One-Year MBA - Spring Course Offerings
AC623 - Financial Statement Analysis
This course helps students utilize the information contained in financial statements to make decisions. It specifically discusses (1) institutional forces underlying the provision of financial statement data, (2) properties of numbers derived from financial statements, (3) key aspects of decisions using financial statement information and the environment in which they are made, (4) design of information appropriate to these decisions. The objective is to allow the student to employ these factors to exploit fully the richness of the information contained in financial statements, while appreciating its limits.
Prerequisites: AC 205, AC 528 or equivalent. Given when needed.
EC660
Environmental Economics
This course considers environmental problems from an economic perspective.
Topics include the theoretical foundations of environmental economics, measuring
the costs and benefits of environmental policies, environmental policy issues,
and special topics including risk and uncertainty in environmental regulation,
sustainable development, and issues in natural resource damage assessment.
EC675 Personnel Economics
Economic analysis of human resource issues within business organizations. Topics include, but are not limited to recruitment and hiring, turnover, downsizing, incentives, compensation, productivity, teamwork, worker empowerment, and evaluation. Offered spring semester..
FN655
Venture Capital and Private Equity
This course is designed to address financial issues relating
to high tech industries and the new economy. Topics covered
will include investment management and fundraising, entrepreneurial
finance, exit strategies that bring in the public markets
(IPOs), venture capital, an in-depth study of the IPO process,
valuation, capital structure, long run performance and other
issues related to new industries.
FN667
International Finance
Global credit and capital markets, corporate investment decision-making, and
working capital management are covered in addition to more detailed risk hedging
and corporate practices. Students are encouraged to develop an in-depth knowledge
in either the investment environment of a particular country or a management
practice such as forfeiting or netting of receivables and payables.
FN672 Investments
This course presents the investment decision-making process based on both theory and practice. In addition to the coverage of the standard investment securities and contracts, active investment based upon market inefficiency determination is examined. Related topics may include initial public offerings, risk arbitrage, and speculation with derivatives.
Prerequisites: FN607 or equivalent. Offered fall semester.
FN680
Financial Tools for Business Development and Risk Management
This course examines in depth (1) financing courses for entrepreneurs and business
developers, as well as (2) risk management methods. Besides the capital markets,
the sources for operating and fixed asset financing for firms in development
or with strategic alliances include venture capital, vendor and customer financing,
bank and insurance company loans, and leasing. In addition to financing topics,
commodity price risk management, as achieved with forward contracting, futures
contracts, over-the-counter options and swaps, is examined as means to control
price uncertainty.
IS605 Information
Systems (MBA Module)
In this course the role of information systems and information technology
in managing modern information age enterprises is explored. The
focus of the course is on (a) establishing the basic knowledge of
information systems (b) strategic significance of information systems
to various businesses and industries (c) role of information systems
as a strategic weapon to compete in the global marketplace and (d)
role of information systems in transforming modern business organizations.
Advanced topics of enterprise resources planning and emergent visions
and practices such as electronic commerce, Web-based information
systems, and corporate intranets and extranets are reviewed in a
framework of strategic information planning. Real life cases of
information systems are analyzed and discussed to reinforce the
understanding of concepts introduced in the course.
MK689
New Product Marketing
New products marketing, both the development and management
of new products, is a critical strategic activity for firms.
As technology advances at ever increasing rates, the ability
of firms to anticipate and develop new products that consumers
value becomes a critical competitive advantage. This environment
has lead to constantly increasing rates of new product introductions.
This course is designed for the graduate student desiring
to understand and be able to manage new products marketing.
It will provide students with the ability to manage new products,
particularly new product development, through the use of
cases and a highly involving and detailed project. Moreover,
marketing research methods, current critical topics in new
products, critical examination of traditional management
strategies, and organizational issues applicable to new products
development and management will be explored through lecture,
case analysis and discussion, and general discussion.
MK696
Marketing Research Methods
Intended to equip the student with a thorough knowledge of an arsenal of research
methods, including the assumptions, methodology, and limitations of these methods.
Enhances students' ability to conceptualize and operationalize a research question.
Some statistical content is included as an introduction to data analysis. Applications
of these methods are discussed within the context of research problems faced
by both academic researchers and practitioners (e.g., managers, engineers,
economists, marketing researchers, information system designers). A research
project will be an integral part of the course.
OM615
Supply Chain Systems Management
To survive in today's competitive global markets, it is critical that business
enterprises integrate their supply chains effectively to meet rising customer
expectations and declining product life cycles at a reasonable cost. This course
considers management of supply chains in both a domestic and global environment.
Topics covered include supply chain design and operations, logistics strategies,
inventory management, information requirements and management, warehousing
and materials handling systems. Case studies will be performed on an individual
and team basis to demonstrate effective supply chain management techniques.
OM671
Supply Chain Environmental Management
Manufacturing organizations have increased their interest in environmental
management through activities such as green purchasing, reverse logistics,
product stewardship and design-for-the environment. These activities, usually
involving several organizations, are often part of what is known as supply
chain environment management. This course aims to gain a greater understanding
of supply chain environmental management by examining: (i) the advantages and
business risks of adopting and implementing environmental practices and technologies
in the supply chain, (ii) the role of suppliers and customers to facilitate
the adoption/ implementation of environmental practices and technologies, and
(iii) the implications of such supply chain activities on an organization's
operations strategy. This course consists of a mix of lectures and class discussion
and relies primarily on a set of readings and a series of cases that will be
analyzed in class.
OM676
Developing and Managing Technology
This course covers the creation, design, development, implementation, diffusion
and transfer of product and process innovation. The course covers the full
range of activities from laying a foundation of technical knowledge in research,
through the creation of new products and processes, to the integration of marketing,
manufacturing and engineering, to commercialization. Topics include innovation
management, managing R&D, product and process development, concurrent engineering,
project selection, initiating new ventures, and technology transfer. Lectures,
cases, reading, and projects focus on managing technology in companies.
OM680
Strategic Project Management
Project management from a decision-making perspective and how projects can
be used to implement organizational strategy. The course follows the project
life cycle model from project initiation to implementation to termination.
Topics covered include project selection organizational strategy, planning,
conflict resolution, budgeting, scheduling (PERT and CPM), resource allocation,
information management, control, auditing, and termination procedures. In addition,
there is a special section on information technology (IT) project management
standards and techniques. Computer applications, case studies and student project
teams will be an integral part of the course.
OM685
Quality Management and Process Control
This course will introduce the students to both the managerial and technical
aspects of quality improvement techniques. The discussion of the statistical
topics will be tied to Dr. W. Edward Deming's philosophy for the improvement
of quality, productivity, and competitive position. Topics include different
quality philosophies, total quality management, Deming's management methods
and the 14 points, statistical control charts, out-of-control patterns, diagnosing
a process, process capability studies, and Taguchi methods and strategies.
OS554
Special Topics in International Business
This course will examine human resource management topics at an advanced level,
with a focus on the strategic use of human resources in organizations and the
development of students' people management skills. Students will have opportunities
to apply and expand their knowledge of recruitment and selection, training
and development, performance management and employee discipline programs, reward
systems and the motivation of employees, employee relations and union/management
issues. The course will utilize one or more of the following approaches: field
trips and related research papers, case studies, exercises, small consulting
projects, interactions with managers and human resource professionals, and
class discussions. This course is appropriate for future managers, human resource
professionals, and consultants.
OS610
Strategic Planning (MBA Module)
This course emphasizes an integrative approach to recognition,
analysis and solution of problems in the development and implementation
of strategic organizational policy and planning for firms operating
in an international economy. Formal written and oral communications
are used in conjunction with case analysis.
OS652
Strategic Human Resource Management
This course emphasizes the potential for strategic human
resource management (HRM) to enhance organizational effectiveness.
In the course students should gain an understanding of how
to manage people, including the recruitment and selection
of employees, training and development, performance appraisal,
employee motivation, compensation and benefits, and employee
and labor-management relations. These topics should be understood
in the context of business strategy, pressures external to
organizations, and relevant theories of human and organizational
behavior.
OS657
Leading Organizational Change
This course examines the processes of organizational change in dynamic technological
and global business environments to enhance organizational quality, productivity,
and overall operation. The course focuses on leadership approaches that facilitate
stakeholder acceptance of change and employee contribution to the management
of change. Topics include: change models and theories, the various types of organizational
change, resistance to change, the role of change management consultants, and
human resource management practices that facilitate change. The types of change
considered range from minor change interventions to transformational change,
including technological, cultural, and work design changes. The course utilizes
case studies, skills development exercises, and group projects in the study of
organizational change.
OS666
Negotiations and Relationship Management
This course examines the complex problems associated with
the management of stakeholder relationships under conditions
of rapid economic change and intense global competition.
The course emphasis is on the establishing, negotiating,
building, sustaining, and repairing of both workplace and
external relationships, including relationships with employees,
management, customers, suppliers, manufacturers, shareholders,
society, and other key stakeholders. This course provides
an in-depth understanding of the theories of negotiation,
conflict, complaint handling, and norms and ethics of fairness.
The course also provides a foundation on labor relations,
collective bargaining, and U.S. labor and employment laws,
with an emphasis on the corresponding implications for union
and nonunion workplaces. The course is intended to be applicable
to a broad spectrum of work- or business-related relationship
issues faces by managers and professionals.
SB611-01/02/03
Clarkson Consulting Group
The Clarkson Consulting Group is a real-life, team-based consulting experience for Clarkson students. Each semester several projects are presented to the students by organizations facing challenges. These challenges may be domestic or international in nature, and may include study of new market opportunities, technical issues, business problems faced by large or small organizations or other business issues presented by the client. Students work as actual consultants studying real and current issues for clients. Teams spend time exploring the particular consulting problem, but the focus of the course is on team-based problem solving. The consulting projects require critical thinking skills to solve unstructured novel problems.
SB613 Entrepreneuship & Venture Creation
In this course, students will execute the 'entrepreneurial process,' a sequence of activities related to the creation of a new business venture. As such, this course is intended for students whose personal and near-term objectives involve entrepreneurship. The major components of the entrepreneurial process include idea creation and opportunity assessment, industry research and analysis, strategic and operational planning, and resource mobilization and implementation. These process components will be discussed and implemented throughout the semester; as such, this course is very experiential in nature. Fulfillment of these activities will include extensive out-of-class research, in-class peer reviews and brainstorming sessions, and the development of formal business plan proposals. Students are required to sign non-disclosure agreements, and may elect to present their finished proposals to a panel of small business executives for review.
SB693
Seminar in International Business II
This international study option offers students the opportunity to learn more about international business and economics by expanding the classroom to corporations in France, Germany, and Switzerland. In partnership with Schiller University in Strasbourg, France, students spend two weeks visiting leading multinational firms in these countries, meeting with executives and learning about manufacturing, supply chain, and innovation in a variety of political and economic systems. This seminar is led by Clarkson faculty.
SB696 Global Business Stragities
