Monday, May 28, 2007

Purdue Course Work

Spring Semester 2008

MICROECONOMIC THEORY (ECON 513) This course concentrates on analytical economics applied to such topics as market structure, the nature and dimensions of competition, the concepts of demand and cost, incentives, market adjustments, labor supply, wage determination, and employment. We introduce participants to the construct of an economic model as a way to organize the thought process and gather information. In turn, we explore the use of the model to make predictions, as well as procedures for testing the implications and usefulness of such models (4 semester credit hours).

MANAGERIAL ACCOUNTING (MGMT 600/601) This course covers financial and managerial accounting principles and practices. The financial module includes an introduction to the accounting model followed by an examination of the financial statement effects of accounting policy choices for inventory, depreciables, revenues, and expenses. The managerial module examines the financial statement and internal decision-making implications of the contribution concept, as well as cost-volume-profit models, variable and absorption costing procedures, standard costing, and variance analysis (4 semester credit hours).

Fall Semester 2008

QUANTITATIVE METHODS (MGMT 670/671) This course deals with understanding and applying contemporary concepts and techniques for formulating, analyzing, and making decisions in the face of uncertainty. We study techniques that build on the fundamental concepts of probability, statistics, and decision analysis, with the objective of extracting decision information from data. These techniques also include methods for measuring and reconciling multiple conflicting objectives. We use case studies and actual databases in conjunction with appropriate interactive software to develop and apply methodology for analyzing, modeling, and solving management problems (4 semester credit hours).

ORGANIZATIONAL BEHAVIOR and HUMAN RESOURCE MANAGEMENT (OBHR 633/681) This course focuses on operational, managerial, and strategic-level human resource management concepts, issues, and decisions. We cover such topics as staffing and selection of employees, compensation and reward systems, performance appraisal, training and development, labor and industrial relations, and human resource planning. Central components of the study of behavior in organizations include individual, group, and intergroup behavior and their interactions with each other. We emphasize concrete people problems and day-to-day issues of managers, including such topics as socialization, motivation, communication, conflict, organizational design, and organizational change. Likewise, we emphasize analysis of cases describing actual business situations. The overall goal of the course is to provide managers with the tools necessary to make and implement crucial decisions in human resource management (4 semester credit hours).

Spring Semester 2009

FINANCIAL MANAGEMENT (MGMT 610/611) Course topics include the analysis of corporate funds flow patterns, the management of working capital, the process of capital budgeting, and the choice of short- and long- term financing arrangements. We present and maintain the perspective of the senior-level decision-maker throughout the course. We provide managers with tools to measure the profitability of alternative commitments of corporate resources and to select financing vehicles consistent with those commitments. We analyze the capital market setting in which the firm operates and the messages derived from that environment, which lead to development of strategies aimed at creating shareholder wealth (4 semester credit hours).

MARKETING MANAGEMENT (MGMT 620/621) The aim of this course is to develop skills in formulating and appraising marketing strategies and policies. It seeks to familiarize students with current management practices in service and manufacturing companies. We cover such topics as buyer behavior and market segmentation, product line strategy, new product development, advertising and promotion, pricing, and channel management. We use cases to illustrate the structure and analysis of marketing problems and to focus the discussion of marketing concepts. We also emphasize the development of integrated strategies and implementation programs (4 semester credit hours).

Fall Semester 2009

MACROECONOMICS and SOCIAL POLICY (ECON 514/640) The purpose of this course is to establish an understanding of the macroeconomy. To that end, we cover the causes and effects of inflation and unemployment. We give special emphasis to a discussion of monetary and fiscal policy, including government deficits and tax cuts. We devote considerable time to analyzing financial markets where interest rates are determined. Finally, since the macroeconomic environment is increasingly influenced by international conditions, we discuss the factors underlying trade and exchange rate movements. The course combines a lecture and case study approach to help the manager as decision-maker develop the analytical tools necessary to comprehend the macroeconomy (4 semester credit hours).

OPERATIONS MANAGEMENT (MGMT 660/661) This course establishes an overview and analysis of the operations management function in a variety of settings--i.e., from the perspective of producer of goods, as well as that of provider of services. Topics include the role of forecasts and an analysis of forecasting models; production planning and master production scheduling procedures and models; the analysis of inventory systems ranging from independent demand management, through material requirements planning, to manufacturing resource planning; production activity control; project planning and control; and distribution and logistics. The course makes extensive use of computer-based models and stresses the important role of operations considerations in the formulation of corporate strategy (4 semester credit hours).

Spring Semester 2010

THE LEGAL and SOCIAL FOUNDATION OF MANAGEMENT (MGMT 630/631) The purpose of this course is to give professional managers an insight into the structures and operations of both domestic and international legal processes as they affect managerial decision making. The course relates the operations of laws and legal systems to: Accounting and financial practices; marketing laws and regulations, including consumer and anti-trust laws; personnel and labor relations; corporate social responsibility; and the laws of business organizations (4 semester credit hours).

Course TBD) Selected by program faculty and administrators, this course examines an advanced functional area of management (4 semester credit hours).

Fall Semester 2010

STRATEGIC MANAGEMENT (MGMT 650/651) Throughout this course, we take the perspective of the senior manager charged with directing the total enterprise. To supply that perspective, we examine the following topics: Concepts and methods that integrate previous coursework in the various functional areas of management; corporate, business, and functional area strategy development; environmental analysis, including economic and competitive assessments that prompt mission/vision statements; goal structures and their role in developing and managing strategy; strategy constructs and the notion of competitive advantage; and strategy implementation issues, including organizational design, reward systems, information and control, and the role of formal planning systems (4 semester credit hours).

Course TBD) Selected by program faculty and administrators, this course examines an advanced functional area of management (4 semester credit hours).

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