Questrom School of Business-GRAD
Note: Course details for Summer 2019 will be available on December 15. The courses below were offered in Summer 2018 and can serve as a guide to what is typically offered.
Intermediate Accounting 1
QST AC 847
Grad Prereq: QST AC710/711/712. Topics covered: 1) Review of generally accepted accounting principles, especially matching concept and revenue recognition rules. 2) Consideration of balance sheet and income statement classification issues. 3) Accounting and reporting issues related to cash, accounts receivable, inventories, investments, intangibles, and plant assets. This class follows the University's standard Summer Term Schedule. 3 cr.
QST AC 865
Grad Coreq: AC848 (previous or concurrent). 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. This class follows the University's standard Summer Term Schedule. 3 cr.
QST DS 850
This course is designed to accommodate students interning with an organization that requires that they receive credit for the internship experience. 0.5 cr.
QST ES 700
A presenter's delivery skills impact the audience's image of the presenter and the clarity of the message being communicated. A combination of lecture, discussion, and hands-on practice and simulation, this course is designed to help you exercise leadership through verbal communication. 1 cr.
Executive Written Communication
QST ES 701
This course is a combination of lecture, discussion, and hands-on practice. It's designed to help you exercise leadership through writing and understand how strategies of written communication are an essential aspect of effective management, working relationships in the network era, and overall business strategy. 1 cr.
Managing Career Growth
QST ES 707
The MBA is simply a step along the path of a career. It provides the skills and tools necessary to take many steps forward, but you must manage where those steps lead and how. Managing Career Growth will provide you the understanding of how to manage your own career going forward. The class covers: -Career self-assessment (interests, values and skills) -Networking and developmental relationships -Career management/advancement strategies - Developing your career marketing plan and professional portfolio. All with the purpose of providing a foundation to not only manage your next steps but continuously assess, network, market and manage yourself. You are indeed a business of one and you are the one responsible for managing that business. 1 cr.
Economics and Management Decisions
QST FE 730
Grad Prereq: OB712/713/715, (QM711/716/717 recommended). The aim of this course is to present many of the decision problems managers face and to present the economic analysis they need to guide these decisions. In the first half of the course, microeconomic tools are used to structure complicated decision problems about production, pricing, investment, and other strategic issues, and to address uncertainty through probabilistic forecasts and sequential decisions. An additional goal is to distinguish different market structures and apply competitive strategies using game theory. In the second half, the focus shifts to the study of the national and global economic environments within which companies operate. We identify the drivers of fluctuations in GDP, inflation, interest and exchange rates, and other key features of the economies. Since governments play key roles in determining the fate of economies and companies, the final theme is the rationale for and efficacy of government policy tools. 3 cr.
Corporate Financial Management
QST FE 820
Grad Prereq: FE717/721/722. This course provides an in-depth analysis of financial considerations relating to corporate growth. It addresses the setting of financial and corporate goals in terms of maximizing shareholder wealth and relationships among working capital, debt levels, capital costs, dividend policy, growth and the value of the firm. It also considers the requisite financial analysis associated with mergers and acquisitions and bankruptcy. 3 cr.
QST FE 823
Grad Prereq: FE717/721/722. Introduction to the investment management process. Defining investment objectives and constraints. Introduction to Modern Portfolio Theory, CAPM, Fama- French factors, APT, efficient markets, stock, bond and option valuation models. Immunizing interest-rate risk. Active and passive investment strategies, fundamental analysis, trading practices, and performance evaluation. Introduction to the role of futures and options in hedging and speculation. Arbitrage and hedge fund strategies. Understanding the assumptions underlying the different approaches and their limitations. Topics related to current events and the recent financial crisis. 3 cr.
IT Strategies for a Networked Economy
QST IS 711
Grad Prereq: OB712/713/715, AC710/711/712, QM711/716/717. This case-based course demonstrates the role that information technology plays in shaping business strategy and business models. It provides an overview of the key technologies that are important in today's business environment and introduces organization and management concepts relating to the information technology function. The course also illustrates the relationships between organizational performance and the ability to leverage knowledge assets. 3 cr.
QST MG 760
Grad Prereq: AC712, FE717, IS716, MK713, OB715, OM710, PL714, and QM711. Following the second semester of core this integrative experience will challenge students to solve business problems through an interactive simulation. Working within teams, students will leverage their core course content to develop solutions to interdisciplinary problems. This course may require preparatory workshops during the week of May 7. Registered students will be notified of these sessions via email by the Graduate Center by April 1. Reserved for students in the MBA Accelerated Core program. 2 cr.
QST MK 724
Grad Prereq: AC710/711/712 (previous or concurrent). Grad Prereq or Coreq: (AC710/711). Provides a practical understanding of how business strategies and tactics are driven by marketing's dual focus on customers and competition. Students learn how to leverage marketing tools and emerging technologies in the creation (e.g., customer insight, product and service design, branding), delivery (e.g., communication and distribution), and capture (e.g., pricing, customer life time value) of marketplace value. Across business contexts including B2C, B2B, products versus services, global versus domestic markets, small/medium/large organizations, for-profit versus social enterprises, the course builds the fundamental skills involved in analyzing market challenges and opportunities and making decisions for the formulation and implementation of successful and sustainable marketing programs. 3 cr.
Social Media Marketing
QST MK 845
Grad Prereq: MK713/723/724. Social media technologies are continuously transforming the ways consumers interact with each other and firms. These changes constitute a fundamental shift in the marketplace--consumers have greater opportunities to voice their opinions and connect with other consumers as well as increased influence over marketers and brands. In this course, we examine how organizations capitalize on social media and these consumer-to-consumer interactions to support their marketing efforts. Specifically, we examine (a) how social media can be used to listen to consumers and monitor their behavior; (b) how to develop and deliver content that engages consumers; and (c) how to track the effectiveness of these efforts. Finally, we explore how to manage both the internal and external dimensions of social media engagement. We view these issues from a strategic and a practical perspective, rather than a technical or platform perspective. We examine these topics using a hands-on approach, including live cases, personal engagement in social media, and a team project. 3 cr.
QST MK 854
Grad Prereq: MK713/723/724. This is a course about branding, and the ways that brands acquire and sustain value in the marketplace. Cases, readings, in-class discussions, and team/individual assignments are designed to provide: An appreciation of the strategic discipline of branding and its role in creating shareholder value; an understanding of brands as co-creations of consumers, marketers, and cultures, and brand management as a collaborative process of meaning management; a sound foundation in consumer-brand behavior to inform brand decisions; and a capacity to think creatively and precisely about the strategies and tactics involved in building, leveraging, defending, and sustaining strong brands. Select topics may include brand equity, brand (re)positioning, brand relationships, brand loyalty, brand community, open source branding, branded entertainment and other cultural branding strategies, internal branding, brand architecture design and portfolio strategy, brand leverage and extensions, brand metrics, crisis management, and brand stewardship. A team-based brand planning project or series of data-driven applications weaves content throughout the course and, when possible, involves a live client problem. Guest speakers from branding services, consulting, and practice provide insights throughout the course. While this course has obvious relevance for those contemplating brand management careers in product or service markets, it is appropriate for a range of future professionals within for-profit and not-for-profit C2C and B2B worlds, and others who share a simple passion for branding. 3 cr.
Leading High Performance Teams and Project Groups
QST OB 847
This course introduces the challenges of leading and participating in teams and project groups. It emphasizes the role of leadership in composing teams, motivating members, and creating an environment in which teams and their members grow in capacity over time. This course will use cases, experiential exercises, and group projects to help students gain both knowledge of team dynamics and the skills to shape them. 3 cr.
QST OB 853
Grad Prereq: OB712/713/715. This course uses the theory and research on effective negotiating strategies to build students' understanding of, and skills for, managing differences and negotiation situations. The course considers, among other topics, the issues of negotiating across functions, between levels, across national and cultural differences, over race and gender differences, and between organizations. Students examine: 1) problems of influence and self-defense in highly competitive "hardball" negotiations; and 2) the art of using differences for creative problem-solving and "mutual gain" outcomes. The emphasis is on developing practical skills for effective negotiations that can be applied to concrete situations. Students should be prepared to learn from their own experiences and practice in this course. 3 cr.
Creating Value Through Operations and Technology
QST OM 726
Grad Prereq: OB712/713/715, AC710/711/712, QM711/716/717 (Recommended: MK713/723/724, FE717/721/722). This MBA core course is case-oriented and focuses on topics of use to managers in any environment: process analysis, process improvement, supply chain management, and strategic operations decision-making. The course emphasizes the importance of effectiveness and efficiency and evaluates the potential trade-offs between them. 3 cr.
Managing and Improving Quality: Lean Six Sigma Green Belt Certification
QST OM 840
Grad Prereq: OM710/725/726, QM711/716/717. Lean and Six Sigma are powerful improvement methodologies that promote process improvement, cost reduction and significant enhancement of bottom-line profitability. The purpose of this course is to thoroughly examine the concept of quality, to define it in terms that are useful for managers, to survey the ideas of major quality thinkers and theorists, to develop proficiency in the use of quality tools, and to consider the challenges of quality program implementation in real business situations. Throughout the course we will investigate similarities and differences between quality management in manufacturing and service contexts. The course has three major objectives. The first goal is to define quality and explore important philosophies and useful frameworks for managers or consultants. The second goal is to focus on the Lean and Six Sigma tools available for the pursuit of lasting quality improvements. The third is to bring the experiences of Lean Six Sigma practice into the classroom. We'll benefit from the expertise and experience of Lean and Six Sigma professionals who will help us to understand the challenges of Lean and Six Sigma implementations and analyze the lessons they have learned from projects they have undertaken. 3 cr.
QST OM 855
Grad Prereq: OM710/725/726. Projects are increasingly the way that work gets done in companies of all types and sizes. In this course, you will learn the strategic dimensions of project management, including critical aspects of project selection, definition, planning, execution, and monitoring. Concepts and approaches for dealing with complexity, uncertainty, vague mandates, temporary staff, partners, stakeholders, dynamic risk, and time-critical deadlines are emphasized. Cases and readings cover a wide range of industry and organizational contexts. This course requires that students apply these topics and considerations to a real project of their choice either by analysis of publicly available information or direct field study. Many MBAs are tested on the job through tough assignments in project settings. Your performance there is highly visible. Doing especially well can accelerate your subsequent career opportunities. 3 cr.
Introduction to Business Law
QST PL 700
This course surveys contemporary issues in selected areas of law and ethics. We introduce pivotal areas of law, so that students begin to anticipate legal problems, analyze how to avoid them, and realize how legal principles can be employed to add value in their chosen fields. The subjects are torts, contracts, employment law, securities regulation and corporate governance. We expect that this overview of a few disciplines will encourage students to explore other legal topics relevant to their business interests. We also offer an analytic structure that enables students to identify ethical issues in business, analyze options, and make choices consistent with their own values. 2 cr.
Emerging Issues in Business and Law
QST PL 861
Introduces graduate business students to fundamentals of legal analysis by focusing on timely legal problems of particular interest to business. Students develop familiarity with substantive legal principles and leave the course with the ability to recognize legal issues, discuss them intelligently, and understand why the lawyers seem incapable of giving a simple answer. The course uses lectures to provide a common foundation of knowledge. It is primarily discussion based, using a question and answer format to engage students in the process of legal analysis. 3 cr.
Data Analysis for Managerial Decision-Making
QST QM 717
Grad Prereq: OB712/713/715. Grad Prereq: OB712/713. The overall goal of this course is to improve student ability to learn from data, specifically to 1) assess the validity of conclusions that have been drawn from statistical analyses; 2) recognize the extent to which variation characterizes products and processes, and understand the implications of variation on organizational decisions when interpreting data; and 3) portray, summarize and analyze data to support operational and strategic decisions associated with the core business models. Students will increase their understanding of the use of probabilities to reflect uncertainty; how to interpret data in light of uncertainty to assess risk; and how to build and interpret regression models, which can be used to inform core business and organizational decisions. 3 cr.
Topics in Corporate Strategy and Innovation
QST SI 718
Grad Prereq: QST AC712, FE717, IS716, MK713, OB715, OM710, PL714, QM711, and MG760. This course serves as a capstone to the concentrated core for the Professional Evening MBA program. It draws on findings from a number of academic disciplines, especially economics, organization theory, sociology, accounting, and management policy to build a comprehensive understanding of how and why some firms achieve and sustain superior performance. The primary objectives of the course are to: 1) build upon students' foundational understanding of factors that affect organizations' long-run economic performance, 2) refresh students' use of strategy frameworks and analytical tools used for making recommendations to organizations on how they can work towards achieving superior performance, and 3) extend students' knowledge into advanced strategy topics and contemporary issues. The course is designed to develop an integrative view of the firm and its environment, along with appropriate analytical skills. Issues associated with professional ethics and corporate social responsibility are pervasive throughout the curriculum and students are encouraged to incorporate these perspectives in case analysis and classroom discussion. Global strategic management is an important theme of the course: many of the cases are global companies; students will be challenged to extend the conceptual frameworks and apply any lessons learned to an international context. 2 cr.
Competition, Innovation, and Strategy
QST SI 751
Grad Prereq: OB712/713/715, AC710/711/712, MK713/723/724, OM710/725/726. This integrative course is designed to capitalize on your understanding of Finance, Operations Management, Marketing, and other functional issues. The course draws on a number of academic disciplines, especially economics, organization theory, and sociology, to build a fundamental understanding of how and why some firms achieve and sustain superior performance. We also study why some firms persistently generate returns that are lower than average. The course is analytically focused and requires that you evaluate both the external environment and the internal capabilities of organizations. Corporate diversification and global management are important topics that are also featured. 3 cr.
Design and Innovation Strategy
QST SI 839
Grad Prereq: QST SI718/750/751. Examines how managers and leaders can create the conditions for innovation at the individual, team, and organizational levels and how those conditions differ for startup and mature organizations. Managing innovation includes the generation of ideas; the integration of ideas into new product concepts; and the commercialization of ideas. While core strategy courses address the questions of what innovations to pursue and whether and when those innovations will bring value, this course addresses the question of how managers can create organizations to deliver innovations of value. Thus, the course focuses on the practices and processes that managers need to put in place to enable organizations to execute an innovation strategy. In doing so, students evaluate how to balance the challenges of organizing, managing, and leading innovation with the need to produce concrete, routine, and expected outcomes within the organization. To be innovative, any new idea must resolve the innovation paradox introducing enough novelty to appeal to new markets while retaining enough familiarity to tap into existing behaviors. Because design and innovation are frequently inseparable in managing this paradox, students assess how design contributes to innovation in product, process, and business models across industry sectors. The course also considers the role that all sources of innovation play including communities, networks, brokers, and other forms of open innovation. Students are asked to reflect upon innovations that have been critical to their lives, and how these innovations were produced and gained market traction. Final group projects explore how to rescue innovations in trouble with turnaround teams. 3 cr.
Corporate Sustainability Strategy
QST SI 849
Grad Prereq: QST SI718/750/751. This course focuses on embedding sustainability (ESG/CSR) into corporate strategy as an approach for creating long-term shareholder/stakeholder value, where value covers the broad spectrum of economic, environmental and social outcomes. Through readings, lectures, case discussions, in-class exercises, lab session and a team project, this course will: 1) Introduce students to problem framing and environmental scanning techniques as methods for understanding macro-level social, economic, and environmental systems and their implications; 2) Apply a variety of long-range strategic forecasting and analysis methods, techniques, and tools through a scenario planning lab simulation; 3) Develop decision frameworks for corporate strategy development focused on creating/capturing value and managing risk through a sequence of strategic actions over time; and 4) Explore newly emerging paradigms for sustainability-driven innovations in product/service, value chain, and business model development and stakeholder-based, non-market actions. 3 cr.