This course focuses on the software skills that are necessary in today’s business environment to analyze problems and make informed decisions. Due to its widespread use, emphasis will be placed on building strong Excel skills such as: advanced use of functions and formulas, pivot tables, descriptive statistics, linear programming, and regression. Students will also be exposed to basic concepts in modern databases such as nomenclature, structure, and reporting. Finally, students will be introduced to Tableau and R, two software packages that are rapidly growing in popularity in the field of data analytics. Tableau is a powerful but easy-to-use data visualization tool, while R is a full-fledged statistical software package where students will gain the experience of coding.
This course examines the role and purpose of ethics in business. Students are exposed to methods and frameworks for moral reasoning and for resolving ethical dilemmas. Students also learn about the concept of corporate social responsibility and explore its relevance to ethical business activities and obligations. Prerequisite: sophomore standing.
This course allows students to develop their skills as passionate, motivated entrepreneurs. If you already have an idea that you want to grow, this course can help make that happen. Don’t have an idea? You’ll learn how to identify opportunities and how to act on them. You will learn how to create and build your venture. You will also discover how your business idea fits into the broader society. This course is based on the theme, “act, learn, build.” Therefore, classroom meetings are active-learning experiences. Students will acquire an understanding of the entrepreneurial process – a process of opportunity recognition, resource gathering and team building, all driven by business methodologies in idea generation, feasibility analysis and business plan creation. Fall semester.
Introduction to the basic statistical concepts and techniques used to analyze data in business and economics. Covers descriptive and inferential statistics, probability and probability distributions, sampling and estimation, hypothesis testing, regression and correlation analysis, and other selected topics. Includes statistical software applications. Prerequisite: MATH 124 or MATH 128 or MATH 131 or SSCI 224.
Organizational behavior is a field of study that investigates the impact that individuals, groups and structures have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness. Topics include motivation of individuals and groups, group dynamics, leadership and influence processes, the exercise of social power and authority in groups, formal and informal organization, and the social and ethical context of decision-making processes. Prerequisite: sophomore standing.
This course provides a basic examination of the human resource function. Participants will examine topic areas including human resource planning, employment law, staffing, training and development, performance management, total rewards and compensation, and employee relations. The course includes readings, lectures, class discussions and application activities. Prerequisite: sophomore standing.
This course introduces operations and supply chain management concepts and techniques affecting the quality of goods and services delivered to customers. The course introduces quality management and process improvement concepts while showing how they pertain to all business disciplines and sectors. Operational topics such as capacity management, inventory management and waiting line analysis are also introduced to show how the management of people, materials, equipment and processes affect customer perceptions of quality. The course then concludes with an overview of Supply Chain Management concepts and decisions. Prerequisite: sophomore standing.
An introduction to the basic financial and economic decisions made by nearly all individuals and families over the course of a lifetime. This course includes some basic keys to investing wisely, purchasing a home, buying the appropriate amount of insurance, obtaining credit, managing your payment account and planning for future financial security. Although open to students majoring in business, this course may not be counted as an advanced requirement in the business administration major. Prerequisites: MATH 115 and sophomore standing. Infrequently offered.
This course introduces students to the international business environment, including the political, social, economic and cultural dimensions of foreign countries. Students are also expected to participate in the operation of Discoveries International, a not-for-profit corporation on campus managed by students. Prerequisite: sophomore standing, IBLAS or business major. Spring semester.
This course is an introduction to marketing as an essential business function. It covers the role of marketing in companies, the marketing mix and its management, and selected platforms such as marketing internationally and on the Internet. Responsible decision-making with regard to various constituents is emphasized. Prerequisite: sophomore standing.
This course introduces students to the theory and practice of negotiation by emphasizing both analytical and interpersonal skills. Interpersonal skills are important because negotiation is essentially a process of communication, trust building (or breaking), and mutual persuasion. With the aid of case discussions, exercises, and guest speakers, we will develop a set of conceptual frameworks to help students diagnose barriers to agreement and develop creative strategies to address them. This course will focus on the concepts, theories, and practices of negotiation. In-class activities will be experiential in nature, and work assigned will require students to be both reflective and analytical in a diverse set of contexts. Topics covered will include subjects such as negotiation from the context of developing one’s style, power, persuasion, and how negotiation changes when in different and diverse contexts such as culture and gender. In addition, other class goals include: • Increase self-awareness concerning motivational tendencies, ethical decision-making, and negotiation confidence. • Develop strategies to navigate and add value in face-to-face and virtual negotiations. • Give and receive constructive feedback concerning styles and techniques for use in future negotiations. • Practice skills and competencies related to negotiations in a variety of diverse scenarios. • Research regarding relevant application of negotiations concepts in your fields of interest. Prerequisite: BUAD 231 or BUAD 232 or LEAD 200 or BUAD 215. Spring semester.
This is the second course in a two-course sequence addressing operations and supply chain management. This course focuses on quantitative techniques pertaining to process improvement and supply chain management. Various concepts are also introduced to provide a broader perspective for delivering products or services to customers. Examples of relevant topics include: forecasting, logistics and materials management, facility design and location, project management and control, statistical process control and process capability, simulation, linear programming and the transportation problem modeling. Prerequisites: BUAD 233, BUAD 142, and (MATH 128 or SSCI 224).
This course deals with the effective management of resources and activities that produce or deliver goods and services in manufacturing and service organizations. This includes the effective management of people, materials, equipment and processes that businesses need to design, produce and deliver goods and services. Prerequisite: BUAD 233.
This course builds upon the introduction of human resource management in BUAD 232. It considers topics such as workforce analytics, employment law, employee relations, and safety and health. It also studies the history and background of the labor movement, union organizational activities, and contract negotiation and administration. The course also provides a deeper look at the area of compensation and benefits. Prerequisite: BUAD 232
This behavioral course focuses on the micro-level of group behavior as a management concern. Topics include motivation of individuals and groups, group dynamics, leadership and influence processes, the exercise of social power and authority in groups, formal and informal organization, and the social and ethical context of decision-making processes. Elements of behavioral theory and research are presented. Prerequisites: BUAD 230 and BUAD 232.
This course focuses on the macro-level of organization as a concern of management and elaborates upon the principles of management and the administrative approach to management. Topics include organizational goals, boundaries, size and structure, and the environmental factors and technological considerations that affect organizations. Bureaucratic, environmental and technological theories of organization; classical line, staff, functional and matrix organizational designs; and contemporary organic concepts are presented. Students learn to analyze the design of organizations and to assess the impact of such designs on the performance of the organizations. Prerequisite: BUAD 231 or instructor’s consent.
This interdisciplinary Global Seminar Study Abroad course explores leadership as exercised by ordinary people in Europe during WWI and WWII. Topics include leadership as it relates to moral courage, decision making, conflict management, emotional intelligence, psychological stress, followership, and power and influence. Students will apply the historical lessons learned to their contemporary lives as individuals and members of organizations and communities. The course includes site visits to museums, memorials, cemeteries, and historical and cultural attractions in Belgium, France, and Germany.
This course is designed to provide students with an understanding of systems analysis and design in business applications. The students completing this course identify and analyze business problems and create solutions using systems analysis and design techniques, evaluate and choose appropriate software tools, and create design documents that can be used to implement the system. Students learn about user-interface design, database design, systems architecture and implementation, systems operation, support, and security. Prerequisite: BUAD 142 or computer science major. Alternate years.
As an introductory course in finance, BUAD 350 acquaints students with the fundamental tools and concepts used in financial decision-making and financial management. In addition to an overview of the financial system, this course covers discounted cash-flow analysis, financial-ratio analysis, security valuation, risk and return, financial forecasting, capital budgeting, capital structure, and other selected topics, including international dimensions of finance. Prerequisites: ACCT 205, ECON 102, MATH 128, MATH 321 or SSCI 224.
This course acquaints students with various types of investments, why individuals invest and how individuals invest. As such, the intent is to provide the fundamental concepts, theories and techniques of investing in financial assets, including stocks, bonds, mutual funds and derivatives. The course also introduces students to the area of portfolio management. The global aspect of investing also is discussed. This course provides the opportunity for students to experience hands-on investing through management of an online portfolio. Prerequisite: BUAD 350. Fall semester.
This course provides a conceptual and practical overview of financial institutions and markets. Students study the financial management of bank and nonbank financial institutions. Emphasis is placed on studying the major trends and problems faced by these institutions, both on a national and an international level. Attention is also given to money and capital markets and to the role and determinants of interest rates. Prerequisite or co-requisite: BUAD 350. Note: Students may not get credit for both BUAD 352 and ECON 390.
An in-depth analysis of the financial manager’s decision-making role. Through use of the case method, students are faced with realistic problems that permit them to apply financial theory as well as utilize and enhance the problem-solving skills developed in previous courses. Student groups prepare written case reports and make case presentations. Prerequisite: BUAD 350.
The course begins with an exploration of the nature, sources and measurement of risks. The course includes the evaluation of risks and the risk-management process; both noninsurance and insurance solutions to the risk-management problem are considered. Applications include risks faced by auto owners, homeowners and individuals in terms of life and health risks. Finally, the course covers the insurance industry. Students learn about the various types of insurers, the functions of insurers, and the regulation of the insurance industry. Prerequisite: junior standing.
This course examines the basic operational functions of an insurer and reinsurer, and explores the operational impact from market and regulatory environments. Key topics addressed in the course include industry structure, regulation, distribution systems, underwriting, ratemaking and insurance pricing, reinsurance, and loss control and solvency. Combined with current issues in insurance industry, both personal lines and commercial lines insurance operations are examined. Spring semester.
This course provides an integrated application of management and marketing principles to the corporate selling function. Concepts covered include demand forecasting, production planning, sales quota and territory assignments, consumer behavior, selling techniques, and sales-force recruitment and supervision. Cases provide an integrative policy orientation to this course. Prerequisite: BUAD 270. Alternate years.
This course provides an introduction to marketing research as an essential marketing function. Covers the options and decisions to be made in finding problems, formulating research models, choosing research designs, collecting and evaluating data, and presenting results. The course consists of two integrated parts – learning about the institutions, tools and methods of marketing research and applying them to a practical research project. Prerequisites: BUAD 228, BUAD 270 or SSCI 224, or MATH 321.
An introduction to promotions as an essential marketing function. This course studies promotional tools such as advertising, sales promotion and public relations in the context of both traditional and electronic platforms. Both the development of promotion strategies and their implementation through various media are covered. Prerequisites: BUAD 228, BUAD 270 or SSCI 224 or MATH 321.
This course concentrates on the psychological and sociological aspects of the marketing function. Topics include motivation, learning and memory, socialization, attitude formation, and lifestyle expression. Prerequisites: BUAD 270, ECON 102.
This course takes an interdisciplinary approach that includes psychology, communication, and management and examine some of the most historic human error case studies. The class will explore scenarios where leaders and managers must solve significant problems; humans have made critical errors; the role of the individual is vital in solving these problems in various settings; and recommendations need to be made so as to learn from these scenarios and stories. These case studies will explore a variety of areas: societal problems (for example – leadership in the face of challenging societal norms), cultural problems (for example – leadership issues in different cultural contexts), decision making (for example – the biases that cause human error and prevent robust decision making), and understanding how individuals interact (for example – how humans working in groups can cause problems and how we solve them), to name a few. BUAD 387 Aviation Disaster Exploration: Decision Making Errors This class in Aviation Disaster Exploration: Decision Making Errors will explore some of the most famous aviation disasters through the lens of human decision-making errors. It will take an interdisciplinary approach that includes social psychology, communication, and management as we examine some of the most interesting aviation case studies. The class will explore scenarios where: leaders and managers must solve significant problems; humans have made critical errors, the role of the individual is vital in solving these problems in various settings, recommendations need to be made so as to learn from these scenarios and stories. These case studies will explore a variety of applied theoretical areas: resilience in decision making (for example – leadership in the face of extreme crisis), cultural problems (for example – accidents caused by issues in different cultural scenarios), cognitive biases (for example – accidents caused by the unchecked biases that cause human error and prevent robust decision making ), and understanding how individuals interact (for example – how humans work and communicate in groups and how several aviation accidents have been caused by not understanding group dynamics), to name a few. Summer semester.
The study of international management is gaining importance as organizations expand their operations globally. This class is designed to help students learn the fundamentals of international management strategies and cross-cultural management. Further, throughout the course, students are expected to develop a sense of ease to engage in business in a multicultural business management environment.
Students will study basic principles of law as it relates to business. Topics include civil procedure, tort, contract, agency, employment, partnerships and corporations. Prerequisite: junior standing.
This course examines the many ways leaders are portrayed in films and the implications of these portrayals for leadership in practice. Students analyze and evaluate portrayals of leaders in film using a variety of theories and perspectives, including: traditional theories of leadership, personality and leadership, emotional intelligence and leadership, courage and moral leadership, team leadership, transformational leadership, visionary leadership, servant leadership, and gender and leadership. Prerequisites: grade of D or better in BUAD 230 or BUAD 231. Fall semester.
The entrepreneurial experience is about acting upon a real entrepreneurial opportunity. Building on the foundation of BUAD 215, students put their ideas into practice by developing and building on key action steps to advance their own venture or to advance projects for existing organizations. This process involves research that engages prospective customers, suppliers, stakeholders, experts, comparable and complementary ventures, and investors. Students are challenged to test ideas and gain a clearer understanding of the interdisciplinary complexities of the entrepreneurial environment. Readings and cases provide supplemental background. The class experience addresses how to build and lead an enterprising new venture. Students set goals and action steps to move their venture forward, working with both external and internal mentors. Students work independently as well as interdependently with other students in the course. Contact time for this course is divided between in-class sessions and out-of-class meetings with the instructor. Prerequisite: BUAD 215. Fall semester.
Corporate social responsibility (CSR) concerns the responsibilities businesses have to deliberately support a just social order, above and beyond the good side effects of their profit-making ventures. In this course, students learn how to implement CSR by partnering with a local business. Students (i) understand how their own values support business-centered CSR, using appropriate moral theories; (ii) figure out how those forms of CSR can be realized by the concrete actions of partnering local businesses (or nonprofit organizations); and (iii) help an organization develop and implement strategies for realizing the relevant forms of CSR in light of its goals, its place within a community and its values. Students achieve these outcomes through exploration of the following specific topics: stakeholder management, sustainability, diversity and democratic corporate governance, profit-nonprofit partnerships, corporate political activity, and global CSR.
This course is about both the design and execution of human resource management. This course has two central themes: how to think systematically and strategically about aspects of managing the organization’s human resources, and what really needs to be done to implement these policies to achieve competitive advantage. It adopts the perspective of a general manager and addresses human resource topics including reward systems, performance management, high-performance human resource systems, training and development, recruitment, retention, Equal Employment Opportunity laws, workforce diversity, and union/management relationships from a strategic perspective. Prerequisite: BUAD 336. Alternate years.
The purpose of this course is to provide students with a solid understanding of the art of compensation practice and its role in promoting companies’ competitive advantages. Students examine the context of compensation practice, the criteria used to compensate employees, compensation design issues, employee benefits, and contemporary challenges that compensation professionals will face well into the 21st century. Students learn core compensation systems concepts and tools through lectures, assigned text readings and other ancillary assignments. Prerequisite: BUAD 228, BUAD 232.
This capstone course, required for all senior IBLAS majors, attempts to integrate the knowledge and skills derived from prerequisite courses in business, language, mathematics, political science and economics. The format includes lectures, oral presentations by students, visitors, panel discussions, field trips and visits to conferences, case analyses and hands-on responsibility for the student-run import retailing operation, Discoveries International. Prerequisite: senior IBLAS major, global business concentration or instructor’s consent. BUAD 468 fall semester and BUAD 469 spring semester. Prerequisite for BUAD 469: BUAD 468.
This capstone course takes an analytical and learning-by-doing approach to marketing with particular regard to strategic decisions. It deals with optimizing marketing management decisions by using quantitative tools. Among the issues covered are customer loyalty and relationship marketing, branding, product launch, pricing, promotion budgets and customer-segment analysis. At the center of the course is the development of a hands-on semester project. Prerequisites: BUAD 228, BUAD 270.
This course is about the importance of embracing ever-changing knowledge within organizations. This course focuses on how to think about technological disruption as it pertains to organizations within industries, and as it pertains to individuals within organizations. It also explores how individuals deal with the psychological stress of change within organizations. Alternate years.
An integrated approach to strategic decision-making through the use of case studies, simulations and role-playing. Emphasis is placed on synthesizing the knowledge and skills derived from accounting, economics, finance, marketing and management courses. Prerequisites: ACCT 206 or 315, BUAD 210, BUAD 231, BUAD 232, BUAD 233, BUAD 270, BUAD 350 and senior standing.
This is a seminar course offered whenever a mutual interest in a more specialized topic in business administration exists for a member of the faculty and a sufficient number of students. Prerequisites: BUAD 206 or BUAD 315, BUAD 270, BUAD 350, and senior standing. Infrequently offered.
This is a seminar course offered whenever a mutual interest in a more specialized topic in business administration exists for a member of the faculty and a sufficient number of students.
Individual study of an approved topic in business under the direction of a business administration faculty member. Permits faculty and students to explore together some subject of special or personal interest. Reading, tutorial discussion and written work are required. Prerequisite: instructor’s consent and approval of the associate dean of social sciences.
Qualified students may perform business research projects under the supervision of a business administration faculty member. Prerequisite: instructor’s consent and approval of associate dean of social sciences.
Appropriate work experience with business organizations or government agencies may be undertaken for course credit when directly related to the educational goals of the student. The work done or a description of the field experience is not sufficient for academic credit, there must also be evidence of reflective analysis and interpretation of the experience which relates it to the basic theory in related areas. Students must submit an Internship Course Application to the course instructor to be approved for academic credit before registering for the course. Prerequisite: Supply Chain Management major, instructor approval, junior or senior standing.
This course will introduce students to SNC’s value-based MBA experience and outline the expectations of the program. In addition, students participate in an assessment of their soft skill proficiency and personnel management decision making. Working with the instructor, students develop an Individual Development Plan to focus their path through the MBA program. The instructor will provide feedback and specific tactics to help improve the areas in need of development. Finally, students will be provided an introduction/refresher on the use of spreadsheets to support managerial decision-making. This course is offered twice per year and should be taken as early as possible in the MBA program.
This course provides students with an introduction to the macroeconomic variables that managers should understand in order to assess changes in the business environment. Further, it examines major models of how the economy functions with the intent of informing managers of how monetary and fiscal policy will impact the overall economy and, in turn, their businesses.
Microeconomics is the study of individuals, households and firms’ behavior in decision making and allocation of resources. This course provides students with an introduction to applied microeconomics for business decision-making. It considers how markets function and how the government may interfere in the market. It also informs how businesses make decisions related to production and cost in the short and long run, and determine prices.
This course extends concepts from regression modeling to the core business task of predictive analytics. The course focuses on ordinary least squares and diagnostics, and it may introduce other estimation techniques. Participants are expected to apply these techniques using statistical software packages such as R to make data-driven business decisions.
This course focuses on topics in advanced econometric time series analysis. Topics will include incorporating lags optimally, stationarity and co-integration, simultaneous models, pooling data, and systems of equations. Participants apply these techniques using statistical software packages such as R to make data-driven business decisions. Prerequisite: BUAD 603
This course applies accounting and finance theories to support primarily internal business decision-making processes. Participants learn how to evaluate various business decisions using relevant quantitative and qualitative statements and reports of managerial accounting information. Prerequisite: BUAD 650.
This course examines the roles played by values and ethics in the many decisions faced by business organizations. Participants examine how their values are determined and how values inform responsible behavior in organizations. Further, the course analyzes the role of firms in promoting sustainability in the communities in which they operate.
The changing nature of work in the 21st century is driving ”the reconfiguration of jobs to leverage uniquely human skills: empathy, social and emotional intelligence, the ability to set context and define business problems.” In addition, in a society where the workforce is increasingly dispersed, diverse and mobile, traditional command and control styles of leadership no longer have the impact that is needed for long-term organizational success. In this course we will examine the philosophy of Humanistic Leadership; a people-oriented, values driven approach to leadership that centers on enhanced self-awareness, honors human dignity, calls for increased collaboration and trust among stakeholders, and encourages systems thinking to support personal and organizational success. Topics that will be explored include: Emotional Intelligence, Authentic Confidence, Adaptive Leadership, personal mission and vision, communication styles and listening.
This course develops an understanding of practices for engaging in diversity, equity and inclusion (DEI) work. Drawing on sociology, history, and women’s and gender studies, this course introduces participants to a range of issues related to race, gender, sexuality and other axes of identity. This course offers tools to engage employees in complex conversations around identity, while offering practical tools for creating equitable and inclusive workplaces where a diverse range of professionals can thrive.
This course develops passionate, motivated entrepreneurs. Entrepreneurship is a way of thinking and acting; it is a practice, integrated with theory, that can be learned and applied in any organizational setting. This course helps participants grow already-formed ideas, and those without ideas learn how to identify opportunities and act on them. All participants learn to create and build their ventures and discover how business ideas fit into the broader society. This course is based on the theme “act, learn, build,” therefore, class sessions are active learning experiences. Participants acquire an understanding of the entrepreneurial method, a practice of opportunity recognition, resource gathering and team building, all driven by business methodologies in idea generation, feasibility analysis and business plan creation. This course helps participants re-evaluate their own views of entrepreneurship within the framework of entrepreneurial thinking and putting this mindset into action.
This course explores the concept of design thinking, a proven, systematic approach for developing solutions using creative problem-solving techniques. Starting with a foundation of understanding unmet customer needs and then applying a structured framework for innovation, organizations substantially enhance the chances for new products and services success. Participants learn the basic concepts that drive design thinking and people-centric design as well as how to translate unmet needs into ideas and prototypes, analyze the economics of innovation, and apply informed decision making.
This course explores how business analytics combines domain knowledge, statistics, and technology to make data-driven business decisions for solving business problems. Students are introduced to a 4-step Business Analytic Process involving: getting data, preparing data, analyzing data and communicating results to improve business performance. Online tutorials and exercises apply various tools (spreadsheet, database SQL, Tableau, Power BI and R-Studio) for making data-driven decisions.
This course will apply statistical techniques such as summarization, inference, clustering, principal component analysis, and regression to make data-driven business decisions for solving business problems. Students will be expected to apply these techniques using software packages such as Excel, Tableau, Power BI, and R. Prerequisite: BUAD 628.
In an ever-changing world where business leaders are beginning to rely more and more on data for decision-making, the role of data presentation and visualization are becoming increasingly important. This course helps participants understand how humans process data and information. Participants also will gain a better understanding of data literacy and learn to effectively design visualizations to convey truth and meaning using data-based evidence. This course prepares participants to construct high-quality visualizations via the understanding of different types of data relationships, such as distributions, correlations, time, parts of a whole, spatial mapping and ranking. This is a practical, hands-on course; participants use Tableau and R to construct high-quality visualizations and dashboards to better inform business leaders in the managerial decision-making process.
Contemporary organizations are increasingly reliant on teams to innovate and implement creative solutions to complex problems. This course is designed to improve participants’ effectiveness as leaders by introducing concepts for understanding and leading both individuals and teams in organizations. Participants are exposed to leading-edge research and are given an opportunity to practice some of the principles introduced through discussions and exercises.
This course develops an understanding of how human resource management practices influence organizational success and how general managers acquire the skills needed in order to successfully manage their people. This course draws on economics, psychology, sociology and legal issues to inform students about job analysis, human resource planning, recruiting, selecting, training, evaluating and compensating employees in order to develop and maintain a highly committed and high-performing workforce.
This course focuses on how to use operations and systems to gain strategic advantage. Participants examine transforming inputs into outputs and using information to improve that transformation – the keys to a firm’s success, from manufacturers managing their supply chain to service providers.
This course prepares innovative leaders for putting fresh ideas to work and to do so responsibly. It examines the skills and tools required to be a transformational leader. Participants explore how successful leaders influence groups, understand behavior, and lead people toward the achievement and realization of the organizational vision. Prerequisite: BUAD 631.
This course is designed to develop the participant's communication skills by applying principles of communication science and the psychology of persuasion in a contemporary business setting. Crafting messages that are not only effective, but also ethical, is of foremost concern in this course. Communication strategies with which leaders can appeal to audiences both internal and external to their organization will be explored. A variety of message forms will be considered and rehearsed, including oral presentations, traditional written discourse, and digital messaging.
This course provides leaders with an understanding of Project Management (PM) principles and methodologies as developed by the Project Management Institute (PMI). Participants review traditional and Agile PM approaches, along with transitional challenges companies may face, and are introduced to common PM vocabulary, PM Process Groups and PM Knowledge Areas. Both behavioral aspects and technical components of a project are be covered. Behavioral issues include management and leadership, stakeholders and communications, and organizational culture and structure. Technical components include work breakdown structure, cost estimation, critical path method, earned-value analysis and risk management. Participants also are introduced to PMI’s code of ethics and professional conduct.
This course emphasizes the knowledge, skills and tools necessary for financial decision-making. Topics include the time value of money, the determinants of interest rates, the valuation of financial assets, the risk-return relationship, and the basics of financial planning and capital structure.
This course provides an overview of the financial management aspects of business organizations, emphasizing case analysis. Topics include evaluation of performance through financial-statement analysis, capital-budgeting analysis, working capital management and dividend policy. Prerequisite: BUAD 650
This course takes a strategic and analytical approach to the study of consumers, products and markets. Attention focuses on the recognition of opportunities, the development of marketing strategies and the design of an effective marketing mix both for consumer and business markets. Work with simulations makes participants aware of the financial impact of marketing strategies.
This course offers a hands-on approach to business models and proposals. The primary work output will be a viable business and promotion plan. Students will work with regional small businesses and charities. Some of these firms may be associated with the Green Bay Packers Protégé-Mentor Program. This advice will be an integration of formal marketing concepts participants have already been exposed to in BUAD 670. Through a combination of class discussion, individual and group work, participants establish an understanding of how a particular firm faced with challenges needs to adapt in order to succeed. This course’s overriding perspective is entrepreneurial and marketing-centric, with participants applying core management concepts from the marketing field, including value-proposition development, target marketing assessment and strategic response. The course is specifically designed for participants who have a keen interest in strategic formulation and in being a contributing member on a consulting team. Prerequisite: BUAD 670.
This course focuses on the concepts, theories and practices of negotiation. Class activities are experiential in nature, and participants are required to be both reflective and analytical in a diverse set of contexts. Topics covered include negotiation from the context of developing one’s style, power, persuasion, and how diverse contexts such as culture and gender impact negotiation.
Managers make significant strategic decisions as part of their jobs as they seek to grow a business. Such decisions may include developing and introducing a new product or process, acquiring another firm, responding to a competitor or to a crisis, forming a strategic alliance, or entering a new market. These decisions are complex and must take all business functions (finance, marketing, management and operations) into consideration. The strategic management process considers the basic direction and goals of an organization, the environment (social, political, technological, economic and global factors), industry and market structure, and organizational resources and capabilities. This course serves as a capstone experience and emphasizes the development and successful implementation of strategy in different types of firms across industries. Case analyses, live business projects and a business simulation are used as learning vehicles. Prerequisites: BUAD 601, 602, 606, 629, 631, 633, 651, and 670.
This course focuses on the fundamental differences between managing a mission-driven enterprise compared to a profit-driven company. The course begins by exploring the sector - examining what makes nonprofits unique, the history of the nonprofit sector, the theoretical underpinnings for its existence, and its scope and impact on society. In addition, the course will then examine governance and accountability of nonprofit boards, funding challenges, program evaluation, the role of nonprofits in policymaking, and the unique aspects of nonprofit finance. Throughout, students will examine real world examples and review the theories and practices that apply to them. Students will leave the course with a greater awareness of the role of nonprofits in society as well as the essential skills in leading a nonprofit.
This course will cover a variety of timely or specialized business-related topics. As a result, course content varies. Contact the MBA Director for current course descriptions and prerequisites. Students may repeat this course under different topics.
This course is an introduction to the world of sports and the management of sport organizations. Topics include sports and its importance within American and global societies, sport institutions and its structures, and particularities of the business of sports globally. Discussions center around amateur, professional and collegiate current issues in sports. Fall semester.
This course introduces the basics of facility and event management in the sport and entertainment industries. The materials discussed include the different categories of events and venues (both in the United States and abroad), the principles of event management (e.g., planning, managing, implementation), and the role of different types of venues, among other topics. The course includes lectures, group discussions, group projects, and audio-visual materials. Spring semester.
In this discussion-based course, students are invited to critically evaluate and discuss various topics related to the reality faced by women in sports (e.g., Title IX and what has changed since then for women in sports). We discuss topics related to women's experiences in sport on-the-field, and off-the-field (or the business of sports, such as diversity, equity and inclusion practices). Key ideas related to sports marketing (e.g., endorsements, sponsorships, consumer behavior related to women's sports) are covered. The experiences of women's sports around the world and future challenges related to women's sports are explored as well. Fall semester.
Do you know there is an annual $2.5 trillion gap to be filled to meet Sustainable Development Goals? It's time for every global citizen to be part of this mission and think about impact investing. Impact investments are investments into companies, organizations, and funds to generate positive, measurable social and environmental impact alongside a financial return. It is possible to ”do good while doing well” in facing today's global challenges. This interdisciplinary Global Seminar Study Abroad course introduces the impact investment landscape in developing countries, especially in East & Southeast Asia. Students will learn about the rich history and cultural differences from site visits to museums and historical and cultural attractions. Meanwhile, students will witness firsthand and deepen their understanding of the international development process by visiting local investment communities and businesses. Through a combination of readings, case studies, and site visits, students will gain insights into the perspective of the venture philanthropist and the impact investor (including NGO managers). Ultimately, the objective is to allow students to understand the role of a global citizen and explore how we can reimagine allocating resources in the economy in the context of investing for social impact.
An introduction to the increasingly important field of sports marketing and its role in society. Students will interpret and apply basic marketing principles in various sports related fields with the goal of understanding and explaining the importance of marketing in these fields. Prerequisites: BUAD 270.
Like most organizations, the success of any sports team is heavily dependent on the talent and chemistry of their people. To wit, where else but in big-time sports can you see the effects of talent assessment, recruiting, leadership and employee engagement played out, in public, under the spotlight, every day of the year? What players to draft or sign, which ones to develop, which ones to cut loose, and how to build the right mix of personalities and talent to achieve team goals are the primary concern of all sports franchises. HR and Sports will apply the tools and techniques of human resource management to the context of sports and sports management.
The average consumer spends 2.5 hours per day on social media sites and this course explores how to effectively use social media to move those consumers to action. In order to be a successful marketer, you must be able to plan a campaign that aligns with strategic goals, execute using the appropriate channels and tactics, and measure the success or failure of your efforts. By the end of this course, you will learn how to do just that.
Email marketing is vital to modern businesses and a primary tool in any skilled marketer’s toolkit. In this course, you’ll learn how to craft successful email marketing campaigns for sales, engagement and activation. By the end of this course, you’ll know how to write emails that drive customers to take desired actions and how to structure campaigns for maximum effect. You’ll also build your own marketing campaign. Prerequisite: BUAD 270 and CORE WI
How do you find what you're looking for on the internet? Chances are you turn to Google or another search engine. Many companies use search engine optimization (SEO) and search engine marketing (SEM) strategies to improve high-quality traffic to their websites. By the end of this course, you'll understand the key principles of SEO and SEM. You'll also learn how to execute these techniques to help improve your visibility on search engine results pages. Prerequisite: BUAD 270
Marketing professionals today have access to incredible amounts of data. The ability to use this data is what differentiates successful marketing efforts from failed ones. This course will teach you how to analyze digital customer behavior data using a range of tools and use that data to test marketing hypotheses and improve customer acquisition. Prerequisites: BUAD 270, Core QR, DATA 101, and BUAD 271 or BUAD 272 or BUAD 376.
According to a recent study of human resource managers, effective project management is one of the most coveted skills for new hires in the modern economy. This course will introduce you to the power of effective project management through two primary frameworks: waterfall and agile. You will also learn vital project-management concepts that can be applied to a wide range of industries and occupations.
Any successful project starts with a plan. This course provides students with a deep understanding of project planning. Projects are a series of tradeoffs between scope, cost, and time, so you’ll need to learn how to balance them in order to create a plan which is realistic and achievable. You will also learn how to leverage resources, and how to manage risk, quality, and stakeholder expectations to ensure project success. Co- or prerequisite: BUAD 165.
In the modern work environment, the project lifecycle always involves unforeseen challenges that require the project manager to make adjustments. Successful project implementation and closure requires conviction and trust in processes and personnel. Both are vital parts of a project’s success and indicate how future projects will be managed. This course covers project execution, monitoring / control, implementation / handover, DevOps, and project closure and prepares students for Project Management Practicum and Internship. Prerequisites: BUAD 165 and BUAD 265.
This course is intended as a culmination of a student’s work in the Project Management minor. Students will work in groups to manage a simulated project from scope to completion - encountering - and overcoming - challenges and complications along the way. This course will also provide students with an overview of the product life cycle, governance, and other topics to help contextualize project work. Prerequisites: BUAD 165, BUAD 265 and BUAD 365.
This course is your introduction to the US healthcare system and the practice of healthcare management. You’ll learn how the healthcare industry functions and explore the roles and impacts of its various parts. You’ll also have the opportunity to compare and contrast the US healthcare system with those of other nations. By the end of this course, you’ll know the ins and outs of the American healthcare system. This online class has optional live recitation sessions. Prerequisite: sophomore standing
This course is your overview of healthcare law in the United States. You’ll learn about the ethical and legal issues that healthcare providers and administrators are confronted with in the modern workforce. By the end of this course, you’ll understand how the legal environment shapes the medical profession and how to analyze and respond to a range of ethical and legal issues. This online class has optional live recitation sessions. Prerequisite: BUAD 230, PHIL 275 and BUAD 390
This course will help you understand the process of analyzing patient and other healthcare data to drive change and achieve greater efficiencies in healthcare systems. You will build the programming and scripting skills (no prior experience needed) you need to analyze and explore data sets. By the end of this course, you’ll be able to perform statistical analyses of healthcare data and turn it into actionable information to improve healthcare systems. This online class has optional live recitation sessions. Prerequisite: BUAD 228
This course teaches you how to apply concepts of finance and accounting to healthcare. You’ll learn how to track and evaluate the financial status of a healthcare organization. Additionally, you’ll learn how healthcare systems finance growth and other projects. By the end of this course, you will be able to analyze issues and trends in healthcare finance and use financial information to support healthcare decision-making. This online class has optional live recitation sessions. Prerequisites: BUAD 240, ACCT 205 and BUAD 350.
This course is your introduction to healthcare operations. You’ll learn about operations and systems management within the context of healthcare systems, how hospital supply chains work, and how to analyze operational processes to improve efficiencies. By the end of this course, you’ll know how to evaluate and optimize hospital processes. This online class has optional live recitation sessions. Prerequisites: BUAD 240, BUAD 228, BUAD 341 and BUAD 230.
This course is the culmination of your work in the Healthcare Administration and Management program. You’ll learn to apply strategic thinking to healthcare management and complete a major project in which you propose a systemic change to a hospital or hospital system. By the end of this course, you’ll have honed and improved your relevant skills and created a portfolio project to show future prospective employers. This online class has optional live recitation sessions. Prerequisites: BUAD 240, BUAD 228, BUAD 341, ACCT 205, ACCT 206, BUAD 343 and BUAD 344.
This course provides students with an understanding of investment portfolio management and financial derivatives. Students will learn the fundamental principles and advanced strategies involved in constructing and managing investment portfolios, with a specific focus on the application of derivatives in optimizing portfolio performance. Students will delve into theoretical frameworks, quantitative techniques, and real-world applications to develop a solid foundation in portfolio management and derivatives trading. Prerequisite: BUAD 351.
Have you ever wondered how that Amazon package arrived at your door so quickly? Supply chain management is the process by which organizations get us the products we consume, and companies need talented employees to help optimize their supply chain. This course will teach you how to use forecasting techniques to match supply and demand, and how to develop logistics networks that help minimize costs and deliver top customer service. This online class has optional live recitation sessions. Sophomore standing
In today’s modern economy, something as simple as a razor might be manufactured in multiple countries with each part coming from a different supplier. This course will teach you how businesses manage this increasing complexity behind the scenes through efficient sourcing of suppliers and operations. You will have the opportunity to apply this knowledge by conducting a real-world case study of a product of your choosing. This online class has optional live recitation sessions. Prerequisite: BUAD 235
This course extends the learning of Business Ethics (BUAD 210) by exploring theory, core moral values, and conscientious reasoning through the lens of ethical leadership. Use of materials from the tradition of Catholic Social Teaching will enhance students being a steward of communities and organizations.
This course - built in collaboration with corporate advisors - is the culmination of your work as a student of supply chain management. In this course you'll be tasked with creating a series of solutions to actual problems faced by a real-world company in delivering their product to consumers. By the end of this course, you will have built experience in solving real-world supply chain problems and seeing how your solutions compare to the professionals. This online class has optional live recitation sessions. Prerequisites: BUAD 234 and BUAD 235.
This course covers the major relevant supply chain technologies and systems. In this course you'll survey the systems that enable the supply chain in best-in-class supply chain organizations. Understanding of how information flows throughout the supply chain is critical to managing a supply chain and this will be the main focus in this course. By the end of this course, you will have gained a basic understanding of how supply chain systems work and how they make the supply chain more efficient and effective. This online class has optional live recitation sessions. Prerequisites: BUAD 234 and BUAD 235.
Everything from the best concert you saw, to your Covid-19 vaccine relies on the existence of effective supply chains. In this course, you’ll learn about the application of supply chain systems to vital real-world functions. By the end of this class, you’ll have a much better understanding of why supply chain management is vitally important, how it intersects with business, national and global interest, and how supply chains literally save the world. This online class has optional live recitation sessions. Prerequisite: Sophomore standing.
This class in Aviation Disaster Exploration: Decision Making Errors will explore some of the most famous aviation disasters through the lens of human decision-making errors. It will take an interdisciplinary approach that includes social psychology, communication, and management as we examine some of the most interesting aviation case studies. The class will explore scenarios where: leaders and managers must solve significant problems; humans have made critical errors, and the role of the individual is vital in solving these problems in various settings, recommendations need to be made so as to learn from these scenarios and stories. These case studies will explore a variety of applied theoretical areas: resilience in decision making (for example – leadership in the face of extreme crisis), cultural problems (for example – accidents caused by issues in different cultural scenarios), cognitive biases (for example – accidents caused by the unchecked biases that cause human error and prevent robust decision making ), and understanding how individuals interact (for example – how humans work and communicate in groups and how several aviation accidents have been caused by not understanding group dynamics), to name a few. Summer semester.
“Going viral” is the goal of most web-based marketing content. Companies that generate content that spreads through the internet organically are the most successful in growing their brand. This course will teach you what drives people to share content and how to build content that is shareable and meme-worthy. By the end of this course, you will understand what drives viral sharing and learn how to facilitate it. Prerequisite: sophomore standing
