Suffolk University Sawyer Business School Graduate Programs 2008-2009 - (Page 57) course descriptions MGES 911 Launching New Venture Internship This course provides hands-on experience in launching a new venture selected from business plans created in MGES 826. Prerequisites: MGES 826, plus permission of instructor or academic advisor for entrepreneurship. rates, aggregate demand and supply, supply side economics, international trade, comparative advantage, and the balance of payments, and exchange rates. 1.5 credits EMBA 640 Corporate Financial Reporting and Control and challenges of managing technology activities to meet the needs of business executives, IT executives, users, and IT partners. EMBA 680 Managing in the Ethical and Legal Environment I and II entrepreneurship executive mba The following courses are available to Executive MBA students only. EMBA 600 Management Seminar The Executive Management Seminar is comprised of many activities, exercises, cases, and simulations—all of which are integrated to provide you with an introduction to self-awareness and leadership for executive students. The course provides you with the opportunity to learn about and experience first-hand the many complexities in the roles of top leaders and managers. The course is designed using experiential educational processes that help illustrate highly valuable insights and learning that you can apply to your own leadership development. 2 credits EMBA 610 Organizational Behavior The course deals with the structure and information content of the three principal financial statements of profit-directed companies: the income statement, balance sheet, and statement of cash flows. It develops skills in the use of accounting information to analyze the performance and financial condition of a company and to facilitate decision-making, planning and budgeting, and performance appraisal in a managerial context. Students with no prior background in accounting complete a programmed instruction in the mechanics of double entry accounting at the start of the course. EMBA 650 Value-Based Financial Management I and II This course applies multidisciplinary analytical techniques and case analysis as strategic management tools to assist executives in successfully navigating an increasingly complex, evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace and creating or limiting competitive opportunities. 1.5 credits each part EMBA 770 Washington Seminar executive ma This course examines the fundamental principles underlying attitudes, motivations, and decisionmaking in the workplace. EMBA 620 Marketing Analytics This course introduces the basic principles of corporate finance. The main focus of the course is on fundamental principles such as time value of money, asset valuation, and risk and return trade-off. Topics covered also include cost of capital, capital budgeting, and capital structure. 1.5 credits each part EMBA 660 Marketing: The Challenge of Managing Value This five-day seminar in Washington, DC, provides first-hand exposure to linkage between public and economic policy and its impact on business strategy development and execution. You will meet with key members of Congress, the Administration, influential lobbyists, the media, and other organizations that influence policy development. You will examine first-hand how the branches of government operate and learn to assess government action and its impact on both national and international business. EMBA 780 Managing in the Global Environment I and II This course introduces the general concepts and managerial applications of descriptive and inferential statistics using evidence from judgment, samples, and processes. It includes basic probability theory, with applications of the Binomial, Poisson, Normal, and Chi-Squared distributions; and the use of contingency tables, conditional probabilities, and tests of statistical significance. It also introduces multivariate analysis with linear, nonlinear, and multiple regression, with exercises in data mining with large data files. MS Excel is used throughout the topics. 1.5 credits EMBA 630 Macro Economics Marketing is changing—constantly driven by dramatic technology developments, globalization, and evolving consumption values, practices, and lifestyles. This course covers marketing themes, theories, and trends that are critical for superior business performance in the 21st century. In this course, we examine current marketing theory as it is being shaped by forward-thinking academics and new developments in business practices. This course provides students with a strong foundation in the marketing principles and practices required for upper-level elective courses. EMBA 670 Information Management for Competitive Advantage This course introduces the student to the fundamentals of the global business environment and the cross-cultural factors that affect management practice in this environment. Topics covered include economic environment, free trade and regional integration, foreign direct investment, exchange rate determination and relevant government policies, the decision to go international, and the multinational firm and its business functions. 1.5 credits each part EMBA 800 Strategic Management This course develops the basic tools of macroeconomic analysis with emphasis on business decision-making, organizational performance and competitiveness with respect to domestic and international business. Macroeconomic topics covered include national output and income, inflation, unemployment, personal consumption and government expenditures, business investment, the Federal Reserve System, money supply and demand, monetary policy, interest This course focuses on exploiting information systems (IS) and information technology (IT) for a competitive advantage. It explores the impact of IS and IT on the internal and external environments of organizations. It examines decisions needed for effective deployment of IS and IT, such as selection of IT infrastructure, valuation of IT business models, and analysis of the operational benefits and risks. The course also introduces students to the opportunities In this course, students develop a multifunctional general management perspective, integrating and applying knowledge and techniques learned in the program’s core courses. Students also learn about the principal concepts, frameworks, and techniques of strategic management; develop the capacity for strategic thinking; and examine the organizational and environmental contexts in which strategic management unfolds. Students achieve these course objectives through a variety of learning activities, such as case studies, computer simulations, examinations, project reports, and experiential exercises. 57
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