Study Block 1REQUIRED COURSESDETAILS

Value Creation through Financial Decision Making Highlights the role of financial management as a source of value creation in a competitive global environment characterized by rapid technological, personal, and market changes. Offers students an opportunity to develop tools and techniques of financial analysis and valuation to support financial decision making. Presents future managers with actual business problems to learn to apply the tools of financial analysis to strategic decisions faced by the firm, such as capital budgeting and capital structure.3 credits

Information Analysis Provides students with basic information analysis skills and tools needed to manage effectively in today’s information-intensive business climate. Exposes students to analytical problems from different areas of business and the quantitative concepts and techniques that can analyze them. Course objectives are to improve the information analysis skills of the students, to provide students with a working knowledge of important statistical tools, to help students become more critical evaluators of studies and reports involving statistical and quantitative methods, and to improve skills in communicating the results of analyses. Offers students the opportunity to learn how to evaluate, analyze, and interpret data, and present their findings and conclusions that will be most useful for managerial decision making through the use of business applications and analytical software.3 credits

ELECTIVES (SELECT 3 OF 5) International Business Management Explores the organizational and functional challenges a firm’s manager must master to be effective across national borders in an era of increasing globalization. Such challenges affect the international manager’s strategic decisions and operational actions and arise from international economy and trade conditions, legal and political context differences, as well as cultural and ethical system issues.3 credits

Global Managerial Economics Develops understanding of the organization of the global economy and how this helps managers assess the winds of economic change and make better decisions for their shareholders. Addresses interactions among competitors, suppliers and customers, central banks and other financial intermediaries, and governments and how these interactions impact business decision making. Leads to a framework for industry analysis in a global setting that involves economic analysis, competitive analysis, and business decision-making skills.3 credits

International Marketing Develops understanding of the opportunities and challenges facing the international marketing executive, the decision-making process in marketing goods abroad, and the environmental forces—economic, cultural, and political—affecting the marketing process in the international marketplace.3 credits

Global Family Business Leadership & Governance Offers students an opportunity to develop an understanding of the nuanced challenges facing entrepreneurial leaders in different cultural settings. While family businesses have been found to be both numerically and economically significant in most countries, these enterprises worldwide share many common issues. However, there are differences that emanate from specific institutional and cultural contexts. Understanding these differences and how they can affect leadership of a family business is increasingly important for stewards of family businesses in a global marketplace. Understanding the nature of international differences and appreciating the opportunities they offer for growth-oriented family business leaders is especially important as family businesses face unique barriers to international expansion. Required participation in spring break international field project.3 credits

Corporate Entrepreneurship through Global Growth, Acquisitions, and Alliances Analyzes whether, why, and how multibusiness corporations expand their operations into new business areas by questioning decisions to grow organically or through mechanisms such as acquisitions or alliances. Uses rigorous case-based discussions, expert readings, and major current events to discuss issues related to the choice of make, buy, or partner. Evaluates how these different corporate entrepreneurial strategies are used to help firms be more competitive and innovative.3 credits

Study Block 2 REQUIRED COURSESDETAILS

Leadership and Organizational Behavior in a Global Environment Aims to create awareness, understanding, and knowledge of how organizations select, develop, and train global leaders. Begins with a review of culture and its differences across national borders. Then studies multicultural team building (face-to-face and virtual), intercultural communication, international career development and management from the organization‘s and the executive‘s point of view, and broader organizational behavior challenges across borders.3 credits

Becoming a Global Leader Seeks to help students build the cross-cultural skills necessary to comfortably and effectively work in different cultures and with people from different cultures. Discusses the alignment between the firm’s business strategy and the leader’s responses in a multicultural environment along with the methods for leadership effectiveness in multicultural teams and virtual environments. Using online, experiential, and discussion-based methods, offers students an opportunity to gain the self-awareness needed to generate a plan for their own global leadership development.3 credits

ELECTIVES (SELECT 3 OF 5)DETAILS International Financial Management Introduces international financial markets including balance of payments, history of the international monetary system, exchange-rate determination, foreign-exchange-exposure hedging strategies, and international capital markets. Examines how the financial strategies and policies of multinational corporations differ from domestic corporations and how financial management is utilized in an international setting to achieve corporate goals.3 credits

Enterprise Growth and Innovation Explores the challenges and processes for harnessing technological innovation for new-business development. Integrates technology strategy, innovation in marketing, product development, and organization design for the purpose of enterprise growth. Through readings, cases, and exercises, studies how firms from different industries gain competitive advantage through distinctive products and services, and leverage their technologies and skills into new emerging markets. Also focuses on processes for conceiving, financing, and organizing new ventures.3 credits

Managing Global Supply Chains Supply chain management (SCM) is becoming more and more important for businesses as the scope to outsource globally increases. Companies now have to deal with emerging countries just beginning to compete in global markets. A supply chain is the network of entities from the raw material supplier at one end, going through the plants, warehouses and distribution centres, to retailers, and sometimes the final customer, at the other end. Supply chain management is the integrated management of the flow and storage of materials, information and funds between the entities comprising the supply chain. The main objective of the supply chain is to create and enhance value as the product, in its intermediate or final form, progresses through the network. Supply chain management is by its very nature an international (global) discipline. The focus of this course will be on key issues within operations that are of relevance in a firm’s ability to remain competitive in a global economy. Examples of companies collaborating across the globe will be used in the teaching and learning of SCM. We focus mainly on the operational and tactical aspects of managing the network of multiple facilities, but we will also investigate their strategic implications. Factors such as legal, ethical, operational, venture risk and reliability will be considered in addition to specialized topics in supply chain management within a global environment such as (a) outsourcing and offshoring, (b) role of information technology in operations, (c) designing and managing global supply chains, (d) managing inventory and global logistics, (e) sustainability in supply chains and supply chain management.3 credits

Global Workforce Management This course provides an integrative framework for understanding the business and legal challenges that are associated with effective workforce management around the world. As more and more companies try to leverage the benefits of a global labor market, it is critical to understand the challenges that managers must deal with as they try to coordinate work practices across country settings and prepare individuals for global assignments. Toward that end, we will examine how international labor markets compare in terms of labor costs, labor supply, workplace culture, and employment law. High-profile news events from developed and emerging economies will be used to illustrate the complex cultural and regulatory environment that multinational firms face in such areas as talent management, performance management, offshore outsourcing, downsizing and industrial relations. The last segment will focus on the individual and organizational factors that promote successful global assignments.3 credits

Doing Business in Emerging Markets Takes the perspective of managers who are considering the best ways to enter and succeed in emerging markets such as Brazil, Russia, India, China, South Africa, and others that offer varying institutional opportunities and challenges. Examines how their action choices compare to those appropriate for entering advanced markets like the United States, Western Europe, or Japan. Emphasizes how socioeconomic, ethical, political, regulatory, and technological complexities affect the strategy choices that multinational firms, from and in emerging markets, make to succeed at home and abroad. Prereq. Business students only.3 credits