Graduate Courses

200C.  Leadership Communication. (1)   One hour of lecture and two hours of discussion per week for five weeks. Leadership Communication is a workshop in the fundamentals of public speaking in today's business environment. Through prepared and impromptu speeches aimed at moving others to action, peer coaching, and lectures, students will sharpen their authentic and persuasive communication skills, develop critical listening skills, improve abilities to give, receive, and apply feedback, and gain confidence as public speakers. (F,SP) Staff

200S.  Data and Decisions. (2)   Four hours of lecture and one and one-half hours of discussion per week for seven weeks. Formerly Business Administration 200S. The objective of this core course is to make students critical consumers of statistical analysis using available software packages. Key concepts include interpretation of regression analysis, model formation and testing, and diagnostic checking. (F,SP) Staff

201A.  Economics for Business Decision Making. (2)   Four hours of lecture per week for seven weeks. Prerequisites: Knowledge of calculus and algebra assumed. Business success depends on the successful positioning of the firm and the management of its resources. The goal of this course is to think systematically about achieving competitive advantage through the management of the firm's resources. We will analyze management decisions concerning real options, cost determination, pricing, and market entry and exit. We will use readings and cases along with class discussion to develop practical insights into managing for competitive advantage. (F,SP) Staff

201B.  Macroeconomics in the Global Economy. (2)   Four hours of lecture per week for seven weeks. Prerequisites: 200S, 201A. This course develops and applies models of the world's economies to explain long-run trends and short-run fluctuations in key macroeconomic variables, such as GDP, wage and profit rates, inflation, interest rates, employment and unemployment, budget deficits, exchange rates, and trade balances. (F,SP) Staff

202.  Financial Accounting. (2)   Four hours of lecture and one and one-half hours of discussion per week for seven weeks. Formerly Business Administration 202A. This course examines accounting measurements for general-purpose financial reports. An objective of the course is to provide not only a working knowledge but also a clear understanding of the contents of published financial statements. (F,SP) Staff

203.  Introduction to Finance. (2)   Four hours of lecture per week for seven weeks. Prerequisites: 200S, 202. This is an introductory MBA course in investments. Students learn how to value assets given forecasts of future cash flows and about the risk characteristics of different asset classes. The first part of the course focuses on the time value of money. The second part of the course deals with measuring and pricing risk. Finally, the course touches on derivative-basics and capital market efficiency. An effort will be made to tie the theoretical underpinnings of finance to real-world examples. (F,SP) Staff

204.  Operations Management. (2)   Four hours of lecture per week for seven weeks. Prerequisites: 200S. This course provides a broad overview of strategic, operational, and tactical issues facing manufacturing and service companies. Major topics include process analysis, quality management, project management, supply-chain management, service-systems management, and operations strategy. These issues are explored through lectures, case studies, and videos pertaining to a variety of industries, from fast food to fashion goods to automobile manufacturing to telephone call centers. (F,SP) Staff

205.  Organizational Behavior. (2)   Four hours of lecture per week for seven weeks. How can you motivate employees to go above and beyond the call of duty to get the job done? How can you be sure that your decisions are not biased? What influence tactics can you use when you do not have the formal authority to tell someone what to do? This course adds to your understanding of life in complex organizations by covering topics spanning the micro (individual level of analysis), the macro (organizational level of analysis), and also topics that integrate these two levels. (F,SP) Staff

205L.  Leadership. (1)   Three hours of session for seven weeks. The objective of this course is to help students develop an understanding of their own strengths and weaknesses as leaders and to nurture their confidence to envision themselves as, and aspire to be, leaders throughout their careers. The course will include four main components: (1) 360-degree assessment and an accompanying leadership self-assessment analysis; (2) live cases run by leaders in organizations; (3) advanced practices about leadership; and (4) experiential exercises. (F,SP)

206.  Marketing Management. (2)   Four hours of lecture per week for seven weeks. This course is designed for students who need to understand the basic cncepts and techniques of marketing strategy as a foundation for more advanced study in the area. The course treats marketing from the perspective of strategic analysis and provides a framework for the decisions associated with the management of the marketing function in the modern organization focusing on customer analysis, competitive analysis and the analysis of marketing investments. (F,SP) Staff

207.  Ethics and Responsible Business Leadership. (1)   Two hours of lecture per week for seven weeks. Formerly Business Administration 207A. This course provides students with the ability to anticipate, critically analyze, and appropriately respond to the social, ethical, and political challenges that face managers operating in a global economy. (F,SP) Staff

209F.  Fundamentals of Business. (3)   Three hours of lecture per week. An introduction to business methods of analysis and terminology for nonbusiness graduate students. The course is taught in three five-week modules: (1) organizational behavior and management, (2) accounting and finance, and (3) marketing and strategy. (F,SP) Staff

210.  Strategy, Structure, and Incentives. (3)   Three hours of lecture per week. Prerequisites: 201A. This course uses insights from economics to develop structure, tactics, and incentives to achieve the firm's goals. It develops a framework for analyzing organizational architecture, focusing on the allocation of decision rights, the measurement of performance, and the design of incentives. Includes managing the vertical chain of upstream suppliers and downstream distributors, design and operation of incentive and performance management systems, techniques for dealing with informational asymmetries. (F,SP)

211.  Game Theory. (3)   Three hours of lecture per week. A survey of the main ideas and techniques of game-theoretic analysis related to bargaining, conflict, and negotiation. Emphasizes the identification and analysis of archetypal strategic situations in bargaining. Goals of the course are to provide a foundation for applying game-theoretic analysis, both formally and intuitively, to negotiation and bargaining; to recognize and assess archetypal strategic situations in complicated negotiation settings; and to feel comfortable in the process of negotiation. (F,SP) Staff

212.  Energy and Environmental Markets. (3)   Three hours of lecture per week. Prerequisites: Business Administration 201A or equivalent. Formerly Business Administration 212. Business strategy and public issues in energy and environmental markets. Topics include development and effect of organized spot, futures, and derivative energy markets; political economy of regulation and deregulation; climate change and environmental policies related to energy production and use; cartels, market power and competition policy; pricing of exhaustible resources; competitiveness of alternative energy sources; and transportation and storage of energy commodities. (F,SP)

215.  Business Strategies for Emerging Markets: Management, Investment, and Opportunities. (3)   Three hours of lecture per week. This course helps students to study the institutions of emerging markets that are relevant for managers, analyze opportunities presented by emerging markets, analyze the additional ethical challenges and issues of social responsibility common in emerging markets, and learn to minimize the risks in doing business in emerging markets. This course is a combination of lectures, class participation, and cases. (F,SP)

217.  Topics in Economic Analysis and Policy. (.5-3)   Course may be repeated for credit. One-half to three hours of lecture per week. Advanced study in the field of economic analysis and policy. Topics will vary from year to year and will be announced at the beginning of each semester. (F,SP) Staff

218A.  International Finance. (3)   Three hours of lecture per week. Prerequisites: Business Administration 201B. Formerly Business Administration 285. This course introduces students to the institutions and operation of the international macroeconomic environment; special attention is paid to international financial arrangements relevant for managers of multinational corporations. Topics include: foreign exchange and capital markets; the balance of payments; open economy macroeconomics; exchange rate determination; history of the international financial system; arbitrage and hedging; international aspects of financial decisions. (F,SP)

222.  Financial Information Analysis. (3)   Three hours of lecture per week. Prerequisites: Business Administration 202A or consent of instructor. Formerly Business Administration 222. Issues of accounting information evaluation with special emphasis on the use of financial statements by decision makers external to the firm. The implications of recent research in finance and accounting for external reporting issues will be explored. Emphasis will be placed on models that describe the user's decision context. (F,SP)

223.  Corporate Financial Reporting. (3)   Three hours of lecture and one hour of discussion per week. Prerequisites: Business Administration 202A or consent of instructor. Formerly Business Administration 220. This course examines the theory and practice of financial accounting and the issues involved in determining corporate financial reporting policies. It provides an in-depth knowledge of how financial statements are prepared but emphasizes the evaluation of accounting reports from a managerial perspective. Cases supplement lecture, discussion, and problem solving. (F,SP)

224A.  Managerial Accounting. (2)   Three hours of lecture and one hour of optional discussion per week for 10 weeks. Prerequisites: Business Administration 202A or equivalent. Formerly Business Administration 202B. This course emphasizes the use of accounting information throughout the planning, operation and control stages of managing an organization. The course is divided into three sections to reflect these three stages of management: 1) information for planning and decision making; 2) information received during operations (cost accounting); and 3) information for control and performance evaluation. (SP)

227B.  Topics in Taxation. (3)   Course may be repeated for credit. Three hours of lecture per week. Formerly Business Administration 228. This course will cover various topics in personal or corporate taxation or both. Topics will vary from semester to semester. (F,SP)

231.  Corporate Finance. (3)   Three hours of lecture and one hour of optional discussion per week. Prerequisites: Business Administration 203. Formerly Business Administration 234. This course will study the principles underlying alternative financial arrangements and contracts and their application to corporate financial management. In particular, it will examine the impact of incentive, moral hazard, and principal-agent problems, that arise as a consequence of asymmetric information, government intervention, managerial incentives and taxes, on financial decisions regarding capital budgeting, dividend policy, capital structure and mergers. (F,SP)

232.  Financial Institutions and Markets. (3)   Three hours of lecture and one hour of optional discussion per week. Prerequisites: Business Administration 203. Formerly Business Administration 232. This course will analyze the role of financial markets and financial institutions in allocating capital. The major focus will be on debt contracts and securities and on innovations in the bond and money markets. The functions of commercial banks, investment banks, and other financial intermediaries will be covered, and aspects of the regulation of these institutions will be examined. (F,SP)

233.  Investments. (3)   Three hours of lecture and one hour of optional discussion per week. Prerequisites: Business Administration 203. Formerly Business Administration 233. This course will examine four different types of asset markets: equity markets, fixed income markets, futures markets and options markets. It will focus on the valuation of assets in these markets, the empirical evidence on asset valuation models, and strategies that can be employed to achieve various investment goals. (F,SP)

235.  Advanced Topics in Financial Institutions and Financial Markets. (3)   Course may be repeated for credit. Three hours of lecture per week. Prerequisites: Business Administration 232. Formerly Business Administration 235. Normative issues in financial institutions, regulation of financial institutions, the analysis of money and capital markets, and empirical studies on financial institutions and financial markets. Topics to be covered will vary. (F,SP) Staff

236A.  Futures and Option Markets. (2)   Course may be repeated for credit. Two hours of lecture per week. Prerequisites: Business Administration 233. Formerly Business Administration 236. Normative models for investment management, valuation of securities, behavior of security prices, the function and regulation of security markets, and empirical studies on securities prices and portfolio behavior. Topics covered will vary. (F,SP)

236B.  Investment Strategies and Styles. (2)   Course may be repeated for credit. Two hours of lecture per week. Prerequisites: Business Administration 203 plus one additional graduate finance course. Formerly Business Administration 239. Introduction to alternative investment strategies and styles as practiced by leading money managers. A money manager will spend approximately half of the class discussing his general investment philosophy. In the other half, students, practitioner, and instructor will explore the investment merits of one particular company. Students will be expected to use the library's resources, class handouts, and their ingenuity to address a set of questions relating to the firm's investment value. (F,SP) Staff

236C.  Global Financial Services. (3)   Three hours of lecture per week. Survey of the forces changing and shaping global finance and intermediation, especially the effects of greater ease of communication, deregulation, and globalized disciplines expected to continue to be essential to corporate finance and intermediation, e.g., investment analysis, valuation, structured finance/securitization, and derivative applications. The case method is utilized with occasional additional assigned readings and text sources. (F,SP) Staff

236D.  Portfolio Management. (3)   Three hours of lecture per week. This course explores the broad range of portfolio management in practice. The class will examine the assets, strategies, characteristics, operations, and concerns unique to each type of portfolio. Practitioners will present descriptions of their businesses as well as methods and strategies that they employ. (F,SP) Staff

236E.  Mergers and Acquisitions: A Practical Primer. (2)   Two hours of lecture per week. Prerequisites: 203 or consent of instructor. Survey of the day-to-day practices and techniques used in change of control transaction. Topics include valuation, financing, deal structuring, tax and accounting considerations, agreements, closing document, practices used in management buyouts, divestitures, hostile takeovers, and takeover defenses. Also covers distinctions in technology M&A, detecting corruption in cross border transaction attempts, and betting on deals through risk arbitrage. Blend of lecture, case study, and guest lectures. (F,SP) Staff

236F.  Behavioral Finance. (3)   Three hours of lecture per week. Prerequisites: 203. This course looks at the influence of decision heuristics and biases on investor welfare, financial markets, and corporate decisions. Topics include overconfidence, attribution theory, representative heuristic, availability heuristic, anchoring and adjustment, prospect theory, "Winners's Curse," speculative bubbles, IPOs, market efficiency, limits of arbitrage, relative mis-pricing of common stocks, the tendency to trade in a highly correlated fashion, investor welfare, and market anomalies. (F,SP) Staff

236G.  Designing Financial Models that Work. (1)   Two hours of lecture per week for eight weeks. Fourteen hours of lecture per week for four weeks. Prerequisites: 203 or consent of instructor. Spreadsheet financial models are often too big, complicated, and buggy to help people. In this course, students learn to design financial models that work because they're small (fit on a screen or two), straightforward (involve only basic math), clear (a non-MBA can follow them readily), and fast to build. These simple yet powerful representations of the cash flows for a new product/deal/venture help people share their vision, recognize tradeoffs, brainstorm possibilities, and make decisions. (F,SP) Staff

237.  Topics in Finance. (.5-3)   Course may be repeated for credit. One-half to three hours of lecture per week. Advanced study in the field of finance. Topics will vary from year to year and will be announced at the beginning of each semester. (F,SP)

240.  Risk Management via Optimization and Simulation. (1)   Two hours of lecture per week for eight weeks. Prerequisites: 200S, 203, and 204, or consent of instructor. Survey of the formulation, solution, and interpretation of mathematical models to assist management of risk. Emphasis on applications from diverse businesses and industries, including inventory management, product distribution, portfolio optimization, portfolio insurance, and yield management. Two types of models are covered: optimization and simulation. Associated with each model type is a piece of software: Excel's Solver for optimization and Excel add-in Crystal Ball for simulation. (F,SP)

243.  Decisions, Games, and Strategies. (3)   Three hours of lecture per week. Prerequisites: Business Administration 200, 204 or equivalent. Formerly Business Administration 243. The course considers two techniques for guiding a managerial decision maker who has to make a choice now but will only know later whether the choice was good. Decision analysis helps if the outcome of the choice depends on "nature"; game models help if the outcome depends on human opponents (e.g., competitors). Foundations of the two techniques, and a variety of applications, are studied. (SP)

246A.  Service Strategy. (3)   Three hours of lecture per week. Prerequisites: 204 or Evening and Weekend Master of Business Administration 204 or consent of instructor. This course is designed to teach general management principles involved in the planning, execution, and management of service businesses. It covers both strategic and tactical aspects, including the development of a strategic service vision, building employee loyalty, developing customer loyalty and satisfaction, improving productivity and service quality, service innovation, and the role of technology in services. Blend of case studies, group projects, class discussions, and selected readings. (F,SP) Staff

247A.  Topics in Manufacturing and Operations. (.5-3)   Course may be repeated for credit. One-half to three hours of lecture per week. Advanced study in the field of manufacturing and operations. Topics will vary from year to year and will be announced at the beginning of each semester. (F,SP)

247B.  Topics in Information Technology. (.5-3)   Course may be repeated for credit. One-half to three hours of lecture per week. Advanced study in the field of information technology. Topics will vary from year to year and will be announced at the beginning of each semester. (F,SP)

248A.  Supply Chain Management. (3)   Three hours of lecture per week. Prerequisites: 204 or Evening and Weekend Master of Business Administration 204 or equivalent. Supply chain management concerns the flow of materials and information in multi-stage production and distribution networks. This course provides knowledge of organizational models and analytical decision support tools necessary to design, implement, and sustain successful supply chain strategies. Topics include demand and supply management, inventory management, supplier-buyer coordination via incentives, vendor management, and the role of information technology in supply chain management. (F,SP) Staff

249A.  Information Technology Strategy. (3)   Three hours of lecture per week. This course focuses on the use of IT by traditional firms and startups, rather than the details of the technology, with the goals of understanding how IT enables new strategies and how existing strategies adapt to IT innovations. Covers IT technologies used throughout the organization, including mobile communications, systems for online payment, business-to-business transactions, customer relationship management, and supply chain management. (F,SP) Staff

251.  Human Resources Management. (3)   Three hours of lecture per week. Prerequisites: Business Administration 205 or consent of instructor. Formerly Business Administration 251. A study of the problems and techniques associated with managing the personnel function. Topics include the processes of recruitment, selection, placement, training, and evaluation of people within organizations. The role of the staff manager with respect to the planning, design, and allocation of tasks and people is considered, with emphasis on the implications of research for management problems and policies. (F)

252.  Negotiations and Conflict Resolution. (3)   Three hours of lecture per week. Formerly Business Administration 252. A study of the negotiations process, including negotiations among buyers and sellers, managers and subordinates, company units, companies and organizational agencies, and management and labor. Both two-party and multi-party relations are covered. Course work includes reading, lectures, discussion of case material, and simulations of real negotiations. Emphasis on the role of third parties in resolving disputes. (F)

254.  Power and Politics in Organizations. (3)   Two hours of lecture per week. Prerequisites: Business Administration 205 or consent of instructor. Formerly Business Administration 257. This course addresses the art and science of influence in organizations. Organizations are fundamentally political entities, and powere and influence are key mechanisims by which things get done. After taking this course, students are able to: (1) diagnose the true distribution of power in organizations, (2) identify strategies for building sources of power, (3) develop techniques for influencing other, and (4) understand the role of power in building cooperation and leading change. (F,SP) Staff

256.  Global Management Skills. (3)   Three hours of lecture per week. Practical skills for global managers. Examines common issues and best practices for managing a global workforce and customer/partner relations. Generic cross-border management issues are discussed along with specific skill areas such as establishing credibility, building relationships, obtaining information, evaluating people, giving and receiving feedback, leading a virtual team, marketing and selling, transferring knowledge, and managing change. Skill areas are applied and adapted to key growth markets in Asia, EMEA, and the Americas, with numerous examples from leading global companies. (F,SP)

257.  Special Topics in Organizational Behavior and Industrial Relations. (2-3)   Course may be repeated for credit. Three hours of lecture per week. Prerequisites: Business Administration 205 or consent of instructor. Formerly Business Administration 259. Analysis of recent literature and developments related to such topics as organization development, environmental determinants of organization structure and decision-making behavior, management of professionals and management in temporary structures, cross-cultural studies of management organizations, and industrial relation systems and practices are examined. (F,SP)

260.  Consumer Behavior. (3)   Two hours of lecture per week. Prerequisites: Business Administration 206 or equivalent. Formerly Business Administration 260. Examines concepts and theories from behavioral science useful for the understanding and prediction of market place behavior and demand analysis. Emphasizes applications to the development of marketing policy planning and strategy and to various decision areas within marketing. (F,SP) Staff

261.  Marketing Research: Tools and Techniques for Data Collection and Analysis. (3)   Three hours of lecture per week. Prerequisites: Business Administration 200 or comparable statistical course. Formerly Business Administration 261. This course develops the skills necessary to plan and implement an effective market research study. Topics include research design, psychological measurement, survey methods, experimentation, statistical analysis of marketing data, and effective reporting of technical material to management. Students select a client and prepare a market research study during the course. Course intended for students with substantive interests in marketing. (F,SP) Staff

262.  Strategic Brand Management. (3)   Three hours of lecture per week. Prerequisites: Business Administration 202B and 206, or equivalent. Formerly Business Adminstration 262A. The focus of this course is on developing student skills to formulate and critique complete marketing programs including product, price, distribution and promotion policies. There is a heavy use of case analysis. Course is primarily designed for those who will take a limited number of advanced marketing courses and wish an integrated approach. (F,SP) Staff

263.  Information- and Technology-Based Marketing. (3)   Three hours of lecture per week. Prerequisites: Business Administration 206. Formerly Business Administration 262B. Information technology has allowed firms to gather and process large quantities of information about consumers' choices and reactions to marketing campaigns. However, few firms have the expertise to intelligently act on such information. This course addresses this shortcoming by teaching students how to use customer information to better market to consumers. In addition, the course addresses how information technology affects marketing strategy. (F,SP)

264.  High Technology Marketing Management. (3)   Three hours of lecture per week. Prerequisites: Business Administration 206 or equivalent. Formerly Business Administration 264. High technology refers to that class of products and services which is subject to technological change at a pace significantly faster than for most goods in the economy. Under such circumstances, the marketing task faced by the high technology firm differs in some ways from the usual. The purpose of this course is to explore these differences. (SP)

265.  Integrated Marketing Communications. (2)   Two hours of lecture per week. Prerequisites: Business Administration 206 or equivalent; 260 is recommended. Formerly Business Administration 265. A specialized course in advertising, focusing on management and decision-making. Topics include objective-setting, copy decisions, media decisions, budgeting, and examination of theories, models, and other research methods appropriate to these decision areas. Other topics include social/economic issues of advertising by nonprofit organizations. (SP)

266.  Channels of Distribution. (2)   Two hours of lecture per week. Prerequisites: Business Administration 202B, 206 or equivalent. Formerly Business Administration 266. The success of any marketing program often weighs heavily upon its co-execution by members of the firm's distribution channel. This course seeks to provide an understanding of how the strategic and tactical roles of the channel can be identified and managed. This is accomplished, first, through studying the broad economic and social forces which govern the channel evolution. It is completed through the examination of tools to select, manage and motivate channel partners. (F,SP)

266A.  Sales Force Management. (1)   Eight hours of lecture for two weeks. The sales force is a key (and not inexpensive) component of a firm's overall marketing strategy. This class will provide students with a toolbox for handling a variety of sales force related issues-both strategic and tactical. The primary focus is on maximizing sales force productivity. Topics covered include the selling process, organizational structure, sales force sizing, territory design, compensation, evaluation, motivation, and deployment. (F,SP)

267.  Topics in Marketing. (.5-3)   Course may be repeated for credit. One-half to three hours of lecture per week. Advanced study in the field of Marketing. Topics will vary from year to year and will be announced at the beginning of each semester. (F,SP)

268A.  Global Marketing Strategy. (2)   Two hours of lecture per week. Prerequisites: Business Administration 206 or equivalent. Formerly Business Administration 267. This course will cover a wide variety of topics relating to the management of international marketing strategy, including frameworks for developing international marketing strategy; sources and sustainability of competitive advantage; international market structure analysis; market entry strategy; and integration of marketing strategy with other functional strategies. (F,SP)

268B.  International Marketing. (3)   Three hours of lecture per week. Provides frameworks, knowledge, and sensitivities to formulate and implement marketing strategies for competing in the international arena. Regions and countries covered include the Americas, Europe, Japan, China, India, Russia, Africa, and Asia-Pacific. Issues covered include global versus local advertising, international pricing strategies, selecting and managing strategic international alliances and distribution channels, managing international brands and product lines through product life cycle, international retailing, and international marketing organization and control. (F,SP)

269.  Pricing. (3)   Three hours of lecture per week. This three-module course aims to equip students with proven concepts, techniques, and frameworks for assessing and formulating pricing strategies. The first module develops the economics and behavorial foundations of pricing. The second module discusses several innovative pricing concepts including price customization, nonlinear pricing, price matching, and product line pricing. The third module analyzes the strengths and weaknesses of several Internet-based, buyer-determined pricing models. (F,SP) Staff

270.  Business and Public Policy. (2)   Three hours of lecture for ten weeks. Formerly Business Administration 207B. Introduction to political economy, the role of government in a mixed economy, business-government relations, the public policy process, regulation of business, corporate political activity and corporate governance. Compares United States corporate governance systems, public policies and political system to those of Western Europe and Japan. (F,SP)

272.  Corporate Environmental Strategy and Management. (2)   Two hours of lecture per week. Overview of critical developments in corporate environmental strategy and management. Prepares students to think of strategic business opportunities present in the need to conserve resources and solve environmental problems. Topics include market and nonmarket drivers of beyond compliance environmental strategy; management tools and system design technologies and concepts; and techniques for translating environmental factors into effective business strategies. (F,SP) Staff

275.  Business Law: Managers and the Legal Environment. (3)   Three hours of lecture per week. Prerequisites: Completion of all core courses or consent of instructor. A manager must understand the legal environments which impact business and understand how to work effectively with lawyers. This course addresses the legal aspects of business relationships and business agreements. Topics covered include forms of business organization, duties of officers and directors, intellectual property, antitrust, contracts, employment relationships, criminal law, and debtor-creditor relationships including bankruptcy. (F,SP) Staff

276.  Media and Entertainment: Economics, Strategy, and Policy. (3)   Three hours of lecture per week. An introduction to the economics of media and entertainment industries. Examines economic tools to understand some of the peculiarities of business that impact the nature of contracting, and the organization of firms and markets. Based on an understanding of the basic economic issues, the course will provide an overview of public policy issues and will explore diverse strategic responses. (F,SP) Staff

277.  Special Topics in Business and Public Policy. (1-3)   One to three hours of lecture per week. Prerequisites: Business Administration 207 or equivalent, or consent of instructor. Formerly Business Administration 278. Topics vary by semester at discretion of instructor and by student demand. Topical areas include: business and professional ethics and the role of corporate social responsibility in the mixed economy; managing the external affairs of the corporation, including community, government, media and stakeholder relations; technology policy, research and development and the effects of government regulation of business on technological innovation and adoption. (F,SP)

280.  Real Estate Investment and Market Analysis. (3)   Three hours of lecture and one hour of optional discussion per week. Prerequisites: Consent of instructor. Formerly Business Administration 280. Intensive review of literature in the theory of land use, urban growth, and real estate market behavior; property rights and valuation; residential and nonresidential markets; construction; debt and equity financing; public controls and policies. (F,SP)

282.  Real Estate Development. (3)   Course may be repeated for credit. Three hours of lecture per week. Prerequisites: Consent of instructor. Formerly Business Administration 282. The interaction of the private and public sectors in urban development; modeling the urban economy; growth and decline of urban areas; selected policy issues: housing, transportation, financing, local government, urban redevelopment and neighborhood change are examined. (F)

283.  Real Estate Finance and Securitization. (3)   Three hours of lecture and one hour of optional discussion per week. Prerequisites: Business Administration 280 and background in the basics of finance, micro-economics, macro-economics, statistics, and quantitative analysis. Formerly Business Administration 283. Students will be introduced to the fundamentals of real estate financial analysis, including elements of mortgage financing and taxation. The course will apply the standard tools of financial analysis to specialized real estate financing circumstances and real estate evaluation. (SP)

284.  Real Estate Investment Strategy. (3)   Three hours of lecture per week. Prerequisites: Consent of instructor. Formerly Business Administration 284. Analysis of selected problems and special studies; cases in residental and non-residental development and financing, urban redevelopment, real estate taxation, mortgage market developments, equity investment, valuation, and zoning. (SP)

285.  Real Estate Investments. (3)   Three hours of lecture per week. The course covers the key financial and economic concepts in real estate investment. It begins with pro forma investment analysis. We then value development sites across the main sectors: residential, retail, office, industrial, and hotel. We also cover contracting with public and private sector partners and related steps. Finally, we study loan and equity structures (REITs), the secondary mortgage market, real estate in investment portfolios. (F,SP) Staff

286.  Housing and the Urban Economy. (3)   Three hours of seminar per week. Prerequisites: Public Policy 210A-210B or equivalent. Formerly Business Administration C296. This course considers the economics of urban housing and land markets from the viewpoints of investors, developers, public and private managers, and consumers. It considers the interactions between private action and public regulation--including land use policy, taxation, and government subsidy programs. We will also analyze the links between primary and secondary mortgage markets, securitization, and liquidity. Finally, the links between local housing and related markets--such as transportation and public finance--will be explored. (F) Quigley

287.  Special Topics in Real Estate Economics and Finance. (1-3)   Course may be repeated for credit. One to three hours of lecture per week. Prerequisites: Business Administration 280 and consent of instructor. Formerly Business Administration 281. Topics vary each semester. Topic areas include advanced techniques for real estate financial analysis and structuring and evaluation; the securitization of real estate debt and equity; issues in international real estate; cyclical behavior of real estate markets; portfolio theory and real estate asset allocation. (F,SP)

290A.  Introduction to Management of Technology. (3)   Three hours of lecture per week. Formerly Business Administration 290E. This course gives students an overview of the main topics encompassed by management of technology. It includes the full chain of innovative activities beginning with R&D and extending through production and marketing. Why do many existing firms fail to incorporate new technology? What are the success factors at each stage of innovation? The course introduces students to Haas and College of Engineering faculty working in the relevant areas and student projects at leading high tech firms. (F,SP) Staff

290B.  Biotechnology Industry Perspectives and Business Development. (2)   Two hours of lecture per week. This course is designed to examine the strategic issues that confront the management of the development-stage biotech company, i.e., after its startup via an initial capital infusion, but before it might be deemed successful (e.g., by virtue of a product launch), or otherwise has achieved "first-tier" status. The intention is to study the biotech organization during the process of its growth and maturation from an early-stage existence through "adolescence" into an "adult" company. (F,SP) Staff

290C.  Strategic Computing and Communications Technology. (3)   Three hours of lecture per week. Prerequisites: Graduate standing in engineering, business administration, information management and systems, or consent of instructor. Formerly Business Administration C290D. Factors strongly impacting the success of new computing and communications products and services (based on underlying technologies such as electronics and software) in commercial applications. Technology trends and limits, economics, standardization, intellectual property, government policy, and industrial organization. Strategies to manage the design and marketing of successful products and services. (SP) Messerschmitt, Varian

290D.  Design as Strategic Management Issue. (2)   Two hours of lecture per week. Prerequisites: Graduate standing. Formerly Business Administration 290K. This course is a study of product design, facilities design, and corporate identity design. It will cover how these design strategies are integral to product development and influence customer satisfication, quality issues, manufacturing procedures, and marketing tactics. (F,SP)

290E.  Marketing for High-Tech Entrepreneurs. (3)   Three hours of lecture per week. Every successful entrepreneurial high tech venture has at its core individuals with mastery of two skill sets: marketing and management expertise, and technological skill. This course is intended to provide the marketing skills needed for the management of an entrepreneurial high technology venture, regardless of whether the individual's "home" skill set is technical or managerial. We examine in depth successful marketing approaches for entrepreneurial companies as a function of markets and technologies. Emphasis is placed on the special requirements for creating and executing marketing plans and programs in a setting of rapid technological change and limited resources. This course is particularly suited for those who anticipate founding or operating technology companies. (F,SP) Staff

290G.  International Trade and Competition in High Technology. (2)   Two hours of lecture per week. Prerequisites: Graduate standing. Formerly Business Administration 290C. This course looks at who is winning or losing and why in international competition in high technology industries. It will emphasize the interaction between business strategies and the economic and political variables that shape the development and diffusion of new technologies. (F,SP)

290H.  Management of Technology - Doing Business in China. (2)   Two hours of lecture per week. This course prepares students to found a startup business in China or to work with an MNC in China, develops their critical analysis and strategic decision tools and skills needed to compete in the world's most dynamic emerging market, and provides access and useful introductions/Guanxi to aid future business development in China. (F,SP) Staff

290I.  Managing Innovation and Change. (3)   Three hours of lecture per week. Formerly Business Administration 274. This course is designed to introduce students to the innovation process and its management. It provides an overview of technological change and links it to specific strategic challenges; examines the diverse elements of the innovation process and how they are managed; discusses the uneasy relationship between technology and the workforce; and examines challenges of managing innovation globally. (F,SP)

290M.  High-Tech Product Design and Rapid Manufacturing. (3)   Three hours of lecture per week. Prerequisites: Graduate standing. Formerly Business Administration 290B. This course will study CAD/CAM, rapid prototyping, metal products, semiconductors, electronic packaging, biotechnology, and robotics technologies and includes a hands-on laboratory using CAD and manufacturing techniques. Economic and social drivers, organizational structure, product lifecycle, and future trends are also covered. (F,SP) Staff

290N.  Managing the New Product Development Process. (3)   Three hours of lecture per week. Prerequisites: Graduate standing. Formerly Business Administration 290A. An operationally focused course that aims to develop the interdisciplinary skills required for successful product development. Through readings, case studies, guest speakers, applied projects, and student research, students discover the basic tools, methods, and organizational structures used in new product development management. Course covers process phases: idea generation, product definition, product development, testing and refinement, manufacturing ramp-up and product launch. (F,SP)

290P.  Project Management Case Studies. (2)   Two hours of lecture per week. Prerequisites: Graduate standing. Formerly Business Administration 290L. This course presents case studies of projects that required intervention to avert catastrophic failure. Students will discuss case studies and review real management problems of major corporations. They will create strategic plans to alleviate problems and learn how to manage a large project to a successful completion. (F,SP)

290T.  Topics in Management of Technology. (.5-3)   Course may be repeated for credit. One-half to three hours of lecture per week. Advanced study in the field of Management of Technology. Topics will vary from year to year and will be announced at the beginning of each semester. (F,SP)

290V.  Innovation in Telecommunications and New Media. (3)   Three hours of lecture per week. Prerequisites: Business Administration 204. Formerly 244D. This course is intended for students who wish to gain better understanding of one of the most important issues facing management today--designing, implementing, and managing telecommunication and distributed computer systems. The following topics are covered: a survey of networking technologies; the selection, design, and management of telecommunication systems; strategies for distributed data processing; office automation; and management of personal computers in organizations. (F,SP)

290W.  Wireless Communications. (3)   Three hours of lecture per week. This course focuses on current issues facing the global wireless communications industry. Particular emphasis is placed on analyzing the industry structure, value chain, and business models of various players and investigating opportunities for startups and new entrants. Explores the role of regulation, technological innovation, and competition in shaping the future of the industry. Draws on various disciplines such as public policy, law, economics, finance, marketing, engineering, and physics. (F,SP) Staff

291A.  Speaking As a Leader. (2)   One hour of lecture and two hours of discussion per week. Formerly Business Administration 291A. Leaders must be capable of inspiring commitment in their constituencies rather than merely demanding compliance. This course will teach future leaders the elements that are essential to inspire such change. The instructor solicits students' personal convictions, then provides a structure and method for effectively communicating these beliefs. Participants will develop confidence in both the content of their message and their ability to convey it. (F,SP)

291D.  Data Visualization for Discovery and Communication. (1)   Eight hours of lecture for two weeks. This course exposes the problems of poor data presentation and introduces design practices necessary to communicate quantitative business information clearly, efficiently, and powerfully. This course identifies what to look for in the data and describes the types of graphs and visual analysis techniques most effective for spotting what is meaningful and making sense of it. (F,SP)

291T.  Topics in Managerial Communications. (1-3)   Course may be repeated for credit. One to three hours of lecture per week. Formerly Business Administration 291B. This course will provide the student with specialized knowledge in some area of managerial communications. Topics include multimedia business presentations, personal leadership development, diversity management, and making meetings work. Topics will vary from semester to semester. (F,SP)

292A.  Strategic Management of Nonprofit Organizations. (2,3)   Two to three hours of lecture per week. This course prepares students conceptually and practically to create, lead, and manage nonprofit organizations. Focuses on the centrality of the mission, governing board leadership, application of strategy and strategic planning, and strategic management of issues unique to or characteristic of the sector: performance measurement, program development, financial management, resource development, community relations and marketing, human resource management, advocacy, and management. (F,SP) Staff

292B.  Nonprofit Boards. (1)   Eight hours of lecture for two weeks. The purpose of this class is to acquaint Master of Business Administration students, many of whom will be asked to serve on nonprofit boards throughout their careers, with the nonprofit sector and the roles and responsibilities of nonprofit boards. Students will learn why nonprofit boards exist, how they are structured, how they differ from corporate boards, what their legal responsibilities are, how boards and chief executives relate to each other, and how boards contribute to the effectiveness of nonprofit organizations. (F,SP)

292C.  Strategic CSR and Consulting Projects. (3)   Three hours of lecture per week. Formerly 292P. Discusses the field strategic of CSR through a series of lectures, guest speakers, and projects. It will examine best practices used by companies to engage in socially responsible practices. It will provide students with a flavor of the complex dilemmas one can face in business in trying to do both "good for society" and "well for shareholders." It looks at CSR from a corporate strategy perspective and how it supports core business objectives, core competencies, and bottom-line profits. (F,SP) Staff

292F.  Financial Management of Nonprofit Organizations. (1)   Eight hours of lecture for two weeks. Prerequisites: 203, financial experience, or equivalent. The course focuses on financial management issues faced by board members and senior and executive managers in nonprofit organizations. Students learn tools and techniques for effective planning and budgeting and how to control, evaluate and revise plans. Use and development of internal and external financial reports are studied with an emphasis on using financial information in decision making. Tools and techniques of financial statement analysis, interpretation, and presentation are practiced. (F,SP)

292N.  Topics in Nonprofit and Public Management. (1-3)   Course may be repeated for credit. One to three hours of lecture per week. Formerly 292M. Advanced study in the field of nonprofit and public management. Topics will vary from year to year and will be announced at the beginning of each semester. (F,SP) Staff

292R.  Nonprofit Marketing and Fundraising. (2)   Two hours of lecture per week. Thorough overview of fundraising principles as well as experience in all the major fundraising strategies: direct mail, online, major gifts, planned giving, capital campaigns, proposal writing, and corporate giving. The course further distinguishes what is different about fundraising and marketing and looks at how fundraising is a subset of a larger marketing plan. Students learn how to brand an organization, make it more visible and turn marketing strategies into fundraising opportunities. (F,SP) Staff

292T.  Topics in Socially Responsible Business. (.5-3)   Course may be repeated for credit. One-half to three hours of lecture per week. Advanced study in the field of Socially Responsible Business. Topics will vary from year to year and will be announced at the beginning of each semester. (F,SP)

293.  Individually Supervised Study for Graduate Students.   Course may be repeated for credit. Prerequisites: Graduate standing. Formerly Business Administration 293. Individually supervised study of subjects not available to the student in the regular schedule, approved by faculty adviser as appropriate for the student's program. (F,SP)

293C.  Curricular Practical Training Internship.   Course may be repeated. The course will be individually supervised and must be approved by the faculty adviser. Must be taken on a satisfactory/unsatisfactory basis. This is an independent study course for international students doing internships under the Curricular Practical Training program. Requires a paper exploring how the theoretical constructs learned in MBA courses were applied during the internship. (F,SP) Staff

294.  Selected Topics for MBA Students. (1)   Course may be repeated for a maximum of 2 units. Two hours of seminar per week. Sections 1-10 to be graded on a letter-grade basis. Sections 11-15 to be graded on a satisfactory/unsatisfactory basis. Prerequisites: MBA students. Formerly Business Administration 294. The course focuses on a specific industry, field of management, or region of the world and is initiated and organized by students. It is usually a survey course. Topics will vary from year to year and will be announced at the beginning of each semester. (F,SP)

295A.  Entrepreneurship. (3)   Three hours of lecture per week. Prerequisites: All core courses or equivalents. Formerly Business Administration 295A. This course is about how to start a new business and how to write a business plan. Students are organized in teams of four around new venture ideas of their own choosing. They conduct research, consult with members of the business community, perform analysis, and write a formal business plan. They then present an appeal for funding to a panel consisting of the instructors and members of the investing community. (F,SP)

295B.  Venture Capital and Private Equity. (3)   Three hours of lecture per week. Prerequisites: 295A and 234 recommended. This is an advanced case-based course intended to provide the background, tools, and themes of the venture capital industry. The course is organized in four modules of the private equity cycle: (1) fund raising -- examines how private equity funds are raised and structured, (2) investing -- considers the interactions between private equity investors and the entrepreneurs that they finance, (3) exiting -- examines the process through which private equity investors exit their investments; and (4) new frontiers -- reviews many of the key ideas developed in the course. (F,SP) Staff

295C.  Opportunity Recognition: Technology and Entrepreneurship in Silicon Valley. (3)   Three hours of lecture per week. Formerly 290O. This course is intended to provide the core skills needed for the identification of opportunities that can lead to successful, entrepreneurial high technology ventures, regardless of the individual's "home" skill set, whether technical or managerial. We examine in depth the approaches most likely to succeed for entrepreneurial companies as a function of markets and technologies. Emphasis is placed on the special requirements for creating and executing strategy in a setting of rapid technological change and limited resources. This course is particularly suited for those who anticipate founding or operating technology companies. (F,SP) Staff

295D.  New Venture Finance. (2)   Three hours of lecture for ten weeks. Prerequisites: Business Administration 295A or consent of instructor. Formerly Business Administration 295D. This is a course about financing new entrepreneurial ventures, emphasizing those that have the possibility of creating a national or international impact or both. It will take two perspectives - the entrepreneur's and the investor's - and it will place a special focus on the venture capital process, including how they are formed and managed, accessing the public markets, mergers, and strategic alliances. (SP) Staff

295E.  Case Studies in Entrepreneurship. (2)   Two hours of lecture per week. This course integrates the learnings from summer entrepreneurships into academic experience. Classes will include development of an analysis of cases based on the internship, and opportunities to meet with management of the host programs. By the end of the semester, students will better understand what it takes to run an entrepreneurial enterprise. (F,SP) Staff

295F.  Customer and Business Development in Hi-Tech Enterprise. (2)   Two hours of lecture per week. This course is about how to successfully organize sales, marketing, and business development in a startup. For the purpose of this course, a "startup" can either be a new venture, or an existing compmany entering a new market. Both must solve a common set of issues: Where is our market? Who are our customers? How do we build the right team? How do we scale sales? These issues are at the heart of the "Customer Development" process covered in this course. (F,SP) Staff

295G.  Investing in Entrepreneurial Opportunities: Building an Investment Screen, Methodology, and Process. (2)   Two hours of lecture per week. This course will provide students with an education in to the complexities and unique problems of entrepreneurship in companies with great growth potential, but that are facing significant challenges to achieving that potential. This class is designed to provide students with the tools and skills most critical to successfully screening, investing in, and/or leading companies that have both a great set future growth opportunities and a great set of current problems. This class will use case studies, practical valuation and other exercises, and the energy, enthusiasm, and intellectual capacity of its students to create a great learning environment. (F,SP) Staff

295H.  Top-Down Law. (2)   Two hours of lecture per week. Survey of legal and regulatory issues and problems that confront founders and CEOs of entrepreneurial ventures. The course is intended to broaden students' perspective and knowledge about the legal system/process so that they are prepared to (a) identify, analyze, and deal with legal issues, (b) understand and respond to legal and policy grounds for laws and regulations, and (c) work effectively and efficiently with inside and outside legal counsel to resolve legal problems and manage legal risk. (F,SP) Staff

295I.  Entrepreneurship Workshop for Start-ups. (2)   Two hours of lecture per week. This workshop is intended for students who have their own experiemental venture project under development. The business concept may be in the startup mode, or further along in its evolution. The pedagogy is one of "guided" entrepreneurship where students, often working in teams, undertake the real challenges of building a venture. Students must be willing to discuss their project with others in the workshop as group deliberation of the entrepreneurial challenges is a key component of the class. (F,SP) Staff

295J.  Entrepreneurship in Biotechnology. (2)   Two hours of lecture per week. An introduction to the complexities and unique problems of entrepreneurship in the life sciences and is designed for both entrepreneurs and students who may some day found or work in an emerging life science-based company. Students are exposed to the topics most critical to successfully founding, financing, and operating a life science company and are expected to perform many of the tasks which founders and early venture managers normally undertake. (F,SP) Staff

295T.  Special Topics in Entrepreneurship. (1-3)   One to three hours of lecture per week. Sections 1-10 to be graded on a letter-grade basis. Sections 11-15 to be graded on a satisfactory/unsatisfactory basis. Prerequisites: All core courses or equivalents. Formerly Business Administration 295C. Courses of this kind will cover issues in entrepreneurship that either appeal to a specialized interest by type of firm being started (e.g., new ventures in computer software) or in the aspect of the entrepreneurial process being considered (e.g., new venture funding). The courses typically will be designed to take advantage of the access offered by the University and the locale to knowledgeable and experienced members of the business community. (F,SP)

296.  Special Topics in Business Administration. (.5-3)   Course may be repeated for credit. One-half to three hours of lecture per week. Sections 7A and 10A (fall) and 7B and 10B (spring) will be offered In Progress. Credit and grade to be awarded on completion of sequence. All other sections are offered on a letter-graded basis. Prerequisites: Graduate standing. Formerly Business Administration 296. Advanced study in various fields of business administration. Topics will vary from year to year and will be announced at the beginning of each semester. (F,SP) Staff

297A.  Healthcare in the 21st Century. (3)   Three hours of lecture per week. This course gives a systematic overview of the U.S. health care system by providing students with an understanding of its structure, financing, and special properties. Applies social science theory, disciplinary contributions, and research findings to the understanding of health care delivery problems; examines current courses of data about health status, health services use, financing, and performance indicators; and analyzes the larger management and policy issues that drive reform efforts. (F,SP) Staff

297B.  Health Care Finance. (2)   Two hours of lecture per week. Prerequisites: Master's-level accounting and finance. This course covers the strategic financial management in the health services industry, including provider organizations (e.g., hospitals and physician groups) and insurance firms. Cases are used to apply the financial analysis and planning skills learned in the course. Topic areas include financial statement analysis, cost behavior, pricing and service decisions, planning and budgeting, management control, debt and equity financing, risk and return, capital budgeting, and project risk assessment. (F,SP) Staff

297C.  Health Care Technology Policy. (2)   Two hours of lecture per week. An examination of the public policy institutions and processes influencing innovation, regulation, and payment for biotechnology, pharmaceuticals, and medical devices. Topics include technology transfer and patent law; FDA review for safety/efficacy; Center for Medicare and Medicaid Services insurance coverage policy; coverage, payment, benefit design by private insurers for new technology; and cost-effectiveness analysis. Examples and case studies are drawn from all three technology sectors. (F,SP) Staff

297E.  Public Policy in the Business of Health Care. (2)   Two hours of lecture per week. Prerequisites: Public Health 223A or equivalent. The purpose of this course is to provide students with a framework for analyzing policy problems, a working knowledge of the public process, and an opportunity to discuss, debate, and analyze important policy topics facing the health care system. (F,SP) Staff

298A-298B.  International Business Development for MBAs. (2;1)   Two hours of lecture per week extending for three weeks following the spring semester. Credit and grade to be awarded on completion of sequence. Prerequisites: First semester MBA core courses. Formerly Business Administration 297A-297B. This course explores the issues of conducting business in an international context, including an analysis of project management, information resources, and cultural differences. The three-week project, typically in a developing economy, provides a real-life application of theories of this course and of the first-year MBA courses. The fall segment highlights the presentations of each returning team on their project findings and experiences. (SP)

298S.  Seminar in International Business. (2,3)   Four to five and one-half hours of fieldwork per week for eight weeks. This course involves a series of speaker and seminar-type classes in preparation for a two-week study tour of a specific country or region. Participants will visit companies and organizations and meet with top-level management to learn about the opportunities and challenges of operating in a specific country or region. Evaluation is based on student presentations, participation, and a research paper. (F,SP) Staff

298X.  MBA Exchange Program. (1-15)   Course may be repeated for credit. One to fifteen hours of fieldwork per week. Must be taken on a satisfactory/unsatisfactory basis. Prerequisites: Successful completion of all core courses; good academic standing. Students who participate in one of the Haas School's domestic or international exchange programs receive credit (usually 12 units) at Haas for the set of courses that they successfully complete at their host school. The courses that the students take at the host school are subject to review by the MBA Program office to ensure that they match course requirements at the Haas School. (F,SP) Staff

299.  Strategy. (2)   Four hours of lecture per week for seven weeks. Prerequisites: 201A. Course covers core topics in strategy, including selection of goals; the choice of products and services to offer; competitive positioning in product markets; decisions about scope and diversity; and the design of organizational structure, administrative systems, and other issues of control and internal regulation. (F,SP) Staff

299B.  Global Strategy and Multinational Enterprise. (2,3)   Two to three hours of lecture per week. Prerequisites: All core courses. Formerly Business Administration 299E. Identifies the management challenges facing international firms. Attention to business strategies, organizational structures, and the role of governments in the global environment. Special attention to the challenges of developing and implementing global new product development strategies when industrial structures and government policies differ. Efficacy of joint ventures and strategic alliances. Implications for industrial policy and global governance. (F,SP)

299E.  Competitive and Corporate Strategy. (2,3)   Three hours of lecture per week. Prerequisites: All core courses. Formerly Business Administration 299B. Examines optimal production and pricing policies for firms in competitive environments; optimal strategies through time; strategies in the presence of imperfect information. How differing market structures and government policies (including taxation) affect output and pricing decisions. Social welfare implications of decisions by competitive firms also explored. (F,SP)

299H.  Strategic Management and the Organization of Health Services. (2,3)   Three hours of lecture per week. Three hours of lecture for ten weeks. Prerequisites: Business Administration 205 or Public Health 223A and 224A, or consent of instructor. Formerly Business Administration 299G. This is a course in strategic management of health services organizations. It systematically addresses system-wide, organization-wide, group-level, and individual-level issues in strategy formulation, content, implementation, and performance. It considers internal and external factors that affect organizational performance. Emphasis is on the development and implementation of strategies to meet stakeholders' demands, and total quality management approaches. This course covers a wide variety of health care organizations including providers, plans, systems, suppliers, pharmaceuticals, and biotechs. The course builds on 205 and Public Health 223A. (F,SP)

299M.  Marketing Strategy. (3)   Three hours of lecture per week. Prerequisites: All core courses. Formerly Business Administration 299D. Strategic planning theory and methods with an emphasis on customer, competitor, industry, and environmental analysis and its application to strategy development and choice. (F,SP) Staff

Professional Courses

300.  Teaching Business. (.5)   Six hours of lecture per week for one week. Must be taken on a satisfactory/unsatisfactory basis. This course will cover the important skills and resources necessary to be an effective graduate student instructor (GSI) in the Haas School of Business. GSIs are an integral part of instruction at Haas, supporting faculty teaching through administrative and pedagogical support. This course seeks to prepare MBA students for their first GSI positions, ensuring that they are ready for the many potential challenges that might await them in the ensuing semester. Students will learn effective teaching strategies from faculty and veteran GSIs, as well as resources available to them both through Haas and the Berkeley campus. This course will also teach MBA students the common pitfalls of any class--both in pedagogical style and in student interaction. (F,SP) Staff