NYU Stern | Course Schedule

Accounting/Taxation

ACCT-GB.2302 Financial Reporting and Disclosure (3)

Course Description:

This course uses tools learned in Financial Accounting and Reporting, such as ratio and accounting analysis, to discuss, in-depth, financial reporting principles, emphasizing the link between the reporting principles and the financial statements. Students learn how management uses financial reporting decisions to influence reported income and asset and liability values, and they gain the tools necessary to analyze the impacts of alternative reporting decisions on financial statements. It is ideal for students who wish to pursue careers in investment banking, investment management, and consulting as well as public accounting. In addition to being a required course for the CPA-track, it is a highly recommended course for students in finance, economics, marketing, and information systems.

Section	Meeting Times	Dates	Instructor	Notes
70	TR 6:00 pm - 9:10 pm	07/09-08/15	Bildersee,J

Pre/Corequisite:

Pre-requisite - COR1-GB.1306 ( B01.1306 ) - Financial Accounting and Reporting

OR LAW-LW.12337 -

Specializations:

Accounting

ACCT-GB.2303 An Integrated Approach to Financial Statement Analysis (3)

Course Description:

This course describes financial reporting objectives and methods used by corporations. Focuses on the analysis of the information in corporate financial statements, including the impact of alternative accounting procedures and assumptions. Offers ways to adjust for selected reporting differences. Discusses applications using cross-sectional and time series analysis. Case studies (including firms with international operations), computer databases, and computer-based assignments may be used. An understanding of basic financial concepts is recommended.

Section	Meeting Times	Dates	Instructor	Notes
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Fried,H
U1	alternate schedule		Yeo,J

Pre/Corequisite:

Pre-requisite - COR1-GB.1306 ( B01.1306 ) - Financial Accounting and Reporting

OR LAW-LW.12337 -

Specializations:

Accounting

Business and Society

BSPA-GB.2120 Entertainment Law (1.5)

Course Description:

This course focuses on the entertainment aspects of mass media. Major topics include the limits of a free press and the balance between the right to publish and the right to privacy, torts, and other laws.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Hendler,R

Equivalencies:

ACCT-GB.2120 ( B95.2120 ) - Entertainment Law

Specializations:

Accounting

Law&Business

Entertainment, Media&Technology

Core Courses

COR1-GB.1302 Leadership in Organizations (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
60	TR 6:00 pm - 9:00 pm	05/14-06/25	Lechner,A	Priority to Green Group
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Kabaliswaran,R	Priority to Blue Group

Equivalencies:

COR9-GB.2307 ( B09.2307 ) -

COR1-GB.1303 Firms and Markets (3)

Course Description:

This course provides an overview of the microeconomics analysis of firms, industries, and markets. The course examines the rationales for decisions by individual buyers and sellers, as well as how these decisions are aggregated through markets. Among other things, the course explores the forms that competition can take, the role of industry structure, and the influences of government policies. Microeconomics is an important component of an MBA program. First, microeconomics focuses on specific dimensions of companies' decision making, such as pricing, entry, and exit. Second, a microeconomics perspective on business plays an important role in other fields of business study- such as finance, strategy, and marketing. Third, this course provides tools, such as a game theoretic analysis of decision making with few actors, that can be applied in many business situations.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	05/18-06/29	Zhou,J	Priority to Red Group
70	TR 6:00 pm - 9:00 pm	06/27-08/08	Asker,J	Priority to Yellow Group

Equivalencies:

COR1-GB.1103 ( B01.1103 ) -

COR9-GB.2303 ( B09.2303 ) -

COR1-GB.1305 Statistics and Data Analysis (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
60	TR 6:00 pm - 9:00 pm	05/14-06/25	Mantena,R	Priority to Yellow Group
70	TR 6:00 pm - 9:00 pm	06/27-08/08	Haase,G	Priority to Green Group

Equivalencies:

COR9-GB.2405 ( B09.2405 ) -

COR1-GB.1306 Financial Accounting and Reporting (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	07/06-08/10	Perkal,D	Priority to Red Group
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Maindiratta,A	Priority to Blue Group

Equivalencies:

COR9-GB.2301 ( B09.2301 ) -

COR1-GB.2103 Strategy I (1.5)

Course Description:

This course provides students with the concepts and tools required to devise business strategies to gain competitive advantage at the product market level. It also shows how to apply the rules of competitive advantage to a range of economic markets in the United States and globally, where the business environment is increasingly turbulent. The course explains how to formulate a business strategy;' how to analyze competitive markets; and how to define each firm's strategic situation. It focuses on how to create superior value for customers and capture enough value to create increasing profit for your firm. Students learn how successful firms develop superior resources (products, operations, human competencies, organizational teams, procurement, technology, finances, and business alliances) to gain and sustain competitive advantage in a dynamic economic environment.

Section	Meeting Times	Instructor
U1	alternate schedule	Marciano,S
U2	alternate schedule	Hegde,D
U3	alternate schedule	Hegde,D
U4	alternate schedule	Schilling,M

Equivalencies:

COR1-GB.1101 ( B01.1101 ) -

COR1-GB.2101 ( B01.2101 ) -

COR1-GB.2102 ( B01.2102 ) - INTEGRATIVE STRATEGY EXER

COR1-GB.2104 Strategy II (1.5)

Course Description:

In this course, students learn how to develop skills needed to manage the multi-business enterprise for the creation of corporate advantage. To create value through corporate strategy, managers must command a number of critical competencies. They must be able to create a vision that targets multiple businesses' objectives, including achieving sustainable corporate growth in profits. This course requires integrating skills at developing and deploying corporate resources and capabilities; to apply analytical tools and perspectives to changing industries and multi-business markets; and to design organizational structures, systems, and process that achieve short-term and long-term corporate strength and profit growth. Students learn how to manage the interpersonal dynamics of strategy decision making and how to communicate effectively their visions ands strategies to internal and external stakeholders of the corporation. A considerable part of corporate strategy today focuses on managing merger integration. Alliances, internal growth, and global networks, which involves increasing "cooption" and creating various combinations of both multiple business collaborations to expand new markets, and also pursuing simultaneous competitive goals to ensure the survival and growth of the firm.

Section	Meeting Times	Instructor
U1	alternate schedule	Gartenberg,C
U2	alternate schedule	Seamans,R
U3	alternate schedule	Gartenberg,C
U4	alternate schedule	Seamans,R

Pre/Corequisite:

Pre-requisite - COR1-GB.2103 ( B01.2103 ) - Strategy I

Equivalencies:

COR1-GB.2101 ( B01.2101 ) -

COR1-GB.2102 ( B01.2102 ) - INTEGRATIVE STRATEGY EXER

COR1-GB.2303 The Global Economy (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
60	TR 6:00 pm - 9:00 pm	05/14-06/25	Zin,S
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Pugel,T

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 ) -

COR1-GB.2310 Marketing (3)

Course Description:

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, segment markets, estimate the economic value of customers to the firm, position the firm's offering, effective marketing research, new product development and pricing strategies, communicate with consumers, estimate advertising's effectiveness, and manage 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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	05/18-06/29	Carr,J	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	Carr,J
61	TR 6:00 pm - 9:00 pm	05/14-06/25	Carr,J
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Greenwald,M
71	TR 6:00 pm - 9:00 pm	06/27-08/08	Ofir,Y
91	MW 6:00 pm - 9:00 pm	05/15-06/26	Buchanan,B	Westchester

Equivalencies:

COR9-GB.2313 ( B09.2313 ) -

COR1-GB.2311 Foundations of Finance (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	05/18-06/29	Kacperczyk,M	Saturdays
0A	SA 09:00 am - 4:00 pm	07/06-08/10	Panchapagesan,V	Saturdays
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Kacperczyk,M
61	TR 6:00 pm - 9:00 pm	05/14-06/25	Kacperczyk,M
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Lynch,A
71	TR 6:00 pm - 9:00 pm	06/27-08/08	Lynch,A
91	MW 6:00 pm - 9:00 pm	07/01-08/07	Sade Ben-Ami,O	Westchester

Equivalencies:

COR9-GB.2316 ( B09.2316 ) -

COR1-GB.2314 Operations Management (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	07/06-08/10	Araman,V	Saturdays
60	TR 6:00 pm - 9:00 pm	05/14-06/25	Vulcano,G
70	TR 6:00 pm - 9:00 pm	06/27-08/08	Mohebbi,C
U1	alternate schedule		Aviv,Y
U2	alternate schedule		Caldentey,R

Equivalencies:

COR1-GB.2114 ( B01.2114 ) -

COR9-GB.2314 ( B09.2314 ) -

Economics

ECON-GB.2110 The Business of Health&Medical Care (1.5)

Course Description:

This course is designed to give the student a general understanding of the economics of healthcare. More specifically, the course will allow students:1) To understand what makes the Economics of Healthcare unique. 2) To understand Healthcare Markets: a) Demand b) Production and Costs c) Supply 3) To understand the market for Healthcare, Market Failure, and the Role of Government 4) Health Insurance, Third Party Payers, and Healthcare Financing. 5) Economic Evaluation in Healthcare: a) Equity, Efficiency, Ethics b) Cost-Benefit c) Measuring Value and Outcomes

Section	Meeting Times	Dates	Instructor	Notes
70	M 6:00 pm - 9:00 pm	07/01-08/05	Bleustein,C

Pre/Corequisite:

Pre-requisite - COR1-GB.1303 ( B01.1303 ) - Firms and Markets

Specializations:

Economics

Strategy

Sustainable Business and Innovation

ECON-GB.2190 Emerging Economies and Globalization: 1950 to the present (1.5)

Course Description:

This course compares the emergence and development of four of the world's leading enterprise systems: Great Britain, Germany, Japan, and the United States. It examines political, cultural, and economic similarities and differences of successful wealth-creating societies, paying special attention to impacts of government, entrepreneurship, management, and financial institutions. The objectives of the course are to develop an understanding of different enterprise systems and to hone abilities to think comparatively, both over time and across national contexts.

Section	Meeting Times	Dates	Instructor
60	T 6:00 pm - 9:00 pm	05/14-06/25	Smith,G
70	T 6:00 pm - 9:00 pm	07/02-08/06	Foudy,J
U1	alternate schedule		Foudy,J
U2	alternate schedule		Wachtel,P
U3	alternate schedule		White,E
U4	alternate schedule		Sylla,R

Specializations:

Economics

Global Business / Intl Business

ECON-GB.2195 Advanced Global Perspectives on Enterprise Systems (1.5)

Course Description:

This course examines the economic,political and cultural dynamics of emerging markets from World War II to the present day. Special attention is given to the impacts of government,entrepreneurship, management, and financial institutions. The histories of such diverse countries as India, Russia, China, the Asian "Dragons," Saudi Arabia, Argentina, Chile and the European Union will be examined as well as their implications for global business and investment prospects.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Smith,G

Equivalencies:

ECON-GB.2338 ( B30.2338 ) - Comparative Business Systems: From the Industrial Revolution to the Modern Global Economy

Specializations:

Economics

Global Business / Intl Business

Sustainable Business and Innovation

ECON-GB.2322 Asian and Emerging Economies (3)

Course Description:

This course covers the economic development and market structure of various Asian and emerging economies and focuses on several key questions. What are drivers for economic growth the key challenges facing these states today? What role does the government and the state owned sector play in business? How do financial markets and corporate governance vary and what impact do they have on firms? Asia receives specific focus given its size and pivotal role in the world economy, but markets in Latin America, Africa, Eastern Europe and Middle East also receive coverage.

Section	Meeting Times	Dates	Instructor	Notes
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Foudy,J

Pre/Corequisite:

Pre-requisite - COR1-GB.2303 ( B01.2303 ) - The Global Economy

Specializations:

Economics

Global Business / Intl Business

ECON-GB.2333 Monetary Policy, Banks, and Central Banks (3)

Course Description:

The structure of the financial system and the role of central banks are often in the new s as various countries cope with banking crises or chronic inflation. This course examines the structure of financial systems from both perspectives. Emphasis is given to topics that are relevant in current policy making, such as dollarization, the European Monetary Union, deflation in Japan, and inflation targeting. Central bank structures such as the Federal Reserve and the European Central Bank are studied and frameworks for understanding the tools of policy and its effects on the macro-economy are examined. The causes of financial crises are also examined, with emphasis on policies designed to prevent them, such as the new capital adequacy regulations, deposit insurance, and the lender of last resort function of central banks. Students are asked to suggest topics and to report on specific events and issues.

Section	Meeting Times	Dates	Instructor	Notes
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Karydakis,A

Specializations:

Economics

Banking

Global Business / Intl Business

ECON-GB.2389 The Social and Economic Setting of Business (3)

Course Description:

This course deals with the relevance of major economic, historic, political, social and cultural factors to the problems of the American business community. It analyzes rival philosophies of economics - "liberalism" and "conservatism" - and traces major forces and trends in the formulation of policy in an environment of power blocs and pressure groups.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Kavesh,R

Specializations:

Economics

Finance

FINC-GB.2302 Corporate Finance (3)

Course Description:

This course helps students develop an analytical framework for understanding how organizations make investment and financing decisions. Students also learn the theory and practice of various valuation techniques. There is an emphasis on understanding the theory and its applications to the real world as well as appreciating the limitations of the tools in practical settings. Specific topics include capital budgeting, investment decision rules, discounted cash flow valuation, real options, cost of capital, capital structure, dividend policy, and valuation methods such as WACC and APV.

Section	Meeting Times	Dates	Instructor	Notes
60	TR 6:00 pm - 9:00 pm	05/14-06/25	Marciano,A
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Schmeits,A

Pre/Corequisite:

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

OR COR1-GB.2302 - Foundations of Corporate Finance

OR LAW-LW.11461 -

OR PADM-GP.2147 -

Specializations:

Corporate Finance

Finance

FINC-GB.2334 Financial Service Industry (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	07/06-08/10	Militello,F	Saturdays

Pre/Corequisite:

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

OR COR1-GB.2302 - Foundations of Corporate Finance

OR LAW-LW.11461 -

OR PADM-GP.2147 -

Co-requisite - FINC-GB.2302 ( B40.2302 ) - Corporate Finance

OR LAW-LW.11461 -

OR COR1-GB.2302 - Foundations of Corporate Finance

Specializations:

Banking

Corporate Finance

Finance

Financial Instruments and Markets

FINC-GB.3103 International Finance - International Investments Analysis (1.5)

Course Description:

The course focuses on fundamental and technical security analysis applied to foreign security markets. Topics include the structure and operation of foreign stock markets; accounting/information constraints in evaluating foreign securities; and the impact of multinational flows on market liquidity. Portfolio management practices and constraints in various countries are examined and evaluated against free market strategies.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Shen,Y

Pre/Corequisite:

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

OR COR1-GB.2302 - Foundations of Corporate Finance

OR LAW-LW.11461 -

OR PADM-GP.2147 -

Pre-requisite - FINC-GB.2302 ( B40.2302 ) - Corporate Finance

OR LAW-LW.11461 -

OR COR1-GB.2302 - Foundations of Corporate Finance

Specializations:

Finance

Financial Instruments and Markets

Global Business / Intl Business

FINC-GB.3112 Risk Management in Financial Institutions (1.5)

Course Description:

The course will focus on modern, quantitative methods to measure and manage the risks faced by financial institutions.

Section	Meeting Times	Dates	Instructor	Notes
60	W 6:00 pm - 9:00 pm	05/15-06/19	Cebenoyan,A

Pre/Corequisite:

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

OR COR1-GB.2302 - Foundations of Corporate Finance

OR LAW-LW.11461 -

OR PADM-GP.2147 -

Equivalencies:

FINC-GB.3312 ( B40.3312 ) - Risk Management in Financial Institutions

Specializations:

Banking

Finance

Financial Systems&Analytics

FINC-GB.3129 Behaviorial and Experimental Finance (1.5)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SU 09:00 am - 4:00 pm	07/07-07/21	Sade Ben-Ami,O	Sundays: July 7, 14, 21

Pre/Corequisite:

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

OR COR1-GB.2302 - Foundations of Corporate Finance

OR LAW-LW.11461 -

OR PADM-GP.2147 -

Equivalencies:

FINC-GB.3329 ( B40.3329 ) - Behavioral Finance

Specializations:

Corporate Finance

Finance

Financial Instruments and Markets

FINC-GB.3165 Topics in Private Equity Finance (1.5)

Course Description:

This course examines the private equity marketplace. Private equity has become a major source of capital for both new ventures and established firms. The focus of the course changes from semester to semester. Possible topics include capital needs and the role of private equity; venture capital and leveraged buyout financing; the roles of investor groups such as limited partners, sponsors, portfolio company managers, and institutions; and valuation and risk issues for private finance.

Section	Meeting Times	Dates	Instructor	Notes
60	T 6:00 pm - 9:00 pm	05/14-06/25	Semmens,R

Equivalencies:

FINC-GB.3365 ( B40.3365 ) - Private Equity Finance

Specializations:

Corporate Finance

Finance

Financial Instruments and Markets

FINC-GB.3173 Venture Capital Financing (1.5)

Course Description:

This course provides institutional background and details necessary to deal with the venture capital and new issues markets. Examines basic valuation issues, appropriate capital structure, the value of liquidity, and the value of control. Also considers the intangible aspects of entrepreneurship and venture capital forms of financing.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 10:00 am - 5:00 pm	06/08-06/22	D'Souza,I	3 Saturdays: June 8,15,22

Equivalencies:

FINC-GB.3373 ( B40.3373 ) - New Venture Financing

FINC-GB.3361 ( B40.3361 ) - Entrepreneurial Finance

Specializations:

Entrepreneurship&Innovation

Corporate Finance

Finance

FINC-GB.3186 Project Finance and Infrastructure Investment (1.5)

Course Description:

Project finance is used to finance billions of dollars of capital-intensive projects annually. This increasingly critical financial technique relies on the cash flows of a specific project, not the cash flows of a corporation or third party guarantor, to service debt and provide investor returns. Not all projects can support project financing. Project finance is a specialized financial tool requiring both proper structuring and risk mitigation. The purpose of the course is to understand what project finance is, why it is used, and how it is used. Students will learn what the necessary elements are that support the use of project finance to include contractual agreements, technology, sponsors, risk identification and mitigation, sources of capital, financial structuring, the use of financial modeling, accounting considerations, and tax considerations.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Albanese,T

Pre/Corequisite:

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

OR COR1-GB.2302 - Foundations of Corporate Finance

OR LAW-LW.11461 -

OR PADM-GP.2147 -

Specializations:

Corporate Finance

Finance

FINC-GB.3196 Mergers and Acquisitions (1.5)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	06/01-06/22	McGill,C	3 Saturdays: June 1,15,22
U1	alternate schedule		Amihud,Y

Specializations:

Banking

Corporate Finance

Finance

Law&Business

FINC-GB.3331 Valuation (3)

Course Description:

Covers the valuation of equity securities and investment strategies utilizing them. Topics include the mathematics of equity valuation, history of stock returns, varieties of equity instruments, and the many varieties of common stock risk. Reviews professional portfolio strategies and forecasting techniques; the evaluation of mutual funds and pension funds; the role of equity options and futures in stock portfolio strategies; the role of technical analysis; and ethical issues in developing and using information that impacts stock prices.

Section	Meeting Times	Dates	Instructor	Notes
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Halov,N
91	MW 6:00 pm - 9:00 pm	05/15-06/26	Segram,H	Westchester

Specializations:

Corporate Finance

Finance

Financial Instruments and Markets

FINC-GB.3333 Debt Instruments and Markets (3)

Course Description:

Covers the valuation of fixed income securities and investment strategies utilizing them. Topics include the mathematics of bond valuation, immunization, history of interest rate structures, varieties of debt instruments, default, and country risk considerations. The role of financial futures and options on bond portfolio strategies is analyzed, as well as more traditional approaches to debt portfolio strategies.

Section	Meeting Times	Dates	Instructor	Notes
70	TR 6:00 pm - 9:00 pm	06/27-08/08	Lancaster,B

Pre/Corequisite:

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

OR COR1-GB.2302 - Foundations of Corporate Finance

OR LAW-LW.11461 -

OR PADM-GP.2147 -

Specializations:

Finance

Financial Instruments and Markets

Quantitative Finance

FINC-GB.3335 Futures and Options (3)

Course Description:

Covers derivative securities and markets. The primary focus is on financial futures and options, but there is also reference to the extensive markets in commodity market instruments. Topics include market institutions and trading practices; valuation models; hedging and risk management techniques; and the application of contingent claims analysis to contracts with option-type characteristics. The material is inherently more quantitative than in some other courses.

Section	Meeting Times	Dates	Instructor	Notes
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Courtadon,G

Pre/Corequisite:

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

OR COR1-GB.2302 - Foundations of Corporate Finance

OR LAW-LW.11461 -

OR PADM-GP.2147 -

Specializations:

Finance

Financial Instruments and Markets

Quantitative Finance

FINC-GB.3361 Entrepreneurial Finance (3)

Course Description:

This course identifies and follows the wealth creation cycle that begins with company start-ups, passes through successive stages of various kinds of private equity financing, and ends with the harvesting of the created wealth through a sale or merger or initial public offering. Emphasis is placed on how entrepreneurial firms adapt financing and financial contracts to the information asymmetry problems, the high degree of uncertainty, and the conflicts of interest associated with start-ups.

Section	Meeting Times	Dates	Instructor	Notes
70	TR 6:00 pm - 9:00 pm	06/27-08/08	Okun,G

Equivalencies:

FINC-GB.3173 ( B40.3173 ) - Venture Capital Financing

FINC-GB.3373 ( B40.3373 ) - New Venture Financing

FINC-GB.3362 ( B40.3362 ) - Applications in Entrepreneurial Finance: FinTech

Specializations:

Entrepreneurship&Innovation

Corporate Finance

Finance

FINC-GB.3366 Operating Hedge Funds (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SU 09:00 am - 4:00 pm	05/19-06/30	Metzger,L	Sundays

Pre/Corequisite:

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

OR COR1-GB.2302 - Foundations of Corporate Finance

OR LAW-LW.11461 -

OR PADM-GP.2147 -

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

FINC-GB.3384 Emerging Financial Markets (3)

Course Description:

The perspective in this course is that of an investment manager who may be responsible for investment portfolios at a bank; an insurance company; a pension or endowment fund or personal trust; or a mutual fund. Emerging financial markets around the world are examined. Problems considered include political risk; currency risk; excess speculation or market manipulation; differing accounting rules and standards; and performance measure comparison standards. Financial investments considered range from stocks to bonds to derivatives to real estate. Class discussion and reading focus on both the theoretical background and the practical knowledge necessary to deal effectively with the risks and opportunities that are a part of emerging financial markets.

Section	Meeting Times	Dates	Instructor	Notes
60	TR 6:00 pm - 9:00 pm	05/14-06/25	Siegel,M

Pre/Corequisite:

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

OR COR1-GB.2302 - Foundations of Corporate Finance

OR LAW-LW.11461 -

OR PADM-GP.2147 -

Specializations:

Finance

Financial Instruments and Markets

Global Business / Intl Business

FINC-GB.3387 Global Banking and Capital Markets (3)

Course Description:

This course is an analysis of the competitive performance and strategic positioning of financial institutions in multinational capital markets. Market segmentation theories are applied to markets for syndicated lending, trade finance, and project financing. Considers international aspects of raising capital in multinational, multiregulatory settings. Examples may include mergers and acquisitions, joint venture capital projects, and government or private partnership projects.

Section	Meeting Times	Dates	Instructor	Notes
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Militello,F

Pre/Corequisite:

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

OR COR1-GB.2302 - Foundations of Corporate Finance

OR LAW-LW.11461 -

OR PADM-GP.2147 -

Specializations:

Banking

Finance

Global Business / Intl Business

For more courses that count toward Finance click here.

Information Systems

INFO-GB.3310 Social Media and Digital Marketing Analytics (3)

Course Description:

The emergence of the Internet has drastically changed various aspects of a firm's operations. Some traditional marketing strategies are now completely outdated, others have been deeply transformed, and new digital marketing strategies are continuously emerging based on the unprecedented access to vast amounts of information about products, firms, and consumer behavior. From Twitter to Facebook to Google to Amazon to Apple, the shared infrastructure of IT-enabled platforms are playing a transformational role in today's digital age. The Internet is now encroaching core business activities such as new product design, advertising, marketing and sales, creation of word-of-mouth and customer service. It is fostering newer kinds of community-based business models. Traditional marketing has always been about the 4Ps: Product, Price, Place, and Promotion. This course will examine how the digital revolution has transformed all of the above, and augmented them with the 5th P of Participation (by consumers). While there will be sufficient attention given to top level strategy used by companies adopting social media and digital marketing, the focus of the course is also on analytics: how to make firms more intelligent in how they conduct business in the digital age. Measurement plays a big role in this space. The course is complemented by cutting-edge projects and various business consulting assignments that the Professor has been involved in with various companies over the last few years. We will learn about statistical issues in data analyses, assessing the predictive power of a regression, various econometrics-based tools such as simple and multivariate regressions, linear and non-linear probability models (Logit and Probit), estimating discrete and continuous dependent variables, count data models (Poisson and Negative Binomial), cross-sectional models vs. panel data models (Fixed Effects and Random Effects) and various experimental techniques that help can tease out correlation from causality such as randomized field experiments.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Ghose,A

Specializations:

Digital Marketing

Business Analytics

Marketing

Management of Technology&Operations

INFO-GB.3335 Electronic Communities (3)

Course Description:

An electronic community is generally defined a group of people organized online around a topic or issue. This course introduces student designing, building, managing, and maintaining online communities for businesses. This includes company websites, managed social media outlets such as social networks, and participating communities such as review sites. Students will identify the target audience, business objectives, strategy, and technologies needed to run a successful online community for a real business. Examples and case studies will be discussed and analyzed to identify the characteristics of effective communities and methods for evaluation. To provide cutting edge perspectives several industry professionals will be invited to lead class discussions on special topics. The format of the course is blended; the course meetings are held in the classroom in addition to scheduled real-time online meetings.

Section	Meeting Times	Dates	Instructor	Notes
70	W 6:00 pm - 9:00 pm	07/03-08/07	Sosulski,K

Equivalencies:

MKTG-GB.2150 ( B70.2150 ) - Social Media & Mobile Technologies

Specializations:

Management of Technology&Operations

INFO-GB.3356 Business Process Design&Implementation (3)

Course Description:

This course presents an integrated approach for the analysis and refinement of business processes utilizing BPM (business process management) principles. We focus on bridging business process design with the deployment of well-matched technologies, both on the strategic-side as well as the operations-side of the enterprise. The course further considers: feasiblity analysis of system alternatives; the rendering of a formal development plan; systems "usability"; assessment of technology-based risk; and finally the quality assurance and implementation of these technologies.

Section	Meeting Times	Dates	Instructor	Notes
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Palley,M

Specializations:

Supply Chain Management&Global Sourcing

Management of Technology&Operations

Interarea

INTA-GB.2306 Business Drivers - Industry (3)

Course Description:

This course covers business drivers of a wide range of industries. This knowledge is essential for your general business IQ regardless of your career choice. Having a perspective about how various industries make money is critical whether you analyze a company for investment, advise its managers, manage its operations, market its products, or choose its capital structure. More details about the 20 industries covered are at http://www.dangode.com/drivers/.

Section	Meeting Times	Dates	Instructor	Notes
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Gode,D

Management Communication

MCOM-GB.2105 Business Communication (1.5)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	06/08-06/29	Rubin,D	4 Sat: June 8,15,22,29
0A	SU 09:00 am - 4:00 pm	06/02-06/23	Rogers,B	4 Sun: June 2,9,16,23
60	T 6:00 pm - 9:00 pm	05/14-06/25	Purdy,D
61	T 6:00 pm - 9:00 pm	05/14-06/25	O'Reilly,K
70	W 6:00 pm - 9:00 pm	07/03-08/07		CANCELLED
71	W 6:00 pm - 9:00 pm	07/03-08/07	Shi,Y
9U	alternate schedule		O'Reilly,K	Westchester
9V	alternate schedule		Rubin,J	Westchester
U1	alternate schedule		Shi,Y
U2	alternate schedule		Diamant,N
U3	alternate schedule		Mach,S
U4	alternate schedule		Ayala,R
U5	alternate schedule		Horton,J
U6	alternate schedule		O'Reilly,K
U7	alternate schedule		Rogers,B

Equivalencies:

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

Management and Organizations

MGMT-GB.2159 Collaboration, Conflict, and Negotiation (1.5)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SU 09:00 am - 4:00 pm	06/02-06/16	Howard,E	3 Sun: June 2, 9, 16
60	W 6:00 pm - 9:00 pm	05/15-06/19	Freeman,S
70	W 6:00 pm - 9:00 pm	07/03-08/07	Boyle,E
9U	alternate schedule		Howard,E	Westchester
U1	alternate schedule		See,K
U2	alternate schedule		Morrison,E
U3	alternate schedule		Freeman,S
U4	alternate schedule		See,K
U5	alternate schedule		Freeman,S

Equivalencies:

MGMT-GB.2358 ( B65.2358 ) - Conflict and Negotiation

Specializations:

Leadership and Change Management

Management

MGMT-GB.2160 Advanced Topics in Negotiation (1.5)

Course Description:

Advanced topics are presented to illustrate specialized concepts in managerial negotiations, such as negotiating cross-culturally, making effective group decisions, negotiating mergers and acquisitions, and managing business integration teams. Topics vary from semester to semester; check registration packets and departmental bulletin boards for current offerings. Students may elect this course only once in their degree program.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Max,E

Pre/Corequisite:

Pre-requisite - MGMT-GB.2159 ( B65.2159 ) - Collaboration, Conflict, and Negotiation

OR PADM-GP.4101 -

Equivalencies:

MGMT-GB.2158 ( B65.2158 ) -

MGMT-GB.2358 ( B65.2358 ) - Conflict and Negotiation

MGMT-GB.2360 ( B65.2360 ) -

MGMT-GB.3351 ( B65.3351 ) -

Specializations:

Leadership and Change Management

Management

Law&Business

MGMT-GB.2327 Managing the Growing Company (3)

Course Description:

This course exposes students to the unique challenges of managing the growth of small businesses. It concentrates on building the company issues rather than start-up issues, although some cases and lectures explore start-up as well. Included are studies of family businesses that have acute growth issues because of succession and family dynamics. It is designed for students interested in understanding the opportunities and problems involved in the management or operation of their own business; and it is also aimed at students considering employment in a small or midsized firm. The differences between small firms and large organizations, management needs, practices, and financial resources are examined.

Section	Meeting Times	Dates	Instructor	Notes
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Okun,G
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Okun,G

Pre/Corequisite:

Pre-requisite - COR1-GB.1302 ( B01.1302 ) - Leadership in Organizations

OR CORE-GP.1020 -

Specializations:

Entrepreneurship&Innovation

Leadership and Change Management

Management

Strategy

Sustainable Business and Innovation

MGMT-GB.2340 Global Strategy (3)

Course Description:

This course provides an understanding of the cultural, political, competitive, technological, legal, and ethical environment in which multinational firms operate. It surveys a range of tools and techniques of environmental analysis for use in assessing foreign and global conditions, opportunities, and threats. It also focuses on multinational corporate strategy, organization, and management. Students examine the building of strategic capabilities, collaborating across boundaries, developing coordination and control, and managing activities and tasks, as well as challenges of worldwide functional management, geographic subsidiary management, and top-level headquarters management.

Section	Meeting Times	Dates	Instructor	Notes
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Hashai,N

Pre/Corequisite:

Pre-requisite - COR1-GB.2103 ( B01.2103 ) - Strategy I

Pre-requisite - COR1-GB.2104 ( B01.2104 ) - Strategy II

Specializations:

Management

Strategy

Global Business / Intl Business

Supply Chain Management&Global Sourcing

MGMT-GB.2353 Managing Change (3)

Course Description:

Contemporary business environments contain challenges that demand an increasing pace, volume, and complexity of organizational changes. Most organizations, whether they are entrepreneurial start-ups or long-established Fortune 500 firms, find that they must change or wither. This course is geared toward deepening students' understanding of the challenges, techniques, and burdens associated with initiating and implementing major change in an organization. The objective is to prepare managers, or their consultants and advisers, to meet the challenges of organizational change successfully. As such, the course is especially useful for students who plan careers in management consulting, general management (whether in line or staff positions), and entrepreneurship or corporate venturing.

Section	Meeting Times	Dates	Instructor	Notes
70	TR 6:00 pm - 9:00 pm	06/27-08/08	Mazzarese,M

Pre/Corequisite:

Pre-requisite - COR1-GB.1302 ( B01.1302 ) - Leadership in Organizations

OR CORE-GP.1020 -

Specializations:

Leadership and Change Management

Management

Strategy

MGMT-GB.2363 Leadership Models (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	05/18-06/29	Kabaliswaran,R	Saturdays

Pre/Corequisite:

Pre-requisite - COR1-GB.1302 ( B01.1302 ) - Leadership in Organizations

OR CORE-GP.1020 -

Specializations:

Leadership and Change Management

Management

MGMT-GB.2370 Strategic Design (3)

Course Description:

This course develops student skills at diagnosing organizations and developing prescriptions to improve their effectiveness. It is appropriate for those interested in organizational performance from a managerial or external perspective, e.g., management consultants, investment bankers, and financial analysts. It examines organizations' attempts to adapt as open systems in a competitive environment. We consider the major factors influencing organization design, e.g., strategy, environment, and technology. Then we analyze the major internal processes affecting organizational performance, e.g., control systems, politics, and conflict. Next, we probe how organizations can improve their ability to adapt in increasingly dynamic environments. The course includes domestic and international examples. The main learning methods are case analyses and a study of the organizations of the central competitors in an in-dustry or industries that the class chooses. Particular emphasis is placed on organizational-level problems facing senior management.

Section	Meeting Times	Dates	Instructor	Notes
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Kabaliswaran,R

Pre/Corequisite:

Pre-requisite - COR1-GB.1302 ( B01.1302 ) - Leadership in Organizations

OR CORE-GP.1020 -

Pre-requisite - COR1-GB.2103 ( B01.2103 ) - Strategy I

Pre-requisite - COR1-GB.2104 ( B01.2104 ) - Strategy II

Specializations:

Leadership and Change Management

Management

Strategy

MGMT-GB.2383 Strategic Talent Management (3)

Course Description:

This course will explore the issues and strategies surrounding the key human capital issues facing organizations and their leaders in today's global business environment. This area of study is increasingly important as organizations seek to differentiate themselves in the marketplace through the contributions of their global teams. In addition, organizations in the future will increasingly sell more information and services, and fewer traditional "products", and so the management of this human asset becomes even more critical. Objectives include: - Explanation of the overall theoretical framework for Human Capital Management and their practices in the business environment - Relate the practices and impact of different areas of HCM to each other and their implications for organizational and employee needs - Discussion of how the HR or HCM function adds value to the organization and is leveraged by key line leaders to achieve their goals. The objectives noted above will be accomplished via exposure to the various course content, including case studies, articles, guest speakers, team projects and lectures.

Section	Meeting Times	Dates	Instructor	Notes
91	MW 6:00 pm - 9:00 pm	07/01-08/07	Calamai,R	Westchester

Pre/Corequisite:

Pre-requisite - COR1-GB.1302 ( B01.1302 ) - Leadership in Organizations

OR CORE-GP.1020 -

Specializations:

Leadership and Change Management

Management

Strategy

MGMT-GB.3323 Game Theory (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	07/06-08/10	Stuart,H	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

MGMT-GB.3335 Foundations of Entrepreneurship (3)

Course Description:

This course offers a framework for understanding the entrepreneurial process and exposes the student to most problems and issues faced by entrepreneurs who start new ventures. Case study is the principal teaching method, supplemented by lectures, a venture planning exercise, and guest speakers. Major objectives are for students to learn how to identify and evaluate market opportunities; develop a venture concept and marketing plan; assess and obtain the required resources; and manage the launch of a new venture.

Section	Meeting Times	Dates	Instructor	Notes
60	TR 6:00 pm - 9:00 pm	05/14-06/25	Okun,G
70	TR 6:00 pm - 9:00 pm	06/27-08/08	Ginsberg,A

Equivalencies:

MGMT-GB.3336 ( B65.3336 ) - Foundations of Social Entrepreneurship

MGMT-GB.3337 ( B65.3337 ) - Foundations of Technology Entrepreneurship

Specializations:

Entrepreneurship&Innovation

Management

MGMT-GB.3366 Power and Politics in Organizations (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	07/06-08/10	Kabaliswaran,R	Saturdays
60	TR 6:00 pm - 9:00 pm	05/14-06/25	Kabaliswaran,R

Pre/Corequisite:

Co-requisite - COR1-GB.1302 ( B01.1302 ) - Leadership in Organizations

OR CORE-GP.1020 -

Equivalencies:

MGMT-GB.3165 ( B65.3165 ) - Power and Professional Influence

Specializations:

Leadership and Change Management

Management

Marketing

MKTG-GB.2128 Consultative Selling (1.5)

Course Description:

The goal of Consultative Selling is to provide students with the knowledge and skills that entrepreneurs - and nearly all other business executives - need to win customers and grow their business. We will use the consultative selling model to understand the process of selling, discovery of and alignment with customer's needs, presentations of solutions, overcoming objections, and gaining agreement. Rather than pigeonholing selling as "something done by those sales types", we look at it as providing solutions to customer's problems. Selling is unique in that everyone does it. In business, we sell our products, proposals, IPOs, projects, budgets, and anything else that someone else has to approve. In life, we buy cars and houses (buying and selling are two sides of the same coin), interview for jobs, propose marriage, and many other things that someone else has to say OK to. In short, selling is a fundamental life skill. The course is primarily an interactive discussion including debates, case discussions, and many small group, "skills drills" to apply the concepts and methods. In addition to learning the aspects of contemporary selling as it applies to their chosen careers, students will also gain a better appreciation of this important - and often misunderstood - aspect of an organization. The course is focused on professional, business-to-business (B2B) sales issues and sales management. We frequently draw on our own experiences as consumers (B2C) as a basis for developing perspectives, insights, and understanding of B2B sales themes.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Krawitz,J

Pre/Corequisite:

Pre-requisite - COR1-GB.2310 ( B01.2310 ) - Marketing

Equivalencies:

MKTG-GB.2329 ( B70.2329 ) - Entrepreneurial Selling and Sales Management

Specializations:

Marketing

Luxury Marketing

Product Management

MKTG-GB.2129 Sales Management (1.5)

Course Description:

The goal of Sales Management is to examine the elements of an effective sales force as a key component of the organization's total marketing effort. The course will extend student's understanding of marketing's reach and potential impact in achieving its overarching goals. Course objectives include understanding the sales process, the relationship between sales and marketing, sales force structure, customer relationship management (CRM), use of technology to improve sales force effectiveness, and issues in recruiting, selecting, training, motivating, compensating and retaining salespeople. Students learn to apply the discussion topics through an interactive project worked on throughout the course. The course is primarily an interactive discussion including debates, cases, and multiple opportunities to apply the theories that are discussed (See below for 3 credit version).

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Krawitz,J

Pre/Corequisite:

Pre-requisite - COR1-GB.2310 ( B01.2310 ) - Marketing

Specializations:

Marketing

Luxury Marketing

MKTG-GB.2190 Marketing Hi-Tech Products (1.5)

Course Description:

Technological markets, high-technology innovations, and durable products of hi-tech nature are all characterized by growth patterns that are not only different from one market to the next but also contain a high degree of uncertainty. Such chaotic phenomena are difficult to investigate and present a challenge for forecasting market potentials and market shares. In this course we will examine the structure and growth patterns of such markets. We will witness the unbearable slowness of new product growth, understand why main market consumers aren't impressed with early market technophiles, breathlessly watch the bandwagon wheezing by, diligently compute the value of the customers of E*Trade and Ameritrade, and wistfully remember products such as WordPerfect, Lotus 123 and floppy discs.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Muller,E

Pre/Corequisite:

Pre-requisite - COR1-GB.2310 ( B01.2310 ) - Marketing

Specializations:

Entertainment, Media&Technology

Marketing

Product Management

MKTG-GB.2347 Consumer Behavior (3)

Course Description:

This course studies the consumer as a decision maker. It examines social and psychological influences on purchasing decisions, emphasizing their implications for marketing strategy. Topics include the consumer as a decision maker; motivation attitudes and their effect on behavior, information processing, consumer risk, and demographic, social, and cultural influences on purchasing behavior. Applications to advertising, product, and segmentation strategies as well as Web-based applications of consumer behavior are highlighted.

Section	Meeting Times	Dates	Instructor	Notes
70	TR 6:00 pm - 9:00 pm	06/27-08/08	Sellier,A

Equivalencies:

MKTG-GB.2147 ( B70.2147 ) - Consumer Behavior

Specializations:

Marketing

MKTG-GB.2350 Marketing Planning&Strategy (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	07/06-08/10	Greenwald,M	Saturdays

Pre/Corequisite:

Pre-requisite - COR1-GB.2310 ( B01.2310 ) - Marketing

Specializations:

Marketing

MKTG-GB.2351 Competitive Marketing Strategy (3)

Course Description:

This course is designed to help you develop the knowledge and skills necessary to develop marketing strategy at the business (in contrast to product) level. Rather than just focus on creating value propositions for customers, the emphasis in this course will be more strategic and focus on designing value creation and delivery systems. Therefore, the course will target the interface between customer value, marketing decisions, business strategy, and the operations of the organization. Material will be particularly relevant to students who expect to be responsible for developing and/or assessing marketing strategy as owners, employees, and consultants.

Section	Meeting Times	Dates	Instructor	Notes
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Carr,J

Pre/Corequisite:

Pre-requisite - COR1-GB.2310 ( B01.2310 ) - Marketing

Specializations:

Marketing

MKTG-GB.2354 Data-Driven Decision Making: Technical (3)

Course Description:

The specific objectives of this course are to:
1. Help you understand how analytical techniques and statistical models can help enhance decision making by converting data to information and insights for decision-making;
2. Provide intuition for data driven decision making by using practical examples from a wide spectrum of fields;
3. Provide insight into how to choose and use the most effective statistical tool based on the problem at hand;
4. Provide you with a software tool kit that will enable you to apply statistical models to real decision problems;
5. Most importantly, remove any fear of data analysis and increase your comfort level with analyzing databases most commonly used in the business world.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Singh,V

Pre/Corequisite:

Pre-requisite - COR1-GB.1305 ( B01.1305 ) - Statistics and Data Analysis

Equivalencies:

MKTG-GB.2344 ( B70.2344 ) - Data Driven Decision Making: Managerial

Specializations:

Business Analytics

Marketing

Product Management

MKTG-GB.2361 Competitive Strategy in the Marketplace (3)

Course Description:

This is a rigorous advanced course in competitive strategy set at the level of the business as it faces competitors at the product market level. It consists of lectures and formal case presentations recommending strategic actions by student teams to counterpart teams representing senior managers responsible for approving their recommendation. Topics covered include both the process and content of strategic action and interaction, strategic models, brands as a source of competitive advantage, methods for comparing competitive offers and strategies, scenario analysis, competitive signaling, and competitive intelligence.

Section	Meeting Times	Dates	Instructor	Notes
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Czepiel,J

Pre/Corequisite:

Pre-requisite - COR1-GB.2103 ( B01.2103 ) - Strategy I

OR COR1-GB.2301 - Strategy

Pre-requisite - COR1-GB.2310 ( B01.2310 ) - Marketing

Equivalencies:

MKTG-GB.2360 ( B70.2360 ) -

Specializations:

Strategy

Marketing

Supply Chain Management&Global Sourcing

MKTG-GB.2365 Brand Strategy (3)

Course Description:

Brand planners/strategists face many challenges, including how to: 1. Create a comprehensive brand architecture that will provide strategic direction; 2. Generate motivating brand identities and value propositions for the key brands; 3. Develop brand-building programs; and 4. Leverage new technologies. The goal of this course is to provide concepts, models, methods, and role models that will help address
these challenges.

Section	Meeting Times	Dates	Instructor	Notes
60	TR 6:00 pm - 9:00 pm	05/14-06/25	Gormley,F

Pre/Corequisite:

Pre-requisite - COR1-GB.2310 ( B01.2310 ) - Marketing

Specializations:

Digital Marketing

Marketing

Product Management

MKTG-GB.2370 New Products (3)

Course Description:

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.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	05/18-06/29	Farley,M	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.

Non-Credit Courses

NOCR-GB.1004 STATISTICS WORKSHOP (0.0)

Section	Meeting Times	Dates	Instructor	Notes
91	SA 09:00 am - 5:00 pm	06/29-06/29	Tenenbein,A	Westchester

Operations Management

OPMG-GB.2350 Decision Models and Analytics (3)

Course Description:

This course introduces the basic principles and techniques of applied mathematical modeling for managerial decision making. Students learn to use some of the more important analytic methods (e.g., spreadsheet modeling, optimization, Monte Carlo simulation) to recognize their assumptions and limitations and to employ them in decision making. Students learn to: develop mathematical models that can be used to improve decision making within an organization, sharpen their ability to structure problems and to perform logical analyses, translate descriptions of decision problems into formal models and investigate those models in an organized fashion, identify settings in which models can be used effectively, and apply modeling concepts in practical situations. Students also strengthen their computer skills, focusing on how to use the computer to support decision making. The emphasis is on model formulation and interpretation of results, not on mathematical theory. This course is aimed at M.B.A. students with little prior exposure to modeling and quantitative analysis, but it is appropriate for all students who wish to strengthen their quantitative skills. The emphasis is on models that are widely used in diverse industries and functional areas, including finance, operations, and marketing. For more information, visit sterndma.com.

Section	Meeting Times	Dates	Instructor	Notes
70	MW 6:00 pm - 9:00 pm	07/01-08/07	Riccio,L

Specializations:

Business Analytics

Financial Systems&Analytics

Supply Chain Management&Global Sourcing

Management of Technology&Operations

Professional Responsibility

COR2-GB.3101 Professional Responsibility (1.5)

Course Description:

The purpose of this interdisciplinary course is twofold: First, it is designed to build the student's awareness of the interplay among a society's laws, ethical norms, and markets. Second, through case analyses, it provides the student with a chance to exercise his or her own ethical judgment in business situations. The overall goal is to help the student to realize that ethical assumptions, choices, and conflicts are inherent in virtually all business decisions, and to develop a greater understanding of the manager's professional responsibilities. All sections of the course use the same book of readings and cases, and all will cover the same set of essential topics, including fiduciary responsibilities, product liability, ethical issues in the workplace (such as preferential hiring, sexual harassment, drug testing, or whistle blowing) and ethical conflicts in international business. Yet, by the instructor's selection of specific cases or readings, each section of the course will differ slightly in emphasis. Course instructors come from every department in the Stern School and reflect a broad range of interests and orientation. For each session, students will be required to study readings, either essays in business ethics or judicial opinions, and to prepare one or more cases for analysis in class. Class discussion is an essential part of the course. Students will explore in actual business contexts the fundamental concepts that underlie professional responsibility. In order to bring different perspectives to the classroom, each section of the course will host at least one outside speaker during the term. Professional Responsibility is a second year core course and part of the capstone program. Every student in the course should have a working knowledge of economics and the various functional areas of business, and this knowledge should be applied to the cases, readings, and class discussions. Students should complete or place out of all of the first-year core courses prior to enrolling.

Section	Meeting Times	Dates	Instructor	Notes
00	SU 09:00 am - 4:00 pm	06/02-06/16	Kowal,R	3 Sundays: June 2, 9, 16
60	R 6:00 pm - 9:00 pm	05/16-06/20	Berenbeim,R
70	T 6:00 pm - 9:00 pm	07/02-08/06	Buchanan,B
U1	alternate schedule		Bigel,K
U2	alternate schedule		Michaelson,C
U3	alternate schedule		Statler,M
U4	alternate schedule		Kowal,R
U5	alternate schedule		Holt,B
U6	alternate schedule		Buchanan,B
U7	alternate schedule		Roach,R
U8	alternate schedule		Agnello,P

Pre/Corequisite:

Pre-requisite - COR1-GB.1302 ( B01.1302 ) - Leadership in Organizations

Pre-requisite - COR1-GB.1303 ( B01.1303 ) - Firms and Markets

Pre-requisite - COR1-GB.1305 ( B01.1305 ) - Statistics and Data Analysis

Pre-requisite - COR1-GB.1306 ( B01.1306 ) - Financial Accounting and Reporting

Pre-requisite - COR1-GB.2103 ( B01.2103 ) - Strategy I

Pre-requisite - COR1-GB.2104 ( B01.2104 ) - Strategy II

Pre-requisite - COR1-GB.2303 ( B01.2303 ) - The Global Economy

Pre-requisite - COR1-GB.2310 ( B01.2310 ) - Marketing

Pre-requisite - COR1-GB.2311 ( B01.2311 ) - Foundations of Finance

Pre-requisite - COR1-GB.2314 ( B01.2314 ) - Operations Management

Equivalencies:

BSPA-GB.3301 ( B75.3301 ) - Ethical and Legal Challenges of the Modern Corporation

Course Schedule

Summer 2013 Course Listing (Langone Continuing and APC)

Accounting/Taxation

Business and Society

Core Courses

Economics

Finance

Information Systems

Interarea

Management Communication

Management and Organizations

Marketing

Non-Credit Courses

Operations Management

Professional Responsibility