Aug 02, 2025  
2022-23 Crummer Graduate School of Business 
    
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2022-23 Crummer Graduate School of Business [ARCHIVED CATALOG]

Course Descriptions

Courses are listed to provide students with an indication of the scope and depth of each program below.  Not all courses are available in all programs. In addition, please note that not all courses listed are offered every year, courses listed may be dropped from the curriculum, and new courses not listed may be added to provide instruction in the latest management topics. To view course descriptions for a specific program use the appropriate link below.

•  Early Advantage MBA

•  Executive Doctorate

•  Executive MBA

•  Professional & Flex MBA
 

Other Courses
  

  • DIS 701 - Dissertation 1

    The dissertation phase of the EDBA program provides the opportunity for each doctoral student to develop and execute a complete research project that aims to address practical problems that are relevant within the student’s own workplace or interest areas. The dissertation is supervised by a committee of faculty consisting of a chair and a second member.

    Credits: 6
  

  • DIS 702 - Dissertation 2

    The dissertation phase of the EDBA program provides the opportunity for each doctoral student to develop and execute a complete research project that aims to address practical problems that are relevant within the student’s own workplace or interest areas. The dissertation is supervised by a committee of faculty consisting of a chair and a second member.

    Credits: 6
  

  • DIS 703 - Dissertation 3

    The dissertation phase of the EDBA program provides the opportunity for each doctoral student to develop and execute a complete research project that aims to address practical problems that are relevant within the student’s own workplace or interest areas. The dissertation is supervised by a committee of faculty consisting of a chair and a second member.

    Credits: 6
  

  • DIS 704 - Dissertation 4

    The dissertation phase of the EDBA program provides the opportunity for each doctoral student to develop and execute a complete research project that aims to address practical problems that are relevant within the student’s own workplace or interest areas. The dissertation is supervised by a committee of faculty consisting of a chair and a second member.

    Credits: 6
  

  • EDBA 701 - Theory and Contemporary Thought in Economics

    Businesses are impacted by the economic environment in which they operate. This course introduces doctoral students to the theory and research of select contemporary issues in economics. Topics to be examined include those of current interest such as the causes, nature, and impact of the financial crisis of 2007-2009 and the factors explaining the economic growth of nations over time, whether they be emerging markets or advanced economies.

    Credits: 2
  

  • EDBA 702 - Theory and Contemporary Thought in Finance

    This course provides doctoral students with a rigorous background in finance, theoretical as well as empirical aspects, with special emphasis on corporate finance. One of the primary goals of this course is to enable students to conduct independent research and to make their own contributions to the understanding of the complexities of finance. The course also helps students understand the relationship between strategic decisions and financial performance. It provides an in-depth theoretical and empirical analysis of capital markets and valuation, capital budgeting, capital cost, cost structure, value of growth, and the relationship between financial policy and corporate strategy. This course will help students gain confidence and additional insights in their ability to make decisions that build wealth in the context of corporate finance.

    Credits: 2
  

  • EDBA 703 - Theory and Contemporary Thought in Global Business

    No business today is insulated from global competition for resources and markets. This course will introduce doctoral students to current theory and research in global business. Major topic areas include the theory of the multinational enterprise, global competition and strategy, cross-cultural management, the global market for talent, emerging markets, and “the bottom of the pyramid.”

    Credits: 2
  

  • EDBA 704 - Theory and Contemporary Thought in Leadership

    Leadership in a global environment presents challenges to managers and organizations. Managing in a world where technological revelations, the speed of information, and ability to connect 24/7 present a challenge to managers. At the same time market forces are driving organizations to deliver more, faster and with better margins. The changing generational demographic of the workforce creates differing demands and expectations that will be a challenge to organizations. The common denominator for great organizations and leaders will be how they adapt to rapid changes, regulation, market shifts and expectations in a global environment. This course is designed to focus doctoral students on critical questions of what attributes are required of leaders. How are organizations preparing, or not preparing their next generation leader? What are the challenges? What are the best practices? What can be done to develop the leaders that are critically needed by organizations? As business leaders themselves, course participants will be expected to simultaneously look at the big picture and at themselves in a critically, self-reflective way.

    Credits: 2
  

  • EDBA 705 - Theory and Contemporary Thought in Marketing

    All organizations face the challenge of creating, delivering and communicating value to their customers. This course provides a forum for doctoral students to examine the fundamental relationship between the organization, its value proposition, and its customers. Topics covered in the course include the role of marketing in organizations today, defining and redefining the value proposition, the customer in control, the impact of new media on the relationship between the organization and its customers, and the changing role of sales within the business environment.

    Credits: 2
  

  • EDBA 706 - Theory and Contemporary Thought in Operations Management

    This course is designed to introduce doctoral students to theory and research in operations management (OM) and supply chain management (SCM). Major topic areas in OM to be covered include operations strategy, lean operations, and service operations. Major topic areas in SCM to be covered include supply chain integration, supply chain risk management, strategic global sourcing, and triple bottom line supply chains.

    Credits: 2
  

  • EDBA 707 - Theory and Contemporary Thought in Organizational Behavior and Human Resources

    This course is designed to introduce doctoral students to theory, research, and best practices in organizational behavior and human resources management. Major topics to be covered include individual differences, motivation, teams, job analysis, selection, training, and performance appraisal. Readings, discussions, and exercises will focus on how psychological principles are applied in work settings.

    Credits: 2
  

  • EDBA 708 - Theory and Contemporary Thought in Organizational Strategy

    Strategy drives organizational success over the long run. This course provides doctoral students the opportunity to become familiar with key frameworks, classic research, and promising areas for future research across the field of strategy.

    Credits: 2
  

  • RMC 701 - Introduction to the Philosophy of Science

    In general, philosophy of science is concerned with the assumptions, foundations, methods, and implications of science and with the use and merit of science. A heavy emphasis on gaining an appreciation for good theory and the value of theory to scientific inquiry is a key theme. Ultimately the course will set the stage for the doctoral students’ journey toward engaged scholarship, making important connections among science, theory, and identifying and addressing business problems through evidence-based decision making.

    Credits: 2
  

  • RMC 703 - Survey and Experimental Research Methods

    Research is used to guide many of the most important decisions that organizations face. Most executives, however, have not been trained to think critically about research. This course serves to begin this training and will provide doctoral students a set of tools and techniques for designing quantitative research projects and collecting, evaluating, and analyzing quantitative data. The course will cover survey design, sampling collection methods, types of data, and appropriate analysis techniques. SPSS will be used to analyze the data, after which students will give meaning to the results. Students will use both univariate (e.g., frequencies) and multivariate analyses (e.g., cross-tabs, T-tests, correlations) in this process.

    Credits: 4
  

  • RMC 705 - Qualitative Research Methods

    This course compares a variety of qualitative techniques, such as case studies, ethnography, grounded theory building and content analysis. Students will review studies that employ qualitative methods in both theoretical and applied contexts, providing examples of how to use each approach in practice. The course introduces several data collection techniques that are widely used in qualitative research, namely interviews, participant observation, fieldwork, and the use of documents. Students are introduced to grounded theory coding, memo writing, and the use of qualitative data analysis software. Research design issues associated with qualitative or small sample studies are discussed, while issues of reliability and validity are explored. The course also weighs the advantages and disadvantages of different approaches to qualitative research, including positivist, interpretivist, and critical methods.

    Credits: 2
  

  • RMC 706 - Structural Equation Modeling

    This course introduces contemporary methods to data analysis and will place emphasis on statistical practices such as Structural equation models. The students will then translate the statistical outputs to actionable insights applicable for business. It will focus on modern multivariate tools by using data sets and survey data. Students will learn how to analyze multivariate data with modern approaches and how to write methods for a strong quantitative paper.

    Credits: 2
  

  • RMC 711 - Quantitative Analysis

    This course is designed to introduce students to statistical methods commonly used in the social sciences. Specifically, students will learn how to make decisions about the appropriate analysis techniques to use given their hypotheses and research design.

    Credits: 4
  

  • RMC 712 - Integrative Experience

    This course serves as a capstone classroom experience for doctoral students. The general aims of the course are to provide an integration of learning from the content courses and research methods courses and facilitate initial success the dissertation phase of the EDBA program. The learning will be a combination of traditional seminar, sharing of progress on present doctoral tasks by students, and tutorials that are specific to the needs of each individual student based on their own dissertation and other doctoral activities.

    Credits: 3
  

  • RMC 713 - Meta-Analysis

    Description

    This seminar presents the core tenets of correlation based meta-analysis.  The main objective is helping participants acquire the basic skills for preparing a meta-analysis for a dissertation or publication in a recognized journal.  All participants should acquire sufficient skills for publishing a meta-analysis ‘on-their-own.’

    The seminar will cover both the why and how aspects of meta-analysis.  For illustrative purposes, the instructor will use meta-analysis to investigate relationships involving ‘ethical climate’ and organizational outcomes.  The seminar will walk you through the publication process from idea generation to publication of a meta-analysis manuscript. 

    Credits: 2
  

  • RMC 714 - Literature Review

    This course serves as an introduction to and overview of the purpose, process and structure of literature reviews associated with empirical research investigations in general and with dissertations in particular.  The general aim of the course is to provide an understanding of the nature and logic of literature reviews generally created as a chapter two  of dissertations. Learning will result from a combination of traditional seminar presentations, student sharing of thoughts and ideas on how to provide appropriate substiantiation for their research purpose, and individual tutorials specific to the research focus of each student.

    Credits: 3

Accounting
  

  • ACCT 503 - Accounting for Business Leaders

    In a world where business activities have become more complex and global, understanding and interpreting financial information has become more challenging. As business leaders, students must be able to understand, interpret, and utilize financial information to make decisions that affect their organizations. Accounting for Business Leaders covers two major areas: financial accounting and managerial accounting. Financial accounting is focused on understanding the choices business leaders make regarding financial transactions and the impact those decisions have on information communicated in internal and external financial reports. Managerial accounting has an internal emphasis and is concerned with the use of internal and external financial information to make decisions that affect the future of their organizations. Learning is based on classroom discussions, analysis of problems, and analysis of real-world decisions utilizing cases.

    Credits: 3
  

  • ACCT 551 - Accounting for Business Leaders

    Today’s executives face an array of mission-critical accounting challenges, including evolving reporting standards, globalization, and fraud control. This course examines corporate financial reporting and management accounting systems, balancing an understanding of responsible accounting practices and information with the preparation of the financial statements. In addition to the discussion of external reporting, the course provides an overview of internal reporting by examining the use of accounting concepts and procedures in cost calculation, decision making, and planning and control. Learning is based on analysis of problems and cases, and model building with electronic worksheets.

    Credits: 3

Capstone
  

  • CAP 601 - Essentials of Project Execution

    This course prepares students for practical, hands-on experiences during the next two Integrated Capstone Experience modules (CAP 602 - Immersion 1, and CAP 602 - Immersion 2). The primary objective of CAP 601 is to equip students with the necessary skills and practical tools to plan, scope and manage projects. Students will learn how to deploy their existing knowledge and skillsets to build teams, consult for organizations, develop new business ventures, and successfully execute multidisciplinary projects.

    Credits: 1.5
  

  • CAP 602 - Immersion I

    CAP 602 (EAMBA) - 12-week Immersion term separated by track

    Consulting Track: Student teams engage directly with vetted external client organizations to deploy the Crummer Consulting Methodology from formalization of project scope through delivery of final reports and presentations, focusing on an identified challenge faced by the client. Each project is facilitated by a faculty member who guides the team through the process of connecting recommendations to organizational impacts.

    NASA Track: Student teams activate the entrepreneurial process of starting and scaling an enterprise from NASA intellectual property. Through the process, participants recognize and seize opportunities to grow new entrepreneurial ventures. The track is facilitated by a faculty member who advises the teams on selecting and commercializing the NASA technology.

     

     

    Prerequisites & Notes
    CAP 601

    Note: CAP602 is 12 weeks (3 credits) and CAP603 is a continuation of CAP602 and meets for 6 weeks (1.5 credits)

    Credits: 3
  

  • CAP 603 - Immersion II

    6-week continuation immersion term separated by track

    Consulting Track: Student teams engage directly with vetted external client organizations to deploy the Crummer Consulting Methodology from formalization of project scope through delivery of final reports and presentations, focusing on an identified challenge faced by the client. Each project is facilitated by a faculty member who guides the team through the process of connecting recommendations to organizational impacts.

    NASA Track: Student teams activate the entrepreneurial process of starting and scaling an enterprise from NASA intellectual property. Through the process, participants recognize and seize opportunities to grow new entrepreneurial ventures. The track is facilitated by a faculty member who advises the teams on selecting and commercializing the NASA technology.

    Prerequisites & Notes
    CAP 601 & CAP 602

    Credits: 1.5
  

  • CAP 604 - Advanced Strategy Applications (all tracks)

    This course culminates the Integrated Capstone Experience (ICE) course series for the EAMBA students. It is designed to serve three broad purposes: (1) provide an opportunity for demonstration and expansion of student learning drawing on their specific Immersion projects; (2) offer a forum for broader, integrative end-of-program application of capabilities gleaned across their Crummer experiences; and (3) focus students on the criticality of strategy execution as a sine qua non of business success.

    Prerequisites & Notes
    CAP 603

    Credits: 1.5
  

  • CAP 613 - Integrative Capstone Experience

    This Integrative Capstone Experience examines the processes of working with and scaling an organization through the analysis and improved implementation of its business model. Such processes cover a wide variety of activities, philosophies, skills, and tools all centered on recognizing and seizing opportunities to create potential expansion for the organization. This course recognizes the importance of “real world” business development, consulting, and entrepreneurship, and as such, involves work with local business leaders, consultants, and entrepreneurs who serve as both mentors and clients.

    Credits: 3

Entrepreneurship
  

  • ENT 607 - Social Entrepreneurship

    This course is a survey of critical, contemporary, innovative management models and methodologies encapsulated under the umbrella of social entrepreneurship. Social entrepreneurship is a rapidly developing and changing field in which business and nonprofit managers design, grow, and lead mission-driven enterprises with measurable social impact. As the conventional lines between nonprofit enterprises, government, and business blur, it is essential to understand the opportunities and challenges in this new landscape.

    Concentrations - SESE / Entrepreneurship

    Credits: 3
  

  • ENT 608 - New Venture Creation

    This course examines the entrepreneurial process of starting and scaling an enterprise from an idea and business model into a company. Such a process covers a wide variety of activities, philosophies, and skills, all centered on recognizing and seizing opportunities and creating and growing new ventures. The course is directed toward turning an idea and business model into a high-growth company.

    Concentrations - Entrepreneurship

    Credits: 3
  

  • ENT 609 - Family Business in the 21st Century

    Family-owned businesses are ubiquitous and growing in the US and around the world. They comprise 80-90% of all businesses and cover the spectrum of small mom and pops to multi-billion dollar, complex, global enterprises. Families control 35% of Fortune 500 companies. Regardless of the size, family businesses have long been and continue to be an economic engine. The origins of these family enterprises are often entrepreneurial and, as a result, these families can expand their holdings from the original operating business to other entities, including trusts, investment funds, holding companies, family offices, and charitable foundations. Given the dominant presence of family enterprises in the business world, students of business are likely to encounter, work for, work with, or be a member of a business family. While family enterprises can have much in common with non-family, private, or publicly held companies, there are characteristics that are unique only to family businesses. This course is an introduction to the basic concepts specific to family enterprises such as governance, ownership structures, values-based decision making, succession planning, intra-family conflict management, and inter-generational dynamics, and will give students an understanding of the challenges and opportunities of family enterprises in order to be informed employees, owners and/or shareholders.

    Concentrations - Entrepreneurship

    Credits: 1.5
  

  • ENT 613 - Raising Capital for Entrepreneurs

    This course starts with forming a company and deciding how to allocate the initial equity among the founders, then funding the early stage of the startup by the founders, friends, and family investors. Each class session covers a different phase of capital raising including placing a valuation on the company for each phase and the terms that are typically found in deals with angel investors, venture capital investors, strategic partners, and others. Teams negotiate the terms for each type of financing with the instructor playing the role of the investor. Other sources of capital are discussed including grants from governmental agencies, loans from small business investment companies, and, at a later stage, loans from commercial banks. We then take the company through an initial public offering.

    Concentrations - Entrepreneurship / Finance

    Credits: 3
  

  • ENT 614 - Commercializing Technology and Science

    This course provides the student with an understanding of challenges in using entrepreneurial ventures to commercialize products or services derived from governmental, non-profit, or large for-profit organizations who engage in developing new technologies or scientific breakthroughs.

    Concentrations - Operations and Technology Management / Entrepreneurship

    Credits: 3
  

  • ENT 615 - The Entrepreneurial Venture

    This introductory course serves as an overview of the entrepreneurial venture with a focus on the many ways entrepreneurial ventures compare to traditional companies. Several important topics are covered including the life cycle of a business, strategy development, managing growth, and exit strategies. The course also covers cash flow, bootstrapping, and early-stage financing for entrepreneurial ventures. These topics and others will be engaged in more deeply by students through guest lecturers and immersion trips to analyze entrepreneurial, early-stage companies.
    Concentrations - Entrepreneurship
     

    Concentrations - Entrepreneurship

    Credits: 3
  

  • ENT 616 - Social Entrepreneurship Ecosystem Development

    This course combines seminar-style classroom activities to augment the end-of-term international travel, which, when combined, gives students experiential learning on organizing and managing a grant-based initiative to develop an ecosystem that supports social and commercial entrepreneurship. The class cross-lists for credit toward the Social Entrepreneurship and Sustainable Enterprise (SESE) or International Business (IB) concentrations.

    Concentrations - International Business / SESE / Entrepreneurship

    Credits: 1.5

Economics
  

  • ECO 503 - Economic Environment of Business

    This course explores the economic environment in which firms operate. The first part of the course focuses on analyzing the macroeconomic environment - in particular, economic growth, inflation, and the job market. Next, the course examines the behavior of interest rates and exchange rates as well as the workings of the global economy. Once the overall economic framework is established, the class will explore the impact of both fiscal and monetary policy on the economy. The approach taken involves analyzing economic behavior in the real world with particular attention paid to understanding the status of the global economy.

    Credits: 3
  

  • ECO 551 - Macroeconomics and the Global Economy

    Technology and globalization are reshaping the world economy. This course examines national and global economic activity. Key topics include economic growth, inflation, interest rates, exchange rates, and economic policy. Students will develop the ability to analyze national and international economic data and to understand discussions of macroeconomic issues.

    Credits: 3
  

  • ECO 601 - Country Risk Analysis

    Investments in emerging economies may provide significant returns but may also entail substantial risks. How does one analyze the non-financial risks of investing in foreign countries? How does one assess the credit and political risks associated with debt and/or equity investments in say Brazil or India, Saudi Arabia or Bahrain, China or Indonesia? Is sovereign, sub-sovereign, and state-owned enterprise (SOE) risks one of the same? How does one differentiate between them? What if the country I am analyzing as a potential investment isn’t rated by international credit agencies? Does the sector matter? This course provides students with the conceptual underpinnings of analyzing country risks. It uses macroeconomics and microeconomics to examine four major areas of importance, namely the real economy, fiscal, monetary and external accounts. It focuses on real case examples and exposes students to data sources and the modus-operandi of country risk rating committees that are often the backbone process of country credit risk analysis. Students will develop an initial ability to analyze country risk and its use for investment decisions.

    Concentrations - Finance / International Business

Finance
  

  • ACCT 614 - Forensic Accounting

    This course provides students with both practice and theory-based knowledge in fraud detection and fraud investigation techniques, valuation of closely - held businesses, and various types of litigation support services. Students will discover how and why fraud occurs in organizations, develop skills to detect fraud and be able to identify and classify the various types of fraud. Fundamental legal concepts governing expert witness testimony are also examined. The course relies less on lectures and focuses more on active learning through case analysis, discussion, problem-solving, and an understanding of ethical dilemmas and professional responsibility.

    Concentrations - Finance

    Credits: 3
  

  • FIN 501 - Financial Decision Making

    Financial decision-making requires a thorough understanding of how financial management supports corporate strategy. This course emphasizes key concepts such as financial statement analysis and time value of money as they are essential applied tools in this domain. Furthermore, the course provides a rigorous and practice-oriented foundation for topics such as risk and return, bond and stock valuation, cost of capital, budgeting for capital expenditures, cash flow and risk analysis, and managing the working capital.

    Credits: 3
  

  • FIN 502 - Topics in Corporate Finance

    Corporate finance is the discipline concerned with how firms make investment, financing, and payout decisions with the objective of maximizing shareholder value. In this course, we build on concepts introduced in FIN 501 and gain deeper insights into topics such as dividend policy, capital structure policy, multinational financial management, and enterprise risk management using options and futures.

    Prerequisites & Notes
    FIN 501

    Credits: 1.5
  

  • FIN 551 - Financial Management for Executives

    Factors such as evolving investment trends, increasing focus on corporate social responsibility, and globalization are affecting how organizations are investing their capital. With these variables in mind, this course emphasizes the two major financial decisions faced by firms -what kinds of investment the firm should make and how it should finance them. The course specifically provides a rigorous understanding of risk and return and optimal portfolio selection, bond and stock valuation, cost of capital analysis, corporate capital budgeting and cash flow estimation, risk analysis, socially responsible finance practices, and capital structure.

    Credits: 3
  

  • FIN 601 - Applied Financial Management

    This course has three primary components. One component involves student participation in a comprehensive multi-period case that attempts to simulate real-world business situations. Each group begins the simulation with an identical company as described by a set of financial statements and forecasts of key economic variables such as interest rates and product demand. Based on company strategy and the expected economic environment, each group makes a variety of financial (and other) decisions about the firm including the level of production, dividend distributions, investment in capital budgeting projects, sources of external financing, and so forth. Important feedback comes to participants in the form of financial statements that reflect the impact of the economic environment and the group’s decisions. Success is measured in terms of shareholder wealth enhancement. Students who devote sufficient time and effort into understanding how their simulated firms function are likely to enjoy the class and learn much about corporate finance. The second course component involves topics covered in FIN 501 such as capital budgeting, capital structure, and financial analysis. These topics will be covered in more depth and discussed in the context of the simulation. The third course component involves corporate finance topics beyond those discussed in Financial Decision Making, such as hybrid securities and derivatives.

    Concentrations - Finance

    Credits: 3
  

  • FIN 603 - Security Analysis and Portfolio Management

    This course is designed to help students understand how security analysts use investment information to value global companies. Students learn the fundamental theories and practical applications of financial analysis for both equity and debt, using case assignments, class discussions, and projects. Students learn the principles of portfolio management for different individuals, institutions and countries and explore contemporary issues facing the investment profession. The class familiarizes students with commercial databases and professional software as they observe and evaluate portfolio management practice.

    Concentrations - Finance

    Credits: 3
  

  • FIN 605 - Derivatives and Risk Management

    This course introduces students to a wide range of derivative securities in global financial markets. More specifically, forward contracts, futures, options, and swaps are examined, with an emphasis on the pricing of these instruments. In this respect, a solid coverage of arbitrage-free valuation is provided as well as the cost-of-carry model, the binomial option-pricing model, and the Black-Scholes formula. The course also provides the students with a general framework for measuring and managing financial risks and focuses on how derivative securities are used against common risk factors such as interest rates, exchange rates and credit risk. In addition to hedging strategies created with derivative securities, various other trading strategies involving options (spreads and combinations) are presented. Simulations are used extensively to introduce delta hedging and portfolio insurance.

    Concentrations - Finance

    Credits: 3
  

  • FIN 607 - Mergers and Acquisitions

    This course explores mergers, acquisitions, and other corporate control transactions using limited background lectures, readings, case study analysis, and project work. This course will enhance your knowledge and maturity of judgment with respect to Mergers & Acquisitions decisions. The focus is on the mechanics of the transactions themselves, the valuation of the firms involved, the role of the various parties involved, and the causes and consequences of these activities. Because mergers and acquisitions represent significant changes that involve the entire enterprise the course pulls together material covered in previous finance courses and links financial decisions with the overall strategy of the firm.

    Concentrations - Finance / Entrepreneurship

    Credits: 3
  

  • FIN 609 - Managing Global Portfolios

    This course is designed to give students advanced knowledge of modern techniques and practices of portfolio management. The course builds on the student’s earlier courses in security analysis and portfolio management with an opportunity to apply the techniques learned in these earlier courses. In coordination with the instructor, industry practitioners play an important instructional role in detailing and discussing current investment practices. A major focus of the course is the students’ decision-making process in directing the real-world investment decisions of the Crummer/SunTrust (Truist) Portfolio. Prerequisite: FIN 603.

    Concentrations - Finance

    Prerequisites & Notes
    FIN 603

    Credits: 3
  

  • FIN 611 - Financial Modeling

    Financial modeling is the quantitative representation of the relationships among the variables of financial problems. A well-designed financial model captures the interdependencies among the variables at hand and makes it easy to answer “what-if” questions. Developing good financial models requires combining knowledge of finance and modeling skills. Because the financial principles supporting the models we build are covered in other finance courses, we will only spend a little time on the financial theory behind each model. Financial and statistical functions as well as more complex Excel and VBA (Visual Basic for Applications) operations, such as using data tables, working with matrices, loops and arrays, and generating random numbers, will be introduced as necessary. No prior VBA knowledge is expected. The corporate finance and investment models we will focus on include: cost of capital, financial statement modeling, capital budgeting, portfolio construction methods including mean-variance portfolio optimization, value at risk, equity options valuation, and bond portfolio management. The overriding goal of this course is to get the students to the skill level where they can model and solve most finance problems they will face in the business world.

    Concentrations - Finance

International Business
  

  • INTL 501 - Global Business Experience

    This comprehensive course incorporates 12 weeks of in-class work with a one-week international immersion experience and concludes with executive-level presentations blending the learning with the in-country research. Throughout the course, students draw from core business disciplines, as well as insights from anthropology, economics, history, law, political science, and sociology to examine, then experience, how these areas influence international business. Students research differing political, economic, sociocultural, legal, and technological environments to develop recommendations for how firms may expand and adapt their operations to capitalize on overseas opportunities. At the conclusion of the in-class sessions, students travel overseas as a group, accompanied by the instructor, to gain practical experience in conducting business abroad. The international destination provides students with a complete week of immersive experiences in business and cultural environments through a series of presentations, interactive visits to companies and other organizations, as well as cultural events.

    Credits: 4.5
  

  • INTL 551 - Global Business

    From global supply chains across east Asia to the provision of skilled labor in Silicon Valley, no business today is untouched by globalization. This course develops students’ understanding of the dynamics of the global economy and its impact on their organizations and industries. Participants focus on assessing foreign market attractiveness through the strategic analysis of differing political, economic, sociocultural, and legal systems and shifting foreign exchange rates, as well as developing strategies for forming and sustaining alliances, fostering socially responsible business strategies, and managing a multicultural workforce.

    Credits: 3
  

  • INTL 552 - Global Immersion 1

    The EMBA class will participate in the annual International Week at IPADE Business School, Mexico City, where they will join an elite group of executives and business leaders from executive MBA programs across the world to share experiences and knowledge, enrich management practices, and discover new business models. Activities in this 4.5-days residency include team-based live cases, guest speakers, visits to leading companies in Mexico, cultural activities, and networking with executive MBA students and faculty.

    Credits: 3
  

  • INTL 553 - Global Immersion 2

    This is an intensive 4.5 days residential program that provides hands-on learning experiences in a location outside the USA. The residency experience consists of site visits, high-level briefings and presentations, and meetings with local businesses, governmental and cultural leaders to discover the practicalities of doing business in a foreign market. The location of the residency will vary.

    Prerequisites & Notes
    INTL 551

    Credits: 3
  

  • INTL 601 - Cross Cultural Management

    This course examines the opportunities and problems that face managers who are working in a global environment, the types of decisions that managers at every level have to make every day, and the issues that arise from the implementation of their decisions. These include, but are not limited to: developing cross-cultural sensitivity, assessing foreign projects, choice of foreign growth strategies, creating/implementing global strategies, managing one’s own and others’ careers, and corporate ethics in a global economy.

    Concentrations - International Business

    Credits: 3
  

  • INTL 602 - International Marketing

    Together we examine different stages of international expansion efforts from market selection to global marketing management. Building on core courses in marketing and international business, this course examines the types of decisions that marketing managers make with a focus on four stages: 1. Analyzing business environments with an eye toward market selection, 2. Engaging in market research to detect opportunities and avoid pitfalls in international expansion, 3. Balancing the need to adapt and standardize marketing initiatives across markets, 4. Managing global marketing efforts to plan, organize, and control operations to achieve success. Special emphasis is placed on the impact of cultural values and political systems on how marketing is conducted how business transactions occur. The course is taught in a seminar-style with emphasis on application and case methods. The class lecture sections are intended to explain and discuss major issues related to specified topics rather than examine specific content of readings. Students are expected to engage in class and case discussions with an active partition in problem-solving exercises.

    Concentrations - International Business / Marketing

    Credits: 3
  

  • INTL 603 - Global Financial Decision Making

    The primary objective of the course is to introduce you to concepts of international finance with a special emphasis on corporate finance and risk management. The following concepts will be addressed in this course: Essential institutional aspects of the international financial markets; foreign exchange markets, exchange rate determination, and international parities; measure and management of multinational firm’s exposure to economic and financial risks by applying risk management tools (i.e. Financial Futures, Forwards, Options and Swaps); financing and foreign investment decisions by management including raising capital and investing (i.e. M&As) internationally.

    Concentrations - Finance / International Business

    Credits: 3
  

  • INTL 604 - Global Consulting Project

    These projects give students hands-on experience dealing with a real business issue in a company or not-for-profit organization. Student teams are assigned to a specific management project with a domestic or foreign corporation under the supervision of a member of the faculty. Student teams define the issues, identify the salient facts, and analyze the situation. In a series of classroom meetings, students present an overview of the country in which the project is located, including a cultural profile of that country. Student teams then travel overseas during the school’s project weeks in Fall and Spring terms, gathering information through on-site visits and data-based research, after which student teams prepare and present their final report to the company.

    Concentrations - International Business

    Credits: 3
  

  • INTL 609 - Global Supply Chain Management

    This course will help students understand the linkage between a firm´s supply chain strategy and business strategy, utilize firm resources more effectively, and coordinate the movement of goods and services through different echelons of supply chains in order to create a competitive advantage in the global marketplace. Theoretical frameworks, practical examples from firms in different industrial sectors, and an illustration through a hands-on experiential simulation exercise will provide key insights to students on how to lower costs, increase flexibility, enhance customer satisfaction, and simultaneously drive up firm profitability.

    Concentrations - Operations and Technology Management / International Business

    Credits: 3
  

  • INTL 610 - Doing Business in Europe/Asia/Latin America

    This is a 3-credit elective course that is offered with our partner schools each year for EAMBA and PMBA students eligible for elective courses.  This intensive in-country course explores the unique business environment of the destination country/countries (e.g., France/China/Mexico).  Students earn either Crummer credits or transfer credits, depending on the location.  Students are responsible for the additional travel and accommodation costs; accommodations or assistance with accommodation are provided by the partner schools. 

    Concentrations - International Business

    Credits: 3
  

  • INTL 612 - Global Sustainability for the Americas

    This course presents students with a unique immersion opportunity to learn the fundamental principles and practices of Sustainability and Corporate Social Responsibility in the context of Latin America. This week-long, intensive experience in Costa Rica is offered in collaboration with INCAE (www.incae.edu), consistently rated among the very top MBA programs in Latin America. The class will explore topics including global sustainable development, global corporate sustainability strategy in agriculture, tourism, and other sectors. This rigorous course is case-based and includes lecture/discussion sessions, and will include a 4-day immersion set in a rural mountain community, renowned for its ecological conservation and eco-tourism. Students will engage in a project designed to add value to this community.

    Concentrations - International Business / SESE

    Credits: 1.5
  

  • INTL 617 - International Entrepreneurship

    This course provides students with a practical, hands-on approach to launching a venture internationally. Students will study the processes of launching an entrepreneurial venture in one or more international markets. As part of the course, students will be able to:
    • analyze the processes of international entrepreneurship from both theoretical and practical perspectives
    • identify the main characteristics of successful international entrepreneurs
    • understand the advantages and disadvantages of international expansion
    • distinguish between traditional and new forms of international entrepreneurship
    • identify and evaluate suitable sources of funds for international expansion
    • create an appropriate international strategy and an expansion plan for an entrepreneurial firm.

    Concentrations - International Business / Entrepreneurship

    Credits: 1.5

Management
  

  • MBA 504 - Career Strategies I

    This course is designed to provide strategies and encourage students as they prepare to conduct their job search. It creates opportunities to achieve a heightened awareness of their values, interests, and skills as they examine various career options. Regardless of students’ prior experience, this course offers insights and expertise for the productive career search. The course includes personal assessment, skill evaluation, and the creation of an action plan. Additionally, resume and cover letter development, networking, interviewing skills, as well as job offers and negotiations are examined.

    Credits: .75
  

  • MBA 506 - Career Strategies II

    This experience provides students with several opportunities, including career exploration and preparation, apply academic learning in a professional environment while gaining relevant experience, evaluate employer as a right-fit and contribute to an organization in a meaningful way. Students will coordinate with the Career Development Center to ensure required hours (240) as well as appropriate paperwork are completed.

    Prerequisites & Notes
    MBA 504

    Credits: .75
  

  • MBA 509 - Crummer Innovative Leader Series

    Students will engage with speakers who will address different facets of business, including leadership, entrepreneurship, corporate social responsibility, and innovation. Interaction with local business leaders will enable students to better understand how the topics discussed inform leadership roles.

    Credits: 1
  

  • MBA 511 - Professional Communication in Business

    This course will reinforce the essential business communication skills necessary for today’s managers. You will learn effective communication principles and strategies through self-assessment, reading, writing, and presentations. As a result, you will create a personal action plan for increasing your strengths in professional communication. In order to create a connection between professional communication practices across the curriculum, specific writing assignments from other courses will be utilized within this course. This type of applied learning will work to increase efficiency and applicability as students will strengthen their professional communication competencies on both current and future assignments within the program.

    Credits: 1.5
  

  • MBA 550 - Onboarding

    This course introduces students to management analysis skills that are essential for success in their graduate course work at the Crummer Graduate School of Business. Using comprehensive case analysis, foundational financial statement analysis, models for assessing strategy, and consideration of operational capabilities necessary to execute strategy, this course provides students with an analytical foundation upon which all other specialty and general management areas will be built. In additional to analytical skills, team building, leadership skills, time management, and presentation proficiency will be developed.

    Credits: 2
  

  • MBA 551 - Domestic Residency

    This is an intensive 5-day residential program that puts business principles and concepts into context through visits to leading companies in the Central Florida region or beyond, seminars led by business leaders, and opportunities to network with current MBA students, alumni, and faculty. The program is centered around themes such as Design Thinking, Entrepreneurship, Project Management, and Negotiation.

    Credits: 3
  

  • MBA 552 - Program Finale

    The final class meetings will conclude the second Global Immersion course. Students will then participate and engage in multiple activities that will assist them in assessing, synthesizing, and evaluating their learning and experience journey. The Program Finale will culminate with a celebration dinner and keynote speaker round-table event to which students may invite a guest.

    Credits: 1
  

  • MBA 614 - Strategic Corporate Social Responsibility

    This course focuses on the role corporations can play in shaping the world of the future. Complementary to their internal operations and sustainability practices, companies interface extensively with the communities around them, the communities that give them their “social license to operate”. The area of Corporate Social Responsibility has evolved, from being a Public Relations overhead exercise to being seen as a major strategic imperative for companies with the foresight to look beyond short time horizons. We explore innovative ways in which business, through collaboration with varied external stakeholders (increasingly including competitors), is seeking to create shared value and to minimize negative externalities in their industries.

    Concentrations - SESE

    Credits: 1.5
  

  • MGT 551 - Creating Effective Organizations

    With technology and innovation altering the workforce in profound ways, business leaders must possess the knowledge and tools necessary to harness the potential of their personnel. This course takes a deep dive into theories of motivation, team dynamics, individual differences (e.g., personality, culture, gender, cognitive ability), and both effective and counter-productive work behavior. An emphasis will be placed on experiential learning and “best practices” that can be immediately applied by top executives to make the most out of their human capital.

    Credits: 3
  

  • MGT 552 - Strategic Leadership: A High-Level View

    Leaders must continually evolve to succeed in today’s rapidly changing business environment. This course introduces strategy and leadership as academic concepts, primary responsibilities of top executives, and drivers of business innovation. Effective strategic leaders engage with followers to develop and execute a clear and responsible purpose and vision of the future, and a coherent set of actions to achieve them that fits with the external environment and the organization’s internal resources and capabilities. This course presents a high-level view of these topics with evidence and examples of effective and innovative approaches to strategic leadership.

    Credits: 1
  

  • MGT 553 - Strategic Leadership: Application and Practice

    Building on concepts learned in the course Strategic Leadership: A High-Level View, this course focuses more deeply on strategy and leadership as academic concepts, primary responsibilities of top executives, and drivers of business innovation. It presents theories and frameworks of how good strategies are effectively developed and executed and incorporates theories of leadership and techniques for increasing personal influence and leader effectiveness in a variety of contexts. This class emphasizes application of these concepts with examples from students’ experiences, guest speaker insights, and visits to prominent organizations in Central Florida.

    Credits: 4
  

  • MGT 611 - Negotiations in Business

    The purpose of this course is to help you develop an analytical understanding of negotiation and the management of differences so you can become more effective problem solvers in the face of conflict. This is a course in critical thinking and decision-making. The need for bargaining and dispute resolution skills arises wherever joint decision-making is necessary. The context may be bi-lateral, or it may involve three or more interested parties, each with veto power over any solution. As in most decision-making, the aim of effective negotiation is not simply to reach an acceptable outcome for all participants but to create optimum value in the deal-making process for all participants. In that light, students with an interest in managing any enterprise, including all areas of business, non-profits, and government, should find the lessons of this course useful. Negotiating skills are as critical as technical skills for effective managers. Moreover, managers are increasingly confronted with conflicting viewpoints offered by subordinates as firms emphasize employee participation in the operation of the enterprise. The effective manager will secure cooperative resolution to such conflict using negotiation skills.

    Concentrations - Entrepreneurship

    Credits: 3
  

  • MGT 629 - Emotional Intelligence

    Emotional Intelligence, or EQ, has been defined as the capacity to be aware of, control, and express one’s emotions, as well as to handle interpersonal relationships empathetically. EQ is considered to be key for effective leadership, teamwork, and psychological wellbeing at work. This course will give students an understanding of research findings regarding EQ and its relationship to work-related outcomes. Students will hone their EQ skills through participation in experiential exercises and guided self-reflection. Finally, concrete strategies for applying EQ in the context of workplace situations will be discussed and practiced.

    Concentrations - None
  

  • QBA 551 - Business Analytics

    The ability to collect and analyze data has transformed the way leaders and their organizations make important business decisions. The new and rapidly advancing field of business analytics involves the exploration, discovery, interpretation, structuring, and communication of data in a way that reveals patterns, relationships, signals, and meaning. The course focuses on the application of descriptive, predictive, and prescriptive analytic methods to discover the relationships and patterns in data that lead to insights that leaders can use to guide informed decisions.

    Credits: 3

Marketing
  

  • MKT 501 - Marketing Management

    Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. Marketing management-leading and managing the facets of marketing to improve individual, unit, and organizational performance-is a core business activity. Through the examination of key marketing plan elements such as segmentation analysis, target marketing, and positioning, as well as the influence of factors such as product design, supply chain variables, and pricing, this course provides the opportunity for students to gain the knowledge and skills necessary to understand the critical role of marketing in successful organizations.

    Credits: 3
  

  • MKT 551 - Value Creation through Effective Marketing

    As customers are increasingly empowered with technology, firms must be able to manage, harness, and leverage emerging marketing innovations to successfully compete in the global marketplace. This course provides a solid foundation for managing key elements of the marketing function including segmentation and targeting, product and brand management, promotional options, pricing, and channel management - all within the context of global consumer, and business-to-business markets.

    Credits: 3
  

  • MKT 601 - Marketing Research

    This course provides students with the understanding and skills of marketing research methods to help make better business decisions. The course helps users of market information determine the scope of the research and covers the various types of research design, techniques of data collection, and data analysis. There is particular emphasis on the interpretation and use of results. In addition, the course explains the differences between systematic information gathering versus the need for primary research to answer a specific research question.

    Concentrations - Marketing

    Credits: 3
  

  • MKT 606 - Strategic Marketing

    Strategic marketing focuses on making decisions about resource investment in products and markets in order to generate firm growth and enhance firm performance. This course provides students with solid experience in creating market-driving strategies for the future success of an enterprise. A focus is on discovering and developing a set of competencies for a firm that, through well-executed strategic differentiation, optimize the prospects for sustainable competitive advantage in the marketplace. Students are provided ample opportunity to develop and practice creative problem-solving, ideation for innovation, and sound decision-making skills to simulate the requirements of today’s complex business environment. Industry analyses will be performed that include but are not limited to the following: internal/external analysis, customer analysis, competitor analysis, market/submarket analysis, and comparative strategy assessment.

    Concentrations - Marketing / Entrepreneurship

    Credits: 3
  

  • MKT 613 - Strategic Sales Leadership

    This course focuses on the core business process of securing, developing, and maintaining long-term relationships with profitable customers in the business-to-business market space. Issues of creating, communicating, and delivering value are central to the course. Managing the customer relationship initiative in the firm, whether driven by one-to-one seller-buyer interactions or technology-driven processes, is a central theme. Innovation and leadership on the customer management side of the enterprise are important overarching topics.

    Concentrations - Marketing / Entrepreneurship

    Credits: 3
  

  • MKT 614 - Marketing Analytics

    This course takes a fully hands-on and experiential approach to expose students to the usage and interpretation of a variety of marketing analytic methods and tools. Emphasis is placed on gaining skills in transforming various types of data into powerful insights capable of driving key marketing and business decisions. It builds on MKT 501 by demonstrating how key marketing activities learned in that course are informed via data-driven approaches. Analytical approaches covered within the course include customer lifetime value analysis, the identification of consumer segments, perceptual mapping for the product positioning, pricing decisions, new product development, sales forecasting, and others that impact important marketing-related decisions. Closely coached by the instructor, students will have the opportunity to use a powerful yet user-friendly Excel-augmenting software program to conduct complex analyses with relative ease. Engaging case exercises and a competitive simulation play a significant role in the course experience, giving students multiple opportunities to apply the concepts and methods learned to different scenarios faced by large and small companies.

    Concentrations - Marketing

    Credits: 3
  

  • MKT 622 - Digital Marketing and Social Media

    Organizations have turned to digital and social media as an effective and efficient way to reach their market. In addition, the majority of consumers use digital, mobile and social media on a daily basis. This course offers a forum for graduate level students to examine the fundamental relationship between an organization and the best way to position themselves to their customer’s using digital and social media marketing channels.

    Digital marketing is where marketing meets the internet, mobile/desktop platforms and social media. Online advertising and participating in social media falls under the umbrella of digital marketing, but it also includes online listening, monitoring and search engine optimization. Through a combination of lectures, case examples and course projects, you will increase your capabilities of developing, implementing and evaluating digital marketing strategies.

    Concentrations - Marketing

    Credits: 3

Operations Managemet
  

  • MBA 500 - Essentials for MBA Success

    This course introduces students to management analysis skills that provide an essential basis for success in your coursework at the Crummer School. These skills are developed through a comprehensive case that emphasizes situational analysis, problem formulation, development of strategic alternatives, and implementation steps. The course also gives you a strong basis in understanding team organization and dynamics, time management, and presentation skills.

    Credits: 1.5
  

  • MBA 508 - Introduction to Design Thinking

    In this immersive course, students will learn and apply design thinking, a methodology for creative problem solving that is useful for leading innovation and creating new human-centered products, services, and experiences. The practice of design thinking results in the development and sharpening of skills and a mindset that combine analytical and creative thinking approaches-utilizing experimentation, prototyping, and fast failure-to deliver innovative solutions. Students will develop each of these skills and mindsets as they work in teams to take on increasingly difficult design challenges.

    Credits: 1.5
  

  • MBA 510 - Critical Thinking in Business

    This course is designed to challenge how you think and how you recognize logical arguments, their underlying assumptions and their limitations. At the end of this course you should have the tools to improve your critical thinking but becoming a better critical thinker is ultimately up to you and requires practice. “Critical thinking is self-directed, self-disciplined, self-monitored, and self-corrective thinking” (Elder and Paul 2006). This course will, to the extent possible, include topics covered in other course being taught concurrently with this one as part of in-class exercises.

    Credits: 1.5
  

  • MGT 501 - Organizational Behavior and Leadership

    This course builds students’ leadership skills by deepening their understanding of and ability to influence human behavior, particularly in business contexts. The course is grounded in theories of individual, group and organizational behavior, with a focus on applying knowledge of topics such as personality, motivation, teamwork, and leadership of self, others, and the organization.

    Credits: 3
  

  • MGT 502 - Fundamentals of Business Strategy

    This course introduces students to the concepts and applications of strategy and explores the relationship of corporate- and business-level strategies to the various functional and process strategies within a firm. The course builds on the case analysis aspects of the orientation program and provides a unifying strategic framework that connects the content covered in courses throughout the remainder of the program. The role of creative decision making and innovation in strategy is examined. This is an experiential course in which students are required to analyze complex situations in contemporary companies and apply concepts learned to develop strategies for the future.

    Credits: 1.5
  

  • OM 501 - Operations Management

    This course offers a broad survey of the central facts, concepts, and techniques of operations, at both the strategic and tactical levels. It covers service and manufacturing industries, domestic and foreign firms. It emphasizes the connections between operations and the other functions of the firm, especially marketing and finance. Operations Management is the platform for launching and maintaining the systems perspective that is essential for competitive advantage in the global arena.

    Credits: 3
  

  • OM 503 - Operations Management

    This course offers a broad survey of the central facts, concepts, and techniques of operations, at both the strategic and tactical levels. It covers service and manufacturing industries, domestic and foreign firms. It emphasizes the connections between operations and the other functions of the firm, especially marketing and finance. Operations Management is the platform for launching and maintaining the systems perspective that is essential for competitive advantage in the global arena.

    Credits: 3
  

  • OM 551 - Operations and Supply Chain Management

    Innovation and globalization are increasing the importance of an effective operations strategy, enabling businesses to drive profitability by using the organization’s operations and supply chain as competitive weapons. In this course, students will develop an understanding of the strategic, tactical, and operational linkages and trade-offs in a firm’s operations and across its supply chain. The relationship between the firm’s operations and overall business strategy will be analyzed and explored for the purpose of developing solutions that utilize people, technology, and processes more efficiently and effectively. Students will gain insights through immediately applicable frameworks, practical examples from firms in different industrial sectors, and illustrations through cases, hands-on experiential simulation exercises, and computer-based business games.

    Credits: 3
  

  • OM 606 - Creating Sustainable Business Practices

    This course focuses on the principles and practices of corporate sustainability. The objective is to develop students’ understanding of how business leaders can make their organizations stronger, sharper, and more secure in the future through innovative management of their impact on the environment in which they operate. This environment includes both the physical and ecological environment as well as the human and social environment. Using examples from a variety of industries, this course will delve into the “Why?”, the “What?” and the “How?” of embedding sustainability into business practices and making them PAY OFF. Topics covered will include: the business imperative for sustainability, critical sustainability frameworks, and tools, product life-cycle considerations, strategy implications for design, operations and sourcing, and corporate sustainability reporting. Additionally, we will see sustainability in action through a company visit and guest speakers.

    Concentrations - Operations and Technology Management / SESE

    Credits: 3
  

  • OM 607 - Essentials of Business Intelligence and Analytics

    This course presents an overview of business intelligence and analytics concepts, technology, and processes. The course provides “hands-on” experience with a leading data analytics tool (Tableau) through weekly exercises and a team case project. We will also critically examine ethical issues, social impacts, and future trends of advanced information systems and analytics technologies. Lectures, cases, guest speakers, and related articles from business management journals are all used to facilitate learning.

    Concentrations - Operations and Technology Management

    Credits: 1.5
  

  • OM 608 - Business Transformation through Operations

    This course is intended for students with an interest in the transformation of organizations that have a focus on manufacturing, distribution, and sourcing operations; however, the principles and methods used in this course are applicable to a wide range of industries and organizational settings also include service organizations. In this course, we will focus on strategic, tactical, and operational decision-making and how these decisions interact with different functional areas of the firm to include manufacturing, sales, distribution, procurement, marketing, finance, information systems, and human resource management. We will develop a general and robust approach to evaluating a firm’s operations, organization, and business processes as a system, and we will consider organizational design, information system design, and financial considerations and decisions in detail. The teaching approach in this course is highly experiential in nature - being driven with computer games and simulations - in order to increase our understanding of how financial indicators, operational metrics, and other executive-driven measures all interact and affect overall organizational performance.

    Concentrations - Operations and Technology Management

    Credits: 3
  

  • OM 609 - Making Supply Equal Demand

    This course will prepare future professionals to take part in one of the most important functions in operations management: operations and supply chain planning and control. The course covers the most current issues, concepts, and techniques related to quantitative and qualitative demand forecasting & management as well as those related to supply planning and control. Topics will include advanced inventory management, hierarchical planning, and control systems including all hierarchical levels: Sales & operations planning (S&OP), master planning of resources (MPS/RCCP), Detailed scheduling, and planning of resources (MRP/ CRP), and Execution and control of operations. The course will cover a substantial part of the content of the “Basics of SCM” certification, part of the prestigious CPIM (Certified in Production and Inventory Management) of APICS.

    Concentrations - Operations and Technology Management

    Credits: 3

Quantitative Business Analysis
  

  • QBA 501 - Data Analysis for Business Decision Making

    In today’s technology driven society, there is access to unprecedented amounts of information. The significantly enhanced ability to acquire and manipulate quantitative data places new demands on a manager’s decision-making toolbox. It is essential to understand just how to look at this data in ways that allow decision makers to make sense out of it all.
    This course utilizes a variety of techniques, including descriptive statistics, probability and probability distributions, sampling and sampling distributions, confidence interval estimation, hypothesis testing, and regression analysis and forecasting. Additionally, it explores basic elements of data visualization through a variety of business discipline perspective; e.g., marketing, economics, production and operations management, human resources, etc.

    Credits: 3