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Undergraduate Courses
Course Catalog List
5 Managing in Contemporary Organizations (4).
Equips students with working knowledge of several major subject areas within the context of business and society studies. Topics include: role of management in organizations, corporate social responsibility and responsiveness, ethics and values in business, government regulation, and international business.
6 Introduction to Business (4).
Introduction to the study of modern business enterprise, including a broad exposure to areas of study, vocabulary, and careers. Exposure to faculty from the area of Marketing, IS, Economics, Accounting, Finance, Operations and Decision Technologies, and Organization and Strategy.
7 Statistics for Business Decision Making (4).
Basics of data analysis and the fundamental notion of statistical inference emphasizing applications to administrative and management decision problems. Classical estimation and hypotheses testing, regression, correlation, analysis of variance, nonparametric methods and statistical probability.
10 Business and Management in the World Today (4).
Accounting scandals, e-commerce, and globalization are only a few examples that show the profound impact of business practices on individuals and on society at large. Provides students with a broad overview of business functions and management practices.
30A Principles of Accounting I (4).
First in a series of two introductory-level courses in accounting theory and practice. Emphasis on financial accounting concepts including the corporate financial statements, their content and interpretation, and the impact of financial transactions upon them.
30B Principles of Accounting II (4).
Second in a two-course series. Continuation of financial accounting concepts and introduction of managerial accounting concepts. Managerial accounting topics include product costing and decision making.
101 Management Science (4).
Concepts and methods of management science, which applies mathematical modeling and analysis to management problems. Topics include linear and integer programming, project scheduling, inventory management, queuing analysis, decision analysis, and simulation.
102 Managing Organizational Behavior (4).
Basic theory and concepts which provide the manager with tools for understanding behavior of people in organizations. Areas such as individual, group, and organizational determinants. Prerequisite: Management 5 is recommended.
105 Introduction to Marketing (4).
Basic marketing concepts; discussion of the role marketing plays in modern society. Topics: industrial and consumer marketing, promotion, distribution, and pricing theory.
107 Introduction to Management Information Systems (4).
Provides exposure to the major features and issues relating to the deployment, use, and impact of information technology within public and private organizations. Topics include selection and feasibility assessment of information technology (IT), application of IT to business, and design and implementation of IT.
109 Introduction to Managerial Finance (4).
Basics of financial administration. Capital budgeting, cost of capital, cash budgeting, working capital management, and long-term sources of funds. Provides a basic understanding of issues and techniques involved in financial decision making.
110 Strategic Management (4).
Addresses management of the entire business. Role of the general manager in organizations, industry analysis, core competencies, growth through vertical integration, innovation, acquisition and diversification, globalization, strategy implementation and the ethical and moral responsibilities of a manager.
119 Global Strategies (4).
Examines the phenomena of technology and globalization and the impact on global business strategy. Macro approach considers the implications for the development of flexible yet focused business strategy and the creative and agile execution of policies. Class discussions are stimulated by case analyses.
121 Global Collaboration (4).
Working in collaborations requires skills in cross-cultural communication, technology use, and dynamic planning and design. Understanding of the components that comprise global collaborations, including learning to identify key factors that influence performance.
122 Communication in Organizations (4).
Addressing communication at three levels—interpersonal, group/meeting, and organizational. Dealing with conflict, interpersonal problems, being effective in meetings, and getting your message heard. Experiential course.
123 Critical Thinking and Creativity in Organizational Problem Solving (4).
Learn about your own thinking process; develop the ability to think both logically and creatively and to understand how emotions affect your thinking. Class sessions involve discussion and experiential exercises. Business problems and issues are used for discussion and exercises.
125 Negotiations (4).
Negotiating well is a skill. The objective is to assist students in developing an understanding of different theoretical perspectives. Exploration of feelings and beliefs about negotiation, negotiation skills, and putting theory into action by practicing new negotiation skills. Prerequisite: Management 102.
128 International Management (4).
Impact of different cultures and political/economic systems on assumptions, expectations, and organizational practices relevant to conducting business in different national settings. Understanding of the challenges of cross-national management and resources utilized to work and conduct business outside the United States.
129 Leadership (4).
Challenges facing today's leaders. Case analyses, free-form discussion, and written assignments designed to develop critical thinking skills. Experiential exercises encourage students to develop their ability to risk innovation, foster collaboration, manage conflict, and value diversity.
131A Intermediate Accounting I (4).
First in a series of two intermediate-level courses in financial accounting theory and practice. Concepts include valuation and reporting of current and long-term assets, current liabilities and contingencies, and revenue recognition issues.
131B Intermediate Accounting II (4).
Second in a two-course series. Topics include the recognition and valuation of long-term liabilities, accounting for stockholders' equity, and the Statement of Cash Flows.
132 Individual Taxation (4).
Fundamentals of federal income taxation pertaining to individuals. Topics include income, deductions, credits, property transactions, and the impact of taxes on business and investment decisions.
132B Special Topics in Taxation (4).
Taxation topics of particular interest to undergraduate students. Content may vary each quarter depending on the interests of the instructors and the students. Prerequisite: Management 132. May be repeated for credit as topics vary.
133 Corporate and Partnership Taxation (4).
A study of the federal income taxation of partnerships and corporations, including subchapter S corporations. Emphasis on the tax issues associated with formation, operation, and termination of these entities.
135 International Accounting (4).
Introduces the international dimensions of financial statement analysis; examines differences in measurement and disclosure practices that exist internationally, the reasons for these differences, their resultant financial statement effects, and methods that analysts and financial managers can use to deal with such differences.
136 Accounting Information Systems and Spreadsheets (4).
Fundamentals of accounting information systems including internal controls and transaction processing cycles. Development of efficient spreadsheets as applied to financial and managerial accounting concepts.
137 Advanced Accounting (4).
Accounting theory and practice with emphasis on business combinations, consolidated financial statements, foreign exchange transactions, and governmental and nonprofit organizations.
138 Auditing (4).
An introduction to auditing practice with emphasis on the verification of financial statements and related information. Topics include professional ethics, assessment of audit risk, study and evaluation of internal control, gathering and evaluating audit evidence, and audit reporting.
141 Investments (4).
Foundations of investment management. Theory and empirical evidence related to portfolio theory, market efficiency, asset pricing models, factor models, and option pricing theory. Students are expected to combine market research results and electronic information sources to create optimal investment strategies. Prerequisite:
144 Multinational Finances (4).
Focuses on financial issues facing multinational corporations, the most important of which is the management of foreign exchange risk. Introduction to investments and financing decisions in international capital markets. 147 Case Studies in Corporate Finance (4). A case study course using the principles of financial value creation for optimum performance. Introduction to venture capital, IPOs, real options, mergers and acquisition, stock buybacks, dividends, and recapitalizations.
149 Derivatives (4).
Introduction to options, futures, and other derivatives. First covers forward, futures, and swaps, and then examines the pricing of options. Applications of these instruments are emphasized.
150 Consumer Behavior (4).
Application of the behavioral sciences to understanding buyer behavior. Topics include perception, memory, affect, learning, persuasion, motivation, behavioral decision theory, social and cultural influences, and managerial implications.
151 Marketing Research (4).
Research to aid managerial decisions for products and services; problem formulation, research design, data collection, sampling, statistical analyses, managerial recommendations, and implementation in several real-world settings.
152 New Product Development (4).
Identifying markets, developing product ideas, measuring consumer preferences, positioning and designing products, and forecasting their sales. Hands-on experience with software to conduct various analyses useful in new product development, such as cluster analysis, factor analysis, and conjoint analysis.
153 Integrated Marketing Communication (4).
Management of the communication aspect of marketing strategy. Emphasis on emotional experiences, persuasive appeals, sales promotion, public relations, and direct marketing. Topics include setting communications objectives and budgets, media selection, creative strategy, and sales promotion techniques.
154 International Marketing (4).
Students are exposed to the challenges and opportunities facing marketers in the international marketplace. Special attention is given to the management of cultural differences in product development, distribution systems, pricing, and promotion.
155 Brand Management (4).
Introduction to issues in planning, implementing, and evaluating brand strategies, relevant theories, models, and tools for the making of brand decisions; application of these principles.
157 Marketing on the Internet (4).
Recent developments in interactive technologies indicate that "marketing on the Internet" is becoming a serious business activity, with exponential growth. How to do marketing on the Internet and to identify the key issues pertaining to the marketing process.
158 Micromarketing (4).
Develop marketing plans for specific retail locations and neighborhoods based on past purchases and demographics. Retail site selection, product category management, promotion management, shelf space allocation, targeted advertising. Hands-on experience with Retail Sales Analysis and Geographic Information Systems software.
159 Design Management (4).
Design of products and services, particularly in consumer- and technology-oriented industries where design is viewed as a strategic resource. User-oriented design, design as a strategic tool, the role of design aesthetics, and the management of design.
160 Introduction to Business and Government (4).
Introduces undergraduate students to the study of public administration. Designed for those expecting to take further courses in the field or considering a public service career. Prerequisites: Management 5 and upper-division standing.
161 Managing the Business Cycle for Competitive Advantage (4).
Countercyclical strategies and tactics that can be implemented over the course of the business cycle in areas ranging from marketing, human resource management, and production to M&A activity and acquisitions/divestitures. Forecasting methods, tools and business cycle dynamics.
162 Managing Nonprofits (4).
Designed for students interested in the management of nonprofit organizations. Examines similarities and differences between for-profit and nonprofit organizations, major management issues specifically associated with nonprofits, and exposes students to career opportunities in the nonprofit sector.
163 Parsing the China Price (4).
Examines the ability of Chinese manufacturers to produce at substantially lower costs. Elements include low wage costs, lax environmental and safety regulations, economies of scope and scale driven by geographical considerations, counterfeiting and piracy, subsidies, and protectionism.
164 Human Resources and Public Policy (4).
Examines the government's growing influence on the workplace and the impact of public policy on the management of human resources. Examples include policies pertaining to wages, hours, and family/medical leave; and labor/management relations and collective bargaining policies.
168 Economics of Strategy (4).
Applies key concepts of game theory to the analysis of the strategic behavior of profit-maximizing firms. Simultaneous move games, sequential games, credibility and commitment, repeated games, pure and mixed strategies, signaling, and screening. Lecture and problem sets. Groups projects.
169 Applied Econometrics for Business (4).
Bridge between an introductory statistics course and a course in econometrics. Oriented toward the ways in which economists use data to motivate and test economic theories. How to locate economics data, analyze, and appropriately interpret these data.
170 Technologies for Business (4).
Introductory course that includes hands-on exposure to powerful, high-level tools for using computers in business situations more effectively. Next-generation graphical user interfaces, Internet applications, client/server technology, information security, and wireless.
173 Business Intelligence (BI) for Analytical Decisions (4).
BI from both managerial and technical perspectives. Strategic role of BI. Software tools coupled with case studies are used to show how leading companies are using BI technologies to turn complex data into business decisions.
174 Database Management and Applications (4).
Query, manipulate, and understand data and learn about leading edge applications for databases. Database fundamentals including entity relationship design, creating database tables, normalization, and data querying. Contemporary applications of databases using case studies. Applications include data warehousing, data mining.
175 Information Technology (IT) and Strategy (4).
Strategic and competitive uses of IT and the Internet. Globalization and firm competition; alignment of IT with business strategy; business value of IT; business transformation with IT; implications of offshoring and outsourcing; strategy and IT in the Internet era.
178 Management of Information Technology (4).
Analysis and design of business information systems and IT project management. Various phases of software development life cycle are examined from identification and selection of projects to rapid prototyping to training and maintenance. Automated tools for software development and project management.
179 Business Data Communications and Security (4).
Analysis, technology integration, and technology choices involved with deploying, managing, and securing effective data communications systems, local area networks, Internet, intranet, and wide area networks. Fundamental concepts, as well as new enabling technologies that can provide a strategic advantage to firms.
180 Business Forecasting (4).
Forecasts are critical inputs into the wide range of business decision making. Users include accountants, financial experts, human resource managers, production managers, and marketing people. Methodologies used to support business decision making. Computer-oriented approach.
182 Supply Chain Management (4).
Flows of materials and information among all of the firms that contribute to a product or service. Forecasting, demand management, logistical networks, inventory management, supplier contracting, sourcing, information technology, flexibility, globalization, and performance management.
184 Optimization in Management (4).
Firms attempt to maximize profit or minimize cost. Linear, integer, and nonlinear programming models in functional areas of business such as finance, marketing, and operations. Solutions via computer and the interpretation of output in a managerially significant way.
185 Introduction to Financial Accounting (4).
Acquisition, reporting, and use of financial information in a business organization. Emphasis on use of information generated by the accounting system for decision making, planning, and control. Public sector analogies considered wherever possible.
189 Operations Management (4).
Managing the productive resources, from which raw materials as inputs are being transformed into useful outputs of final products and services. Explanation of issues pertaining to both manufacturing and services-oriented systems.
190 Special Topics in Management (4).
Special topics courses are offered from time to time, but not on a regular basis. Prerequisites vary. May be repeated for credit as topics vary.
191 Business Communication (2).
Effective professional communication in a business environment. Students practice what they learn with oral presentations and written assignments that model actual business cases.
192 Business Law (4).
A study of the legal environment of business. Topics include contracts, agency, partnerships, corporations, and other basic principles of law as they relate to business transactions.
193 The Ethical Environment of Business (4).
The political, social, and ethical environment of business. Topics include the historical development of American business, competitiveness problems, corporate social responsibility, corporate governance, and government regulation of business.
194 Financial Statement Analysis (4).
Study of financial statements and their related footnotes; tools and procedures common to financial statement analysis; the relationships among business transactions, environmental forces (political, economic, social), and reported financial statement information; how financial statement information can help solve certain business problems.
195 Strategic Cost Management and Management Control (4).
Study of cost management to strengthen an organization's strategic position; preparation and use of relevant information for management decision making; management control systems design and performance evaluation.
196 Decision Analysis (4).
Making good decisions fast is important in a world where information is ubiquitous and technologies change at an incredible pace. Conceptual framework and information technology tools to approach these situations with clarity and confidence and improve both professional and personal decision-making skills.
197 Probability Models in Management (4).
Probability models that characterize random phenomena in real-world applications. Applications of these probability models to business disciplines including operations management and finance. Discrete-time Markov chains, Poisson processes, birth and death processes, queuing models, and random walk.
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