Moore School of Business

 

 Graduate Index

Course Descriptions

Accounting (ACCT)

  • 501–Financial Accounting III. (3) (Prereq: ACCT 405 or consent of instructor) Advanced topics in accounting theory and practice as it relates to preparation of financial statements.
  • 502–Cost/Managerial Accounting II. (3) (Prereq: ACCT 402 or consent of instructor) Advanced topics in the use of accounting information for managerial decisions.
  • 503–Tax II. (3) (Prereq: ACCT 403 or consent of instructor) Advanced tax topics. Emphasis is on the taxation of partnerships and corporations.
  • 504–Legal Issues for Accountants. (3) (Prereq: ACCT 324) The study of legal issues affecting the accounting profession.
  • 505–Governmental and Nonprofit Accounting. (3) (Prereq: ACCT 405 or consent of instructor) Accounting principles and procedures for local, state, and federal governmental units and for private nonprofit organizations.
  • 728–Financial Accounting. (3) Directs attention to accounting concepts, conventions, and assumptions for an understanding of the content and underlying principles of financial statements.
  • 729–Managerial Accounting. (3) (Prereq: ACCT 728) Directs attention to an understanding of the manner in which accounting aids management by providing information for decision-making and control of operations.
  • 730–International Accounting. (3) (Prereq: ACCT 728 and 729) A study of the international dimensions of accounting, including such topics as the patterns of accounting development found in other nations, the promulgation of worldwide accounting standards, and the accounting problems associated with multinational corporate operations.
  • 731–Federal Taxes and Management Decisions. (3) (Prereq: ACCT 728 and 729) Fundamentals of taxation with attention upon federal income tax provisions and the consequences of business decisions.
  • 732–Auditing II. (3) Advanced topics in independent, internal, and governmental auditing.
  • 733A–Financial Accounting IV. (3) Analysis of the theoretical basis of financial accounting.
  • 733B–Financial Accounting V. (3) (Prereq: ACCT 733A) Study of current authoritative pronouncements on generally accepted accounting principles.
  • 734–Seminar in Accounting Information Reporting. (3) A study of the reporting of accounting and auditing processes.
  • 735–Cost/Managerial Accounting III. (3) A critical examination of contemporary cost accounting theory and practice.
  • 736–Auditing III. (3) (Prereq: ACCT 435, 732) Internal and external auditing of computerized organizations; field studies.
  • 737–Systems II. (3) (Prereq: ACCT 435) Design and implementation of accounting systems.
  • 741–Special Topics in Accounting. (3) A study of selected accounting topics.
  • 742–Independent Study in Professional Accounting. (1—6) Individually arranged studies in specialized areas of professional accounting.
  • 743–Accounting for Management Control. (3) (Prereq: ACCT 729) Concepts and techniques of accounting and budgeting for management control in the modern organization. Topics include cost control, budgetary control, and performance and evaluation.
  • 832–Doctoral Seminar in Financial Accounting. (3) Financial accounting topics through readings, discussion, and individual research.
  • 833–Doctoral Seminar in Accounting Research. (3) A seminar for beginning doctoral students that concentrates on research methods and designs currently used in accounting.
  • 834–Doctoral Seminar in Behavioral Accounting. (3) Behavioral accounting topics through readings, discussions, and individual research with particular emphasis on managerial accounting.
  • 835–Doctoral Seminar in Auditing and Accounting Systems. (3) Current research issues in auditing and accounting systems, including their interface, through readings, discussions, and individual research.
  • 837–Directed Doctoral Research Project in Accounting. (3) Formulation of concepts, synthesis of literature, development of a research design, and conduct of any appropriate empirical tests.

Master of Taxation (MTAX)

  • 730–Tax Research. (3) (Prereq: ACCT 531) Techniques of tax research focusing on advanced tax topics, tax administration, and procedures before the Internal Revenue Service.
  • 731–Taxation of Corporations and Partnerships–Part I. (3) Basic concepts of taxation of C Corporations, S Corporations, and partnerships including definition, formation, and operations.
  • 732–Taxation of Corporations and Partnerships–Part II. (3) (Prereq: MTAX 730 and MTAX 731) Advanced concepts of taxation of C Corporations, S Corporations, and partnerships including special allocations, loss limitations, and liquidations.
  • 733–Estate Planning. (3) (Prereq: MTAX 730) Taxation of gifts, estates, and trusts; the taxation of income of estates and trusts, and tax planning.
  • 734–International Taxation. (3) Taxation of domestic corporations doing business abroad and of foreign investment in the United States.
  • 735–Taxation of Corporate Reorganizations. (3) (Prereq: MTAX 730) An examination of the tax aspects of corporate mergers and reorganizations.
  • 736–Advanced Estate and Income Planning. (3) Advanced estate planning techniques, including executive compensation.
  • 737–Seminar in Special Tax Topics. (3) (Prereq: MTAX 730) Addresses current tax problems and tax planning opportunities.

Business Administration (BADM)

  • 700–Master of Science Project. (1—6) Preparation of an applied research project in a functional area of business administration under the supervision of a graduate faculty member.
  • 780–Readings and Research. (1—3)
  • 799–Thesis Preparation. (1—9) To be arranged by candidates for the Master of Science degree with the instructor under whose direction the master’s thesis is being written.
  • 880–Readings and Research. (3)
  • 881–Readings and Research. (3)
  • 899–Dissertation Preparation. (1—12)

Master of Business Administration (MBAD)

  • 701–Business Simulation and Case Competition. (3) Intensive preparation for computer simulation and case competition. Designed to integrate the major functional activities of an organization through case analysis. Teamwork, oral and written communications are emphasized. May be repeated once.
  • 702–Strategic Management. (3) A course designed to integrate the student’s knowledge of accounting, economics, finance, marketing, production, and international environment for the analysis of management problems. Oral and written communications are emphasized using the case method. For final year M.B.A. students.
  • 703–MBAD Internship. (1) (Prereq: A minimum of 27 graduate hours toward completion of degree requirements) Application of newly acquired skills and concepts to a work experience.
  • 728–Financial and Managerial Accounting. (5) A study of accounting concepts, conventions, and assumptions leading to financial statement preparation and analysis. The use of accounting information for decision-making and control of business operations.
  • 798–MBA Field Consulting Program. (6) Work experience at the management level. Participation in management decision-making in the corporate or non-corporate environment during the summer. Positions assigned on a group basis with emphasis on teamwork, oral and written communication skills in business operations, planning, problem solving, and research.

Finance (FINA)

  • 666–Real Estate and Urban Development. (3) An overview of real estate in both the public and private sectors that serves as the basis for advanced study in the various disciplines of real estate and urban development. No prior knowledge of the field is assumed.
  • 744–Risk and Insurance. (3) A study of non-speculative risk and risk bearing techniques, with emphasis on insurance covering personal, property, and liability risks. Attention is also given to the structure and regulation of the insurance industry, the role of governmental insurance programs, new product developments, and the impact of tort law reform, inflation, and consumerism.
  • 745–Management of Employee Benefit Programs. (3) An analytical study of group life, health, and retirement plans that provide economic security for employees; focuses on design, funding, tax considerations, cost controls, compliance with governmental regulations, the impact of inflation, and new types of benefits.
  • 746–Risk Management. (3) An examination of non-speculative risk, its measurement, and management by organizations. Emphasis is on the formation of top management policy statements on pure risks and their implementation by risk managers. Loss control, insurance, and other risk finance techniques are applied to practical risk management situations.
  • 747–Financial Planning Seminar. (3) (Prereq: FINA 744 and 762) An intensive study of the financial planning process. Integration of insurance, investment, and tax principles in the development of comprehensive personal financial plans.
  • 760–Financial Policies. (3) (Prereq: ACCT 729) Theory and fundamentals of analysis and decision-making in financial management.
  • 761–Problems in Financial Management. (3) (Prereq: FINA 760) Advanced study of problems involved in the financial management of economic organizations.
  • 762–Investment Management. (3) (Prereq: FINA 760 or equivalent) The use of analytical techniques to evaluate investment opportunities with consideration given to applicable quantitative methods of portfolio management.
  • 763–Options in Finance. (3) (Prereq: DMSB 701 or FINA 760) Applications of financial options in managing risk.
  • 764–Money and Capital Markets. (3) (Prereq: FINA 760) Characteristics, structure, and functions of money and capital markets; sources of funds for bond investment, stock financing, mortgage financing, and small business financing. Current problems and procedures in these markets are considered.
  • 765–Administration of Financial Institutions. (3) (Prereq: FINA 760) Nature, functions, and operations of financial institutions with particular attention to the banking system. The activities of other lending and savings institutions are studied together with their monetary and fiscal implications.
  • 766–Advanced Real Estate Valuation. (3) (Prereq: FINA 666) A study of income producing properties including income expense analyses, capitalization processes and discount rates, direct capitalization methodologies, and computerized discounted cash flow valuation models.
  • 767–Real Estate Finance. (3) (Prereq: FINA 666) An analytical study of mortgage markets and the institutions involved. Particular emphasis is placed on specialized institutional practices, innovative financing techniques, and current developments.
  • 768–Real Estate Market Analysis. (3) (Prereq: FINA 666) Market analysis including an overview of market area study and its relationship to the feasibility of a specific project. Topics include theory and methods of market and feasibility analysis. Examples of market and feasibility studies are reviewed and critiqued.
  • 769–Real Estate Decision and Administrative Processes. (3) (Prereq: FINA 666) An integrative approach emphasizing the special features of real estate decisions; social, legal, economic, political, and environmental problems of the real estate sector within the economy as a whole are studied.
  • 781–Real Estate Investment Analysis. (3) (Prereq: FINA 760) Advanced real estate investment analysis emphasizing equity investment positions under alternative ownership forms, syndications and securities registration, real estate productivity evaluation based on cash flow analysis, federal tax policies affecting real estate, and real estate portfolio analysis.
  • 865–Theory of Finance. (3) Utility models and various alternative models used in asset and security pricing. Emphasis is on seminal research in finance.
  • 866–Current Issues in Finance. (3) (Prereq: FINA 865) Covers current theory of finance and extensions of the theoretical developments examined in FINA 865–Theory of Finance.
  • 867–Advanced Topics in Finance. (3) (Prereq: FINA 865) Special topics in financial markets and institutions, investment and portfolio theory, and/or corporate finance that are not examined in FINA 865 or 866.
  • 868–Empirical Methods in Financial Research. (3) (Prereq: FINA 866, CSCE 206) Planning and execution of applied research in finance.
  • 869–Seminar in Financial Research. (3) (Prereq: FINA 866) Examination of empirical literature in finance. Development of a research proposal is required.

International Business (IBUS)

  • 700–Survey of International Business. (3) A survey of the organization and management of international business stressing the effects of international cultural, economic, and legal factors on the management function. Typical factors examined are export and import trade, transnational investment, finance, marketing, production, taxation, and the role of the U.S. national in multinational organizations.
  • 701–International Financial Management. (3) (Prereq: FINA 760) An intensive study of international financial management. Topics include investment analysis, financing decisions, taxation, foreign-exchange risk policies, joint ventures, transfer pricing, financing of trade, and financial control of international operations.
  • 702–International Marketing. (3) Marketing management of the international operation stressing the viewpoint of the marketing manager who must recognize differences in market arrangements and in legal, cultural, and economic factors in different countries.
  • 703–International Management. (3) (Prereq: IBUS 711) Functionally integrated international strategy design and negotiation with host countries within the worldwide structure of international firms. Emphasis on decision-making in the face of rapidly changing international conditions.
  • 711–Advanced International Financial Management. (3) (Prereq: DMSB 702 or IBUS 701) Analysis of current issues and problems and practices in international finance as viewed from the perspective of a multinational corporation such as financial innovations and foreign exchange options, international portfolio management, international mergers and acquisitions, countertrade, and project financing.
  • 712–International Banking. (3) (Prereq: DMSB 702 or DMSB 712) Analysis of selected advanced topics in the management of international financial institutions, with emphasis on managing the unique credit, funding, and maturity risks encountered in the international environment.
  • 713–Global Financial Markets. (3) (Prereq: DMSB 702 or IBUS 701) Advanced issues in the structure of global financial markets, including the Eurobond, foreign bond, syndicated credit, Euronote, and swap markets.
  • 714–Emerging Financial Markets. (3) Examines the expanding opportunities and risks of investing in emerging financial markets. Institutional structure and pricing of assets applied to designing practical investment strategies in emerging economies.
  • 721–Advanced International Marketing. (3) (Prereq: DMSB 702 or IBUS 702) Analysis of advanced topics and practices in international marketing as viewed from the perspective of a multinational enterprise.
  • 722–Export Marketing. (3) (Prereq: DMSB 702 or IBUS 702) Provides a sound understanding of the role of exporting in the internationalization process and of key features of the environment in which exporters operate. Also covers selected topics of export marketing procedures.
  • 723–International Advertising. (3) International dimensions of advertising and other forms of marketing communication from three perspectives: the seller, society, and advertising agencies and other providers of marketing communication services.
  • 731–Global Competitive Analysis. (3) (Prereq: DMSB 702 or IBUS 703) Provides a conceptual and analytical framework for analyzing industries and competitors, and competitive positioning within a global strategy framework.
  • 732–Comparative Management. (3) Cross-cultural analysis of management theory and practice in select countries and regional markets.
  • 733–East/West Business. (3) International investment, joint venture, trade and technology transfer relationships between the advanced industrial systems of the U.S., the E.C., and Japan and socialist economies of the former Soviet Union, Eastern Europe, and China.
  • 734–International Business Negotiations. (3) Examines how decision makers in business and government settings manage the process and outcomes of negotiations. Cross-cultural negotiations in a global business environment.
  • 735–International Mergers and Acquisitions. (3) Practical skills to effectively transact international mergers and acquisitions. Focus given to essential strategic financial organizational and legal factors.
  • 736–International Productions and Operations Management. (3) Management of operations and comparison of management practices from an international perspective.
  • 737–International Information Systems. (3) Analysis of current topics, issues, and practices in international information systems.
  • 790–Specialized Study in International Business. (3) (Prereq: DMSB 702 or IBUS 700) Analysis of current topics, issues, and practices in the international business environment not covered in any of the other specialized study courses. Consult instructors for specific coverage.
  • 801–Ph.D. Seminar on International Business I. (3) (Prereq: IBUS 711) An intensive study of the evolution of international business thought and the present state of development of international business theory with emphasis on current contributions to international business theory.
  • 802–Ph.D. Seminar in International Business II. (3) (Prereq: IBUS 700) Intensive study of selected current international business topics, research and theories through readings, discussion, and individual research.
  • 808–Specialized Study in Global Market Planning. (3) (Prereq: DMSB 702 or IBUS 717) Provides a conceptual framework for the integration of market planning into the broader global strategic planning process, focusing particularly on new concepts and analytical techniques.
  • 811–Ph.D. Seminar in International Finance I. (3) Doctoral seminar on theory and empirical research in international finance.
  • 812–Ph.D. Seminar in International Finance II. (3) Doctoral seminar on theory and empirical research in international investments and implications for the theory of international corporate finance.
  • 820–Ph.D. Seminar in International Marketing. (3) Examination of current international marketing research, with emphasis on developing a critical understanding of theory, concept development, research design, and research results within the field of international marketing.
  • 830–Ph.D. Seminar in International Management. (3) Examination of international management research, with emphasis on developing a critical understanding of theory, concept development, research design, and research results within the field of international management.

Master of International Business Studies (DMSB)

  • 700 A, C, E, F, G, I, J, K, P, R, S–Language Training in International Business I. {=FORL 700} (1—12) An introduction to the fundamentals of Arabic, Chinese, French, German, Italian, Japanese, Korean, Portuguese, Spanish, Russian, English, or such other languages as may be required, and an intensive study of the culture and specialized language of the business world in which the language is used as may be necessary for M.I.B.S. candidates to function as business specialists in regions other than their native country. Open to M.I.B.S. majors only. Not for graduate credit in a foreign language department. (A suffix will denote the language to be taught.)
  • 701–Foundations of International Business. (12) (Open to students in the DMSB program only) Fundamental business skills requisite for a career in international business; economics, finance, financial and managerial accounting, management, management information systems, marketing, quantitative methods and other subjects useful to the manager of the international business enterprise.
  • 701V–Foundations of International Business. (12) (Open to students in the IMBA program only.)
  • 702–Management of the Global Enterprise. (12) (Prereq: DMSB 701) A unified presentation of business ethics and leadership, international accounting, international economics, international finance, international management, international marketing, operations management, and other subjects useful to the manager of the global business enterprise.
  • 702V–Management of the Global Enterprise. (12) (Open to students in the IMBA program only.)
  • 703 A, C, E, F, G, I, J, K, P, R, S–Language Training in International Business II. {=FORL 703} (1—3) A continuation of DMSB/FORL 700 for practice in written and oral communication as may be required for students enrolled in the Master of International Business Studies program. Open to M.I.B.S. majors only. Not for major credit in a graduate program in the foreign language departments.
  • 704–Area Analysis: Europe, the Latin American Republics, Asia, or the United States. {=GEOG 789 and GINT 789} (3—6) To provide the student with a substantial understanding and familiarity with the region of specialization; a multidisciplinary approach with an emphasis on geographic, political, and economic issues most significant for each region. Offered for the Master in International Business Studies program.
  • 705 A, C, E, F, G, I, J, K, P, R, S–Language Training in International Business III. {=FORL 705} (6) Intensive study of the linguistic and cultural aspects of business to prepare the student for an internship. Not for credit in a graduate program in the foreign language department.
  • 706A–Internship in International Business. (3—6) Work experience in international business. Work assignment in a country where business, cultural, political, and language skills can be employed (Pass/Fail Grading).
  • 706B–Internship in International Business II. (3) (Prereq: DMSB 706A) A continuation of the interns hip of DMSB 706A. A major report will be required.
  • 707–Strategy and Policy in the Global Business Enterprise. (3) (Prereq: DMSB 702) Overall strategic management of the globally oriented firm, with strong emphasis on industry analysis and strategy formulation in a global environment.

Management (MGMT)

  • 506–Labor Economics and Labor Markets. {=ECON 506} (3) Development and structure of labor market institutions, legislation, and data.
  • 579–Government Policy Toward Business. {=ECON 379} (3) (Prereq: ECON 222) An analysis of alternative types of public policy toward business in the United States. Emphasis is on the desirability of various policies in light of their consequences for the general welfare.
  • 718–Management of Human Resources. (3) The processes inherent in effective management of the organization’s human resources. Topics include: employee selection, training, and development; design of compensation and reward systems; applied motivation models; and current issues in the management of human resources.
  • 719–Management of Compensation. (3) (Prereq: MGMT 718 or 779)
  • 720–Staffing. (3) (Prereq: MGMT 718 or 779) Topics in staffing on a rotating basis among job analysis, recruitment, test validation, selection systems, and other subjects.
  • 721–Employment Relations Law. (3) The law of employment relations. Policy and practice in areas such as equal employment, wages and hours, employee health and safety, pensions, and labor relations.
  • 722–Labor Relations. (3) An analysis of some of the major problems faced by managers in their dealings with organizations representing employees. Primary emphasis is on the negotiation of labor agreements and the handling of problems arising under them. The public policy aspect of these problems is also considered.
  • 723–Employee Responsibilities and Rights. (3) Rights of employees in relation to their employers that arise from individual and collective agreements. Employee discipline and justice. Grievance procedures and their administration, including labor arbitration.
  • 724–American Labor Unions. (3) The nature, structure, and development of the labor union in the United States. Topics covered include labor history, structure of the labor movement, union governance, the law of unions, and problems of the labor movement.
  • 725–Personnel and Employment Relations Research. (3) (Prereq: MGMT 718 or 779; MGSC 692) Research methods in personnel and employment relations. Emphasis on: problem identification and hypothesis development, proper research design, application of analytic strategies, strengthening research report writing skills.
  • 726–Issues in Personnel and Employment Relations. (3) (Prereq: MGMT 779) Capstone course for master’s students in personnel and employment relations. Integration of course work and professional practice through analysis of current public policy and management issues.
  • 727–Internship in Personnel and Employment Relations. (6) Field experience in personnel and employment relations. Includes a report analyzing the experience.
  • 728–Teams and Teamwork Management. (3) When to use teams; hot to design and implement team structures, motivate and lead team members; team decision making, conflict resolution, and other team processes.
  • 735–Mergers and Acquisitions. (3) Mergers and acquisitions in international and domestic settings: effects of strategic, financial, legal, accounting, and human resource factors.
  • 770–Organization Behavior. (3) Development of an understanding of behavioral concepts necessary for effective production management of organizations. Current literature, case studies, and other simulations to demonstrate applicability of concepts. Concepts studies include perception, motivation, leadership, and intergroup conflict.
  • 771–Organization Theory and Design. (3) A study of the nature of organizations, their design, their structure, their processes, as well as problems inherent in organizations (e.g., coordination, conflict, communications, power usage, politics).
  • 772–Employee and Organizational Development. (3) Examination of methods of employee development and organizational change efforts designed to increase organizational effectiveness with an emphasis on planning, design, management, and evaluation of intervention programs.
  • 773–Business Policy. (3) (Prereq: MKTG 751, FINA 760, MGMT 770, and MGSC 791) Policy formulation and decision-making in organizations. The interrelationships of functional areas within the organization, the application of management skills and processes to integrate these areas, and the impact of factors external to the organization are examined with a view toward the attainment of organizational goals.
  • 774–The Firm and Its Environment. {=ECON 774} (3) (Prereq: ECON 720) The forces which influence and constrain decision and actions within the individual firm. Consideration of these forces as features of the existing legal, social, and ethical environments. Specific topics include the legal system and public policy, social organization, moral and ethical standards, public opinion, the social responsibility of the firm, and conception within the firm of its role in society, and the interaction of these forces with economic forces.
  • 775–Competitive Strategy Analysis. (3) (Prereq: MKTG 751 and FINA 760) A study of the techniques used in industry analysis and in the strategic posturing of a firm within its competitive environment.
  • 776–Strategic Planning. (3) An evaluation of the conceptual and analytical foundations associated with the management function of planning.
  • 777–Innovation and New Venture Analysis. (3) (Prereq: MKTG 751 and concurrently or coreq: FINA 760) Examines the principles, tools, and techniques necessary to conceptualize and initiate a new business entity.
  • 778–Small Business Management. (3) An examination of problems involved in the organization and management of a small business, including an analysis of legal forms, location, product market determination, production, and other operating conditions.
  • 779–Personnel and Employment Relations. (3) (Prereq: Restricted to students in the Master of Human Resources Program) Orientation to the field of personnel and employment relations. Also provides training in communications and computer skills needed in managing human resources.
  • 782–Managing Careers in Organizations. (3) Chronological view of career development issues, from initial vocational and job choice decisions through retirement. Short-run and long-term consequences of individual and organizational career development strategies.
  • 786–Perspectives in Teaching Secretarial Skills. {=EDSE 703} (3) Strengthening the technical competence of the business teacher. Philosophy and psychology of skill development in secretarial subjects.
  • 787–Perspectives in Teaching Bookkeeping/Accounting and Basic Business. {=EDSE 704} (3) Strengthening the technical competence of business teachers in bookkeeping/accounting and basic business, and improving instruction in these areas.
  • 788–Contemporary Issues in Office Administration. (3) Contemporary issues in business and business teaching to prepare students for careers in business or for advanced study in business administration.
  • 789–Organization and Administration of Secretarial Internship Programs. (3) Principles and practices of organizing and administering secretarial internship programs involving both simulated and actual job experiences.
  • 790–Business Research and Reports. (3) Research tools, techniques, and sources are utilized in the development of both analytical ability and facility in communication.
  • 790V–Business Research and Reports. (3) (Open to students in the IMBA program only.)
  • 801–Specialized Study in International Employment Relations. (3) (Prereq: DMSB 702 or MGMT 718 or 779) An analysis of selected employment and labor relations problems and practices viewed from a comparative, cross-national perspective and the perspective of a multinational enterprise.
  • 820–Foundations of Management Theory. (3) (Prereq: permission of instructor) Emphasis on development of understanding the history of management theory and examination of current interpretations of these concepts.
  • 821–Doctoral Seminar in the Behavioral Sciences I. (3) Study of major theoretical and methodological issues in organizational behavior with emphasis on developing conceptual models and implementing research designs.
  • 822–Doctoral Seminar in the Behavioral Sciences II. (3) Exploration of current specialized topics in organizational behavior with emphasis on synthesizing research, developing conceptual models, and implementing research designs.
  • 823–Current Issues in Organizational Behavior. (3) (Prereq: MGMT 821 or 822) An advanced seminar focusing upon reading, synthesis, and critical evaluation of current research in organizational behavior.
  • 824–Doctoral Seminar in Human Resource Management. (3) Theories and research in human resource management.
  • 828–Seminar in Entrepreneurship. (3) (Prereq: MGMT 878) Theories and research in entrepreneurship, emphasizing strategic management framework in integrating diverse treatments of the entrepreneur, new ventures, and corporate innovation.
  • 871–Organization Theory. (3) An evaluation of theories of organization, with particular emphasis on business applications. Approaches to a conceptual framework include decision theory, sociological and behavioral theories. Various models are evaluated in an attempt to build a framework for analysis of organizations.
  • 872–Seminar in Management Research Methodology. (3) (Prereq: MGSC 792) Research methods and techniques for translation of management theory and practical problems into testable propositions.
  • 878–Seminar in Strategy Formulation. (3) Investigates the theoretical and empirical evidence regarding strategies aimed at creating and sustaining competitive superiority in business firms and the strategy formation process.
  • 879–Seminar in Strategy Implementation. (3) (Prereq: MGMT 878) Continuation of MGMT 878, with emphasis on strategy implementation.

Management Science (MGSC)

  • 520–Forecasting and Time Series. {=STAT 520} (3) (Prereq: MGSC 292 or STAT 516) Time series analysis and forecasting using the multiple regression and Box-Jenkins approaches.
  • 525–Statistical Quality Control. {=STAT 525} (3) (Prereq: MGSC 292 or STAT 509 or 515) Statistical procedures for process control including CUSUM and Shewhart Control Charts, and lot acceptance sampling.
  • 590–Business Information Systems Implementation. (3) (Prereq: MGSC 490) Design, implementation, and evaluation of business information systems; implementation strategies and research techniques; postimplementation evaluation planning.
  • 591–Simulation of Business Systems. (3) (Prereq: MGSC 291) Theory and design of business simulation experiments, development and use of computer simulation models, and analysis of data generated by computer simulation experiments.
  • 592–Analysis of Decisions Under Uncertainty. (3) (Prereq: MGSC 291) Theory and practice of making decisions in an environment of uncertainty; development of skill in the assessment of preferences and probability distributions.
  • 594–Decision Support and Expert Systems. (3) Concepts, techniques, and applications of decision support and expert technologies. Overview of decision support systems, executive information systems, data mining and warehousing, expert systems, and neural networks.
  • 596–Database Management for Business. (3) Technology overview and principles of database design for business applications. Enterprise database administration and planning. Design exercises and projects using the latest database management systems software.
  • 690–Quantitative Foundations for Business and Economics I. {=ECON 690} (3)Calculus and classical optimization methods applied to problems in business and economic analysis; matrices, derivatives, and integrals in the analysis of both univariate and multivariate business and economic models.
  • 691–Quantitative Foundations for Business and Economics II. {=ECON 691} (3) (Prereq: MGSC 690 or ECON 690) Statistics and probability theory applied to problems of business and economic analysis.
  • 692–Quantitative Methods I. {=ECON 692} (3) (Prereq or coreq: MGSC 498 or equivalent) Topics in probability and statistics necessary for graduate study in economics and business administration; estimation, hypothesis testing, regression, analysis of variance, and nonparametric methods.
  • 694–Quantitative Methods II. {=ECON 694} (3) (Prereq: MGSC 692 or equivalent) Decision models useful in business and economics; linear programming, sensitivity analysis and duality, network models, integer programming, dynamic programming, inventory and queuing, and simulation.
  • 703–Computers in Business Administration and Economics. (3) Introduction to data processing concepts suitable for research interests in business and economics. Topics include research databases, statistical packages, and communication networks.
  • 791–Operations Management. (3) (Prereq: MGSC 694, ACCT 729, and ECON 720) Survey of production or operations functions of organizations. Development of concepts and decision processes relevant to major problem areas. Emphasizes relevance of operations management in both manufacturing and service organizations.
  • 792–Advanced Statistics for Business and Economics. {=ECON 792} (3) (Prereq: MGSC 692) The development and application of advanced statistical methods to problems in business and economics. Topics include application of estimation and hypothesis testing in both univariate and multivariate cases.
  • 793–Simulation Methods in Business Systems. (3) (Prereq: MGSC 692, 694) Advanced theory and design of business simulation programs and validation and statistical analysis of model output.
  • 794–Programming Methods. {=ECON 794} (3) (Prereq: MGSC 694) Mathematical programming techniques which are useful in business and economics. Topics include: solution techniques and applications of linear programming, duality theory, parametric programming, the decomposition problem, integer programming, dynamic programming, Lagrange multipliers, Kuhn-Tucker theory, and an introduction to control theory.
  • 795–Econometrics and Regression I. {=ECON 795} (3) (Prereq: MGSC 792) A treatment of single equation estimating techniques for the simple linear model, various nonlinear models, and the general linear model.
  • 796–Information Systems. (3) The study of the integration of functional area and company-wide information components considering both internal and external information flows.
  • 797–Sampling Techniques. {=ECON 797} (3) (Prereq: MGSC 692 or equivalent) Statistical designs and techniques for survey investigations. Mathematical development of sampling systems; sampling units; sample size; estimation; costs; non-sampling problems. Methods of obtaining and reporting information.
  • 798–Strategic Information Management. (3) (Prereq: MGSC 796) Impacts of information and the information processing industry on the management of organizations; methods for managing information resources in support of competitive strategies.
  • 872–Project Management. (3) Management of projects including justification, planning, scheduling, monitoring, controlling, and auditing. The course makes extensive use of project management information systems.
  • 873–Service Operations Management. (3) (Prereq: MGSC 791) Analysis of service operations, integrated about strategy, design, and delivery issues. Comparison of manufacturing and service operations, emphasizing consumer participation in the service process.
  • 874–Operations Strategy and Productive Systems Design. (3) (Prereq: MGSC 791) Development and implementation of productive operations strategy and its relation to the overall organizational strategy; particular attention is given to the interface between product and process technology.
  • 875–Manufacturing Planning and Control Systems. (3) (Prereq: MGSC 791) Design and management of manufacturing systems that control product delivery, inventories, schedules, and capacity. Considers alternative systems, policies, and competitive priorities.
  • 876–Materials and Logistics Management. (3) (Prereq: MGSC 791) Management activities/models for logistics (distribution, warehousing), inventory management (quantity, safety stock, timing determination), and purchasing management (organization, quality, price, negotiation).
  • 877–Production Scheduling and Control. (3) (Prereq: MGSC 791) Theory of scheduling single and multiple machine systems, with emphasis on applications of theory to real world manufacturing systems.
  • 889–Design of Advanced Business Information Structures. (3) (Prereq: CSCE 205 and CSCE 500) A study of data structures and file management with specific attention to applied business problems. Special emphasis is placed on the structure and management of information for management decision-making systems.
  • 890–Telecommunications. (3) (Prereq: MGSC 796) Technological concepts and techniques applied in video, data, and voice communications. Topics include local area networks, wide area networks, standards, management, and cost issues involved in telecommunications.
  • 891–Data Resource Management. (3) Overview of data resource management, including database technology and design, information architecture planning, and database administration. A design project is required.
  • 892–Experimental Research Methods. {=ECON 892} (3) (Prereq: MGSC 692) The structure and analysis of experimental and research designs with applications to business and economic problems.
  • 893–Total Quality Management. (3) Managing operations for quality. The role of quality as a competitive tool. History and evolution of the quality management concept, quality auditing, certification, process control, and case studies.
  • 894–Advanced Topics in Management Science. {=ECON 894} (3) (Prereq: MGSC 694) Topics will be selected from: nonlinear programming, stochastic programming, integer programming, spectral analysis, decision theory, Markov processes, Box-Jenkins methods, management information systems.
  • 895–Econometrics and Regression II. {=ECON 895} (3) (Prereq: MGSC 795) Topics in generalized least squares, autocorrelation, distributed lag models, principle components, identification, and simultaneous estimating techniques.
  • 896–Intelligent Information Systems Design. (3) (Prereq: MGSC 796) Design of knowledge-based information systems including decision support systems, expert systems, neural networks, and other types of intelligent information systems for management. Coverage is balanced between the technological elements and managerial applications of these systems.
  • 897–Implementation of Information Systems. (3) (Prereq: MGSC 796) Systems analysis, systems design, and the project management, with emphasis on the management of these functions as it relates to the implementation of information systems.
  • 898–Management of Technology and Innovation. (3) (Prereq: MKTG 751 and MGSC 791) The role of product and process innovation in competitiveness, intellectual property rights, organizing the technical effort, and techniques to enhance and pace technology development.

Marketing (MKTG)

  • 701–Marketing Management. (3) Analysis, planning, and control of the marketing function. Emphasis on the procedures and techniques of decision-making.
  • 702–Marketing Research. (3) (Prereq: MKTG 701) Research methodology as applied to marketing problems; construction of proper research and sample design, the development of valid and reliable measurement techniques, and objective collection and analysis of research data.
  • 703–Marketing Plans, Budgets, and Analysis. (3) (Prereq: MKTG 701 or DMSB 701) Integration of procedures and computer applications for the creation of marketing plans and annual budgets, and the use of profitability and productivity analyses for evaluation.
  • 704–Theory and Analysis of Consumer Behavior. (3) (Prereq: MKTG 701 or DMSB 701) Theories of consumer behavior with special reference to their significance for marketing decision making. Topics include information processing, attitude, satisfaction, persuasion, and consumer demographics.
  • 705–Marketing Communications: Advertising and Promotion Strategies. (3) (Prereq: MKTG 701 or DMSB 701) A study of the decision-making process as applied to the promotion of both industrial and consumer products and services; includes topics ranging from setting promotion objectives to evaluating promotion results.
  • 706–Sales and Sales Management. (3) (Prereq: MKTG 701 or DMSB 701) The role and activities of sales in marketing and an in-depth analysis of theories, concepts, practices, and procedures of sales force management.
  • 707–Product Strategy and Policies. (3) (Prereq: MKTG 701 or DMSB 701) A study of product planning and development, including screening, laboratory and market testing. Profitability analysis, criteria for new product choice, product life cycle, pricing, and patent protection.
  • 708–Strategic Marketing. (3) (Prereq: MKTG 701 or DMSB 701) Conceptual and tactical issues in market analysis and needs assessment, market decomposition and segmentation, competitive analysis, product positioning, and product market/strategy development.
  • 709–Selected Topics in Marketing Practice and Thought. (3) (Prereq: MKTG 701 or DMSB 701) Readings and research on selected topics in marketing. Course content varies and will be announced in the schedule of classes by suffix and title.
  • 710–Data Mining Techniques for Strategic Marketing Decisions. (3) (Prereq/coreq: MKTG 701 or DMSB 701 and 702) Creating marketing databases and utilizing data mining techniques for development of marketing strategies and customer relationship management programs.
  • 712–Marketing Strategy in the Digital Economy. (3) (Prereq/coreq: MKTG 701 or DMSB 701 and 702) Impact of electronic commerce on marketing strategies.
  • 850–Research Methods and Philosophies in Marketing. (3) Doctoral seminar covering research methods and philosophies that underpin knowledge generation in marketing.
  • 851–Concepts and Theories in Consumer Research. (3) Doctoral seminar exploring concepts, theories, and research methods relevant to understanding consumer behavior.
  • 852–Current Topics in Consumer Research. (3) (Prereq: MKTG 851) Doctoral seminar involving intensive study and criticism of the current consumer research literature.
  • 853–Analytic Techniques for Marketing Decision Making. (3) Doctoral seminar investigating contemporary analytic techniques for testing marketing theories.
  • 854–Latent Variable Estimation Techniques. (3) Doctoral seminar examining covariance structure methods for developing measures of unobservable constructs and testing structural models.
  • 855–Empirical Testing of Theoretical Propositions in Marketing. (3) (Prereq: permission of department) A directed project for marketing Ph.D. students requiring an empirical investigation and testing of theoretical propositions.
  • 856–Conceptualization in Marketing. (3) (Prereq: permission of department) A directed project for marketing Ph.D. students requiring literature synthesis of a selected topical area and formulation of original concepts and theoretical propositions.
  • 857–Marketing Models. (3) (Prereq: MGSC 792) Doctoral seminar covering advances in marketing science models, including brand choice, product development, media choice, and other models.
  • 858–Seminar in Marketing Management. (3) Doctoral seminar investigating emerging paradigms and theory regarding the role of marketing within the firm and the effects of marketing mix variables on consumer behavior and firm performance.

 

 Return to College of Business Administration

[Bulletin Home Page] [Graduate Bulletin Contents] [Disclaimer] [The Graduate School]

This web site updated September 2001 by Thom Harman, and copyright © 2001-2002 by the Board of Trustees of the University of South Carolina. All Rights Reserved.
URL http://www.sc.edu/bulletin/grad/GBusAdCourses.html