Business Administration

This course is an accelerated introduction to concepts and practices of financial and managerial accounting for managers. The financial part of the course will deal with the recognition, measurement, and reporting of a firm's economic transactions with a focus on procedures applied in accounting for business combinations and consolidated financial statements, along with segment and interim reporting. 

The managerial part of the course will focus on the use of accounting information to measure, analyze, and report economic events for internal decision-making purposes. Students will learn about cost behavior, cost-volume-profit analysis, and activity-based costing. 

This course is an accelerated examination of the flow and management of capital in an organization - with particular discussion to the metrics used to understand and manage risk, as well as sustain shareholder/stakeholder value. 

Through case discussions and applied learning material, this course helps students develop the knowledge, skills, critical thinking abilities, and behaviors required of any manager, not only those specialized in finance. Although the main focus of this course is for profit-seeking firms, much of what is learned has applicability for organizations in the not-for-profit and governmental sectors as well. The course will raise ethical issues where appropriate. 

The objective of this course is for participants to gain an understanding of how the utilization of statistics, technology, and computational techniques can lead to better decisions by managers and entrepreneurs. The course introduces various statistical methods with applied and case-based instruction. 

This course aims to differentiate between qualitative and quantitative analysis, to develop the ability to structure decision-making and to explore the use of statistical and quantitative methods to better balance risks. 

The objective of this course is to introduce participants to solid analytical foundations (objective definition, marginal analysis and optimization, elasticity analysis, cost analysis, applied game theory, etc.) that are essential to be able to address key issues in management strategy, marketing strategy, and related fields, in a rigorous way and to make better decisions accordingly. 

This course will also analyze markets and how they work. We will identify and analyze a variety of market structures, ranging from perfect competition to oligopoly (rivalry between a small number of competitors) to monopoly (one dominant firm). Participants will learn how (1) companies address strategic decision-making problems, (2) assess available options (3) address the competitive environment, and (4) engage with theories and concepts like Behavioral Economics, Nudge Theory, and Game Theory. Our ultimate goal is to develop skills for making effective managerial decisions and strategic choices based on the analysis of companies' cost structures and their market conditions. 

This course allows faculty to offer timely and specialized topics of interest not currently covered in the catalog. Content will vary based on emerging trends, faculty expertise, and student demand, providing a dynamic and relevant educational experience. Students may earn a maximum of 2 semester credit hours for this course.

This course focuses on the role of the manager and the corporation amidst increasing expectations of greater social, civic, and environmental accountability. Today there is a growing expectation that rather than viewing sustainability as risks to be managed - the issues of society and civic innovation present enormous opportunities. This course will undertake the challenge of defining and arriving at an understanding of the meaning, importance, and implications of leading, innovating, and behaving responsibly and what it means in terms of an individual manager's day-to-day decisions in an extremely complex and interconnected global environment. 

Success is no longer achievable by managers applying business practices within a traditional value chain. Today, growth depends upon multiple stakeholders working together as part of an intricate civic web that creates sustainable value for multiple constituents. So, how can managers engage these increasingly powerful stakeholders to co-create value that benefits all?

This course covers the processes involved in the creation and delivery of customer value and satisfaction through communication, pricing, distribution, and development of products and services. It is designed to give an overview of what marketing is, what marketers do, and the concepts and tools they rely on to achieve their objectives. The course will include the theory and practice involved in the marketing process. 

Key in this process is the understanding of business and consumer markets. The course will look at marketing issues facing both private and non-profit sector organizations. 

The theme of this course is the integration of financial theory and entrepreneurship. The course content is designed for those students interested in being involved with new ventures as an investor, founder, or employee. Students wanting additional perspective on financing decisions of young firms including venture debt, bank debt, corporate VS as well as traditional angel and venture capital investing may also find the course applicable. 

The primary focus of the course is to aid students in making better financial decisions in entrepreneurial and new business settings. The course covers the basic structures and incentives employed in private equity and venture capital, as well as specific issues related to financing, valuing, and monetizing investments in new ventures. Particular emphasis will be placed on methods for funding new businesses, analyzing cash requirements, adaptive valuation techniques where information gaps exist, multi-stage investments, risk-return considerations for undiversified investors, and exit strategies. 

This course builds on courses taught at Standford and Harvard that focus on realizing entrepreneurial potential through the acquisition of businesses. Buying a business is entrepreneurship, even if many have not thought about it and way. In applied class sessions, we will break down the process of organizing search, financing, negotiating a sale, and ultimately running the business. 

Sustainability has been embraced by many organizations as a driver for value creation. Economic prosperity and sound financial statements are constantly interlinked with environmental and social events. Interlinking economic, social, and environmental aspects as part of the decision-making process is the triple bottom line of sustainability. 

This course aims to provide an understanding of the main challenges and opportunities that arise from integrating sustainability into a business strategy as well as leading corporate practices and real cases. 

This course examines leadership and communication within multicultural and diverse organizational contexts. Emphasis is placed on cultivating a personal sense of community in leadership practice, particularly when navigating complex and challenging situations. Students explore sustainable leadership models and associated behaviors suited to multicultural environments, and examine how ethical, other-regarding values influence team and organizational success. The course focuses on creating conditions in which diverse individuals collaborate effectively toward shared outcomes in global and culturally varied settings. 

This course examines the integration of innovation, entrepreneurship, and operational management within contemporary organizations. Students explore the process of recognizing and evaluating entrepreneurial opportunities, managing creativity, and converting ideas into viable business ventures. Emphasis is placed on the effective management of capital, labor, technology, and information to support innovation and operational performance. Analytical tools and process-based approaches are applied to decision-making in quality management, supply chain, logistics, and cross-functional integration. Students synthesize entrepreneurial and operational principles to design, implement, and manage sustainable business initiatives. 

This course examines the integration of strategic execution and project management within dynamic business environments. Students evaluate and design strategies that support sustainable competitive advantage while assessing strategic fit between organizational capabilities and competitive conditions. Emphasis is placed on analyzing competitor and environmental forces that influence strategic decision-making. The course also develops practical project management competencies, including initiating, planning, and executing projects using established frameworks and methodologies. Through applied exercises and case-based learning, students strengthen their ability to translate strategy into effective, measurable results.