Spring 2016 Course Listings (Westchester)

= Cancelled
= New Class Added
= Professor Change
= Rescheduled (day/time change)

 

Core Courses

  • 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
    91
    W  6:00 pm - 9:00 pm
    		 02/10-05/04 Pugel,T Fall Langone Westchester
    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
    91
    M  6:00 pm - 9:00 pm
    		 02/08-05/09 Mohebbi,C Fall Langone Westchester
    Equivalencies:

    COR9-GB.2405 ( B09.2405 ) -
  • 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 Dates Instructor Notes
    9W alternate schedule Porac,J Westchester
    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 Dates Instructor Notes
    9W alternate schedule Porac,J Westchester
    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

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
    91
    R  6:00 pm - 9:00 pm
    		 02/11-05/05 Mueller,H Westchester
    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

    For more courses that count toward Finance click here.


Management and Organizations

  • 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
    91
    M  6:00 pm - 9:00 pm
    		 02/08-05/09 Okun,G Westchester
    Equivalencies:

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

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

    Entrepreneurship&Innovation

    Management

Non-Credit Courses

  • NOCR-GB.2050 Langone Lab: Orientation (0.0)
    Section Meeting Times Dates Instructor Notes
    91
     
    		01/23-01/24 New Spring Langone-BROWN

    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
      9W alternate schedule Kowal,R Westchester
      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