School of Management

595 Commonwealth Avenue
Boston, MA 02215
617-353-2650

Administration

Louis E. Lataif, BS, MBA, Allen Questrom Professor and Dean

Michael E. Lawson, BA, MA, PhD, Senior Associate Dean

John Chalykoff, BA, MBA, PhD, Associate Dean

Martin Carter, BA, MBA, Senior Assistant Dean, Administration

Catherine Ahlgren, BA, Assistant Dean, Career Services

Hayden Estrada, BS, MBA, Assistant Dean, Graduate Admissions

Peter Kelly, BA, MBA, Assistant Dean, Development and Alumni Relations

Katherine Nolan, BA, Assistant Dean, Graduate Programs

Sandra M. Procopio, BS, EdM, Assistant Dean, Undergraduate Program

Since its founding in 1913, the School of Management (SMG) has been a leader in innovative management education. Today more than 2,000 undergraduates and 1,100 MBA and DBA candidates constitute its active, achievement-driven student body. This School has built a reputation on fusing the art, science, and technology of business.

Unlike most business schools, the Boston University School of Management undergraduate program teaches management as a system (a philosophy as well as the introductory course). It is critical for managers today to understand the varied forces that act on and within any organization. Because decisions in one department (such as marketing) inevitably cause ripple effects—intended and unintended—in various other departments (such as accounting, manufacturing, distribution, and the like), our goal is to teach an understanding of the critical interrelationships of various functions within organizations.

Students also learn to deal with information technology, the force that is creating new business models and transforming older businesses and organizations. The School building has both wired and wireless Internet access throughout, three computer laboratories, and an advanced media laboratory.

Furthermore, markets have become increasingly global. Managers must therefore learn to compete and cooperate across and among cultures. The fact that approximately 15 percent of this School’s student body comes from outside the United States is a learning advantage for all of our students. The School emphasizes a cohesive, enterprise-wide vision of management. At the same time, students may develop a specialty through their choice of electives.

The program is unique in other ways. Because team projects and work groups have become more common in organizations, faculty teams teach core courses and in turn emphasize Team Learning™. Using their varied strengths, student teams research, develop, and present complex projects, often on assignments from real-world clients. The faculty strives to infuse the program with a spirit of cooperation and integrity and an enthusiasm for entrepreneurship. By the end of the freshman year, School of Management students have gained more knowledge, skills, and management perspective than is normally expected of juniors at many other schools of management.

Accreditation

Both the undergraduate and graduate degree programs of the School of Management are accredited by AACSB International—the Association to Advance Collegiate Schools of Business.

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Bachelor of Science in Business Administration

The Bachelor of Science in Business Administration (BSBA) degree program consists of 33 courses in both the liberal arts and management. Each course is one semester. Students normally take four academic courses each semester. Students take 18 courses in the School of Management and 12 courses in the College of Arts & Sciences. In addition, they take three “Level C electives,” two of which must be from schools and colleges of the University other than SMG. One Level C elective may be an SMG course.

Freshman Year

Students in their freshman year are introduced to management as a system—the idea that organizations succeed only when corporate values, business strategy, and administrative procedures form a rational, integrated whole. The course stresses personal ethical behavior as an essential prerequisite for any viable system of corporate governance; written and oral communication skills as essential to effective leadership; quantitative analysis as an essential ingredient of rational business decision making; and teamwork as an essential skill for a management career.

CAS EC 101 Introductory Microeconomic Analysis

CAS EC 102 Introductory Macroeconomic Analysis

CAS WR 150 Writing and Research Seminar (or level of English composition course(s) as determined by the CAS Writing Program)

CAS MA 121 Calculus for the Life and Social Sciences I or

CAS MA 123 Calculus I

SMG SM 121/122 Management as a System

Please note: SMG SM 121 and SMG SM 122 must be completed by all students who enter as freshmen in September to remain in good standing. For transfer students, SMG SM 299 is required in lieu of SMG SM 121 and SMG SM 122. Students must have completed at least one semester of matriculated college course work to enroll in SMG SM.

Two liberal arts electives (8 credits total)

Sophomore Year

Students in their sophomore year develop the analytical tools of financial and managerial accounting and statistics, study organizational behavior, and learn the institutional realities of business law. Informed by their freshman experience in Management as a System, students more readily comprehend the importance of these analytical tools, see the need to extend their team skills, and recognize the practical importance of the institutional perspective of business law.

SMG AC 221 Financial Accounting

SMG AC 222 Managerial Accounting

SMG LA 245 Introduction to Law

SMG OB 221 The Dynamics of Leading Organizations

SMG SM 221 Probabilistic and Statistical Decision Making for Management (6 cr)

SMG SM 222 Modeling Business Decisions and Market Outcomes (6 cr)

SMG SM 411 Charting Your Career Path (.5 cr)

Two liberal arts electives (8 credits total)

Junior Year

Juniors at SMG devote an entire semester to SM 323 The Cross-Functional Core. This unit is the cornerstone of the School’s philosophy of teaching management as a system. It combines four functional courses (finance, management information systems, marketing, and operations and technology management) into a coherent unit that stresses the interrelationships among them. An integral part of the unit is a team project to develop a full business plan for the introduction of a new product.

SMG FE 323 Financial Management

SMG IS 323 Introduction to Management Information Systems

SMG MK 323 Marketing Management

SMG OM 323 Operations and Technology Management

Four liberal arts electives (16 credits total)

Senior Year

SMG SI 422 Strategy and Policy

Four management electives (16 credits total)

Three Level C electives (one can be an additional management elective) (12 credits total)

During the senior year, students take the final core management requirement, a course in strategy and policy, as well as management electives. To graduate, students must take four management electives, along with their remaining Level C electives.

Every student, working with academic and faculty advisors, is given the opportunity to plan a flexible, integrated elective program designed to meet his or her intellectual and professional interests. Advisors emphasize the need to maintain an appropriate balance among courses in the liberal arts, management, and fields offered by other schools and colleges of the University.

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Concentrations

Undergraduate students may choose to concentrate in any one of 10 managerial disciplines or functions. To do so, however, the student must meet the stated guidelines for the selected area. Concentration requirements are in addition to the 13 courses required as part of the basic program of study. Students use their four management electives to fulfill the concentration requirements. Students may use one Level C elective to fulfill concentration requirements. Any course taken for a concentration must have the SMG prefix. See concentration sections below for those concentrations also having CAS requirements.

Accounting


Students who concentrate in Accounting must complete four accounting courses (16 credits) beyond SMG AC 221 and SMG AC 222. All concentrators must take:

SMG AC 347 Intermediate Accounting I

SMG AC 348 Intermediate Accounting II

And 8 credits from the following list:

SMG AC 414 Financial Statement Analysis

SMG AC 445 Advanced Managerial Accounting (formerly SMG AC 345)

SMG AC 469 Principles of Income Taxation I

SMG AC 541 Advanced Accounting

SMG AC 544 International Accounting (2 cr)

SMG AC 555 Not-for-Profit Accounting (2 cr)

SMG AC 565 Auditing

SMG AC 579 Principles of Income Taxation II

The School of Management offers a Certificate in Advanced Accountancy (CAA) Program during the summer. The program requires completion of the following courses (all 16 credits), over and above completion of an accounting concentration.

SMG AC 541 Advanced Accounting

SMG AC 544 International Accounting (2 cr)

SMG AC 555 Not-for-Profit Accounting (2 cr)

SMG AC 565 Auditing

SMG AC 579 Principles of Income Taxation II

This CAA program is designed to fulfill the 150-credit hour requirement associated with becoming a certified public accountant.

Requirements to sit for the Certified Public Accountant Exam vary from state to state. Students are encouraged to check with the state in which they plan to practice to ensure that they have completed the necessary requirements. BU SMG students taking the CAA must take the following SMG courses for their accounting concentration: AC 347, AC 348, AC 469 and either AC 414 or AC 445.

Entrepreneurship


Students who concentrate in Entrepreneurship must take four electives. All concentrators must take the following:

SMG SI 444 Entrepreneurship

SMG SI 445 Small Business Management

Concentrators must choose the remaining two electives from the following list:

SMG FE 450 Private Equity: Leveraged Buyouts

SMG FE 469 Real Estate Finance

SMG IM 445 International Management Policy

SMG IS 472 Electronic Commerce

SMG LA 346 Law and Ethics

SMG LA 349 Law of the Internet

SMG LA 360 Real Estate Law

SMG LA 430 Entertainment Law (only offered in Los Angeles)

SMG MK 463 Services Marketing & Management

SMG MK 486 Internet Marketing

SMG OB 445 Managing the Family Firm

SMG OB 448 Negotiations

SMG OM 456 Technology and Management

SMG OM 467 Global Supply Management

SMG SI 429 The European Business Environment: “Institutions/Enterprise” (only offered in London)

SMG SI 435 Entertainment Management (only offered in Los Angeles)

SMG SI 449 Corporate Entrepreneurship and Innovation

SMG SI 455 Leadership & Management of Nonprofit Organizations

SMG SI 468 Entrepreneurship in High-Technology Environments

SMG SI 469 Real Estate Development

SMG SI 471 International Entrepreneurship

Finance


Students who concentrate in Finance must take four electives. All concentrators must take the following:

SMG FE 442 Money, Financial Markets, and Economic Activity

SMG FE 445 Investment Analysis and Portfolio Management

SMG FE 449 Corporate Financial Management

They must also take a fourth SMG elective, which can but does not have to be a Finance course. Many Finance concentrators take either International Financial Management (FE 427) or Futures, Options, and Financial Risk Management (FE 429) as their fourth SMG elective.

General Management


The field of management is constantly changing and many students prepare for this change by pursuing intellectual opportunities at the frontiers of modern management. These students often find that a General Management concentration, which consists of any four management electives, enables them to construct a more flexible program of study. This approach is especially appropriate for students who anticipate pursuing an MBA degree later in their careers. Students who concentrate in General Management cannot double concentrate.

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International Management

Five to nine courses in total are required, depending on the foreign language requirement.

The following two courses are required:

SMG FE 427 International Financial Management

SMG IM 345 International Management Environment

For students graduating from May 2009–September 2011, two courses from the following list are required. For students graduating in January 2012 and beyond, one course from the following list is required as well as one additional course as explained at the end of this section.

SMG IM 445 International Management Policy

SMG MK 467 International Marketing Management

SMG OB 444 International Management

SMG OM 467 Global Supply Management

SMG SI 429 The European Business Environment (only offered in London)

SMG SI 471 International Entrepreneurship

Additional International Management Requirements

• Students concentrating in International Management must 1) complete a language other than English through the fourth-semester level, 2) obtain a certificate of proficiency in a foreign language from CAS, or 3) earn a score of 560 or above on an SAT II foreign language exam as described in the foreign language section of the bulletin.

• All International Management concentrators must also complete one CAS International Relations course.

• For students graduating in January 2012 and beyond, all International Management concentrators must complete a semester studying abroad, either through a program sponsored by Boston University’s International Programs or through another approved program. Please note that only students considered to be international according to university regulations may fulfill this requirement through participation in Boston University’s programs in Washington, D.C., and Los Angeles.

Note for the Class of 2012 and beyond: Students completing the International Management concentration are required to take one additional SMG elective in order to satisfy their fourth SMG elective requirement. This elective may be taken in any SMG department.

Law


Students who concentrate in Law must take four electives. All concentrators must take three courses among the following:

SMG LA 346 Law and Ethics

SMG LA 349 Law of the Internet

SMG LA 355 Employment Law

SMG LA 360 Real Estate Law

SMG LA 430 Entertainment Law (only offered in Los Angeles)

SMG LA 450 Advanced Business Law

Students must also choose a fourth elective from among the SMG elective offerings.

Management Information Systems


Students who concentrate in Management Information Systems must take four electives. All concentrators must take one of the following two required programming courses:

CAS CS 108 Introduction to Application Programming

CAS CS 111 Introduction to Computer Science I

The following three management information systems courses are all required:

SMG IS 465 Managing Data Resources

SMG IS 467 Networking and Data Communications

SMG IS 469 Designing Information Systems (formerly SMG IS 369)

The applications knowledge requirement can be fulfilled by taking one of the following management information systems applications courses:

SMG IS 428 Managing Information Security

SMG IS 472 Electronic Commerce

SMG IS 474 Information Products: Applied Economics and Strategy

SMG IS 479 Innovating with Information Technology

SMG IS 498 An approved four-credit directed study with an IS faculty member

Marketing


Students who concentrate in Marketing must take four electives. All concentrators must take the following:

SMG MK 445 Consumer Behavior

SMG MK 447 Marketing Research

Concentrators must choose the remaining two electives from the following list:

SMG MK 449 Business Marketing

SMG MK 463 Services Marketing & Management

SMG MK 465 Retailing Management

SMG MK 466 Personal Selling and Sales Force Management

SMG MK 467 International Marketing Management (also offered in London)

SMG MK 468 Advanced Marketing Strategy

SMG MK 469 Advertising and Communication Strategy

SMG MK 470 Pricing Strategy and Tactics

SMG MK 486 Internet Marketing

SMG MK 487 Brand Management

SMG MK 498 An approved four-credit directed study with a MK faculty member

Operations & Technology Management


Students who concentrate in Operations & Technology Management must take four electives. All concentrators must take three courses among the following:

SMG OM 440 Operations Strategy

SMG OM 441 Operations Analysis

SMG OM 443 Supply Chain Modeling Practicum

SMG OM 447 Service Operations Management

SMG OM 456 Technology and Management

SMG OM 465 Improving Quality: Six Sigma Certification

SMG OM 467 Global Supply Management

The remaining one elective may be chosen from the list above or, in consultation with the OM Concentration Liaison, from a selection of SMG elective courses that have a cross-functional link to Operations & Technology Management. The recommended list includes, but is not limited to:

SMG AC 445 Advanced Managerial Accounting (formerly SMG AC 345)

SMG FE 449 Corporate Financial Management

SMG IS 469 Designing Information Systems

SMG MK 447 Marketing Research

SMG MK 449 Business Marketing

SMG MK 463 Services Marketing & Management

SMG OB 441 Human Resource Management

SMG OB 448 Negotiations

SMG OM 498 An approved four-credit directed study with an OM faculty member

SMG QM 450 Modeling in Excel

SMG SI 435 Entertainment Management (only offered in Los Angeles)

SMG SI 444 Entrepreneurship

SMG SI 445 Small Business Management

SMG SI 449 Corporate Entrepreneurship and Innovation

SMG SI 468 Entrepreneurship in High Technology Environments

Organizational Behavior


Students who concentrate in Organizational Behavior must take the following two courses:

SMG OB 441 Human Resource Management

SMG OB 460 The Leadership Challenge

One must be chosen from the following electives:

SMG OB 442 Effective Group Dynamics

SMG OB 444 International Management

SMG OB 445 Managing the Family Firm

SMG OB 448 Negotiations

SMG SI 445 Small Business Management

The fourth elective can be: one of the above OB electives or an approved, behaviorally oriented class from another functional area.

Approved Suggestions:

SMG IS 472 Electronic Commerce

SMG IS 479 Innovating with Information Technology

SMG LA 346 Law and Ethics

SMG LA 355 Employment Law

SMG MK 445 Consumer Behavior

SMG MK 463 Services Marketing & Management

SMG MK 469 Advertising and Communication Strategy

SMG MK 486 Internet Marketing

SMG OB 498 An approved four-credit directed study with an OB faculty member

SMG OM 440 Operations Strategy

SMG OM 447 Service Operations Management

SMG OM 465 Improving Quality: Six Sigma Certification

SMG SI 435 Entertainment Management (only offered in Los Angeles)

SMG SI 444 Entrepreneurship

SMG SI 449 Corporate Entrepreneurship and Innovation

SMG SI 455 Leadership & Management of Nonprofit Organizations

SMG SI 471 International Entrepreneurship

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Electives

The School of Management aims for each student to acquire both a solid liberal arts foundation and training in the field of management. This aim is consistent with the expressed needs of potential employers of management students. A well-balanced education is especially important to students who recognize that today’s cutting-edge ideas in the sciences, social sciences, and humanities are the basis for tomorrow’s cutting-edge ideas in management. It is also important as a foundation for graduate training in law, management, and other professional fields.

Liberal Arts Electives

Please note: Course material covered in a previous course cannot be duplicated in any other course for academic credit. Liberal arts electives taken in Metropolitan College must be preapproved by the School of Management’s Undergraduate Program Office.

The liberal arts foundation for School of Management students consists of 12 courses. The following four courses are required: CAS EC 101, CAS EC 102, CAS MA 120 or a higher calculus course, and CAS WR 150. Please note that students entering the School of Management as of September 2009 must complete CAS MA 121 or 123 or their equivalent.

Level A Liberal Arts Electives

The following rules apply to students entering Boston University before September 2009.

Each student must complete four Level A liberal arts electives, one from each of the following four categories:

English Language Skills

Any course in English literature or English composition. CAS WR 150 cannot be used to fulfill a Level A liberal arts requirement.

Philosophy

One of the following courses from the Department of Philosophy: CAS PH 100, CAS PH 110, CAS PH 150, CAS PH 155, CAS PH 160, or CAS PH 350.

Social Sciences

One course in the social sciences as detailed in the College of Arts & Sciences Divisional Studies section of this site.

Natural Sciences/Mathematics and Computer Science

One course from either the Natural Sciences or Mathematics and Computer Science division as detailed in the College of Arts & Sciences Divisional Studies section of this site, excluding CAS statistics courses such as MA 113, 115, 116, 213, and 214.

The following rules apply to students entering Boston University in September 2009 and beyond.

Each student must complete four Level A liberal arts electives, one from each of the following four categories:

English Language Skills


All students fulfill this requirement with CAS WR 100 or its equivalent.

Humanities


Any four-credit course from the following departments in the College of Arts & Sciences, with restrictions or exceptions as noted:

African American Studies (CAS AA 304, 316, 501, 502, 504, 507, 510, 537, 538, and 571 only)

American Studies (CAS AM 200, 250, 301, 367, and 502 only)

Archaeology (CAS AR 100, 208, 222, 230, 310, 330, 331, 335, 480, 510, 530, and 532 only)

Art History

Classical Studies (Ancient Greek courses beyond CAS CL 262, Modern Greek courses beyond CAS CG 212, Latin courses beyond CAS CL 212, all classical civilization courses)

English (literature courses only)

Humanities (CAS CC 101, 102, 201, and 202)

Modern Languages & Comparative Literature (literature and civilization courses only)

Music (CAS MU 117, 118, 229, 230, and 242 only)

Philosophy

Religion

Romance Studies (literature and civilization courses only)

Women’s Studies (CAS WS 114, 305, 340, 344, and 346 only)

Social Sciences


Any four-credit course from the following departments in the College of Arts & Sciences, with restrictions or exceptions as noted:

African American Studies (CAS AA 207, 310, 363, 371, 385, 395, 396, 408, 489, 490, 505, 514, 559, 563, 564, 569, 580, 583, 586, 588, and 590 only)

American Studies (CAS AM 546 and 553 only)

Anthropology (CAS AN 101, 220, 240, 250, 252, 260, 280, 285, 290, 307, 308, 310, 312, 317, 318, 319, 320, 326, 340, 344, 345, 347, 350, 351, 355, 360, 362, 371, 372, 375, 379, 382, 384, 461, 462, 505, 515, 520, 521, 525, 538, 548, 568, 570, 585, 590, 593, 594, and 596 only)

Archaeology (CAS AR 101, 205, 210, 215, 221, 232, 240, 251, 252, 261, 262, 270, 273, 280, 341, 342, 343, 351, 352, 370, 371, 375, 404, 450, 511, 513, 551, 556, 560, and 570 only)

Economics (except CAS EC 101, 102, 111, 112, and 305)

Geography & Environment (CAS GE 102, 103, 201, 202, 226, 250, 300, 304, 309, 331, 356, 381, 382, 394, 420, 425, 460, 519, 520, 521, 536, 541, 542, 550, 594, 597, and 599 only)

History

International Relations

Political Science

Psychology (except CAS PS 211)

Social Sciences (CAS CC 203 and 204)

Sociology

Women’s Studies (CAS WS 113, 342, 348, 350, and 360 only)

Natural Sciences/Mathematics and Computer Science


Any four-credit course from the following departments in the College of Arts & Sciences, with restrictions or exceptions as noted:

Anthropology (CAS AN 102, 210, 331, 333, 334, 335, 336, 534, 550, 551, 552, 554, 595, 597, and 598 only)

Archaeology (CAS AR 102, 202, 206, 307, 380, 381, 400, 503, 505, 506, 509, 512, and 515 only)

Astronomy

Biology

Chemistry

Cognitive & Neural Systems

Computer Science

Earth Sciences

Geography & Environment (CAS GE 101, 104, 110, 275, 302, 307, 310, 365, 440, 445, 448, 450, 483, 502, 503, 504, 505, 507, 510, 512, 514, 516, 517, 525, 530, and 533 only)

Mathematics (except MA 107, 108, 113, 115, 116, 118, 121, 123, 213, and 214)

Natural Sciences (CAS CC 105 and 106)

Physics

Level B Liberal Arts Electives

In addition to the distribution of the four Level A electives, each student must choose any four Level B liberal arts electives as listed in the College of Arts & Sciences section of this site.

Students should note the following exceptions:

• Students should not duplicate any credit they’ve received elsewhere, such as transfer credit, AP credit, or equivalent credit from another school.

• Students should pay close attention to the restrictions described for chemistry, English, economics, and mathematics courses in the College of Arts & Sciences section of this site.

• Students should not take CAS Statistics courses (MA 113, MA 115, MA 116, MA 214, EC 305, PS 211) because the material in these courses is covered in SMG SM 221 and SM 222.

• Students should not take courses at a lower level than that for which they’ve already received credit (e.g., taking LF 112 (French 2) after completing LF 211 (French 3)).

Management Electives

Four SMG electives must be completed in residence or through a Management Internship Program while studying abroad. SMG electives are any courses offered by the School of Management that are not one of the 14 required courses. These electives make up a concentration as detailed in the previous section. Only courses with the SMG prefix will be accepted toward fulfillment of this requirement.

Level C Electives

Level C electives are any electives (at least four credits each) taken at any school or college within the University. Only ONE of these courses may be a School of Management elective. Physical Education (PDP), ROTC, Musical Group/Class, and All-University Musical Organizations credits cannot be counted as Level Cs as they do not count towards the BSBA degree. The number of required Level C electives can vary. Traditionally, students who enter SMG as freshmen must complete three Level C electives, and transfer students (both intra-university and external transfer students) must complete four Level C electives (this is because they take SM 299, which is a one-semester intensive version of the two-semester course freshmen take). Of note, students who transfer in courses from a university that grants other than four semester credits may need to take additional Level C electives to compensate for credit conversion. Such students should consult with a Undergraduate Program Office academic advisor.

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Minors

College of Arts & Sciences Minors

School of Management students may complement their studies in management with a minor in a specific liberal arts area. Approved minors include (but are not limited to): Art History, Computer Science, Economics, English, Environmental Studies, History, International Relations, Mathematics, Modern Languages & Comparative Literature, Philosophy, Political Science, Psychology, Romance Studies, Sociology, and Statistical Methods. The minor typically consists of six courses in the chosen area. Students who minor in Art History, Political Science, or Statistics must indicate a subfield. Of note, the College of Arts & Sciences requires that all students earn a minimum grade of C in courses taken towards the minor. Details can be obtained from the specific departments or under the appropriate sections of the College of Arts & Sciences section of this site Minor courses may be applied to the liberal arts elective requirements. A Declaration of Minor form must be submitted to the SMG Undergraduate Program office at least one semester prior to a student’s expected graduation.

College of Communication Advertising Minor

The minor in Advertising is designed for students who want to supplement their major in Business Administration & Management with a general introduction to the concepts and practices of the advertising profession. Only School of Management students may undertake this minor. Students should meet with an advisor in the Undergraduate Program Office at the School of Management for further information regarding planning the minor into their individual curriculum.

Prerequisites

CAS WR 150 Intermediate Composition

(Student must attain a grade of B or higher.)

Required Courses

The following four courses are required for the minor in Advertising:

COM CM 317 Intro to Advertising

COM CM 331 Writing for Communication

COM CM 417 Advertising Copy and Design (prereq: COM CM 317 and COM CM 331)

COM CM 420 Ad Lab (2 credits)

Plus five from the following courses (at least two of these must be taken from COM offerings):

COM CM 311 Oral Presentations

COM CM 321 Mass Communication Research (prereq: COM CM 317)

COM CM 323 Design in Communication

COM CM 416 Problem Solving in Advertising (prereq: COM CM 317)

COM CM 419 Advertising Management (prereq: COM CM 317)

COM CM 516 Advertising Media Planning and Buying (prereq: COM CM 317)

COM CM 517 Portfolio Development for Advertising (prereq: COM CM 417)

COM CM 518 Creative Broadcast Advertising (prereq: COM CM 417 or consent of instructor)

SMG MK 323 Marketing Management

SMG MK 469 Advertising and Communication Strategy

SMG OB 221 The Dynamics of Leading Organizations

Registration for all COM courses is on a space-available basis.

No transfer credit may be used to fulfill the COM requirements. Students must register for all COM courses at the corresponding COM department. For further information, contact the SMG Undergraduate Program Office.

School of Education Minors

Minor in Education (24 credits)

Required Courses (16 credits)

SED ED 100/101 Introduction to Education, 6 cr

SED ED 410 Social Context of Education, 2 cr

SED ED 412 Civic Context of Education, 2 cr

SED SE 250 Disability, Education, and Public Policy, 4 cr

SED ED 2xx Topical Seminar for non-SED Students, 2 cr

Electives (8 credits chosen from the list below)

SED CE 500 Introduction to Counseling, 4 cr

SED CT 522 Character and Ethics Education, 4 cr

SED DS 502 Adolescent Development, 2 cr

SED EC 305 Child Development & Early Childhood Education, 4 cr

SED EC 350 Introduction to Early Childhood Education, 2 cr

SED EC 556 Children’s Literature for the Early Childhood Teacher, 2 cr

SED EC 557 Classroom-Based Assessment of Young Children, 2 cr

SED ED 2xx Topical Seminar, 2 cr

SED HE 221 Foundations of Health Education, 2 cr

SED LR 501 Teaching of Reading, 4 cr

SED PE 250 Community Leadership through Youth Sport Coaching, 2 cr

SED PE 375 Psychology of Sport, 4 cr

SED PE 501 Methods of Coaching, 4 cr

SED PE 511 Movement Education: Early Childhood to Adolescence, 2 cr

SED SE 401 Special Education: Cognition and Learning, 4 cr

SED SE 502 Behavioral & Emotional Problems: Characteristics and Methods, 4 cr

SED SE 503 Learning Disabilities: Characteristics and Methods, 4 cr

Minor in Physical Education, Health Education & Coaching (20 credits)

Required Courses (14 credits)

SED ED 100/101 Introduction to Education, 6 cr

SED PE 221 Foundations of Health Education, 2 cr

SED PE 103 Introduction to Human Movement, 2 cr

SED PE 250 Community Leadership through Youth Sport Coaching, 2 cr

SED PE 511 Movement Education: Early Childhood to Adolescence, 2 cr or

SED PE 101 Skills & Techniques in Motor Activities I, 2 cr or

SED PE 513 Tuesday/Thursday Program Pre-Practicum, 2 cr

Electives (6 credits chosen from the list below)

SED HE 522 Community Health, 4 cr

SED HE 523 Applied Nutrition, 4 cr

SED HE 722 Development of the Health Education Curriculum, 4 cr

SED PE 375 Psychology of Sport, 4 cr

SED PE 501 Methods of Coaching, 4 cr

SED PE 506 Perceptual Motor Development, 4 cr

SED PE 508 Curriculum & Special Methods for Human Movement Education, 5-12, 4 cr

SED PE 511 Movement Education: Early Childhood to Adolescence, 2 cr

SED PE 513 Tuesday/Thursday Program Pre-Practicum, 2 cr

Minor in Deaf Studies (24 credits + 16 credits of prerequisites)

Students pursuing a minor in Deaf Studies must plan their program with Dr. Marlon Kuntze. The minor consists of a minimum of 24 semester hours. Four semesters of American Sign Language (ASL) are required as prerequisites. A grade of C or higher is required in all courses taken toward the minor concentration. Students must complete DE 570 and DE 571 (ASL I & II) before they can start the minor with the exception of SED DE 2xx which may be taken at any time.

Prerequisites

SED DE 570 American Sign Language I, 4 cr

SED DE 571 American Sign Language II, 4 cr

SED DE 590 American Sign Language III, 4 cr

SED DE 591 American Sign Language IV, 4 cr

Required Courses (16 credits)

SED DE 2xx Orientation to the Deaf World, 4 cr

SED DE 550 History and Culture of the Deaf, 4 cr

SED DE 551 Deaf Literature and ASL Folklore, 4 cr or

SED DE 672 American Sign Language Structure, 4 cr

SED DE 692 American Sign Language V, 2 cr

SED DE 693 American Sign Language VI, 2 cr

Electives (8 credits chosen from the list)

SED ED 100/101 Introduction to Education, 6 cr

SED DE 551 Deaf Literature and ASL Folklore, 4 cr

SED DE 572 Psychology, Sociology, and the Deaf, 4 cr

SED DE 672 American Sign Language Structure, 4 cr

SED LS 565 Introduction to Language and Linguistics, 4 cr

SED LS 566 Language Acquisition, 4 cr

College of Engineering Minor

This minor has been designed for Boston University students who are not in the College of Engineering but who want a general introduction to the concepts and applications of engineering. A 20-credit residency in the College of Engineering is required. A minimum grade of C is required in all courses fulfilling the minor. All course substitutions must be approved by the College of Engineering Undergraduate Committee. Additional information can be obtained from the Undergraduate Records Office, College of Engineering, 44 Cummington Street, Room 108.

Prerequisites (12 credits)

CAS MA 123 Calculus I, 4 cr

CAS MA 124 Calculus II, 4 cr

CAS MA 225 Multivariate Calculus, 4 cr (Prereq CAS MA 124)

CAS PY 211 Physics I, 4 cr

Required Courses (8 credits)

CAS MA 226 Differential Equations, 4 cr (Prereq CAS MA 225)

ENG EK 127 Engineering Computation with C++, 4 cr

Introduction Courses
(4 credits chosen from the list below)

ENG EK 130 Introduction to Engineering, 4 cr

ENG EK 131 Introduction to Engineering, 2 cr

ENG EK 132 Introduction to Engineering, 2 cr

ENG EK 156 Design and Manufacture, 2 cr

ENG EK 280 Technology and Society, 4 cr

ENG ME 201 Introduction to Aircraft Performance, 2 cr

ENG ME 202 Introduction to Spacecraft Performance, 2 cr

Either Track A or Track B Sequence: 12 credits

Track A Sequence (12 credits): Mechanical

ENG EK 301 Engineering Mechanics I, 4 cr (Prereq CAS PY 211 and ENG EK 127; coreq CAS MA 225)

Track A1 (4 credits chosen from the list below)

ENG ME 305 Mechanics of Materials, 4 cr (Prereq ENG EK 301)

ENG ME 306 Material Science, 4 cr (Prereq CAS PY 212)

ENG ME 308 Statistics and Quality Engineering, 4 cr (Prereq CAS MA 225)

Track A2 (4 credits chosen from the list below)

ENG BE 436 Fundamentals of Fluid Mechanics, 4 cr (Prereq CAS MA 226, ENG EK 301)

ENG EK 424 Thermodynamics and Statistical Mechanics, 4 cr (CAS PY 212 and MA 225)

ENG ME 302 Engineering Mechanics II, 4 cr (Prereq ENG EK 301)

ENG ME 303 Fluid Mechanics, 4 cr (Prereq ENG EK 301)

ENG ME 304 Thermodynamics, 4 cr (Prereq ENG EK 301)

ENG ME 307 Flight Structures, 4 cr (Prereq ENG ME 305)

ENG ME 309 Structural Mechanics, 4 cr (Prereq ENG ME 305)

ENG ME 411 Operations Research, 4 cr (Prereq ENG ME 308)

ENG ME 465 Materials Processing, 4 cr (Prereq ENG ME 306)

Track B Sequence (12 credits): Electrical

ENG EK 307 Electric Circuit Theory, 4 cr (Prereq ENG EK 127; coreq. CAS MA 226)

Track B1 (4 credits chosen from the list below)

ENG BE 401 Signals and Systems in Biomedical Engineering, 4 cr (Prereq Jr. standing; ENG BE 200, EK 307 & CAS MA 226)

ENG EC 311 Introduction to Logic Design, 4 cr (Prereq or coreq. EK 307)

ENG EC 401 Signals and Systems, 4 cr (Prereq CAS MA 226 and ENG EK 307)

ENG EC 410 Introduction to Electronics, 4 cr (Prereq ENG EK 307)

Track B2 (4 credits chosen from the list below)

ENG BE 402 Control Systems in Biomedical Engineering, 4 cr (Prereq ENG BE 401)

ENG EC 312 Small Computer Systems, 4 cr (Prereq ENG EC 311)

ENG EC 402 Control Systems, 4 cr (Prereq ENG EC 401)

ENG EC 412 Analog Electronics, 4 cr (Prereq ENG EC 410)

ENG EC 415 Communication Systems, 4 cr (Prereq ENG EC 401)

ENG EC 416 Introduction to Digital Signal Processing, 4 cr (Prereq ENG EC 401)

College of Fine Arts Minors

The School of Management has a reciprocal agreement regarding minors with the College of Fine Arts. School of Management students are able to complete minors in:

Dance

Music

Performance

Theatre Arts

Visual Arts

Minor requirements can be found under the “College of Fine Arts” section of this bulletin.

School of Hospitality Minor

The minor in hospitality is designed for students who want a general introduction to the concepts and practices of the hospitality profession. The minor can provide a supplement to a major in Business Administration and Management in the School of Management. This minor is restricted to School of Management students, and is available to all currently enrolled SMG students regardless of class year. Students should meet with advisors from the Undergraduate Program Office at the School of Management for further information regarding incorporating the minor into their curricula.

Required Courses (20 credits)

SHA HF 200 Hospitality Management for SMG Minors, 2 cr

SHA HF 220 Food & Beverage Management, 4 cr

SHA HF 270 Lodging Operations & Technology, 4 cr

SHA HF 310 Managerial Accounting for the Hospitality Industry, 4 cr

SHA HF 370 Revenue Management & Technology, 2 cr

SHA HF 460 Hospitality Strategic Marketing, 4 cr

Registration for all SHA courses is on a space-available basis. No transfer credit may be used to fulfill the SHA requirements. Students must register for all SHA courses at the School of Hospitality (928 Commonwealth Avenue). For further information, contact the SMG Undergraduate Program Office, SMG Suite 102.

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Policies and Procedures

Grading

The following variation from the University’s grading symbols has been approved by the School of Management.

Incomplete Grades  An incomplete grade (I) is used only when the student has conferred with the instructor prior to the submission of grades and has acceptable reasons for the incomplete work. The instructor and student must sign a joint statement indicating the nature of the work to be completed. If the work to be completed is not received by the instructor by the last day of instruction in the following semester, then the I grade is permanently changed to an F grade. All I grades in SMG must be resolved before graduation.

H and P Grades  The H and P grades are not approved for any courses applied to the BSBA degree other than SMG SM 411, which is graded on a Pass/Fail basis.

Repeated courses can receive credit toward degree requirements only once. The grade received for a repeated course does not replace the grade for the original course; both grades are computed in the student’s cumulative grade point average.

Cumulative Grade Point Average

A student’s cumulative grade point average (GPA) is based only on grades earned while the student is enrolled at Boston University. In the case of an intra-University transfer student, the cumulative average includes grades earned in all Boston University academic courses.

Academic Standards

The School of Management Undergraduate Academic Standards Committee reviews the progress of all SMG students after the fall semester. Those students currently in good academic standing who fall into one of the following categories receive a warning letter:

• All students whose cumulative GPA is below a 2.0.

• All students whose semester grade point index (GPI) is below a 2.0.

• Freshmen whose semester GPI is between 2.0 and 2.2.

• All students who complete fewer than three 4-credit academic courses without prior approval of part-time status.

All SMG students are reviewed again at the end of each academic year. Those students currently in good academic standing who fall into one of the following categories are placed on academic probation for the following academic semester:

• All students whose cumulative GPA is below a 2.0.

• All students who complete fewer than six 4-credit academic courses during the previous academic year without prior approval of part-time status.

Students on probation are reviewed at the end of their probationary semester.

• Those whose cumulative GPA remains below 2.0 or who complete fewer than three 4-credit academic courses without prior approval of part-time status are placed on probation for one final semester.

• Those who raise their cumulative GPA to 2.0 or greater are removed from probation for the following semester.

Students who have been on probation for two semesters are reviewed at the end of the academic year.

• Those whose cumulative GPA remains below 2.0 or who complete fewer than six 4-credit academic courses during the academic year without prior approval of part-time status are permanently dismissed from the School of Management and Boston University.

• Those who raise their cumulative GPA to 2.0 or greater are removed from probation for the following semester.

Please note that, for the purposes of satisfactory academic progress, a completed course is one in which a student receives a grade of D or higher. Coursework taken in Boston University’s Summer Term immediately following the academic year under review will be considered in determining probation and permanent dismissal.

Academic Conduct Committee

The Academic Conduct Committee is comprised of students, administrators, and faculty members who hear charges of academic violations brought forward by faculty, administrators, or students. The committee is authorized to impose sanctions on the basis of its findings, subject to approval by the Dean. Sanctions include, but are not limited to, probation, suspension, or expulsion.

The School of Management’s Academic Conduct Code may be found in its entirety on the Undergraduate Program Office’s website, the Virtual UPO: http://smg.bu.edu/upo.

Graduation

The University trustees award degrees upon the recommendation of the faculty of the School of Management. Degree candidates must meet all requirements as published under Bachelor of Science in Business Administration & Management in this site. At least three semesters of full-time coursework must be completed in residence. A minimum cumulative GPA of 2.0 is required for a degree. All degree requirements must be completed within seven years of the initial date of registration in an undergraduate degree program. Students must apply to graduate two semesters prior to their expected date of graduation. Physical education courses and ROTC credits cannot be applied toward the degree or the final cumulative grade point average.

Academic Honors

Students are named to the Dean’s List when they earn a semester grade point average of 3.3 or higher, with final grades in a minimum of four academic courses totalling a minimum of 16 credits, and with no I (incomplete) grades. Dean’s List designation applies only to the fall and spring semesters in the academic year.

Degree with Honors

For the degree of Bachelor of Science in Business Administration cum laude, magna cum laude, and summa cum laude, the faculty of the School of Management recommends candidates whose scholastic performance reflects high achievement. To qualify for summa cum laude, a student’s grade point average (GPA) must fall in the top five percent of the graduating class. The next 10 percent receive the designation magna cum laude, followed by the next 15 percent, who graduate cum laude. The grade point averages determining these percentages are fixed for May graduates during the spring semester. These grade point cutoffs are also used to determine Latin Honors for the subsequent September and January graduates.

Transfer credits are not considered in the final decision of awarding honors. Only the Boston University grade point average (all courses taken at Boston University except ROTC and PDP) may satisfy the GPA requirement for the awarding of honors.

Directed Study

A directed study is a coherent, well-defined, substantive reading and research project supervised by a faculty member. It usually results in a substantial written document. Directed study is not credit for work experience but is an opportunity to explore, in detail, a carefully defined area of special interest. Directed study also gives students a chance to work under the close supervision of a faculty member. A directed study should be approved no later than the last day of the add period. It counts as an SMG elective and is designated as a 2- or 4-credit course. Directed study courses involve registered credits, and therefore potentially incur additional tuition charges. Students are limited to two directed studies during their undergraduate program.

For applications and further information, inquire at the School’s Undergraduate Program Office.

Course Overload Policy

Students registering for more than 18 credit hours must obtain course-overload authorization from the Undergraduate Program Office. This should be done at the time of early registration and submitted to the Undergraduate Program Office. A student will be assessed charges for any credit hours in excess of 18 unless he or she is a senior having no more than 10 courses remaining to complete the degree, has a 3.3 or above cumulative average, or is an SMG student taking a 6-credit SMG course. If any of these exceptions apply, then the student will be assessed charges for any credit hours in excess of 20. A student who has a 3.3 or above cumulative average, or is a senior with no more than 10 courses remaining to complete the degree AND is taking a 6-credit SMG course, will be assessed charges for any credit hours in excess of 22. A student registering for 18 or fewer credit hours need not obtain overload authorization.

Cross-Registration

SMG students may not take substitutes for required SMG courses at any other school or college, including the schools and colleges within Boston University. Students are encouraged to consult an academic advisor before cross-registering for courses other than their CAS liberal arts requirements.

Boston University Collaborative Degree Program (BUCOP)

Students wishing to pursue dual bachelor’s degrees may enroll simultaneously in the School of Management and another undergraduate school or college within Boston University. Applications must be made no later than the first semester of the junior year. If admitted, students must satisfy all requirements of both degrees, must be enrolled in the program for at least three semesters, and must complete no fewer than 36 courses and a minimum of 144 credits. Further information about opportunities in BUCOP is available from the School of Management Undergraduate Program Office and at smg.bu.edu/upo/academics/BUCOP.shtml.

Honors Program

The Management Honors Program curriculum is designed to allow flexibility for students to take courses outside of management in areas of specific interest. There is a strong focus on writing skills, which are developed through required composition courses and in specialized honors seminars. The honors seminars are offered on a variety of topics, allowing Honors Program students the opportunity to engage with faculty on current business topics and management trends. Freshmen bond through a series of colloquia offered during both semesters of the freshman year and during an optional international field seminar scheduled at the end of the freshman year that builds on concepts learned in the colloquia. Sophomores register for a special Honors Program section of SMG SM 222 (SM 224). There is also a community service requirement for completion of the program.

In addition, students will have the opportunity to explore a variety of fields within the liberal arts or in other disciplines outside of management through the completion of a minor. Many Honors Program students also pursue study abroad and/or dual-degree options. Monthly dinner meetings bring together students, faculty, alumni, and administrators for informal discussions, panels, and presentations on student-selected topics.

Students who are not invited to join the Honors Program as incoming freshmen may be considered for invitation after the spring of their freshman year if they have earned a minimum cumulative grade point average of 3.50 in at least 18 academic credits. Students successfully completing the requirements of the Honors Program will have the “Honors” designation on their Boston University transcript. Further information about the program is available from the School of Management Undergraduate Program Office.

Study Abroad Opportunities

BU Internship and Language and Liberal Arts Programs  Boston University International Programs offers School of Management students an unmatched variety of study abroad programs in more than 30 cities and 20 countries around the world. These programs offer students the opportunity to study languages; the liberal arts including economics, international relations, and political science; the fine arts; science and engineering; and business management. Upon successful completion of these programs, School of Managment students receive liberal arts credit. School of Management students who participate in the London Internship Program, Management track, and the Los Angeles Internship Program, Entertainment Management track, may pursue and receive credit for management coursess and internships.

Management Exchange Programs  Boston University’s School of Management, in partnership with select international schools of business, offers exciting opportunities for students to incorporate international experiences into their business education.

Students can spend a semester at the Copenhagen Business School in Denmark or the University of Trier in Germany, working closely with business faculty and participating in classes with students from diverse backgrounds. Information about these programs is available at the Undergraduate Program Office.

Management Internship Programs  These progams provide SMG students with the opportunity to gain valuable, practical work experience by participation in management-related internships abroad. Students have the opportunity to work abroad while taking classes at the University College-Dublin, Ireland; Universidad Autónoma de Madrid, Spain; University of Sydney, Australia; University of Auckland, New Zealand; Université Paris-Dauphine, Paris, France; or The George Washington University in Washington, D.C. Information about these programs is available at the Undergraduate Program Office and at the Boston University Division of International Programs.

Advanced Placement

School of Management students may receive advanced placement credit by achieving a qualifying score on the appropriate advanced placement subject-matter examination administered by the College Entrance Examination Board (CEEB) or by the American College Testing (ACT) Program. The School of Management does not give credit for College-Level Examination Program (CLEP) exams. Depending on the score achieved on an advanced placement subject-matter test, a student may receive academic credit.

Intra-University Transfer

Students applying to the School of Management from other schools or colleges within Boston University must have a minimum 2.7 cumulative grade point average and must have earned a grade of B or better in SMG SM 299, Management as a System (Intensive). Students must have completed at least one semester of matriculated college coursework prior to enrolling in SMG SM 299. Students may not be accepted for transfer after they have completed the first semester of their junior year.

Transfer Credit

Transfer credit from colleges not on a 4-credit-hour course system will be applied to the Boston University program by means of a conversion table that equates the systems. Incoming transfer students may be eligible to pursue waiver exams for Financial Accounting (SMG AC 221), Managerial Accounting (SMG AC 222), The Dynamics of Leading Organizations (SMG OB 221), Introduction to Law (SMG LA 245), and Probabilistic and Statistical Decision Making for Management (SMG SM 221) to determine if equivalent courses will be transferred as required or elective credit. Waiver exams must be taken within the first two semesters of the student’s entering the School of Management. Questions concerning dates and times of the waiver exams should be directed to the School’s Undergraduate Program Office. All other management courses must be taken at the School of Management.

Students taking summer courses at other colleges must obtain written approval from the Undergraduate Program Office prior to registration. Once a student has enrolled at the School of Management as a degree candidate, approval will not be given for management courses taken outside SMG. Courses that have not been pre-approved will not be credited toward degree requirements. Students entering the School of Management as freshmen who have taken coursework at another college or university prior to enrolling at Boston University should have the courses approved in their first semester. All transfer courses must be taken for a letter grade. Students must receive a grade of C or better for transfer credit to be granted. Credit will not be granted for online or distance learning courses.

It is the policy of the School of Management that any credits received seven or more years prior to a student’s expected date of graduation are not transferable.

Course material covered in a previous course cannot be duplicated for credit at Boston University.

Cross-Registration at Other Universities

Formal cooperative arrangements for cross-registration have been made between Boston University and several nearby institutions. During the fall and spring semesters, matriculated students may not enroll concurrently in any course or institution other than those that are a part of the consortium agreement.

A consortium agreement among Boston University, Boston College, Brandeis University, Hebrew College, and Tufts University permits SMG students to cross-register for one non-management course per semester at any of the institutions after completing their freshman year.

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Student Services

The development and welfare of students is the primary concern of the School, its faculty, and its staff. Advisors and services are available to assist students with educational, career, or personal decisions and plans.

Undergraduate Program Office

The Undergraduate Program Office is the primary source of academic information and advising. Professional advisors in the Undergraduate Program Office help students plan a course of study that includes all of their degree requirements while allowing room for elective diversification to meet their personal needs. All freshmen are encouraged to meet with an advisor at least once in their first semester. External transfer students are encouraged to meet with the assistant director responsible for transfer students to discuss credit approval, waiver exams, and course selection.

Appointments may be scheduled at any time during the student’s college career. Advisors also facilitate arrangements for special assistance from any of the University services described in the Boston University University Student Lifebook.

Faculty Office Hours

School of Management faculty members teaching undergraduate courses pride themselves on being available to advise students on coursework pertaining to concentration, career opportunities, and appropriate academic preparation in their field of interest. In addition, the Dean of the School of Management and the Assistant Dean for the Undergraduate Program hold weekly open-office hours for students.

Faculty Advising Program

The faculty advising program at SMG is critical to the development of our students. Its purpose is to enable students to connect with professors and instructors during their time at SMG, providing an opportunity for students to: establish first professional and mentoring relationships; secure references for student leadership positions, internships, jobs, or graduate school; learn from faculty members’ expertise; identify interests and learn more about the functional areas of management; and identify informational interview contacts.

Faculty advisor(s) can be any member of the SMG faculty, and students should be known by two or more faculty members by commencement time. In order to help students with the faculty advising process, the following list of designated faculty and guidelines is provided:

Freshmen: SM 121 discussion professor

New External Transfer Students: SM 299 discussion professor

Sophomores: SM 121 or SM 299 discussion professor from last year or any professor from the previous year’s teaching team or any professor in a sophomore year course (AC 221, AC 222, LA 245, OB 221, SM 221, SM 222)

Juniors: first semester—any previous SMG faculty advisor or any professor on the student’s SM 323 teaching team; second semester—concentration liaison or any combination of the previous semesters’ faculty advisors

Seniors: Any faculty advisor or concentration liaison from previous years

Feld Career Center

The School of Management’s Feld Career Center (FCC) offers a full range of services, including career development and education, training in finding employment, on-campus interviews, interview preparation, and assistance in r é sum é writing. Sophomores are required to take the career management class, SM 411 Charting Your Career Path, in conjunction with OB 221. The Feld Career Center has relationships with companies from most industries (finance, accounting, marketing, etc.) and usually posts over 1000 opportunities for SMG students each year. Students are urged to take advantage of all the FCC has to offer throughout their four years at SMG.

Internships are encouraged for School of Management students. One-half of an academic credit, graded on a Pass/Fail basis, is awarded for approved internships. Further information is available from the Undergraduate Program Office.

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Honorary, Service, and Professional Organizations

Accounting Association

Bridging the gap between the academic and professional worlds, the Accounting Association sponsors events that both bring the industry into the classroom and take the concentrator into the community.

Event highlights:

• Student internship panels and company information sessions.

• EITC (Earned Income Tax Credit Campaign) Program. The IRS trains students to provide tax preparation services to qualified Boston area families.

E-mail buaa@bu.edu for more information.

Alpha Kappa Psi

Established in 1904 and co-ed since 1976, Alpha Kappa Psi is the oldest and largest professional business fraternity in the country. With its core values of brotherhood, knowledge, integrity, service, and unity, it is recognized as the premier developer of principled business leaders. Through guest speakers from every industry, professional workshops, internships offered exclusively to brothers, community service projects, and social events, AKPsi improves every brother’s college experience and beyond.

American Marketing Association

The American Marketing Association fosters excellence in the field of marketing, providing formal presentations by marketing practitioners and social events with practitioners and the BU marketing faculty.

APICS—The Association for Operations Management

The organization fosters interest and support for Operations & Technology Management students at Boston University School of Management.

Beta Gamma Sigma

Beta Gamma Sigma is the national honor society for students of business. It was established in 1913 by the Association for the Advancement of Collegiate Schools of Business, and Boston University’s chapter was installed in 1925. Its purpose is to encourage and reward outstanding scholarly accomplishments. Students are tapped for membership during their junior or senior year on the basis of their academic performance in the program. Students must rank in the upper seven percent of the junior class or the upper ten percent of the senior class to be eligible for membership.

Boston University Marketing

Boston University Marketing is an on-campus student association for those who have an interest in the marketing field. Through guest speakers and other events planned throughout the year, Boston University Marketing connects students with the marketing world outside of the classroom.

BSBA Finance and Investment Club

The BSBA Finance and Investment Club offers all students at Boston University an insight into the world of finance and an opportunity to learn by practical experience. Comprehensive analysis is conducted by meeting with company executives, analyzing their companies, and reporting to their board members. Club members interact with professionals in the field of finance to discuss career paths and establish long-term working relationships between corporations and the University. The Club hosts interactive tutorials that explore topics to an extent above and beyond the undergraduate and even the MBA level. They also host a credited directed study in which students manage and optimize a real money portfolio. Members graduate full of hands-on experience and with a network of contacts within the industry. Visit www.bsbafinance.com for more information.

BSBA Private Equity Club

The BSBA Private Equity Club was founded to stimulate student interest in an ever-growing profession offering lucrative salaries, and to help students obtain knowledge about the industry through guest speakers (professors and industry experts), current events articles, major player analysis, simulation of leveraged buyouts, research, and social events, and possibly a field trip ( i.e., conferences at Wharton, Tuck, or Stern and dinner networking events).

B-School Beanpot

The B-School Beanpot is Boston’s premiere forum for competitive business case analysis on the collegiate level and is attended by teams from Babson, Bentley, Boston University, MIT, Northeastern, and Suffolk University. The B-School Beanpot serves as a forum for future business leaders to showcase their talents and determines the “best of the best” in Beantown. The team comprises 13 undergraduate students at SMG.

Corporate Law Society

The Corporate Law Society is an organization dedicated to the study of business law. It sponsors various law panels and offers members exclusive discussions with industry professionals, including partners at some of the country’s most prestigious law firms. The organization also hosts a mock trial, as well as open forum discussions throughout the semester on current legal issues and cases. The organization is open to both concentrators and non-concentrators, and no prior legal knowledge is necessary.

Dean’s Hosts

The Dean’s Hosts are a group of 25–30 talented, studious, and articulate students who have been competitively selected to host visitors to the School of Management. They guide tours for special guests and prospective students, serve as hosts at special SMG functions, and participate in SMG recruitment events.

Delta Sigma Pi

Delta Sigma Pi is a professional business fraternity organized to foster the study of business in universities; to encourage scholarship, social activity, and the association of students for their mutual advancement by research and practice; to promote closer affiliation between the commercial world and students of commerce; and to further a higher standard of commercial ethics and culture as well as the civic and commercial welfare of the community.

Diversity in Management

This organization serves to advance the movement of diversity throughout the management community. This will be accomplished by the enrichment of diversity within the student body by serving as representatives to potential students, and by establishing relationships between our members and those in the management field. This group is for all students interested in management, regardless of declared concentration.

Entrepreneurship Club

The Entrepreneurship Club is a networking organization dedicated to advancing entrepreneurship for undergraduates. We meet successful, unsuccessful, and active entrepreneurs to build relationships to help start new ventures, inform personal decisions on whether entrepreneurship is right for us, and connect with the Boston entrepreneurial community.

Fashion and Retail Association

The Fashion and Retail Association of Boston University (FAB) is an excellent outlet for BU students who are interested in the design, marketing, public relations, retail, publishing, and management aspects of the fashion industry. Members gain valuable knowledge and experience through seminars, guest speakers, networking events, company site visits in New York, student-run fashion shows, and more.

fightJPA

fightJPA is dedicated to raising $1 million dollars to fund research for Juvenile Piliocytic Astrocytoma (JPA), the most common form of childhood brain tumor. Through community outreach and fund-raising events, fightJPA has raised over $35,000 to date. The funds raised are directed to The Childhood Brain Tumor Foundation, an all-volunteer 501(c)R nonprofit.

International Management Organization

The International Management Organization aims at fostering SMG students’ interest in the International Management concentration and the field in general. Club activities not only expand students’ horizons to include global business issues, but also provide opportunities to get to know international students from all over the world.

LOCK Honorary Service Society

LOCK is the oldest student organization at SMG, established in 1924 by Professor Charles Stratton and Lyman Phillips. LOCK was founded and still operates on the belief that those who have the privilege of scholarship must share what they have gained. LOCK members aim to fulfill that responsibility by providing their peers in SMG with tutoring help in all required SMG courses and performing other community services.

Management Consulting Association

The Management Consulting Association (BUMAC) provides a forum for students to learn more about the consulting industry and to acquire the skills necessary for a career in consulting. Through guest speakers, volunteer consulting projects, intensive case analysis, and r é sum é development sessions, we seek to make Boston University students competitive candidates for positions at leading consultancies.

Management Information Systems Club

The MIS Club helps unite and create a forum between students, alumni, faculty, and recruiters interested in the field of Information Systems Management. The purpose of the group is to promote the awareness of Management Information Systems and provide an opportunity for collaboration between members. We will focus on: 1) inviting companies to campus to talk about different careers, 2) creating scholarship opportunities, and 3) establishing and maintaining relationships with companies who hire MIS students.

Media and Entertainment Club

The Media and Entertainment Club is an organization for students interested in the entertainment industry. The club provides a forum for students to network with professionals, participate and assist in the organization of local events, and learn about potential internships and career opportunities in the various media and entertainment fields. Membership is open to students of any school/college, and meetings are held as needed.

Real Estate Club

The Real Estate Club seeks to give students an understanding of the real estate industry by discussing topics such as land development, construction, architecture, financing, property management, and the relationships that can turn an empty plot of earth into a new building. Guest speakers attend meetings to discuss their roles in the real estate industry, and occasional outings to a building or construction site are also scheduled.

SMGazette

The SMGazette is a student-run business newsletter covering business school news, events, and global business stories.

SMG Student Government

Student Government plans educational and social activities for undergraduate students and acts as a liaison between students and the administration. There are many leadership opportunities available to positively contribute to the SMG community throughout the year. Weekly General Assembly meetings are open to all SMG undergraduates.

Sports Management Association

The Sports Management Association was created to give all students the chance to experience sports from a different perspective. We offer students of any year, both graduate and undergraduate, the opportunity to go behind the scenes and learn about the management aspects of professional sports through guest speakers, sports venue tours, attending/volunteering for sports events, and discussion panels.

Students in Free Enterprise

Students in Free Enterprise (SIFE) is a global, nonprofit organization that is literally changing the world through highly dedicated student teams on more than 1,600 university campuses in 40 countries. SIFE offers students the opportunity to develop leadership, teamwork, and communication skills through learning, practicing, and teaching the principles of free enterprise, thereby improving the standard of living for millions in the process. The organization is dedicated to developing community outreach projects that embrace SIFE’s five educational topics: market economics, success skills, entrepreneurship, financial literacy, and business ethics. Membership involves active participation in helping communities in each of these five areas. More information can be found at Students in Free Enterprise.

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Course Descriptions

Accounting


SMG AC 221 Financial Accounting

Prereq: SMG SM 121/122 or SMG SM 299; CAS MA 120, CAS MA 121, or CAS MA 123 previous or concurrent; sophomore standing. Sophomore requirement. Basic concepts underlying financial statements and accounting procedures used in preparing statements of financial position, income statements, and statements of cash flow. Stresses the interpretation, analysis, and evaluation of published financial statements. 4 cr.

SMG AC 222 Managerial Accounting

Prereq: SMG AC 221, SMG SM 221 (previous or concurrent) highly recommended, sophomore standing. Sophomore requirement. SMG AC 222 is a department-coordinated course that introduces the basic principles, methods, and challenges of modern managerial accounting. It covers traditional topics such as job-order costing, cost-volume-profit analysis, budgeting and variance analysis, profitability analysis, relevant costs for decision making, and cost-plus pricing, as well as emerging topics such as Activity-Based Cost (ABC) accounting. The material is examined from the perspective of students preparing to use management accounting information as managers to support decision making (such as pricing, product mix, sourcing, and technology decisions); develop short- and long-term planning; and measure, evaluate, and reward performance. The course emphasizes the relationships between accounting techniques and other organizational activities (such as strategy and motivation). 4 cr.

SMG AC 347 Intermediate Accounting I

Prereq: SMG AC 222. Required for Accounting concentrators. Provides foundation for solving financial reporting issues through the study of the conceptual framework of accounting, recognition and measurement of current and noncurrent assets, revenue recognition, and the development of the income statement and balance sheet. 4 cr.

SMG AC 348 Intermediate Accounting II

Prereq: SMG AC 347. Required for Accounting concentrators. Continues with providing a foundation for solving financial reporting issues through the study of liabilities (including pensions, bonds, and leases), interperiod tax allocation, stockholders’ equity, and the statement of cash flows. 4 cr.

SMG AC 414 Financial Statement Analysis

Prereq or coreq: SMG AC 348 and senior standing. Analysis of corporate financial statements. Includes profitability analysis, liquidity and solvency analysis, the incentives of management in corporate reporting, and the use of accounting information in efficient capital markets. 4 cr.

SMG AC 445 Advanced Managerial Accounting

Prereq: SMG AC 347 and senior standing. This course integrates knowledge from the fields of accounting, economics, and finance to investigate current issues related to management control, financial analysis and valuation, corporate governance, and strategic cost analysis. Formerly SMG AC 345: Strategic Cost Accounting and Management. 4 cr.

SMG AC 469 Principles of Income Taxation I

Prereq: SMG AC 347, taken previously or concurrently. Federal income tax law common to all taxpayers—individuals, partnerships, corporations. Tax returns for individuals. Topics include tax accounting, income to be included and excluded in returns, tax deductions, ordinary and capital gains and losses, inventories, installment sales, depreciation, bad debts, and other losses. 4 cr.

SMG AC 498 Directed Study: Accounting

Prereq: consent of instructor. 2 or 4 cr.

SMG AC 541 Advanced Accounting

Prereq: SMG AC 348. Examines accounting issues relating to business combinations and foreign operations (accounting for mergers and acquisitions, constructing consolidated financial statements, recording foreign-currency transactions and hedging exchange risk, translating foreign subsidiaries’ local currency financial statements), business segments, reporting for local governments, and the impact of the SEC and international standards on financial reporting. 4 cr.

SMG AC 544 International Accounting

Prereq: SMG AC 348. Current international accounting regulations and practices are discussed. Focuses on the impact of international accounting regulations and practices upon multinational corporations’ financial planning, their economic consequences, and international financial statement analysis. Additional discussions deal with joint ventures, foreign currency transactions and translation of foreign financial statements, international taxation, and international standards and organizations. 2 cr.

SMG AC 555 Not-for-Profit Accounting

Prereq: SMG AC 348. This course deals with the principles of accounting and reporting for nonprofit organizations and local government. 2 cr.

SMG AC 565 Auditing

Prereq: SMG AC 348. Introduces the basic concepts underlying auditing and assurance services (including materiality, audit risk, and evidence) and demonstrates how to apply those concepts to audit and assurance services through financial statement audits. 4 cr.

SMG AC 579 Principles of Income Taxation II

Prereq: SMG AC 469. Certain common and special Federal tax laws for individuals, partnerships, corporations, estates, trusts, and miscellaneous entities. Topics include income tax returns for partnerships, business corporations, special corporations, decedents, estates, and trusts. Survey coverage of corporate liquidations, pension and profit-sharing plans, IRS audits, and estate and gift taxes. 4 cr.

Business Policy and Law

SMG IM 345 International Management Environment

Prereq: CAS EC 101, CAS EC 102, junior standing. Required for International Management concentrators. Deals with international economic theories and explores the intersection between theory and practice. Determinants of international trade and payments: international trade theory and policy and balance-of-payments accounting. Explores the implications of trade-promoting and trade-inhibiting institutions and practices: WTO, NAFTA, European Union, etc. Introduces cultural, political, and demographic issues for international managers. 4 cr.

SMG IM 445 International Management Policy

Prereq: CAS EC 101, CAS EC 102, SMG FE 427 or CAS EC 392 or CAS IR 292 or equivalent for non-SMG students (may be taken concurrently), senior standing. Analysis of the strategic and operational issues that arise from the international nature of multinational corporations’ activities. Issues covered include alternative internationalization strategies, interaction between firms and governments, dealing with global competitors, and staffing and organizational implications of cross-border operations. 4 cr.

SMG IM 498 Directed Study: International Management

Prereq: consent of instructor. 2 or 4 cr.

SMG LA 245 Introduction to Law

Prereq: sophomore standing. Sophomore requirement. The course is designed to provide a broad overview of the American judicial system and fundamental legal issues. The course examines dispute resolution, torts, contracts, criminal law, business organizations, employment law, intellectual property, and international law. The goal is to understand not only the basic rules of law but also the underlying social policies and ethical dilemmas. 4 cr.

SMG LA 346 Law and Ethics

Prereq: SMG LA 245 or consent of instructor and junior standing. This course explores ideas of right and wrong. The class examines contemporary social problems from the varied perspectives of the law, philosophy, and the arts. The class also reads major Supreme Court decisions, plays, Congressional testimony, short stories, and philosophical essays, and then applies the ethical ideas to a very wide variety of current issues, including: the right to privacy, free speech, diversity and oppression, freedom of religion, product liability, worker safety, employee privacy, whistle-blowing, and advertising. 4 cr.

SMG LA 349 The Law of the Internet

Prereq: SMG LA 245 and junior standing. E-commerce and the Internet are shaking up the law, highlighting its inherent tension between stability and change. What challenges does online business pose to traditional legal rights and principles? How is law coping with those challenges? This course examines and discusses a number of topics: governmental regulation, taxation, and censorship of the Internet; how e-commerce does—or does not—change the rules of contract formation; the impact of online publishing on copyright law; cyberpiracy and trademark protection; online stock offerings and the Securities and Exchange Commission; the relationship between hyperlinking and claims of unfair competition; and how courts determine jurisdiction for claims that arise in cyberspace. The course will focus on why the law has evolved as it has, and whether the law’s current evolution adequately addresses the needs of e-commerce for both businesses and consumers. 4 cr.

SMG LA 355 Employment Law

Prereq: SMG LA 245. An in-depth look at the legal issues involved in the employer/employee relationship. Such topics include: discrimination, affirmative action, harassment, the hiring process, employee testing, and terminating employees (for cause, layoffs). Discussions will focus on the duties and rights of both parties through the stages of employment, from hiring and managing the workforce to benefits, conditions of employment, and downsizing. 4 cr.

SMG LA 360 Real Estate Law

Prereq: SMG LA 245. Property is an engine that generates spectacular wealth and, on a humbler level, it’s a place to live. But every real estate transaction begins with legal principles. This course surveys real estate law for tenants, present and future property owners, developers, investors, environmentalists, and public policy advocates. 4 cr.

SMG LA 430 Entertainment Law

Prereq: SMG LA 245. Offered only in Los Angeles. This survey class covers the basics of “entertainment law,” including constitutional, contracts, labor and employment law and intellectual property rights. Students develop a clear understanding of the applicable laws and how these laws have been applied in the past, how they are applied today and how they might be amended and applied in the future. Students learn applicable legal concepts, practical insights, and an appreciation of how to deal with lawyers and the law in their entertainment business futures. It is intended to provide a good conceptual understanding of the law and demonstrate its relevance through case study, reading, guest speakers, field trips, and intense discussion. The application of the law to the “digital now,” the “digital future” and the Internet—now crucial, indeed central, to any discussion of entertainment—will be included throughout and be the subject of an entire class toward the end of the course. The “law” to be explored will be constitutional, copyright, trademark, contracts, labor, employment, and remedies; their application to and use within the entertainment business will be covered. 4 cr.

SMG LA 450 Advanced Business Law

Prereq: SMG LA 245. Takes a closer look at the legal issues surrounding businesses, from purchasing contracts, rights and responsibilities for breaches of those contracts, commercial financing, the Uniform Commercial Code, bankruptcy, products liability, real estate, and more. The emphasis is on understanding legal issues as a component of good business planning. Groups work to draft contracts and leases and negotiate terms. 4 cr.

SMG LA 498 Directed Study: Law

Prereq: consent of instructor. 2 or 4 cr.

SMG PL 498 Directed Study: Business Policy

Prereq: consent of instructor. 2 or 4 cr.

Finance

SMG FE 323 Financial Management

Prereq: SMG AC 222, SMG OB 221, and SMG SM 222. Junior requirement—component of SMG SM 323 The Cross-Functional Core. Introduces students to the themes of financial decision making: valuation and risk management. The focus is on the problems of forecasting, capital budgeting, working capital management, project risk management, and financing in a cross-functional context. A semester-long business-plan project explores the interaction between marketing, operations, management information systems, and finance decisions. The course compares the financial objectives of the manager and the investor. Introduction to securities valuation, portfolio diversification, and the cost of capital. 4 cr.

SMG FE 427 International Financial Management

Prereq: SMG FE 323. Required for International Management concentrators. Managing financial risk in the global environment. Determination of exchange rates. Latest developments in foreign exchange markets, forwards, futures, options and swaps, opportunities and problems arising from international portfolio diversification. Analyzes and discusses tools of currency risk management. 4 cr.

SMG FE 429 Futures, Options, and Financial Risk Management

Prereq: SMG FE 323. Covers the theory of futures pricing and option pricing, and applies the theory to develop a framework for analyzing hedging and investment decisions using futures and options. Attention is paid to practical considerations in the use of these instruments, especially in financial risk management. 4 cr.

SMG FE 442 Money, Financial Markets, and Economic Activity

Prereq: SMG FE 323. Required for Finance concentrators. The role of money and the importance of interest rates in determining economic activity; determinants of level of interest rates. The nature and operation of central banks; the goals and instruments of monetary policy. The roles, activities, and risk management of financial institutions. Instruments traded in money and capital markets, and their valuation. Role of derivative securities. Contemporary issues in the financial system. 4 cr.

SMG FE 445 Investment Analysis and Portfolio Management

Prereq: SMG FE 323. Required for Finance concentrators. Introduction to the investment management process. Defining investment objectives and constraints. Introduction to Modern Portfolio Theory, CAPM, APT, Efficient Markets, stock and bond valuation models. Immunizing interest-rate risk. Active vs. passive investment strategies, fundamental vs. technical analysis, trading practices, and performance evaluation. Introduction to the role of futures and options in hedging and speculation. Students are expected to become familiar with current events in the financial news. 4 cr.

SMG FE 449 Corporate Financial Management

Prereq: SMG FE 323. Required for Finance concentrators. The financial manager’s role in obtaining and allocating funds. Debt and dividend policies, obtaining financing to expand a business, valuation of companies, mergers and acquisitions, and capital investment analysis. Emphasizes constructing and using financial models, and using spreadsheets. Applications to current events and everyday business finance problems. 4 cr.

SMG FE 450 Private Equity: Leveraged Buyouts

Prereq: SMG FE 449; meets with GSM FE 850. Private Equity (PE) has become a major force in the capital markets. This course will expose students to, and demystify, the world of PE. The focus will be centered on LBOs and their position in the “alternative asset” class. Students will learn about the activities of a PE firm, including formation, fund-raising, investing (including deal structure, terms, due diligence, and governance), and exiting. We will also discuss what other industry sectors serve or are affected by PE and who the players are. Case study and class participation will be the primary modes of learning. 4 cr.

SMG FE 469 Real Estate Finance

Prereq: SMG FE 323. Introduces methods of evaluating real estate investment properties. Reviews major topics relevant to the real estate development and financing process. 4 cr.

SMG FE 498 Directed Study: Finance/Economics

Prereq: consent of instructor. 2 or 4 cr, as is appropriate for the project.

Management Information Systems

SMG IS 323 Introduction to Information Systems

Prereq: SMG AC 222, SMG OB 221, and SMG SM 222. Junior requirement—component of SMG SM 323 The Cross-Functional Core. An introduction to computer-based information systems. Surveys the hardware, software, and systems used to solve business-related problems. Overviews the role of information systems in new product development, innovation, and competitive performance in a global environment. Develops skills for managerial use of decision support systems and systems development. Team project. 4 cr.

SMG IS 428 Managing Information Security

Coreq: SMG IS 467. Meets with GSM IS 828. This course will combine technical and business approaches to the management of information. It will address technical issues such as cryptography, intrusion detection, and firewalls along with managerial ideas such as overall security policies, managing uncertainty and risk, and organization factors. We will examine different aspects of computer security such as password, virus protection, and managing computer security in dynamic environments. Topics will also include network security and how to secure wireless application and services. These technical details will be placed in a business context. The class will have a practical focus as we examine current “best practices” in the security area. There will be several guest speakers. This will be a project-oriented class, and students will present their research projects during the last several classes. 4 cr.

SMG IS 465 Managing Data Resources

Prereq: CAS CS 108 or CAS CS 111, SMG IS 323, and junior standing. Required for Management Information Systems concentrators. Provides a practical and theoretical introduction to data management, focusing on the use of relational database technology and SQL to manage an organization’s data and information. Introduces recent topics such as data warehouses and web databases. Includes a project to design and implement a relational database to manage an organization’s data. 4 cr.

SMG IS 467 Networking and Data Communications

Prereq: CAS CS 108 or CAS CS 111, SMG IS 323, and senior standing. Required for Management Information Systems concentrators. Introduces technologies, policies, and management and organizational concepts critical to understanding the role of data communications in a rapidly changing business and social environment. The materials focus on: the data communications industry; core technologies including mobile technology and the wireless Internet; management and use of communications technologies; policies; and organizational issues. 4 cr.

SMG IS 469 Designing Information Systems

Prereq: CAS CS 108 or CAS CS 111, SMG IS 323, and junior standing. Required for Management Information Systems concentrators. Studies the process of designing and implementing management information systems. Students will learn to analyze organizational information requirements, develop specifications for information systems, manage systems development projects, and understand implementation issues. Design support tools will be used to support the design process. Includes a project to design an information system. 4 cr.

SMG IS 472 Electronic Commerce

Prereq: SMG IS 323 and senior standing. The Internet and, more specifically, the World Wide Web has brought about significant change in the way business is conducted. The rules and business models, however, for the new economy are still in their infancy. This course provides a grounding in the concepts of electronic commerce and then moves to an examination of the emergent and emerging business models. The IT/IS infrastructure that supports these various business models is addressed, particularly architecting systems and including privacy and security issues. 4 cr.

SMG IS 474 Information Products: Applied Economics and Strategy

Prereq: SMG IS 323 and SMG LA 245. This course offers three modules to develop critical skills in the fast-moving information economy. These are (1) information product design, (2) managing information for competitive advantage, and (3) ethical uses of information. The first module focuses on how to price and value information. We show when it should be free, when it should be expensive, and how to complement other resources. The second module then moves to information business models including both for-profit and open-source models. We cover use as a strategic weapon of market foreclosure and key elements of property rights in information. The third module examines ethical uses of information, privacy concerns, and the rights and responsibilities of an information consumer. 4 cr.

SMG IS 479 Innovating with Information Technology

Prereq: SMG IS 323, junior standing. Surveys the organizational implementation, uses, and impacts of advanced information technology, including decision support systems, management support systems, and expert systems. Includes a group project to design and develop a decision support system. 4 cr.

SMG IS 498 Directed Study: Management Information Systems

Prereq: consent of instructor. 2 or 4 cr.

Marketing


SMG MK 323 Marketing Management

Prereq: SMG AC 222, SMG OB 221, and SMG SM 222. Junior requirement—component of SMG SM 323 The Cross-Functional Core. Introduces students to the field of marketing management: analysis, planning, and implementation of marketing strategies as the means for achieving an organization’s objectives. Students analyze cases and participate in workshops that focus on key marketing management tasks: marketing research, consumer behavior, segmentation and targeting, sales forecasting, product and brand management, distribution channels, pricing, and promotion and advertising strategies. A semester-long business-plan project explores the interactions and the cross-functional integrations between marketing, operations, information systems, and finance. 4 cr.

SMG MK 445 Consumer Behavior

Prereq: SMG MK 323. Required for Marketing concentrators. Provides insight into the motivations, influences, and processes underlying consumption behavior. Considers relevant behavioral science theories/frameworks and their usefulness in formulating and evaluating marketing strategies (i.e., segmentation, positioning, product development, pricing, communications). 4 cr.

SMG MK 447 Marketing Research

Prereq: SMG MK 323. Required for Marketing concentrators. Introduces tools and techniques of marketing research as an aid to marketing decision making. Definition of research problems, selection of research methodologies, design of research projects, interpretation of research results, and translation of research results into action. 4 cr.

SMG MK 449 Business Marketing

Prereq: SMG MK 323. Explores in depth the unique aspects of marketing to business and institutional customers in an increasingly complex, competitive, and global marketplace. The course exposes students to a wide range of industrial products and services, and the technology, demand, competition, and requirements for success that characterize each of them. Topics include marketing strategy, organizational buyer behavior, business market segmentation, market development, product development, B-to-B e-commerce, pricing, marketing channels, and business marketing communications in the context of the U.S. as well as global markets. The course is taught through lectures, case discussions, and presentations and is designed to develop the analytical, decision-making, and communication skills of the students. 4 cr.

SMG MK 463 Customer Service Management

Prereq: SMG MK 323. Covers topics relating to customer service management and focuses on the role of marketing in managing services. Also covered throughout the course are human resource, information management, operational, and financial overlaps with marketing. The focus of the course is on services, though there will be discussion of how services support products as well. Course includes an applied service marketing team project for a real organization (for an organization which has requested a student team to address its customer service issues). The final deliverable for this project is a team consulting project for the organization and a final consulting report presentation to the class and the organization’s representative(s). 4 cr.

SMG MK 465 Retailing Management

Prereq: SMG MK 323. The management of large and small retail institutions. Topics include buying, merchandising, pricing, promotion, inventory management, customer service, control, and location selection. 4 cr.

SMG MK 466 Personal Selling and Sales Force Management

Prereq: SMG MK 323. This course is an introduction to personal selling and sales force management. It is divided into two parts. The first introduces students to good selling strategy, tactics, techniques, and skills. Topics addressed include leads generation and management; preparing and making sales presentations and sales calls; handling objections; networking; building relationships; closing deals; and ethics. The second part focuses on issues related to managing a salesperson or a group of salespeople: sales force sizing; recruitment, selection, and training; designing compensation and reward schemes; establishing sales objectives/quotas; and supervising, mentoring, coaching, and motivating salespeople. The course employs a combination of cases, lectures, role plays, videos, and classroom exercises. 4 cr.

SMG MK 467 International Marketing Management

Prereq: SMG MK 323 (also offered in London in the spring semester). Develops a critical appreciation of both the opportunities and challenges associated with the increasing globalization of markets. Students will learn about the key environmental forces shaping the needs and preferences of the global consumer and the impact of foreign, political, and economic factors on the marketing mix. 4 cr.

SMG MK 468 Advanced Marketing Strategy

Prereq: SMG MK 323. Provides the insight and skills necessary to formulate and implement sound marketing strategies. The process of strategy formulation is divided into three stages: strategic analysis, strategic decision making, and implementation of strategies. Specific topics include strategic planning, customer decision making, life cycle, segmentation, product positioning, market response, competitive behavior, new product development, product line management, and the marketing plan. Includes both lecture and case analysis. 4 cr.

SMG MK 469 Advertising and Communication Strategy

Prereq: SMG MK 323. Marketing communication strategy has moved beyond advertising to include promotions, direct marketing, public relations, the Internet, and more. This course focuses on developing a marketing communication strategy that integrates these tools for more efficient and effective communication. Topics include the establishment of objectives based on a situation analysis, developing subsequent messages, creative and media strategies, budgeting, effectiveness testing, and client/agency relationships. 4 cr.

SMG MK 486 Internet Marketing

Prereq: SMG MK 323. This course is an in-depth look at e-commerce from a marketing perspective. Topics include an investigation of current e-business models, website analysis, customer acquisition and retention strategies, and consumer behavior on the Internet. Students explore e-commerce marketing through lectures, class discussion, guest speakers, text readings, cases, and interactive exercises. 4 cr.

SMG MK 487 Brand Management

Prereq: SMG MK 323. This is a course about the art and science of branding and the ways that companies can create, capture, and sustain shareholder value through brands. Through a mixture of theory and real-world cases, the course examines brands from the perspectives of the cultures and consumers who help create them as well as the companies who steward and manage them over time. Basic branding disciplines including positioning and repositioning, brand equity measurement, brand leverage, integrated brand communications, internal branding, and brand architecture are considered, as are emergent “hot topics” in branding, such as brand community, branded entertainment, and brand design. 4 cr.

SMG MK 498 Directed Study: Marketing

Prereq: consent of instructor. 2 or 4 cr.

Operations & Technology Management


SMG OM 323 Operations & Technology Management

Prereq: SMG AC 222, SMG OB 221, and SMG SM 222. Junior requirement—component of SMG SM 323 The Cross-Functional Core. Focuses on the elements of operations & technology management that are of particular importance in the context of new product development. These include: product and process design, process analysis, supply chain configuration, inventory management, and capacity and production planning. A semester-long business plan explores the interactions between operations management and marketing, information systems, and finance decisions. 4 cr.

SMG OM 440 Operations Strategy

Prereq: SMG OM 323. The course explores the ability of a manufacturing or service organization’s operations to satisfy its strategic requirements and provide a competitive edge. Topics include capacity strategy, vertical integration and outsourcing, designing and managing operating networks, facilities location and design, use of information technology for operations, new product and process development, project management and achieving operations improvement. The course combines readings, case discussions, and observational exercises and deals with a wide variety of organization types, competitive situations, and industries. A project is required. 4 cr.

SMG OM 441 Operations Analysis

Prereq: SMG OM 323. This course presents tools and modeling frameworks that are relevant to solving today’s supply chain problems. The class will be a mixture of case discussions, lectures, games, and outside speakers. Case discussions will cover subjects including designing new-product supply chains, optimizing inventory levels, quick response, and capacity management. Lectures will provide the theoretical foundation for the course; the major subjects will be inventory theory and forecasting. Although the course is not overly focused on mathematics, enough detail will be provided so that students can apply the material in practice. Games including the distribution game, the OPT game, and the Beer Game will reinforce the concepts in a constructive way. Finally, outside speakers will present real-world examples of how supply chain models are being developed in practice. This course has been designed for students who will be working in consulting or supply chain management after graduation. For students majoring in areas like finance or marketing, it provides a solid exposure to an area that is integral to any product-focused company. 4 cr.

SMG OM 443 Supply Chain Modeling Practicum

Prereq: SMG OM 323 and senior standing. This class will provide hands-on exposure to modeling a real-world multi-echelon supply chain problem. Students will work in teams and be assigned to solve a supply chain problem presented by a local company. Companies include Boston Scientific, Gillette, and Seven Cycles. The projects will focus on determining the optimal solution as well as near-optimal solutions that can be more easily implemented in practice. 4 cr.

SMG OM 447 Operations Management in Service Sector

Prereq: SMG OM 323. Introduces students to the special challenges of managing service organizations. Structured around the service quality gap model, the course demonstrates that a service manager must combine operations, marketing, and human resource skills into an integrated “service system general manager” approach. The course incorporates the following topics: service strategy, service system design, service quality, multisite services, and technology in service. 4 cr.

SMG OM 456 Technology and Management

Prereq: SMG OM 323. Focuses on the processes of technological innovation and its benefits, costs, and risks for organizations. Topics include disruptive and sustaining innovation, new product and process introduction, technology strategy, and assessment frameworks. 4 cr.

SMG OM 465 Improving Quality: Six Sigma Certification

Prereq: SMG OM 323. Six Sigma quality programs help companies deliver near-perfect products and services. It has not only changed the quality “DNA” of leading companies around the world, but also emerged as a key factor in promotions and salaries. People trained as Six Sigma experts are highly sought after on the job market. This course will make students proficient in Six Sigma, including in its underlying philosophies, tools (for example, statistical process control), and implementation. Students will also complete a real Six Sigma quality improvement project with an organization in or around BU—after which they will be certified as a “Green Belt” in quality management. This course is also designed to prepare students so that when they complete one or more quality improvement project in a post-BU career, they will be ready to test for a “Black Belt.” 4 cr.

SMG OM 467 Global Supply Management

Prereq: SMG OM 323. Required for Operations & Technology Management concentrators. Aims to develop an understanding of the nature of international problems associated with the supply, distribution, and sourcing of products. Issues such as the operational support of market development in foreign countries, international sourcing, country analysis, and the management of supply and distribution activities are covered. A team project is required. 4 cr.

SMG OM 498 Directed Study in Operations and Technology Management

Directed study requires consent of the instructor. 2 or 4 cr.

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Organizational Behavior

SMG OB 221 The Dynamics of Leading Organizations

Prereq: SMG SM 121/122 or SMG SM 299, sophomore standing. Sophomore requirement. SMG students must take concurrently with SMG SM 411. Studies human behavior in organizational settings. Theory and findings from the behavioral sciences are used to analyze case examples from organizations and the student’s fieldwork in organizations. Topics include leadership, motivation, groups, and influence. 4 cr.

SMG OB 441 Human Resource Management

Prereq: SMG OB 221. This course introduces students to the field of human resource management (HRM). The course emphasizes the strategic importance of effective human resource management to the success of any organization. Specific topics covered include: job design and workforce planning, recruiting and selection, training and development, performance management and rewards, employee and labor relations, and retention. Particular attention is paid to the ways in which organizations’ strategies and practices around these issues contribute to the strategic objectives of the organization. A number of individual and group projects will provide students with an opportunity to develop skills in making decisions from both the human resource manager’s and the general manager’s perspectives. 4 cr.

SMG OB 442 Effective Group Dynamics

Prereq: SMG OB 221, junior or senior standing. Provides an opportunity for students to develop an in-depth understanding of effective group dynamics and their own behavior in groups. Students have the opportunity to enhance communication skills, develop the ability to give and receive feedback, and gain skills in leadership and conflict management. 4 cr.

SMG OB 444 International Management

Prereq: SMG OB 221. Examines the many dimensions of managing people in the global organization. Topics include understanding and valuing cultural differences as well as career management in global organizations. 4 cr.

SMG OB 445 Managing the Family Firm

Prereq: SMG OB 221. Explores the unique challenges and opportunities involved in managing a family-owned firm. Topics include the decision to join the family firm, establishing credibility, stages of family business growth, and organizational development and succession. 4 cr.

SMG OB 448 Negotiations

Prereq: SMG OB 221. Focuses on the problems and possibilities of effective negotiations, conflict management, and power and influence at work and in other settings. Emphasizes developing intellectual knowledge of approaches to negotiation, conflict and organizational influences along with practical skills in applying that knowledge to various situations. 4 cr.

SMG OB 460 The Leadership Challenge

Prereq: SMG OB 221, preference given to seniors. Required for Organizational Behavior concentrators. Explores the nature of leadership in theory and practice. Emphasizes the perspective that leaders are needed at all levels in organizations. In addition to studying leaders, this course uses self-assessment as an initial step in creating a plan for personal leadership development. 4 cr.

SMG OB 498 Directed Study: Organizational Behavior

Prereq: consent of instructor. 2 or 4 cr.

Quantitative Methods


SMG QM 450 Modeling in Excel

Prereq: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323. There are two main goals for the course: (1) to improve students’ ability to think logically about and to structure complex managerial problems and (2) to improve students’ ability to develop Excel-based spreadsheet models that can be used to significantly improve managerial decision making. The course will be taught almost entirely by example, using problems from the main functional areas of business—finance, operations, and marketing. Students will learn about the two main types of modeling approaches: optimization models, i.e., models that can help find the “best” solution; and simulation models, i.e., models that allow explicit consideration of risk trade-offs associated with alternatives. 4 cr.

SMG SM 221 Probabilistic and Statistical Decision Making for Management

Prereq: CAS MA 121 or CAS MA 123 previous or concurrent; SMG SM 121/122 or SMG SM 299, and sophomore standing. Sophomore requirement. Exposes students to the fundamentals of probability, decision analysis, and statistics, and their application to business. Topics include probability, decision analysis, distributions, sampling, estimation, hypothesis testing, and chi-square. Please note: Students may not receive credit for both SMG SM 221and CAS EC 305. 6 cr.

SMG SM 222 Modeling Business Decisions and Market Outcomes

Prereq: CAS EC 101, SMG SM 221, and sophomore standing. Sophomore requirement. Examines the use of economic and statistical tools for making business decisions. Topics include optimization (including linear programing), multiple regression, demand modeling, cost modeling, industry analysis (including models of perfect competition, monopoly, and oligopoly), and game theory. The course emphasizes modeling with spreadsheets. (There is also an Honors Program section for this course offered each spring, numbered SMG SM 224). 6 cr.

SMG MS 498 Directed Study: Quantitative Methods

Prereq: consent of instructor. 2 or 4 cr.

Strategy & Innovation


SMG SI 422 Strategy and Policy

Prereq: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323, senior standing. Senior requirement. This course provides students with a powerful set of tools which will prepare them to analyze, formulate, and implement business unit and corporate-level strategy with the aim of attaining sustainable competitive advantage. SI 422 adopts the perspective of the general manager, challenging student knowledge in each functional area in the effort to create integrative strategies that serve the needs of shareholders as well as other stakeholders inside and outside the company. The course includes conceptual readings, which elucidate the fundamental concepts and frameworks of strategic management, as well as case analyses, which enable students to apply their knowledge to real-world situations and managerial decisions. The class culminates with a final project that requires student teams to perform a complete strategic analysis on a public company, considering its industry environment and dynamics and its strategic positioning and internal resources, and proposing a course of action for the firm to respond to its strategic challenges. Formerly SMG MG 422. 4 cr.

SMG SI 429 The European Business Environment: Institutions/Enterprise

Prereq: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323. Offered only in London. This course aims to present an understanding of Europe’s changing political, economic, legal, and labor environments. It will raise key questions and present the issues currently facing European businesses and those wishing to do business in the European “single market.” The course will also account for and evaluate some of the strategic and operational responses to Europe’s evolving environment, including the Euro, the development of a European central bank (ECB) and bank for reconstruction and development (EBRD), other institutions, a prototype “Constitution,” and the expansion of the membership of the EU to the east and south. Case studies and site visits will serve to highlight both similar and different cultural norms and economic orientations between Europe and the United States. Formerly SMG MG 429. 4 cr.

SMG SI 435 Entertainment Management

Prereq: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323. Offered only in Los Angeles. Entertainment Management surveys the application of management concepts and principles to the film, television, video, new media, and music industry. This course examines administration and finance, development, production, and distribution and introduces students to the organizations and people (such as studios, independent production companies, talent managers and agents) who manage, invest, and eventually profit in this creative industry. Much of the class time is spent in discussion of current entertainment industry trends. Students gain the skills to achieve their own entertainment goals. Formerly SMG MG 435. 4 cr.

SMG SI 444 Entrepreneurship

Prereq: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323, senior standing. Required for Entrepreneurship concentrators. Addresses the specifics of planning a business start-up or expanding and altering an existing small business, including the feasibility of ideas, market definition, management, and operations and financing requirements. This is a hands-on, experiential learning course requiring integration of previous coursework into a coherent, realistic business plan. Helps students assess and develop their own particular idea and to consider the appropriateness for them of entrepreneurship as a career choice. Formerly SMG MG 444. 4 cr.

SMG SI 445 Small Business Management

Prereq: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323. Required for Entrepreneurship concentrators. Designed to help students understand the intricacies of running a small company. The course addresses the major problem areas in smaller companies, including valuation, negotiation, deal structure, personnel and compensation, marketing, and financing. Exposes students to a wide range of business activities, emphasizing significant differences between large and small enterprises. Formerly SMG MG 445. 4 cr.

SMG SI 455 Leadership and Management of Nonprofit Organizations

Prereq: SMG AC 222 and SMG OB 221. This course will introduce students to the structure, scope, and scale of the nonprofit sector in the U.S. and the interrelationship of the nonprofit, business, and government sectors. Students will investigate the major nonprofit subsectors such as health, education, arts, environment, religious institutions, international nongovernmental organizations, social services, and philanthropic organizations (such as foundations). Following this overview we will narrow our focus to the specific application of management topics in the sector including effective board governance, executive leadership, human resource management (including the management of volunteers), operations, resource development (fundraising), marketing, and nonprofit financial management. Class format combines lectures, case studies, student projects, guest speakers from the field, and discussion. Formerly SMG MG 455. 4 cr.

SMG SI 468 Entrepreneurship in High-Technology Environments

Prereq: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323. This class builds upon the core course in strategic management by considering the special strategic implications of competing in high-technology environments. The course examines winner-take-all industries in which firms compete fiercely to have their product chosen as the dominant standard, and industries where success is determined not only by a product’s features and price, but also by the availability of complementary products and well-chosen alliances. Formerly SMG MG 468. 4 cr.

SMG SI 469 Real Estate Development

Prereq: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323. Real estate development is a process rather than a product.  Too often, assumptions about occupancy, market absorption, rental income growth, valuation and competition are based on guesswork and interest in specific product types. The course will review the underlying demographic market data that drives demand; utilizing data such as population and job growth, market and marketability analysis. The focus will then shift to site selection and feasibility analysis, the available methods of gaining site control, and the process of assembling the professional team. We then move to the regulatory control process, along with budgeting and contract award and review of the construction control processes. The course is introductory in nature and assumes students have little or no knowledge about the development process. Formerly SMG MG 469. 4 cr.

SMG SI 471 International Entrepreneurship

Prereq: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323. This course is designed for students who may at some point be interested in pursuing managerial careers in the international entrepreneurial sector, and covers the development of skills to identify, evaluate, start, and manage ventures that are international in scope. Over the course of the semester, the class will “travel” to more than 15 countries on 5 continents, and analyze operations at each stage of the entrepreneurial process. The course will cover market entry, forming alliances, negotiations, managing growth, and cross-border financing. Support from local governments and the cultural, ethical, legal, and human resource issues facing the entrepreneur will also be touched upon. Formerly SMG MG 471. 4 cr.

SMG SI 498 Directed Study: Strategy and Innovation

Prereq: consent of instructor. 2 or 4 cr.

SMG SM 121, 122 Management as a System

Required of all SMG freshmen. Introduces students to management through a cross-disciplinary curriculum, emphasizing the interdependencies within organizational systems. Includes twice-weekly lectures that provide background information and theory and twice-weekly discussion sections that offer a close examination of assigned material in small classroom environments and invite students to participate actively in the learning process. Required computer and professional skills laboratories provide students with essential computer, communication, and analytical skills. 6 cr, each semester.

SMG SM 299 Management as a System (Intensive)

Required of all students who did not enter as September freshmen and complete SMG SM 121/122. Prepares transfer students, from both inside and outside the Boston University community, for downstream coursework with the same level of skills and experience as those who matriculated at SMG from the beginning. Focuses on managerial functions and the relationships between those functions. The integration of perspectives is necessary to ensure that the individual student understands the complexity, challenge, and excitement of modern management in the global organization. Emphasis is placed on analytical skills, written analysis, oral presentation, teamwork, and learning. 6 cr.

Career Planning


SMG SM 411 Charting Your Career Path

Must be taken concurrently with SMG OB 221. The course equips students with tools to become self-aware and market-ready when joining the work force, with a focus on r é sum é and cover letter development, research techniques, networking tips, and interviewing skills. 0.5 cr.

Internship


SMG SM 395/396 Management Internship

Prereq: consent of instructor and supervisor, approval of Undergraduate Program Office. Designed to accommodate students interning with an organization that requires they receive credit for the internship experience. 0.5 cr.

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Faculty

Full-Time Faculty

Jack W. Aber Chair, Department of Finance; Professor of Finance. BS, Pennsylvania State University; MBA, Columbia University; DBA, Harvard University

Ana M. Albuquerque Assistant Professor of Accounting. Licenciatura, Universidade Católica Portuguesa (Portugal); MBA, MS, PhD, University of Rochester

Rui A. P. Albuquerque Associate Professor of Finance. Licenciatura, Universidade Católica Portuguesa (Portugal); MS, PhD, University of Rochester

Mark Allan Faculty Director, Health Sector Management Program; Lecturer of Business Policy & Law. BA, Columbia University; MSW, University of North Carolina at Chapel Hill; MBA, Boston University

Jeffrey W. Allen Assistant Professor of Management Information Systems. BBA, University of Georgia; MBA, MS, PhD, Georgia State University

Peter Arnold Faculty Director, PEMBA Program; Associate Professor of Operations & Technology Management. BS, Northeastern University; MBA, PhD, Indiana University

Lloyd S. Baird Faculty Director, DBA Program; Chair, Department of Organizational Behavior; Faculty Director, Leadership Institute; Professor of Organizational Behavior. BS, Utah State University; MBA, PhD, Michigan State University

Jeffrey F. Beatty Associate Professor of Business Law. AB, Sarah Lawrence College; JD, Boston University

C. B. Bhattacharya Everett W. Lord Distinguished Faculty Scholar, Associate Professor of Marketing. BA, St. Stephen’s College (India); MBA, Indian Institute of Management (India); PhD, University of Pennsylvania

Barbara Bickart Associate Professor of Marketing. BA, Wittenberg University; MS, University of Cincinnati; PhD, University of Illinois at Urbana

Zvi Bodie Norman and Adele Barron Professor in Management. BA, Brooklyn College; MA, Hebrew University (Israel); PhD, Massachusetts Institute of Technology

Frédéric Brunel Associate Professor of Marketing. BS, École Supèrieure des Sciences Commerciales d’Angers (France); MBA, Illinois State University; PhD, University of Washington

Paul R. Carlile Associate Professor of Management Information Systems. BA, MA, Brigham Young University; PhD, University of Michigan

Theodore Chadwick Senior Lecturer of Finance. BA, Harvard University; MBA, Boston University

John Chalykoff Associate Dean; Chair, Department of Management Information Systems; Faculty Director, MSMBA Program; Professor of Management Information Systems. BA, Boston College; MBA, University of Western Ontario (Canada); PhD, Massachusetts Institute of Technology

Sucharita Chandran Peter Paul Career Development Professor; Assistant Professor of Marketing. BA, University of Madras (India); MBA, Jamnalal Bajaj Institute of Management Studies (India); PhD, New York University

Kabrina K. Chang Assistant Professor of Business Law. BA, Boston University; JD, New England School of Law

Roberta N. Clarke Associate Professor of Marketing. BS, Tufts University; MBA, DBA, Harvard University

Iain Cockburn Professor of Finance; Professor of Strategy & Innovation. BSC, University of London (United Kingdom); AM, PhD, Harvard University

Alan Cohen Professor of Health Care Management. BA, University of Rochester; MS, ScD, Harvard University

Marcia Millon Cornett Visiting Professor of Finance and Economics. BA, Knox College; MBA, PhD, Indiana University, Bloomington

Kathleen Curley Coordinator of Education Programs, Institue for Global Work; Research Professor of Management Information Systems. AB, Smith College; MBA, DBA, Harvard University

Stephen M. Davidson Professor of Health Care Management and Business Policy & Law. BA, Swarthmore College; MSW, University of Maryland; PhD, University of Chicago

Sandra Deacon Carr Senior Lecturer of Organizational Behavior; Director, Center for Team Learning. BA, Amherst College; EdM, Boston University; PhD, Northeastern University

Chrysanthos Dellarocas Associate Professor of Management Information Systems. DEE, National Technical University of Athens (Greece); PhD, MSEE, MSCS, Massachusetts Institute of Technology

Jérôme Detemple Everett W. Lord Distinguished Faculty Scholar; Professor of Finance. MA, École Supérieure des Sciences Économiques et Commerciales (France); DEA, Université Paris-Dauphine (France); MA, PhD, University of Pennsylvania

J. Robb Dixon Associate Professor of Operations & Technology Management. BA, Wesleyan University; MBA, PhD, University of Virginia

Patricia Doherty Lecturer of Accounting. BA, Duquesne University; MS, Bentley College

Fred K. Foulkes Faculty Director, Human Resources Policy Institute; Professor of Organizational Behavior. AB, Princeton University; MBA, DBA, Harvard University

Susan Fournier Associate Professor of Marketing. BSBA, University of Massachusetts, Amherst; MS, Pennsylvania State University; PhD, University of Florida

James Freedman Assistant Professor of Management Information Systems. BS, Northeastern University; DBA, Boston University

Jeffrey L. Furman Assistant Professor of Strategy & Innovation. BA, BS, University of Pennsylvania; PhD, Massachusetts Institute of Technology

Karen Golden-Biddle Everett W. Lord Distinguished Faculty Scholar; Professor of Organizational Behavior. BA, Denison University; MBA, PhD, Case Western Reserve University

Kathryn Griner Senior Lecturer of Finance. BA, Wellesley College; MBA, Harvard University

David Griswold Senior Lecturer of Finance. MA, Bowling Green State University; MBA, University of Cincinnati; DBA, Boston University

Stine Grodal Assistant Professor of Strategy & Innovation. BA, MA, University of Copenhagen; PhD, Stanford University

Moshe Hagigi Professor of Accounting. BA, MBA, Hebrew University (Israel); PhD, New York University

Douglas T. Hall Faculty Director, Executive Development Roundtable; Faculty Director, MBA Programs; Morton H. and Charlotte Friedman Professor in Management. BS, Yale University; SM, PhD, Massachusetts Institute of Technology

Kenneth J. Hatten Professor of Business Policy & Law. BE, MEngSc, MBA, University of New South Wales (Australia); PhD, Purdue University

Emily Heaphy Assistant Professor of Organizational Behavior. BA, Wellesley College; PhD, University of Michigan

Janelle Heineke Chair, Department of Operations & Technology Management; Professor of Operations and Technology Management. BSN, Marquette University; MSN, Boston College; MBA, Babson College; DBA, Boston University

John C. Henderson Faculty Director, Boston University Institute for Leadership in a Dynamic Economy; Richard C. Shipley Professor in Management. BS, MS, PhD, University of Texas

Jonathan D. Hibbard Faculty Director, Undergraduate Program; Assistant Professor of Marketing. BS, Boston University; MBA, PhD, Northwestern University

Wenli Huang Assistant Professor of Accounting. BA, Peking University (People’s Republic of China); MA, University of Kansas; PhD, University of California at Berkeley

Robert James Lecturer in Finance and Economics. BS, Northeastern University; MSF, Boston College

Nitin Joglekar Associate Professor of Operations & Technology Management. BT, Indian University of Technology (India); ME, Memorial University (Canada); MS, PhD, Massachusetts Institute of Technology

Shulamit Kahn Faculty Director, Honors Program; Associate Professor of Economics. BA, Barnard College; PhD, Massachusetts Institute of Technology

William A. Kahn Professor of Organizational Behavior. BA, Clark University; PhD, Yale University

Samina Z. Karim Assistant Professor of Strategy & Innovation. BS, Cornell University; EdM, Harvard University; MAE, PhD, University of Michigan

Patrick Kaufmann Chair, Department of Marketing; Professor of Marketing. BA, Georgetown University; JD, Boston College; MBA, University of Pennsylvania; PhD, Northwestern University

Mark Kean Senior Lecturer of Marketing. BA, Tufts University; MBA, Boston University

Jay Kim Associate Professor of Operations & Technology Management. BA, Seoul National University (Korea); MBA, Bowling Green State University; PhD, Ohio State University

Alison Kirby Jones Associate Professor of Accounting. BA, Victoria University of Wellington (New Zealand); PhD, Stanford University

Yrjö Koskinen Assistant Professor of Finance. MSc, University of Helsinki (Finland); PhD, INSEAD (France)

Kathy E. Kram Shipley Professor in Management. BS, MS Massachusetts Institute of Technology; PhD, Yale University

Wing Tat Lee Family Professor in Management. BS, Imperial College (United Kingdom); MS, Harvard University; PhD, Massachusetts Institute of Technology

George Labovitz Professor of Organizational Behavior. BA, Boston University; MBA, Boston College; PhD, Ohio State University

Louis E. Lataif Allen Questrom Professor and Dean, School of Management. BS, Boston University; MBA, Harvard University

Michael E. Lawson Senior Associate Dean; Professor of Economics. BA, MA, California State University, Long Beach; PhD, University of Iowa

Lihui Lin Assistant Professor of Management Information Systems. BE, ME, Tsinghua University (People’s Republic of China); MS, PhD, University of Texas at Austin

Evegeny Lyandres Assistant Professor of Finance & Economics. BA, Ben Gurion University (Israel); MS, Tel Aviv University (Israel); MS, PhD, University of Rochester

Andrew Lyasoff Director, Graduate Program in Mathematical Finance; Associate Professor of Finance & Mathematics. BS, MS, PhD, University of Sofia (Bulgaria)

Megan J. MacGarvie Assistant Professor of Finance. BA, McGill University (Canada); MA, University of Toronto (Canada); PhD, University of California at Berkeley

Robert Marquez Associate Professor of Finance & Economics. AB, University of California, Berkeley; PhD, Massachusetts Institute of Technology

John F. McCarthy Associate Professor of Organizational Behavior. BA, University of Massachusetts at Amherst; MBA, Babson College; DBA, Boston University

Kristen McCormack Faculty Director, Public & Non-Profit Program; Executive-in-Residence/Lecturer of Organizational Behavior. BA, University of Massachusetts; MBA, Boston University

Paul McManus Lecturer/Executive-in-Residence of Strategy & Innovation. BS, Wentworth Institute of Technology; MBA, Boston University

Melvyn Menezes Associate Professor of Marketing. BS, Indian Institute of Technology (India); MBA, Indian Institute of Management (India); PhD, University of California at Los Angeles

Krishnagopal Menon Professor of Accounting. BCom, Bangalore University (India); MBA, Indian Institute of Management (India); PhD, Pennsylvania State University

Allen J. Michel Professor of Finance. BS, Carnegie-Mellon University; MA, Yale University; PhD, Cornell University

Paul E. Morrison Assistant Professor of Operations & Technology Management. AB, MBA, DBA, Harvard University

W. Keith Munsell Master Lecturer of Strategy & Innovation. BSCE, Rutgers University; MBA, Boston University

John Neale Assistant Professor of Operations & Technology Management. BS, Stanford University; MSE, PhD, University of Michigan

Siobhan O’Mahony Associate Professor of Strategy & Innovation. BS, MPA, Cornell University; PhD, Stanford University

Jacob Oded Assistant Professor of Finance. BSc, Israel Institute of Technology (Israel); MBA, Tel Aviv University (Israel); MS, PhD, Carnegie Mellon University

Keith Osher Lecturer of Finance. BS, University of Illinois; MBA, University of Chicago

Seema Pai Assistant Professor of Marketing. BC, R. A. Podar College of Commerce and Economics (India); PGDM, Indian Institute of Management (India); PhD, University of Southern California

Berardino Palazzo Assistant Professor of Finance & Economics. BA, MA, Bocconi University (Italy); PhD, New York University

George Papadakis Assistant Professor of Accounting. BS, Pennsylvania State University; PhD, Massachusetts Institute of Technology

Delvon Parker Assistant Professor of Operations & Technology Management. BS, MS, PhD, Michigan State University

Erol Peköz Associate Professor of Operations & Technology Management. BS, Cornell University; MS, PhD, University of California at Berkeley

James E. Post John Smith Professor in Management; Professor of Business Policy & Law. BS, St. Bonaventure University; MBA, PhD, State University of New York at Buffalo; JD, Villanova University

David Randall Lecturer of Business Law. BA, Boston University; JD, Northeastern University

James Rebitzer Professor of Management, Economics & Public Policy; Chair, Business Policy & Law Department. BS, University of Illinois at Urbana; PhD, University of Massachusetts at Amherst

Z. Justin Ren Associate Professor of Operations & Technology Management. BA, Nanjing Agricultural University (People’s Republic of China); MA, University of Wisconsin; MS, PhD, University of Pennsylvania

Joseph D. Restuccia Professor of Health Care Management and Operations & Technology Management. BA, Tufts University; MPH, DPH, University of California at Berkeley

Marcel Rindisbacher Associate Professor of Finance & Economics. BA, Universitat Bern (Switzerland); MSc, London School of Economics (United Kingdom); PhD, Universit é de Montreal (Canada)

Mark Roberts Lecturer of Finance and Economics/Executive-in-Residence. BA, Brown University; MSEd, Wheelock College; MBA, Boston University

Jonathan Rosen Executive Director, Institute for Technology Entrepreneurship & Commercialization; Lecturer of Strategy & Innovation. BSE, MS, University of Michigan; MBA, Columbia University; PhD, Case Western University

Stephen R. Rosenthal Faculty Director, Center for Enterprise Leadership; Professor of Operations & Technology Management. BS, Brown University; MS, Massachusetts Institute of Technology; PhD, University of California at Berkeley

Peter Russo Senior Lecturer of Strategy & Innovation/Executive-in-Residence. BS, Montclair State College; MBA, Harvard University

Michael A. Salinger Everett W. Lord Distinguished Faculty Scholar; Professor of Economics. BA, Yale University; PhD, Massachusetts Institute of Technology

Susan S. Samuelson Faculty Director, Executive MBA Program; Professor of Business Law. AB, JD, Harvard University

William F. Samuelson Professor of Economics. AB, PhD, Harvard University

Donald Santini Senior Lecturer of Finance. BS, MBA, Northeastern University; DBA, Boston University

Israel M. Shaked Professor of Finance. BA, MBA, Hebrew University (Israel); DBA, Harvard University

Michael Shwartz Richard D. Cohen Professor in Management. BA, Johns Hopkins University; MBA, University of California at Berkeley; PhD, University of Michigan

Timothy Simcoe Assistant Professor of Strategy & Innovation. BA, Harvard University. MA, PhD, University of California at Berkeley

Nishi Sinha Assistant Professor of Accounting. BA, MBA, Delhi University (India); MS, PhD, Purdue University

Kumar Sivakumar Chair, Department of Accounting; Associate Professor of Accounting. Bcom, Madras University (India); MBA, Macc, PhD, Rice University

Donald J. Smith Associate Professor of Finance. BA, San Jose State College; MBA, PhD, University of California at Berkeley

Michael J. Smith Associate Professor of Accounting. BS, University of Pennsylvania; PhD, Stanford University

Scott Stewart Faculty Director, MSIM Program; Research Associate Professor and Executive-in-Residence of Finance. BS, St. Lawrence University; MBA, PhD, Cornell University

Fernando Suarez Chair, Department of Strategy & Innovation; Associate Professor of Strategy & Innovation. BS, IC Universidad de Chile (Chile); MRP, PhD, Massachusetts Institute of Technology

John L. Teopaco Lecturer of Marketing. BSB, MBA, University of Minnesota; DBA, Harvard University

Remi Trudel Assistant Professor of Marketing. BGS, MBA, Simon Fraser University (Canada); PhD, University of Western Ontario (Canada)

Deborah Utter Senior Lecturer of Marketing. BA, Skidmore College; MBA, University of Chicago

Sushil Vachani Professor of Strategy & Innovation. Bachelor of Technology, Indian Institute of Technology (India); PGDM, Indian Institute of Management (India); DBA, Harvard University

Marshall Van Alstyne Associate Professor of Management Information Systems. BA, Yale University; MS, PhD, Massachusetts Institute of Technology

N. Venkatraman David J. McGrath, Jr. Professor in Management. BS, MBA, Indian Institute of Technology (India); PhD, University of Pittsburgh

Yanbo Wang Assistant Professor of Strategy & Innovation. BL, Peking University (People’s Republic of China); MA, University of Arizona; PhD, Massachusetts Institute of Technology

Stephanie W. Watts Assistant Professor of Management Information Systems. BA, Brown University; MS, DBA, Boston University

David Weil Everett W. Lord Distinguished Faculty Scholar; Professor of Economics. BS, Cornell University; PhD, Harvard University

Sean Willems Associate Professor of Operations & Technology Management. BS, University of Pennsylvania; MS, PhD, Massachusetts Institute of Technology

Mark Williams Senior Lecturer of Finance and Economics. BSBA, University of Delaware; MBA, Boston University

Raymond Wilson Lecturer of Accounting/Executive-in-Residence. BS, Merrimack College; MBA, Bentley College

Eng Wu Assistant Professor of Accounting. BS, University of Hertfordshire (United Kingdom); MBA, DBA, Boston University

George Wyner Assistant Professor of Management Information Systems; AB, Harvard University; PhD, Massachusetts Institute of Technology

Aimin Yan Faculty Director, International Management Programs; Professor of Organizational Behavior. BS, MBA, Shanghai Institute of Mechanical Engineering (People’s Republic of China); PhD, Pennsylvania State University

Bin Zhu Assistant Professor of Management Information Systems. BS, Beijing University (People’s Republic of China); MS, PhD, University of Arizona

Julie Lei Zhu Assistant Professor of Accounting. BA, Fudan University (People’s Republic of China); MS, Temple University; MS, Boston College; PhD, Columbia University

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Published by Trustees of Boston University
One Silber Way
Boston, MA 02215

16 October 2009
Boston University
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