Indiana University Curriculum
C530 Economics for Managers (3.00 cr.)
Economic decision making in the business firm, the strategic interaction of business firms in industries, the purchasing and behavior of individual consumers and consumers as a group, and the influence of public policy on market outcomes. Development of a fluency with the language of economics and a strong ‘economic intuition,’ understanding of selected economics-based decision-making tools and the impact and interaction of the structure of an industry on competition, analysis of intra-industry rivalry, and improved understanding of public policy issues. Emphasis on the logical foundations of economic analysis and managerial decision making. Will promote understanding and application of various quantitative measures.
C511 Organizational Development and Change (1.5 cr.)
Today’s business environment forces executives to use every tool at their disposal to create and maintain an effective and adaptable organization. A major source of effectiveness and adaptability is the way in which the company’s efforts are organized-its systems, structures, management process, rewards and strategies. The primary job of senior management today is to design, build, and operate organizations that function effectively. What this means is that the organization is in a constant state of change. Understanding the change process is vital. Knowing the roadblocks to effective change is very important. The role of the manager as a change agent becomes critical. Often the problems arise not from the change itself, but the process of making the change. Individuals resist change. It is a natural phenomenon. How and why this change manifests itself is a central issue in this course. Developing the skills to move through the change process not knowing what roadblocks one might encounter is becoming incredibly valuable.
C520 Quantitative Analysis (3.00 cr.)
In this course, we enhance the student’s statistical and mathematical modeling skills covering the following topics: (1) probabilistic decision making, (2) regression analysis, (3) forecasting, (4) simulation with @RISK, (5) optimization modeling with the EXCEL Solver, (6) making decisions when multiple objectives are involved, and (7) using neutral networks to improve forecasting. Applications from all major functional areas will be discussed.
C570 Strategic Marketing Management (3.00 cr.)
An introduction to the process of creating a market-driven organization. Specific topics include marketing strategy, market research and analysis, and the development of products and services, pricing, distribution and promotion. The course employs lecture, classroom discussion through threaded discussion forums, case analysis and field research projects.
C521 Managing Accounting Information for Decision-Making (3.00 cr.)
Provides a user-oriented understanding of how accounting information should be managed to ensure its availability on a timely and relevant basis for decision making. The first part of the course reviews financial accounting and reporting while the second part of the course focuses on cost-benefit analysis for evaluating the potential value-added results from planning, organizing and controlling a firm’s accounting information. The use of cases, forum discussions and computer support is used extensively.
C580 Operations Management (3.00 cr.)
Surveys the management of operations in manufacturing and service firms. Diverse activities, such as determining the size and type of production process, purchasing the appropriate raw materials, planning and scheduling the flow of materials and the nature and content of inventories, assuring product quality, and deciding on the production hardware and how it gets used, comprise this function of the company. Managing operations well requires both strategic and tactical skills. The topics considered include process analysis, workforce issues, materials management, quality and productivity, technology, and strategic planning, together with relevant analytical techniques. The course makes considerable use of business cases. Most classes will be spent discussing the cases assigned. For each case, students will be asked to review actual company situations and apply technical and managerial skills to recommending courses of action. Most cases will be taken from manufacturing, but some will be service-oriented. Several of the cases will focus on international companies or issues.
C540 Financial Management (3.00 cr.)
Provides a working knowledge of the tools and analytical conventions used in the practice of corporate finance; establishes an understanding of the basic elements of financial theory to be used in application of analytical reasoning to business problems; and explores the interrelationship among corporate policies and decisions. Course work will include problem sets, study group preparation of executive summary memos and critiques, and use of PC spreadsheets to develop a planning model for a case focusing on funds requirement.
C522 Information Technology (3.00 cr.)
Study of information systems management issues including enterprise support applications, systems acquisition and implementation practices, facilitating end-user support and telework and e-business opportunities. Readings and case analysis and one team project.
C512 Managing in a Team-Based Organization (1.5 cr.)
In the search for sustained competitive advantage, firms have established high-involvement organizational structures and processes that draw heavily upon employee efforts, skills and abilities to attain corporate objectives. In particular, managerial efforts have centered on the design, development, and administration of team-based initiatives. This course introduces students to key managerial practices and principles that help establish and maintain effective team-based organizations. Students learn how to manage team-based organizations designed to contribute to different types of performance objectives: cost reduction, quality improvement, new product development, mass customization, and process re-engineering. These lessons are applied to manufacturing, service and not-for-profit organizations. Finally, the basics of team management are covered: to staff teams, facilitate team development, and lead teams for effective performance.
X573 Law for Global Business (3 cr.)
The course focuses on two major constraints on business decision making in a global environment: law and ethics. Business people typically have more interaction with legal regulation, lawyers, and litigation than those outside of the business world. Thus, a fundamental premise underlying this course is that greater awareness of international legal issues and how the law resolves disputes will help managers navigate the global environment more effectively. Knowledge of how judges, lawyers, and regulators within the legal system reason and communicate should enable managers to better understand legal developments as well as communicate more effectively with their lawyers. However, despite its fundamental importance in the global environment, law is not the only constraint on business decision making. Each year newspapers and news broadcasts are full of examples of corporate and individual actions that, while perhaps legal at the time, led to public humiliation and, in extreme cases, greater governmental regulation. Thus, a study of legal reasoning is not complete without coverage of ethical decision making as well.
C572 Marketing Research (1.5 cr.)
The basic objective of this course is to develop the student’s understanding of marketing research as it applies to marketing decision making. The course covers principles of qualitative, experimental and survey research designs, secondary and syndicated data sources, questionnaire designing, and basic analysis. The major focus will be on the tools used to properly collect market research information. Students will also be expected to carry out a marketing research project based on these principles.
C515 Employment Law for Human Resources (1.5 cr.)
This course is designed to introduce and analyze human resources management utilizing am employment life cycle approach. Particular emphasis is placed on the legal environment inextricably intertwined with human resources management and the effect this relationship has on human resource practice. Human resources strategy and the function of human resources within the organization is also explored, focusing on employment law as a component in business strategy that should be utilized to solve issues both creatively and effectively.
C562 Developing Strategic Capabilities (3.00 cr.)
This course offers an introduction to tools for strategic management. It provides an introductory review of the complexities involved in determining long-term strategies. Rather than assessing the firm’s environment in terms of broadly defined opportunities and threats, we will examine the dynamics of the competitive environment, how both the pace and direction of industry change are influenced by the resources, capabilities, and competitive interaction of rivals. The course uses discussion forums, team projects, and an interactive simulation.
X532 Topics in Business Capstone (3 cr.)
The Dual Degree MBA/M-GM Program comes full circle with the Kelley Capstone Experience. Working in virtual teams on real-world, complex business problem, students must call upon all of the tools developed throughout the program, including both “soft” and “hard” skills. Preparation for KCE begins at the first Kelley Connect Week, with a briefing, and continues at the second Kelley Connect Week with a 1.5 capstone module. The class culminates at a third Kelley Connect Week at the end of the program in which student teams present their projects to faculty, student peers, and ultimately, business leaders.