A wide variety of strategic alliances are being used today as companies try to leverage their resources for competitive advantage. This course is taught from the perspective of the general manager of a major business unit. It reviews the various types of alliances and the strategic rationale for using them. Alliances are compared with internal development and M&A as the three vehicles for growing a business, highlighting the strategic pros and cons of each vehicle. The success rate in alliances is 50 percent. This course examines reasons for failure and presents a set of principles to improve the probability of success. Both the creation process and principles for operating alliances successfully will be discussed. The course uses case examples to illustrate good and bad practices and uses the instructor’s experience running several alliances at Corning Incorporated. Guest speakers offer their own experiences with alliances.
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NBA 6540 - Power and Politics in Organizations
Fall. 1.5 credits.
E. Mannix.
Nothing is more frustrating than having a great idea and not having the political capital to get it recognized and implemented. This course is aimed at providing you with the political intelligence to succeed in an organization. This course aims to: (1) improve your ability to diagnose the underlying distribution of power in organizations, (2) allow you to practice strategies for building your own personal power, and (3) show you how to be fluent in multiple techniques for influencing others.
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NBA 6560 - Valuation Principles
Spring. 1.5 credits.
Staff.
This course is about valuation—the valuation of stocks, companies, parts of companies, and real assets. Three methods of valuation are introduced: intrinsic valuation, relative valuation by multiples using comparables, and contingent claims valuation, based on a real options approach. The rest of the course will be dedicated to understanding each of these methods in greater detail and more importantly, applying them to the valuation of actual companies. This will involve understanding in detail discounted cash-flow models and the many inputs required to build them; dividend discount models; the determination and use of relative-value multiples such as price/earnings and price/book value; and finally, how to apply option theory to specific problems in valuation. The course includes a special session on valuation approaches and challenges specific to venture capital and private-equity investing. This will include a discussion of topics such as required internal rates of return (IRRs), the effects of leverage on valuation, and issues relating to the valuation of high-growth startups.
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NBA 6570 - Entrepreneurial Marketing
Spring. 1.5 credits.
Staff.
Entrepreneurial Marketing is a focused practicum on how entrepreneurial companies think about and execute core marketing at the earliest stages of development. Lectures will leverage marketing theory but will focus on direct on-the-ground application and execution. This course is built around a product launch case that will touch on branding, pricing, strategy, launch, and channels in the startup context.
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NBA 6590 - Management of Financial Institutions
Spring. 1.5 credits.
N. Peck.
This half semester course examines contemporary management issues facing management of financial institutions such as banks, insurance companies, investment managers, etc. Through lectures, case studies and guest presenters, current issues in consumer financial services, corporate financial services, risk management in financial institutions, M&A in financial institutions, etc. are addressed from a business manager, CEO and consultant/adviser perspective.
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NBA 6600 - Corporate Social Responsibility
Fall. 1.5 credits.
D. Radcliffe.
Most large companies and many medium-sized firms regularly undertake projects intended to help address urgent social and environmental concerns. These initiatives, commonly viewed as efforts in “corporate social responsibility” (CSR), stem from the growing conviction—among senior executives as well as other stakeholders—that business must be “part of the solution” of problems that threaten communities and even the planet itself. At the same time, corporations are not charities, and corporate managers must strive (within legal and ethical constraints) to serve the interests of shareholders. Consequently, firms that engage in CSR must find ways to meet social needs and protect the natural environment that are in line with the companies’ strategic goals. Drawing from the recent literature on CSR, this course uses articles and book excerpts to acquaint students with current ideas and best practices in the field. The readings are generally supplemented by at least one guest speaker from a leading corporate practitioner of CSR. Class discussion of case studies gives students the chance to analyze CSR challenges confronted by specific companies and to identify and critically evaluate possible responses to those challenges. A final project, assigned to two-person teams, entails students’ developing recommendations—supported by detailed analysis—for a particular company in its pursuit of “strategic CSR.”
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NBA 6620 - Product Management
Spring. 3 credits.
M. Thomas.
The primary objective in this course is to build on the Marketing Core principals and apply them to the realm of product and branding decisions. To provide deeper insights, we will also discuss recent research findings by marketing academics that are relevant to (i) Product policy, and (ii) Brand management. This course is for students in the AMBA and MBA programs. In the past, some students from the engineering programs, the Hotel School and ILR have also attended this course. Most business leaders, irrespective of their functional expertise, at some point in their careers, have to make decisions about brand building, launching new products, managing portfolios of products, and managing product managers. This course is designed to equip potential business leaders with the conceptual and operational tools to make such decisions. Students who expect to assume leadership positions in general management, management consulting, corporate finance, production, marketing, and those who plan to start their own businesses might find this course useful. Please note that there is a significant overlap between the material taught in this course and the Strategic Brand Management course (NBA 624) taught in the Marketing Immersion program. The Strategic Brand Management course covers similar material but is tailored for students who are specializing in marketing, and aspire to be product or brand managers. Therefore students, who are presently enrolled in the Marketing Immersion and those who have already attended the Marketing Immersion in the past year, will not be allowed to enroll for this course.
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NBA 6630 - Managerial Decision Making
Fall. 3 credits.
J. Russo.
This course attempts to make its participants better managerial decision makers. However, most students find that the course applies equally well to their personal decisions. There are two other objectives. The first is to convey an enduring understanding of decision concepts, skills, and tools that, taken as a whole, comprise a troubleshooter’s guide to dealing with the uncertainty, complexity, and conflict of the professional world. The second is to provide a framework for a good decision process in which all of the decision concepts, skills, and tools fit coherently. The pedagogical approach uses lectures, in-class exercises, and applications.
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NBA 6650 - The Strategic Management of Technology and Innovation
Spring. 3 credits.
W. Sine.
This is an introductory management course covering the strategic management of technology and innovation in established firms as well as startup organizations. This course is designed for students who may someday work in, consult for, and/or create firms whose primary product is fundamentally related to technology or innovation. The course typically includes both M.B.A. students and graduate students in science. It starts by examining how industries are transformed by new technologies and how these patterns of industrial change generate both opportunity and high rates of firm failure. We will then explore the questions: Why do some technology leaders fail? and How do technology innovators successfully take on and replace incumbent firms? This leads to an examination of internal management issues, focusing on the design of innovative organizations: designing reward systems, managing growth, overcoming resistance to change, and using organizational culture to promote innovation.
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NBA 6680 - [Leading Teams]
Spring. 1.5 credits.
Priority given to M.B.A.s.
Staff.
Examines the design, management, and leadership of teams in organizational settings. The focus is on the interpersonal processes and structural characteristics that influence the effectiveness of teams, individual behavior in face-to-face and distributed group interactions, and the dynamics of interpersonal relationships. The purpose of this course is to understand the theory and processes of group and team behavior so that leaders can successfully work with teams.
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NBA 6700 - Becoming a Leader
Spring. 1.5 credits.
J. Detert, S. Martin.
This course explores the complex process of “becoming a leader” by systematically uncovering beliefs and myths about leadership and rigorously examining how they hold up to the scrutiny of critical thinking, analysis, and research. Each class will address a number of important questions about leadership. Generally, the class uses case studies and videos to first illustrate a topic by focusing on a specific leader and decision or dilemma faced by that leader, then abstract from the specific to the general by discussing the principles and research findings pertaining to that aspect of leadership. Students should also develop a significantly enhanced understanding of their own leadership strengths and objectives because the course requires personalization of concepts via a number of self-reflections and exercises.
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NBA 6710 - Business Ethics
Fall, spring. 1.5 credits.
D. Radcliffe.
Poor moral judgment can ruin a manager’s career or even sink a company. In general, an organization cannot survive without the trust of numerous stakeholders, and ethical lapses destroy trust and threaten vital stakeholder relationships. In today’s volatile and fiercely competitive business environment, a manager must be able to identify and effectively resolve ethical issues that inevitably arise in the pursuit of business (and career) objectives. This course is designed to enhance students’ skills in moral reasoning as it applies to managerial decision making. It begins by examining normative concepts and principles that typically enter into moral reasoning, then uses those concepts and principles to analyze cases. Discussions are designed to help students understand the moral issues confronting the decision makers in the cases and explore how those issues might be addressed in ethically responsible ways.
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NBA 6730 - Derivatives Securities Part I
Fall, spring. 1.5 credits.
Prerequisite: NCC 5060 or permission of instructor.
P. Gao and M. Zurack.
This is an introductory course on derivative products, the goal of which is to help students develop a framework for analyzing and using financial instruments. By the end of the course, students should have a good understanding of the features of the commonly used derivative products and the analytical tools they need to make good managerial decisions. Covers forward, futures, and options. For every derivative product, the instructor introduces the market mechanism, develops pricing equations using simple algebra, and discusses how to use it to manage risk. This course is especially appropriate for those students who are interested in understanding the economic intuition behind derivative securities, but do not want to bother with complicated mathematics.
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NBA 6740 - Derivatives Securities Part II
Fall. 1.5 credits.
Prerequisite: NCC 5060 or permission of instructor.
P. Gao.
This course is a continuation of NBA 6730 and it covers more advanced materials for derivatives, especially options. Explores how pricing concepts can be applied to other assets, including exotic derivatives, interest rate options, warrants, and corporate bonds, and how to apply the knowledge to general risk management. This course is slightly more mathematical than NBA 6730 , but with reasonable hard work, most students should be able to master the materials.
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NBA 6760 - Organizing for Strategic Advantage
Spring. 1.5 credits.
Prerequisite: NCC 5090 .
O. Khessina.
A company may never benefit from even the most brilliantly formulated strategy if it does not manage to implement that strategy effectively. Strategy implementation (along with strategy creation and evaluation) is a key critical task facing any senior manager. NCC 5090 (Strategy Core) and NBA 5790 (Cases in Business Strategy) teach students tools of strategy creation and evaluation. This course is complementary and will offer frameworks for understanding methods of strategy implementation. Specifically, it will provide conceptual tools for designing and changing organizations given the strategic choices that have already been made. It will place special emphasis on organizational and human resources issues, hence the name, “Organizing for Strategic Advantage.” Using case studies, the class analyzes how case managers can avoid common mistakes and traps to succeed at implementing their business strategy. The course is particularly relevant for students who are (1) thinking about working in the consulting industry; (2) planning to manage and lead firms; or (3) planning to found and own startup companies.
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NBA 6780 - Advanced Private Equity: Negotiations and Structuring
Spring. 2 credits.
Prerequisite: NBA 5640 , NBA 3000 , or permission of instructor.
J. Bartlett.
This course focuses on hand-on aspects of private equity deals. Topics covered include: Private equity funds and their formation, industries and business models, investment and exit types, management, good investment selection, due diligence, governance and best practices, contracts, tax and legal issues, and going private. There will be a mock negotiation and a final project.
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NBA 6800 - Entrepreneurial Executives
Spring. 1 credit.
J. Hogg.
A series of speakers experienced in private equity, venture capital deals, startup acquisition, and new initiatives within large organizations.
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NBA 6820 - Negotiation 1: Negotiation Essentials
Fall. 1.5 credits.
A. Filipowicz.
Negotiation is the art and science of securing agreements between two or more interdependent parties. The purpose of this course is to understand the theory and processes of negotiation as it is practiced in a variety of settings. This course is designed to complement the technical and diagnostic skills learned in other courses at the Johnson School. A basic premise of the course is that while a manager needs analytical skills to develop optimal solutions, a broad array of negotiation skills is needed in order for these solutions to be accepted and implemented. The course is designed to help students approach negotiations with confidence. They have the opportunity to develop their negotiating skills experientially and to gain insight into what works, what does not, and why.
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NBA 6830 - Negotiation 2: Advanced Negotiation for Global Leaders
Spring. 1.5 credits.
Prerequisite: .
Y. Chen.
The purpose of this course is to further the skills and knowledge you have acquired from Negotiation 1: Negotiation Essentials. The course is designed to provide an understanding and appreciation of complex and dynamic negotiations in today’s globally diverse business environment. In particular, you will be introduced to theories and processes of negotiation between people with very different assumptions and mindsets, such as negotiation between heads of offices in different national locations in the same organization, business executives working with their legal counsels to get a deal done, or managers working with their cross-border alliance partners. The course is designed to enhance the awareness of your assumptions and beliefs, and their impact on your dealing with different others. In addition, the course is designed to help students approach complex and often emotionally charged negotiations with confidence and resilience. Students will have the opportunity to develop skills and mindsets important to such negotiations experientially and gain insight into what works, what does not, and why.
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NBA 6860 - Startup Learning Series
Spring. 1 credit.
Z. Shulman.
An introduction of core concepts encountered in entrepreneurial businesses. The class is designed to broadly prepare students for working in start-up entrepreneurial environments and assist in fostering a like mindset. The course consists of lectures, guest speakers and a short written paper. By the end of the course, students will be able to discuss topics and issues related to beginning and running start-up companies. Participants will understand terminology and general concept categories including idea validation and market assessment, product and marketing strategy, networking, team selection culture and team building, legalities formation issues, business partnerships, marketing tactics, patents trademarks copyrights and financing business.
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NBA 6890 - Startup Legal Issues and VC Terms (crosslisted)
(also )
Fall. 3 credits.
Limited enrollment.
Z. J. Shulman.
An in-depth analysis of key issues that start-up companies must consider and address, including: (i) choosing type of business entity, (ii) building a board of directors, (iii) the relationship among founders, (iv) understanding capital stock and capitalization structures, (v) venture capital financing terms (both preferred stock and convertible debt), (vi) use of stock options as employee incentives, (vii) protecting intellectual property and inventions, (viii) fundamental employee issues, and (ix) acceptable business practices and the Foreign Corrupt Practices Act.
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NBA 6930 - Strategy and Tactics of Pricing
Fall. 3 credits.
V. Rao.
Pricing is a critical management decision that has both strategic and tactical elements. The objective of this course is to introduce participants to proven techniques and frameworks for assessing and formulating pricing strategy and tactics. A marketing manager responsible for pricing needs to understand economic, psychological, and organizational factors. This course revolves around understanding how to make effective pricing decisions, while keeping in mind these factors. Some of the topics to be covered include the analysis of relevant costs, economic value analysis (EVA), measurement of price sensitivity, techniques for price differentiation, competitive pricing, and revenue management. This course should be useful for those pursuing careers in marketing, general management, and consulting.
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NBA 6940 - Equity Derivatives and Related Products
Fall. 3 credits.
M. Zurack.
Relying on quantitative techniques and practical experiences, this course attempts to provide an in-depth analysis of how equity derivatives and related products are structured, valued, and used by all types of investors globally. Students attending this class will learn many real-world applications of these products, which they should find useful in equity sales and trading, private wealth management, and investment management, as well as investment banking pursuits. The course is broken into the following sections: Exchange Traded Funds, Futures Portfolio Trading and Swaps; Equity and Credit Options and Convertibles; Strategies; Non–U.S. Markets.
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NBA 6950 - Game Theory and Business Strategy
Spring. 1.5 credits.
H. Schneider.
Game theory is the science of strategic decision making in situations where players’ actions are interdependent. It provides a method for identifying optimal strategies and predicting the outcomes of strategic interactions. Using lectures, in-class games, and assignments, this course develops the basic tools of game theory as they relate to business situations, and then applies them real-world cases. Topics include strategic cooperation and punishment between firms, strategic commitments, predatory and limit pricing, entry deterrence, and auctions. The final deliverable is a take-home essay in which you apply the course material to a game theoretic setting of your choice. This course requires only basic mathematics skills, but a familiarity with microeconomics and strategy is recommended.
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NBA 6980 - WTO and International Trade Law (crosslisted)
(also )
Spring. 3 credits.
J. J. Barceló III
For description see .
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NCC—Graduate Management Common Core |
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NCC 5000 - Financial Accounting (crosslisted)
(also )
Fall. 2.5 credits.
Limited enrollment. Johnson School core course. Non-Johnson students see NCC 5500 .
R. Libby.
Introductory accounting course that examines the subject from the viewpoint of users external to the organization. Topics include transaction analysis; the accounting cycle; financial-statement preparation, use, and analysis; revenue recognition and cost measurement; present value; and problems in financial-accounting disclosure.
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NCC 5010 - Statistics for Management
Fall. 2.5 credits.
Limited enrollment. Johnson School core course.
L. J. Thomas.
This course provides the foundations of probability and statistics required for a manager to interpret large quantities of data and to make informed decisions under uncertainty. Topics covered include decision trees, sampling, hypothesis testing, and multiple regression.
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NCC 5020 - Microeconomics for Management
Fall. 2.5 credits.
Limited enrollment. Johnson School core course.
R. Frank and M. Waldman.
Introduces microeconomic theory and applies it to problems faced by managers. Topics include supply and demand, consumer behavior, pricing when a firm has market power, and the role of contracts. The course employs a lecture format and emphasizes problem solving. Grading is based on quizzes, a midterm and a final exam.
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NCC 5030 - Marketing Management
Fall. 2.5 credits.
Limited enrollment. Johnson School core course. Non-Johnson students see NCC 5530 .
E. Wu and V. Narayan.
Designed to convey the key concepts of marketing and how they fit into the larger context of management strategy and decisions. Presents both the practical “how” and the fundamental “why” of marketing activities in the light of contributions from behavioral science, economics, and statistics. The goals are to provide sufficient understanding for those who need only to interact with the marketing function, as well as communication concepts and developing processes that can provide the foundation for further course work and future experience in marketing. The course makes extensive use of case materials.
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NCC 5040 - Managing and Leading in Organizations
Spring. 2.5 credits.
Limited enrollment. Johnson School core course. Non-Johnson students see NCC 5540 .
K. O’Connor, E. Mannix, O. Khessina, and Y. Chen.
Stories are central to how we know and remember events, people, and facts and to how we communicate knowledge and history. Most of the jobs we aspire to involve a particular form of storytelling—the CEO’s vision, the analyst’s report, the planner’s strategy, the salesperson’s pitch, the consultant’s analysis, and the manager’s brand. What distinguishes these as business stories is that they are often analytical (based on a set of objective facts and statistics) and reflect a deep understanding of the complex interactions of individuals and organizations. This course has two goals: (1) to make students appreciate the complexity of the issues that often arise in organizations, and (2) to develop and refine students’ analytical storytelling abilities. To achieve these goals, the course is taught by the case-study method, an efficient way to expand the student’s experience base with respect to such issues as motivation, power, leadership, ethics, structure, design, and change. Students learn how to make good inferences about what will and won’t work in particular situations, and how to learn from their own experiences and those of others.
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NCC 5060 - Managerial Finance (crosslisted)
(also )
Fall. 2.5 credits.
Limited enrollment. Johnson School core course. Non-Johnson students see NCC 5560 .
R. Michaely.
Introduces students to the basic concepts of finance. In particular, the course addresses what type of investments firms and individuals should take on and how these investments should be financed. Understanding these concepts is essential to financial managers and professional investors and has important applications to many aspects of financial decisions all of us have to make on a daily basis (e.g., is getting an M.B.A. a good investment?). These issues involve capital budgeting decisions, stock and bond valuation, how to assess and account for risk through the capital asset pricing model (CAPM), option pricing, capital structure and cost of capital, and market efficiency. Grading is based on exams, quizzes, group case reports, homework, and class participation.
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NCC 5080 - Managing Operations
Spring. 2.5 credits.
Prerequisite: NCC 5010 or permission of instructor. Limited enrollment. Johnson School core course. Non-Johnson students see NCC 5580 .
A. Davis and V. Gaur.
Focuses on managing processes: actions that convert inputs into outputs. Almost any business function can be modeled as a network of processes. The first part of the course examines processes, both individually and as part of a larger system; students see that good process design reflects both the volume and the variety of the product. A common course theme is the deleterious effect of variability (in demand, supply, quality, or capacity) in complex systems. Queuing theory and simulation are particularly helpful for analyzing process capabilities. The second part analyzes how goods and services are produced. After describing the strategic role of operations, it examines forecasting systems, inventory management, and just-in-time and logistic management. Constrained optimization models provide information about managing with finite resources. The final part examines process improvement through quality and productivity management and corporate learning.
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NCC 5090 - Strategy
Fall. 2.5 credits.
Limited enrollment. Johnson School core course. Non-Johnson students see NCC 5590 .
V. Kadiyali and H. Schneider.
Among the critical tasks facing any senior manager are the creation, implementation, and evaluation of a business unit’s strategy. This course seeks to provide the management student with the tools and frameworks essential to carrying out these tasks. Many of these tools and frameworks are based on recent advances in game theory, industrial organization, and organization theory, although the course also draws from the older business policy tradition. Students who successfully complete this course are able to analyze industries, identify areas of strategy advantage and disadvantage, and devise strategies that exploit advantages and remedy disadvantages.
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NCC 5500 - Financial Accounting
Fall, spring. 3 credits.
Non–Johnson School students only. Similar in content to M.B.A. core course NCC 5000 .
Staff.
Introductory accounting course that examines the subject from the viewpoint of users external to the organization. Topics include transaction analysis; the accounting cycle; financial-statement preparation, use, and analysis; revenue recognition and cost measurement; present value; and problems in financial-accounting disclosure.
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NCC 5530 - Marketing Management
Fall, spring. 3 credits.
Non–Johnson School students only. Similar in content to M.B.A. core course NCC 5030 .
Staff.
Addresses controllable and uncontrollable marketing variables that managers in multiproduct firms face in today’s business environment. Topics include customer behavior, product planning, distribution, advertising and promotion, pricing, and competitive strategy.
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NCC 5540 - Managing and Leading in Organizations
Spring. 3 credits.
Staff.
Ultimately, the goal of managers and leaders is to get things done in organizations. Most of that work is accomplished by effectively managing other people. Using text-based cases, video cases, audio cases, exercises, and readings, the course will focus on the skills managers need to be successful in their firms and in their careers. An important course goal is to help students hone their critical thinking and problem-solving skills. To this end, case analyses will require students to take problems apart into their component parts, to uncover their root causes, and to develop workable solutions. The instructor will introduce frameworks and models that will help students analyze organizational problems and generate appropriate solutions. Major content themes focus on motivating employees, understanding organizational design and organizational culture, persuading and influencing others, and managing change. The course is particularly relevant for students who (1) plan to work in corporations; or (2) intend to manage and lead firms; or (3) plan to work in the consulting industry; or (4) think about founding and/or owning startup companies.
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NCC 5560 - Managerial Finance
Fall, spring. 3 credits. Letter grades only.
Non–Johnson School students only. Similar in content to M.B.A. core course NCC 5060 .
Staff.
Introduces business finance through theory and case studies. Topics include stock and bond valuation, the capital budgeting decision, portfolio theory, the asset-pricing models, raising capital, capital structure, mergers and acquisitions, costs of capital, option pricing, and risk management. International applications are considered within each topic area. Grading is based on an exam, group case reports, homework, and class participation.
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NCC 5580 - Managing Operations
Spring. 3 credits.
Staff.
Operations Management is the design and management of the processes that transform inputs into finished goods or services. This course provides a foundation for understanding the operations of a firm. The course provides students with the basic skills necessary to critically analyze a firm’s operating performance and practices. It focuses on how the “physics” of material, work and information flows, and the design and management of a firm’s processes interact to determine a firm’s cost structure and its ability to compete effectively in terms of noncost measures such as quality, variety, and speed.
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NCC 5590 - Strategy
Spring. 3 credits.
Staff.
Among the critical tasks facing any senior manager are the creation, implementation, and evaluation of a business unit’s strategy. This course seeks to provide the management student with the tools and frameworks essential to carrying out these tasks. Many of these tools and frameworks will be based on recent advances in game theory, industrial organization, and organization theory, although the course will also draw from the older business policy tradition. Students who successfully complete this course will be able to analyze industries, identify areas of strategy advantage and disadvantage, and devise strategies that exploit advantages and remedy disadvantages.
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NEPAL—Nepali |
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NEPAL 1101 - Elementary Nepali I
Fall. 6 credits. Letter grades only.
S. Oja.
Intended for beginners. The emphasis is on basic grammar, speaking, and comprehension skills, using culturally appropriate materials and texts. Devanagari script for reading and writing is also introduced.
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NEPAL 1102 - Elementary Nepali II
Spring. 6 credits. Letter grades only.
Prerequisite: NEPAL 1101 or examination.
S. Oja.
Intended for beginners. The emphasis is on basic grammar, speaking, and comprehension skills, using culturally appropriate materials and texts. Devanagari script for reading and writing is also introduced.
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NEPAL 1159 - Summer Intensive Nepali
Summer. 1-5 credits, variable. Letter grades only.
Permission of instructor required. Students must formally apply.
S. Oja, B. Oja.
For students who take NEPAL 1160 for fewer than 6 credits. It is a six-week intensive language course beginning at the absolute beginning level and going up to intermediate level. It includes work on all four language skills: speaking, listening comprehension, reading, and writing.
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NEPAL 1160 - Intensive Elementary Nepali
Summer. 6 credits. Letter grades only.
Permission of instructor required. Students must formally apply.
S. Oja, B. Oja.
This intensive study of Nepali provides an unusual opportunity to obtain basic competence in the language in one summer. Emphasis is upon the spoken (colloquial) language; although attention will also be given to assisting the students develop vocabularies appropriate to their professional fields as well. Reading and writing practice will use both colloquial and scholarly materials in the Nepali (Devanagari) script.
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NEPAL 2201 - Intermediate Nepali Conversation I
(GB) Satisfies Option 1.
Fall, summer. 3 credits. Letter grades only.
Prerequisite: NEPAL 1102 or examination.
S. Oja.
Intermediate instruction in spoken grammar and verbal comprehension skills, with special attention to developing technical vocabularies and other verbal skills appropriate to students’ professional fields.
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NEPAL 2202 - Intermediate Nepali Conversation II
(GB) Satisfies Option 1.
Spring, summer. 3 credits. Letter grades only.
Prerequisite: NEPAL 2201 or examination.
S. Oja.
Intermediate instruction in spoken grammar and verbal comprehension skills, with special attention to developing technical vocabularies and other verbal skills appropriate to students’ professional fields.
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NEPAL 2203 - Intermediate Nepali Composition I
(GB) Satisfies Option 1.
Fall, summer. 3 credits. Letter grades only.
Prerequisite: NEPAL 1102 or examination.
S. Oja.
Systematic review of written grammar and reading comprehension, with special attention to the technical vocabularies, necessary writing skills, and published materials typical of advanced students’ professional fields.
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NEPAL 2204 - Intermediate Nepali Composition II
(GB) Satisfies Option 1.
Spring, summer. 3 credits. Letter grades only.
Prerequisite: NEPAL 2203 or examination.
S. Oja.
Systematic review of written grammar and reading comprehension, with special attention to the technical vocabularies, necessary writing skills, and published materials typical of advanced students’ professional fields.
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NEPAL 2260 - Intermediate Intensive Nepali
(GB) Satisfies Option 1.
Summer. 6 credits. Letter grades only.
Prerequisite: NEPAL 1160 or placement by Nepali instructors. Permission of instructor required. Students must formally apply.
S. Oja, B. Oja.
Intermediate instruction in spoken grammar and verbal comprehension skills, with special attention to developing technical vocabularies and other verbal skills appropriate to students’ professional fields.
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NEPAL 3301 - Advanced Nepali I
(GB) Satisfies Option 1.
Fall, summer. 3 credits. Letter grades only.
Prerequisite: NEPAL 2204 or permission of instructor.
S. Oja.
Reading of advanced texts, together with advanced drill on the spoken language.
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NEPAL 3302 - Advanced Nepali II
(GB) Satisfies Option 1.
Spring, summer. 3 credits. Letter grades only.
Prerequisite: NEPAL 3301 or permission of instructor.
S. Oja.
Reading of advanced texts, together with advanced drill on the spoken language.
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NEPAL 3360 - Advanced Intensive Nepali
(GB) Satisfies Option 1.
Summer. 6 credits. Letter grades only.
Prerequisite: NEPAL 2260 or placement by Nepali instructors. Students must formally apply.
S. Oja, B. Oja.
Reading of advanced texts, together with advanced drills on the spoken language.
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NEPAL 4431 - Directed Study
Fall. 1-4 credits, variable. Letter grades only.
Permission of instructor required.
S. Oja.
Intended for advanced language study.
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NEPAL 4432 - Directed Study
Spring. 1-4 credits, variable. Letter grades only.
Permission of instructor required.
S. Oja.
Intended for advanced language study.
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NES—Near Eastern Studies |
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NES 1101 - Elementary Modern Hebrew I (crosslisted)
(also JWST 1101 )
Fall. 4 credits.
S. Shoer.
Intended for beginners. Provides a thorough grounding in reading, writing, grammar, oral comprehension, and speaking. Students who complete the course are able to function in basic situations in a Hebrew-speaking environment.
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NES 1102 - Elementary Modern Hebrew II (crosslisted)
(also JWST 1102 )
Spring. 4 credits.
Prerequisite: NES 1101 with grade equivalent to a C– or better or permission of instructor.
S. Shoer.
Intended for beginners. Provides a thorough grounding in reading, writing, grammar, oral comprehension, and speaking. Students who complete the course are able to function in basic situations in a Hebrew-speaking environment.
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NES 1103 - Elementary Modern Hebrew III (crosslisted)
(also JWST 1103 ) (CA-AS)
Fall. 4 credits.
Prerequisite: NES 1102 with grade equivalent to a C– or better or permission of instructor.
S. Shoer.
Sequel to NES 1101 –NES 1102 . Continued development of reading, writing, grammar, oral comprehension, and speaking skills.
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NES 1201 - Elementary Arabic I (crosslisted)
(also ASRC 1201 )
Fall, summer. 4 credits.
M. Younes and staff.
Provides a thorough grounding in all language skills: listening, speaking, reading, and writing. It starts with spoken Arabic and gradually integrates Modern Standard Arabic in the form of listening and reading texts. Emphasis is on learning the language through using it in meaningful contexts. Students who successfully complete the two-semester sequence are able to (1) understand and actively participate in simple conversations involving basic practical and social situations (e.g., introductions, greetings, school, home and family, work, simple instructions); (2) read Arabic material of limited complexity and variety (e.g., simple narrative and descriptive texts, directions); (3) write notes and short letters describing an event or a personal experience. An important objective of the course is to familiarize students with basic facts about the geography, history, and culture of the Arab world.
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