Strategic Management (3 cr): 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.
Financial Accounting (3 cr): Basic principles of financial accounting, involving the consecution/interpretation of corporate financial statements.
Data Analysis and Statistics (3 cr): This course is designed to provide students with an understanding of and an ability to apply exploratory data analysis, basic inferential procedures, and regression in a business or management setting.
Marketing Management (3 cr): 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.
Financial Management (3 cr): 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.
Managerial Economics (3 cr): 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.
Supply Chain Management (3 cr): An orientation to a supply chain paradigm. Domestic and global perspectives will be examined. Tools used in operations and optimization will be discussed in the context of linking consumers to technology providers and manufacturers on rapid and distributed global platform.
Industry and Regulatory Analysis (2 cr) A comprehensive survey of the major US regulated and highly profitable industries including but not exclusive to the technology, energy, finance and healthcare industries. The course will focus on the legislative and regulatory process that provide oversight to major verticals. Antitrust and competition policy enforces by the Department of Justice and the Federal Trade Commission will be explored.
Negotiations (2 cr): 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.
Data Analytics (3 cr): It is critical for contemporary managers to 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 the 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.
Industry Vertical: Technology (2 cr): This course addresses the role of technology in modern economies, with an emphasis on both the big picture as well as practical insights and tools derived from original research. We will examine the telecommunications industry as an exemplar of a technology-intensive context. Through this course, students will develop the skill to recognize and frame common technology challenges and opportunities, and to develop fluency in making and communicating decisions about technology-enabled innovations.
Industry Vertical: Energy (2 cr): This course is about exercising foresight with respect to the macro-conditions affecting companies in the energy industry and choosing what to do next. Students will learn to anticipate future social, political, and economic changes in the energy industry and manage the threats and opportunities they pose. In the course, we will examine the events that lead from present to future conditions in the energy industry as well as learn to assess the moves that companies in the energy industry can take to improve their position—what should they do and why.
Industry Vertical: Finance (2 cr): This course provides an overview of the U.S. financial services industry, emphasizing the overall environment, key institutional details, and underlying economic functions. We will begin with a quick introduction to financial markets and institutions along with some related concepts, followed by a discussion of various functions these institutions perform. We will then look at the biggest sectors of this industry (banking, insurance, securities dealing, money management, etc.) in more depth, emphasizing which functions each sector performs, how these functions affect the structure and behavior of firms in that sector, and critical business challenges facing these firms.
Industry Vertical: Healthcare (2 cr): The healthcare marketplace constitutes nearly three trillion dollars in the United States and several trillion spent throughout the world. With growing demand for medical technology and the aging of the population, the scale and complexity of the healthcare supply chain is expected to dramatically increase over the next two decades. The healthcare sector is comprised of several markets for goods and services, including physician services, hospital services, insurance, pharmaceuticals and medical devices, and information technology. This course aims to provide a survey of the health sector to understand the scale, market opportunities, as well as barriers to this expanding and global industry.
The Ethical Environment of Business (2 cr): 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.
Leading Others (2 cr): 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.
Virtual Team Project (4 cr): The Virtual Team Project (VTP) provides Carlson School MBA students with the unique opportunity to work in a collaborative team environment across professions, industries, and markets. As participants in the VTP, students develop advanced skills in teamwork, cross-cultural collaboration, and business plan development within a dynamic environment shaped by academic rigor and the demands of real-world international business.
Capstone (4 cr): Tying together foundational concepts of business with deep knowledge of specific industry, students will collaborate across teams, faculty and a selected corporate partner and enter in to “War Games” scenarios. Teams will represent corporate decision makers and act as stakeholders for an all out, winner take all, strategic battle comprised within each of the industry verticals.