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German |
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GERM 530 - Romanticism
German literature and intellectual history from 1795 to 1830. (IR)
Credits: 3
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GERM 537 - Nineteenth Century
Major writers and works from 1830 to 1890, including Grillparzer, Stifter, Heine, Hebbel, Keller, Storm, Fontane. (IR)
Credits: 3
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GERM 547 - Turn of the Century
Discusses the major literary movements at the turn of the century with analysis of representative works by Hofmannstahl, Schnitzler, George, Rilke, Thomas Mann, Musil, Kafka, and others. (IR)
Credits: 3
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GERM 548 - Twentieth Century
Introduces the main currents of German literature since 1920, emphasizing major authors and traditions. (IR)
Credits: 3
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GERM 550 - Studies in Lyric Poetry
Investigates the theory and practice of lyric poetry in Germany, emphasizing major authors and traditions. (IR)
Credits: 3
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GERM 551 - Studies in Prose Fiction
Studies representative works of fiction—either novels or shorter forms—with special attention to formal and thematic developments, and representative theories of fiction. (IR)
Credits: 3
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GERM 552 - Studies in Drama
Investigates dramatic theory and practice in Germany, emphasizing major authors and traditions. (IR)
Credits: 3
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GERM 560 - Old Icelandic
An introduction to the language and literature of the Vikings, with exercises in the grammar and basic vocabulary of Icelandic. Includes readings of passages from the classical literature and the whole of Gisla saga. (IR)
Prerequisites & Notes
Prerequisite: Graduate Standing or instructor permission.
Credits: 3
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GERM 584 - Introduction to Literary Theory
Current theories of literature, including Marxist, psychoanalytical, formalist, structuralist, and hermeneutic approaches. (IR)
Credits: 3
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GERM 588 - Linguistic Approaches to Literature
Aspects of literary style in the light of modern linguistics. (IR)
Credits: 3
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GERM 595 - Guided Research
Individually directed special research projects. (S)
Credits: 3
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GERM 596 - Guided Research
Individually directed special research projects. (S)
Credits: 3
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GERM 740 - German Intellectual History From the Enlightenment to Nietzsche
Studies the development of the concepts of “education” and “evolution,” and the predominance of aesthetics in German culture. Includes lectures on the impact of Leibnitz, Kant, and Schopenhauer; and readings in Lessing, Kant, Schiller, Fichte, Hegel, Feuerbach, Marx, and Nietzsche. (IR)
Credits: 3
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GERM 741 - Nietzsche and Modern Literature
Reading and discussion of the major works of Nietzsche, in English translation, from The Birth of Tragedy to Twilight of the Idols. Emphasizes the impact of Nietzsche on 20th-century literature and thought in such diverse authors as Shaw, Rilke, Thomas Mann, and Kafka. Includes a term paper to be submitted in two stages and a final examination. (IR)
Credits: 3
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GERM 742 - German Intellectual History from Nietzsche to the Present
Readings in and discussion of the intellectual, philosophical, and social history of Germany from the late nineteenth century to the present. (IR)
Credits: 3
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GERM 750 - German Cinema
Studies the aesthetics and semiotics of German film, with a focus on expressionism and New German Cinema. (E)
Credits: 3
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GERM 751 - Advanced Topics
Investigates subjects requiring considerable previous knowledge. (S)
Credits: 3
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GERM 770 - Narrative Theory
Study and comparison of major theories of narrative, including Booth, Stanzel, Barthes, Genette, Cohn, Bakhtin, and others. (IR)
Credits: 3
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GERM 881 - Pre-Dissertation Research I
Supervised reading, directed toward the formulation of a dissertation proposal by the individual student. (Y)
Credits: 3
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GERM 882 - Pre-Dissertation Research II
Supervised reading, directed toward the formulation of a dissertation proposal by the individual student. (Y)
Credits: 3
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GERM 891 - Seminar
Special problems in German literature and linguistics. (S)
Credits: 3
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GERM 892 - Seminar
Special problems in German literature and linguistics. (S)
Credits: 3
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GERM 893 - Seminar in Language Teaching
Studies the theory and practice of language teaching with supervised
classroom experience. One group meeting per week plus extensive
individual consultation. Required of all teaching assistants in the
teacher training program. (S)
Credits: 3
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GERM 894 - Seminar in Language Teaching
Studies the theory and practice of language teaching with supervised
classroom experience. One group meeting per week plus extensive
individual consultation. Required of all teaching assistants in the
teacher training program. (S)
Credits: 3
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GERM 895 - Guided Research
Special research projects for advanced students. Individually directed. (S)
Credits: 3
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GERM 896 - Guided Research
Special research projects for advanced students. Individually directed. (S)
Credits: 3
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GERM 897 - Non-Topical Research, Preparation for Research
Credits: 3, 6, 9, 12
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GERM 898 - Non-Topical Research
For master’s thesis, taken under the supervision of a thesis director. (S)
Credits: 3, 6, 9, 12
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GERM 996 - Dissertation
Credits: 3
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GERM 997 - Non-Topical Research, Preparation for Doctoral Research
Credits: 3, 6, 9, 12
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GERM 999 - Non-Topical Research
For doctoral dissertation, taken under the supervision of a dissertation director. (S)
Credits: 3, 6, 9, 12
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Graduate Business Administration |
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GBUS 701 - Management Communication
Broadens students’ knowledge of contemporary communication issues while offering opportunities to develop oral, visual, and written skills. Introduces a strategic model that can be applied from the level of an individual manager advocating an idea to the level of an organization communicating with multiple constituencies. Year-long themes include analyzing audiences, demonstrating credibility, making decisions and focusing messages, persuading and influencing others, dealing with the effects of technology, and responding to changing cultural contexts. Exposure to the corporate communication function prepares students to be an effective agent in and spokesperson for their organizations. (Y)
Credits: 5
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GBUS 702 - Management Communication
Broadens students’ knowledge of contemporary communication issues while offering opportunities to develop oral, visual, and written skills. Introduces a strategic model that can be applied from the level of an individual manager advocating an idea to the level of an organization communicating with multiple constituencies. Year-long themes include analyzing audiences, demonstrating credibility, making decisions and focusing messages, persuading and influencing others, dealing with the effects of technology, and responding to changing cultural contexts. Exposure to the corporate communication function prepares students to be an effective agent in and spokesperson for their organizations. (Y)
Credits: 5
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GBUS 703 - Business and the Political Economy
Covers analysis, appraisal, and prediction of the international business environment using social science concepts and techniques, and helps students understand the global political economy and master macroeconomic analysis of industrialized and developing countries, international trade and finance, and money and capital markets. Covers the macro and industrial policies of nation states as well as the global strategies of corporations. (Y)
Credits: 5
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GBUS 704 - Business and the Political Economy
Covers analysis, appraisal, and prediction of the international business environment using social science concepts and techniques, and helps students understand the global political economy and master macroeconomic analysis of industrialized and developing countries, international trade and finance, and money and capital markets. Covers the macro and industrial policies of nation states as well as the global strategies of corporations. (Y)
Credits: 5
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GBUS 705 - Finance
Provides insights into the challenges senior managers face in creating value for shareholders and stake-holders. Main areas of focus are the wise investment of capital and the selection of financial policies in support of long-term strategy. Seeks to impart valuation (of projects, securities, and whole firms, and of the incremental effect of new policies) skills. Students master tools and concepts in structure of capital markets, cost of capital, financial analysis and forecasting, working-capital management, capital budgeting, resource allocation, dividend policy, long-term debt policy, selection of specific financing tactics, and corporate restructuring. Draws on ideas from the fields of investments, capital markets, and financial institutions. (Y)
Credits: 5
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GBUS 706 - Finance
Provides insights into the challenges senior managers face in creating value for shareholders and stake-holders. Main areas of focus are the wise investment of capital and the selection of financial policies in support of long-term strategy. Seeks to impart valuation (of projects, securities, and whole firms, and of the incremental effect of new policies) skills. Students master tools and concepts in structure of capital markets, cost of capital, financial analysis and forecasting, working-capital management, capital budgeting, resource allocation, dividend policy, long-term debt policy, selection of specific financing tactics, and corporate restructuring. Draws on ideas from the fields of investments, capital markets, and financial institutions. (Y)
Credits: 5
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GBUS 707 - Accounting
Concerns financial-statement literacy and enables students to use accounting information for analysis and decision making. Deals with basic accounting concepts, development of financial statements, cash-flow analysis, cost accounting, management control systems, and financial-accounting policies. Fosters understanding of business transactions, identification of relevant economic events, and determination of appropriate financial measures for those events. (Y)
Credits: 5
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GBUS 708 - Accounting
Concerns financial-statement literacy and enables students to use accounting information for analysis and decision making. Deals with basic accounting concepts, development of financial statements, cash-flow analysis, cost accounting, management control systems, and financial-accounting policies. Fosters understanding of business transactions, identification of relevant economic events, and determination of appropriate financial measures for those events. (Y)
Credits: 5
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GBUS 709 - Marketing
Introduces essential marketing concepts and develops students’ ability to apply them to management decisions in ways that create customer satisfaction, value, and retention. Organized around the fundamentals of marketing strategy: segmentation, targeting, and positioning; and the “marketing mix,” which refers to the set of tactics that implement the strategy. When guided by a statement of goals and objectives and accompanied by financial projections and implementation plans, these fundamental concepts become a Marketing Plan. (Y)
Credits: 5
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GBUS 710 - Marketing
Introduces essential marketing concepts and develops students’ ability to apply them to management decisions in ways that create customer satisfaction, value, and retention. Organized around the fundamentals of marketing strategy: segmentation, targeting, and positioning; and the “marketing mix,” which refers to the set of tactics that implement the strategy. When guided by a statement of goals and objectives and accompanied by financial projections and implementation plans, these fundamental concepts become a Marketing Plan. (Y)
Credits: 5
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GBUS 711 - Operations
Develops skills in analysis and decision-making in operating situations. Objectives include developing skills in assessing operating performance capabilities, framing issues through in-depth analysis and discussion of operations-management problems in services, distribution, and manufacturing businesses; practicing managerial decision-making skills in those aspects of operations management necessary for the development and implementation of effective resource-allocation plans; and providing an understanding of the role of effective systems for operations planning and control, as well as performance improvement activities. (Y)
Credits: 5
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GBUS 712 - Operations
Develops skills in analysis and decision-making in operating situations. Objectives include developing skills in assessing operating performance capabilities, framing issues through in-depth analysis and discussion of operations-management problems in services, distribution, and manufacturing businesses; practicing managerial decision-making skills in those aspects of operations management necessary for the development and implementation of effective resource-allocation plans; and providing an understanding of the role of effective systems for operations planning and control, as well as performance improvement activities. (Y)
Credits: 5
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GBUS 713 - Organizational Behavior
Focuses on the challenges of managing and leading enterprises of today and the future. Builds strong foundations in understanding individuals, building effective working relationships, creating effective teams, and developing the critical skills and perspectives needed to grasp the broader organizational contexts of structures and systems in which these activities occur. The challenges and opportunities presented by diversity and globalization are addressed. (Y)
Credits: 5
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GBUS 714 - Organizational Behavior
Focuses on the challenges of managing and leading enterprises of today and the future. Builds strong foundations in understanding individuals, building effective working relationships, creating effective teams, and developing the critical skills and perspectives needed to grasp the broader organizational contexts of structures and systems in which these activities occur. The challenges and opportunities presented by diversity and globalization are addressed. (Y)
Credits: 5
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GBUS 715 - Quantitative Analysis
Develops the skill and perspective of using quantitative techniques to gain insight into the resolution of practical business problems. Emphasizes designing analyses to fit circumstances and interpreting results in the context of making action choices. The methodologies of decision and risk analysis, probability and statistics, competitive analysis, and management science are studied and integrated with personal judgment and intuition in realistic business situations. (Y)
Credits: 5
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GBUS 716 - Quantitative Analysis
Develops the skill and perspective of using quantitative techniques to gain insight into the resolution of practical business problems. Emphasizes designing analyses to fit circumstances and interpreting results in the context of making action choices. The methodologies of decision and risk analysis, probability and statistics, competitive analysis, and management science are studied and integrated with personal judgment and intuition in realistic business situations. (Y)
Credits: 5
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GBUS 718 - Ethics
Enables students to reason about ethics in business administration in a complex, dynamic, global environment. Objectives are to apply frameworks for moral reasoning to complex business issues; to appreciate the role of ethics in business decision making; to develop a general-management perspective that includes an ability to formulate, analyze, and defend decisions in ethical terms; to analyze ethical issues that appear in other Darden courses; and to examine one’s own ethics and test them in conversation with peers. (Y)
Credits: 2.5
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GBUS 720 - Strategy
Equips students with concepts, frameworks, and questions required to think strategically about an enterprise. Entails analyzing and understanding how a firm creates and captures value, how it achieves competitive advantage within the context of its industry and competitors, and how it manages risks and shapes the future. Develops insight for leading both established businesses and new ventures. (Y)
Credits: 2.5
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GBUS 802 - Corporate Communication
This course is for the general manager who is interested in communication and media, who might need corporate communication skills when managing a small or large enterprise, who is interested in a career that intersects the corporate communication function, or who wishes to make more effective use of communication professionals as a manager. This course is based on three interrelated themes: corporate perception, identity, and competitiveness; communication and technology; crises communication and issues management. (Y)
Credits: 1.5
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GBUS 803 - Health Care Management
This course examines the health industry from the standpoint of the manager or entrepreneur who seeks to understand the fundamental challenges now occurring in the health industry. The course examines the industry from the perspective of the large hospital and health system, the pharmaceutical or biotechnology company, and health care related capital ventures. It reviews how often conflicting perspectives have led to the changing financial and organizational expectations that are now faced by today’s manager. (Y)
Credits: 1.5
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GBUS 804 - Introduction to Real Estate Finance and Development
Introduces the analytical techniques and terminology specific to the real estate industry. Students will consider such topics as an historical overview of the industry, techniques of financial analysis, commercial and residential development, financing alternatives, property management, and current concepts of real estate development. (Y)
Credits: 1.5
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GBUS 805 - Entrepreneurship: An Introduction
This course is designed to build on concepts and ideas explored in the first year segment on entrepreneurship. It is a survey course and, as such, will familiarize you with the processes by which entrepreneurial ideas are generated and translated into successful enterprises. The course addresses, in broad terms, both entrepreneurs and their environments. (Y)
Credits: 1.5
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GBUS 806 - Sustainable Innovation and Entrepreneurship
This course introduces students to sustainable business strategies and practices as a dynamic and emerging frontier of innovation and entrepreneurial activity in the economy. Ecological and environmental and related public health issues are growing in importance for firms worldwide due to increasing demands imposed by customers, investors, communities, non-governmental organizations (NGOs), insurance companies, and regulators. (Y)
Credits: 1.5
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GBUS 809 - Corporate Governance
This course covers the topics with which boards of directors and CEOs most commonly deal. The course begins with coverage of the legal obligations which directors must fulfill. The general topic of management compensation are covered, including management contracts, parachutes, non-compete agreements, salary systems, various incentive systems, and the roles and merits of stock options and restricted stock. (Y)
Credits: 1.5
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GBUS 810 - Management Planning and Control Systems
This course examines the design and use of planning and control systems for implementing organizational strategy and achieving growth and profit goals. The primary focus is on accounting-based controls—that is, controls that involve the use of financial measures and tools for allocating resources, measuring performance and regulating inter-unit activity. (Y)
Credits: 1.5
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GBUS 811 - Decisions in Financial Reporting
This course examines significant financial accounting and reporting issues in the context of the management decisions those issues require. Students study such topics as revenue recognition, accounting for loss contingencies, capitalization and recognition of expenses—the very issues that have been the subject of so much recent press and that are now hot issues within many companies. Students should see themselves as members of their firm’s executive committee—people who know the business intimately and who have a legitimate interest in how the results of the business will be reported. (Y)
Credits: 1.5
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GBUS 812 - Corporate Financial Reporting
The objective of this course is to help students develop a rich, conceptual understanding of our society’s accounting and financial reporting system. The course explores contemporary issues (corporate governance, the role of the auditors, mergers and acquisitions, intangible assets, derivatives and stock options) and classic issues (revenue recognition and valuation reserves), working to understand the issues and consider the implications for the numerous constituencies served by the financial reporting system. It examines the impact that the recent accounting and related business scandals have had on investor confidence and the capital markets, analyzes some specific examples of the fraudulent financial reporting, and addresses the progress that has been made toward establishing international accounting standards. (Y)
Credits: 3
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GBUS 813 - Creating New Products and Services
This class covers the basic steps in developing a new product or service. The early part of the course focuses on the issue of how to identify unmet customer needs and generate new product ideas. Next, students learn how firms convert such “cool ideas” into actual products or services, and actually do so themselves via a hands-on team project. Students identify an unmet need, develop alternative product or service concepts to meet that need, flesh out these concepts via a powerful communicative process of iterative prototyping, and examine product economics and architectural issues for product line or platform development. Final working prototypes are presented at a design fair attended by a panel of product development practitioners and members of the University community. (Y)
Credits: 1.5
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GBUS 815 - Post-Merger Integration
This course addresses two issues in strategy: the role of acquisitions and diversification in corporate strategy; and the achievement of merger objectives (usually, synergies) after the deal is done. The purpose of the course is to give students experience in corporate-level strategic thinking, and to tackle the challenges and problems most businesses encounter in integrating acquisitions. The course will consist of cases, exercises, and a variety of readings from business and history. (Y)
Credits: 1.5
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GBUS 816 - Taxation of Mergers and Acquisitions
Course will survey and analyze Federal income tax issues encountered in structuring mergers and acquisitions and other corporate-shareholder transactions in both taxable and tax-free formats. Topics include comparison from both buyer and seller perspectives of advantages and disadvantages of sales (purchase) of assets vs. sale (purchase) of stock in taxable transactions, techniques in structuring tax-free reorganizations, distributions of corporate divisions and subsidiaries, and introduction to the tax aspects of business valuation. (Y)
Credits: 1.5
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GBUS 819 - Taxation and Management Decisions
This course explores how taxes affect a variety of fundamental business issues such as forming a company, compensating employees and attracting investors. This course provides students with a framework for evaluating the priority taxes have in business decisions, and for becoming more effective entrepreneurs, managers and business advisors. This course creates an awareness of how taxes affect the financial returns of organizational decisions and provides tools with which to evaluate the tax consequences of those decisions. (Y)
Credits: 1.5
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GBUS 820 - Business Ethics through Literature
This course seeks to broaden and deepen understanding of management and, in particular, the role of ethics in management. It builds on the conversations in GBUS 718, and addresses several key themes for today’s manager. Among the issues the course discusses are: the definition of success in business, race, gender, the role of culture, the privileged place of the executive, and new understandings or models of human beings. The course has fiction, both novels and short stories, as its texts. (Y)
Credits: 1.5
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GBUS 821 - Starting New Ventures
This course examines the key issues involved in starting up an all-new venture. Cases, guest lecturers and a field project address the managerial, financial, legal, and personal challenges likely to be encountered by the “independent” entrepreneur. Recommended for those interested in initiating a personal venture, working with an early stage entrepreneurial team, or seeking entry into Darden’s Progressive Incubator. (Y)
Credits: 1.5
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GBUS 822 - Acquisition of Closely-Held Enterprises
The primary objective of this course is to expose the student to entrepreneurial career options. In addition, this course introduces participants to personal acquisition as an entry mechanism for an entrepreneurial career and alternative ways of acquiring a business of their own. (Y)
Credits: 1.5
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GBUS 823 - Management of Smaller Enterprises
Increasingly, successful M.B.A.’s are deciding that they would rather lead in a smaller business than follow in a large one. Managing a smaller enterprise is an art related to, but substantially different from, managing a large corporation; the issues, challenges, and perspectives differ as much as the numbers in the financials. This course provides participants a hands-on opportunity to understand business opportunities and challenges from the perspective of the owner-general manager of a smaller enterprise. It addresses what happens after the start-up or acquisition of a firm. (Y)
Credits: 1.5
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GBUS 824 - Reading Seminar in Management I
The purpose of these courses is to expose students to a wide range of ideas about the practices of management from a variety of points of view–ancient and modern. Students are responsible for reading one book a week chosen from the areas of management classics, classics of civilization, or current management thought. By practicing critical evaluation of and reflection on the works and by engaging each other and faculty in intense, small-group (12-15) discussions of the concepts, students will be able to draw on a wide base of ideas as they face the complex and volatile work environment. (Y)
Credits: 1.5
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GBUS 825 - Reading Seminar in Management II
The purpose of these courses is to expose students to a wide range of ideas about the practices of management from a variety of points of view–ancient and modern. Students are responsible for reading one book a week chosen from the areas of management classics, classics of civilization, or current management thought. By practicing critical evaluation of and reflection on the works and by engaging each other and faculty in intense, small-group (12-15) discussions of the concepts, students will be able to draw on a wide base of ideas as they face the complex and volatile work environment. (Y)
Credits: 1.5
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GBUS 826 - Corporate Strategy
This course covers the strategic interface between parent corporations and operating divisions with a strong emphasis on the analytical and financial relationships. Corporate strategies primarily revolve around the appropriateness of various divisions (and potential acquisitions) for inclusion in the corporate portfolio of businesses. Divisional strategies in turn require extensive understanding of competitors and realistic product, marketing, and pricing strategies, based on the division’s role in the corporate portfolio. (Y)
Credits: 3
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GBUS 827 - Thomas Jefferson Reading Seminar
This seminar on leadership and management is built around Dumas Malone’s six-volume biography on Thomas Jefferson, Undaunted Courage by Stephen Ambrose, Founding Brothers by Joseph Ellis, John Adams by David McCullough, and the two prize-winning films on Jefferson by Ken Burns. Participants will include students and faculty from Darden, along with interested UVa alumni involved in various capacities at the University. The format is of a group of people interested in a subject, who research the subject individually and then come together to share their insights with the group in written and oral form. (Y)
Credits: 1.5
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GBUS 828 - Introduction to Business Law
A general introduction to areas of business law (excluding tax law) of particular relevance to general managers and their financial advisers. The course includes an overview of the foundations of the American legal system—the law of contracts, property, and torts, as well as substantive areas that managers routinely encounter, such as corporate governance, antitrust, and bankruptcy. This course provides the opportunity to develop a familiarity with the principles and vocabulary of law, and strives in particular to help students develop the analytical techniques characteristic of legal reasoning. (Y)
Credits: 1.5
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GBUS 829 - Venture Capital
This course focuses on the venture capitalists’ professional world and how VCs work with entrepreneurs to create substantial, enduring ventures. The course addresses how venture capital firms are formed, funded and managed; how firms manage their relationships with the Limited Partners who provide their investment capital; how entrepreneurs seek funding and assistance from venture capitalists; and how the parties work together to build successful major companies. (Y)
Credits: 1.5
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GBUS 830 - Management of International Business
This course introduces students to the special aspects of operating in the global environment. It addresses fundamental concepts and tools that international business managers need to know, as well as the need to develop awareness of and respect for other cultures. In order to accomplish these objectives, a cross-functional approach is taken. The course addresses how differences in countries’ economic, political, cultural, and legal environments affect functional business decisions in the fields of strategy, finance, marketing, production, and organizational behavior. The course does not typically address these fields separately but, instead, stresses integration within an international business context. Besides covering diverse functional areas, the course also examines business issues within a variety of countries and geographic regions. (Y)
Credits: 1.5
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GBUS 833 - Business-Government Relations
Today’s complex environment favors managers who understand government processes, are politically aware, are mindful of the interaction between media and government and business, and appreciate how business can gain strategic advantage by monitoring and working with government at all levels. The purpose of this course is to prepare students to meet these managerial requirements, and to participate in complex decisions when changing laws, regulations, and other governmental factors have major long-term implications. (Y)
Credits: 1.5
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GBUS 840 - Valuation in Financial Markets
This course focuses on key valuation concepts in finance. Building on the valuation principles in first year Finance, it explores in more depth the ways in which financial market participants value financial assets. The implications of these financial market valuations for corporate management are also explored. (Y)
Credits: 1.5
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GBUS 841 - Financial Management
The course will deal with the tools, concepts, and decisions that managers use in making investment and financing decisions, and is designed for students who want to extend their knowledge of operating finance beyond what was achieved in the first year course. Not open to students in GBUS 840. (Y)
Credits: 1.5
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GBUS 842 - Corporate Financial Policies
The course takes the viewpoint of a CFO of a publicly held corporation who makes decisions and formulates policies on several issues, including corporate borrowing and relationships with capital providers, risk management, dividends and share repurchases, and performance measurement. The class applies basic valuation techniques (discounted cash flow and options pricing) and general logic to arrive at reasonable decisions on often difficult financial issues. (Y)
Credits: 1.5
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GBUS 843 - Derivative Securities: Options and Futures
The objective of this course is to provide an in-depth understanding of option and futures pricing theory and the application of these types of securities. The course deals with broad array of different options and futures contracts. (Y)
Prerequisites & Notes
Prerequisite: GBUS 840
Credits: 1.5
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GBUS 844 - Entrepreneurial Finance and Private Equity
This course explores a comprehensive set of financial situations that arise in high growth and high risk enterprises, beginning with firms at an early stage of development, progressing to middle stage firms, and then finishing with late stage investments. Discussions cover some key financial considerations, such as how to measure returns, value the enterprise at different stages of development, and structure the deal using various forms of financing. The private equity market is also becoming increasingly institutionalized and this course critically explores some of the latest valuation methods to assess their usefulness. (Y)
Prerequisites & Notes
Prerequisite: GBUS 840
Credits: 1.5
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GBUS 845 - Small Enterprise Finance
The purpose of the course is to provide participants with experience in the analysis and resolution of financial issues in the context of the small enterprise that has no or, at best, limited access to the public-equity market. In addition to consideration of typical issues of asset management, the course considers topics such as structuring bank loans, financing with leases, benefit plans, and transfer of the business to the next generation or selling it. There are no prerequisites, but student wishing to refresh their first year finance material are encouraged to take the Financial Management course first. (Y)
Credits: 1.5
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GBUS 846 - Portfolio
This course covers the classical Portfolio Theory (i.e., Markowitz optimal portfolio) and asset pricing models (i.e., CAPM, multifactor models). It also addresses asset allocation, performance evaluation and market efficiency issues. Particular emphasis is placed on the international dimension of portfolio theory (i.e., international diversification, optimal global portfolio selection and emerging markets). Also, alternative portfolio strategies are explored, such as growth versus value strategies, as well as hedge fund strategies. (Y)
Prerequisites & Notes
Prerequisite: GBUS 840.
Credits: 1.5
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GBUS 847 - Corporate Financing
The course covers traditional forms of capital raising such as IPOs, bank loan syndication, and fixed-rate convertible bonds as well as innovative financing arrangements such as Asset Backed Securities, PIPEs, ADRs and Project Finance. The emphasis is on understanding the issuer’s needs, the terms and features which can be included in financial arrangements, the potential buyers of the security, the appropriate target markets for the issue, and how these factors work to lower a firm’s capital costs. The goal is to develop greater understanding of the capital acquisition process and the appropriate use of a wide variety of financing arrangements. The course is roughly split in half between equity and debt type financing arrangements. (Y)
Prerequisites & Notes
Prerequisite: GBUS 840.
Credits: 1.5
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GBUS 849 - Capital Market Flows and Institutions
This course looks at the factors influencing the flows of funds in the economy. It begins with the role of the government and its influence on capital markets as the largest net borrower and as the primary regulator. Other participants such as depository institutions, pension funds, investment banks and quasi-governmental agencies are examined, and their roles in the funds-intermediation process are analyzed. An important aspect is to understand the process of innovation in financial markets for arbitrage or risk management purposes and the increasing globalization of the markets. Modules for the course include credit creation, money markets, depository institutions, Euromarkets and mortgage finance. (Y)
Prerequisites & Notes
Prerequisite: GBUS 840.
Credits: 1.5
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GBUS 850 - Strategic Management of Financial Service Organizations
After an introduction to the types of institutions that compose the industry, the following broad topics are covered: (1) the new entrants: the growth and profitability of segments of the FSO arena have attracted new players, (2) transformations of existing FSOs to meet new market demands: investment banks, thrifts, insurance companies, commercial banks, and mutual funds have all had to move quickly to adjust to changes in their environments, and (3) new products and new delivery systems. (Y)
Credits: 1.5
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GBUS 851 - Managing Turnarounds and Workouts
This course covers the restructuring (turnaround) and resuscitation (workouts) of troubled and bankrupt companies. Perspectives include the turnaround manager as well as the creditors, primarily long-term, who are often the major decision makers in these circumstances. Guest speakers will discuss legal, accounting, investment banking, lending, and management aspects to augment the case content. A workout negotiation is also included. (Y)
Credits: 1.5
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GBUS 855 - Financial Trading
This course examines the nature and influence of trading in financial markets. Particular attention is directed to the role of noise in financial markets; cognitive illusions and pitfalls in decision-making by market participants; the identification of potentially profitable trades; the development of sound money management skills, arbitrage and quasi-arbitrage transactions; positive feedback trading, back office processing of trades; the management of the trading function; and the development of various expert trading systems. Two mock pit-trading sessions give firsthand experience in simulated pit trading environments and illustrate necessary trading skills. A simulated trading game runs for most of the course. (Y)
Prerequisites & Notes
Prerequisite: GBUS 840.
Credits: 1.5
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GBUS 857 - Mergers and Acquisitions
This course guides students to develop a concept, design a deal, and present a proposal for an M&A transaction. All transactions begin with the spark of an idea; translating that idea into a concrete proposal takes hard work. The course surveys a number of analytic tools, and then exercises them and students’ presentation skills in a “pitch book” exercise. It also surveys some strategic frameworks useful in M&A, and the steps necessary to translate a concept into a solid proposal. This course also teaches students to form opinions about proposed deals. Additionally, students will explore the jargon, key players, and institutional perspectives of M&A. (Y)
Prerequisites & Notes
Prerequisite: GBUS 840.
Credits: 1.5
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GBUS 860 - Marketing Strategy
Marketing Strategy is designed to give students an opportunity to elaborate and refine their working knowledge of basic marketing strategy concepts. It should also enhance understanding of the underlying principles of business and corporate strategy. An objective of the course is to develop the ability to “think strategically”. To this end, this course examines a series of books that discuss strategy generalizations developed by marketing practitioners or address recent topics (buzz, emotion marketing, and permission marketing) that may require rethinking of existing strategy generalizations. (Y)
Credits: 1.5
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GBUS 861 - Business-to-Business Marketing
The purpose of this course is to provide students with an overview of marketing strategy concepts and tools that are most relevant to business-to-business marketers with an emphasis on marketing strategy formulation and implementation. Emphasis is placed on marketing strategy’s role as part of the business strategy development process and addresses marketing issues at the nexus of other functional areas. Modules include: organizing the marketing function, managing complex marketing problems in channels of distribution, sales force management, new product development, customer relationship management and developing/implementing the marketing planning process. Attention is given as well to the role of e-commerce and how it impacts the traditional model of B2B marketing. (Y)
Credits: 1.5
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GBUS 862 - Consumer Marketing
This course has as its objective to add to the analytical and conceptual frameworks introduced in the first year marketing courses the skills and knowledge needed to perform successfully as an executive involved in designing and directing marketing strategies. The sub-objectives are to hone skills with first year frameworks as regards the consumer, channels and competition; provide exposure to major issues facing marketers; deepen understanding the marketing mix and its elements. (Y)
Credits: 1.5
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GBUS 863 - Marketing Research
This course focuses on marketing research as an aid to management decision-making. Three broad sets of issues are dealt with: planning, design, and analysis. Both quantitative and qualitative techniques will be discussed, including focus groups, surveys, and choice models. The planning phase of a marketing research project involves the setting of goals and objectives, and then refining these until a clear set of research questions is identified. In the design phase, managers must understand the differences between qualitative and quantitative techniques, select appropriate research collection methods, and identify relevant sample groups. Once market research information has been collected, it must be transformed through analysis into answers to the research questions identified in the first phase of the process. (Y)
Credits: 1.5
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GBUS 874 - Personal Assessment and Career Strategy
This course is an opportunity for students to take a rigorous look at what they want to do with their first jobs—and their careers and lives. Students analyze their talents, preferences, and personality and compare them to various job opportunities. The course also develops inductive decision-making, a key managerial skill. (Y)
Credits: 3
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GBUS 875 - Managerial Psychology
This course focuses on the major psychological issues that underlie and contribute to the effective and at times ineffective performance of people in managerial roles. The course begins with the development of a model of personality. Issues such as gender, race, meaning, habits of excellence, relationships, creativity and life long development (growth) will be examined. The course is designed to consider those issues that although not visible at first glance prove to be at the heart of why things are the way they are, . not what they seem. (Y)
Credits: 3
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GBUS 876 - Creating Value through Relationships
This course expands students’ portfolio of interpersonal skills and enhances their ability to use those skills effectively. Primary learning in the course comes from experiential learning about oneself and one’s impact on others, case discussion, network and best practice analysis, and speakers discussing how relationships drive their success. Topics include listening, feedback and appraisal, making tough calls, emotional intelligence, building trust, dealing with conflict, working with diverse others, and repairing relationships. With emphasis on future management contexts, students begin to understand how skill in building relationships impacts the whole enterprise. (Y)
Credits: 1.5
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GBUS 880 - Operations Strategy
This integrative course focuses broadly on strategic management principles of the operations function in both manufacturing and service industries. Key objectives are improved understanding of some of the generic concepts and methodology of manufacturing and operations strategy and learning how the operations function can be used as a significant source of potential competitive advantage. Examples of successful global competitors in several industries are used throughout the course. Topics covered include quality, technology, time-based competition, marketing-based manufacturing, global sourcing, focused manufacturing and capacity and facilities planning. (Y)
Credits: 1.5
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GBUS 881 - Manufacturing Planning and Control
This course surveys the latest thinking from around the world on how manufacturing companies are seeking to achieve this combination of low cost and customization, concentrating on the specific analytical techniques companies are finding useful in the implementation of these ideas. Many of these techniques, such as materials requirements planning (MRP), just-in-time, total quality management (TQM), total productive maintenance (TPM), cost accounting, forecasting, and even the recently popular theory of constraints, have actually been around for awhile but are being adapted for the new competitive environment. (Y)
Credits: 1.5
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GBUS 883 - Supply Chain Management
The increasing globalization of business and heightened use of suppliers in most industries has led to great interest among senior management of most companies in supply chain management issues. In many cases, supply chain design and coordination has become an important source of competitive advantage. This course is designed to provide an understanding of the functional and strategic role of supply chains in both manufacturing and service industries, with emphasis on global supply chains originating and ending in North America. (Y)
Credits: 1.5
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GBUS 884 - Innovation
Innovation plays an essential role in the development and achievement of long-term competitive advantage. This course has three main themes: creating and realizing value, prioritizing opportunities, and managing the innovation process. This course deals with both small and large corporations, and usually encompasses a range of technologies. (Y)
Credits: 1.5
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GBUS 885 - E-Business Seminar
The pace of Internet business evolution has proven to be as rapid during the extinction phase as it was in the evolutionary phase for new companies and their business models. Nevertheless, there will be winners and survivors; old-economy companies and pure-plays with successful business models will emerge after the current “nuclear winter” for dot.com and technology companies. Even more importantly, the web will be used by established firms to create an effective on-line channel, support internal process improvement, enhance their automation exploiting peer-to-peer computing, and tighten their virtual integration with customers and suppliers. The course examines the business models and strategies of both pure-play survivors and established firms to attempt to understand the keys to successfully exploiting the Internet and related technologies. (Y)
Credits: 1.5
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GBUS 886 - System Dynamics
This course provides an accelerated introduction to a body of skills and techniques that complements students’ business training with an expanded, methodological approach to understanding and addressing business complexities. Students will learn to use “systems thinking” tools and techniques to address sub-optimal performance in a variety of situations spanning multiple industries, and how to formulate, communicate, and test logical, effective business strategies based on a deeper understanding of the factors giving rise to a particular business issue. (Y)
Credits: 3
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