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EMB 550 Quantitative Methods
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
Algebra, probability and statistics required for business decisions. | 2 | 0 | 0 | 0 | 0 |
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EMB 555 Financial Accounting
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
Income statements, balance sheets, and how to read them. | 2 | 0 | 0 | 0 | 0 |
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EMB 560 Managerial Economics
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
Analysis of economics of firm decisions. | 2 | 0 | 0 | 0 | 0 |
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EMB 565 Financial Management
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
Financial criteria for evaluating investments and projects. | 2 | 0 | 0 | 0 | 0 |
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EMB 600 Decision Analysis
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
The goal of this course is to present the methods, concepts, techniques and ideas of decision analysis at a level appropriate for executives. Topics include statistical decisions, decision support systems, political decisions, analytical hierarchy process, and ethical decisions. Applications might include quality control, selection of target markets, allocation of costs, resource allocation, personnel selection, and investment decisions. | 4 | 0 | 0 | 0 | 0 |
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EMB 601 Leadership and System Thinking
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
This course is designed with two goals in mind. First, the course examines the analytic framework and tools needed to analyze, manage, and lead the organization of the future. Features of the "new organization" are: flat, networked, flexible, diverse, and global. This form of organization is contrasted with its traditional predecessor, and forces are identified that help or hinder movement from the old to the new. Certain skills that the manager will need for the new organization are investigated and practiced (e.g., the ability to work in teams or the ability to negotiate in instances of conflict). Second, this course introduces students to system dynamics modeling for the analysis of policy and strategy in social systems. Students learn to visualize an organization in terms of the structures and policies that create dynamics and regulate performance. One credit is taken each semester for a total of 4 credits. | 1 | 0 | 0 | 0 | 0 |
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EMB 605 Business Environment
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
This course covers the constraints that shape business decisions. The major environmental forces with which executives must contend include: 1) government regulation; 2) socio-cultural trends; 3) labor unions, special interest groups, and other stakeholders; 4) macroeconomic forces involving international competition, money supply, and government fiscal policy; and 5) ethics and values. Possible applications include negative publicity and how to respond; downsizing decisions; when to lobby and how; ethics and values in a global perspective; handling conflicts across cultures. | 4 | 0 | 0 | 0 | 0 |
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EMB 610 Creating Value
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
The focus here is on shareholder value. Long term profit maximization, as measured by economic value-added, is the unifying thread. This requires attention to customer value and employee value as well. Investment decisions will be examined from various perspectives, including present value, cash flow, rate of return, and allocation of costs. | 4 | 0 | 0 | 0 | 0 |
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EMB 615 Global Business Environment
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
The goal of this course is to prepare executives for managing global enterprises. Topics include theories of international trade and competition, cultural differences among European, Asian, and Third World consumers, employees, markets; import and export decisions, and international differences in accounting principles, business organization, and management practice. | 4 | 0 | 0 | 0 | 0 |
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EMB 620 Global Supply Chain Management
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
This course is about managing the flow of products from origin through transformation (i.e. procurement, production and distribution) to delivery to the ultimate user. The supply chain management process is directly linked to e-commerce, as it is the biggest commercial user of internet services. The course is designed to be strategic in orientation, emphasizing the framework of the supply chain and the context of management decisions. It also emphasizes quantitative methods in supply chain managements. Topics include make or buy decisions, selection and evaluation of suppliers, inventory management, resource planning for production, selection of distribution channels, and managing relationships up and down the supply chain. | 4 | 0 | 0 | 0 | 0 |
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EMB 625 End to End Product Development
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
This course focuses on the challenges of successfully developing and introducing ‘new-to-the-world’ or very complex products. Topics include: 1) identification and evaluation of market opportunities; 2) cross-functional teamwork necessary for successful product design; 3) insuring that the new product meets customer needs; 4) go-no go decisions among competing product designs; 5) critical success factors with respect to product launch; 6) distinctive challenges at each phase of the product life-cycle. | 4 | 0 | 0 | 0 | 0 |
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EMB 630 Turnaround Management
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
This course will explore the concepts, theories and recent cases of organizational decline, distress, insolvency and bankruptcy, and examine recent past and contemporary product-based, financial, marketing, alliance-based and joint- venture-based turnaround strategies under each of the four stages of organizational sickness. Other specific topics covered will include: crises management; psychology and leadership of turnaround management; Bankruptcy Law under Chapter 7 and Chapter 11 provisions; mergers, acquisitions, and takeovers as turnaround strategies; organizational downsizing, relocation, restructuring and reengineering as turnaround options; shareholder value creation, innovation, creating new market spaces, and global outreach as turnaround strategies. | 4 | 0 | 0 | 0 | 0 |
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EMB 635 New Business Ventures
| Credit Hours | Recitation/Lecture Hours | Studio Hours | Clinical Hours | Lab Hours |
Prerequisites:
This course addresses issues associated with the formation of a new business entity. The classic case is the founding of a small startup. Other examples of a new venture would include: 1) a spin-off of an existing business unit; 2) a management buyout; 3) skunk works and other instances of ‘entrepreneurship’; and 4) mergers and acquisitions. The focus is on making strategic decisions with respect to a new business venture, including go-no go decisions, identification of opportunities, organizational design decisions, decisions about what kind of capital to seek, and decisions about hiring management for new ventures. | 4 | 0 | 0 | 0 | 0 |
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