The Carlson Full-Time MBA program offers the flexibility for students to customize their courses to pursue their ideal career path. Establish a foundation of fundamental business knowledge through core classes that cover everything from accounting to marketing to supply chain and operations. Build your expertise by choosing from a wide range of electives that match your professional interests and career goals.

Learn more about elective course offerings by exploring the course listings below, grouped by functional area. The courses listed represent typical offerings in an academic year. Not all electives are offered every semester.

  • 6030, Financial Accounting
    Basic principles of financial accounting, involving the consecution/interpretation of corporate financial statements. prereq: MBA Student
  • 6465, Leadership and Personal Development ​​​​​​​Understanding effective leadership. Identifying personal leadership strengths/vulnerabilities through feedback. Developing leadership skills through practice as informed by theory/evidence. Exercises, role play. Creating customized leadership development plan. 
  • 6110, Leading Others
    Achieving organizational goals by leading in ways that create motivation, engagement, commitment, positive social interactions, and job performance. Understanding and managing the characteristics of organizations, work groups, and individuals. The role of group dynamics, decision making, cooperation, conflict, and power in leading others.
  • 6112, Leading Organizations
    Leverage leadership journey of full-time MBA program through Enterprise experience. Course integrated with work of MBA Enterprise teams as they set vision and strategy, translate strategy for optimal team functioning, and execute strategy for clients. Exercises, assessments, role-playing, discussions.
  • 6120, Data Analysis and Statistics for Managers
    Concepts/ principles of business statistics, data analysis and presentation of results. Topics: exploratory data analysis, basic inferential procedures, statistical process control, time series/regression analysis, and analysis of variance. These methods are selected for their relevance to managerial decision making and problem solving. prereq: MBA student
  • 6140, Managerial Economics
    How markets work, how positive economic rents (profits) are made, and how strategic behavior affects profits. Four major topical areas include market micro-structure, industrial structure, uncertainty, and incentives and firm governance.
  • 6210, Marketing Management
    Management of the marketing function; understanding the basic foundational marketing concepts and skills in strategy development and planning of operational and strategic levels pertaining to product offering decisions, distribution channels, pricing and communication. prereq: MBA student
  • 6220, Supply Chain & Operations
    Introduction to fundamental operations management principles and concepts. The course takes a strategic view of operations in both a manufacturing and service context and stresses linkages to other functional areas. Many of the cases in the course take an international perspective. prereq: MBA student
  • 6230, Financial Management
    Tools/concepts of financial management. Emphasizes use by financial/non-financial managers to measure creation of value within an organization. Evaluating businesses/business opportunities, identifying financial requirements/sources. prereq: 6030, MBA student
  • 6240, Competing in a Data-Driven Age
    Contemporary managers must understand how the convergence of mobility, analytics, social media, cloud computing, and embedded devices are transforming firms, industries, markets and society. Using the foundation of data-driven business analytics, this course provides tools and frameworks for competing in the digital age. Students will learn general state-of-the-art analytics skills in the context of new platform based business models, digital search, big-data, social networks, social media and open innovation that pervade competition in the digital age. These will include the fundamentals of predictive modeling, large scale A/B testing, social networks analysis and an exposure to the work-horse tools of data-driven classification and prediction to explore patterns in rich datasets (such as k-nearest neighbors, classification trees and the design of recommendation systems). While this course will use case studies in the digital domain, the methods taught here have a wide range of applicability across functions and verticals in modern business environments. prereq: FT MBA student
  • 6300, Strategic Management
    Introduction to the concepts and techniques used to create and implement a sense of corporate direction; choices about products and markets that involve the integration of different functional areas; positioning a business to increase returns for shareholders and stakeholders; the skills involved in identifying issues, evaluating options, and implementing business plans. prereq: MBA student
  • 6315, The Ethical Environment of Business
    Analysis of ethical dilemmas and development of appropriate responses; relationship of ethical management to the law; implications for corporate profitability; managing shareholders vs. managing stakeholders; issues such as protection of the environment, workplace safety, product liability, regulation, and fiduciary obligations. prereq: MBA student
  • 6100, Financial Statement Analysis
    Overview of asset/liability valuation, income measurement. How economic events are reported in the financial statements of a firm. Accounting theory/standard-setting process from perspective of users of financial statements. prereq: MBA 6030, MBA student
  • 6160, Accounting for Mergers and Acquisitions and Derivatives
    Analysis/interpretation of consolidated financial statements. Corporate restructurings, accounting for foreign subsidiaries. Analysis of risk management strategies of firms. Applying accounting standards for derivatives. prereq: MBA 6030, MBA student
  • 6158, The Law of Contracts and Agency (summary forthcoming)
    Origin of law, its place in and effect upon society. History/development of law. System of courts, legal procedure. Extensive study of law of contracts as the basic law affecting business transactions. Law affecting sales of goods contracts. prereq: MBA student
  • 6020, Business Formation
    Business formation from concept development through startup. Business concept, plan, forecast, and budget. Resource markets/assembly. Problems/opportunities from concept stage through establishment of viable business. Cases, exercises, projects, business plans, guest speakers. prereq: MBA student
  • 6021, Preparing and Implementing the Business Plan
    Students work collaboratively to develop/implement business plans for a business venture launch via startup or acquisition. Student teams present aspects of their business plan: "elevator pitch," company mission, product/service value proposition, market segmentation, competitive analysis, strategy, marketing plan, financial projections. Students comment on each other's plans. prereq: MBA student
  • 6023, Financing Business Ventures
    Translating a business plan into a financing plan. Developing alternative financing. Choosing a plan, based on financial/nonfinancial criteria. Types of non-Fortune 1,000-type businesses as financiers view them. U.S. financial institutions: what they finance, their financing criteria. Financing instruments used in the United States, when/why to use them. Cases, exercises, guest speakers. prereq: MBA student
  • 6036, Managing the Growing Business
    Challenges posed by rapid growth/change in independent startups. Infrastructure development, radical changes in strategy, continuous needs for substantial additional resources. Emphasizes analysis of factors accelerating/impeding growth and review/creation of growth strategies. Integration of concepts from strategy, operations, marketing, finance, and human resource management. prereq: MBA student
  • 6037, Corporate Ventures
    Entrepreneurial role of top management in maintaining/increasing stakeholder value through formation/acquisition of new businesses, products, or markets within established corporations. Strategic role of corporate venturing. Cases, guest speakers, group projects. prereq: MBA student
  • 6041, Initiating New Product Design and Business Development
    Product development projects sponsored by business organizations. Supervision by faculty adviser/executives from sponsoring company. Lectures, workshops, guest speakers, team meetings, company visits, projects. prereq: MBA student
  • 6041, Implementing New Product Design and Business Development
    Implementation of product development projects begun in the Fall term in Entr 6041. Projects are sponsored by businesses. Supervision by faculty advisors and sponsoring executives. Lectures, workshops, guest speakers, team meetings, company visits, and projects. prereq: MBA student
  • 6090, Special Topics: Venture Capital Management
    Selected topics in value creation; in business formation, growth, restructuring; in social and economic impact of new businesses, and entrepreneurship and public policy. prereq: CSOM grad student or instr consent
  • 6121, Debt Markets, Interest Rates, and Hedging
    Bond valuation: yield conventions, spot/forward rates, term structure, binomial pricing, static/option-adjusted spread. Duration: PVBP, Macauley/modified/effective duration, convexity. Portfolio management, hedging: dedicated, immunization, horizon matching, contingent, indexing, portfolio insurance, hedging. Treasury market: role of Fed, auctions, primary dealers, market conventions, bills, notes, bonds, strips, repos. Fixed income markets: agency, corporate, private placement, securitization and municipal. prereq: MBA 6230, MBA student
  • 6122, Financial Management of Depository Institutions
    Commercial banks, other depository institutions. Asset/liability management, risk management, geographic expansion, investment banking, public policy issues. Lectures, student presentations, project. prereq: MBA 6230, MBA student
  • 6222, Mergers and Acquisitions
    How corporate managers achieve growth through mergers/acquisitions. Examine buyer/seller motivations in context of M&A transactions/strategic alliances. Private equity, especially in context of corporate M&A transaction. prereq: 6241, MBA Student
  • 6241, Corporate Finance, Analysis and Decisions
    Theoretical/applied understanding of corporate financial decisions. Adjusted present value, economic value added options. Impact of financing decisions on real asset valuation, managerial incentives, corporate strategy. prereq: MBA 6230, MBA student
  • 6242, Advanced Corporate Finance, Analysis and Decisions
    Theory/practice of efficiently managing working capital, fixed assets. Emphasizes mergers/acquisitions, corporate restructuring, real options. Use of derivatives as financing tools, in deal structure. prereq: 6241, MBA student
  • 6321, Portfolio Analysis and Management
    Introduces analytical concepts used to manage security portfolios from perspective of an institutional investor. Market microstructure. Margin purchasing, short selling. Portfolio risk management, risk/return tradeoffs, strategic/tactical asset allocation, active versus passive management. Portfolio revision, performance evaluation. prereq: MBA 6120, MBA 6230, MBA student
  • 6322, Introductory Financial Modeling
    Financial modeling tools to build, maintain, and interpret comprehensive financial models that provide the framework for understanding businesses and their historical performance, plans/strategies, and market values. Financial analytics/modeling skills. prereq: MBA 6230, MBA student
  • 6323, Advanced Financial Modeling
    Advanced financial modeling tools to build, operate, and understand business performance, M&A and equity and credit securities analysis models that have become central to sophisticated financial analysis of all operating businesses, transactions, and securities. How to analyze by way of financial models. prereq: 6322, MBA student
  • 6324, Securitization Markets
    Splitting risks. Redirecting risks to investors able to analyze and take on those risks. Reasons for development of securitization. Products, their similarities in character. How to build simple models and analyze examples of actual securitized liabilities. prereq: 6121, MBA student
  • 6325, Behavioral Finance
    Psychology/realistic settings that guide/develop alternative theories of financial market. How behavioral finance complements traditional paradigm on investors' trading patterns, behavior of asset prices, corporate finance, various Wall Street institutions/practices. prereq: MBA student
  • 6341, World Economy
    Tools to predict/understand ramifications of major economic events. Financial crises. Changes in monetary, fiscal, financial policies. Strategies for promoting long-run economic growth. Examples from U.S., Europe, Japan, developing countries. prereq: MBA 6230, MBA student
  • 6522, Intro to Derivatives and Financial Risk Management (formerly FINA 6622)
    Tools, tactics, strategies of risk management. Treasury risk measurement, interest rate risk management, currency risk management, credit risk management. Value-at-risk approach to integrated risk management. Risk management/corporate financing decisions. Internal control systems. Accounting/disclosure issues. prereq: 6121, MBA student
  • 6529, Advanced Topics in Fixed Income and Derivatives (formerly FINA 6541)
    Economics/mechanics of derivatives. First phase focuses on theoretical/institutional foundations for various derivatives instruments/markets. Second phase is practicum in which student groups build working models of derivatives. prereq: [6522 (formerly FINA 6622)or 6622], MBA student (credit will not be granted if already received for 6541)
  • 6621, International Financial Management
    Applying finance theory to multinational corporations' investment, financing, risk management, decisions. International financial system. Spot, forward, swaps, option markets for foreign exchange. Interest rate arbitrage, parity. Exchange rate risk analysis/forecast. Measuring/managing currency exposure. Long term financing with swaps. Multinational capital budgeting. Cost of capital for international projects. prereq: MBA 6230, MBA student
  • 5110, Costa Rica Seminar: Business and the Environment, Lessons From Central America
    How businesses maintain/increase profits by taking care of environment. Sustainable development, environmental strategy. Travel to Costa Rica to join students from INCAE (partner school) for series of courses. Case studies, site visits, field trips. Taught in English. prereq: Sr or grad student
  • 5120, International Business: Vienna Seminar - Doing Business in Central and Eastern Europe
    Rapidly changing business environment of Central/Eastern Europe. Students work in teams with students from WU-Vienna University of Economics/Business for two weeks in May/June in Central/Eastern Europe. prereq: Carlson grad student
  • 5130, France Seminar: Doing Business in the European Union
    Two-week study abroad program at Universite Jean-Moulin Lyon 3 in Lyon, France. Includes courses taught by international faculty, site visits, cultural excursions. prereq: Carlson grad student
  • 5140, International Business: Vienna Summer Program
    Summer study abroad program at Europe's largest business school (WU-Vienna). Students take three business classes, plus German language. Program participants from Europe, Asia, Latin America, United States. prereq: Carlson grad student
  • 5150, India Seminar: Managing in a Global Environment
    View of sourcing/delivery of knowledge-intensive tasks. Site visits, meetings with business executives/governmental agencies. Two weeks in India over January break, preceded by Friday evening classes in fall term B (November, early December).
  • 5160, Cologne Summer Program: European Management
    Summer study abroad at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interest. prereq: Carlson grad student
  • 5170, China Seminar: An International Business Challenge
    Collaboration with corporate partner/business school in China. Students work in multi-cultural teams to analyze real-life business problems that corporations face in China. Examine cultural, social, economic differences surrounding global business. prereq: Grad student
  • 5171, China Seminar: Doing Business in China (May)
    Collaboration with corporate partner/business school in China. Work in multicultural teams to analyze real-life business problems that corporates face in China. prereq: Grad student
  • 5190, Brazil Seminar: Doing Business in Brazil
    Two-week study abroad at Escola de Administracao de Empresas de Sao Paulo da Fundacao Getulio Vergas (FGV). Full class days, cultural tours, field trips, site visits. prereq: Carlson grad student
  • 5301, Copenhagen Summer Business Program
    Summer study abroad at one of Carlson School's international exchange partner universities. Students select courses based on academic needs/interests. prereq: Carlson grad student
  • 6040 Information Technology Management
    Management of information systems, information technology (IT) in global organization. Strategic uses of IT. Alignment of IT, organizational strategy, internet/Web technologies, e-commerce customer services. Integration of e-business applications, interorganizational systems, systems implementation.
  • 6050, Information Technologies and Systems
    Current/emerging technologies in modern Net-enhanced organizations. Internet/Web technologies, including Internet fundamentals, Web communications, Web 2.0/social media, information security, cloud computing, IT-driven innovation, emerging IT trends.
  • 6401, Decision Technologies
    Traditional vs. Web-based decision support. Focuses on business-to-consumer (B2C) applications. Expert systems, neural networks, genetic algorithms, geographic information systems, intelligent agents, and yield management systems. Business applications. Requirements, decision representations, and business value of applications. Hands-on experience with software tools. prereq: MBA student
  • 6421, Financial Information Systems and Technologies
    IT-focused business models of financial firms. Industry/firm technology infrastructures, applications, and in-firm control technologies. IT in financial markets and investment management. E-brokerage, digital quote vendors, Web-based IPOs. Web-based and home banking systems, traditional/Internet-based e-payment solutions, e-bill payment/presentment. Hands on experience with software. prereq: MBA student
  • 6423, Enterprise Systems Technology
    Requirements of architectures of information systems that help integrate business processes and optimize performance across diverse organizations/divisions. Capabilities of information systems in enterprise integration and supply chain management. Linkages necessary between information systems and business processes.
  • 6435, Business Process Excellence
    Concepts, frameworks, and techniques to align strategy, architecture, process, and technology. Business process analysis/redesign using practical process modeling tool. Real-world team project. prereq: 6040 or 6050 or MBA 6240
  • 6442, E-Sourcing and E-Auctions
    Traditional firms' planning process to establish e-business operational, sales, and Web-based marketing capabilities. Bundling, aggregation, digital product pricing policies. Technology standards, sponsored technologies. Industry infrastructures for e-commerce. Enabling technologies in business-to-business contexts. Web server and content management. Design issues. Hands-on with software development tools. prereq: MBA student
  • 6444, Business Intelligence
    Use of information technologies to gather, store, analyze, and access data to help managers make decisions about their business and the way they serve customers. Data mining, personalization, recommender systems. prereq: [6040 or 6050 or MBA 6240], MBA student
  • 6446, Advanced Business Intelligence
    Builds upon IDSC 6444 Business Intelligence course. Cost-aware data analytics, mining text/Web data, best practices in data visualization. Practical data-analytic thinking/decision making. Apply techniques in different settings, using real-world data sets. Value of advanced data analytics in variety of organizational contexts/business applications. prereq: 6444
  • 6455, Web 2.0 Business of Social Media
    Business use of social media. Web 2.0/driving forces, social media marketing/advertising, engaging customers, peer production/open innovation. Ways businesses can leverage social media to foster collaboration, engage customers, and build brand loyalty. prereq: MBA student
  • 6465, Global Sourcing of IT and IT Enabled Services
    Outsourcing IT and IT enabled services. Sourcing business/knowledge processes: finance/accounting, human resources, engineering services, data analytics. Strategic global sourcing planning/implementation. Managing offshore service relationships. prereq: [6040 or 6050 or MBA 6240], MBA student
  • 6471, Knowledge Management
    Design, evaluation, use of knowledge in organizations. Leveraging knowledge in workers, structures, processes. Assessment of knowledge needs. Evaluation of key decision processes, information demands, usage patterns, content requirements. Behavioral/cultural barriers. Use of technology for knowledge management. prereq: MBA student
  • 6481, Managerial Decision-Making
    Frameworks for making decisions as a manager, knowledge worker, or individual. How policies area adopted. Poor decision making. Learning from mistakes. Bounded rationality, system thinking, and concepts of learning. prereq: MBA student
  • 6004, Negotiation Strategies
    Art/science of securing agreements between two or more parties who are interdependent and seek to maximize their own outcomes. Individual, group, organizational behavior. Theory/process of negotiations applied to problems faced by managers/professionals. prereq: MBA student
  • 6031, Industry and Competitive Analysis
    Processes by which firms maximize long-term returns in face of competition, uncertainty, changing market/technological conditions. Resource commitments to gain sustainable advantage. Choices to leverage resources. prereq: MBA 6300, MBA student
  • 6032, Strategic Alliances
    How inter-/intra-alliance rivalry influences global competitive landscape. How interplay of competitive/cooperative arrangements among firms invigorate intellectual/operational tasks. Designing/managing international strategy, organizational structure, and alliances. prereq: MBA student
  • 6033, Managing the Strategy Process
    How successful strategy is shaped/implemented throughout organization. Leadership challenge of continually renewing strategy/leading change to meet competitive challenges. prereq: MBA student
  • 6034, Strategic Leadership
    Role of leadership in making strategy a reality while maintaining learning/adaptive organization capable of meeting competitive challenges. Students prepare project set in an organization. Advanced materials, complex cases. prereq: 6033, MBA student
  • 6035, Complex and Cross-Cultural Negotiations
    Principles, role play of multi-party/-issue, team-based negotiations/conflicts. How to structure ambiguous situations, bridge national/organizational cultures (e.g., alliances, mergers), functions (R&D, finance), and institutional contexts (regulators, interest groups). prereq: [6004, MBA student] or instr consent
  • 6040, International Strategy and Organization
    Dealing with enormous complexity in competitive environment, in strategy, and in organizations. Focuses on strategic/organizational issues in managing across borders. prereq: MBA student
  • 6050, Management of Innovation and Change
    How organizations innovate/change. Focuses on innovation in wide variety of new technologies, products, programs, and services. What paths likely to lead to success/failure. prereq: MBA student
  • 6084, Management of Teams
    Creating/managing high performing teams. Leading effective collaboration. Team formation/design, team dynamics, decision-making/conflict resolution, knowledge management, learning/creativity in teams. Managing across boundaries within/between organizations. Virtual/cross-cultural teamwork. prereq: MBA student
  • 6085, Corporate Strategy
    Case for/against corporate diversification. Dilemmas of managing a multiple-business portfolio. Role of acquisitions/mergers in corporate diversification. Contrasting mergers with strategic alliances. Managing a diversified firm. prereq: MBA student
  • 6305, The International Environment of Business
    Introduction to international trade/finance theory and political economy. Institutional governance of international trade/monetary policy, differences in political-economic/sociocultural systems, implications for managerial decision-making. prereq: MBA student
  • 6100, Topics in Management: Strategic Management of Intellectual Property
    Topics vary. prereq: CSOM grad student or instr consent
  • 6402, Integrative Leadership: From Theory to Practice
    Seminar. Strategic challenges linking business, government, and society locally/globally. Co-led by faculty from Carlson and Humphrey Schools. International network of leaders/organizations participate. Case studies as part of capstone projects. prereq: MBA student
  • 6410, Corporate Responsibility
    Managing with appreciation for corporate responsibility. Corporate responsibility/how executives think about it. Factors that make assessing corporate responsibility complex. Need for business leaders to understand/make choices with respect to corporate responsibility issues. prereq: MBA 6300, CSOM grad student
  • 5500, Enhancing Your Executive Image in Business Communications
    Techniques to project executive presence in all business communications. prereq: MBA student
  • 5510, Persuasive Writing in Business
    Writing to motivate/affect change. Form/content. Techniques of persuasion.  Producing polished text. Writing with power. prereq: MBA student
  • 5530, Strategies and Skills for Managerial Presentations
    Delivering key messages with clarity/confidence, regardless of audience or setting. Maximizing impact as a speaker, seated/standing. Personal communication style and audience. Tailoring message. Handling questions/answers. Using audio/visual tools. Presenting as a team. prereq: MBA student
  • 6051, Marketing Research
    Methods for collecting/analyzing data to solve marketing problems. Survey research techniques. Research design, secondary/primary data collection, sample design, data analysis. Application of techniques to marketing problems, marketing research projects. prereq: MBA 6210, MBA student
  • 6055, Buyer Behavior
    Application of behavioral sciences to understanding buyer behavior. Perceptions, memory, affect, learning, persuasion, motivation, behavioral decision theory, social/cultural influences and managerial implications. Emphasizes class discussion. prereq: MBA 6210, MBA student
  • 6060, Distribution and Supply Chain Systems
    Interrelationships between marketing institutions, their formation into channels of distribution. Interorganizational problems, design/management of distribution channels. Supply chain strategies as means of achieving competitive advantage.
  • 6065, Strategic Supply Chain Management
    Internal/inter-organizational design, strategic sourcing, alliances/partnerships, impact of technology on supply chain effectiveness. Managing flows, creating/sharing customer value, measuring competitive impact from supply chain excellence. prereq: [6060 or OMS 6056, or IDSc 6442 or IDSc 6423], 2nd yr MBA student
  • 6072, International Marketing
    Managing international marketing functions. Identifying marketing-based international business opportunities. Cultural factors in buyer behavior. Constructing/evaluating global/culturally adjusted marketing strategies. prereq: MBA 6210, MBA student
  • 6073, Technology Marketing
    Frameworks for marketing in high-tech contexts. Technology adoption, product development, life cycles, networks/standards, organizations, alliances, acquisitions, market entry. prereq: [[MBA 6210 or equiv], MBA student] or dept consent
  • 6075, Pricing Strategy
    Framework for assessing pricing decisions. Pricing in business-to-business markets, consumer goods markets, services, and not-for-profit companies. prereq: MBA 6210, MBA student
  • 6078, Integrated Marketing Communications
    Managing communication. Advertising, sales promotion, public relations, direct marketing. Setting communications objectives/budgets, media selection, creative strategy, sales promotion techniques. prereq: MBA 6210, MBA student
  • 6082, Brand Management
    Management of brands/brand equity in modern business enterprises. Measuring brand equity. Building brand equity. Leveraging brand equity through brand extensions/alliances. Lectures, case studies, group brand projects. prereq: MBA 6210, MBA student
  • 6084, Persuasion and Influence
    This course is about the science of influence & persuasion. Through deeper understanding of human psychology, you will learn scientifically-tested and practical tools to become more influential in your dealings with consumers, clients, coworkers, & managers. Through a mix of lecture, discussion, reading, reflection, and experiential exercises, you will master the tools to be able to mobilize others by strategically crafting your communications. prereq: MBA 6210, MBA student
  • 6088, Strategic Marketing
    Determining product-markets where organization should compete. Sustainable competitive advantage. Matching marketing strategy with environment. Coordinating marketing, other business functions. Organizing marketing function/management. prereq: MBA 6210, MBA student
  • 6090, Surprising, Irrational Behavior of Consumers
    Selected topics/problems of current interest considered in depth. prereq: MBA 6210, MBA student
  • 6235, Pharmaceutical Industry: Business and Policy
    Business/policy issues specific to pharmaceutical industry. Interdisciplinary perspectives, active involvement by industry leaders.
  • 6421, Healthcare Law
    Topics: Various medical industry topics
  • 6562, Information Technology in Healthcare
    Theoretical/conceptual base for health care information technology. Applications of current/developing health IT. Approaches to evaluate effectiveness of health IT systems. Information technology, computer technology, and data structures commonly found in health care information systems. Information system design/evaluation. prereq: MBA student  
  • 6589, Medical Technology Evaluation and Market Research
    Hands-on experience in creating a value proposition for new medical technologies. Leadership pathways in medical technology, insurance, and delivery industries. Personal input from industry leaders United Health Group, Medtronic, and Mayo Clinic. prereq: MBA student
  • 6726, Medical Device Industry: Business and Public Policy
    This course, with the insight of industry leaders, addresses public-private sector interactions and the business, public policy, regulatory, and technology management issues that concern medical device and biotechnology companies.
  • 6990, The Healthcare Marketplace
    Survey of trillion dollar medical industry. Physician/hospital services, insurance, pharmaceuticals, medical devices, information technology. Scale, interactions, inter-relationships, market opportunities, barriers. prereq: MBA student
  • 6991, Anatomy and Physiology for Managers
    Overview of medical vocabulary/physiology of major body systems. Understanding current clinical practice. Market opportunities of major body systems, Medical technology innovation
  • 6992, Healthcare Delivery Innovations: Optimizing Costs and Quality
    Healthcare delivery. Analyze value for population.
  • 6995, Medical Industry Valuation Laboratory
    Interdisciplinary student teams create rapid production market analysis of promising medical technologies/services to determine potential for success in market. Exposure to University innovations, venture firms, inventors. prereq: Grad student
  • 6041, Project Management
    Project management in manufacturing/service organizations. Concepts/techniques for planning, execution, and control of projects. Resource planning, budgeting, scheduling. Project management software packages. Managerial/technical aspects.
  • 6051, Service Management
    Service management from cross-disciplinary point of view. Defining service package, designing delivery system, dealing with service encounters, improving quality, managing capacity, and implementing yield management systems. prereq: [MBA 6220 or equiv], MBA student
  • 6056, Managing Supply Chain Operations
    Decisions/trade-offs managers face when directing operations of supply chain. How supply chain operations are coordinated within manufacturing, distribution, and retail organizations. prereq: [MBA 6220 or equiv], MBA student
  • 6059, Quality Management and Six Sigma
    Management/technical aspects of process improvement. Organizational performance and financial measures as they relate to process improvement. Strategy, improvement tools/methods. prereq: [MBA 6220 or equiv], MBA student
  • 6072, Managing Technologies in the Supply Chain
    Choosing, developing, and implementing emerging technologies. Collaborative problem-solving, crisis management. Managing technology, processes, and people to enhance competitiveness of individual manufacturing/service firms. prereq: [MBA 6220 or instr consent], MBA student
  • 6081, Global Operations Strategy
    Operational implications of strategic decisions, such as global facility location, outsourcing, supplier selection and relationship management, process automation and standardization, concurrent product development. prereq: [MBA 6220 or equiv], MBA student
  • 6850, Topics in Supply Chain Operations: Operational Excellence (Lean Thinking)
    Topics seminar. Provides forum for topics in operations/management science.
  • 6850, Topics in Supply Chain Operations: Sales and Operations Planning
    Topics seminar. Provides forum for topics in operations/management science.
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