Juris Doctorate/Master of Business Administration (JD/MBA) Degree Program

COURSE DESCRIPTIONS


For law courses, refer to the Juris Doctor Program

 

 

MBA 101                    Managing Organizations & People                                     4 units

Course Description

Introduces students to concepts, models and frameworks to help them become better acquainted

with the organizations they work for, the teams they work in, the people they work with, and

their own personal development. The course focuses on five main areas of study: developing as a

manager, working well within groups, developing effective organizations, assessing the external

environment in which organizations operate, and initiating change within organizations. Tying

all of these elements together, the course devotes particular attention to the traits, skills and

behaviors that are indicative of good leadership. It also explores how organizations and managers

can be transformed for better alignment with the business demands of the future.

 

MBA 102                    Financial Reporting and Control                                        4 units

Course Description

Introduces accounting and an examination of how it helps in decision-making. Financial

accounting (information needs of stockholders, creditors, and analysts) and managerial

accounting (information needs of managers) are stressed equally. Topics covered include:

income statement and balance sheet format, purposes, and limitations, statement of cash flows,

analysis of financial statements, cost behavior, use of relevant costs in decision-making,

budgeting, and divisional performance measurement. Course includes lectures, exams, and a

group project.

 

MBA 103                    Data Analysis for Managerial Decision Making                4 units

Course Description

Managers deal with a large amount of information in quantitative form. Effective managers must

understand the conditions under which quantitative techniques may be appropriately applied for

decision-making. In this course, students develop skills in using the computer to examine and

report data Focus is on supporting decisions through: deriving meaning from particular data sets,

use of statistical estimation, hypothesis testing, and regression/correlation analysis.

 

MBA 104                    Marketing Management                                                      4 units

Course Description

Builds an in-depth understanding of basic marketing concepts and applies those concepts to a

variety of management situations, including non-profit and public sector settings. The course

provides working knowledge of the tools of marketing (product policy, pricing, distribution,

promotion, consumer behavior), and the ways in which these tools can be usefully employed.

The course also builds practical skills in analyzing marketing problems and opportunities and in

developing marketing programs.

 

 

MBA 105                    Financial Management                                                        4 units

Course Description

This course examines three sets of issues: saving and investing decisions by households,

investment and financing decisions by corporations, role of securities markets and financial

intermediaries in the economy. Decisions today affect the timing and uncertainty of future flows

of income; both timing and risk determine the current value of those future flows. This course

develops the tools required to analyze these decisions and their interaction within the financial

system.

 

MBA 106                    Economics and Management Decisions                              4 units

Course Description

Presents many of the decision problems managers face and 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 strategic subjects, such as production, pricing, and

investment. Some of these decisions take place in uncertain environments, and the class

addresses this uncertainty by making probabilistic forecasts and sequential decisions. Since most

decisions depend on the structure of the industry in which a company operates, an additional goal

is to distinguish different market structures and apply competitive strategies using game theory.


In the second half of the course, the focus shifts to the study of the national and global economic

environments within which companies operate. The class identifies the drivers of fluctuations in

key features of the economies, such as gross domestic product, inflation, interest rates, exchange

rates. Students analyze and share economic developments in particular countries. 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.

 

MBA 107        Competition, Innovation and Strategy                               4 units

Course Description

This course draws on findings from a number of academic disciplines, especially economics,

organization theory, and sociology, to build a fundamental understanding of how and why some

f m s achieve and sustain superior performance. Successful strategy design and implementation

require marketing, finance, and other areas. The course is designed to develop this integrative

view of the firm and its environment, along with appropriate analytical skills. Global

management is an important additional theme of the course: while many of the cases are US-

based companies, students will be challenged to extend the conceptual framework to encompass

global businesses and to apply any lessons learned to international contexts.           

 

MBA 108                    Creating Value through Operations and Technology       4 units

Course Description

This course is case-oriented and is focused on topics of use to managers in any environment:

process analysis, process improvement, and strategic operations decision-making. The course

emphasizes the importance of effectiveness and efficiency and evaluates the potential trade-offs

between them.