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GBUS 7257 - Financial Management & Policies (Part III)
This corporate-finance course focuses on corporate policy and the tactics that increase the value of the corporation. The course starts by stressing how managers interface with the capital markets to learn the return required by the firm’s different investors. This required return, or cost of capital, is used later as the key variable to assess whether capital-investment proposals can create value for stakeholders.
Credits: 1.5
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GBUS 7258 - Financial Management & Policies (Part II)
This corporate-finance course focuses on corporate policy and the tactics that increase the value of the corporation. The course starts by stressing how managers interface with the capital markets to learn the return required by the firm’s different investors. This required return, or cost of capital, is used later as the key variable to assess whether capital-investment proposals can create value for stakeholders.
Credits: 1.5
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GBUS 7259 - Financial Management & Policies (Part III)
This corporate-finance course focuses on corporate policy and the tactics that increase the value of the corporation. The course starts by stressing how managers interface with the capital markets to learn the return required by the firm’s different investors. This required return, or cost of capital, is used later as the key variable to assess whether capital-investment proposals can create value for stakeholders.
Credits: 1.5
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GBUS 7260 - Financial Management and Policies - Part IV
This corporate-finance course focuses on corporate policy and the tactics that increase the value of the corporation. The course starts by stressing how managers interface with the capital markets to learn the return required by the firms different investors. This required return, or cost of capital, is used later as the key variable to assess whether capital-investment proposals can create value for stakeholders.
Credits: 1.5
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GBUS 7272 - Accounting for Managers
As the language of business and the cornerstone of the financial capital markets, accounting provides terminology, frameworks, and concepts with which to understand and analyze the financial consequences of business activities. As these activities have become increasingly complex and global, the task of presenting timely, relevant, and reliable financial information to interested internal and external users has become more challenging. Prerequisites: Restricted to Darden students.
Credits: 3
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GBUS 7275 - Accounting for Managers - Part I
As the language of business and the cornerstone of the financial capital markets, accounting provides terminology, frameworks, and concepts with which to understand and analyze the financial consequences of business activities. As these activities have become increasingly complex and global, the task of presenting timely, relevant, and reliable financial information to interested internal and external users has become more challenging.
Credits: 1.5
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GBUS 7276 - Accounting for Managers - Part II
As the language of business and the cornerstone of the financial capital markets, accounting provides terminology, frameworks, and concepts with which to understand and analyze the financial consequences of business activities. As these activities have become increasingly complex and global, the task of presenting timely, relevant, and reliable financial information to interested internal and external users has become more challenging.
Credits: 1.5
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GBUS 7277 - Accounting for Managers (Part I)
This course consists of two complementary components: managerial accounting and financial accounting. Managerial accounting has an internal focus and pertains to the collection and analysis of financial information relevant to business operations, including costs analysis, product and service costing, planning, budgeting, and performance evaluation.
Credits: 1.5
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GBUS 7278 - Accounting for Managers (Part II)
This course consists of two complementary components: managerial accounting and financial accounting. Managerial accounting has an internal focus and pertains to the collection and analysis of financial information relevant to business operations, including costs analysis, product and service costing, planning, budgeting, and performance evaluation.
Credits: 1.5
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GBUS 7279 - Accounting for Managers - Part III
The primary purpose of the first-year program ACC core course is to provide students with considerable financial-statement, financial-analysis, and financial-management expertise in order to enhance their decision-making capabilities. This course consists of two complementary components: managerial accounting and financial accounting.
Credits: 1.5
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GBUS 7280 - Accounting for Managers (Part III)
Accounting for Managers (Part III)
Credits: 1.5
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GBUS 7281 - Accounting for Managers - Part IV
The primary purpose of the first-year program ACC core course is to provide students with considerable financial-statement, financial-analysis, and financial-management expertise in order to enhance their decision-making capabilities. This course consists of two complementary components: managerial accounting and financial accounting.
Credits: 0
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GBUS 7282 - Accounting for Managers - Part V
The primary purpose of the first-year program ACC core course is to provide students with considerable financial-statement, financial-analysis, and financial-management expertise in order to enhance their decision-making capabilities. This course consists of two complementary components: managerial accounting and financial accounting.
Credits: 1.5
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GBUS 7291 - Marketing
This course provides students with an introduction to consumer behavior and marketing analytics. Its goal is to expose students to difficult marketing issues that both U.S. and foreign companies face.
Credits: 2
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GBUS 7292 - Marketing - Part II
This course provides students with an introduction to consumer behavior and marketing analytics. Its goal is to expose students to difficult marketing issues that both U.S. and foreign companies face.
Prerequisite: GBUS 7291
Credits: 1
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GBUS 7295 - Marketing Part I
This course provides students with an introduction to consumer behavior and marketing analytics. Its goal is to expose students to difficult marketing issues that both U.S. and foreign companies face.
Credits: 1.5
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GBUS 7296 - Marketing - Part II
This course provides students with an introduction to consumer behavior and marketing analytics. Its goal is to expose students to difficult marketing issues that both U.S. and foreign companies face.
Credits: 1.5
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GBUS 7297 - Marketing - Part III
This course provides students with an introduction to consumer behavior and marketing analytics. Its goal is to expose students to difficult marketing issues that both U.S. and foreign companies face.
Credits: 0.8
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GBUS 7298 - Marketing - Part IV
This course provides students with an introduction to consumer behavior and marketing analytics. Its goal is to expose students to difficult marketing issues that both U.S. and foreign companies face.
Credits: 0.8
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GBUS 7311 - Operations Management
This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well. Prerequisite: Restricted to Darden students.
Credits: 1.5
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GBUS 7312 - Operations Management - Part II
This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well. Prerequisite: Restricted to Darden students.
Credits: 1.5
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GBUS 7315 - Operations Management Part I
This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well.
Credits: 1.5
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GBUS 7316 - Operations Management - Part II
This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well.
Credits: 1.5
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GBUS 7317 - Operations Management - Part III
This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well.
Credits: 1.5
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GBUS 7318 - Operations Management - Part I
This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well.
Credits: 1.5
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GBUS 7319 - Operations Management - Pt II
This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well.
Credits: 1.5
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GBUS 7320 - Operations Management - Pt III
This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well.
Credits: 0
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GBUS 7321 - Operations Management - Part IV
This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well.
Credits: 0
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GBUS 7322 - Operations Management - Part V
This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well.
Credits: 1.5
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GBUS 7341 - Leading Organizations
High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 7342 - Leading Organizations
High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations. Prerequisites: Restricted to Darden students.
Credits: 3
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GBUS 7343 - Leading Organizations
High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 7344 - Leading Organizations
High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations. In the first part of the course, students will master several foundational skills, including how to take a global-leadership point of view, identify critical business challenges, understand the drivers of those challenges.
Credits: 1.5
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GBUS 7345 - Leading Organizations - Part I
High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations.
Credits: 1.5
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GBUS 7346 - Leading Organizations Part II
High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations.
Credits: 1.5
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GBUS 7347 - Leading Organizations - Part III
High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations.
Credits: 0.8
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GBUS 7348 - Leading Organizations (Part I)
High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations.
Credits: 1.5
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GBUS 7349 - Leading Organizations (Part II)
High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations.
Credits: 1.5
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GBUS 7350 - Leading Organizations (Part III)
High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations.
Credits: 1.5
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GBUS 7351 - Decision Analysis
Business decisions, both tactical and strategic, are frequently made difficult by the presence of uncertainty in the resulting consequences. This course presents a philosophy for framing, analyzing, and proactively managing decisions involving uncertainty, whether the uncertainty results from general conditions or the actions of competitors. The course will focus on making the uncertainty explicit so that it can be objectively analyzed. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 7352 - Decision Analysis - Part II
Business decisions, both tactical and strategic, are frequently made difficult by the presence of uncertainty in the resulting consequences. This course presents a philosophy for framing, analyzing, and proactively managing decisions involving uncertainty, whether the uncertainty results from general conditions or the actions of competitors. The course will focus on making the uncertainty explicit so that it can be objectively analyzed. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 7353 - Leading Organizations - Part IV
High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations.
Credits: 1.5
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GBUS 7355 - Decision Analysis - Part I
Business decisions, both tactical and strategic, are frequently made difficult by the presence of uncertainty in the resulting consequences. This course presents a philosophy for framing, analyzing, and proactively managing decisions involving uncertainty, whether the uncertainty results from general conditions or the actions of competitors. The course will focus on making the uncertainty explicit so that it can be objectively analyzed.
Credits: 1.5
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GBUS 7356 - Decision Analysis - Part II
Business decisions, both tactical and strategic, are frequently made difficult by the presence of uncertainty in the resulting consequences. This course presents a philosophy for framing, analyzing, and proactively managing decisions involving uncertainty, whether the uncertainty results from general conditions or the actions of competitors. The course will focus on making the uncertainty explicit so that it can be objectively analyzed.
Credits: 1.5
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GBUS 7357 - Decision Analysis - Part III
Business decisions, both tactical and strategic, are frequently made difficult by the presence of uncertainty in the resulting consequences. This course presents a philosophy for framing, analyzing, and proactively managing decisions involving uncertainty, whether the uncertainty results from general conditions or the actions of competitors. The course will focus on making the uncertainty explicit so that it can be objectively analyzed.
Credits: 0.8
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GBUS 7358 - Decision Analysis - Part I-G
Business decisions, both tactical and strategic, are frequently made difficult by the presence of uncertainty in the resulting consequences. This course presents a philosophy for framing, analyzing, and proactively managing decisions involving uncertainty, whether the uncertainty results from general conditions or the actions of competitors.
Credits: 1.5
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GBUS 7359 - Decision Analysis - Part II-G
Business decisions, both tactical and strategic, are frequently made difficult by the presence of uncertainty in the resulting consequences. This course presents a philosophy for framing, analyzing, and proactively managing decisions involving uncertainty, whether the uncertainty results from general conditions or the actions of competitors.
Credits: 1.5
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GBUS 7380 - Business Ethics (Part 1)
The purpose of this course is to enable students to reason about the role of ethics in business administration in a complex, dynamic, global environment. Throughout the course, students will be encouraged to think deeply about the nature of business, the responsibilities of management, and how business and ethics can be put together. Cases without easy answers that raise a range of problems facing managers in the contemporary business environment will be used. Discussions will focus on developing a framework for analyzing the issues in moral terms and then making a decision and developing a set of reasons for why the decision was justified. Students will be pushed to think carefully about how they make decisions and develop their capacity to defend their decisions to other stakeholders. This is important as a way not only to foster integrity and responsible decision making, but also to push students to take leadership roles in dealing with complex and difficult choices they will face in their careers. Operating from a managerial perspective, students will address a range of themes in the class, including basic concepts in ethics, responsibilities to stakeholders and the building blocks of markets, corporate culture, the sources of ethical breakdowns in organizations, managerial integrity, value creation, and personal values and managerial choice.
Credits: 1.5
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GBUS 7381 - Business Ethics (Part II)
The purpose of this course is to enable students to reason about the role of ethics in business administration in a complex, dynamic, global environment. Throughout the course, students will be encouraged to think deeply about the nature of business, the responsibilities of management, and how business and ethics can be put together.
Credits: 1.5
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GBUS 7385 - Business Ethics
The purpose of this course is to enable students to reason about the role of ethics in business administration in a complex, dynamic, global environment. Throughout the course, students will be encouraged to think deeply about the nature of business, the responsibilities of management, and how business and ethics can be put together.
Credits: 1.5
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GBUS 7400 - Strategic Thinking and Action
This course develops students’ ability to analyze the organizational and external factors essential for crafting and executing a firm’s strategy for sustained success. The course draws heavily from the key concepts, frameworks, and tools of strategic management. Taking an action orientation, it reinforces and revitalizes the general-management perspective, the core mission of the school. Because of increasing global interdependence and an ever-shifting business environment, it emphasizes both the dynamics and the global aspects of strategic management. Topics include developing and evaluating strategy, building firm capability and sustaining competitive advantage, analyzing industry evolution and global rivalry, and linking strategy and execution. Course objectives are accomplished through exposure to cases from a range of industries and managerial settings. By providing students with an opportunity to apply analytical skills they learn in various first-year courses, the course fosters an integrative mind-set that will enable MBAs to operate at multiple levels and in different functions in their business careers.
Credits: 1.5
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GBUS 7401 - Strategic Thinking and Action - Part II
This course develops students’ ability to analyze the organizational and external factors essential for crafting and executing a firm’s strategy for sustained success. The course draws heavily from the key concepts, frameworks, and tools of strategic management.
Credits: 0.8
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GBUS 7402 - Strategic Thinking & Action (Part I)
This course develops students’ ability to analyze the organizational and external factors essential for crafting and executing a firm’s strategy for sustained success. The course draws heavily from the key concepts, frameworks, and tools of strategic management. Taking an action orientation, it reinforces and revitalizes the general-management perspective, the core mission of the school.
Credits: 1.5
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GBUS 7405 - Strategic Thinking and Action
This course develops students’ ability to analyze the organizational and external factors essential for crafting and executing a firm’s strategy for sustained success. The course draws heavily from the key concepts, frameworks, and tools of strategic management. Taking an action orientation, it reinforces and revitalizes the general-management perspective– the core mission of the school.
Credits: 1.5
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GBUS 7500 - Innovation, Design, and Entrepreneurship in Action (IDEA)
This action-oriented, team-based course will engage students in a live field project over the course of seven weeks and will build upon the required First Year curriculum. IDEA is an innovative offering grounded in the approaches of design thinking, agile project management, data analytics, effectuation, and lean start-up. The course is centered on team-based field projects addressing real world global challenges.
Credits: 1.5
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GBUS 7510 - Business Resources Management Program
The Business Resources Management Program will be a four-week course of instruction in the concepts and practice of business administration. The course will be designed with one goal in mind - to accelerate the career development of high potential , Junior Grade Navy Officers. Prerequisites: Restricted to Darden Ex. Ed. - Navy Officers
Credits: 3
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GBUS 7600 - Data Analysis and Optimization
This course is designed for the student who wants to be optimally prepared to perform quantitative analysis at a level consistent with (and exceeding) expectations for MBA interns in positions where quantitative sophistication is required. Its only prerequisite is the first-year Decision Analysis course; no additional quantitative experience or acumen is required. The course will focus primarily on data analysis, used to both gain useful insights into relationships and make better, more useful forecasts. In addition to more advanced treatment of regression analysis (the goal being for students to be able to build and apply sophisticated regression models), students will become familiar with other common approaches to forecasting, such as rudimentary time-series analysis. Students will also improve their ability to structure, analyze, and manage situations involving uncertainty and risk, using simulation (Crystal Ball), decision trees, and the other tools introduced in the required Decision Analysis course. Finally, the course will introduce students to the concepts of optimization using Excel’s Solver add-in, used to determine how to optimally allocate resources in situations involving complex trade-offs.
Credits: 1.5
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GBUS 7601 - Financial Reporting
This course is intended to provide students with a comprehensive conceptual and applied understanding of our society’s accounting and financial reporting system and an in-depth look at the numerous factors that managers and executives must consider as they confront complex and difficult financial accounting and reporting issues. Students will examine significant financial accounting and reporting issues from both a rigorous theoretical perspective and an informed practical perspective. Students will explore such traditional issues as revenue recognition, inventory valuation, and leases, and such contemporary issues as mergers and acquisitions, intangibles, and financial derivatives. Although the primary focus of the course will be on accounting and reporting practices in the United States, students will also address selected differences between U.S. accounting standards and international accounting standards. How the major accounting scandals that have occurred in recent years have affected the financial reporting process and those who have the responsibility for insuring the accuracy of a company’s published financial statements will also be addressed. [l1] By the conclusion of this course, students should be reasonably proficient at understanding, interpreting, and analyzing the information contained in corporate financial statements and their related footnotes, and also be able to assess the overall quality of a company’s financial reporting, identify the critical accounting policies, and make an assessment regarding the reasonableness of those policies and their supporting estimates and judgments.
Credits: 1.5
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GBUS 7602 - Global Financial Markets
This course emphasizes the development of technical skills that enable students to improve their understanding of global financial markets. The course focuses on the key drivers of movements in currency and interest-rate markets around the world, as well as the important institutions and players that impact those markets. Students will examine how interest rates are impacted by such factors as central-bank behavior, fiscal policy, the state of the business cycle, productivity, inflation expectations, and international capital flows. For currencies, students will develop two related tool kits: one that is useful for understanding the drivers of orderly changes in exchange rates, and a second, through the construction of an early-warning system, that focuses on factors associated with large and potentially disorderly depreciations. Students will also investigate ways in which firms and investors manage interest-rate and currency exposure, as well as how countries manage exchange rates. The course, which includes both technical readings and cases, should appeal to a broad array of students, especially those who wish to pursue careers in investment banking, international finance, and general management.
Credits: 1.5
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GBUS 7603 - Valuation in Financial Markets
This course focuses on how financial assets and firms are valued in financial markets. It directly extends and strengthens the corporate finance principles from the required first-year Financial Management and Policies course by applying valuation models to real financial data and assets. The course contains three modules: firm-valuation techniques, option-pricing principles, and fixed-income valuation. The first module extends the first-year finance course by considering more difficult firm valuations as well as alternate techniques for valuing firms. The second and third modules relate to the capital markets for which valuation principles from options and fixed-income instruments are used as building blocks to decompose the valuation of complex financial instruments.
Credits: 1.5
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GBUS 7604 - Communicating through Leadership Presence
The aim of this course is to help students have confidence in their unique perspectives and to develop leadership communication skills that fully, creatively, and effectively express their insights. Topics introduced in the required Management Communication course, communication strategy, credibility, storytelling, persuasion will be further examined, specifically in the context of oral communication. .
Credits: 1.5
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GBUS 7605 - Strategic Communication
Expanding on the model of first semester Management Communication, this course emphasizes how general managers can, through communicating with a consideration of changing contexts, further an organization’s strategy and remove obstacles to implementing that strategy. Students will explore how in today’s rapid pace of change in communication technology, the corporate communication function must communicate authentically to and align messages with all stakeholders while managers at every level will be increasingly expected to clearly articulate corporate strategy and goals. Many internships end with a presentation or report and seek three capabilities: mastery of key MBA concepts, solving an enterprise level problem, and superior communication skills. By moving from analysis to articulation and implementation, the communication perspective is especially suited to integrating key concepts in order to solve larger analytical problems. This class will use cases as a basis for such daily exercises as media training, financial conference calls, and action plan pitches and will conclude with a substantive presentation driven by student interests.
Credits: 1.5
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GBUS 7606 - Marketing Intelligence
This course is designed to familiarize students with the market research tools and techniques commonly used by Darden students in marketing internships and graduating students who pursue careers in marketing. The course will cover the basic techniques for market sizing and expose students to important sources of secondary marketing information. It also will cover a number of important primary research topics, including questionnaire design, focus groups, perceptual mapping, conjoint analysis, and market experiments. Course content will feature a combination of cases, exercises, lectures, and a group project. The market intelligence topics will be addressed in the context of important marketing issues such as positioning, target market selection, assessing brand meaning, value pricing, and evaluating communication effectiveness. The emphasis in the course is on the planning and design of gathering marketing intelligence and basic level analysis. Advanced techniques in data analysis will be taught in the Marketing Analytics course.
Credits: 1.5
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GBUS 7607 - Establishing Yourself at Work
This course prepares first-year students for their summer internships. Using full-length feature films, the course shows students how to get the most out of their summer internships and, in the process, teaches them career-management skills that will help them become more effective leaders in their careers after Darden. The course addresses critical well-researched joining-up phenomena such as letting go of the current engagement, establishing credibility, learning organizational norms, socialization, self-management, the locus of control, the effects of compromise, joining work groups and teams, adult-learning theory, orientation to hierarchy and power distance, managing upward, abrasive personalities, and consolidating experience-based learning. It is designed to capitalize on the literature and research bases provided by neurolinguistic programming, habitual behavior, and rational-emotive-behavior constructs in order to ensure that students will fit in quickly, gain influence rapidly, learn consistently, and outperform their competition. The provocative films encourage student engagement and, perhaps, life-changing debate.
Credits: 1.5
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GBUS 7608 - General Management and Operational Effectiveness
This course addresses topics and subjects likely to be experienced by MBAs seeking positions or internships in general-management career-development programs or consulting firms with a strong interest in good operations-analysis/management skills. The topics covered in this course are likely to be encountered by rising MBA students in their summer internships or by recent graduates in their first few years out of school. Topics will include, but will not be limited to, such areas as competitive cost analysis, lean thinking in services and manufacturing, and six-sigma project design and implementation. Prerequisites: Restricted to Darden students.
Credits: 1.5
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GBUS 7609 - Entrepreneurial Thinking
This course is about learning to think and act entrepreneurially in order to create new value in the world through new products, new solutions, new ventures, new business units, new distribution channels, new firms, new business models, new technologies, and business transformation. The emphasis will be on the art and science of ‘creating something new from little.’ The orientation in the course will be to challenge students to think about how they can create, finance, and build or change a productive business organization with commonly available resources (e.g., intelligence, insight, energy, initiative, and personal relationships). Students will learn to use this orientation wherever new-venture creation may occur, namely, through the actions of an independent entrepreneur or in a large, established firm.
Credits: 1.5
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GBUS 7610 - Creative Capitalism
The first six to eight sessions of the course examines the process of creating value for multiple stakeholders and focuses on business models that ‘make a difference’ by combining traditional value for financiers with the broader concept of value for stakeholders (including financiers). Pre-requisites: Restricted to Darden students.
Credits: 1.5
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GBUS 7611 - The Consulting Process
This course is intended to introduce students to the consulting process and to help them identify and refine the skill sets necessary for successful consultation. The course is designed specifically for students interested in pursuing consulting internships and careers but who do not have significant consulting experience prior to Darden. Approximately half of the course will focus on the cognitive processes involved in framing and designing the engagement specifically, hypothesis generating and testing, using a set of video cases that track the work of actual consulting teams as they move through the processes of initiating and completing client projects. The other half will address a more tactical set of issues around engagement work-planning, data-gathering, field-interviewing, and communicating with clients. The course will include the use of cases and exercises and the completion of a final project presentation. Students will be assigned to a consulting team to work with throughout the course.
Credits: 1.5
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GBUS 7612 - Speaking about Business
By exploring in more depth the strategies of communication framed in the First-Year Management Communication course, this course offers students the opportunity to obtain the polished presentation skills, particularly oral, so necessary for a successful career.
Credits: 1.5
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GBUS 7613 - Sustainability, Innovation and Entrepreneurship
This (SIE) course provides students with practical information on the expanding frontier of innovation and entrepreneurial activity where ventures combine profitability with environmental performance, environmental health improvements, and expanded community prosperity.
Credits: 1.5
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GBUS 7614 - The Adrenaline Innovation Project
This one-week course offers students an opportunity to immerse themselves in the product development process. Students will work in teams during the week to develop a product prototype based on an initial concept. Teams will define product and market characteristics, design packaging, make choices regarding suppliers and distribution channels, and develop product financials.
Credits: 1.5
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GBUS 7615 - Develop an Entrepreneur’s Mindset
Students interested in creating a start-up or innovating within a large corporation will learn the fundamental tools that expert entrepreneurs and innovators use to launch a product. The one-week course will expose students to an integrated experience of identifying a problem, defining several solutions, defining their customers, and testing their solutions with real customers.
Credits: 1.5
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GBUS 7616 - Leadership Ride: Lesson in Leadership - Gettysburg
This elective course brings to life the American Civil War through readings and sessions with Gary Gallagher, world-renowned American Civil War historian, and an intensive two-day visit to the site of the Battle of Gettysburg. While visiting the battlefield, students will examine how Union army and Confederate army commanders faced their moments of decision.
Credits: 1.5
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GBUS 7617 - Integrated Marketing Communications and Promotion
This course addresses topics and subjects typically experienced by MBA students seeking positions in firms with an emphasis on marketing and sales. The terms promotion and integrated communications are used in the broadest sense. The first part of the course will cover basic topics in advertising strategy.
Credits: 1.5
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GBUS 7618 - Effectual Entrepreneurship
Through a combination of cases and experiential exercises this course brings to students what expert entrepreneurs have learned the hard way. Expert entrepreneurs are people who have built multiple ventures including successes and failures and taken at least one company public.
Credits: 1.5
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GBUS 7619 - Paths to Power
Power, status, and influence are topics that make many people somewhat uncomfortable. However, they are fundamental realities in much of organizational life and are the mechanisms by which things get done. Being an effective leader and change agent requires both understanding power and acting on that knowledge. This class is about power: how things get done, how to build and wield influence, and the multiple ways to accomplish these objectives.
Credits: 1.5
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GBUS 7620 - Interpersonal Communications
This course looks at the barriers that limit individual and institutional networks and explores the ways in which networks can be expanded and strengthened resulting in more effective interpersonal communications. Students will learn that managers who understand and identify such networks are better informed, more effective, and more influential in their positions. Also included in the course will be the study of interpersonal, social, and organizational networks, how they can be created, and why they are valuable. Although the course will build on a number of the concepts presented in First-Year Management Communication, including audience analysis and persuasion, it will focus most closely on the role that storytelling plays in network creation and expansion. Instructional methodologies are a balance of cases and presentations, along with technical readings where appropriate. Leveraging our diverse community, role playing, impromptu speeches, narratives, more formal presentations, and some short written work will be used to build the skills necessary for effective networks. Students may choose a final presentation and paper to complete the course.
Credits: 1.5
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GBUS 7805 - Action Learning - Part I
In these courses, students are engaged in applying the knowledge and experiences of the MBA Program within their business and job settings. Because participants in the MBA Program for Executives are employed on a full-time basis, they have the unique opportunity to immediately apply part or all of the learning.
Credits: 1.5
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GBUS 7806 - Action Learning - Part II
In these courses, students are engaged in applying the knowledge and experiences of the MBA Program within their business and job settings. Because participants in the MBA Program for Executives are employed on a full-time basis, they have the unique opportunity to immediately apply part or all of the learning.
Credits: 1.5
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GBUS 7807 - Action Learning - Part III
In these courses, students are engaged in applying the knowledge and experiences of the MBA Program within their business and job settings. Because participants in the MBA Program for Executives are employed on a full-time basis, they have the unique opportunity to immediately apply part or all of the learning.
Credits: 1.5
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GBUS 7808 - Action Learning Pt. IV
In these courses, students are engaged in applying the knowledge and experiences of the MBA Program within their business and job settings. Because participants in the MBA Program for Executives are employed on a full-time basis, they have the unique opportunity to immediately apply part or all of the learning. Prerequisites: Restricted to Darden Students.
Credits: 1.5
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GBUS 7809 - Action Learning - Part V
In these courses, students are engaged in applying the knowledge and experiences of the MBA Program within their business and job settings. Because participants in the MBA Program for Executives are employed on a full-time basis, they have the unique opportunity to immediately apply part or all of the learning.
Credits: 1.5
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GBUS 7810 - Action Learning - Part VI
In these courses, students are engaged in applying the knowledge and experiences of the MBA Program within their business and job settings. Because participants in the MBA Program for Executives are employed on a full-time basis, they have the unique opportunity to immediately apply part or all of the learning.
Credits: 1.5
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GBUS 7815 - Leadership Residency 1: Leading with an Enterprise Perspective
Leadership Residency 1 challenges students to develop an understanding of and an appreciation for taking an enterprise perspective when making any management decision. Students will learn what an enterprise perspective involves, what it means to manage/lead with an enterprise perspective, and what the implications of that perspective for themselves as leaders are. The course is a mix of traditional academic pedagogy and experiential activities.
Credits: 3
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GBUS 7816 - Leadership Residency 2: Leading Change
The Leadership Residency 2 consists of three modules that support the main topic of the course and offer students an opportunity to reflect on various sides of changing. Leaders Changing Organizations explores different ways leaders can conceptualize change in order to implement it.
Credits: 3
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GBUS 7817 - LR3: Leading in Emerging Economies
This course follows MBAExec core courses and is a capstone for the MBAExec integrated core curriculum. It provides students with an opportunity to learn, first-hand, the challenges of doing business in an emerging economy, emphasizing the global dimension of leading with an enterprise perspective. Leadership Residency 3 gives students a context for examining and evaluating their own readiness for global leadership.
Credits: 3
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GBUS 7818 - LR4: Creating the Future
Leadership Residency 4 is the capstone of the MBA for Executives program. Students will consider their futures, the futures of their organizations and, most important, the leadership role they will play in the future of their organizations. Innovative thinking is the dominant theme of this course. Prerequisites: Restricted to Darden Students.
Credits: 3
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GBUS 7900 - Professional Advancement Course
This course is designed to provide the skills and perspectives MBA for Executives students need to advance their careers. There are two components: a highly individualized coaching experience and a series of cohort-based experiences intended to develop leadership skills. Prerequisites: Restricted to Darden Students
Credits: 3
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GBUS 7901 - Professional Advancement Course - Part I
This course is designed to provide the skills and perspectives MBA for Executives students need to advance their careers. There are two components: a highly individualized coaching experience and a series of cohort-based experiences intended to develop leadership skills.
Credits: 0.5
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GBUS 7902 - Professional Advancement Course - Part II
This course is designed to provide the skills and perspectives MBA for Executives students need to advance their careers. There are two components: a highly individualized coaching experience and a series of cohort-based experiences intended to develop leadership skills.
Credits: 0.5 to 2.5
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GBUS 7903 - Professional Advancement Course - Part III
This course is designed to provide the skills and perspectives MBA for Executives students need to advance their careers. There are two components: a highly individualized coaching experience and a series of cohort-based experiences intended to develop leadership skills.
Credits: 0.5
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GBUS 7905 - Business Fundamentals
The purpose of this course is to develop the basic skills and context of business decisions that will provide a strong foundation for students at the start of the Executive MBA program. The course is multi-disciplinary in its approach and will focus on providing a framework and set of core skills in the context of the types of business decisions that the students will face throughout the program.
Credits: 1.50
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GBUS 8009 - International Exchange
Course needed to confirm students’ exchange program of study.
Credits: 0
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GBUS 8010 - International Exchange
Course needed to confirm students’ exchange program of study.
Credits: 0
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GBUS 8011 - Ambicultural Strategy
This course aims to foster an ambicultural or both-and perspective that will benefit participants professional and personal endeavors. Ambicultural organizations, managers, and strategists transcend contradictions by embracing the best of different cultures and practices while avoiding the worst. Integrating opposing managerial concepts and practices can lead to fresh ways of thinking in the new global reality and inform managers.
Credits: 1.5
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GBUS 8012 - Deviant Marketing
This course is intended for students who are interested in gaining a deeper understanding of new trends in the marketplace but most importantly for those aspiring to change consumer behavior. It is targeted to students interested in careers in marketing in broad terms, from consumer goods to nonprofit management to technology.
Credits: 1.5
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GBUS 8013 - Strategic Corporate Governance
Effective governance can have a dramatic impact on the performance prospects of firms and can also be a substantial bulwark against organizational misconduct. Insights from both bodies of research (governance as it relates to performance improvement, and governance as it relates to minimizing misconduct) will be explored in this course.
Credits: 1.5
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GBUS 8014 - Strategic Thinking
This course explores different approaches to strategic cognition. Where do good strategic ideas come from? How can we cultivate innovative strategic thinking, in different ways and through different approaches? What is the role of analytical approaches to strategy? What is the role of strategic intuition and creativity? How can you increase your capacity as a strategic leader and a strategic thinker?
Credits: 1.5
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GBUS 8015 - Behavioral Decision Making
In this course, students will examine many behavioral anomalies and, more important, explore some frames that explain these apparently irrational behaviors. The emphasis of the course is on solving practical business problems.
Credits: 1.5
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GBUS 8016 - Strategic Intuition and Eastern Philosophy
Eastern philosophies such as Buddhism, Hinduism, Shintoism, and Confucianism focus on how to clear one’s mind. This course will explore how military, political, and religious philosophies from India, Japan, China, and Thailand inform Western strategic thinking with the goal of learning how to apply these philosophies to the making of business strategy.
Credits: 1.5
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