Jun 30, 2024

Graduate Record 2010-2011

Graduate Record 2010-2011 [ARCHIVED RECORD]

Course Descriptions

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Graduate Business Administration
	GBUS 8307 - Integrated Marketing Communications This is a course designed for those who intend to work in consumer marketing, advertising, consulting, or retailing. The course has three modules: Positioning and Copy Strategy, Media Strategy and Integrated Marketing, and Competition for Account. The latter is a comprehensive exercise in which teams develop and present broad-based marketing communications strategies. Instruction methods will include cases, readings, lectures, guest speakers, and simulation-based exercises. There is no final examination. Prerequisite: GBUS 862. Credits: 1.5
	GBUS 8309 - Management of International Business This course explores the relationships among domestic and foreign firms in economic development, particularly in emerging economies. Concerns over the distribution, pace, and consequences of economic growth are a fundamental force driving change in the international business environment. Firms and their managers are heavily influenced by these changes and by government policies that seek to improve economic conditions through increased flows of trade and investment. Investments in developing economies in particular present managers with opportunities to realize substantial financial returns and contribute to economic growth but are fraught with unique challenges and risks. Investments by foreign firms also raise normative concerns regarding the role of business in society and the nature of globalization. The course gives students theories and frameworks for understanding the nature of economic development and growth and the effects of private firms’ trade and investment activities on local economies. By applying these frameworks to a broad set of cases, students learn how to analyze the economic, financial, and social relationships influencing investments and operations around the globe. All the materials and experiences in the course speak to the central question: ‘How do firms affect globalization and economic development, and how do globalization and economic development affect firms?’ Credits: 1.5
	GBUS 8310 - Competitive Dynamics Seminar This advanced strategy seminar provides class participants with an integrative framework and specific analytical tools for understanding how firms interact in the marketplace: within an industry, across industries, and beyond national borders. The premise of the course holds that business competition is both dynamic and relative; it is a constant interplay between companies as they juggle market positions by exchanging moves and countermoves, and a firm initiating a competitive move (whether a new product introduction or expansion into a new market, an acquisition bid or a simple price cut) must be prepared to meet counteractions from rivals. Understanding the relative nature of this dynamic process is the key to building and sustaining competitive advantage. The seminar is designed to develop an appreciation for cutting-edge academic research and its application to pertinent competitive issues, which is an essential skill for managers responsible for developing and implementing business strategies and for consultants advising such managers. Participants will be expected to abstract larger strategic issues from financial and operational particulars and to apply the concepts, analytical tools, and research methods learned in class to an intensive project on competition. The course will be especially useful to those interested in strategy consulting, marketing and strategic planning, and industry security analysis, as well as anyone seeking to develop sophisticated competitive thinking. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8330 - Business-Government Relations The purpose of this course is to equip students to be the type of managers who understand government processes, are politically aware, are mindful of the interaction between media, government, and business and appreciate how business can gain strategic advantage by monitoring and working with government at all levels. The course will prepare students to meet these managerial requirements and to participate in complex decisions when changing laws, regulations, and other governmental factors that have major long-term implications. In addition to case situations and readings on current issues, selected speakers from business and government will add their expertise. Credits: 1.5
	GBUS 8400 - General Managers Taking Action Situations requiring action vary in complexity and scope. The decision settings include a rich variety of dilemmas general managers inevitably face. This course focuses on general managers and the requirement that they take action in situations, which vary in complexity and scope. General Managers are defined as those managers who possess profit and loss responsibility at any level of the organization from first-level product-line managers to chief executive officers. General Managers must also manage the interfaces of the functional departments: marketing, operations, finance, and engineering or R&D. The goal in each class is for students to develop a plan of action and to think through the detailed steps, which would be needed to implement their plans. Students should be prepared to use current management tools, tried and true management philosophies, and all of the multidisciplinary tools they have internalized in their MBA education when deciding how to take action. The course requires students to capitalize on their entire Darden experience and polish their enterprise perspective. Prerequisites: Restricted to Darden students. Credits: 3
	GBUS 8401 - Cross-Cultural Internship This course is open to students who have accepted summer employment in a country other than that of their permanent residence. It allows students to use their summer-employment experience as a way to increase their knowledge of a culture other than their own and address the challenges of working in that culture. Course content will involve preparation at the beginning of the summer when students will plan a program of readings and discussions supervised by a faculty member and make a personal statement of the learning expectations they have for this summer activity, a midsummer report about what they are experiencing. At the end of the summer, students will engage in a class discussion based on each student’s in-class report about a significant and surprising aspect of their cultural experience and what was learned from it. Students also will be expected to write a final report reviewing their cultural experience and the extent to which their learning expectations were achieved. The report should also compare and contrast their job experience with what they might have experienced in their country of permanent residence. Prerequisites: Restricted to Darden students. Credits: 1
	GBUS 8402 - Survey of the Health Care Sector This course is designed to bring together health care leaders in a multidisciplinary effort to address critical issues and challenges facing health care. Students will explore how the economic, financial, and ethical issues cannot be treated separately in analyzing health care markets as the various sectors of the health care industry are interrelated. The course will develop a framework for understanding and evaluating the trade-offs that are inherent in the health care industry, and how these trade-offs affect strategic thinking. Topics will include health care financing, delivery, and strategy; current trends in pharmaceuticals and biotechnology; medical devices; health care technology; and issues in public health policy. Students will examine these topics from a global as well as a United States perspective. Successful entrepreneurs and seasoned executives will participate in the class sessions to share their experience, opportunities, and advice. Credits: 1.5
	GBUS 8403 - Leadership & Theatre: Ethics, Innovation and Creativity The purpose of this course is to build leadership skills and ethical analysis skills by reading, discussing, and performing dramatic scenes from great plays. The scenes will be chosen for their relevance to both leadership and ethics. The course is built around the conceptual apparatus in Dunham and Freeman (2000) that the task of the theatre director is akin to the task of the CEO. For example, students will examine how directors draw vision from particulars, emphasize good casting or ‘getting the right people on the bus,’ get the best out of their team, and approach work collaboratively. The class will examine theater companies as high-performance teams and attempt to construct such teams throughout the course. The course draws on the expertise of the artistic community in Charlottesville by providing several technical workshops on acting and directing. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8404 - Innovating and Integrating in Services - The “New” Economy This course builds on the innovative trend toward service-related economies in the United States and other developed countries. In a participative seminar-like format, it uses student experiences and personal observation techniques along with cross-discipline outside speakers, cases, articles, and book selections. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8405 - Crisis Leadership This course will help students prepare for the complexities of leadership and increase their general management skills during times of crisis. Students will analyze a variety of crises situations that affect businesses and other organizations and develop a set of crisis-leadership competencies. Both theoretical and applied/practical perspectives of crisis management will be addressed. Students will be exposed to multiple frameworks for managing crises and the tools and techniques for making sound leadership decisions before, during, and after crises hit. We will also examine crises as sources of organizational innovation and change. The course uses a variety of teaching methods, including case studies, current events, simulations, and guest speakers to illustrate key points and will draw on material from multiple functional areas including organizational behavior, strategy, marketing, and management communications. The course is particularly relevant to students preparing for the responsibilities of management and senior leadership. Credits: 1.5
	GBUS 8406 - Advanced Topics in Business Ethics The purpose of this course is to explore issues and theoretical ideas in business ethics that were raised in the first-year course and to examine these issues and ideas in new contexts. There will be readings, cases, and books that are relevant to the topic at hand. Examples include Business Science and Ethics and Background Theories of Business Ethics, both of which explore the underlying philosophical theories behind much of the first-year course, and Topics in Ethics and Accounting and Finance, which explore issues around corporate governance. The content of the course will change based on student interest, external events that students would like to explore, and topics of interest to faculty and students. Credits: 1.5
	GBUS 8410 - Financial Statement Analysis and Corporate Valuation This course uses reported accounting data that provides a foundation for the application of tools and techniques to derive the measurements that aid in corporate valuation. Students will develop an understanding of screening, forecasting, and valuation tools that aid in the analysis and exploitation of information contained in financial statements. The course includes but is not limited to topics related to the use of ratio analysis, the theory and development of cash-flow and earnings-based valuation models, identification of financial statement management, and the impact of accounting principles and assumptions on valuation. Course content will encompass three modules. The first strengthens students’ understanding of key accounting relations and how detailed ratio analysis can provide a historical perspective on firm activities. An emphasis also is placed on the role of nonfinancial information used as supplements to required accounting reports. The second builds on this foundation with an explicit focus on common valuation and earnings-forecasting techniques that include financial model building using discounted cash flow, multiples, and earnings-based valuation methods. The final module identifies the critical accounting factors that may be unique to the given firm under evaluation. These factors will include identification of and adjustment for off-balance sheet assets and liabilities, multi-national operations, and detecting earnings management. This course should appeal to those planning careers in financial management, consulting, security analysis, investment banking, or credit analysis. Credits: 1.5
	GBUS 8411 - What Do You Want? A Transition Guide to the Real World Graduating MBAs will spend the next 35 years of their lives working very hard. What is it they will be working for? To maximize their wealth? Fame? Happiness? Power? Peace of mind? Energy? Salvation or spiritual peace? To be loved? Friendship? A family? How do these all fit together in their definition of success and in what proportion? How do they avoid losing one for the sake of the other? This course will explore the pros and cons and the ins and outs of various answers to these and the fundamental question: ‘What do you want?’ and guide students on how not to become professional anecdotes for books such as Career Success, Personal Failure, and Must Success Cost So Much? The readings, films, film clips, and cases will be focused on related questions that examine the meaning of life, career, and the nature of success. Students can use this course to put their business educations in the context of managing their careers over their lifetimes before reentering the working world and actually experiencing the consequences of their decisions. Credits: 1.5
	GBUS 8414 - Advanced Managerial Communication This course is designed to assist students in their transition from the academic to the corporate environment. It will provide an opportunity for students to explore in more depth the strategies of communication framed in First Year Management Communication. It will offer students more practice in written and oral presentation work that will include frequent, individual meetings with the instructor for personal assessment and evaluation. The course will ask students to examine their personal communication styles including both their nonverbal behavior as well as how they express themselves in writing and in public presentations to both large and small groups. Areas examined in the course will be communication networks and organization channels, common barriers that lead to communication disruptions, the challenges of dealing with troubled and troubling constituencies, and specific communication frameworks that contribute to a vibrant corporate culture. More topics covered will be message structure strategies, the presentation development process, proposals, reports and business plans, customer and client meetings, communication audits and needs assessments, and communicating change and strategies for dealing with conflict and creating consensus. Credits: 1.5
	GBUS 8417 - Conversations & Debates on Globalization The main goal of this course is to expose students to diverse and, at times, controversial issues related to globalization. The aim of the course is to move beyond preconceived opinions pro- or contra-globalization and to ask students how globalization could be shaped by business and other social factors for the common good. Using a variety of different methods, the course will be structured as an informal seminar with students and faculty engaging in conversation regarding questions about globalization for which no ready answers are yet available. (Y) Credits: 1.5
	GBUS 8418 - Global Macroeconomics and Financial Markets The course is intended to deepen students’ understanding of links between global macroeconomic forces and their impact on financial markets. The cases cover major economic developments that have shaped the world financial system such as energy shocks, financial crises, and regime shifts in monetary, fiscal, and exchange rate policies. Historical lessons from the evolution of the global financial system will be offered and comparisons will be made with the current global environment for which extensive contemporary readings will be assigned and some outside speakers invited. The course is designed to provide students with the most up-to-date view on the forces that currently are shaping financial markets in developed and emerging economies. It will also provide a framework for students to make investment decisions in bond, equity, and currency markets that build upon the tools developed in First Year Global Economics and Markets. Credits: 1.5
	GBUS 8419 - International Deal Making: Legal & Business Aspects This course is focused on the application of legal and business knowledge to real world transactions in the international context. It is a practical course for students who are interested in applying their knowledge to deal structuring, identifying and resolving legal and business concerns, negotiations, documentation, and deal closing. This course is offered by the University of Virginia School of Law and the Darden School and will be taught as a seminar with a combination of students from both schools. The short-form cases or caselets often place students inside the negotiating room and challenge them to negotiate with foreign ministers, senior military officials, provincial governors, and other counterparties. Each case involves one significant cross-border transaction either successful or unsuccessful and will deal with specific issues such as deal structuring, negotiating, and documenting that arose during the course of that deal. Past cases have included situations in the countries of China¿banking, Burma & Thailand¿energy, Philippines¿industry privatization, Indonesia¿real estate, and China¿IPO. Credits: 1.5
	GBUS 8420 - Entry Strategies in the Asia Pacific This course is specifically focused on formulating and applying practical strategies for entering the markets of Asia Pacific, the highest growth region in the world. All of the case studies are based on the Asia Pacific region and many recount trail-blazing deals that offer innovative and useful lessons for students. Among the principal topics examined in the course are: Entry Strategies; Negotiating Strategies; Pricing Strategies; and Strategies for dealing with Governments and State-Owned Enterprises. The course is taught from the perspective of management strategy and decision making, but it is intended also to sharpen students’ capabilities in deal structuring, financing, negotiating, and solving regulatory issues. In several cases, students will be placed at the negotiating table and have the opportunity to test their strategy against the local counterparty. Actual transaction outcomes and subsequent events are always presented. Past cases have included situations in the countries of China¿automotive and chemicals, Pan-Asia¿the Internet, Thailand¿aircraft, Taiwan¿consumer goods, and Hong Kong¿managing feng shui. Credits: 1.5
	GBUS 8421 - Comparative Studies in New Product Development This course is intended for students interested in gaining insight into the issues and challenges of managing the development of new products and services in the corporate environment. A key feature of the course is its team-based field study of new product development in one of three industry settings: consumer products, defense/aerospace, or an industry of choice such as software development, medical/pharmaceutical, computers/electronics, or industrial components. Together with the field-study component that engages students in field-based research and discussions with senior industry executives leading new product creation, the course covers new product development practices via lectures, cases, and readings. Industry differences will be examined along dimensions including integration of customer understanding and input into product concept creation, leading innovation, R&D and engineering design practices, product portfolio management, effective use of the supply base, project personnel and leadership selection, performance management and incentives, integration between functional areas and development projects, and managing product roll-out in global markets. The course content will emphasize the management issues and trade-offs that are required to ensure that the product development process and decision-making values support the corporate strategy and functions within the corporation’s constraints on both financial and human resources. The role of managers and leaders in support of product development are explored for those directly and indirectly involved in the new product development process. Credits: 1.5
	GBUS 8423 - Corporate Financial Policies This course adopts the perspective of a CEO or CFO of a publicly held corporation and examines the role of financial analysis in creating corporate value. It draws heavily upon analytical techniques provided in the First Year Financial Management and Policies course and deepens and extends the core theory introduced in that course by examining its application to many of the key policy challenges that confront public corporations. The course consists of four modules. Short-Term Financing and Working Capital Management and Capital Structure Policy are two that look at a series of policy issues that confront CFOs in the course of their day-to-day operations. Topics addressed in these two modules range from forecasting short-term financial needs to assessing the impact of alternative capital structures upon the implementation of corporate strategy. The final two modules, Mergers and Acquisitions and Restructuring and Bankruptcy, examine the role of financial analysis in effecting value-enhancing corporate transitions. Topics addressed range from the identification and quantification of merger synergies to the key strategic and procedural aspects of U.S. bankruptcy filings. Occasionally, the course also harnesses some of the more advanced techniques presented in the First Year Valuation in Financial Markets course. Each case, however, adopts a strictly managerial perspective, utilizing advanced techniques only as they prove necessary to solve specific managerial problems. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8424 - Games and Auctions This course aims to sharpen the participants’ strategic thinking. It examines competitive situations from a diverse range of corporate activities in which performance depends on the interactions between a multiplicity of decision makers, including customers, suppliers, competitors, employees, managers, investors, and regulators. Students will develop a tool set for perceiving, analyzing, and shaping these interactions. Most of the tools have first been developed in economic game theory. Many key insights from game theory are intuitively compelling and fit literally on the back of an envelope. The course therefore emphasizes concepts and qualitative reasoning, rather than quantitative techniques. Case studies from different functional areas serve to provide students with a store of strategic insights and, under the guidance of analytical tools, to condition sound intuitive thinking that will carry over to new, unfamiliar problems. Computer simulations enable hands-on decision making and provide feedback on the effectiveness of personal rules of thumb for competitive interactions. Credits: 1.5
	GBUS 8425 - Field Studies in Operations Management This course gives students the chance to work closely with practicing managers and a faculty member to explore an operations type of problem. Area faculty members will assist in the identification of possible problems or projects. This one-week course will consist of an on-site portion where the team of students will work on real problems facing an organization. In order to take this course, students must have taken or be concurrently enrolled in at least one of the following courses: Operations Strategy, General Management and Operations Consulting, Supply Chain Management, or Developing New Products and Services. (Y) Credits: 1.5
	GBUS 8426 - Derivative Securities: Options and Futures The Derivatives course is designed for students interested in a career in investment banking or corporate finance. The primary purpose of the course is to teach students how to interpret and value the wide variety of derivatives products available. As such, the course examines a broad array of derivative products that range from basic futures contracts to the more specialized products developed for interest-rate markets. The valuation tools considered begin with basic arbitrage relationships and from there students will develop the Black-Scholes model. The course will also introduce the binomial approach and will use it as the primary valuation framework throughout the course. Students will also, through the use of assignments and problem sets, develop an intuitive understanding of why these products are used and the fundamental relationships that underlay all derivative products. Credits: 1.5
	GBUS 8427 - Entrepreneur as Change Agent This course examines the entrepreneur as change agent within the evolving economy. Building on the premise that entrepreneurship presents the best contemporary outlet for agents of revolutionary change, students will examine how enterprising individuals create value for themselves and others, across regional, industrial, and social boundaries. This is a course for those whose long-term goals extend beyond creating personal economic gain and involve creating broad-scale value for multiple stakeholders. Although this course does not guarantee that every student will become a change agent or provide a step-by-step path for executing such change, our belief is that the Washington, D.C. and Northern Virginia corridor as an intersection of technology, capital providers, government agencies and officials, small and large firms, and universities provides a fertile environment for study. Therefore, the course will be delivered in-residence in the Washington metropolitan area. Credits: 1.5
	GBUS 8428 - Arbitrage Investment decision makers often experience a tension between the decision rules commonly found in practice and those proscribed in theory. The resolution of this tension creates a dilemma for investment professionals. Some may choose to blindly accept theory and ignore the real-world realities of the market place. Others may choose to casually dismiss financial theory as unrealistic and irrelevant. Because either of these responses is likely to be perilous, this course seeks to fill the need for a more balanced response. Students may begin the course understanding that traditional finance theory relies on a set of fundamental assumptions about the behavior of buyers and sellers of financial securities and conditions of the market in which they trade. This course surveys areas of common departure from the traditional assumptions of investor behavior and market conditions with a view to evaluating their impact on investment decision rules. Credits: 1.5
	GBUS 8429 - Managing Conflict and Leveraging Consensus This course will provide a deeper understanding of options, preferred approaches and best practices in managing conflict, and leveraging consensus. As conflict is an inevitable element in all human relations, students will explore how managers and leaders who effectively deal with both daily and systemic conflict enjoy a distinct competitive advantage in a variety of respects. These include: building and maintaining strategic alliances and networks; furthering team creativity and innovation; fostering collaborative organizational cultures and working relationships; containing financial and human costs; and, ultimately, improving business results. While rooted in negotiation and conflict theory, this course will provide pragmatic and practical general management skills and should therefore be of interest to all students, regardless of their specific career or personal goals. Bargaining and Negotiating is a prerequisite for this course. Principal modes of instruction are cases, readings, extended simulations, and in-class exercises. Credits: 1.5
	GBUS 8430 - Systems Design and Business Dynamics I Students who are interested in adding a dimension to their critical thinking and business design skills will be interested in this course during which they will examine fundamental skill sets that can accelerate their ability to diagnose and manage complex business issues. General managers and strategy consultants use system-thinking skills to examine the interconnectedness of business processes and policy structures and to judge how a change in any one area might affect the performance of an entire system over time. Students will learn a new approach to communicating with others and benefit from learning to utilize a system-design approach for facilitating discussions aimed at developing new mental models of complex business systems. During the course, students will utilize business simulations to design new managerial policies aimed at improving performance and testing alternative business scenarios. The course is highly participatory, relying on workshops, simulations, and interaction with classmates and guest speakers to complement readings, cases, and exercises. Throughout the course, special emphasis is placed on the ability to communicate with others to build a shared understanding of business processes, decisions, and business performance insights. Systems Design and Business Dynamics I may be elected without continuing on to Systems Design and Business Dynamics II, but part I is a prerequisite for part II. Credits: 1.5
	GBUS 8431 - Systems Design and Business Dynamics II Systems Design and Business Dynamics I is a prerequisite for this course as part II is designed to allow students to apply the fundamental skills learned in part I to significantly more intricate business issues. Students will assess, quantify, and model the behavior of a complete system to determine effective points of leverage for achieving the business performance they select. More advanced system-analysis tools, design frameworks, and business simulations are offered to students who seek a differential capability in unraveling and addressing business-performance dynamics. Increasingly complex business situations are explored that are of particular interest to the strategic consultant, general manager, operations consultant, or market analyst. The course is highly experiential and participatory, relying on workshops, simulations, and interaction with classmates and guest speakers to complement the readings and cases. In addition to developing additional capability in analyzing business performance patterns, students will utilize mapping and modeling software to explore differences in strategic decision policies. Throughout the course, special emphasis is placed on the ability to communicate with others using system-analysis tools to build a shared understanding of business processes and insights. Part I is focused on individual work and exploration while this second part of the course engages students in more team-oriented work, and the class essentially becomes a set of small consulting firms whose purpose is to address intricate business issues. Credits: 1.5
	GBUS 8432 - General Management and Operations Consulting 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 and management skills. The topics covered in the course are usually encountered by rising MBA students in their summer internships or by recent graduates in their first years after graduation. These will include but are not limited to areas such as competitive cost analysis, Lean Thinking concepts in services and manufacturing, including Muda elimination and single-piece flow, and Six-Sigma project design and implementation. (Y) Credits: 1.5
	GBUS 8433 - Media, Entertainment and Sports Management This course introduces students to the specific challenges of managing within the media, sports, and entertainment industries. The course also explores the management of businesses with a creative component, including topics such as how to deal effectively with advertising, public relations, or a talent agency, and better understanding those within an organization who create intellectual property (e.g., engineers designing cars and scientists researching breakthroughs in biotechnology). Students will discuss the challenges of communicating across boundaries to bridge the gap between the perceived ‘creative’ and ‘business’ functions. Cases studies will be utilized as well as projects designed either by the students themselves in a way that is helpful to their career or by guests involved in the course. The course will also stage creative encounters in which guests involved in media, entertainment, and sports engage students in the problems they face in their professional lives, encounters for which students will aim to find innovative solutions. Credits: 1.5
	GBUS 8434 - International Corporate Finance This course explores the financial decisions of firms facing exchange risks in a global capital market. Building on students¿ existing understanding of exchange rate determinants, the course examines transaction and economic exposure, hedging activities, capital budgeting, global capital sourcing, and financial strategy. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8435 - Emerging Medical Technologies Seminar This course focuses on understanding what it means to advise, do business with, or be involved in the development of` a heavily regulated industry. It is aimed at attracting a group of interested students who believe they will be likely to have banking or consulting clients in the Life Sciences industry or who aspire to take a role in the creation of new enterprises in this sector. In this industry, whether Biotech or Devices, the consumer of products, the patient, does not choose the product, pay for it, or have any say about what products are available. This is a unique environment in which anyone involved needs to have a working knowledge of the philosophy, terminology, and processes their clients, companies, or products will have to follow. The course is not designed to make students regulatory experts but to show them ways to navigate the regulatory pathways and related issues, which impact every phase of the creation and growth of a Life Sciences company. For the most part, students will not examine the issues surrounding the growth of provider or service businesses such as hospitals but instead explore the issues related to businesses built around proprietary technology. Topic samples: the history and evolution of regulation in this country and why it has evolved differently in other countries; cosmetics, cosmeceuticals, and food and how these areas are coming under increasing scrutiny by regulators; how to finance a drug versus a device company; and emerging technologies’ issues. Course content will include cases, class discussions, background reading, guest lectures, and individual and student team projects. Students will have an opportunity to follow an actual company’s evolving strategy. Credits: 1.5
	GBUS 8436 - New Venture Practicum This course explores in depth the practical aspects of starting and running a new venture with high potential. It is run in studio format so that the course is organized around the projects that students are actually working on. The projects themselves form the primary focus of course content. Each week, students will provide updates on their projects and participate in the development of each others’ ventures. There will also be several guest speakers who will provide input for specific projects and engage in discussion with the class on particular issues relevant to the particular group of students and their new ventures. The instructor will also assign readings/materials that relate to specific issues as and when appropriate. This course is recommended for students seriously interested in digging into start-up issues in an experiential fashion accompanied by interaction with practitioners from outside the classroom. (Y) Credits: 1.5
	GBUS 8438 - The Experience Economy This course provides an in-depth look at the emergence of experiences as a distinct form of economic commerce, using the book, The Experience Economy. Students will examine the ways marketing experiences are altering the methods with which companies create demand, the role of mass customization in shifting from goods and services to experiences, and how the staging of experiences requires fundamentally different human performance technologies. Students also will participate in a comprehensive review of nine analytical models. Each model is designed to foster robust thinking about experiential innovation and will be accompanied by a handful of typical examples, followed by open discussion and an interactive exercise aimed at making application to specific businesses and industries. At the conclusion of this review, teams will be formed with each team tasked with developing a case study or research report that utilizes a particular model to provide further exploration about creating value through new or enhanced experiences. Credits: 3
	GBUS 8439 - Building Cultures of Innovation Through Effective Leadership This course uses business cases to explore leadership that is highly effective at building cultures of innovation. It focuses on how leaders can construct environments that encourage employees to search for innovative ways to improve the competitiveness of the enterprise, on a daily basis without external direction and instruction, and how these environments (cultures) can guide both strategic and executive decisions to optimize enterprise performance. It also demonstrates why innovation is increasingly important, not only to technology companies but also to companies across a broad spectrum of industries. Through business cases and filmed interviews, students will examine companies and leaders that have been successful at building cultures of innovation. The course is intended for students who seek to lead a business organization. It may also be useful for students wishing to pursue an investment career, as identifying leadership that creates cultures of innovation is believed by many to be a key ingredient in successful investing. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8440 - Patents & Corporate Value: Exploration of Public Policy, Business Strategy, & Financial Rptg Issues This course explores the current state of affairs and aims to present a set of principles to guide the practicing manager and investor with respect to the effect of the intellectual property on strategic decisions. Changes in domestic and international policies toward granting patents have triggered massive shifts in managerial and investor behavior. Many companies now actively manage their patent portfolios as an extension of competitive strategy by engaging in risky, litigious, or otherwise aggressive actions. Still many others have yet to realize the importance of the changing patent environment and make suboptimal strategic decisions. Investors, striving to estimate the intrinsic value of firms, often face limited information and thus struggle with evaluating the importance of intellectual property to the overall strategic objectives of the company. In consequence, both corporate and investor decisions can vary dramatically from the optimum. The course will be conducted as a one-week course at Darden and in Washington D.C. and surrounding suburbs. It will entail speakers from and/or visits to the U.S. Patent and Trademark Office, U.S. Senate, venture capital firms, and IP-intensive firms in Maryland and Northern Virginia. This course will be relevant to students anticipating careers in technology management, business strategy, consulting, venture capital, business development, financial reporting, and securities analysis. Credits: 1.5
	GBUS 8442 - Advanced Financial Reporting and Analysis This course is intended for students who want to extend their knowledge and comprehensive understanding at both the conceptual and practical level of our accounting and financial reporting system beyond the topics covered in the prerequisite elective course, Financial Reporting and Analysis. It will provide students with new opportunities to take an in-depth look at challenging contemporary financial accounting and reporting issues and practices pertaining to inventory valuations, sales-type and operating leases, accounting changes, corporate restructurings, financial contingencies, mergers and acquisitions, and market valuations. Other topics covered will include earnings management, earnings per share, earnings quality, and corporate governance. The course also examines the impact that the recent accounting and related business scandals have had on investor confidence and the capital markets, and it includes a number of examples of fraudulent financial reporting that has occurred. Although the primary focus of this course is on accounting and reporting practices in the United States, it also addresses the significant progress made in establishing international financial reporting standards. Credits: 1.5
	GBUS 8443 - Second-Year Coaching and Career Development This course gives second-year students an opportunity to learn the theory of effective mentoring and career coaching in the workplace and to apply it to real-life, professional-level discussions with first-year students in the MBA Career Development process. The course will prepare students to successfully meet the challenges of providing career counseling and direction to others for achieving superior performance in the workplace. Second-year coaches will study, practice, and reflect upon all aspects of coaching, mentoring, and counseling that fall within the scope of managerial responsibilities common to MBAs at various leadership levels. The course, which runs from August through March, will begin in a classroom setting where the theoretical aspects of coaching will be introduced and explored. Subsequent training sessions will be interspersed with hands-on application of the concepts with assigned first-year students. Throughout the course, direction and oversight will be provided by Career Development Center consultants both individually and in small groups with other coaches. Credits: 0
	GBUS 8444 - Investments This course will provide students with an understanding of the theory and practice of investment decision making. Through readings and case discussions, students in the course will examine how stocks, bonds and derivatives are priced in efficient markets. Credits: 1.5
	GBUS 8445 - Managing Investment Portfolios This is a course designed for students interested in careers in investment management to help them develop the analytical tools and insight necessary to manage an investment portfolio. Valuation in Financial Markets (GBUS 752) and Investments (GBUS 8444) are required prior to taking the course, which consists of three modules: performance evaluation; asset allocation; and asset selection. Credits: 1.5
	GBUS 8446 - Innovation, Entrepreneurship and Clean Commerce Whereas the prerequisite course GBUS 806 is an introduction for those with little or no experience with innovation and sustainability, this new course provides students with the opportunity to go into significantly more depth regarding strategy design and implementation. It offers the opportunity for students with experience in sustainability and innovation topics to add greater depth to their practical understanding at the advanced level. Credits: 1.5
	GBUS 8447 - Innovation and Product Development This course will expose students to the managerial challenges that arise throughout the product and service innovation process, including needs identification, concept development via iterative design, and market launch. Using product development as a platform from which to launch a broader discussion on innovation, the course will investigate the key ingredients to successful innovations in any setting. Credits: 1.5
	GBUS 8448 - Faith, Religion and Responsible Management Behavior This course is designed to explore what it means to be a person of faith and how that relates to how one should live, particularly in business. Students will look at this core question from the standpoint of three different religious traditions: Christianity, Islam, and Judaism. As we look at each faith tradition, we will be asking a series of questions connected to core themes of the course. Credits: 1.5
	GBUS 8449 - Women Leaders in Corporate America At the heart of this course is the phenomenon of the growing importance of women in leadership positions in corporate America and, to a lesser extent, in global corporations. Credits: 1.5
	GBUS 8450 - Hot Topics in Finance The course gives students the opportunity to hear financial market experts discuss the most current financial issues in the headlines. Topics will span issues of concern to Wall Street as well as corporate America. Each class will feature a new speaker who will either introduce a new issue to the class or will bring a different perspective on the issue of a previous speaker. Credits: 1.5
	GBUS 8451 - Managing International Trade and Investments This course is intended for students whose careers will likely be affected by trends in international trade and investment. It offers a conceptual framework to analyze the opportunities and constraints of the global economy, while at the same time provides concrete examples of successful (or failed) business strategies. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8452 - Financial Management This course is intended for those planning careers in areas not requiring a sophisticated knowledge of finance but who wish further exposure to operating finance from the general manager¿s perspective. The course will therefore touch briefly on topics of importance to those planning to work in marketing, operations, general management, smaller enterprises, and new ventures. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8453 - Entrepreneurial Finance and Private Equity This course explores a comprehensive set of financial situations that arise in high-growth and high-risk enterprises. It focuses primarily on the investment phase of the private equity cycle and examines the investment strategy, valuation, and structure of ventures in their formative stages prior to becoming public companies. A range of enterprises are examined from early stage (venture capital) to late stage (mezzanine financing and buyouts) to provide perspective on how the maturity of an organization influences the nature and structure of financing and valuation. Issues related to the measurement of returns in private equity funds, valuing enterprises at different stages of development, and structuring deals using various forms of financing are covered as well as the analytical methods to better measure performance and value enterprises. Students will examine how each party’s view of the value of the enterprise forms a basis for negotiation upon which the percentage of equity participation and the terms of the contract are determined as well as how the pricing and terms depend not only the deal itself but also upon prevailing market conditions. As private equity firms are either rapidly growing or changing organizations, students will learn that there must be sufficient flexibility and appropriate incentives built into the current round of capital raising and the contract terms to carry the firm through its next stage of development. Credits: 1.5
	GBUS 8454 - Small Enterprise Finance This course provides participants with experience in the analysis and resolution of financial issues in the context of the smaller enterprise that has no or, at best, limited access to the public capital markets. The course material seldom will deal with high-tech enterprises that are purchased with the intent of rapid resale. On the contrary, it deals with companies operating in the mundane, real world of the typical small-enterprise owner who needs sales to meet the payroll, wisely uses limited capital resources, carefully raises new funds, and must plan for the ultimate transfer of the business to new owners. The latter problem is unique to the small, privately held business. In addition to considering typical issues of asset management, including acquisitions and dispositions, the course will cover topics such as working-capital management, selecting funding sources and structuring loans, project finance, creating liquidity, and transferring the business to the next generation or selling it. The tools required for this course were introduced in First Year Financial Management and Policies; emphasis will be on applying those tools in the small-enterprise context. Credits: 1.5
	GBUS 8455 - Leading Organic Growth: Discovering and Executing New Opportunities-MBAE This course is designed to help students develop an understanding and competency set for optimizing organic revenue growth across the life cycle of an organization. It explores practical steps and actions for revenue expansion from internal sources. Credits: 1.5
	GBUS 8456 - Unleashing Organizational Potential: Methods & Skills for Positive Interven This course introduces intervention methods and skills to unleash the potential of whole organizational systems by transforming an organization¿s culture. An organization¿s potential is unleashed when its cultural assumptions organize its activities in ways that excite and empower its members and its constituents to create extraordinary and meaningful results. Credits: 1.5
	GBUS 8458 - The General Management Process This course covers the management processes by which general managers manage businesses, addressing both public and private businesses. The course begins by introducing the concept of management levels¿corporate, business, functional and operating. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8459 - Corporate Innovation and Design Experience The course examines how design thinking and innovation principles can be used to enhance the value and accelerate the development of business opportunities that deliver organic growth. Students will apply design methodologies and innovation tools in a live, corporate project, working closely with a client company with a real problem to solve. Prerequisites: Restricted to Darden students. Credits: 3
	GBUS 8460 - Portfolio This course will provide students with a strong conceptual and applied understanding of the theory and practice of portfolio management. Students will first examine classical modern portfolio theory that will form the foundation for an exploration of the practice of portfolio management through case discussions and with guest lecturers. Topics will include modern portfolio theory, investment policy, portfolio strategy, asset allocation, market efficiency, and performance evaluation. Students will be challenged to evaluate the validity of theory and conventional practice as guidance for managing portfolios. The course will feature a combination of cases, guest lecturers from industry, and readings. Although most relevant to students planning careers in investment management and research, the course also should be valuable to students interested in managing their own investments. Valuation in Financial Markets is a prerequisite for this course. Credits: 1.5
	GBUS 8462 - Professional Selling This course will expose students to the leading frameworks and best practices of professional selling, specifically addressing the complex purchasing processes and sophisticated buyers that define today¿s business-to-business relationships. In addition, students will gain practical experience with the most current selling strategies, processes, skills, and tools that are appropriate for their careers. Prerequisites: Restricted toDarden students. Credits: 1.5
	GBUS 8463 - Business and Sustainability This course is intended to provide students with a comprehensive conceptual and applied understanding of the sustainability challenges and opportunities facing corporations on a global scale with primary emphasis on environmental sustainability. Students will be exposed to a variety of pressing sustainability issues and to new techniques and approaches for successfully dealing with them. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8464 - Hot Topics in Marketing The course gives students the opportunity to hear marketing experts discuss the most current marketing issues facing companies today. Each class will feature a speaker who will either introduce a new issue to the class or bring a different perspective on an issue already introduced by a previous speaker. The content of the course will vary according to what topics are in the news as well as the availability of speakers. Prerequisites: Restricted toDarden students. Credits: 1.5
	GBUS 8465 - Mgmt Planning & Control Sys This course is intended to provide students with an understanding of the design and use of planning and control systems to facilitate the implementation of an organization¿s strategy. Many organizations have discovered that having a great strategy is not enough if the right structures and processes are not in place to implement that strategy. Credits: 1.5
	GBUS 8466 - Emerging Topics In Technology & Operations Management The course offers a means for students to gain direct exposure to the world of practical affairs by engaging Darden alumni with expertise in technology and operations management. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8470 - Corporate Financing The course focuses on capital raising in the United States and international markets and has as its ultimate goal a greater understanding of the capital acquisition process while it emphasizes capital raising in public markets. The course covers the institutional process of security issuance¿the formal rules and regulations as well as the informal norms and practices of the marketplace. Issuance in public security markets entails strict adherence to these rules and regulations that govern the marketplace. While these rules place more limitations on managers’ actions than private placements, the United States and the developed world’s capital markets offer firms the broadest array of possible funding sources at the lowest cost. Students will survey a number of commonly used financing arrangements, such as follow-on equity issues, initial public offerings, ADRs, and several forms of straight and convertible debt. The course targets students with professional interests in corporate finance, commercial and investment banking, financial services, and management consulting. Prerequisite: GBUS 840. Credits: 1.5
	GBUS 8472 - Technology Accelerator Course In this course, students can master the process of adapting technology to the needs of the market and developing an actionable strategy. Students will learn the integrative skills necessary to do a startup even if they are not prepared to commit to the Incubator. Prerequisites: Restricted to Darden students. Credits: 3
	GBUS 8490 - Financial Institution and Markets This is a survey course on the institutions and products that make up the capital markets. Major themes in the course include financial innovation and its role in making the financial markets and the economy more efficient. An emphasis is placed on the redistribution of risk among market participants and the reduction in the spread between what borrowers pay and what lenders receive. The course is designed as a broad overview and is not a technical course. It is valuable not only for students interested in finance but also for those with general management aspirations. Credits: 1.5
	GBUS 8500 - Special Topics Seminar Each seminar is a course of study for students with special interests in business administration topics not currently included in the normal course offerings of the MBA Program. The seminar topics should be consistent with the objectives of the Second Year Program. Credits: 1.5
	GBUS 8510 - Global Business Experience Global Business Experience is a one-week course that focuses on business issues in variety of countries outside of the United States. The courses are offered at midterm break in March. Each section offered under the Global Business Experience heading provides the opportunity for students to visit a different country and experience business practices and cultures other than those of their native countries. Both first-year students and second-year students may participate. Based on a unifying theme and a specific geographic location, each course includes structured classes and practitioner presentations as well as visits to companies, governmental agencies, and important cultural sites. Each Global Business Experience course is intended to give students a better perspective on the countries visited and, through comparison, on their country of origin. While the countries may vary from year to year, in the recent past, programs have been offered in Argentina, Bahrain, China, Czech Republic, India, Mexico, Spain, and Sweden. Credits: 1.5
	GBUS 8520 - Darden Business Project The purpose of these courses is to give students an opportunity to develop a business idea of their own into a new business or work closely with a founder to develop their idea into a new business. Students will experience a start-up environment where resources are in short supply and corporate support is limited. For students choosing an entrepreneurial career, this experience will allow them to test the water to see if they are predisposed to this career path. For students choosing an intrapreneurial career within a corporation, this experience will allow them to appreciate the benefits of corporate support. A student (or students, if a team) who request the 4.5-credit-hour (180 working hours per student) option are required to submit an analytical document that answers a critical path question in the determination of the viability of a business, which should form the basis for a determination if the student plans to pursue this business as full-time employment after graduation. A student (or students, if a team) may request the 3-credit-hour option if they do not see the critical path question being addressed in this Darden Business Project course as pertaining directly to their involvement after graduation in the business being analyzed or if they want to experience analyzing a critical path problem for an entrepreneurial venture. Credits: 1.5 to 4.5
	GBUS 8600 - Marketing Strategy In the Marketing Strategy course you will elaborate on and refine your and working knowledge of basic marketing strategy concepts. We will do this in the context of contemporary issues in marketing. Examples include: branding, the experience economy, buzz, permission marketing, stealth marketing, marketing causes, social marketing, and so forth. Credits: 2
	GBUS 8610 - Business to Business Marketing This course is designed primarily for students seeking a marketing career in organizations that market products and services to other organizations. While the course is aimed at those interested in business-to-business marketing, it is also appropriate for those seeking careers in consulting, manufacturing, and nonmarketing functional areas of business-to-business firms. The course emphasizes the tactical aspects of business marketing as well as conceptual and strategic elements of the marketing-planning process. The course begins by examining how to organize the marketing function and then moves to the topics of buyer-seller relationships, sales force management, complexities and problems inherent in forging longer term partnerships, and developing and managing complex distribution systems along with some exposure to product development and launch. Cases have been chosen from a variety of settings, ranging from high tech to ‘metal bending’ and from the emerging to the more mature businesses. As opportunities arise, the course will incorporate a ‘live’ case. Working with a company to address critical marketing problems, student teams will be assigned to work on these problems. These projects comprise the final project for the course and take the class work from the written-case analysis to the real-time case analysis. Topics for study are chosen based on the importance to the firm and on the relevance of the topic to the content of the course. Credits: 1.5
	GBUS 8611 - Strategic Management of Financial Service Organizations The course is intended primarily for those who are considering careers with financial service organizations that serve as competitive financial intermediaries, such as commercial banks, investment banks, money managers, and insurance companies. The name of the course accurately describes its contents: strategic management of organizations that create and deliver financial products. There are several reasons for studying the strategic management challenges of financial service organizations. First, this aspect of financial service organizations management has been the make-or-break decision for financial service organizations in recent years. Some segments of the financial service industry end up with capital needs, and others find themselves with surplus but expensive capital. Either problem can be fatal. Once the strategy has been selected, however, the implementation decisions, although not necessarily the implementation itself, are comparatively straightforward. Second, the strategic perspective permits the course much broader scope than would the alternative of concentrating in depth on a narrower set of institutions in order to cover all aspects of management. Broad perspective is also important for the course to make the maximum contribution to the career decisions of students considering jobs with financial service organizations, institutions that are not as closely examined in the corporate-finance focus of the first-year curriculum. Credits: 1.5
	GBUS 8617 - Managing Turnarounds and Workouts This course is intended for those desiring a deeper understanding of the problems of effecting turnarounds (restructurings) and workouts (resuscitations) than is available in other courses that briefly treat these matters. The course is structured to be relevant to those planning to work in marketing, operations, general management, smaller enterprises, and new ventures as well as those seeking a career as a workout specialist. It will not qualify participants as experts in legal and tax niceties and is not designed to help identify undervalued turnaround opportunities. It is not a course in vulture finance. The course focuses more on the causes and warning signs of trouble, on what can be done to protect and restore a company’s health, and on dealing with the aggrieved financial sources that are inevitably but unwillingly involved. The complexity of major turnarounds and workouts requires that the course material deal primarily with smaller companies and exclusively with U.S. companies. Credits: 1.5
	GBUS 8620 - Managing Consumer Brands This course targets those students who intend to work in consumer marketing, advertising, consulting, or retailing. There are four modules in the course: Marketing Mix and Budgeting Decisions, Branding, Price Strategy and Tactics, and Product Line Policy. This 15-session course focuses on the use of marketing discipline to create and capture value and emphasizes the need for accountability in the marketing function. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8623 - Financial Trading This course examines the nature and influence of trading in financial markets. Trading is a repeated-play game that usually entails making numerous decisions under conditions of uncertainty. In the course, 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 will give students firsthand experience in simulated pit-trading environments and illustrate necessary trading skills. A simulated trading game runs for most of the course. Guest lectures in class from top traders as well as the interviews of top traders in the texts provide diverse perspectives on trading by successful traders. Prerequisite: GBUS 840. Credits: 1.5
	GBUS 8625 - Mergers and Acquisitions This course is designed to provide students with a practical understanding of the merger and acquisition marketplace, addressing such topics as why companies grow through acquisitions, how acquisition or merger candidates are analyzed strategically and valued financially, and ultimately, whether and how mergers and acquisitions create value for stakeholders. Takeovers and mergers are a daily fact of life, have evolved into a critical part of every CEO or manager’s strategic toolbox, and will most likely affect every person who enters the corporate world at some point in their career. Whether a student chooses to be a senior corporate manager, an M&A practitioner, or merely an informed armchair observer, the course is intended to provide the analytical framework to evaluate an acquisition from a strategic, financial, structural, tactical, legal, and ethical perspective. Students will apply learned content to real business situations, including the opportunity to develop, create, and present an acquisition proposal to an actual corporate client during the class. Credits: 1.5
	GBUS 8630 - Marketing Analytics This course is designed to expose students to advanced quantitative techniques in marketing research. The course deals with how marketers can extract useful information from marketing data for designing marketing strategies. The emphasis in the course is on advanced data analysis relevant for marketing decisions. Topics will include techniques relevant for new product pretests, product line pricing, demand forecasting, market and customer segmentation, allocating resources for advertising and promotion, customer valuation, and evaluating marketing campaign performance. Course content will feature a combination of cases, exercises, lectures, and a group project. The course will use a very hands-on approach and a majority of the topics covered in this course will have direct applicability to those students concentrating in marketing in their future jobs. Students are advised to take the Marketing Intelligence course prior to this course. Credits: 1.5
	GBUS 8690 - Interactive Marketing This course examines the concepts involved in interactive marketing. Interactive marketing is characterized by activities that address customers directly (usually through some form of response advertising) for the purposes of initiating an exchange as well as developing, managing, and exploiting a customer relationship. Interactive marketing encompasses aspects of direct mail, customer relationship management, and Internet marketing. The ability to communicate with individual customers often allows the marketer to measure and manage each customer relationship separately. The results of response advertising campaigns are also measurable, testable, and data-base driven, thus converting the abstract aspect of marketing into the universal language of numbers. The course includes exercises in which students have the opportunity to apply and test the principles of interactive marketing in simulated business environments. Credits: 1.5
	GBUS 8701 - Leading Strategic Change This course focuses on the leadership qualities that are necessary to successfully design and implement strategic change and how being involved in the active leadership process requires individuals to be willing to define and declare themselves in strategic ways. The course is an elective and follows the format of the Leading Strategic Change course. It puts its emphasis on the need for students to think on personal, professional, and enterprise levels and to apply this thinking to the critical issues of leading and managing individual and organizational change. It is essential that students studying for an MBA develop a rich appreciation for the implications of personal and organizational change. Leadership is a personal declaration and as such is the essence of change. The principal modes of instruction are cases, lectures, and readings. Credits: 1.5
	GBUS 8703 - Tactical Leadership This course introduces students to methods for recognizing values-based leadership and clarifying their own personal leadership model for influencing the values of others. Through a series of exercises, discussions, self-assessment tools, films, and some case studies, students will be asked to reflect on what they have learned about leadership thus far in life and then to deepen and enrich that knowledge. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8704 - Leadership, Values, and Ethics The premise of this course is that students can learn a great deal about leadership by studying the leadership of others. Values and ethics as essential elements of leadership are the central focus. The course will provide students with examples and models of ways in which leaders have incorporated ethics and values into many definitions of leadership. Students will have the opportunity to reflect on their own values and ethics as well as examine and build upon their own definition of leadership. Each session will be devoted to a different leader, focusing on their background, context, and type of leadership they displayed. Insights from these leaders and an array of readings on leadership will be used to foster reflection on what makes a great leader. The majority of leaders chosen for study, although familiar, are not business entrepreneurs or leaders of large corporations. The idea is to think more broadly about what makes great leadership by looking at a series of figures who offer a range of approaches to leadership and the value systems that can underlie it. Some leaders covered in past courses were Sir Ernest Shackleton, George Patton, Chairman Mao, Oscar Schindler, Mahatma Gandhi, Margaret Thatcher, Martin Luther King, Jr., Mustafa Ataturk, Al Groh, Cynthia Cooper, Ann Fudge, and Muhammad Yunus. Our focus will be on these leaders, their stories, and how they connect values and leadership, but at the end of each study students will connect the discussions back to the present and their challenges as future leaders. Credits: 1.5
	GBUS 8705 - Leadership and Diversity through Literature This course integrates diversity and leadership themes while simultaneously broadening the literary exposure of students. While condensed readings from the classics of literature are used, the selection of excerpts has culturally diverse protagonists such as Mahatma Gandhi and Virginia Woolf, who confronted leadership challenges much like those encountered today. These writings continue to influence our thinking and assumptions about how to manage people. The readings are from the Hartwick Classic Leadership casebank and range from 14 to 40 pages in length. Credits: 1.5
	GBUS 8730 - Managing Teams This course is an opportunity for students to get real-time experience in a guided setting about the way they form work relationships, observe interactions, think through difficult situations, and learn from the choices made. In this full-semester course, students prepare for the challenges posed by the increased use of teams in the workplace while working directly with first-year learning teams as the teams evolve throughout the first semester. The relationship formed with a student’s first-year team and documented through weekly required observations becomes a live and continuing case throughout the term. The first part of the course focuses on the learning team’s evolution, supplemented by ongoing delivery of relevant group theory. The second part of the course broadens the focus to include the contemporary issues and challenges of workplace teams, such as leading your group at work, managing coordinating teams in strategic alliances, and teaching others to be better team members. The course is most successful when students commit the time and energy needed to maintain weekly contact with their team and remain open to learning about themselves and others in the process. Credits: 3
	GBUS 8750 - Managerial Psychology This course will focus on the major psychological issues that underlie and contribute to the effective and, at times, ineffective performance of people in managerial roles. It begins with the development of a model of personality. The initial development model is necessary for setting the stage for the remaining sessions of the course that build on and add to this framework. During the course, topics such as gender, race, meanings, habits of excellence, relationships, creativity, and life-long growth will be examined. Students also will consider those issues that, although not visible at first glance, prove to be at the heart of why things are the way they are and not what they initially seem. Interactive conversations around reading materials provide much of the activity of this course. Credits: 3
	GBUS 8760 - Creating Value through Relationships This course will increase students’ awareness of the dynamics of interpersonal relationships and provide practical experiences that give them the opportunity to improve their interpersonal effectiveness. Students will learn that one of the most basic and profound contributions to managers’ success is the ability to create high-quality relationships with colleagues and to link these relationships together to form a network that sustains its members and facilitates the organization’s work. Because nearly every contribution made to an organization will be influenced by the quality of relationships sustained with others, effective leadership is, essentially, effective relationship management. Primary learning in the course comes from participation in face-to-face laboratory experiences while readings and cases serve as supplements. Topics include communication, feedback and performance appraisal, active listening, working with diversity, and confronting problems in working relationships. With emphasis on future management contexts, students will discover how others perceive them and what behaviors enhance or detract from their interpersonal effectiveness. Credits: 1.5
	GBUS 8800 - Operations Strategy This course explores the major issues and managerial concepts relating to strategic management of the operations function in today’s global economy. The course targets prospective general managers. It is organized into three main topical groups, including an introduction to operations strategy concepts, an examination of operations strategy process tools, and the discussion of specific management decision areas within the operations strategy framework. Competitive cost analysis is emphasized and issues related to e-business operations strategy are included in the discussion of the topical issues. Business cases studied include a mix from both the manufacturing and service industries. Classes may feature visiting company executives, and there is a strong global emphasis throughout the course. Credits: 1.5
	GBUS 8830 - Supply Chain Management The increasing globalization of business and heightened outsourcing in many industries has led to increased interest in supply chain management issues by the senior management of most companies. 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 or ending in North America. The course is oriented towards prospective general managers who desire to become more familiar with supply chain design and coordination as well as some of the major issues and managerial concepts relating to supply-chain management that are important sources of competitive advantage. The course is taught using textbook and article readings, cases, lectures, and guest speakers. Credits: 1.5
	GBUS 8840 - Innovation Innovation plays an essential role in the development and achievement of long-term competitive advantage. This is a course in strategy and entrepreneurship with three main themes: Creating and Realizing Value, Prioritizing Opportunities, and Managing the Innovation Process. Within these themes, students will explore why innovation is invention that creates value and why some inventions do not create value; why projects involving the innovation process are notoriously difficult to value: how to set priorities when choosing among innovation opportunities; how to guide early stage research efforts toward potentially distant products; why managing the process requires thinking about the unfolding and often nonlinear stages; how multiple dimensions cumulate in success or failure; how to think about the many uncertainties and manage the risks such as running out of cash; how to deal with the changes of course, challenges of competition, setbacks, and forward leaps in managing big, long-term innovation efforts; and, most importantly, how the outcomes of this process depend on the people involved. This course deals with both small and large corporations and usually encompasses a range of technologies. Credits: 1.5
	GBUS 8850 - Networked 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. The course will examine the business models and strategies of both pure-play survivors and established firms to understand the keys to successfully exploiting the Internet and related technologies. Prerequisites: Restricted to Darden students. Credits: 1.5
	GBUS 8870 - Strategy Seminar This course helps students become conversant with contemporary issues in the field of strategic management both in theory and practice. It covers selected strategy topics in depth that are chosen from three areas: First Year Strategy, current practice and issues, and current research in strategy and related fields of economics and organizational sociology. Four streams of literature will be discussed: organizational economics, resource-based/dynamic-capabilities view of the firm, business psychology, and business sociology. The course will allow students to become more conversant with relevant current issues in strategic thinking and the practice of strategy and to treat ideas in greater depth and rigor than possible in a traditional case course. Through this dialogue, students will sharpen their strategic thinking abilities and instincts. The course content will consist of a variety of readings from books, management and academic journals, and working papers. Class meets once a week, and the reading load is extensive. Grading will be based on class participation, weekly one-page papers, and a final essay. Credits: 1.5
	GBUS 8900 - Management Decision Models This course will be treated as a workshop in decision consulting and modeling. It will develop additional methodology and more advanced applications for students who were comfortable in First Year Decision Analysis and wish to pick up where that course left off without significant overlap. Applications receiving special attention in this course are financial modeling, such as the random walk, hedging, and modeling of real options; strategy analysis and modeling, including structuring models, hybrid strategies, and contingent strategy under uncertainty; and marketing models, such as brand-switching dynamics. One class day will be treated as a real-time modeling studio, where the class works together on a task provided in a one-page case at the beginning of class. New methodology will treat risk preference, risk management, correlated variables and scenarios, risk exposure, dynamic uncertainty models, Optquest for optimization within simulation models, and the decision quality process used in decision consulting. Students will use Excel and a number of add-in software products. Credits: 1.5
	GBUS 8910 - Managerial Quantitative Analysis This course will review, reinforce, and extend the basic concepts gained from the required Decision Analysis course, such as spreadsheet construction, simulation, regression, decision trees, and optimization. The two primary objectives of the course are to improve students’ basic analytical skills and to strengthen their ability to integrate quantitative analysis into their general decision-making process. This course and Management Decision Models are intended for students interested in further core Decision Analysis instruction and is designed for those students who were comfortable with Decision Analysis and wish to pick up where it left off without significant overlap. Students who feel the need for significant review and reinforcement of the Decision Analysis content with modest extensions will benefit from this course. Thus, those students who made an A or B+ in Decision Analysis probably will find that this course does not meet your educational objectives and should consider a course that is more appropriate. Please contact the instructor if you have questions in this regard. Credits: 1.5
	GBUS 8930 - Bargaining and Negotiating This course focuses on two-party negotiations in a wide variety of settings ranging from simple buyer-seller bargains to complex, multi-issue strategic relationships. Most class sessions revolve around the results of negotiations between class members that are conducted prior to class, as preparation for the session. The results of these negotiations are displayed each day and provide an opportunity for explicit feedback on each student’s negotiating performance. Class discussion reviews the wide variety of experiences in the specific negotiation and develops and tests hypotheses regarding effective behaviors, tactics, and strategies. The resulting ideas are reinforced and further developed through a series of weekly readings. Finally, the course offers several frameworks for codifying each student’s negotiation toolkit and for describing each student’s negotiation behavior. Credits: 1.5
	GBUS 8970 - Investigations into the Nature of Strategy This course is intended for the student whose interest in strategy is intense and who would like to understand and practice strategy as an art. It is based on the logic to be established in class that developing strategy cannot be a deterministic, linear process. Students will discover that the reasons why strategy cannot be a ‘positive doctrine’ form the pillars for its proper understanding. The course relies heavily on reading material from fields that at first may not seem directly related such as biology, military strategy, history, game theory, and games. The course is conducted in the manner of a seminar. Credits: 1.5
	GBUS 8995 - Research Elective Each research elective is a course of faculty supervised study for students with particular interest in contributing to the knowledge base of a specific area of business administration. The research elective should be consistent with the objectives of the SY Program and not overlap with courses offered in the MBA Program. Credits: 1.5 to 3
	GBUS 9710 - Markets in Human Hope This course will explore the feasibility of con structing financial markets for firms in the social sector as well as in countries currently without capital markets. Credits: 3
	GBUS 9999 - Non-Topical Research, Doctoral For doctoral research taken under the supervision of a dissertation director. Credits: 1 to 12
Graduate Nursing
	GNUR 5002 - Global Health Issues This course focuses on factors relating to global health and illness and the multidimensionality of health problems and potential solutions. Dimensions and determinants of world health will be examined with focus on the relationship between environment, demographic and socioeconomic factors, and the distribution of diseases with emphasis on infectious diseases and nutritional needs. Resources and barriers for health promotion and disease prevention within comparative health systems will be explored, with attention to health disparities around the world. Credits: 3
	GNUR 5003 - Complementary and Alternative Practices and Products Provides an overview of CAPP usage patterns in the US and evidence-based information about alternative medical systems, manipulative and body-based practices, biofield, bioelectromagnetics, herbal and natural products, and mind-body-spirit medicine. Prerequisite: Graduate standing or instructor permission. Credits: 3
	GNUR 5004 - Herbal Medications & Natural Products The course focuses on the botany, history, chemistry, pharmacology, toxicology, epidemiology, legal and regulatory issues, manufacturing practices, and clinical parameters of herbal medicines. The purpose of the course is to explore the dilemma faced by conventional health professionals about the integration of herbal products into their practices from a logical and objective perspective in an attempt to prepare those in the health care field for the paradigm shift that is occurring and the major future role that herbal products will play in health care of the 21st century. Credits: 3
	GNUR 5005 - Sleep Across the Lifespan Focuses on conceptual and methodological issues related to sleep and sleep research. Directions for nursing practice and research will be explored through critical analysis of physiological foundations of sleep and health sequalle of sleep disruptions and critique of relevant research. Healthcare perspectives and issues related to sleep will be examined for the advancement of sleep promotion through nursing practice and research. Credits: 3
	GNUR 5210 - Care Environment Management I Students are introduced to the health care system as a laterally-integrated care environment, with a conceptual framework based on organizational theory. Emphasis is placed on the foundations of quality improvement, patient centered care, and evidence based practice deemed necessary to facilitate a culture of quality and safety. Students apply informatics in assessing the care environment and for improving clinical performance outcomes. Prerequisite: Graduate standing or instructor permission. Credits: 3
	GNUR 5220 - Care Environment Management II The course emphasizes the role of the Clinical Nurse Leader as a leader, educator, and advocate for safe, cost effective, and quality care. It examines active participation and communication strategies of the clinical nurse leader within the interdisciplinary system. Students develop competency in nursing informatics to monitor and improve organizational and clinical performance. Prerequisite: GNUR 545. Credits: 3
	GNUR 5410 - Theory and Evidence-Based Practice This course provides an overview of nursing and health care related theory, research and evidence based practice. Students develop the basic skills and knowledge to critique individual research studies, conduct systematic literature reviews, and use these abilities to address immediate clinical nursing problems. Students learn to identify health outcomes and important related outcome measures. Prerequisite: Second year standing in CNL program. Credits: 4

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Course Descriptions

GBUS 8307 - Integrated Marketing Communications

GBUS 8309 - Management of International Business

GBUS 8310 - Competitive Dynamics Seminar

GBUS 8330 - Business-Government Relations

GBUS 8400 - General Managers Taking Action

GBUS 8401 - Cross-Cultural Internship

GBUS 8402 - Survey of the Health Care Sector

GBUS 8403 - Leadership & Theatre: Ethics, Innovation and Creativity

GBUS 8404 - Innovating and Integrating in Services - The “New” Economy

GBUS 8405 - Crisis Leadership

GBUS 8406 - Advanced Topics in Business Ethics

GBUS 8410 - Financial Statement Analysis and Corporate Valuation

GBUS 8411 - What Do You Want? A Transition Guide to the Real World

GBUS 8414 - Advanced Managerial Communication

GBUS 8417 - Conversations & Debates on Globalization

GBUS 8418 - Global Macroeconomics and Financial Markets

GBUS 8419 - International Deal Making: Legal & Business Aspects

GBUS 8420 - Entry Strategies in the Asia Pacific

GBUS 8421 - Comparative Studies in New Product Development

GBUS 8423 - Corporate Financial Policies

GBUS 8424 - Games and Auctions

GBUS 8425 - Field Studies in Operations Management

GBUS 8426 - Derivative Securities: Options and Futures

GBUS 8427 - Entrepreneur as Change Agent

GBUS 8428 - Arbitrage

GBUS 8429 - Managing Conflict and Leveraging Consensus

GBUS 8430 - Systems Design and Business Dynamics I

GBUS 8431 - Systems Design and Business Dynamics II

GBUS 8432 - General Management and Operations Consulting

GBUS 8433 - Media, Entertainment and Sports Management

GBUS 8434 - International Corporate Finance

GBUS 8435 - Emerging Medical Technologies Seminar

GBUS 8436 - New Venture Practicum

GBUS 8438 - The Experience Economy

GBUS 8439 - Building Cultures of Innovation Through Effective Leadership

GBUS 8440 - Patents & Corporate Value: Exploration of Public Policy, Business Strategy, & Financial Rptg Issues

GBUS 8442 - Advanced Financial Reporting and Analysis

GBUS 8443 - Second-Year Coaching and Career Development

GBUS 8444 - Investments

GBUS 8445 - Managing Investment Portfolios

GBUS 8446 - Innovation, Entrepreneurship and Clean Commerce

GBUS 8447 - Innovation and Product Development

GBUS 8448 - Faith, Religion and Responsible Management Behavior

GBUS 8449 - Women Leaders in Corporate America

GBUS 8450 - Hot Topics in Finance

GBUS 8451 - Managing International Trade and Investments

GBUS 8452 - Financial Management

GBUS 8453 - Entrepreneurial Finance and Private Equity

GBUS 8454 - Small Enterprise Finance

GBUS 8455 - Leading Organic Growth: Discovering and Executing New Opportunities-MBAE

GBUS 8456 - Unleashing Organizational Potential: Methods & Skills for Positive Interven

GBUS 8458 - The General Management Process

GBUS 8459 - Corporate Innovation and Design Experience

GBUS 8460 - Portfolio

GBUS 8462 - Professional Selling

GBUS 8463 - Business and Sustainability

GBUS 8464 - Hot Topics in Marketing

GBUS 8465 - Mgmt Planning & Control Sys

GBUS 8466 - Emerging Topics In Technology & Operations Management

GBUS 8470 - Corporate Financing

GBUS 8472 - Technology Accelerator Course

GBUS 8490 - Financial Institution and Markets

GBUS 8500 - Special Topics Seminar

GBUS 8510 - Global Business Experience

GBUS 8520 - Darden Business Project

GBUS 8600 - Marketing Strategy

GBUS 8610 - Business to Business Marketing

GBUS 8611 - Strategic Management of Financial Service Organizations

GBUS 8617 - Managing Turnarounds and Workouts

GBUS 8620 - Managing Consumer Brands

GBUS 8623 - Financial Trading

GBUS 8625 - Mergers and Acquisitions

GBUS 8630 - Marketing Analytics

GBUS 8690 - Interactive Marketing

GBUS 8701 - Leading Strategic Change

GBUS 8703 - Tactical Leadership

GBUS 8704 - Leadership, Values, and Ethics

GBUS 8705 - Leadership and Diversity through Literature

GBUS 8730 - Managing Teams