Summer 2017 Course Listings (Langone Continuing and APC)

Accounting/Taxation
Core Courses
Economics
Finance
Information Systems
Interarea
Management Communication
Management and Organizations
Marketing
Operations Management
Professional Responsibility

= Cancelled

= New Class Added

= Professor Change

= Rescheduled (day/time change)

Accounting/Taxation

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	06/28-08/07	Yeo,J

Pre/Corequisite:

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

OR LAW-LW.12337 -

Specializations:

Accounting

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
60	TR 6:00 pm - 9:00 pm	05/18-06/27	Kubitz,G	priority to green group
70	MW 6:00 pm - 9:00 pm	06/28-08/07	Pugel,T	Priority to Blue 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	MW 6:00 pm - 9:00 pm	05/15-06/26	Tatum,L	Priority to Yellow Group
70	TR 6:00 pm - 9:00 pm	06/29-08/10	Mohebbi,C	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
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Shalev,R	Priority to Blue Group
70	MW 6:00 pm - 9:00 pm	06/28-08/07	Maindiratta,A	Priority to Yellow 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	Dates	Instructor	Notes
U1	alternate schedule		Seamans,R
U2	alternate schedule		Fang,C

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	Hegde,D
U2	alternate schedule	Fang,C
U3	alternate schedule	Hegde,D

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	05/18-06/27	Zin,S
70	MW 6:00 pm - 9:00 pm	06/28-08/07	Karahan,Y

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	07/01-08/05	McLoughlin,D	Saturdays
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Carr,J
61	TR 6:00 pm - 9:00 pm	05/18-06/27	Carr,J
70	MW 6:00 pm - 9:00 pm	06/28-08/07	McLoughlin,D
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	05/13-06/24	Segram,H	Saturdays
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Segram,H
70	TR 6:00 pm - 9:00 pm	06/29-08/10	Lynch,A
91	MW 6:00 pm - 9:00 pm	06/28-08/07	Lynch,A	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	07/01-08/05	Jagabathula,S	Saturdays
60	MW 6:00 pm - 9:00 pm	05/15-06/26	Armony,M
70	TR 6:00 pm - 9:00 pm	06/29-08/10	Jagabathula,S
U1	alternate schedule		Araman,V

Equivalencies:

COR1-GB.2114 ( B01.2114 ) -

COR9-GB.2314 ( B09.2314 ) -

Economics

ECON-GB.2112 Economics and Management of the Pharmaceutical (1.5)

Course Description:

This course offers the student an overview of the management, economics, and policy issues that drive and challenge the pharmaceutical and biotechnology industries. Included also in the biotechnology heading will be the multidisciplinary medical device industry. The focus of this course is to give the student insight into these important health care industries and their business transformation in an environment of health care reform. The objectives of the course will include: an understanding of the cost structure of these important market sectors; a focus on the management and economics of the powerful R&D process and its relationship to an ever changing technological environment and innovation dominance; the explosive growth of the biologic and genomics markets; and the interconnectivity of the pharmaceutical and biotechnology industries. Discussion will also include the role of government regulation on these industries. The course will highlight the role of these industries in a global marketplace.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Liotta,D

Specializations:

Economics

Strategy

ECON-GB.2360 Sports Economics (3)

Course Description:

This course applies microeconomic theory and econometric analysis to sport, and it explores some public policy issues that have arisen in the design of sports competitions. In addition, it applies the tools of behavioral finance to sports betting markets. This is a unique opportunity to understand why there has been a recent explosion in economists looking both at the market of sports and using sports data to explain or to test theories about the wider business world. The course is divided into four main parts: The Structure of Sports Leagues, Labor Market Issues, College Sports, and the Market for Sports Betting. By the end of the course, students will be able to comment intelligently on the economic issues of sport which regularly appear in the news media, and they will be able to offer insights into the parallels between betting on the ball game, gambling at the ponies, and purchasing stock in a favorite firm on the NYSE.

Section	Meeting Times	Dates	Instructor	Notes
60	TR 6:00 pm - 9:00 pm	05/18-06/27	Bowmaker,S

Pre/Corequisite:

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

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

Specializations:

Economics

Strategy

Entertainment, Media&Technology

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
70	MW 6:00 pm - 9:00 pm	06/28-08/07	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
70	TR 6:00 pm - 9:00 pm	06/29-08/10	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 -

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.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
70	TR 6:00 pm - 9:00 pm	07/25-08/10	Sade Ben-Ami,O

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:

Banking

Corporate Finance

Finance

Financial Instruments and Markets

FINC-GB.3161 Cases in Corporate Finance (1.5)

Course Description:

This course applies concepts and techniques of financial economics to actual situations in the world of corporate finance. This course covers financing decisions, investment decisions, M&A, and financial restructuring. Some of this is explored in international settings. For each class meeting, discussion questions are assigned concerning a case study. These questions and the material in the case are considered for most of the class period.

Section	Meeting Times	Dates	Instructor	Notes
U1	FRSASU 09:00 am - 4:00 pm	08/25-08/27	Marciano,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 -

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

OR LAW-LW.11461 -

OR COR1-GB.2302 - Foundations of Corporate Finance

Specializations:

Corporate Finance

Finance

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	M 6:00 pm - 9:00 pm	05/15-06/26	Semmens,R

Equivalencies:

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

Specializations:

Banking

Corporate Finance

Finance

Financial Instruments and Markets

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
00	SA 09:00 am - 4:00 pm	07/15-07/29	Albanese,T	Saturdays: 7/15,7/22,7/29

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

Corporate Finance

Finance

Financial Instruments and Markets

Global Business / Intl Business

Real Estate

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
U1	alternate schedule		Amihud,Y

Specializations:

Banking

Corporate Finance

Finance

Law&Business

FINC-GB.3312 Risk Management in Financial Institutions (3)

Course Description:

This course analyzes the financial management of financial institutions. Focus is primarily on asset/liability management of bank-type institutions. Issues include regulatory constraints; credit risk management; liquidity and interest rate considerations; securitization; and financing on or off balance sheet activities. Macro issues related to financial system stability, information flows, and regulatory capital requirements and guarantees are also considered.

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

Banking

Finance

Financial Systems&Analytics

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	TR 6:00 pm - 9:00 pm	06/29-08/10	Segram,H

Specializations:

Banking

Corporate Finance

Finance

Financial Instruments and Markets

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
00	SU 09:00 am - 4:00 pm	07/02-08/06	Brenner,M	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 -

Specializations:

Banking

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
60	TR 6:00 pm - 9:00 pm	05/18-06/27	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

Banking

Corporate Finance

Finance

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	05/18-06/27	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
00	SA 09:00 am - 4:00 pm	05/13-06/24	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 -

Specializations:

Banking

Finance

Financial Instruments and Markets

Global Business / Intl Business

For more courses that count toward Finance click here.

Information Systems

INFO-GB.2318 Digital Strategy (3)

Course Description:

The course explores the role of information technology (IT) in corporate strategy with specific attention paid to the Internet. Different Internet business models are identified and are used to explain competitive practices. Cases and lectures illustrate how technology is used to gain and sustain a competitive advantage. The course also describes different Internet technology infrastructures and identifies issues in managing a firm's technology as a strategic asset.

Section	Meeting Times	Dates	Instructor	Notes
60	TR 6:00 pm - 9:00 pm	05/18-06/27	Lifshitz-Assaf,H

Specializations:

Digital Marketing

Business Analytics

Strategy

Entertainment, Media&Technology

Supply Chain Management&Global Sourcing

Management of Technology&Operations

INFO-GB.2335 Programming in Python and Fundamentals of Software Development (3)

Course Description:

This course provides an introduction to programming languages and to the software design methods. The programming language of choice is Python. However, the course will introduce the students to the fundamental programming concepts appearing in various other programming languages, including Java and C, that go well beyond the specifics of Python. Upon completion of this course, the students will be able to acquire practical programming skills in Python and understand the principles of structured software development. They will also understand the principles of designing large software systems and what it takes to plan, analyze, design, implement and support large Information Systems throughout their entire System Development Lifecycle.

Section	Meeting Times	Dates	Instructor	Notes
70	MW 6:00 pm - 9:00 pm	06/28-08/07	Rossetti,M	No MSIS

Specializations:

Business Analytics

Product Management

Management of Technology&Operations

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

Product Management

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	06/28-08/07	Gode,D

Specializations:

Strategy

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	alternate schedule		Stehlik,S
60	T 6:00 pm - 9:00 pm	05/23-06/27	Ayala,R
70	W 6:00 pm - 9:00 pm	06/28-08/02	Diamant,N
9U	alternate schedule		O'Reilly,K	Westchester
U1	alternate schedule		Diamant,N
U2	alternate schedule		Rogers,B
U3	alternate schedule		Rubin,J
U4	alternate schedule		Mach,S

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	06/11-06/25	Shapira,Z	3 Sundays
70	R 6:00 pm - 9:00 pm	06/29-08/03	Kilduff,G
9U	alternate schedule		Howard,E	Westchester
U1	alternate schedule		Shapira,Z
U2	alternate schedule		Shapira,Z

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		Boyle,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	06/28-08/07	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

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

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	05/13-06/24	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
70	TR 6:00 pm - 9:00 pm	06/29-08/10	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.2375 Advanced Strategy: Tools (3)

Course Description:

Advanced Strategy - Tools is an elective course on strategy. We will recap many of the components covered in core strategy and apply this material to additional cases. In addition, we will spend more time on the relationship between strategy and organizational attributes of the firm. This course has an emphasis on applying the tools and concepts of strategy with precision and attention to nuance. The cases are chosen because they fulfill the following criteria: - The issues addressed are topical - They are more nuanced than typical core strategy cases - They generate an opportunity to explore related regulatory, technological, social or organizational content - They generate interesting follow up questions By thoroughly discussing each case and by following up with additional information relevant to the uncertainties faced by the case protagonists, we will generate insights into the challenges of implementing various options. In this course, we seek answers to the following questions: What could go wrong? How do we correct it through better design of structure? The course follows an interactive, discussion driven format. My expectation is that you come to class having thoroughly read the assignments for that class. Generally, 3-4 class sessions are led by guests who have many years of experience in the industry under consideration. In addition, some class sessions set aside for group presentations.

Section	Meeting Times	Dates	Instructor	Notes
70	alternate schedule		Marciano,S

Pre/Corequisite:

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.3321 Developing Managerial Skills (3)

Course Description:

Many companies bestow a management title on key talent and expect appropriate behavior to follow. That is not the most effective way to develop future business leaders. Increasing self-awareness and being open to feedback are important first steps in leading today's business for tomorrow's results. This course focuses primarily on the practical aspects of managing. While based on solid research, it stresses a hands-on approach to improving students' management skills. Each session focuses on (a) developing personal skills: self-awareness, managing stress, solving problems, and creativity; (b) interpersonal skills: coaching, counseling, supportive communication, gaining power and influence, motivating self and others, and managing conflict; and (c) group skills: empowering, delegating, and building effective teams. Class sessions also give students an opportunity to assess, learn, analyze, practice, and "apply" the above skills to their own work situations so that they can turn good ideas into accepted practice. Students learn not just about management skills but also how to apply those skills to get results

Section	Meeting Times	Dates	Instructor	Notes
60	TR 6:00 pm - 9:00 pm	05/18-06/27	Mazzarese,M

Pre/Corequisite:

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

OR CORE-GP.1020 -

Specializations:

Leadership and Change Management

Management

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
70	TR 6:00 pm - 9:00 pm	06/29-08/10	Okun,G

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	07/01-08/05	Kabaliswaran,R	Saturdays
60	TR 6:00 pm - 9:00 pm	05/18-06/27	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

Product Management

MKTG-GB.2181 Creativity (1.5)

Course Description:

Successful business people approach their problems creatively and happy people live their lives as works of art. In this course we explore the many dimensions of creativity that are important in business and in our own lives. Creativity isn't a mystical quality with which only a special few are endowed. We all have it, we can all become even more flexible, imaginative, and productive thinkers, and when natural inspiration fails, there are tools we can use to help. Creativity methods and ways of being in the world that lead to greater creativity can be learned by anyone, nurtured in others, and harnessed to create new products, uses, designs, theories, methods, strategies, structures, and other solutions of all kinds. We will define creativity, review the science, and develop our own creative skill sets by learning about, experiencing, and experimenting with a variety of approaches.

IMPORTANT: This only works if everyone in the class a) is invested in their own and each other's creative development, b) is committed to doing all the work, inside and outside of class, c) is willing to take personal risks, and d) is an enthusiastic participant in all activities (even when they are hard, seem silly, or make you uncomfortable). Please think carefully about this, review the syllabus thoughtfully, and take the course ONLY if you are excited to invest the time, energy, and courage required.

Section	Meeting Times	Dates	Instructor	Notes
U1	alternate schedule		Corfman,K

Pre/Corequisite:

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

Specializations:

Marketing

Luxury Marketing

Product Management

MKTG-GB.2335 Judgment and Decision Making (3)

Course Description:

Successful marketing and business strategy depends on a thorough understanding of how people make decisions. Although traditional "rational" models of human reasoning make clear predictions about how people should make decisions, these models fail to fully capture how people actually make decisions in the real world. The purpose of this course is to inform future managers and consultants of the sometimes counterintuitive but often predictable rules, processes, and heuristics that guide everyday judgment and decision making, as well as how knowledge of these rules can be utilized to improve marketing and business strategy.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	07/01-08/05	Kruger,J	Saturdays

Pre/Corequisite:

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

Equivalencies:

MGMT-GB.2150 ( B65.2150 ) -

Specializations:

Management

Marketing

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	MW 6:00 pm - 9:00 pm	06/28-08/07	Sellier,A

Specializations:

Marketing

Luxury Marketing

Product Management

MKTG-GB.2353 Pricing (3)

Course Description:

Pricing is one of the most important but least understood marketing decisions. This course is designed to equip participants with the frameworks, techniques, and latest thinking on assessing and formulating pricing strategies. We will learn the process of making pricing decisions and explore innovative approaches for setting prices. The emphasis of the course is on ways in which you can help firms in diverse industries to improve their pricing. The topics of discussion include pricing of durable goods, pricing of consumer package goods, pricing of service, pricing of informational goods, new product pricing, price promotions, behavior-based pricing, price bundling, nonlinear pricing, targeted pricing, pricing through a distribution channel, dynamic pricing, etc. Course work consists of in-class discussion, case studies and teamwork. Upon successful completion of this course, you will (a) gain a solid understanding of pricing practices across different industries, (b) learn state-of-the-art frameworks for analyzing pricing issues, and (c) master the essential techniques for making profitable pricing decisions with strategic thinking.

Section	Meeting Times	Dates	Instructor	Notes
60	TR 6:00 pm - 9:00 pm	05/18-06/27	Ishihara,M

Pre/Corequisite:

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

Equivalencies:

MKTG-GB.2352 ( B70.2352 ) - Pricing and Promotion in the Marketing Mix

MKTG-GB.2153 ( B70.2153 ) - Pricing

Specializations:

Strategy

Marketing

Luxury Marketing

Product Management

Supply Chain Management&Global Sourcing

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
70	TR 6:00 pm - 9:00 pm	06/29-08/10	Carr,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	MW 6:00 pm - 9:00 pm	05/15-06/26	Gormley,F
91	TR 6:00 pm - 9:00 pm	06/29-08/10	Buchanan,B

Pre/Corequisite:

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

Specializations:

Digital Marketing

Marketing

Product Management

MKTG-GB.2371 Innovation and Design (3)

Course Description:

Many firms that have experienced dramatic gains in shareholder value over the last few years(e.g., Google, Apple, Motorola) register innovation as a central driver of their progress. One can argue that innovation, and a culture that inspires and supports innovation, is the only sustainable competitive advantage. A frequent manifestation of recent innovation has been breakthrough design. Design represents a powerful alternative to the dominant management approaches of the last few decades and is an important perspective for leadership to embrace.

Section	Meeting Times	Dates	Instructor	Notes
00	SA 09:00 am - 4:00 pm	05/13-06/24	Williams,L	Saturdays

Equivalencies:

MKTG-GB.2171 ( B70.2171 ) - INNOVATION & DESIGN

Specializations:

Entrepreneurship&Innovation

Marketing

Luxury Marketing

Product Management

For more courses that count toward Marketing click here.

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
60	TR 6:00 pm - 9:00 pm	05/18-06/27	Asadpour,A

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
60	R 6:00 pm - 9:00 pm	05/18-06/22	Whelan,T
70	M 6:00 pm - 9:00 pm	07/03-08/07	Brennan,M
U1	alternate schedule		Kowal,R	Sundays
U2	alternate schedule		Michaelson,C
U3	alternate schedule		Statler,M
U4	alternate schedule		Kowal,R
U5	alternate schedule		Kowal,R

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