Academic Course Catalogs

Drop Shadow

MBA and IMBA Course Descriptions

GSBA 500 STRATEGIC THINKING AND COMMUNICATION (2)

The purpose of this course is to provide students with a fundamental understanding of how strategy is formulated in a global environment from the perspective of top executives. Students will be introduced to and apply various core strategies management concepts and models including but not limited to the industry environmental analysis, the internal analysis of resources, capabilities and competencies, corporate social responsibility, business-level strategy and corporate-level strategy. The intent is to provide students with a comprehensive perspective of how organizational problems and information flow impact organizational competitiveness. Teaching methods may include case studies, simulations, projects, and field-work. Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 501 ETHICAL LEADERSHIP AND ORGANIZATIONAL BEHAVIOR (3)

This course provides the concepts and skills for the ethical leadership of people in organizations. It also introduces the basic behavioral skills needed for self-management and promoting productive relationships with others in organizations. Topics include self-leadership, leading others, creating vision and strategy, understanding people (perception, learning, values, personality, diversity, etc.), managing change, ethical decision making, power and influence, motivation, team facilitation, conflict resolution, and organizational culture. Mastery of the concepts and skills in this course provide the foundation for other behavioral science based business courses in management, marketing, ethics and social responsibility, etc. Learning methods include self-assessment, lecture/discussion, case studies, team projects, computer simulations, and experiential exercises. This course is taken in the first semester of the MBA Program.

GSBA 502 STATISTICS FOR MANAGERS (2)

This course examines how managers use data as the key input for systematic business problem-solving. Topics include collecting data, describing and presenting data, probability, statistical inference, regression analysis, forecasting and risk analysis. Extensive use of Excel for data analysis with a focus on applied business decision-making. Common business processes and business skills practiced are gathering and organizing data, quantitative data analysis, forecasting, decision-making under uncertainty and communicating or presenting results. Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 503 PROBLEM FORMULATION AND DECISION ANALYSIS (2)

Whether managing a task, a project, or a corporation, business leaders often must make critical decisions with seemingly insufficient information to structure an effective analysis. Such an analysis requires framing the problem appropriately, formulating alternative actions, and evaluating their advantages and disadvantages. This course will provide the student with the skills necessary to be able to approach decision making in a systematic and fruitful manner. Using spreadsheets as the medium, this course will exam such topics as modeling, decision analysis tools, constrained optimization methods, and Monte Carlo simulation. This course will also provide experience with using these tools in such areas as marketing, finance and operations. Prerequisite: GSBA 502.

GSBA 504 MARKETING FOR MANAGERS (2)

This course examines the key elements of marketing and the economic concepts that underlie them. Topics include understanding the competitive structure of industries, product differentiation, branding, pricing, promotion and distribution. Common business processes and business skills practiced are developing and positioning a product, choice of distribution channels, promotional techniques, demand estimation, pricing decisions and developing a marketing strategy. Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 505 FINANCIAL MANAGEMENT AND ANALYSIS (3)

This course discusses how firms acquire, use and value capital resources. Topics covered are domestic and international capital markets, the time value of money, financial securities, risk and return, capital market efficiency, cost of capital and option basics. Common business processes and business skills practiced are free cash flow projections, capital budgeting and the valuation of a firm. Teaching methods are lecture, assignments and case studies. Prerequisites: GSBA 502 and GSBA 510.

GSBA 506 OPERATIONS AND THE GLOBAL SUPPLY CHAIN (2)

This course examines the operational processes of the logistical chain from acquisition of materials through conversion to physical distribution of goods and services. Topics include supply systems, workflow systems, inventory systems, quality systems logistics systems, cost estimation, optimization tools, and continuous improvement. Common business processes and business skills practiced are production planning, workflow scheduling, cost estimation, resource allocation, work methods design, inventory management and continuous improvement methods. Prerequisite: GSBA 503.

GSBA 507 PEACE THROUGH COMMERCE (2)

This course centers on the contributions that commerce, trade, business, and economic development can make toward building sustainable peace. It explores issues such as globalization, corruption, trade policies, corporate social responsibility and sustainability as they enable or hinder the creation of wealth and social transformation, particularly for the 4 billion people living in poverty and duress. Through specific examples students will assess trade and business opportunities in the global economy that foster cross-cultural understandings that are economically profitable, socially responsible and ecologically sound. Students will also examine the achievements and challenges of multi-sector collaborations seeking significant social and environmental impact

GSBA 508 THE LEGAL AND SOCIAL ENVIRONMENT OF GLOBAL BUSINESS (2)

This course examines the complex array of political, legal, historical and ethical concerns in the global business environment by analyzing the principles of social responsibility, ethics, diversity, law, and stakeholder theory as they apply to organizations, domestically and abroad. Coverage includes business ethics; diverse ethical foundations; diverse interests of various stakeholders; individual versus societal interests; pluralism and socioeconomic issues; anti-discrimination legislation; labor and employment issues; environmental justice; public policy; politics; globalization; and government regulation of business. Particular attention is given to cultivating moral reasoning skills. Fundamentally, we evaluate how businesses around the world do operate and, more significantly, how they should operate. Teaching methods include lecture, case studies, class discussion and debate. Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 509 THE ECONOMIC ENVIRONMENT OF BUSINESS (3)

This course provides managers with an overview of the economic environment within which business must operate, and an understanding of some of the analytical tools that economists use to solve business and economic problems. The focus is to enable students to identify, understand and evaluate the domestic and global forces causing economic change. Key concepts and ideas from both microeconomics and macroeconomics are introduced. Topics relevant to real-world issues and problems provide the focus for in-class discussion. Upon completion, students are expected to be familiar with the fundamental concepts of economics, and to be able to analyze how changes in the economic environment affect business performance and future strategic options. Prerequisites: GSBA 502 and 510.

GSBA 510 FINANCIAL ACCOUNTING AND STATEMENT ANALYSIS (3)

This course focuses on the preparation of corporate financial statements and their use by external parties making investment related decisions. Topics include income determination, asset and liability management and financial statement analysis. Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 511 MANAGERIAL ACCOUNTING (2)

This course focuses on the design of cost systems and managerial accounting reports to aid in the planning and control of a business entity. Topics include incremental analysis, cost-volume-profit, activity based costing and budgeting. Prerequisite: GSBA 510.

GSBA 512 NEGOTIATIONS (3)

Efforts to influence the goals, structure, and direction of an organization are undertaken by individuals and groups who frequently hold diverse and competing perspectives. Accordingly, negotiation is a central skill in managing conflict, creating value, and distributing resources. People want to participate effectively in decisions that affect them, and will resist accepting decisions dictated by others. People differ, and they use negotiation to handle their differences. This course will explore the science and art of negotiation. The “science” will be learned largely through readings and discussions of the readings. The “art” will be learned through experience in simulated negotiations. Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 513 CORPORATE GOVERNANCE AND VALUES (2)

This course surveys the major corporate governance systems in the world, focusing on the values and legal and financial traditions that have led to the development of systems with quite divergent goals and institutional mechanisms. Topics such as the purpose and nature of the firm, models of corporate governance and their correspondence with legal and financial traditions, internal and external governance mechanisms, the role of regulatory authorities, and executive compensation are covered in a comparative and interdisciplinary manner. The course will require active student participation in case discussions, presentations, papers and role-plays. Prerequisite: GSBA 505.

GSBA 514 GLOBALIZATION AND THE MANAGER (2)

This course is designed as an introduction to the global business environment, focusing on the contemporary debates over the political, social and economic consequences of the globalization of markets and industries. Beginning with broader themes about globalization and its implications, the course proceeds to survey the macro-economic, political and socio-cultural terrain of global business. Topics include the political economy of international trade and investments, regional integration, the international monetary system, and the socio-cultural context of international business. Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 515 LEADING MULTICULTURAL TEAMS AND ORGANIZATIONS (3)

This course provides concepts, mental frameworks, and skills for socially responsible and ethical leadership of international teams and organizations. Students acquire competencies in critical thinking, comparative ethical reflection, situational leadership, and multicultural team building. Topics covered include communicating across cultures, leading multicultural and virtual teams, creative problem solving and conflict resolution, appreciating and capitalizing on cultural diversity, motivating and empowering followers, comparative leadership theories and styles, moral considerations in power and politics, thinking strategically, promoting multi-national visions, and creating socially responsible organizational cultures. Pedagogy includes lecture/discussion, self-assessment instruments, case studies, team projects, experiential exercises, coaching in interpersonal skills, and 360-degree feedback. This course is taken in the first semester of the International MBA Program.

GSBA 516 MARKETING FOR INTERNATIONAL MANAGERS (2)

This course introduces students to the opportunities and problems facing marketing managers in the global marketplace. It provides an up-to-date overview of international marketing and institutions involved in the process. Topics include global environment, product development, promotion strategies, pricing and distribution for worldwide markets. Special attention is given to the management of cultural differences encountered by global marketing managers. Overall, the course focuses on practical decision-making within a socially responsible and ethical framework. Teaching methods incorporate case studies, class discussion, lecture, simulations, and a project. Prerequisite: GSBA 515 or concurrent.

GSBA 517 SUSTAINABLE BUSINESS MODEL DESIGN (1)

Students work in teams to develop a CSR or sustainability project for an existing company or a new entrepreneurial venture. Consistent with USD’s philosophy that business leaders need to understand that success is more than just the bottom line, each project must also serve society in some way beyond the financial success of the private-sector organization. The business initiative must create mutual value, such as capacity building and sustainable wealth creation, for both society and the organization. All of the projects must be cross-functional in nature so that students use the full spectrum of knowledge and skill that they have acquired during their first year. Prerequisite: GSBA 501 or GSBA 515.

GSBA 518 INTERNATIONAL ECONOMY AND BUSINESS (2)

This course examines how public policy and the business environment affects industry and firm strategies for competitiveness in various countries. Topics include the basic tools of macroeconomic policy and national accounting, the role that interest rates and exchange rates play in the movement of goods and capital between countries, trade barriers, regional trade agreements, international trade organizations, emerging markets, and political risk. It also examines these topics from an economic, social and ethical perspective. Teaching methods include lecture, case studies, class discussion and debate. Prerequisite: GSBA 515 or concurrent.

GSBA 520 ADVANCED CORPORATE FINANCE (3)

Advanced topics in the area of financial management integrated through the use of case analysis. Topics include mergers and acquisitions, takeovers, leveraged buyouts, real options, dividend policy, capital structure decisions, financial forecasting, leasing, and other contemporary financial issues. Prerequisite: GSBA 505.

GSBA 521 INVESTMENTS (3)

A broad study of investment securities, capital markets and financial institutions with emphasis on security analysis and portfolio management techniques. The course will cover asset pricing, risk-return models, bond duration and portfolio immunization, the Black-Scholes option pricing model and option strategies, and the use of derivative contracts in hedging risk. Prerequisite: GSBA 505.

GSBA 522 ADVANCED SEMINAR IN FINANCE AND INVESTMENTS (2)

Integrates the theory and practical aspects of the fields of Managerial Finance and Investments by examining contemporary research on topics such as the creation of value, capital budgeting, corporate restructuring, market efficiency, agency theory, capital markets, and asset portfolio theory. Prerequisite: GSBA 505.

GSBA 523 INTERNATIONAL FINANCIAL MANAGEMENT (3)

Provides a survey of the major financial decisions faced by multinational enterprises. Topics include the international financial environment, exchange risk management, global financing, and the investment and funds management decisions of multinationals. Common business processes and skills practiced are usage of currency instruments, hedging strategies, valuation of multi-currency financial and real assets, and the design of multinational fund-flow mechanism. Teaching methods include lecture, class discussion, and case studies. Prerequisite: GSBA 505.

GSBA 524 FINANCIAL MANAGEMENT FOR NEW VENTURES (3)

Examination of issues in managing the financial functions involved in both start-up and rapid growth opportunities. Identification of potential sources of financing such as venture capital, investment banking, commercial banking, and private investors. Techniques in forecasting funding needs, cash flow management, budget preparation, break-even analysis, and liquidity control will be integrated into the development of the financial segment of the business plan. Prerequisite: GSBA 505.

GSBA 525 COMMERCIAL REAL ESTATE FINANCE AND INVESTMENT (3)

Introduces core concepts, principles, analytical methods, and tools useful for making finance and investment decisions regarding commercial real estate assets. Uses a multi-disciplinary approach to study the financial, spatial, and social economics of commercial real estate. Builds a cohesive framework to analyze complex real estate finance and investment decisions emphasizing fundamentals of property markets and financial markets (primary emphasis on “Main Street” deals rather than Wall Street). Prerequisite: GSBA 505.

GSBA 526 REAL ESTATE MARKETS, FINANCING, AND INSTITUTIONS (3)

Provides an introduction to the real estate financial system. This course discusses the financial institutions and markets that provide real estate credit; the various types of mortgage instruments used to finance real estate purchases; the sources of capital in financing both residential and commercial real estate transactions; and the decisions participants in the real estate market need to make. It will also provide opportunities to interact with real estate professionals through outside speakers, field trips, and conferences or meetings involving real estate executives. Prerequisite: GSBA 505.

GSBA 528 BUSINESS CYCLES AND FORECASTING (3)

This course examines the business cycle and techniques for forecasting fluctuations. The emphasis of the course is to gain hands-on exposure to specific business forecasting techniques and learn to apply them to limit the range of uncertainty in management decision making. Specific techniques covered include lead-lag, exponential smoothing, and econometric and ARIMA (Box-Jenkins) time series analysis. This course provides an introduction to the statistical tools used in forecasting. Its focus is on the application of these tools. While some statistical theory is covered, primary activities will center on data analysis to produce forecasts and insights in the same way it is done in a business or policy context. Student teams will develop forecasting models for industries and/or macroeconomic variables. Students will be able to combine statistical rigor, economic insight, and data presentation skills into a persuasive written forecast and presentation. Prerequisite: GSBA 502 and GSBA 503

GSBA 530 HUMAN RESOURCES MANAGEMENT (2)

An overview of the field of Human Resource Management is covered highlighting such topics as recruitment, selection, benefits, performance appraisal, compensation, labor relations and recent trends within the context of relevant laws. Prerequisite: GSBA 501 or GSBA 515.

GSBA 531 BUSINESS LEADERSHIP AND SPIRITUALITY (2)

This course addresses the current social movement connected with spirituality by exploring the relationship between business and spirituality, with a focus on the challenges of business leadership. Topics covered will include: How is business leadership related to the idea of calling? What special challenges for spirituality do the power and wealth that accompany successful business leadership pose? How can spiritual discipline and contemplative practice be tailored for the time-pressures of life? Prerequisite: GSBA 501 or GSBA 515.

GSBA 532 INTERNATIONAL COMPARATIVE MANAGEMENT (2)

This course highlights the impact of culturally-based values on the practice of management. It emphasizes the consideration of both business and cultural issues in managerial decision-making. Further, it explores the wisdom and myriad of issues involved in the transfer of managerial practices across cultures. It provides the individual with insight into their own cultural assumptions as well as their basis of business ethics. Topics range from cultural self-awareness to designing culturally-appropriate and ethical management systems. Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 533 ORGANIZATION CHANGE AND DESIGN (3)

Study of change, change theory, and change practice, including both adapting to changes thrust upon us and initiating change toward a desired objective within the environment, the organization, the small group and the individual. Emphasis is on implications for administrative leadership. Prerequisite: GSBA 501 or GSBA 515.

GSBA 534 VALUES, ETHICS, AND CORPORATE CULTURE (3)

An examination of business practices and ethical values that prevail in various nations of the world. Case studies examine conflicts between the national culture and corporate policy. Prerequisite: GSBA 501 or GSBA 515.

GSBA 535 INTERPERSONAL AND GROUP DYNAMICS (3)

Examines how interpersonal behaviors and group processes impact productive relationships and team effectiveness. Interpersonal competency and team leadership are developed through discussing theories and research on interpersonal dynamics, applying new interpersonal skills, and experiencing the consequences of different relationship strategies. The class serves as a laboratory where individuals increase their understanding of interpersonal behavior and its impact on the development and performance of teams. Individuals also learn about the effectiveness of their own behaviors and how they affect specific relationships and team functioning. Prerequisite: GSBA 501 or GSBA 515.

GSBA 537 ENTREPRENEURSHIP (3)

This course examines the process of identifying and evaluating opportunities, and the creation of new ventures to exploit those opportunities. Students will learn to evaluate the attractiveness of new venture opportunities and the key managerial skills required to successfully exploit those opportunities. Prerequisites: GSBA 505 and GSBA 511.

GSBA 539 POWER AND POLITICS IN ORGANIZATIONS (3)

This course covers the analysis, explanation and evaluation of power and politics in organizations. It offers frameworks for assessing the sources of power in organizations, the conditions that lead to its attainment and its effective use from both a practical and an ethical perspective. Our discussions will cover how people in organizations try to get what they want by influencing others, how their ability to do so is affected by power distributions and how people try to change power distributions in their favor. We will evaluate these behaviors and discuss how (if at all) we should participate in these behaviors. GSBA 501 or GSBA 515.

GSBA 540 TAXES IN BUSINESS DECISIONS (3)

Case studies and current readings in tax issues relating to common business transactions. Students learn to recognize the tax problems and tax planning opportunities that attach to most business decisions. Topics include: concepts of income, forms of business, capital gains and losses, non-taxable transactions, corporate re-organizations, employee compensation, and tax accounting methods. Prerequisite: GSBA 510 and 511.

GSBA 550 MARKETING RESEARCH (3)

Intended for future managers working with market data, includes defining marketing research goals, budgeting of expenditures, estimating the size of the markets, delineation of consumers, product research, estimating market response to advertising, price, distribution, and selling activities, and test marketing, with cases drawn from manufacturing and service industries. The main thrust will be directed to “down-to-earth” problems confronting operating managers, with some attention to data analysis techniques using the computer, and to information systems. Prerequisite: GSBA 504 or GSBA 516.

GSBA 551 SEMINAR IN CONSUMER BEHAVIOR (3)

Examines individual and group influences on consumer behavior. Information processing, motivation and decision processes are analyzed to provide a managerial understanding of aggregate consumer decision-making. Course format may include lecture, case studies, and readings. Prerequisite: GSBA 504 or GSBA 516.

GSBA 553 SEMINAR IN GLOBAL MARKETING (2)

This course focuses on the major issues regarding international branding. Mastering marketing skills of building and managing a company’s brand equity in a multinational setting is at the center of the seminar. Specifically, topics examine those aspects of the brand policy that can be adapted to global standardized use and those which should remain flexible. Topics may include mega-brands, brand equity, brand development and its protection. The course emphasizes global branding within a socially responsible and ethical framework. Teaching methods may include lecture, case studies, class discussion and debate. Prerequisite: GSBA 504 or GSBA 516.

GSBA 554 STRATEGIC MARKETING (3)

Examines the critical issues and variables in selecting a marketing strategy, with an emphasis on how to accomplish strategic analysis and planning. Topics included in the course are the comparison of business and marketing strategies, marketing situation analysis, designing marketing strategy, marketing program development, and marketing strategy management and implementation. Prerequisite: GSBA 504 or GSBA 516.

GSBA 556 NEW PRODUCT DEVELOPMENT (3)

Proposes and examines an integrated view of the process of designing, developing, and launching new products. Students gain a thorough understanding of the significant strategic and multi-functional concerns encountered by both entrepreneurs and intrapreneurs as they work to construct high-performance development organizations. Topics covered include the phase review process; the alignment of business strategy with development; the link between product development and product launch activities; organizational structures that promote creativity and development effectiveness and efficiency; controlling, promoting, and managing innovation; and creating and sustaining competitive advantage through product development. Prerequisite: GSBA 504 or GSBA 516.

GSBA 558 HIGH TECHNOLOGY MARKETING (3)

This course explores the principles and challenges of marketing high-technology or innovative products. It is essentially an advanced marketing class that provides an in-depth view of how firms articulate a technology strategy; how market opportunities for innovative products are identified, investigated and evaluated; how innovative products are defined in terms of their features and value propositions; and finally how the market place for these products is engaged via appropriate pricing and distribution strategies. Prerequisite: GSBA 504 or GSBA 516.

GSBA 560 SUPPLY CHAIN SYSTEMS (3)

Addresses the systems necessary to develop and manage successful supply chains. Enterprise management systems, (SAS, SAP, etc.); information, EDI, and logistics systems; supplier measurement systems, supply chain modeling, and optimization; and the integration strategies are examined. Prerequisite: GSBA 506.

GSBA 561 SUPPLY MANAGEMENT (3)

Supply management is one of the most critical and the least understood functions of modern organizations. Supply management is responsible for the design, development, optimization and management of an organization’s internal and external components of its supply system. Supply chain management addresses the challenges of integrating the members of an organization’s supply chain in a seamless manner. A well-run supply system will greatly improve an organization’s profits, its productivity, and the quality of its products and services and, therefore, its market share and profitability. Teaching methods include a combination of lecture, seminar and case discussions. Prerequisite: GSBA 506.

GSBA 562 STRATEGIC COST MANAGEMENT (3)

Investigates the highly dynamic, timely and little-understood area of cost management in the supply chain. The focus on cost management is designed to give the student an appreciation of cost reduction as a critical tool in the business strategy of competitive firms. Emphasis is redirected from price to total cost of ownership. Students will be introduced to the process of identifying costs in the system, methods of measuring costs, determining cost drivers and developing written strategies on reducing or managing costs. Teaching methods include a combination of lecture, case studies, and industrial projects. Prerequisites: GSBA 511 or concurrent.

GSBA 563 SUSTAINABLE GLOBAL SUPPLY CHAIN MANAGEMENT (2)

This course provides students with an understanding of Corporate Social Responsibility (CSR) issues in relation to the organization, operation and development of global operations and supply networks (‘the extended enterprise’). The emphasis in this course is to examine the current global environment relating to CSR and to explore processes and strategies for the adoption of a ‘triple bottom line’ approach to organization’s supply chain strategies through student project work. Topics examined may include challenges in driving change in design, procurement, outsourcing, operations, facilities, logistics, marketing and distribution in order to develop more compassionate, conscientious and efficient practices. Prerequisite: GSBA 501 or GSBA 515.

GSBA 570 PROGRAM OR PROJECT MANAGEMENT (3)

This course provides the student with hands-on experience taking a project from the planning phase through implementation to close-out. Course topics will include work breakdown structures, project scheduling, budgeting, project organizational structure and leadership, project monitoring and control, risk analysis, crisis management, quality assurance, status reporting and post project evaluation.
Learning these project management tools and concepts will be accomplished by planning and implementing the SEED community service project. Emphasis will be placed on designing the project to incorporate socially responsible approaches to the project, including using sustainable building practices and materials, evaluating and addressing the project’s impacts on the environment, and working collaboratively with other SBA disciplines to achieve the most positive social and environmental impacts to benefit the community. Prerequisite: GSBA 502

GSBA 582 ADVANCED INTERNATIONAL BUSINESS NEGOTIATIONS (2)

More and more occasions require negotiation; conflict is a growth industry. Everyone wants to participate in decisions that affect them; fewer and fewer people will accept decisions dictated by someone else. People differ, and they use negotiation to handle their differences. Whether in business, government, or the family, people reach most decisions through negotiations. Even though they go to court, they almost always negotiate a settlement before trial. In this course, the student will learn the art and science of negotiation. The science will be learned largely through readings and discussions of the reading. The art will be learned through experience gained in simulated negotiations. These negotiations normally are set in a foreign country, exposing the student to some of the nuances of conducting business abroad. Prerequisite: GSBA 512.

GSBA 583 BUSINESS INITIATIVES WITH THE BASE OF THE PYRAMID (2)

Turning the world’s poor into active actors in global markets requires wide-ranging innovation in products and services, business leadership and management practice, including the development of new business models. This is a case-based course in which students analyze the viability of business initiatives with the socio-economic base-of-the-pyramid (BOP) and their impact in poor communities. A key theme is how different types of organizations—multinationals, small and medium sized enterprises, nonprofits, and cooperatives—include low income citizens in new value chains that simultaneously create economic and social value. The course includes extensive discussions on business strategy for effectively engaging the poor as consumers, producers, or partners. Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 585 BUSINESS ENVIRONMENT OF ASIA AND THE PACIFIC RIM (2)

Provides an overview of various aspects of doing business in Asian-Pacific countries. The implications of political, socio-economic and cultural environment for developing successful business strategies will be discussed with reference to selected countries from the region (Japan, NICS, ASIAN). Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 586 EUROPE IN THE GLOBAL ECONOMY (2)

This course will examine how regional strategies, as opposed to global or home country strategies, are providing a primary determinant of competitive advantage in Europe. It is within the region that managers determine investment locations, product mix, competitive position, and performance appraisals. Topics include assessing the role of the EURO and European monetary unification, enlargement issues and industry studies in the context of offering future scenarios of the role of Europe in the global economy. Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 587 LATIN AMERICAN BUSINESS ENVIRONMENT (2)

This course provides an overview of Latin America from perspectives essential to effective international business management. There is emphasis on inter-cultural understanding and communication, along with economic, political, legal, and historical characteristics of Latin America and how these affect the business environment. An integral part of this regional approach is the analysis of differences among countries and their relationship to the region as a whole. Prerequisite: GSBA 501 or GSBA 515 or concurrent.

GSBA 590 STRATEGIC EXECUTION (3)

This course builds on the basic understanding of how strategy is formulated (GSBA 500) and on the various functional courses introduced throughout the MBA program. Topics may include but are not limited to executing strategic alliances, engaging in acquisition and restructuring strategies, developing and implementing sustainable business strategies and stimulating organizational innovation. The purpose is to provide students with an opportunity to integrate the various topics introduced throughout the program by engaging in strategy execution. Teaching methods may include case studies, simulations, projects, and field-work. Prerequisite: to be taken during the final regular semester of study.

GSBA 593 INTERNATIONAL PRACTICUM (3)

Students work in multicultural teams to provide solutions to a business problem or strategic project for a company abroad. The overseas professional project delivers hands-on experience of the markets, economic policies and business practices of the country in which the company operates. The consulting project will require students to apply creativity and analytical tools to complete the project, and communicate the results to clients. Faculty members will serve as supervisors for student teams. Prerequisite: Must have completed at least 4 of the following management core course (GSBA 503, 504, 505, 506, 507, 509, 510, 511, or 516) prior to the practicum and have approval of their adviser. MBA students may take this course as a management elective.

GSBA 594 SPECIAL TOPICS (1-3)

Topics of current interest in Graduate Business Study. Course content and structure will differ depending on instructor. Consult your adviser for course description for any given semester. Prerequisite: will vary depending on topic selected.

GSBA 595 BUSINESS CONSULTING PROJECT (3)

Students working in teams provide consulting solutions to operating and strategic projects for businesses. Students bring their collective analytical abilities and diverse professional experiences to a business project, generating a mutually beneficial experience. Students will demonstrate the ability to formulate a statement of work, establish goals and milestones, prepare a schedule of deliverables, and allocate responsibilities to team members. The consulting project will require students to apply creativity and analytical tools to complete the project, and communicate the results to clients. Faculty members will serve as supervisors for student teams. Prerequisite: to be taken during the final regular semester of study.

GSBA 597 INTERNATIONAL STUDIES (1-3)

Graduate business study abroad courses are offered in Europe, Latin America, Africa, and Asia to provide students exposure to international culture and business practices.

GSBA 598 INTERNSHIP (1-3)

Applied learning experience working for a business, government, or nonprofit organization. Students undertake an individual project or employer designated internship program. Grading is Pass/Fail. Prerequisites: Completion of a minimum of 20 credit hours of program coursework including at least four courses completed or taken concurrently that have significant relevance to the student’s internship placement. Approval of placement by instructor. Repeatable up to 6 units.

GSBA 599 SPECIAL STUDIES (1-3)

Independent study usually involving empirical research and written reports. Repeatable up to 6 units toward degree requirements. Prerequisite: Permission of instructor and graduate director required.