M.B.A. Concentration Course Names and Descriptions (RBS)

M.B.A Concentration Course Names and Descriptions

22:010:544 BYOC: AI in Accounting and Auditing (1)
In this course students learn about Artificial Intelligence (AI) and some of its potential applications in accounting and auditing. By studying the technology from a business perspective, students get a more holistic view of its uses. In addition to the basics of AI, students study techniques such as classifiers, cluster analysis, exception and anomaly detection, automation, and learn more advanced applications of AI in accounting and auditing.

22:010:545 BYOC: Design it Yourself in Accounting and Auditing (DIY*) (1)
This course allows students to design this course by allowing them to select modules of interest. More specifically, students can choose any five modules from the set of all eligible modules across all BYOC courses. A comprehensive list of potential modules can be found at the end of this syllabus.

22:010:577 (PT) 22:010:502 (FT) Accounting for Managers (3)
An introduction to financial statement analysis which builds on the fundamentals of accounting, including understanding the accounting equation and its application in building the balance sheet, the income statement, and the statement of cash flows. Basic accounting concepts, accounting principles, and the audit report are presented. Students work in teams to analyze corporate financial statements. The relationship of economic value to accounting measurement is explored together with factors influencing management choices among competing valuation principles. Theory is applied to the valuation of the asset, liability, and owners' equity accounts. Emphasizes the heavy reliance on estimates in constructing financial statements and how management can use such estimates to strategically manage its reporting responsibilities.

22:010:605 Corporate Income Taxation (3)
An introduction to financial statement analysis which builds on the fundamentals of accounting, including understanding the accounting equation and its application in building the balance sheet, the income statement, and the statement of cash flows. Basic accounting concepts, accounting principles, and the audit report are presented. Students work in teams to analyze corporate financial statements. The relationship of economic value to accounting measurement is explored together with factors influencing management choices among competing valuation principles. Theory is applied to the valuation of the asset, liability, and owners' equity accounts. Emphasizes the heavy reliance on estimates in constructing financial statements and how management can use such estimates to strategically manage its reporting responsibilities.

22:010:609 Advanced Design and Development of Information Systems* (3)
Examines management's need for advanced information technology in an organization, focusing on the systems and technology that are developed to supply this information. Does not primarily focus on the technical aspects of data processing and computer operations, though these topics will be discussed largely in the context of case examples. Thus, the emphasis is on the management of systems development rather than on specific tools and techniques. Students taking this course are expected to gain survey level knowledge of advanced technological tools of managerial information and the ways these tools can be used.
Prerequisite: Design and Development of Information Systems (22:010:604)

22:010:648 Decoding of Corporate Financial Communications (3)*
Interpretation and in-depth analysis of reported financial data. The role of taxes and tax disclosures will be included in the class discussions. Some aspects of valuation will be discussed. Issues include reported numbers making sense; reporting choices made by the preparer/firm when other choices under GAAP are available; strategy of firms in their choice of financial information disclosures; comparison of financial information within and across industries; projection of key information variables like earnings or cash flows into the future; financial reporting information used to gauge the riskiness of firms; prediction of the probability of bankruptcy using financial data.
Prerequisite: Accounting for Managers (22:010:502 (FT) / 22:010:577 (PT)), Financial Management (22:390:522 (FT) / 22:390:587 (PT)), and Financial Statement Analysis (22:390:613)

22:010:551 Governmental and Not-for-Profit Accounting (3)
This course examines the basic principles of fund accounting under Generally Accepted Accounting Principles (GAAP). It emphasizes the new government financial reporting model promulgated by GASB No. 34 and modified or clarified by GASB’s subsequent pronouncements. The course also provides an introduction to public sector auditing by examining the U.S. General Accounting Office’s (GAO’s) Government Auditing Standards.

22:010:660 Accounting for the Digital Era (3)
Explores the evolution of accounting information to the digital economy. It examines the migration to a real-time economy, the electronization of business, and the globalization of business. The student gains an awareness of the future of accounting, reporting, and auditing in the digital age. Technologies and the Sarbanes-Oxley Act provide an understanding about future methodologies that address compliance with the act.

22:010:661 Contemporary Issues in Corporate Governance (3)
An introduction to the corporate governance mechanism, focusing on accounting issues of corporate governance. Considerable examination of internal controls and monitoring by independent auditors, which have been emphasized by the Sarbanes-Oxley Act. Other topics include earnings management, transparency and timeliness of financial disclosures, and the role of independent corporate boards, including independent audit committees in ensuring reliability of financial disclosures. The course also evaluates the role played by institutional investors, ownership structure, and managerial compensation in the firm's operating performance and valuation.

22:010:664 Special Topic: Forensic Accounting (3)
This course covers the means, motives and opportunities that gives rise to fraud. It specifically covers fraud examiner ethics, motivations to commit fraud, the symptoms of fraud, and the means of detecting fraud committed against both organizations and individuals. Fraud types discussed include financial statement, revenue, and inventory frauds as well as bankruptcy and divorce frauds.

22:010:678 Robotic Process Automation (3)
This course is designed for business school students, especially accounting students, to learn the emerging technology Robotic Process Automation (RPA) and its application in accounting and auditing. In this course, students will learn how to build RPA robots for different use cases in accounting and auditing. Besides learning RPA, students will also learn the basics of Artificial Intelligence (AI) and how AI can be integrated with RPA to achieve Intelligent Process Automation (IPA). The objective of this course is to prepare accounting students for the changing work environment in which technologies and automation are playing an increasingly important role. This course is also suitable for working professionals in organizations that are undergoing digital transformations.

22:140:592 Business Law for Managers and Entrepreneurs (2)
Introduces the legal environment in which management functions. Studies the law of corporations as a system for affecting relationships among the corporation, its shareholders, employees, managers, and society. Exposes student to managerial aspects of antitrust and securities law as well as to current questions regarding business's role in society.

16:198:513 Designs/Analysis of Data Structure and Algorithms (3)*
Discussion of representative algorithms and data structures encountered in applications. Familiarity with Prim and Kruskal minimum spanning tree algorithms and Dijkstra shortest path algorithm.

22:198:609 Information Technology for Managers (2)*
The objective of this course is to study management's role in the development and use of information systems that help businesses achieve their goals and objectives. Information Technology (IT) has been the driving force behind the new way of doing business. IT has enabled modern organizations to make tremendous strides in productivity, has opened new markets, and has created new product and service opportunities. Managers should understand how IT could help to organize the complexity of modern organizations, manage relationships with customers, suppliers, and employees, and improve work efficiency.

26:198:643 Information Security (3)*
Recent years have witnessed widespread use of computers and interconnecting networks, raising demands for security measures to protect the information and relevant systems. This course prepares the students to meet the new challenges in a world of increasing threats to computer security by providing them with an understanding of the various threats and countermeasures. Specifically, students will learn the theoretical advancements in information security, state-of-the-art techniques, standards and best practices. The topics covered in this course include: Study of security policies, models and mechanisms for secrecy, integrity and availability; Mechanisms for mandatory and discretionary controls; Data models, concepts and mechanisms for database security; Basic cryptology and its applications; Security in computer networks and distributed systems; Identity threat; Control and prevention of viruses and other rogue programs.

22:198:660 Business Analytics Programming (3)*
Our goal in this course is to learn the principles of programming for business analytics using the Python and R programming languages. Programming is the fundamental background skill based on which all Information Systems are built. Even if it is not your goal to become a software developer, it is essential for an MBA graduate with concentration in Analytics and Information Management to possess a working knowledge of programming and fundamental insights into what a programmer does. This course provides you with this essential knowledge.
Prerequisite: No previous knowledge of programming languages is required. However those of you that are familiar with some other language, particularly C or a C derivative, will have an easier ride in the first few weeks. You need to have access to a personal computer (Windows, Mac or Unix will all work.) You need to be able to download and install software on this machine. You also need to have access to the internet.

22:198:664 Algorithmic Machine Learning (3)*
An in-depth study of machine learning, to impart an understanding of the major topics in this area, the capabilities and limitations of existing methods, and research topics in this field. Inductive learning, including decision-tree and neural-network approaches, Bayesian methods, computational learning theory, instance-based learning, explanation-based learning, reinforcement learning, nearest neighbor methods, PAC-learning, inductive logic programming, genetic algorithms, unsupervised learning, linear and nonlinear dimensionality reduction, and kernels methods.

22:198:670 Information Technology Strategy (3)*
Over the last few years Information Technology (IT) teams have evolved and continue evolving to establish IT organizations as business strategic partners, and CIOs and technology leaders are now included in the executive teams and are expected to play a leading role in delivering business value while solving both business and technical problems. In the past companies’ executives think about IT as a necessary support function in the same way they think about HR and legal, and managed as cost effectively as possible. Since then, CIOs and IT leaders have been positioning IT as a source of revenue, innovation and a competitive advantage. Companies are also increasing their investments in acquiring and maintaining information on themselves, the markets and on competitors, and they need systems, IT teams and business intelligence to enable a strategic use of the information that makes it a business asset to the organization and an enabler of their business model. Developing and executing an effective Information Technology strategy that enables business strategy is critical for creating business value and gaining competitive advantage. This Course presents a framework and methodology for assessing, developing and implementing an effective IT strategy aligned with business needs and drives the use of technology to gain competitive advantage and drive revenue growth. The course will also address the impact of digital transformation on IT strategy.

26:198:684 Reinforcement Learning (3)*
An intensive introduction to sequential decision-making in uncertain environments, which aims to equip students to design intelligent agents that optimize strategies through smart data-driven learning algorithms. Starting with Multi-Armed Bandits and the exploration-exploitation trade-off, you'll progress through Markov Decision Processes, Upper Confidence Bound algorithms, optimistic strategies, posterior sampling, and temporal-difference learning. The course then advances to methods of state aggregation and approximations for handling large state spaces and deep reinforcement learning techniques that combine neural networks with RL algorithms to tackle high-dimensional problems. Each concept is applied through Python implementations tackling real scenarios in marketing optimization, inventory management, healthcare protocols, robotic control, and financial portfolios. Thus, students' progress from foundational frameworks to advanced RL techniques, bridged by hands-on implementations in Python. By course completion, you'll possess both the mathematical foundation and implementation skills to model complex stochastic systems, select appropriate RL techniques for specific challenges, and translate computational results into strategic policy decisions for complex sequential decision-making problems where agents must optimize long-term objectives through adaptive learning under uncertainty.

22:223:607 Pharmaceutical Industry: Issues, Structure & Dynamics (3)*
This course contains weekly presentations by pharmaceutical industry professionals on topics relevant to the bio pharmaceutical industry, the topics include drug approval process, FDA’s relationship with the industry, pricing strategies, intellectual property & patents, genomics, licensing & partnering, market structure, mergers & acquisitions, and other. Students are evaluated based on three equally weighted papers of their choice.
Prerequisites or Corequisite: 22:373:622 U.S Healthcare System & Pharmaceutical Managed Markets

22:223:581 (PT) 22:223:521 (FT) Managerial Economic Analysis (3)*
Introduces the aspects of economics that are most relevant to the operation of the individual firm or nonprofit organization. Covers theory of individual economic behavior, demand theory and demand estimation, cost and supply, price determination, production decisions, and industry structure.
Prerequisite: Proficiency Requirements

22:223:591 Aggregate Economic Analysis (3)*
Introduces theory and empirical estimation of aggregate economic relationships, including the general price level, income, output, employment, and wages. Covers national income accounting and other economic data sources, consumption, investment, the banking system, and the supply of and demand for money, interest rates, prices, wages and employment, business fluctuations, and international economics.
Prerequisite: Managerial Economic Analysis (22:223:521 (FT) / 22:223:581 (PT))

22:373:628 Business, Ethics, and Society (1)
A major priority of the course is to equip students to make thoughtful and effective arguments as to how to deal with business issues as to which there is no obvious, clear answer, and in which ethical, social, or political concerns are present. Learning in the classroom will take place primarily through discussing readings, which should be read before class; lecturing will be secondary to discussion.
Note: 5 weeks; attendance required

22:373:551 Business Communications (2)
Sharpens the writing and speaking skills of MBA students so that they will be more effective communicators. Assignments progress from simple to increasingly complex reports and include abstracts, case analyses, statistical analyses, and library research. Class time is taken up with instruction on organizing written reports, analysis of samples of students' writing, and oral presentations by students.

22:373:621 Ethics in the Pharmaceutical Industry (3)
This course will help aspiring executives in the pharmaceutical firms to develop the knowledge, skills and ethical compass to succeed in this environment. The topics covered include research ethics, bioethics, intellectual property, healthcare reform, and drug marketing. This course exposes students to a diversity of perspectives from academic and industry point of view. It uses Harvard Business School cases that give students opportunities to learn by making executive-level decisions in real-world business context. Students will be expected to (1) participate actively in the case studies, (2) complete three written assignments of 5-8 pages, and (3) participate in one end-of-term group presentation on a timely topic in drug policy.

22:373:622 U.S. Healthcare System & Pharmaceutical Managed Markets (3)
The health care industry in the United States is one of the most controversial and changing systems in the global economy. In recent years it has transformed into a conglomerate of public and private entities; each with its own agenda, funding sources and place in the market. Topics of discussion will include characteristics of the health care system, public/private sector roles, health care markets, managed care impact, congressional proposals, health policy changes, health care reform strategies, and the role of patients/consumers. The primary focus of this course will be how these influences relate to the business of pharmaceuticals.

22:390:587 (PT) 22:390:522 (FT) Financial Management (3)*
Provides a general survey of the field, including the basic principles of corporate finance, financial markets and institutions, and investment theory. Corporate finance topics covered include the objective of financial management, valuation of assets and associated problems in the valuation of the firm, acquisition of long trimester assets (capital budgeting), management of short-trimester assets, capital structure, and financial statement analysis. Financial markets and institutions studied include money markets, stock and bond markets, derivatives, and the banking system. Investment analysis topics include portfolio theory and asset pricing models.
Prerequisite: Proficiency Requirements; and Accounting for Managers (22:010:577) Prerequisite/Co-requisite: Managerial Economic Analysis 22:223:581(PT) 22:223:522(FT)

22:390:601 Corporate Risk and Insurance Management (3)*
Provides a survey of the current practices of businesses in protecting themselves from chance events that threaten their assets or their operations. Options ranging from risk preparation to transfer of risk to others, such as suppliers, are considered.
Prerequisite: Aggregate Economic Analysis 22:223:591 Financial Management (22:390:522 (FT) / 22:390:587 (PT))

22:390:603 Investment Analysis and Management (3)*
Provides overview of the fields of security analysis and portfolio management. Introduces the analysis of individual investments with special reference to common stocks and bonds. Designed for the finance major who is interested in the security/investment area as a possible career.
Prerequisite: Aggregate Economic Analysis 22:223:591Financial Management (22:390:522 (FT) / 22:390:587 (PT))

22:390:604 Financial Institutions and Markets (3)*
Presents a detailed overview of the theory and institutional features of the U.S. financial system. Provides a comprehensive review of U.S. financial markets. Covers a survey of flow-of-funds data and U.S. financial markets and institutions, capital market theory, financial factors and economic activity, theory of the level and structure of interest rates.
Prerequisite: Aggregate Economic Analysis 22:223:591 Financial Management (22:390:522 (FT) / 22:390:587 (PT))

22:390:605 Advanced Financial Management (3)*
Examines the problems faced by the corporate financial manager on the theoretical, analytical, and applied levels. The impact of the financing decision upon the value of the firm is analyzed. Theoretical and analytical aspects of the capital budgeting decision are examined in detail with emphasis on methods of incorporating risk into the capital budgeting decision. An analytical framework is presented to evaluate leasing, bond refunding, and mergers and acquisitions. Theories of corporate governance are discussed.
Prerequisite: Aggregate Economic Analysis 22:223:591,Financial Management (22:390:522 (FT) / 22:390:587 (PT))

22:390:606 International Financial Markets (3)*
Offers an understanding of the international financial structure and studies its impact on business and individuals in various nations. The course is divided into three parts: the study of the adjustment mechanism used by nations to solve balance of payments difficulties; the examination of international liquidity and the new techniques being developed to replace gold; and a brief look at the implications of these developments in guiding the international operations of banks, other financial institutions, and business firms.
Prerequisite: Aggregate Economic Analysis 22:223:591,Financial Management (22:390:522 (FT) / 22:390:587 (PT))

22:390:608 Portfolio Management (3)*
Comprehensive coverage of the theory and practice of money management as well as in-depth analysis of the theory and practice involved when securities are combined into portfolios. Like Investment Analysis and Management, the course is designed for finance majors interested in a career in money management.
Prerequisite: Aggregate Economic Analysis 22:223:591 Financial Management (22:390:522 (FT) / 22:390:587 (PT)), Investment Analysis and Management (22:390:603)

22:390:609 Derivatives (3)*
The purpose of this course is to provide students with the necessary knowledge on how to use and not to use the models for derivatives. While the course will primarily focus on payoffs, usage, pricing, hedging, and institutional details of the most fundamental or vanilla versions of Options and Futures, it will also deal in some detail with more recent studies in the theory of derivative pricing. Students will acquire a robust conceptual knowledge of the fundamental issues that determine the valuation and behavior of these instruments. Though this course focuses on the intuitive economic insights of those models, some advanced math is required, including stochastic calculus. Be prepared for some necessarily non-trivial math if you take the course.
Prerequisite: Aggregate Economic Analysis 22:223:591, Financial Management (22:390:522 (FT) / 22:390:587 (PT))

22:390:611 Analysis of Fixed Income Securities (3)*
Explores the investment characteristics, pricing, and risk/reward potential of fixed-income securities. The securities covered include bonds---with and without embedded options; mortgages and mortgage-backed securities together with their derivatives such as collateralized mortgage obligations (CMO's), income-only (IO's) and principal-only (PO's) strips; interest rate swaps; and interest rate futures and option contracts. In addition, this course will explore the strategies for investing in portfolios of fixed-income securities.
Prerequisite: Aggregate Economic Analysis 22:223:591, Financial Management (22:390:522 (FT) / 22:390:587 (PT))

22:390:612 Entrepreneurial Finance (3)*
Entrepreneurial Finance is a course designed for students who plan to get engaged in working with a high growth venture. The course focuses on financing of new ventures that are expected to grow and in which students may take a role of an entrepreneur, an advisor, an investor or an employee. Entrepreneurial Finance is created to expose students to the basic problems that are specific to financing new and growing ventures such as design of a business plan, contracting and valuation, choice of seed and follow-up financing and financing venture’s growth. The course also offers a basic coverage of venture capital and angel investors.

22:390:613 Financial Statement Analysis (3)*
Presents techniques for analyzing a firm's current and projected financial statements for the purposes of credit analysis, security analysis, and internal financial analysis. Topics covered include financial distress prediction, evaluation of short-term and long-term loan requests, the impact of accounting information on security returns, determinants of bond ratings and yields, and the reliability of historical and forecasted accounting data. A working knowledge of spreadsheet analysis is expected. Special emphasis is placed on acquiring data from printed and computer databases and an introduction to specialized online databases and the Internet.
Prerequisite: Aggregate Economic Analysis 22:223:591, Financial Management (22:390:522 (FT) / 22:390:587 (PT)

22:390:659 Health Care Finance (3)*
Includes analyzing financial operations of health care providers, investment decision analysis, budgeting. Cost of capital, capital structure decision, taxable and tax-exempt bond issues, bond rating, issues of reimbursements-DRGs, RBRVS and capitation, impact of balanced budget act of 1997 on health care providers.
Prerequisite: Aggregate Economic Analysis 22:223:591, Financial Management (22:390:522 (FT) / 22:390:587 (PT)

22:390:673 Real Estate Capital Markets (3)*
Real Estate Capital Markets focuses on debt and equity issues in secondary markets that derive their value from real assets. The course includes an overview of the US mortgage finance system, agency and non-agency residential mortgage-backed securities, structured mortgage products such as collateralized mortgage obligations, collateralized debt obligations and stripped securities, commercial mortgage-backed securities, real estate investment trusts and limited partnerships. Coursework involves basic fixed-income mathematics and cash flow modeling in Excel

22:390:681 Hedge Funds (3)*
This course will provide students with a solid and working understanding of hedge funds. The course will not only cover an overview of the hedge fund industry, but also provide students with a strong understanding of more than a dozen hedge fund strategies, including equity long / short, global macro, statistical arbitrage, merger arbitrage, convertible arbitrage, and fixed income arbitrage. The course will make extensive use of Excel spreadsheets to model specific hedge funds strategies and will also include live instruction on using cutting-edge Internet resources. In my view, often the best way to learn is by doing, so students will also manage a simulated $1 million hedge fund portfolio and design and present a hedge fund investment strategy group project.
Prerequisite: Aggregate Economic Analysis 22:223:591 Financial Management (22:390:522 (FT) / 22:390:587 (PT))

22:390:694 Treasury Management (3)
This elective course introduces how a Corporate Treasurer manages the finances of a business along with supporting the supply chain component of a business through various supply chain finance concepts. The course will take an in-depth look at the working capital of a business with a focus on the management of the cash conversion cycle. There will be case studies reviewed in the class that discuss the use of derivatives to manage the debt structure of a business, the use of international treasury management techniques to increase the opportunity cost of a firm, and how to determine the appropriate line of credit based upon cash flow projections and pricing.

22:390:695 Real Estate Finance (3)
The central objective of this course is to provide you with the background and tools necessary to analyze value, risk, and return in property markets. The initial emphasis of the course is on mortgage finance and applications and is dedicated to providing an understanding of mortgage structure and mechanics in both residential and commercial markets. The focus then shifts to the evaluation of investment in property markets from the perspective of an institutional investor. This is accomplished by developing projections of future cash flows from a given property and using them to construct measures of value, risk and return and consider their sensitivity to changes in base assumptions. Extensions include tax issues, the relationship between value, returns and leverage, structuring the distribution of cash flows in partnership agreements and/or real options. The course also provides extensive training and certification in ARGUS, a real estate industry-standard software package used for entering and compiling lease information.

22:390:641 -699 Special Topics Courses
Special Topics will vary.

16:540:580 Quality Management* (3)
Quality management philosophies, Deming, Juran; quality planning, control, and improvement; quality systems, management organizations for quality assurance. Role of operations research.

22:553:621 Global Management Strategy (3)
Addresses the creation of competitive advantage in the multinational firm as well as the complexities of managing a multinational firm. Examines the nature of global industries and global competition to assist managers in understanding how to create and administer a successful global strategy.

22:553:593 International Business (2)
This course examines the challenges that firms, whether based domestically or abroad, must confront in an increasingly connected global market. We will explore macro-environmental issues of world trade, macroeconomic stability, foreign investment, currency exchange, institutions, government policies, and global politics. The goal of this macro perspective is to develop students’ skills in identifying and analyzing changes in the economic, political, and social environments of business. This course will also take a firm-level perspective and examine the managerial strategies pertaining to operational and stakeholder management across country borders.

22:553:67x
Various Global Experience Courses, e.g. Doing Business in China, Doing Business in South Africa, Doing Business in India.

22:620:580 (PT) 22:620:540 (FT) Organizational Behavior (3)
Explores human dynamics by examining the role of management and learning styles in the effective functioning of organizations. Topics include personality types, motivation, cognition and learning, communication, team development, and leadership. Through class discussions, case analyses, simulations, and group projects, students learn critical managerial skills such as communication, decision making, conflict resolution, and team building.

22:620:601 Management of Innovation and Technology (3)*
Examines a variety of problems in the management of science and technology with emphasis on the strategic management of technology. Topics include integration of business strategy with technology, the product development process, manufacturing/process technologies, time to market, technology-based strategic alliances, and technology venture development. Case studies will be used extensively. Should be of interest to people working or intending to work in any functional area in an organization which develops or uses new technology-based products or services.
Prerequisite: Organizational Behavior 22:620:585 (PT) 22:620:540 (FT)

22:620:603 Executive Leadership (3)*
Examines the characteristics and skills that allow leaders to make positive contributions to their organizations. Offers students the opportunity to improve their skills through the use of simulations, role-plays, case analyses, and discussions. Skills examined and practiced in this course include developing and communicating a vision, systems thinking, team building, and decision making.
Prerequisite: Organizational Behavior (22:620:585 (PT) 22:620:540 (FT))

22:620:604 Human Resource Management (3)*
Provides an overview of the HR function's traditional focus (selection, training, performance management, legal issues), while also delving into more contemporary challenges that include managing change, the changing nature of work and work practices, international and cross-cultural considerations, and the future of HR itself. Students learn a variety of skills and tools that can be utilized to effectively deal with these day-to-day challenges in the workplace.
Prerequisite: Organizational Behavior (22:620:585 (PT) 22:620:540 (FT))

22:620:606 Managing Strategic Transformations (3)
Explores new approaches for organizing the total enterprise, including structuring, processes, and culture. Using cases and simulations, new forms of organizing are linked to various competitive strategies and to performance, and skills for designing, implementing, and managing strategic transformation are developed.
Prerequisite: Organizational Behavior (22:620:585 (PT) 22:620:540(FT))

22:620:608 Team Building and Group Process (3)
Examines the skills needed to successfully create and manage teams in organizations. Offers students the opportunity to improve their skills through the use of simulations, role-plays, case analyses, and discussions. Skills examined and practiced in this course include team building, conflict management, decision making, and strategic thinking.
Prerequisite: Organizational Behavior (22:620:585 (PT) 22:620:540 (FT))

22:620:609 Management Consulting (3)
Develops management consulting skills by examining best practices for introducing change by internal and external consultants. Examines various aspects of the consulting process including assessment and diagnosis, contracting, data collection and feedback techniques, commitment, resistance to change, implementation, evaluation, and ethics. Combines lectures, class discussions, and case analyses as vehicles for application of theory in action.
Prerequisite: Organizational Behavior (22:620:585 (PT) 22:620:540 (FT)

22:620:611 ST: Leading with AI: Strategies for Business Management (3)
Leading with AI equips MBA students with a practical understanding of AI's role in business. The course explores how AI transforms industries, business models, and organizational operations. Students analyze real-world case studies to see AI's impact on customer experience, operations, and decision-making.
Emphasis is placed on strategic thinking, organizational alignment, and leadership readiness. Learners develop skills to identify, evaluate, and champion high-impact AI opportunities. The course fosters cross-functional collaboration for successful AI implementation. Students leave prepared to lead AI-driven transformations in today's dynamic business landscape.

22:620:615 Managing Organizational Diversity (3)
Helps students understand themselves at their own place (within cultures and subcultures) and their responses to difference; other people (bosses, coworkers, subordinates, clients, and customers); differences among organizations; and the skills for managing diversity well. Develops the point that managing diversity well is the essence of good management for the coming decades.

22:620:617 Negotiations (3)
Provides an introduction to the principles, practice, and processes of negotiations as a management skill with bosses, subordinates, peers, clients, and customers. Discussion of the preparation and planning for negotiation, the strategy and tactics of negotiation, issues regarding both distributive and integrative bargaining, and ethics in negotiation.

22:620:624 Opportunity Identification and Evaluation (3)
This course offers a framework for understanding the entrepreneurial process and exposes students to challenges, problems, and issues faced by entrepreneurs who start new businesses. A case study of actual business scenarios is the principal teaching method, supplemented by lectures, business cases, and guest speakers. The guest speakers will be executives who either run their own business or manage a division of a large company. Students should be prepared to ask guest speakers questions about their businesses and how they solved issues that arrive. i.e. Raising capital is an issue for every business owner and its part of the class assignment. Questions around this topic should assist with understanding this topic. Major objectives are for students to learn how to identify and evaluate venture (e.g., business, non-profits, grassroots) opportunities, develop a venture concept, assess and obtain the required resources, and manage its growth.

22:620:654 Managing Growing Ventures (3)
Small and medium businesses are the backbone of the modern economy by creating wealth and jobs. In this course, students learn how to plan and manage the various activities essential for effectively running a small business and how to recognize and avoid the common mistakes made by small business managers. This course offers an overview of running a small business including a discussion of leadership, strategy, marketing, finance, operations, human resources, supplier management, facilities, banking, legal and regulatory considerations. These topics are integrated and presented in the context of a small business environment. A combination of business case examples and text will be used to supplement lectures, student project work and guest speakers.

22:620:672 Urban Entrepreneurship & Economic Development (3)
This course is designed for students who exhibit high degrees of self-direction and significant interest in urban issues, entrepreneurship, and/or economic development. Students will be challenged to work individually and in teams on projects, reports, and research at the intersection of business, community development, new venture creation, urban policy, and economic development. The course will explore the many dimensions of urban entrepreneurship and economic development through an exploration of the business and policy issues, the use of action research methods and the development and completion of consulting projects. The location of the course in Newark provides a unique opportunity to have the city become a laboratory for student education in the areas of urban entrepreneurship and economic development. Students in this course will be directly involved in the economic development initiatives of Rutgers-Newark and The Center for Urban Entrepreneurship & Economic Development.
Prerequisite: All MBA Core Courses.

22:620:679 Corporate Strategy (3)
This course focuses on the strategic, organizational, and leadership challenges that "multi-business" organizations face, providing students with perspectives on how corporations formulate a vision, develop strategies to allocate resources, and create synergies across their portfolio of businesses. The course offers practical and field tested methods used by corporate leaders to achieve sustained results. Students will discuss case studies to examine strategies of successful and failed corporations. Executive guest speakers will be invited to the class to discuss their corporate strategy perspectives.
Prerequisite: Strategic Management (22:620:588 (PT))

22:620:680 Mergers, Acquisitions, and Alliances (3)
This course provides an overview of the principles, tools, processes, and practices used by senior executives, investment bankers, venture capitalists, and consultants to manage mergers and acquisitions (M&A) and strategic alliances (SA) that achieve/sustain competitive advantage and deliver intended performance levels. Topics include: strategic and practical considerations for pursuing mergers, acquisitions, and alliances; understanding the underlying economics, financial, cultural and legal implications of M&A; identifying and evaluating acquisition targets and establishing priorities and valuations; negotiating the deal for M&A and SA, and structuring transactions and agreements; managing M&A integration and SA cooperation; and a discussion of exemplary processes and practices in M&A and SA.
Prerequisite: Strategic Management (22:620:588) (PT) 22:620:540 (FT)

22:620:685 Collaborative for Technology Entrepreneurship & Commercialization (3)
The Collaborative for Technology Entrepreneurship and Commercialization (CTEC) is a unique, interdisciplinary and experiential learning initiative at Rutgers, designed like some famous business accelerators. Graduate Students in RBS, SOE, Medical School, and Pharmacy School become co-founders and executives to master the skills necessary for entrepreneurship and technology commercialization. CTEC provides two courses that focus on translating cutting-edge technology into business ventures. Students, faculty, inventors and executive mentors collaborate to learn how to launch real startups and acquire small businesses (entrepreneurship through acquisition). Learn how to develop business models, raise venture capital, lead as entrepreneurs or intrapreneurs (corporate), invest, consult, and serve on Advisory Boards.

22:620:687 Business Models to Launch (3)
This is the course where students will complete the journey from idea to business plan and pitch. Topics covered: voice of the customer, opportunity validation, strategy and partnership development, pro forma financials, investor pitch and business plan. This course is applicable for all the projects coming from both Opportunity Identification and Evaluation and Technology Entrepreneurship and Commercialization. This is possible because the projects, whether they start from an observed opportunity in the market or market potential of products derived from technical breakthroughs, are at the same stage of development by the end of the first course and follow similar paths for strategy development and business plan writing.

22:621:543 Integrated Business Applications (3)
Students consult with a private or public corporation or government agency on a business problem under a contract with the client institution. Requires students working with a faculty member to undertake, analyze, and report on the assignment and present recommendations to executive managers from the client organization. Consulting assignments are completed in teams.
Prerequisite: Completion of all core courses & 30 credits required.

22:630:586 (PT) 22:630:550 (FT) Marketing Management (3)
The purpose of the course is to offer an understanding of the nature and role of marketing in the firm and in the society. Students will gain knowledge regarding the marketing decisions of price, place, promotion, product, develop an understanding of consumer behavior, market research, social and cultural factors affecting marketing. The course will expose students to a series of marketing principals, frameworks, and analyses. These techniques will be applied to a series of case studies to reinforce the concepts. At the end of the course the students should be able to develop effective marketing plans for products and services.

22:630:601 Advertising and Promotion (3)
Examines the advertising process with particular emphasis on the advertising agency and its clients. Reviews other forms of commercial communication such as public relations, sales promotion, and personal selling. Subjects covered: advertising and promotion planning and management, methods for setting promotional budgets, copy evaluation, media selection and planning, measurement of promotional effectiveness, and models of the communication process.
Prerequisite: Marketing Management (22:630:550 (FT) / 22:630:586 (PT))

22:630:602 Product Innovation, Services, and Pricing (3)
This advanced interdisciplinary course delves into the intricate world of product and service innovation, including apps, digital products and services, from initial ideation to successful market launch and lifecycle management. Students will gain a comprehensive understanding of the strategic processes, analytical methods, and organizational dynamics required to identify unmet customer needs, develop compelling solutions, and optimize their value capture through effective pricing and positioning strategies. A strong emphasis will be placed on the unique challenges and opportunities presented by both physical products, services and digital services (including apps), fostering a holistic perspective that transcends traditional product biases. The course will also critically examine the internal organizational implications of innovation, exploring how to overcome barriers to innovation and foster cross-functional collaboration to drive sustained growth and competitive advantage throughout the product/service lifecycle. Please note that you may not take this course and Pharmaceutical Product Management (22:630:618).
Prerequisite: Marketing Management (22:630:550 (FT) / 22:630:586 (PT))

22:630:604 Marketing Research (3)
Provides insight into the nature and assumptions of marketing research conducted by corporations and commercial research companies. Provides practical experience in planning and implementing marketing research. Covers the sale of marketing research in business management; survey research and questionnaire design; scientific marketing research design and planning; data collection, application of statistical analysis such as multidimensional scaling, cluster analysis, and conjoint analysis; report writing and communication of research results; and types of research purchase behavior.
Prerequisite: Marketing Management (22:630:550 (FT) / 22:630:586 (PT))

22:630:606 Business-to-Business Marketing (3)
Introduces business-to-business marketing from the perspective of both the seller and the buyer. Covers marketing strategy and product/ market planning systems; selling and management of the sales force; marketing research and competitive intelligence; pricing and promotion; management of auxiliary services; and industrial buying behavior.
Prerequisite: Marketing Management (22:630:550 (FT) / 22:630:586 (PT))

22:630:608 Sales Management (3)
Provides the conceptual basis for addressing strategic and tactical problems of sales force management; develops ability to apply these concepts to actual situations. Topics include sales program formulation; sales force deployment and organization; field sales management; and the recruitment, selection, and training of the sales force.
Prerequisite: Marketing Management (22:630:550 (FT) / 22:630:586 (PT))

22:630:609 Marketing Strategy (3)
Provides tools and methods essential to analyzing market based threats and opportunities, and developing, implementing, and evaluating alternative marketing strategies. Special emphasis is given to the role of marketing activities in the business enterprise and their utilization to achieve a sustainable competitive advantage.
Prerequisite: Marketing Management (22:630:550 (FT) / 22:630:586 (PT))

22:630:610 Consumer Behavior (3)
Understanding the behavior of consumers and the factors that influence their behavior. Topics covered: consumer decision models, psychological processes, and social and environmental forces that shape consumer behavior. Explores historical development of consumer behavior and current societal issues. Texts, readings, and case study.
Prerequisite: Marketing Management (22:630:550 (FT) / 22:630:586 (PT))

22:630:613 Brand Management (3)
Today more and more corporations are realizing that some of their most valuable assets are their brands. This course explores the role of the brand management function in building strong brands, measuring their equity or value, and in maintaining the strength of the brand over time. The primary objectives of this course are: to increase understanding of the important issues in planning and evaluating brand strategies and to provide the appropriate theories, models, and other tools to make better branding decisions. An additional area of emphasis will be brand management's interaction with other functional disciplines within the corporate structure, including customer marketing and field sales. Classes will be a combination of lectures, cases, class discussion, and guest speakers.
Prerequisite: Marketing Management (22:630:550 (FT) / 22:630:586 (PT))

22:630:615 Digital Marketing (3)
Provides an introduction to Digital Marketing, a rapidly growing and evolving area of new media. This course examines the role of digital marketing and many of the areas this terminology has grown to encompass. A practical approach is adopted in this course. In addition to learning fundamental constructs and principles of the digital experience, students will focus on learning tools and skills necessary for solving business problems and exploiting business opportunities. Guest Speakers and in-class exercises will be utilized to provide insights and relevancy to this swiftly expanding area of marketing.

22:630:618 Pharmaceutical Product Management (3)
This course focuses on ‘real-world’ marketing challenges faced in the pharmaceutical industry. Topics of exploration include: product development, lifecycle planning, competitive analysis, coordination with the sales force, positioning/messaging, business development and monitoring performance. It will examine the various roles a product manager performs both internally and externally. A comprehensive marketing/launch plan for a phase III drug will be developed. Lectures will be supplemented by guest speakers and case studies.
Prerequisite: 22:630:550 or 22:630:586 Marketing Management

22:630:619 Managing the Pharmaceutical Sales Organization (3)
In the pharmaceutical market, sales and share growth are results of needs based, consultative selling complimented by various other marketing tools and tactics. The promotional, consultative approach to selling complements the overall marketing strategies. Leadership and management of sales force are critically important to the success of a product. The course will address all of these issues. In addition, students will spend a day in the field along with an actual field rep to get a feel of the job "Day in the Life of a Pharmaceutical Sales Representative" followed by an active, participatory session focusing on the tactics required to drive a marketing plan from a sales perspective.

22:630:623 Special Topic: AI Applications in Marketing (3)*
Over the last five years many industries have gone through disruptive changes powered by machine learning and artificial intelligence. Automation and human-like decision making has expanded the range of possible through a significant increase in efficiency. Some say that AI will disrupt our lives and replace most jobs as we know them today, while others argue that AI would elevate people and their skills allowing them to focus on creative aspects of their jobs. No matter what school of thought you belong to, AI is here to stay, so understanding how it is applied to the real-world setting is critical for anyone who plans to join the modern workforce. This course provides a broad introduction to Artificial Intelligence (AI), Machine Learning, and other new emerging technologies that influence Marketing. The course will cover basic concepts in each of the topics, applications in the specific marketing scenarios and a student project. The course will also draw upon case studies and applications, so that students will learn how to apply these concepts to solve real business problems.

22:630:632 Social Media Marketing
Today, consumers spend several hours each day using social media, mostly on our mobile devices. This course focuses on current social media trends and marketing strategies, both for consumer and business audiences. It will explore the social media industry and how organizations incorporate social media into their business strategy. The course will also provide best practices for students to present their personal brand on social media.

22:630:655 Customer Relationship Management (3)
Customer Relationship Management (CRM) offers significant opportunities for organizations to successfully implement strategies, practices, and technologies aimed at winning, managing, and retaining customers profitably and, as a result, strengthening the organization’s competitive position. This course is designed to introduce students to both CRM fundamentals and the utilization of technology in managing customers. Through lectures, scholarly articles, case readings, and class discussions, students will gain an understanding of the key factors that impact CRM success.

22:630:677 Advanced Marketing Analytics (3)
Today’s managers typically have access to large quantities of data. Careful analyses of such data lead to an improved understanding of the marketplace and, in turn, improve the quality of marketing decisions. This course will cover statistical models and techniques that can be effectively used by managers on marketing datasets. This course emphasizes data situations that students are likely to face in marketing and consulting jobs. The main topics covered in this course are customer value measurement, segmentation & targeting analysis, positioning analysis, new product design decisions, and new product forecasting models. This course integrates marketing concepts with practice and emphasizes learning by doing. It provides software tools to help you apply marketing concepts to real decision situations. Students will learn to use several statistics software packages such as MEXL, SPSS, and Number Analytics. The 60% of the course consists of hands-on data analysis; students will work on datasets that are provided by the book-cases and also the ones provided by the instructor.

22:630:679 Customer Journey Analytics (3)*
This course introduces the concept of Customer Journey in the Digital world which spans digital channels (web, mobile, app) and non-digital touchpoints (1:1, call center etc.). Customer Journey Analytics is the process of tracking and analyzing the way customers use combinations of channels to interact with an organization. The focus of the course is on digital analytics through practical applications, with an end goal of deriving actionable insights that will impact the organization’s acquisition, experience and retention strategies. It provides a broad overview of key digital analytics strategies, concepts, issues, challenges and tools.

22:630:684 Market Access and Reimbursements for Drugs (3)*
Decisions we make about our health are critically important, and yet as patients and consumers, we are often ill informed. A variety of well-meaning third parties – providers, payers, pharmacists, and politicians (among others) – influence our access to drugs and the price we pay for them. This course will explore the complex variety of transactions that takes place between the development and manufacturing of a pharmaceutical product and financial mechanisms that influence the payer, provider, and the patient, including the following:

Pharmaceutical pricing models
Innovative contracting
Reimbursement and coding
Cause and effect of patient cost offsets

22:630:685 Special Topic: AI Applications in Marketing (3)*
This course will introduce you to the industry application of the most common machine learning and artificial intelligence techniques in marketing using industrialized statistical software. By the end of this course, you would learn how to optimize marketing spend, measure customer attitudes towards a product using unsupervised learning, and predict customer purchase behavior with supervised learning. You will also learn how to choose the right method for the most frequent business problems and will obtain hands-on experience in solving these problems.

22:630:689 Marketing Engineering (3)*
At the heart of great business organizations are great business decisions. Most modern business organizations use data to reliably make good decisions. In order to make a specific business decision, businesses typically rely on metrics generated from data. This course focuses on evaluating the performance of Marketing through attribution models. We will implement analysis and dashboards using Excel and Tableau.

22:630:691 Marketing Technology (3)
This course scans the technology landscape that supports Data Analytics. Data Storage platforms: Cloud, Data Warehouse Data Lake; Data Fabrics, including role of tools like Domino, role of NLP (Natural Language Processing) and NLG in Analytics, COTS (commercial off the shelf). Course can get into developing ‘intelligent systems’ that take data and predictive and prescriptive analytics. And get into new emerging areas like Blockchain and NFTs. Students don’t have to understand the technology but get a good understanding of the role, application and outcome   Also, associated ethical issues, including data privacy, are discussed.
Prerequisite: Marketing Management (22:630:550 (FT) / 22:630:586 (PT))

22:630:696 The Branding of Fashion (3)
The most sought after fashion houses are those firms who are most aware of, and proactive with, their brand strategies. The purpose of this course is to develop an understanding of the roles, activities and responsibilities of the fashion brand manager- the person on the front lines of implementation of brand strategy. In some cases, this is a person who works in an organization as an employee who has been tasked with stewardship over an existing, and perhaps legacy, brand. In other cases, this is an entrepreneurial designer who is seeking to establish and build their own personal fashion brand. During the term, you will develop your analytical skills in making fashion branding decisions and your oral and written skills for communicating them. The classes will consist of case discussions, lectures and presentations.

22:630:697 Digital Marketing for Fashion and Beauty Industries (3)
This course provides an introduction to Digital Marketing, the most rapidly growing medium in history. We will examine the role of digital marketing and ways in which organizations derive benefits from their digital presence. The course will familiarize students with the business aspects of web site design, analytics, digital content, and online customer acquisition. Students will explore a range of digital marketing formats and platforms including: content marketing, online display advertising, digital video, search engines, social media, mobile, multi-channel integration, and more. A practical approach is adopted in this course. In addition to learning basic principles of digital marketing, students will focus on developing the skills to solve real-world business problems and exploit digital business opportunities. Early in the course, students will be assigned to a digital publisher that they will follow throughout the semester.

22:799:580 (PT) 22:799:564 (FT) Operations Analysis (3)
Covers fundamentals of performance analysis for various operational issues encountered in real life supply chain processes. The major topics include demand forecasting techniques, sales and operations planning (SOP), mathematical programming applications and spreadsheet solutions, supply chain inventory planning, uncertainty, and safety stock management, project resource allocation and risk analysis, network design and facility location selections, and computer simulation and quality management. Harvard Business Cases on developing cost-effective solutions for continuous improvement of a company's operational efficiency and strategic position in today's highly dynamic and competitive marketplace are used. The objective of the course is to help our students to develop analytical thinking skills and to build the knowledge of business performance optimization toward operational excellence of supply chains.
Prerequisite: Proficiency Requirements

22:799:607 Supply Chain Management Strategies (3)
This course provides a broad overview of key supply chain strategies, issues and challenges. Successful supply chain management requires cross-functional integration of key business processes within the firm and across the network of firms that comprise the supply chain. The challenge is to determine how to successfully accomplish this integration. Other topics covered include the management aspects of logistics networks, forecasting, inventory management, supply contracts, strategic alliances, supply chain integration and design, procurement and outsourcing, customer value, international issues, and a quick review of supply chain software. Case studies, supplemented with a Supply Chain Simulation, and guest speakers are used to illustrate the issues discussed in lectures.
Prerequisite: Operations Analysis (22:799:564 (FT) / 22:799:580 (PT))

22:799:608 Global Procurement and Supply Management (3)
Supply Management is the overarching cross-functional management framework that integrates all activities related to the acquisition and management of resources for the organization. It includes global sourcing, supplier relationship management, procurement and purchasing. Supply Management is now recognized as a key strategic initiative to create value for the corporation. This course reviews the demands placed on today's procurement and supply management from the firm's stakeholders and demonstrates their impact on the competitive success and profitability of the organization. Furthermore it describes ethical, contractual and legal issues faced by procurement, and recognizes the expanding strategic nature of supply management. The major areas covered are procurement as a functional activity, and how effective supply management impacts on total quality, cost, delivery, technology, and responsiveness to the needs of a firm's external customers (insourcing/outsourcing, supplier evaluation, supplier development, and global sourcing). We introduce the tools, techniques, and approaches for managing the procurement and sourcing process (cost/price analysis, negotiations, and contract management). Case studies and outside speakers will be used to illustrate the issues discussed in lectures.

22:799:640 Supply Chain Finance (3)
Supply Chain Management is generally focused on product and information flow, but is largely driven by financial and accounting considerations. An often unknown fact is that the supply chain is designed to enhance the financial value of a corporation, or ultimately to serve the chief financial officer. The objective of the course is to introduce key financial and accounting aspects of SCM and instill a financially-oriented mindset by integrating said aspects into the analysis of SCM issues and systems. Topics covered include supply chain costing, working capital management, supply chain financing, supply chain risk management, and supply chain contracts and purchasing. Some case studies will illustrate the concepts learned.

22:799:641 Supply Artificial Intelligence* (3)
Supply chain management has become increasingly data-driven in the last several decades and traditional statistical techniques (e.g., forecasting) have been widely applied in supply chain planning. Well into the ecommerce age, there is great need for supply chain managers to understand artificial intelligence (AI) and machine learning (ML) methods, to organize/analyze “big” data and to integrate/automate data analysis into operations processes on newly emerging IT platforms (e.g., cloud computing). The main purpose of this course is to provide the most fundamental knowledge and programming skill sets to students so that they can understand the modern progress of AI/ML and how to apply AI/ML to supply chain management, glean data-oriented insights and develop actionable supply chain strategies. The course is structured as a combination of lectures, in-class case studies, and group projects. Students will understand the philosophy and history of AI and related information technology, develop data analysis and data visualization skills, and also get a practical introduction in machine learning (e.g., via the Python scikit-learn library) through supply chain-related case studies. Students are then expected to apply and demonstrate knowledge of machine learning and data science with a group project involving a real-life supply chain problem. Python (https://www.python.org/) will be introduced and used as the main platform and extant Python packages will be employed as tools in these case-studies and group projects. The major learning approach of this course is through case-studies (in-class) and group projects (after-class).

22:799:650 Supply Chain Management Industry Project (3)
This course builds upon academic SCM learnings by working on "real life" supply chain management projects requested by our Rutgers Center for Supply Chain Management Advisory Board companies and corporate partners. Students in this course must identify and understand the key issues, formulate models, complete analyses, and apply SCM course learnings to solve real-world problems. Faculty members whose expertise lies in a particular area are available to assist students with complexities of the projects. The projects change each semester depending on the current requirements of the clients, but always focus on specific issues within the supply chain. Client visits may be included to better understand the project scope and work with the company executives. The culmination of the project will be a formal presentation to the client's SCM executives and management team along with delivery of a final report. The presentation and report will include the team's approach, data analysis, findings and recommendations.
Prerequisite: Operations Analysis (22:799:564 (FT) / 22:799:580 (PT))

22:799:585 Supply Chain Analytics (3)*
This course showcases real life applications of data analytics (descriptive, predictive and prescriptive) in various fields of supply chain management, such as forecasting and inventory management, sales and operations planning, transportation, logistics and fulfillment, purchasing and supply management, supply chain risk management, etc. in manufacturing, trade and service industries. Students learn to define the right data set, ask the right questions to drive supply chain efficiency and business value, and use the right models and tools to develop data-driven decisions. Topics includes demand forecasting for new products, product/service-line selection and rationalization, transportation analytics, fulfillment diagnostics in logistics systems, sales and operations analytics in production, inventory and resource management, spend analytics and supplier selection, supply chain risk management, and product development analytics. Software packages such as R and Python will be utilized.

22:799:669 Supply Chain Risk and Disruption Management (3)*
Properly addressing risks and facing possible disruptions are of primary importance to supply chain management. With the wake of high consequence disruptive events, risk identification and disruption response activities have become ever more critical. The objective of the course is to provide an overview of key supply chain risk areas, particularly with the proliferation of outsourcing, use of information technology and global logistics. Equally important is how companies are managing the preparation, mitigation and response strategies to major disruptive events. Topics covered include science of catastrophes, vulnerability and threat assessments, resources and capabilities identification/integration, basic crisis management, contingency planning, disaster recovery and business continuity in supply chain settings. Scenario based experiments (table-top exercises) will provide mock situations where students will make decisions on how to handle supply chain disruption. Case-based studies will be used to provide hands-on learning to illustrate the issues discussed in lectures.

22:799:670 Business Intelligence for Supply Chains and Marketing (3)*
Business intelligence (BI) is a set of technologies and processes that allow people at all levels of an organization to access, interact with and analyze data. In a data-rich business environment, BI can help a management team to operate efficiently, discover new market opportunities and improve business performance. This course focuses on data science techniques, analytical toolboxes and business applications in supply chain and marketing management. The course is structured as a combination of lectures, in-class case studies and group projects. All data analysis, optimization and simulation models are implemented in R. R is a powerful, extensible and free programming language, which is gaining popularity for data scientists and business analysts. Students are expected to learn how to integrate BI with supply chain and marketing management, improve their data/analytical skills and deepen their knowledge of supply chain and marketing science from a quantitative perspective
Prerequisites: Operations Analysis (22:799:580 or 22:799:586)

22:799:672 Supply Chain Sustainability (3)*
There is global experience and examples that show how sustainability criteria in the 'upstream' supply chain management and procurement process. Corporations can both improve environmental performance, while addressing ethics, social regeneration and economic concerns (e.g. the 'triple bottom-line'). This course will allow students to participate in applied research to explore the application of environmentally responsible supply chain principles which includes: designing supply chain management and procurement schemes which address environmental, social and ethical considerations in organizational policy development as well as the procurement process. Research themes may include: the public and private supply chain management and procurement process, green purchasing process, contract design, procurement which promotes low carbon emission considerations and zero waste (avoidance and minimization), social and economic regeneration, civic infrastructure policy, e-procurement applications, and cost cutting measures derived from life cycling costing modeling. The goal is to provide students with different experiences to examine environmental management from a supply chain management perspective.

22:799:676 Lean Six Sigma (3)*
Lean six sigma is an application of the quantitative six sigma quality management techniques within a lean enterprise. The goal is to create an efficient organization that continuously reduces waste and operates at the most efficient levels possible. In addition to covering the fundamentals of Lean and Six Sigma, this course will equip students with other important tools and strategies to improve the performance of business processes. Students will practice solving business problems and improving processes through case studies, team exercises and simulations, self-assessments, and guest lectures. Topics covered will include: six sigma improvement methodology and tools, lean manufacturing tools and approaches, dashboards and other business improvement techniques. Students will also gain an understanding of: the strategic importance of business improvement, the need for fact based management, the significance of change management, and how to deploy these tools in different parts of the value chain.
Prerequisite: Operations Analysis (22:799:564 (FT) / 22:799:580 (PT))

22:799:679 Global Logistics Management (3)*
Global Logistics Management is designed to provide students with an understanding of the strategic and tactical elements of logistics management. This course will examine the forward and reverse forms of transportation and storage for supply chain management. In addition to studying transportation modal choices, logistics and transportation infrastructure in the U.S. and around the world will be discussed. Other relevant topics will include cross-docking, reverse logistics tactics, multi-modal freight operations, high-tech automated warehousing and order delivery and current topics in the logistics industry. We will take a total systems approach to the management of all those activities involved in the forward and reverse movement and storage of products and related information through the supply chain. The teaching method will be a combination of case analysis, lecture and class discussion. Also, guest executives will discuss how they created and managed logistics innovation.

22:799:696 Healthcare Services Management (3)*
This course introduces trends, strategies, techniques, and best practices to improve unit, organizational, and integrated delivery system performance by applying key concepts from operations and supply chain management to the healthcare context. The first half of the semester focuses on the value-based purchasing programs including cost/efficiency, patient outcomes, patient safety, patient experience, and clinical processes. The second half of the semester focuses on service components including vertical integration and professional services outsourcing, service process design, quality improvements, healthcare supply chain management, project management, and healthcare analytics. The objective is to effectively manage information, material and financial exchanges for healthcare provider organizations to improve the quality of services and efficiency.

22:835:501 Intermediate Accounting I (3)*
Designed for both accounting and finance majors, this course combines a study of the theory, rationale, and objectives of corporate financial reporting with an examination of current reporting principles. The aim is to develop a realistic understanding of the strengths and weaknesses of corporate financial reporting, particularly from the viewpoint of the consumer of such financial information. Emphasis is placed on the analysis and understanding of publicly available financial information, rather than on the mechanics of construction of financial statements. Nevertheless, there is still a great deal of mechanics and problem solving in this course.

22:835:502 Intermediate Accounting II (3)*
Discusses many of the problems in financial accounting theory and practice. Instills an appreciation for the challenges and limitations of accounting. Prepares students for advanced study, professional examinations, and successful pursuit of accounting careers. Covers current and long-term liabilities, stockholders’ equity, dilutive securities, investments, accounting for income taxes, pension costs and leases, and accounting changes and error analysis. Refers to pronouncements of the Accounting Principles Board and the Financial Accounting Standards Board.
Prerequisite: Intermediate Accounting I (22:835:501)

22:835:603 Income Taxation (3)
Enables students to recognize and understand the impact of taxation as a major factor for both individual and business planning. Covers sources of federal tax law, the concept of income realization and recognition, timing of income recognition, timing and possibility of income tax deductions, tax accounting methods, and reporting periods.
Income Tax Accounting (22:010:638) will substitute for Income Taxation (22:835:603 or 22:010:603)

22:835:604 Auditing Concepts (3)
Examines the principles and components governing management information systems with strong emphasis on the importance of internal control within the system. Illustrates the role of the computer in accounting and general information systems and accounting transactions processing, environment of information systems, designing new system controls, flowcharting, management, designing computer-oriented controls, systems analysis, design, implementation, and follow-up principles of systems design and standards of internal control.

22:835:625 Advanced Financial Accounting (2)
Concerned with an in-depth study of the theoretical and practical problems of accounting for partnerships, business combinations, and non-business organizations, including governmental fiduciaries.
Prerequisite: Intermediate Accounting II (22:835:502)

22:835:628 Advanced Accounting Research (3)
Devoted to the analysis of current financial reporting issues. Students will be required to participate in policy analysis and its application.
Prerequisite: Advanced Financial Accounting (22:835:625)

22:835:626 Advanced Auditing and Accounting Information Systems (3)*
Studies how the accounting system, the independent auditor’s examination of the accounting system, and other supporting evidence serve as a basis for the auditor’s expression of an opinion on a client’s financial statements. Studies audit methodology through the conceptual framework within which specific programs are designed. Considers both professional and technical aspects. Covers professional ethics, internal control evaluation, evidence gathering, statistical sampling, auditing and EDP, operations auditing, internal auditing and audit reports
Prerequisite: Intermediate Accounting I (22:835:501) and Intermediate Accounting II (22:835:502)

22:839:614 Object Oriented Programming I (3)*
The goal of this year-long sequence of courses is to give a rigorous introduction to computer programming and software engineering with special emphasis on applications to financial engineering. Our primary programming language will be C++. This programming language is fast enough to accommodate the performance demanded in financial environments. At the same time C++ is an object oriented language and, as such, is suitable for modern software design. In this course the assumption is that students have had no background in computer programming, although even people who are familiar with some programming language will hopefully benefit and learn new material. In part I in the Fall semester the course will start with basic concepts of programming, but we quickly get into topics in object oriented programming, UML diagrams, and basic patterns. We will also include introduction to basic algorithms and data structures. In part II in the Spring semester, more advanced topics will be covered, including advanced algorithms and data structures especially through introduction to STL and boost libraries, numerical algorithms and introduction to BLAS and LAPACK libraries, design of graphical user interfaces, and concurrent programming (also known as multiprogramming).

22:839:635 Blockchain & Cryptocurrency (3)*
This course is aimed for an audience with a quantitative background, who is interested in learning how blockchain technology is implemented in the financial industry and how it is about to change the future of financial services (including payments) and the global economy, as a whole. Many financial institutions such as Fidelity, E-Trade, JP Morgan, Bank of America, to name a few, have blockchain and cryptocurrency divisions and labs (and not to mention the many crypto funds and startups). Some have crypto market trading desks and are increasingly seeking for crypto market – traders, analysts and researchers. They are constantly trying to better understand crypto market data and blockchain data as it relates to the digital assets which trades on the crypto exchanges. Some are building solutions, using blockchain technology to facilitate financial transactions, such as cross-border payments, over the counter transactions or bonds issuing. Some are looking into tokenization (e.g., Goldman Sachs).

22:851:630 Market Analysis and Valuation in Real Estate (3)
This course surveys the principles and tools of appraising various types of real estate, as well as an analysis of value, price, property, and legal rights. Topics include principles of valuation; the real estate market; the relationship between real estate values and economic, social, and government trends; economics of urbanization, including location, value, and highest and best use; neighborhood analysis and approaches to cost, market data, and income valuation.

22:851:632 Real Estate Development (3)
This course provides an introduction and overview of real estate development of urban places, including the many challenges of the development process such as analyzing market sectors and development opportunities, comprehending the development context of regulation, public policy and politics, raising investment capital, assembling land, program formulation, building types, construction management, marketing, and sales. Examples of development projects will be presented, each focusing on particular aspects of the overall process.

22:851:650 Real Estate Law (3)
This course provides an overview of the legal issues which confront the real estate executive from the commencement of a real estate transaction and throughout the relationship between the parties to such transactions. While many traditional real property law concepts will be covered, the course is intended as an introduction to the transactional aspects of the real estate business, including acquisition, disposition, development, investment, management, leasing, tax implications and negotiations. At the conclusion of the course, students will have the ability to function with respect to these matters in many of the various aspects of real estate business.

22:851:660 Property Management and Real Estate Investment Management (3)
The course will take students through world of real estate investment management, management company organization, and the role and responsibilities of the property and asset managers. Topics include real estate operations, types of ownership, property leasing & governance, financial and risk management, property accounting, financial reporting, tax treatment, acquisitions & sales, and strategic planning.
Prerequisites: Real Estate Finance (22:390:695) and Real Estate Law (22:851:650)

include introduction to basic algorithms and data structures. In part II in the Spring semester, more advanced topics will be covered, including advanced algorithms and data structures especially through introduction to STL and boost libraries, numerical algorithms and introduction to BLAS and LAPACK libraries, design of graphical user interfaces, and concurrent programming (also known as multiprogramming).

22:960:575 Data Analysis & Decision Making (3)*
Introduces statistics as applied to managerial problems. Emphasis is on conceptual understanding as well as conducting statistical analyses. Students learn the limitations and potential of statistics, gain hands-on experience using Excel, as well as comprehensive packages, such as SPSS®. Topics include descriptive statistics, continuous distributions, confidence intervals for means and proportions, and regression. Application areas include finance, operations, and marketing. Introduces the basic concepts of model building and its role in rational decision making. Knowledge of specific modeling techniques, such as linear and nonlinear programming, decision analysis, and simulation, along with some insight into their practical application is acquired. Students are encouraged to take an analytic view of decision making by formalizing trade-offs, specifying constraints, providing for uncertainty, and performing sensitivity analyses. Students form groups to collect and analyze data, and to write and present a final report.
Prerequisite: Proficiency Requirements.

26:960:576 Financial Time Series (3)*
This course covers applied statistical methodologies pertaining to time series, with en emphasis on model building and accurate prediction. Completion of this course will provide students with enough insights and modeling tools to analyze time series data in the business world. Students are expected to have basic working knowledge of probability and statistics including linear regression, estimation and testing from the applied perspective. We will use R throughout the course so prior knowledge of it is welcome, but not required.

16:960:586 Interpretation of Data (3)*
Modern methods of data analysis with an emphasis on statistical computing: univariate statistics, data visualization, linear models, generalized linear models (GLM), multivariate analysis and clustering methods, tree-based methods, and robust statistics. Expect to use statistical software packages, such as SAS (or SPSS) and Splus (or R) in data analysis.
Prerequisite: Level IV statistics. Recommended: Regression Analysis (16:960:563) OR Data Analysis and Decision Making (22:960:575)

16:960:588 Data Mining (3)*
Databases and data warehousing, exploratory data analysis and visualization, an overview of data mining algorithms, modeling for data mining, descriptive modeling, predictive modeling, pattern and rule discovery, text mining, Bayesian data mining, observational studies.
Prerequisite: Applied Multivariate Analysis/ Interpretation of Data II or permission of instructor.

22:960:608 Business Forecasting (3)*
Databases and data warehousing, exploratory data analysis and visualization, an overview of data mining algorithms, modeling for data mining, descriptive modeling, predictive modeling, pattern and rule discovery, text mining, Bayesian data mining, observational studies.
Prerequisite: Applied Multivariate Analysis/ Interpretation of Data II or permission of instructor.

Innovative businesses are using data to make better predictions about their business environment, their business future, and the future of their global competitors. “Big Data” is a business term frequently used these days. Businesses are storing and collecting more data than ever before to gain a competitive edge. McKinsey predicts that data will grow 10-fold by 2015 and 100-fold by 2020. This will result in businesses looking for better data scientists to help them leverage “Big Data” and gain a competitive edge.

In this class, students will use the level R programming language to become data scientists and business forecasters. Specifically, students will learn how to:

Understand Data
Analyze Data
Apply various forecasting methods
Leverage forecasts to make decisions
Communicate forecasts and recommendations to management

No prior knowledge of R programming is required. You will learn and become proficient in R and obtain hands-on experience of its forecasting package through case studies and real-life examples during each lecture. You will also learn to better communicate your forecast and strengthen your analytical skills. The practical knowledge gained upon completion of this course will help in careers ranging from business analytics to marketing, accounting, financial services, and more.

22:960:641 Analytics for Business Intelligence (3)*
This course is intended for business students of data mining[1] techniques with these goals: 1) To provide the key methods of classification, prediction, reduction, and exploration that are at the heart of data mining; 2) To provide business decision-making context for these methods; 3) Using real business cases, to illustrate the application and interpretation of these methods. The course will cover Classification (e.g. helps banks to determine who will default on a loan, or email filters to determine which emails are spam), Clustering (like classification, but groups are not predefined, as in legitimate vs. spam email, so the algorithm will try to group similar email together for instance), Regression (e.g. how ad campaigns in offline media such as print, audio and TV affect online interest in the advertiser's brand), Association Rule Learning (enables merchants, for example Amazon, to determine which items customers tend to buy together and make suggestions for further purchase, otherwise known as "market basket analysis"); and Neural Nets (helps financial agents to model complex markets for high frequency trading; helps Pandora adapt to your personal radio station). The pedagogical style will use business cases so the student can follow along and implement the algorithms on his or her own with a very shallow learning curve. In addition, students will work in teams to mine their own data. Individual students may request to work on their own company data. The computation platform with be the R Programming language and the specialized packages in data mining.

22:960:646 Data Analysis and Visualization (3)*
The implosion of available data has made visualization more critical but also more challenging. Data analysis and data visualization are essential tools for business analysts, engineers, policy-makers, and decision-makers. Developed originally for “small data”, visualization techniques have been met with varied success in the past centuries and decades. There are a few well-known visualizations that are very effective in capturing the essence of the data, and of course, there are many infamous negative examples of poor visuals. An effective visual is critical for decision making it, but it also requires a lot of work, customization, attention to detail, and refinements. In this course students will learn a large number of data visualization methods. Focus will be given to business data visualizations similar to those that appear in business publications. Also, students will learn advanced techniques that will help them analyze big data with tens or hundreds of variables. Students will learn through practice using the software Tableau.

*Denotes a STEM Designated Course