Summer 2013 Course Listings (Weekend)


    Click on course section to view the course syllabus.

    Sample syllabi are posted to provide you with additional information for the course registration process and may not reflect the final versions of the courses. Content, schedule, requirements, assignments, etc. may change. Please do not use these samples as a basis for buying textbooks, scheduling, preparing assignments, etc.

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    = Rescheduled (day/time change)

     


    Core Courses

    COR1-GB.1302 Leadership in Organizations (3)
    Organizations of all types face significant challenges. These include the difficulty of coping with highly dynamic business environments, the complexity of managing global enterprises, how to shape a healthy corporate culture, managing politics and conflict between individuals and organizational units, motivating a highly mobile and every changing workforce, managing and harnessing intellectual capital, and so on. Such challenges and how organizational leaders can deal with them are the subject of this course.


    The course has two major components. The first is "macro" in nature. It focuses on organizational level issues, such as how an organization should be designed to best achieve its goals, and how culture and control affect organizational dynamics. The second part is more "micro" in nature. It focuses on employee-related challenges, such as how to get things done in politically sensitive environments, evaluate and reward people, and manage teams. The macro component is concerned with overall organizational performance, while the micro component is concerned with managing individual and group effectiveness. And leadership is the linking pin that connects these two.


    This course will introduce you to central theories and frameworks in management and organizational behavior, and will help you to understand how to apply those theories and frameworks to understand and address organizational challenges and problems. An understanding of organizations and their management is important for anyone who plans to work within an organization, as career success hinges on one's ability to accurately read and respond to the organizational context within which one operates. The course will also give you an opportunity to reflect on the skills that are required for being a better manager and leader.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    60
    TR 6:00 pm - 9:00 pm
    05/14-06/25
    Priority to Green Group

    Equivalencies
    COR9-GB.2307 ( B09.2307 ) -


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    COR1-GB.1303 Firms and Markets (3)
    This course provides insight into how markets work. The first part of the course starts with the study of decision making by consumers and firms and concludes with a fundamental result in economics: a set of conditions under which markets function efficiently. The second part of the course focuses on situations when, for one reason or another, markets don't work efficiently. The emphasis is on strategic behavior, as modeled by game theory.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    SA 09:00 am - 4:00 pm
    05/18-06/29
    Priority to Red Group

    Equivalencies
    COR1-GB.1103 ( B01.1103 ) -
    COR9-GB.2303 ( B09.2303 ) -


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    COR1-GB.1305 Statistics and Data Analysis (3)
    This course is designed to achieve an understanding of fundamental notions of data presentation and data analysis and to use statistical thinking in the context of business problems. The course deals with modern methods of data exploration (designed to reveal unusual or problematic aspects of databases), the uses and abuses of the basic techniques of inference, and the use of regression as a tool for management and for financial analysis.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    TR 6:00 pm - 9:00 pm
    06/27-08/08
    Haase,G
    Priority to Green Group

    Equivalencies
    COR9-GB.2405 ( B09.2405 ) -


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    COR1-GB.1306 Financial Accounting and Reporting (3)
    Accounting reports are an important means of communication with investors. This course focuses on the development, analysis and use of these reports. It provides an understanding of what these reports contain, what assumptions and concepts accountants use to prepare them, and why they use those assumptions and concepts.

    The course uses simple examples to provide students with a clear understanding of accounting concepts. It stresses the ability to apply these concepts to real world cases, which by their very nature are complex and ambiguous. In addition to text-oriented materials, the classes also include cases so that students can discuss applications of basic concepts, actual financial reports, and articles from newspapers. In addition to traditional introductory topics other topics may include mergers and acquisitions, purchase and pooling, free cash flow and financial statement analysis.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    SA 09:00 am - 4:00 pm
    07/06-08/10
    Priority to Red Group

       
    MW 6:00 pm - 9:00 pm
    05/15-06/26
    Priority to Blue Group

    Equivalencies
    COR9-GB.2301 ( B09.2301 ) -


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    COR1-GB.2303 The Global Economy (3)
    We use the tools of international macroeconomics to explore the economic environment facing firms operating around the globe. Central issues include the role of economic policy and institutions in the performance of firms and nations; economic indicators and forecasting; employment and unemployment; interest rates, inflation, and monetary policy; global trade in goods and capital; foreign exchange rates; and emerging market crises. These issues are considered from the perspectives of both firms and countries.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    60
    TR 6:00 pm - 9:00 pm
    05/14-06/25

    Equivalencies
    COR1-GB.2113 ( B01.2113 ) -
    COR1-GB.2123 ( B01.2123 ) - Global Business Environment I
    COR1-GB.2125 ( B01.2125 ) - Global Business Environment II
    COR9-GB.2317 ( B09.2317 ) -


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    COR1-GB.2310 Marketing (3)
    This course provides an overall view of marketing in a customer-driven firm, focusing on essential marketing skills needed by successful managers in all business functions. Topics include how individual and organizational consumers make decisions, segmenting markets, estimating the economic value of customers to the firm, positioning the firm's offering, effective marketing research, new product development, pricing strategies, communicating with consumers, estimating advertising's effectiveness, and managing relationships with sales force and distribution partners. The course also studies how firms must coordinate these different elements of the marketing mix to insure that all marketing activities collectively forge a coherent strategy. The importance of combining qualitative and quantitative concepts in effective marketing analysis is also examined. The course uses a combination of lectures, class discussion, and case analysis. Marketing is a core course and assumes no prior knowledge of marketing. However, there are certain concepts from Firms&Markets that students should have mastered, including: price elasticity of demand, price discrimination, marginal cost, marginal revenue, efficient scale for production capacity, diminishing returns, utility functions and utility curves.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    00
    SA 09:00 am - 4:00 pm
    05/18-06/29
    Saturdays

       
    0A
    SA 09:00 am - 4:00 pm
    07/06-08/10
    Ofir,Y
    Saturdays

       
    60
    MW 6:00 pm - 9:00 pm
    05/15-06/26

       
    61
    TR 6:00 pm - 9:00 pm
    05/14-06/25

       
    MW 6:00 pm - 9:00 pm
    07/01-08/07

    Equivalencies
    COR9-GB.2313 ( B09.2313 ) -


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    COR1-GB.2311 Foundations of Finance (3)
    This is a quantitative course introducing the fundamental principles of asset valuation within the framework of modern portfolio theory. The key analytical concepts are present value, option value, risk/diversification and arbitrage. These tools are used to value stocks, bonds, options, and other derivatives, with applications to the structure of financial markets, portfolio selection, and risk management.

         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    SA 09:00 am - 4:00 pm
    05/18-06/29
    Saturdays

     
    0A
    SA 09:00 am - 4:00 pm
    07/06-08/10
    Panchapagesan,V
    Saturdays

    Equivalencies
    COR9-GB.2316 ( B09.2316 ) -


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    COR1-GB.2314 Operations Management (3)
    This course serves as an introduction to operations, viewed from the perspective of the general manager, rather than from that of the operations specialist. The coverage is very selective; the course concentrates on a small number of themes from the areas of operations management and information technology that have emerged as the central building blocks of world-class operations. It also presents a sample of key tools and techniques that have proven extremely useful. The topics covered are equally relevant to the manufacturing and service sectors.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    SA 09:00 am - 4:00 pm
    07/06-08/10
    Araman,V
    Saturdays

    Equivalencies
    COR1-GB.2114 ( B01.2114 ) -
    COR9-GB.2314 ( B09.2314 ) -


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    Finance

    FINC-GB.2334 Investment Banking (3)
    This course presents a broad overview of the role of investment banking in modern societies. What functions are performed? How are these tasks carried out in competitive and noncompetitive environments? Topics covered include concepts such as origination, syndication, distribution of security issues; pricing of new issues and the management of issues in the after markets; and the role of investment bankers in restructuring industry, financing governments, and facilitating saving and investment. Ethical issues investment bankers must face are considered.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    SA 09:00 am - 4:00 pm
    07/06-08/10
    Saturdays

    Pre/Corequisite
    Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance
    OR COR1-GB.2302 - FOUNDATIONS IN CORP FINAN
    OR LAW-LW.11461 -
    Co-requisite - FINC-GB.2302 ( B40.2302 ) - Corporate Finance
    OR LAW-LW.11461 -
    OR COR1-GB.2302 - FOUNDATIONS IN CORP FINAN
    Specializations
    Banking
    Corporate Finance
    Finance
    Financial Instruments and Markets


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    FINC-GB.3129 Behaviorial and Experimental Finance (1.5)
    Finance theory has long relied on a descriptively sparse model of behavior based on the premise that investors and managers are rational. Another critical assumption is that misjudgments by investors and managers are penalized swiftly in competitive markets. In recent years, both assumptions have been questioned as the standard model fails to account for various aspects of actual markets.
    Behavioral finance, which allows that investors and managers are not always rational and may make systematic errors of judgment that affect market prices, has emerged as a credible alternative to the standard model. This course provides an exposition of the insights and implications of behavioral finance theory, showing how it can explain otherwise puzzling features of asset prices and corporate finance. Notwithstanding the inroads of the new theory, the standard model retains strong support amongst many academics&practitioners who make criticisms of behavioral finance that deserve serious consideration. An important challenge that we will address in this course is identifying the respective domains of each perspective and whether there are tradable opportunities.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    00
    SU 09:00 am - 4:00 pm
    07/07-07/21
    Sundays: July 7, 14, 21

    Pre/Corequisite
    Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance
    OR COR1-GB.2302 - FOUNDATIONS IN CORP FINAN
    OR LAW-LW.11461 -
    Equivalencies
    FINC-GB.3329 ( B40.3329 ) - Behavioral Finance
    Specializations
    Corporate Finance
    Finance
    Financial Instruments and Markets


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    FINC-GB.3196 Mergers and Acquisitions (1.5)
    This course examines selected topics in mergers and acquisitions from the viewpoint of finance. Basic theory and empirical findings form the base for discussing such issues as merger strategy; defensive measures in merger; the valuation of firms as a whole under differing management strategies; and the impact of financing considerations on various stakeholders.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    00
    SA 09:00 am - 4:00 pm
    06/01-06/22
    3 Saturdays: June 1,15,22

    Pre/Corequisite
    Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance
    OR COR1-GB.2302 - FOUNDATIONS IN CORP FINAN
    OR LAW-LW.11461 -
    Co-requisite - FINC-GB.2302 ( B40.2302 ) - Corporate Finance
    OR LAW-LW.11461 -
    OR COR1-GB.2302 - FOUNDATIONS IN CORP FINAN
    Equivalencies
    FINC-GB.2304 ( B40.2304 ) - Restructuring Firms and Industries
    Specializations
    Banking
    Corporate Finance
    Finance
    Law&Business


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    FINC-GB.3366 Operating Hedge Funds (3)
    This course will cover critical managerial aspects and characteristics of hedge funds and the hedge-fund industry. Topics considered in the course will include (a) the legal foundations and structures of hedge funds (including the primary regulations in the U.S. and abroad), (b) operations, control, administration, due diligence and valuation issues, (c) performance evaluation and investing in hedge funds from the investors perspective, and (d) potential changes in regulation, risk management and the use of leverage. The course is designed to be a multi-disciplinary, general management course that focuses on practical aspects of hedge fund management related to starting and running a hedge fund. Among the course requirements, students will develop their own original strategy, structure, and controls for a mock hedge fund investment and present their plan to investment professionals who will critique such fund. Students in the course should develop a broad understanding of the essential knowledge one needs to launch a hedge fund successfully, conditional on having a trading strategy and access to capital.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    SU 09:00 am - 4:00 pm
    05/19-06/30
    Sundays

    Pre/Corequisite
    Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance
    OR COR1-GB.2302 - FOUNDATIONS IN CORP FINAN
    OR LAW-LW.11461 -
    Equivalencies
    FINC-GB.3379 ( B40.3379 ) - Special Seminar in Finance: Hedge Funds - Investment and Management
    FINC-GB.3166 ( B40.3166 ) - Topics in Operating Hedge Funds
    Specializations
    Finance
    Financial Instruments and Markets
    For more courses that count toward Finance click here.


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    Management Communication

    MCOM-GB.2105 Business Communication (1.5)
    Persuasive communication is a vital component to many aspects of business life. This course introduces the basics of communication strategy and persuasion: audience analysis, communicator credibility, and message construction and delivery. Written and oral presentation assignments derive from cases that focus on communication strategy. Students receive feedback to improve presentation effectiveness. Additional coaching is available for students who want to work on professional written communication. This course is required for all Langone Program students.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    SA 09:00 am - 4:00 pm
    06/08-06/29
    Rubin,D
    4 Sat: June 8,15,22,29

     
    SU 09:00 am - 4:00 pm
    06/02-06/23
    Rogers,B
    4 Sun: June 2,9,16,23

    Equivalencies
    COR1-GB.2105 ( B01.2105 ) - Business Communication


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    Management and Organizations

    MGMT-GB.2159 Collaboration, Conflict, and Negotiation (1.5)
    Successful managers know how to collaborate with other people effectively and how to resolve conflicts constructively. The goal of this course is to teach students the fundamentals of managing collaboration and conflict in one-on-one and small group settings. Our objective is to enhance students' interpersonal skills at their jobs. Drawing from the latest findings in managerial psychology, we cover the fundamentals of effective negotiation, communication, and persuasion. Special topics include getting buy-in, coping with resistance, and building coalitions.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    00
    SU 09:00 am - 4:00 pm
    06/02-06/16
    3 Sun: June 2, 9, 16

    Equivalencies
    MGMT-GB.2358 ( B65.2358 ) - Conflict and Negotiation
    Specializations
    Leadership and Change Management
    Management


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    MGMT-GB.2363 Leadership Models (3)
    This course is meant for those who wish to better understand and further develop their innate potential and propensity to lead others. As you rise in your career, you will need multiple and often conflicting constituencies on board to follow your vision. But if you don't lead, others will not follow. This course will help you toward honing some of the essential self-reflective skills you need to give form and substance to such vision. It will also be of value to those who wish to have a broad intellectual understanding of the context of leading and the content of leadership.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    SA 09:00 am - 4:00 pm
    05/18-06/29
    Saturdays

    Pre/Corequisite
    Pre-requisite - COR1-GB.1302 ( B01.1302 ) - Leadership in Organizations
    Specializations
    Leadership and Change Management
    Management


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    MGMT-GB.3323 Game Theory (3)
    Game theory studies competitive and cooperative behavior in strategic environments, where the fortunes of several players are intertwined. It provides methods for identifying optimal strategies and predicting the outcome of strategic interactions. The field of game theory began around 1900 when mathematicians began asking whether there were optimal strategies for parlor games such as chess and poker, and, if so, what these strategies might look like. The first comprehensive formulation of the subject came in 1944, with the publication of the book Theory of Games and Economic Behavior by famous mathematician John von Neumann and eminent economist Oskar Morgenstern. As its title indicates, this book also marked the beginning of the application of game theory to economics. Since then, game theory has been applied to many other fields, including political science, military strategy, law, computer science, and biology, among other areas. In 1994, three pioneers in game theory were awarded a Nobel Prize, marking the&#8216arrival' of the field. In 2005, two other prominent researchers in game theory were awarded a Nobel Prize. Among the other applications, game theory today is finding its way into the world of business. (Pick up a business magazine or book and there is a good chance that it will use some game-theory jargon such as zero-sum game, Prisoner's Dilemma, win-win game, etc.). As well as learning the underlying theory in the course, we'll be looking at how game theory can indeed be applied to business.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    00
    SA 09:00 am - 4:00 pm
    07/06-08/10
    Saturdays

    Pre/Corequisite
    Pre-requisite - COR1-GB.2103 ( B01.2103 ) - Strategy I
    Pre-requisite - COR1-GB.2104 ( B01.2104 ) - Strategy II
    Specializations
    Economics
    Management
    Strategy


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    MGMT-GB.3366 Power and Politics in Organizations (3)
    This course considers the way political processes and power structures influence decisions and choices made within and by organizations. It analyzes the sources, distribution, and use of influence in relation to resource allocation, organizational change and performance, management succession, procedural justice, policy formulation, and social movements within organizations. It develops skills in diagnosing and using power and politics in organizational settings. A basic assumption underlying the course is that managers need well-developed skills in acquiring and exercising power to be effective. The course is designed to (1) improve students' capacity to diagnose organizational issues in terms of their political dimensions and (2) enhance their effectiveness in their jobs and careers as a result of that improved capacity.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    SA 09:00 am - 4:00 pm
    07/06-08/10
    Saturdays

    Pre/Corequisite
    Co-requisite - COR1-GB.1302 ( B01.1302 ) - Leadership in Organizations
    Equivalencies
    MGMT-GB.3165 ( B65.3165 ) - Power and Professional Influence
    Specializations
    Leadership and Change Management
    Management


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    Marketing

    MKTG-GB.2350 Advanced Marketing Planning (3)
    Approximately 95 percent of a brand manager's responsibilities involve the development, execution, evaluation, and refinement of marketing plans. In this tremendously practical, semester-long course, developed based on best practices at top marketing companies, students are guided through the entire marketing plan process. Teams then apply the learning to create comprehensive plans for "real" brands at "real" companies, in the industry of their choice. The course covers the ins and outs of brand positioning, marketing plan budget setting, pricing strategy development, and volume forecasting. Media plans and ads are created, as well as consumer promotion, trade promotion, direct marketing, Internet marketing and viral/buzz marketing plans.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    SA 09:00 am - 4:00 pm
    07/06-08/10
    Saturdays

    Pre/Corequisite
    Pre-requisite - COR1-GB.2310 ( B01.2310 ) - Marketing
    Specializations
    Marketing


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    MKTG-GB.2370 New Product Development (3)
    New products and services are vital to the success of all companies. However, innovation is risky and most new products fail in the marketplace. Thus, expertise in the design and marketing of new products is a critical skill for all managers, inside and outside of the marketing department. In this course, we first focus on the tools and techniques associated with analyzing market opportunities and then focus on designing, testing, and introducing new products and services. Both quantitative and qualitative approaches are covered. In particular, the course covers the new product development process, market entry strategies, how to generate new product ideas, mapping customer perceptions, segmentation, product positioning, forecasting market demand, product design, and advertising and product testing. It emphasizes how to incorporate customers and competitors into all of these aspects of new product development. In contrast, a related course Technological Innovation and New Product Development, MGMT-GB.3356, emphasizes organizational issues associated with new product development.
         Course Description
    Section
    Meeting Times
    Dates
    Instructor
    Notes

       
    SA 09:00 am - 4:00 pm
    05/18-06/29
    Saturdays

    Pre/Corequisite
    Pre-requisite - COR1-GB.2310 ( B01.2310 ) - Marketing
    Specializations
    Entrepreneurship&Innovation
    Marketing
    Product Management
    For more courses that count toward Marketing click here.


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