Understanding Private Equity Funds by fhn18015

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									Year_TermCourse  Sect Num Course Title                                      Faculty Name                        Credits   Term Type
Sp 2010 NBA 3000 1        Entrepreneurship & Private Equities               BenDaniel, David                    3         Full Term




Sp 2010   NBA 5000 1,2,3      Intermediate Accounting                       Nelson, Mark/Swieringa, Robert      3         Full Term




Sp 2010   NBA 5010 1          Taxes and Business Strategy                   Maydew, Ed                          1         Arranged




Sp 2010   NBA 5020 1          Managerial Cost Accounting                    Bloomfield, Robert/Hilton, Ronald   3         Full Term



Sp 2010   NBA 5020 2          Managerial Cost Accounting                    Bloomfield, Robert/Hilton, Ronald   3         Full Term



Sp 2010   NBA 5020 3          Managerial Cost Accounting                    Bloomfield, Robert/Hilton, Ronald   3         Full Term



Sp 2010   NBA 5060 1,2,3      Financial Statement Analysis                  Nichols, Craig                      1.5       1st Half




Sp 2010   NBA 5070 1          Entrepreneurship for Scientists & Engineers   Schneider, George                   3         Full Term
Sp 2010   NBA 5110 1,2,3,4   Financial Modeling                                        D'Souza, Julia        1.5   1st Half


Sp 2010   NBA 5120 1         Applied Portfolio Management                              Bhojraj, Sanjeev      1.5   1st Half
Sp 2010   NBA 5140 1         Ethics & Corporate Culture                                Radcliffe, Dana       1.5   2nd Half




Sp 2010   NBA 5150 1         Leadership Theory and Practice                            Hostetler, Michael    3     Full Term




Sp 2010   NBA 5170 1         Leveraged Buyouts and Structured Finance - Practicum BenDaniel, David           1.5   2nd Half
Sp 2010   NBA 5190 1                                                                    Keller, Fred
                             Sustainability as a Driver for Innovation in the Entrepreneurial Organization   1     1st Half




Sp 2010   NBA 5200 1         Retail Operations                                         Gaur, Vishal          1.5   2nd Half




Sp 2010   NBA 5220 2         International Negotiations                                Yang, Yu              1.5   2nd Half



Sp 2010   NBA 5220 1         International Negotiations                                Yang, Yu              1.5   2nd Half
Sp 2010   NBA 5230 1       Data Driven Businesses                         Gehrke, Johannes   1.5   2nd Half


Sp 2010   NBA 5240 1       Macroeconomics and Int'l. Trade                Azis, Iwan         3     Full Term

Sp 2010   NBA 5250 1       Energy Economics and Management                Ho, Benjamin       1.5   1st Half



Sp 2010   NBA 5260 1       Environmental Economics and Management         Ho, Benjamin       1.5   2nd Half



Sp 2010   NBA 5270 1       Applied Economic Analysis                      Ho, Benjamin       3     Full Term


Sp 2010   NBA 5290 1       Executing Successful Corporate Strategy        Khessina, Olga     1.5   2nd Half




Sp 2010   NBA 5320 1       Due Dilligence in Private Equity Investments   BenDaniel, David   0.5   Arranged



Sp 2010   NBA 5330 1,2,3   Management Cases & Consulting Process          Peck, Nate         3     Full Term


Sp 2010   NBA 5390 1       Cornell Lectures in Finance                    Hass, Jerome       1     Arranged
Sp 2010   NBA 5420 1   Investment and Portfolio Mgmt.             Saar, Gideon      3     Full Term




Sp 2010   NBA 5430     Financial Markets and Institutions         Bailey, Warren    3     Full Term




Sp 2010   NBA 5460 1   Liability Driven Alpha                     Marin, Richard    1     2nd Half




Sp 2010   NBA 5470 1   Operational Alpha                          Marin, Richard    1     1st Half



Sp 2010   NBA 5480 1   Global Business Risk Management            Iankova, Elena    1.5   2nd Half




Sp 2010   NBA 5490 1   Managerial Finance Immersion - Practicum   TBD               1.5   Full Term
          NBA 5510     Emerging Markets Finance                   Karolyi, Andrew




Sp 2010   NBA 5530 1   Accounting & Financial Decision Making     D'Souza, Julia    3     Full Term
Sp 2010   NBA 5530 1     Accounting & Financial Decision Making           Nichols, Craig               3     Full Term



Sp 2010   NBA 5540 1     International Finance                            Bailey, Warren               3     Full Term




Sp 2010   NBA 5560 1     Investment Banking Immersion - Practicum         Biloski, Alan                2.5   Full Term
Sp 2010   NBA 5580 3     Corporate Financial Policy                       Grinstein, Yaniv             1.5   Arranged


Sp 2010   NBA 5580 1,2   Corporate Financial Policy                       Leary, Mark                  1.5   1st Half


Sp 2010   NBA 5590 1     Venture Cap. Industry & Private Equity Markets   Reyes, Jesus                 0.5   Arranged




Sp 2010   NBA 5610 1     Advanced Business Law                            Grossman, Dale               3     Full Term

Sp 2010   NBA 5630 1     The IPO and M&A Process                          Willett, Thomas              3     Full Term




Sp 2010   NBA 5640 1     Entrepreneurship & Private Equities              BenDaniel, David/Steve Gal   1.5   1st Half



Sp 2010   NBA 5650 1,2   Corporate Governance                             Grinstein, Yaniv             1     1st Half
Sp 2010   NBA 5660 1,2       Oral & Written Communications                         Mink, Barbara          3     Full Term


Sp 2010   NBA 5670 2         Management Writing                                    Noble-Grange, Angela   1.5   2nd Half

Sp 2010   NBA 5670 1         Management Writing                                    Rosen, Charlotte       1.5   1st Half


Sp 2010   NBA 5680 1,2,3,4   Oral Communication                                    Noble-Grange, Angela   1.5   2nd Half




Sp 2010   NBA 5680 5,6       Oral Communication                                    Rosen, Charlotte       1.5   1st Half



Sp 2010   NBA 5720 1         Investment in Real Estate Sec.                        Corgel, Jack           1     Full Term




Sp 2010   NBA 5750 1         Management Consulting Projects                        TBD                    3     Full Term




Sp 2010   NBA 5770 1         The Political, Legal and Social Environment of Business Ho, Benjamin         3     Full Term




Sp 2010   NBA 5780 1         Consulting Process                                    Peck, Nate             1.5   1st Half




Sp 2010   NBA 5830 1         Capital Markets & Asset Management Practicum          Andolina, Robert       2.5   Full Term
Sp 2010   NBA 5840 1     International Competitive Strategy                                    1.5   2nd Half

Sp 2010   NBA 5860 1     Cross-Cultural Management                         Chen, YaRu          1.5   1st Half




Sp 2010   NBA 5870 1     International Mergers & Acquisitions              Hanks, James        1.5   Arranged




Sp 2010   NBA 5880 1,2   Critical Thinking for Business Leaders            Mish, Risa          1.5   1st Half




Sp 2010   NBA 5920 2     Experience in International Mgmt. - East Europe   Iankova, Elena      1.5   Arranged



Sp 2010   NBA 5920 1     Experience in International Mgmt. - China         Katzenstein, Gary   1.5   Arranged



Sp 2010   NBA 5920 4     Experience in International Mgmt. - Japan/Korea   TBD                 1.5   Arranged



Sp 2010   NBA 5920 3     Experience in International Mgmt. - Columbia      Sine, Wesley        1.5   Arranged
Sp 2010   NBA 5930 1     International Entrepreneurship                         Goldman, Melvin           1.5   2nd Half




Sp 2010   NBA 5950 1     Economics of Financial Crises                          Azis, Iwan                3     Full Term




Sp 2010   NBA 5980 1,2   Behavioral Finance                                     Huang, Ming               3     Full Term




Sp 2010   NBA 6010 1,2   Electronic Commerce                                    Orman, Levent             3     Full Term




Sp 2010   NBA 6030 1,2   Sustainable Global Enterprise                          Dowell, Glen              1.5   1st Half


Sp 2010   NBA 6060 1,2   Evaluating Capital Investment Projects                 Leary, Mark               1.5   1st Half




Sp 2010   NBA 6080 1     Innovation in Pharma/Biotech: The Challenge of Change Biloski, Alan              1.5   1st Half




Sp 2010   NBA 6110 1     Creative Design for Affordability                      McAdams/Touesnard/Danko   2     Full Term
Sp 2010   NBA 6120 1   Disruptive Technologies                       Greenberg, Donald     1.5   1st Half




Sp 2010   NBA 6130 1   Women in Leadership                           Cabrera, Susan        1.5   2nd Half




Sp 2010   NBA 6140 1   Green Leap Strategies                         Hart, Stuart          1.5   Arranged


Sp 2010   NBA 6170 1   Emerging Technology Marketing                 LePerle, Robert       1.5   2nd Half



Sp 2010   NBA 6180     Global Inn. & Tech. Commercial                Dowell, Glen          1.5   Arranged

Sp 2010   NBA 6200 1   Marketing Research                            M., Tridib            3     Full Term




Sp 2010   NBA 6240 1   Semester in Strategic Marketing - Practicum   Thomas, Manoj         4.5   Full Term
Sp 2010   NBA 6340 1   Customer Relationship Management              Park, Young-Hoon      1     Arranged


Sp 2010   NBA 6390 1   Data Driven Marketing                         Gupta, Sachin         3     Full Term



Sp 2010   NBA 6410 1   Logistics And Manufacturing Strategy          Muthulingam, Suresh   3     Full Term
Sp 2010   NBA 6430 1     Managerial Spreadsheet Modeling                Robinson, Lawrence   1.5   1st Half




Sp 2010   NBA 6470 1     Advance Spreadsheet Modeling                   Robinson, Lawrence   1.5   2nd Half



Sp 2010   NBA 6500 1     Semester in Strategic Operations - Practicum   Gavirneni, Nagesh    4.5   Full Term
Sp 2010   NBA 6530 1     Strategic Alliances                            Suwinski, Jan        1.5   1st Half



Sp 2010   NBA 6560 1,2   Valuation Principles                           Curtis, Rich         1.5   2nd Half




Sp 2010   NBA 6560 3     Valuation Principles                           TBD                  TBD   Arranged




Sp 2010   NBA 6570 1     Entrepreneurial Marketing                      Gal, Steve           1.5   1st Half


Sp 2010   NBA 6580 1     Sustainable Global Enterprise Practicum        Milstein, Mark       3.5   Full Term
Sp 2010   NBA 6590 1     Cases in Financial Institutions                Peck, Nate           1.5   2nd Half
Sp 2010   NBA 6620 1     Product Manangement                            Thomas, Manoj        3     Full Term
Sp 2010   NBA 6650 1                                                       LePerle, Robert
                       The Strategic Management of Technology and Innovation                                       3     Full Term




Sp 2010   NBA 6660 1   Negotiations                                          Yang, Yu                              3     Full Term




Sp 2010   NBA 6680     Leading Teams                                         Pettit, Nathan                        1.5   2nd Half
Sp 2010   NBA 6710 1   Business Ethics                                       Radcliffe, Dana                       1.5   2nd Half




Sp 2010   NBA 6730 1   Derivatives Securities Part I                         Zurack, Mark                          1.5   2nd Half



Sp 2010   NBA 6760 1   Organizing for Strategic Advantage                    Khessina, Olga                        1.5   1st Half




Sp 2010   NBA 6770 1   Systems Tool for Sustain Enter                        Geurts, Jac                           1.5   1st Half



Sp 2010   NBA 6780 1   Advanced Private Equity: Negotiations & Structuring   Bartlett, Joseph/Greenberg, Stephen   2     Full Term

Sp 2010   NBA 6800 1   Entrepreneurial Executives                            Hogg, Jason                           1     Arranged
Sp 2010   NBA 6820 2   Negotiation Essentials                                   Chen, Yaru                      1.5   1st Half




Sp 2010   NBA 6900 1   Sustainable Global Enterprise in Hospitality Practicum   Milstein, Mark                  4     Arranged



Sp 2010   NBA 6930 1   Strategy and Tactics of Pricing                          Gupta, Sachin                   3     Full Term




Sp 2010   NCC 5500 1   Financial Accounting                                     Brown, Timothy/Cho, Young Jun   3     Full Term


Sp 2010   NCC 5530 1   Marketing Management                                     Pyone, Jin Seok                 3     Full Term



Sp 2010   NCC 5540 1   Managing and Leading in Organizations                    Khessina, Olga                  3     Full Term




Sp 2010   NCC 5560 1   Managerial Finance                                       Curtis, Rich                    3     Full Term



Sp 2010   NMI 5030 1   Six Sigma                                                TBD                             1.5   Arranged
Discipline Area
Non-Johnson Students Only




Accounting Elective




Accounting Elective




Accounting Elective



Accounting Elective



Accounting Elective



Accounting Elective




Non-Johnson Students Only
Accounting Elective


Finance Elective
General Management Elective




Non-Johnson Students Only




Immersion Practicum
General Management Elective




Operations Management Elective




General Management Elective



Non-Johnson Students Only
Strategic Technology Management Elective


Economics Elective

General Management Elective



General Management Elective



Economics Elective


Management & Organization Elective




Entrepreneurship Elective



General Management Elective


Finance Elective
Finance Elective




Finance Elective




Accounting Elective




Accounting Elective



International Management Elective




Immersion Practicum
Finance Elective




Accounting Elective
Accounting Elective



Finance Elective




Immersion Practicum
Finance Elective


Finance Elective


Entrepreneurship Elective




General Management Elective

Entrepreneurship Elective




Entrepreneurship Elective



Finance Elective
General Management Elective


General Management Elective

General Management Elective


General Management Elective




General Management Elective



Finance Elective




General Management Elective




General Management Elective




General Management Elective




Immersion Practicum
International Management Elective

Management & Organization Elective




International Management Elective




Management & Organization Elective




International Management Elective



International Management Elective



International Management Elective



International Management Elective
International Management Elective




Economics Elective




Finance Elective




Strategic Technology Management Elective




General Management Elective


Finance Elective




General Management Elective




General Management Elective
Strategic Technology Management Elective




Management & Organization Elective




Marketing Elective



General Management Elective

Marketing Elective




Immersion Practicum
Marketing Elective


Marketing Elective



Operations Management Elective
Operations Management Elective




Operations Management Elective



Immersion Practicum
Entrepreneurship Elective



Finance Elective




Finance Elective




Entrepreneurship Elective


Immersion Practicum
General Management Elective
Marketing Elective
Strategic Technology Management Elective




Non-Johnson Students Only




Management & Organization Elective
Management & Organization Elective




Finance Elective



Management & Organization Elective




General Management Elective



Entrepreneurship Elective

Entrepreneurship Elective
Management & Organization Elective




General Management Elective



Marketing Elective




Non-Johnson Students Only


Non-Johnson Students Only



Non-Johnson Students Only




Non-Johnson Students Only



Independent Study
Course Description
MUST ADD/DROP WITHIN FIRST TWO WEEKS OF CLASSES. OPEN TO JUNIORS AND SENIORS ONLY. GRAD STUDENTS MAY TAKE NBA 5640. MUST ATTEND FIRST THREE CLASSES. The
course uses Cornell-developed case studies and lectures to address entrepreneurial management in start-up ventures and new-business development in existing companies. Among the topics covered are
valuation of business, planning, obtaining resources, management of growth, and cashing out. Guest lecturers speak on specialized topics such as corporate and patent law, bankruptcy and workouts,
leveraged buy-outs, and valuations of businesses. Students team up to write and present business plans. The course attempts to integrate marketing, finance, operations, and human-resource topics in the
context of high-growth business ventures.
This course is relevant to a general business career, but is particularly relevant to careers that involve the use of financial statements. Our objective is to enable you to become more knowledgeable,
skeptical consumers of financial information by teaching you to (1) understand and be able to reconstruct the accounting that produced the numbers you see in financial statements and the financial press,
and (2) anticipate circumstances where financial information is likely to be biased or imprecise, in part by understanding the alternatives that were available at the time that a choice among accounting
treatments was made. This objective will be achieved by a combination of lectures and analyzing and discussing articles from the financial press and cases that are based on actual financial statements.

Part of being financially savvy is having an understanding of how taxation affects business decisions; e.g., forming a corporation and raising capital, operating the firm, distributing cash to shareholders
through dividends and share repurchases, expanding through acquisition, and divesting lines of business. Taxes have a direct impact on cash flow and often divert 30 to 40 percent of the firm‘s pretax cash
flow to the government, effectively making the government the single largest stakeholder in many firms. Having an understanding of taxation and how firms plan accordingly is important for just about any
career path you choose, whether you will be an investment banker, venture capitalist, consultant, money manager, CFO, treasurer, controller, taking over a family-owned business, or an entrepreneur
setting up a new business. Topics include tax planning fundamentals, corporate tax fundamentals, taxation of mergers and acquisitions, taxation of divestitures, international taxation, taxes and wealth
planning.
The course is designed both for those responsible for internal accounting information and those who use such information for decision making. Topics include budgeting, accumulating costs for product
costing, activity based costing, standard costs, the analysis of cost variances, cost estimation and prediction, cost-price-volume decisions, performance measurement, non manufacturing cost analysis, cost
allocation, and transfer pricing. Instruction will be a mixture of lecture and case discussion. Student evaluation will be based on two midterm exams, a final exam, a project and class participation.

The course is designed both for those responsible for internal accounting information and those who use such information for decision making. Topics include budgeting, accumulating costs for product
costing, activity based costing, standard costs, the analysis of cost variances, cost estimation and prediction, cost-price-volume decisions, performance measurement, non manufacturing cost analysis, cost
allocation, and transfer pricing. Instruction will be a mixture of lecture and case discussion. Student evaluation will be based on two midterm exams, a final exam, a project and class participation.

The course is designed both for those responsible for internal accounting information and those who use such information for decision making. Topics include budgeting, accumulating costs for product
costing, activity based costing, standard costs, the analysis of cost variances, cost estimation and prediction, cost-price-volume decisions, performance measurement, non manufacturing cost analysis, cost
allocation, and transfer pricing. Instruction will be a mixture of lecture and case discussion. Student evaluation will be based on two midterm exams, a final exam, a project and class participation.

This course develops a set of core skills essential to financial statement analysis. We will cover strategic ratio analysis, cash flow analysis, proform a financial statements, financial modeling, credit analysis,
bond rating and bankruptcy predictions, and firm valuation using discounted cash flow techniques. Emphasis is on practical applications. The course format is a combination of case studies and lectures.
The lectures communicate subtler aspects of the material while the cases provide hands-on experience. There will be an exam. Student evaluation will be based on two midterm exams, a final exam, a
project and class participation.

OPEN TO NON-JOHNSON STUDENTS ONLY. Specially designed for mentored independent study, this course is customized using streaming video, guest speakers, distance learning and special lectures/
tutorial sessions. Work is focused on a single project: students form a start-up team and follow a technical business idea of their own choosing through the process of developing and founding a business
that can attract venture investors. Learn how high technology ideas are converted into world-class businesses in venture backed startup companies as well as in new business development in existing
companies. Tutorial sessions with professors apply lessons to the team business plan. NBA 5070 is designed for MENG, MS, PhD, and undergraduate seniors.
Financial modeling is the art and science of constructing spreadsheet models of firms' future financial statements. In this class, we draw on, and integrate, your knowledge of concepts learned in prior
accounting classes by modeling the effect on the income statement, balance sheet, and statement of cash flows of financial transactions such as leveraged buyouts, mergers & acquisitions, and corporate
reorganizations. The class meets in the state-of-the-art Parker Center computer lab, and active student participation is emphasized.
An accounting/finance elective course that focuses on the management of an investment fund (see Sanjeev Bhojraj for a full course description.)
In the high-pressure worlds of business and law, all too often good people do bad things. In many cases, the unethical behavior is due in part to a "toxic" corporate culture. The attitudes, values, and
practices that prevail in their organizations induce otherwise ethical employees to take actions that violate widely shared norms of conduct. Such behavior can be costly-even disastrous-leading to ruined
careers, tarnished corporate reputations, and legal liability for the individuals and their companies. In an environment where "only results matter," it can be difficult for a new MBA or law school graduate to
recognize the risks. If she does see the dangers, she may still find it hard to avoid them. This course seeks, first, to help MBA and law students understand how a firm's culture can tempt-or push-
employees into unethical behavior. Second, the course aims to acquaint students with strategies for dealing with ethical challenges posed by a problematic corporate culture. Class sessions include
discussion of case studies and articles reporting on relevant research in organizational behavior, as well as talks by noted guest speakers from the fields of business and law. Since managers and attorneys
frequently work together, team projects require collaboration among MBAs and law students, as they bring both business and legal perspectives to bear on tough ethical issues. Course grades are based
OPEN TO NON-JOHNSON STUDENTS ONLY. This course will focus on the challenges of effective leadership in a complex world. The course has four significant parts: 1. Exploring historical and
contemporary theories and models of leadership through the required text and selected articles; 2. Examining and applying the Johnson School‘s Leadership Model; 3. Analyzing the practical challenges of
leadership through case studies, executive speakers, and company visits; 4. Developing self-awareness of the student‘s leadership strengths and weaknesses through the use of behavioral instruments and
group exercises and creating a personal action plan for improvement. A critical element of this course will be the coaching and feedback students will receive on their own leadership styles and behaviors
from their peers and instructor.

This one credit eight-session course will give the student an overview of the emerging sustainable business model. Using the teacher‘s business as an example along with appearances from other business
leaders, the class focuses on principles of Sustainability and how leaders are transforming their own organizations. While the U.S. version of capitalism has succeeded in providing unprecedented wealth
throughout the 20th century, this class will evaluate the potential of ―tweaking‖ capitalism to benefit not only the owners but the whole of society in a manner different than ―trickle‖ economy. Using the
Hegelian notion of thesis, antithesis, and synthesis, this class will explore capitalism as practiced today as the thesis. The antithesis will be from environmental and social movement concepts. The principles
of sustainability will be synthesized as the potential ―new normal‖ for business in the future. Students will learn that in addition to traditional financial analysis, business decisions can benefit from taking into
account the impacts of social capital and ecological capital as well. Students will learn using dialogue and presentations about actual cases and the logic of how the sustainable business model is being
constructed.
This course is designed as a half-semester elective course for MBA students. It will examine various new developments in retailing and the application of operations management principles to these
developments. It is recommended for students interested in careers in (1) Retailing and supply chain management, (2) Businesses like banking, consulting, and information technology that provide services
to retail firms (3) Manufacturing companies that sell their products through retail firms since problems faced by retailers are shared by other firms in the economy, and retailers are often the dominant player
in a supply chain. Retailing is not only a link in the supply chain, but also an important industry to study for a number of reasons. This industry, more than any other, is at the forefront of business changes
since it directly connects with the consumer and generates demand for the rest of the economy. It is an intensely dynamic industry, with continuous changes in marketing channels, technology, and
sourcing. It has gone through remarkable developments through history, and has often been an incubator for new business concepts. Currently, retailing is leading economic growth and transformation in
emerging markets around the world, both through global sourcing and global marketing. In the US, retailing comprises 40% of the economy, and is the largest employer. Retailing is also academically
This course focuses on negotiation in the global business setting. It will cover the negotiation concepts dealt with in NBA 6660 (Negotiations) and NBA 6820 (Negotiation Essentials). In addition, it will
investigate issues that can be particularly troublesome in the global setting, including: currency, venue for dispute resolution, and ethics that are unique to the international arena; parties at the cross-cultural
negotiation table; and how culture affects negotiators‘ interests and priorities and strategies. The capstone exercise is a real-time email negotiation with students in Beijing, China.

This course focuses on negotiation in the global business setting. It will cover the negotiation concepts dealt with in NBA 6660 (Negotiations) and NBA 6820 (Negotiation Essentials). In addition, it will
investigate issues that can be particularly troublesome in the global setting, including: currency, venue for dispute resolution, and ethics that are unique to the international arena; parties at the cross-cultural
negotiation table; and how culture affects negotiators‘ interests and priorities and strategies. The capstone exercise is a real-time email negotiation with students in Beijing, China.
The course will cover management challenges and strategy for businesses where data is a strategic asset. Topics include (1) how to create value from data through tools such as data management,
search, and data mining; and (2) management challenges in data-centric businesses, especially managing businesses in markets with network effects such as search online advertising, and social
networks.
Applies basic macroeconomic theory to such problems as inflation, unemployment, economic growth, and productivity and examines how those problems interact with international trade and finance.
Students learn to be informed observers of national and international economic policies and discerning users of economic analyses and forecasts. Uses a lecture/discussion format.
This course is the first half of a two part course designed to give entrepreneurs, investors and managers the tools to understand the intersection of Energy, the Environment and Economics. The first half will
focus on energy economics, the second half on the environmental economics. Both will combine lectures on the science, economics and political economy behind energy and the environment respectively;
with cases applying the material to analyze business strategy, the strategy of government, NGOs and activists, sustainable development, investment and entrepreneurial opportunities.

This course is the second half of a two part course designed to give entrepreneurs, investors and managers the tools to understand the intersection of Energy, the Environment and Economics. The first half
will focus on energy economics, the second half on the environmental economics. Both will combine lectures on the science, economics and political economy behind energy and the environment
respectively; with cases applying the material to analyze business strategy, the strategy of government, NGOs and activists, sustainable development, investment and entrepreneurial opportunities.

Emphasizes how economic analysis can help firms and individuals make the most of their opportunities. Of special interest to managers and consultants is the focus on examples that illustrate how faulty
economic reasoning leads to inefficient outcomes. Also emphasizes strategic thinking and instructs students in the art of ―economic naturalism‖—the use of economic reasoning to understand and explain
everyday patterns of individual and firm behavior.
Firms evolve, grow, and change through mergers and acquisitions, as well as through the internal creation of new divisions or subsidiaries. As promising as these pathways can sound, as most people
know, the success rate of these efforts is quite poor. In fact, most mergers and acquisitions fail to recover their costs. We will explore the central and critical challenge in corporate strategy, which is to
create corporate advantage through investments in a set of businesses that are better off for being commonly owned. We will focus on features of the firm that interfere with or support these efforts,
including the role of the culture, the role of organizational capabilities, and the role of existing social, communication and power networks, among others. By the end of the course, you should be able to
examine a firm and offer answers to three main questions: (1) What factors should inform the firm‘s decision to diversify? (2) What is the right portfolio of businesses for the firm? (3) How can diverse
businesses be integrated to achieve strategic advantage for a corporation? The course is relevant for students who plan to pursue a managerial career in large corporations, intend to start and sell a new
business, or plan to work in the investment or consulting industries. Students interested in the managerial aspects of mergers and acquisitions, divestitures and internal development will find the course
This is an arranged course featuring expert practitioners covering the following topics: Integrating Strategic Planning into Private Equity Due Diligence, Operational Due Diligence, Effective People and
Organizational Due Diligence, Review of Non-Compete and Other Key Agreements, Legal Due Diligence, Tax Planning, and Financial and Accounting Due Diligence. Because of the large enrollment
expected and at the request of the visiting faculty, only students who are prepared to attend all the required sessions will be admitted and can receive credit for the course.

The objective of the course is to prepare first-year students for summer internships and careers in consulting and general management by developing their analytic skills and understanding of project-
oriented business problems. Students will be expected to answer case questions and present solutions in class. In addition, a semester-long case study of a consulting project will be conducted with teams
providing proposal, interim, and final presentations.
Cornell Lectures in Finance is a series of six lectures given by Cornell (mostly Johnson School) alumni who have achieved professional success in their business endeavors (primarily finance). Invited by
the instructors on the basis of their ability to discuss interesting and relevant issues and experiences in finance and management, each session will begin with a presentation by the invited guest (1.5 hours),
followed by a break and then a 1 hour of Q/A – about the topics raised in the lecture as well as issues related to current events and other experiences of the lecturer. The intent is not only to provide
Johnson School students with exposure to the thoughts and wisdom of our guests, but to do so in a format that allows sufficient time to explore some issues in depth and engage in meaningful exchanges
(which are often constrained by the conventional 1.25 hour class session).
This course emphasizes both conceptual foundations and practical implementation. The material in the course would be helpful to anyone interested in investing. However, the course should be especially
useful to students interested in an investment management career (e.g., portfolio management in mutual funds and hedge funds, equity research, equity trading, risk management, investment consulting,
and investment banking). After a brief review of fundamental issues (such as the risk/return tradeoff), the course contains an extensive module on strategic asset allocation with a focus on practical
implementation. The course continues with an exposition of certain approaches to tactical asset allocation. The remainder of the course focuses on topics relevant to security selection and optimal portfolio
construction. The course contains an extensive discussion of equity multi-factor models and screening, with applications to value and growth investing. The course highlights trends in the investment
management industry and introduces terminology and tools familiar to investment professionals.
This course applies principles of finance to understand modern financial markets. Central themes are the structure of financial markets, their pricing function, the interaction between financial markets and
macroeconomic conditions, and the processes of innovation and regulation in these markets. We look at the workings of a variety of markets and develop an understanding of the different problems which
different types of markets address. We study the question of market efficiency and the interaction between government policies and financial markets. We analyze issues in innovation and regulation with
basic principles of financial economics. Throughout the course, we consider the relevance of these issues for the practical corporate, portfolio, or public sector decision-maker. The course includes ideas
and evidence from academic research along with historical, institutional, and international perspectives. Recent events are used to illustrate concepts and develop analytic skills. Spreadsheet assignments
and a term project requiring data analysis develop research skills and illustrate academic concepts. Exams consist of computational, short answer, and short essay questions.

This course will focus on the fundamental trends underway in the pension management industry. This $3 trillion arena has, from before the creation of ERISA to the present day, been managed in a very
homogenous manner with similar investment approaches and very questionable results. The convergence of accounting, regulatory, and market forces is forcing change upon the industry in a way that will
impact a broad range of service providers and potential investors, and indeed the underlying company plan sponsors and the very participants they serve. These changes will produce major dislocations and
opportunities for asset managers, investment bankers, insurance companies, private equity firms, hedge funds and a whole array of processing companies. Given the demographics of the aging baby
boomer population and the looming crisis in global retirement funding, this may prove to be a bellwether issue in finance and social policy for the next decade. The changing regulatory and accounting rules
that govern defined benefit plans will be reviewed with emphasis on the Pension Protection Act of 2006, FAS 158 (Phases I and II) and the convergence of U.S. and international accounting standards in this
arena.
This course will focus on the elements of the asset management industry that most critically add to success, but that are outside the traditional realm of investment strategy. It is generally understood today
that risk is comprised of many elements and includes a significant component of operational risk. There are operational elements of the investment process that clearly add or detract significant value from
returns just like operational risk can add to or detract from overall risk. These operational elements that add to return can be called operational alpha and the more mature a market or investment strategy
becomes, or the more difficult the return environment, the more important operational alpha becomes.
The aim of this course is to introduce students to the global risks involved in international business operations, and to develop students‘ general understanding of the field of global risk analysis and
management. More specifically, students will get acquainted with the various types of risks that international businesses face in their overseas operations, such as: political risks (asset expropriation,
contract repudiation, legal and regulatory risks), macroeconomic risks (taxation risk), market risks (intellectual property theft), financial risks, operational risks (reputation and public image issues), societal
risks (activism of international non-governmental organizations), and everyday risks (corruption). Through a combination of readings, lectures, guest speakers and case discussions students will develop
practical skills in evaluating and assessing risk, and will learn how to approach and manage risks on a global scale.


This course explores financial decision-making that is special to emerging economies. These countries constitute the engine of growth opportunities in the world economy. However, these markets are also
prone to crises, a feature which reinforces the importance of measuring risk. Most of the decisions we evaluate are corporate financial management decisions from the point of view of a multinational
corporation that is targeting an investment in an emerging market or is based in an emerging market. The decisions can involve interactions with a multilateral agency, non-governmental organization, or
even a host/home government. Some decisions also consider the portfolio management perspective of global investors for whom emerging markets represent a critical asset class.
Focuses on basic financial and managerial accounting and the economic and financial concepts that have a bearing on managerial decisions. The goals are to (1) give students a working knowledge of the
accounting process and the value and limitations of the data that come out of the accounting information system; (2) familiarize students with key concepts in managerial accounting and the application of
cost information to pricing and operating decisions; (3) promote an understanding of the use of economic theory in the evaluation of capital investment projects. The teaching methods consist of lectures
and cases. Students are evaluated on the basis of exams.
Focuses on basic financial and managerial accounting and the economic and financial concepts that have a bearing on managerial decisions. The goals are to (1) give students a working knowledge of the
accounting process and the value and limitations of the data that come out of the accounting information system; (2) familiarize students with key concepts in managerial accounting and the application of
cost information to pricing and operating decisions; (3) promote an understanding of the use of economic theory in the evaluation of capital investment projects. The teaching methods consist of lectures
and cases. Students are evaluated on the basis of exams.
Applies principles of finance to the international setting. International finance is different in two basic respects: (1) the existence of multiple currencies adds risk to investment and financing decisions; (2)
when corporations and portfolio investors cross international borders, both problems and opportunities arise. This course focuses on these issues and highlights how finance theory can be extended to
address them. Students apply the basic principles of international finance to a variety of problems. The course helps students understand the ideas and research results of international finance and adapt
what they learn to the practical problems in the increasingly globalized business world. The first part of the course outlines exchange rate volatility, barriers to international capital flows, and the value of
international diversification. The second part presents a variety of problems, examples, and applications from the three basic themes described in part one. Spreadsheet assignments and a term project
requiring data analysis develop research skills and illustrate academic concepts. Exams consist of computational, short answer, and short essay questions.


Provides an understanding of the financial decisions of corporations. Discusses the factors that affect corporate financial decisions and how they determine firms‘ financing, investment, and hedging
policies. These factors include taxes, transaction costs, contracting (between managers and shareholders and between shareholders and other claimholders such as bondholders), and asymmetric
information. Much of the material is presented using examples and cases designed to demonstrate how financial decisions create, destroy, or modify value.
Provides an understanding of the financial decisions of corporations. Discusses the factors that affect corporate financial decisions and how they determine firms‘ financing, investment, and hedging
policies. These factors include taxes, transaction costs, contracting (between managers and shareholders and between shareholders and other claimholders such as bondholders), and asymmetric
information. Much of the material is presented using examples and cases designed to demonstrate how financial decisions create, destroy, or modify value.
Four lectures (two on Friday afternoon, two on Saturday morning) will be given by Jesse Reyes, former vice president of research for Thompson‘s venture capital data subsidiary. There lectures will focus
on the venture capital and private equity industries from the practitioners‘ perspective. Topics include (1) an introduction to the private equity market focusing on the transactions that define the industry, its
structure, participants, history, and trends; (2) institutional private equity investing—now an increasingly important and dynamic part of the asset allocation mix; and (3) issues in private equity investing such
as concentration in fewer, larger funds and (4) the critical role of a new class of gatekeeper/consultants for limited partners. There will be a final paper.

The first portion of this course examines legal issues in the formation and operation of business enterprises, particularly partnerships, corporations, and limited- liability companies. The second portion
covers selected topics in business law, such as employment discrimination, secured transactions, product liability, unfair competition, and international business law.
Gives students an in-depth look at initial public offerings and deal structures from a practitioner‘s point of view. With respect to initial public offerings, the course covers the applicable statutory framework,
pre-offering corporate preparations, the due diligence process, the implementation of corporate governance policies appropriate for a public company, the offering registration process, liability under federal
securities laws, the Securities and Exchange Commission review process, underwriting arrangements, and selection of a trading forum. Regarding deal structures, the course explores choosing an
appropriate transaction structure, deal financing alternatives, due diligence, public company transaction issues, and crucial legal aspects of the acquisition, such as caps/collars, letters of intent, successor
liability, continuity of employees, and noncompetition agreements. The course will also cover certain non-traditional methods of going public, including reverse mergers.

This course uses lectures, live case studies and a business plan to address entrepreneurial management in start-up high-growth ventures and private equity investments. Topics include valuation and
management of startup ventures, buying/selling businesses and leveraged buyouts. Guest lecturers speak on specialized topics such as role of boards in startup companies, distressed businesses and real
estate investments. The private equity lectures and cases are in the first half of the semester and the business plans are completed by teams in the second half, where the lectures will be on the
development of startup business plans. The team business plan will be submitted and judged at the end of the course.
Deals with the ways in which different investors assure themselves of getting a return on their investments. How do investors get managers to return some of the profits to them? How do they make sure
that managers do not invest their money in bad projects? These questions are extremely relevant for almost any organization, from start-ups to Forbes 500 companies. This course explores these issues
through a series of case studies and examples. Topics depend on time availability. Career focus: M.B.A. students aspiring to top corporate offices, regardless of functional area, or envisioning a career in
M&A/investment banking, financial management, or consulting firms.
Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA 5660 integrates oral and written communication for a holistic approach to successful managerial communication. I will focus on
several broad topics, including persuasion, organization, plain language, and audience analysis, with case studies and examples. The course requires weekly deliverables, either a writing assignment or
business presentation.
Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. Students learn to write clearly and effectively by focusing on the writing process as well as the finished product. Course topics include
audience perspective, style, organization, strategy and persuasion. There is a writing assignment every week. Students receive instructor and peer feedback.
Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. Students learn to write clearly and effectively by focusing on the writing process as well as the finished product. Course topics include
audience perspective, style, organization, strategy and persuasion. There is a writing assignment every week. Students receive instructor and peer feedback.
Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA5680 focuses on improving the presentation skills of management students. The course covers the areas of speaking formats,
delivery, organization, visual aids, and question/answer. Student speeches constitute the bulk of class time, with each student presenting seven or eight speeches in the seven-week session. The small
class size allows for significant individual attention. Students receive feedback from classmates and the instructor, and have the opportunity to review in tutorials the videotapes of most of their
presentations.
Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA5680 focuses on improving the presentation skills of management students. The course covers the areas of speaking formats,
delivery, organization, visual aids, and question/answer. Student speeches constitute the bulk of class time, with each student presenting seven or eight speeches in the seven-week session. The small
class size allows for significant individual attention. Students receive feedback from classmates and the instructor, and have the opportunity to review in tutorials the videotapes of most of their
presentations.
In this course, students manage a real-world portfolio of publicly-traded real estate securities and unlisted real estate fund unit interests. Investment management of the portfolio involves fundamental
research in property and securities markets, making initial investments in real estate companies and funds, executing trades in positions held in the portfolio, developing/testing trading strategies, and
managing risk. The objective of the course is to promote sound real estate investment decision-making. Students will be exposed to a broad literature on real estate securities, fund investing, trading
strategies, and hedging. They will be provided opportunities to practice advanced methods of investment management and securities trading with special applications to real estate, such as taking
simultaneous long/short positions to hedge systematic risk, using newly-created derivative real estate securities to directly hedge long positions, and running portfolio optimizers to manage unsystematic
risk. All types of residential and commercial real estate securities are analyzed, including those of hospitality firms. Please contact Ellen Fitchette at ek99@cornell.edu for an application, and submit the
completed application to Ellen Fitchette (ek99@cornell.edu) by April 22nd.
This is a full-semester course designed to apply consulting processes to real business projects. Students will be formed into consulting teams focused on specific strategic, process improvement or
operational problems in companies. Consultant in Residence, Greg Hubbell, will teach the course supported by Consultant Advisor, Rich Schneider. The teams will meet together with the faculty advisors on
a weekly basis. Sessions will focus on cross-team learning about the application of the consulting process into a variety of consulting engagements. The Consultant Advisor and CIR will also meet as
needed with each individual team to work through real-time issues presented by each consulting project. Consulting projects are intended to include local business clients, not-for-profits, as well as large
national and multinational companies. At the end of the project, each student and team will receive 360 feedback from the Consultant Advisor, CIR, the client, and other team members.

 The course addresses the managerial issues in the political, legal and social environment of business. Most strategy courses focus on interactions with customers, competitors, suppliers, workers, or
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financial institutions that occur in market contexts. However, many strategic interactions occur outside of the marketplace. Drawing from research in political economy, this course focuses on integrated
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strategy in non market environments, i.e. strategy that involves non market constituents and institutions such as governments, non government organizations (NGOs) and intergovernmental organizations.
Topics include: activists, the media, lobbying, the US political system, environmental and other regulation, anti trust, intellectual property, international political economy, trade policy, ethics, and corporate
social responsibility.
This half-semester course will focus on understanding and applying the basic consulting process. The course will cover all the elements of a consulting engagement, including selling the engagement,
scoping the project, contracting with the client, forming the consulting team, creating consultant/client work teams, defining deliverables, developing a work plan, conducting analysis, creating a
communication and change plan, managing the project, overcoming resistance and barriers, developing recommendations, presenting the deliverables / implementation plan, and developing potential follow-
on work. The course will be organized around a real client engagement, examining the various elements of the consulting process from the perspective of the case. Several guest speakers from the
consulting industry will add consulting perspectives and case studies. The course is intended for students with no or limited consulting experience with an interest in exploring consulting as a career or who
want to sharpen their analytical and organizational change skills.
Focuses on the development of competitive strategies in the global environment—including the identification of internationally relevant strengths and weaknesses, the movement and use of resources to
gain competitive advantage, and strategies to confront competitors, both domestic and multinational.
Management careers are becoming increasingly global. Global careers are different today than they were a decade or so ago. International assignments are often shorter in duration and rotations more
frequent. Managers in both multinational and local firms have become more internationally diverse. Even if you never leave your home country, you are likely to need global management skills. This course
is designed based upon the assumption that cross-cultural management skills cannot be learned from a textbook alone. There are no simple recipes for success as a global manager. This course takes a
multi-faceted approach to help students develop their global management skills. The following are a list of characteristics I believe an effective global manager should have. (1) An effective global manager,
first and foremost, has an accurate understanding of his or her own strengths and weaknesses as a manager. For this reason, this course includes a set of personal assessments, designed to help the
student better understand his or her own management style, as well as discussions on one‘s own assumptions and beliefs. (2) An effective global manager has a good sense of cultural differences, and
where they are likely to emerge. An effective global manager, however, uses presumed cultural differences as a starting point for understanding—and avoids stereotypes. This course will examine current
Addresses the principal business and legal issues in cross-border mergers and acquisitions, including forms and techniques of combining two businesses, negotiation, pricing and other economic terms,
due diligence, issuance of securities, antitrust, duties of managers, and the resolution of employee and other social issues. The graded work is a written proposal for an M&A transaction between two
existing companies in different countries prepared by small teams. Proposals are based on publicly available financial, business, legal, and other documents and data and any other information obtained.
The goal of the written work is to simulate the process in which business people, investment bankers, and lawyers work together to structure transactions across national borders. The reading covers the
basic business and legal issues most frequently encountered in international mergers and acquisitions. Class discussion occasionally refers to the reading but generally covers other issues.

This course is based on the proposition that leading well requires thinking well—that is, in order to succeed in any business leadership role, you must learn, exhibit, and model critical thinking skills to
organizational stakeholders: your colleagues, supervisors/senior executives, and clients/customers. We spend the first few class sessions looking at a series of brief articles that attempt to advance
arguments in favor of a particular business proposition, and we learn how to examine these arguments critically, including by evaluating the strength and limitations of the evidence presented and by
identifying and articulating the best counter-arguments to the positions offered. We then spend the remainder of the course applying these critical thinking skills to a set of business cases, using a Strategic
Thinking Problem-Solving framework. By the end of the course, the goal is for you to be able to approach business problems in a systematic and critically thoughtful way, and to produce and communicate a
problem solution that is well-reasoned, well-received by ultimate decision makers, and likely to be implemented with success by the group/organization that you are leading.

Combines classroom sessions and international experience with an increased awareness of business environments outside the United States. On trips, students visit local businesses, subsidiaries of
foreign multinationals, government officials, local business school students, and others. Students also must attend two pre-trip meetings during spring semester (2-1/2 hours each). Those meetings are
used to present information on international business conditions, industrial structures, management styles, and also to develop cross-cultural skills. A final paper, integrating the material learned in the
classroom with their experiences, is required.
Combines classroom sessions and international experience with an increased awareness of business environments outside the United States. On trips, students visit local businesses, subsidiaries of
foreign multinationals, government officials, local business school students, and others. Students also must attend two pre-trip meetings during spring semester (2-1/2 hours each). Those meetings are
used to present information on international business conditions, industrial structures, management styles, and also to develop cross-cultural skills. A final paper, integrating the material learned in the
classroom with their experiences, is required.
Combines classroom sessions and international experience with an increased awareness of business environments outside the United States. On trips, students visit local businesses, subsidiaries of
foreign multinationals, government officials, local business school students, and others. Students also must attend two pre-trip meetings during spring semester (2-1/2 hours each). Those meetings are
used to present information on international business conditions, industrial structures, management styles, and also to develop cross-cultural skills. A final paper, integrating the material learned in the
classroom with their experiences, is required.
Combines classroom sessions and international experience with an increased awareness of business environments outside the United States. On trips, students visit local businesses, subsidiaries of
foreign multinationals, government officials, local business school students, and others. Students also must attend two pre-trip meetings during spring semester (2-1/2 hours each). Those meetings are
used to present information on international business conditions, industrial structures, management styles, and also to develop cross-cultural skills. A final paper, integrating the material learned in the
classroom with their experiences, is required.
Entrepreneurial start-ups and their financing across the globe (outside of the United States) are the focus of the course. Sessions will examine the constraints to entrepreneurs and the ways in which they
obtain financing with a particular focus on venture capital and emerging markets. The course will use cases of successful entrepreneurs under the most difficult circumstances and will address
entrepreneurship in a serious downturn and networking across borders. In addition to common issues related to starting a business and investing in it, the class will address issues not normally on the radar
screen of U.S. entrepreneurs and venture capitalists. The course will draw on the experience of investors and entrepreneurs, cases prepared especially for this course, as well as findings reported in the
research literature. This course is meant to be in part a practical guide to students who wish to be entrepreneurs outside the United States or to create cross border businesses. It may be of interest to
people working in entrepreneurial environments in other organizations or students who want to get involved in various forms of financing entrepreneurial ventures. Students may use the course to explore
development of a business concept or plan outside (at least in part) the United States. There will be a particular concentration on Asia, the role of government in stimulating entrepreneurship and venture
Familiarizes students with the analysis of the causes, nature, and consequences of financial crises, and equips them with tools of analyses to better understand the economics of financial instability and
alternative strategies for dealing with them. The first part of the course concentrates on financial instability/crisis by way of explaining the empirical episodes of the crisis in various emerging market
countries, and elucidating the relevant theoretical concepts in each of the cases. The second part is devoted to discussions of post-crisis episodes, emphasizing the different paths of recovery and major
policy responses to the crisis. The latter includes financial and monetary policies and the unsettled relationship between interest rates and exchange rates.

Traditional finance theories assume that financial market participants are rational, and argue that the financial market is always efficient. Behavioral finance, on the other hand, argues that some financial
market phenomena can plausibly be understood only under the assumption that some market participants are not fully rational. This course gives an introduction to behavioral finance. Introduced to the
conceptual framework of behavioral finance, and then apply the framework to study a wide range of issues in asset pricing, investment, and corporate finance. Topics covered in the course include investor
psychology and behavior, limits of arbitrage, aggregate market timing, anomalies in stock portfolio returns (including value, momentum, size, and many other effects), professional money management,
corporate issuance, mergers and acquisitions, investment banking, and earnings management. As a summary of the course, we will apply the conceptual framework of behavioral finance to understanding
China‘s financial market.
Electronic commerce, the use of information technology in conducting economic transactions and managing businesses over computer networks, has captured public attention because of its wide-ranging
implications for businesses, markets, public institutions, and the general public. Electronic commerce involves a wide variety of cooperating technologies (e.g., communications, networks, databases, expert
systems, and multimedia) and affects a wide variety of managerial issues. It created a new emphasis on information technologies and systems in management; led to the development of new technologies
and new combinations of existing technologies to support management; and occasionally radically altered business practices and the role of management. Students in this course learn to conduct economic
transactions and manage businesses on the Internet. All major technical and managerial issues are covered through computer exercises on the Internet and case studies and examples of businesses on
the Internet.
Explores the connections between ―global sustainability‖ and business strategy—the unlimited business opportunities in solving the world‘s most difficult problems. Through a combination of cases,
readings, lectures, videos, and simulations, class sessions will engage students in discussions aimed at developing strategy models and applying new strategy tools that incorporate principles of
environmental management and social performance.
This course focuses on the financial-economic analysis of corporate investment decisions. One of the most important decisions a firm makes is how to best allocate its capital resources. Both financial and
non-financial managers alike need to be able to analyze and communicate the value impact of proposed capital expenditures and strategic decisions. Using both financial theory and case examples, we will
explore such topics as discounted cash-flow analysis, alternative decision criteria, mutually exclusive investments, lease vs. buy decisions, monte-carlo simulation and real options. This course is especially
useful to anyone preparing for a career role with input to business investment decisions, including marketing, operational and corporate financial managers.

NBA 6080 will introduce JGSM students to the scientific and business principles underlying the modern pharmaceutical and biotechnology industries. The course will examine organizational models in this
corporate sector and help students more effectively perform financial and business evaluations of current and emerging technologies. The course will be organized into therapeutic modules, with guest
speakers presenting unique perspectives on therapeutic developments in these areas. Each student will participate in a team project whose goal is to identify a therapeutic product or licensing/acquisition
opportunity that would be of interest to a specific major pharma company. Course grades will be based upon the consistency and persuasiveness of both business and technical arguments.

Creative Design for Affordability is a 2-unit full semester course for graduate students co-taught by instructors from the Johnson School and the College of Human Ecology. Students work in multidisciplinary teams
Begins by presenting historical technological advances that created major paradigm shifts for communications. Presents advances in computer technology emphasizing the fundamentals behind the
increases in processing power, video and computer graphics capabilities, and network transmission. The second half of the course covers the effect of these scientific advances on many discipline-specific
areas including photography, the film industry, the entertainment and animation industry, television broadcasting, publishing, and the computer industry itself. Sessions are devoted to the social and legal
issues rising from the rapid advances in electronic communication. In attempting to predict the disruptive changes of the future, it is best to understand the technologies themselves. The course is especially
tailored to a business school and industrial concerns and has interactive live demonstrations at the state-of-the-art laboratory of the Program of Computer Graphics. No prior knowledge of computer science
is required.
What are the facts about the current state of women as leaders? What special challenges face women as they transition from students to managers to leaders? What do the latest research findings offer to
women who are seeking C-level positions and the organizations that want to benefit from more women leaders? In this course, we will take a multi-pronged approach to learning about women and
leadership to better prepare students of both genders to lead in organizations that are now comprised of nearly 50% women. To do this we will analyze case studies of women leaders pulled from a range of
industries. We will review the current state of empirical evidence about the status of women as leaders, investigate the barriers that have made it more difficult for women to reach the top of the business
world, and consider ways in which individuals and organizations can overcome them. Guest speakers will share their experiences with the class. Finally, there will be time to engage in deep reflection about
what students expect from their careers, as well as a chance to consider the pathways they must take to become effective and inclusive leaders in increasingly diverse organizations.

2008 will come to be recognized as the turning point, when a series of crises gripped the planet: the spike in oil prices, the world food shortage, and the global financial meltdown. Add these crises to the list of on-going mega-
problems (e.g. poverty and climate change) and it becomes clear that innovation on a massive scale is required to move us toward a more sustainable world. This course explores the innovation strategies needed to effectively
address the planetary crisis we now face.
An overview of how successful companies combine a deep understanding of unmet customer needs with a key emerging & enabling technology to create significant new market and shareholder value. A
proactive and repeatable 10-step Market Development Planning process will be described with special emphasis on tools and techniques which link industry and competitor technology trends with unmet
customer needs. This course will give prospective Brand Managers, Product Managers, Business & Engineering Managers the conceptual and operating tools to proactively identify, and successfully bring
from the R&D lab to the marketplace, new differentiated Value Propositions.
This course examines the opportunities and challenges associated with technology commercialization. We will discuss issues central to commercializing new technology in today‘s dynamic global markets.
The class will examine (1) Opportunity formation and protection, (2) creating a ―plan of attack,‖ (3) execution and growth, and (4) exit.
Deals with marketing research as a critical support function in corporations. The broad objective is to provide a fundamental understanding of marketing research methods employed by better-managed
firms or proposed by leading academicians. The course is aimed at the manager, the ultimate user of marketing information, who is responsible for the scope and direction of research activities involved in
obtaining, analyzing, and interpreting results of research. Covers the use of secondary sources of marketing information for designing studies and collecting primary data. Students are exposed to up-to-
date methods in research design, qualitative research, measurement, data collection, and analysis. The emphasis is on evaluating research methods and on interpretation and use of results rather than on
mathematical derivations. Students are also exposed to the practical side of marketing research through case studies, problem sets, and projects.


The course is aimed at managers who are interested in pursuing activities in CRM built around the notion of customer centricity. The principal objectives of the course are to emphasize how CRM can help
accomplish strategic initiatives and improve firm profitability, to develop essential skills using the statistics program, and to implement strategic initiatives in CRM. Students will be exposed to the practical
side of CRM through case studies and hands-on exercises.
Deals with the use of data to make marketing decisions. Introduces concepts, methods, and applications of decision modeling to address marketing issues such as segmentation, targeting, positioning,
promotions, advertising, and sales force decisions. Unlike marketing courses that focus on conceptual material, this course provides skills to translate conceptual understanding into specific operational
plans-a skill in increasing demand in organizations today. The course is particularly valuable to students planning careers in management consulting, marketing, and market research. It is designed for
students who have some background in quantitative methods and have a willingness to deal with mathematical concepts.
Covers supply-chain integration, which involves strategic management of the value chain from materials to customer. Students discuss operations strategy issues that are important to both manufacturing
and service organizations. The course emphasizes written and oral communication skills. About a fourth of the classes are spent on case studies that are analyzed by small groups. There is a midterm and
final exam, but the majority of the grade is evaluated based on a course project, case analyses and a supply chain simulation assignment that allows students to apply course topics in an experiential-
learning setting.
The goal of this course is to develop proficiency in quantitative modeling in the support of effective managerial decision-making. In this "hands-on" lab-style course, taught in the Parker Center, we will
develop and use Excel spreadsheets to analyze a variety of business problems. The two major components of this course are (1) Building effective models for analyzing complex problems, and (2)
Constructing "slick" spreadsheets that will be viewed and used by others. Modeling topics include the art of finding the appropriate level of modeling detail, practice in dealing with vague and unstructured
problems, sensitivity analysis, and working with incomplete and unreliable data. Spreadsheet topics include principles of good spreadsheet design, the effective presentation of information through
spreadsheets (including graphical controls like scroll bars), and advanced Excel features (e.g., data validation, conditional formatting, exotic functions, etc.) In this demanding course, we will apply these
modeling and spreadsheet concepts to weekly case studies that build on quantitative material from the first-year core. Students who will need to construct or use powerful spreadsheets will get the most out
of this course.
The goal of this hands-on lab course, taught in the Parker Center, is to develop proficiency with Excel‘s quantitative tools of Solver (for optimization) and @Risk (for simulation). Building on their brief
introduction in the Managing Operations core course, students use these advanced tools to analyze problems and cases in finance, marketing, and operations. Although the bulk of this course is devoted to
case analysis, occasional lectures introduce some advanced features of these two powerful modeling tools, including integer and nonlinear programming and sensitivity analysis within optimization, and
correlated random variables, scenario analysis, and valid statistical analysis within simulation.

A wide variety of strategic alliances are being used today as companies try to leverage their resources for competitive advantage. This course gives an overview of the spectrum of alliances, examining the
strategic rationale and pros and cons of each major type of alliance. The primary focus is on joint ventures as a specific form of strategic alliance, where the success rate is less than 50 percent. The course
develops a set of principles that have contributed to success for Corning Incorporated. The course is taught from the perspective of the general manager of a major business unit.

Deals with the principles of valuation for publicly traded firms, divisions of publicly traded firms, or private firms that have publicly traded comparables, using discounted cash flow (DCF) valuation. The
definitions of cash flow and discount rate depend on whether we want to value the entire firm or value only equity. Discusses (1) how to compute free cash flows based on historical income statements and
balance sheets; (2) the concept of value drivers and economic value added (economic profits or residual income); (3) operating risk and financial risk, the relation between financial leverage and cost of
capital, the levering and unlevering of equity betas, capital asset pricing model, computing cost of equity, cost of debt, cost of preferred stock, weighted average cost of capital, divisional cost of capital, etc.
These concepts are applied; (4) to computing cost of capital. Introduces valuation by multiples using comparables and discusses its applications to valuing divisions of multibusiness firms.

Deals with the principles of valuation for publicly traded firms, divisions of publicly traded firms, or private firms that have publicly traded comparables, using discounted cash flow (DCF) valuation. The
definitions of cash flow and discount rate depend on whether we want to value the entire firm or value only equity. Discusses (1) how to compute free cash flows based on historical income statements and
balance sheets; (2) the concept of value drivers and economic value added (economic profits or residual income); (3) operating risk and financial risk, the relation between financial leverage and cost of
capital, the levering and unlevering of equity betas, capital asset pricing model, computing cost of equity, cost of debt, cost of preferred stock, weighted average cost of capital, divisional cost of capital, etc.
These concepts are applied; (4) to computing cost of capital. Introduces valuation by multiples using comparables and discusses its applications to valuing divisions of multibusiness firms.

Entrepreneurial Marketing is a seven week 1 1/2 credit focused practicum on how entrepreneurial companies think about and execute core marketing at the earliest stages of development. Lectures will
leverage marketing theory but will focus on direct on the ground application and execution. This newly designed course is built around a product launch case which we will touch on branding, pricing,
strategy, launch and channels in the startup context.

Cases in Financial Institutions uses case studies, lectures and guest presenters from banks and consulting to look at contemporary banking issues from a business management perspective.
The primary objective in this course is to build on the Marketing Core principals and apply them to the realm of product and branding decisions. To provide deeper insights, we will also discuss recent
research findings by marketing academics that are relevant to (i) Product policy, and (ii) Brand management. This course is for students in the AMBA and MBA programs. In the past, some students from
the engineering programs, the Hotel School and ILR have also attended this course. Most business leaders, irrespective of their functional expertise, at some point in their careers, have to make decisions
about brand building, launching new products, managing portfolios of products, and managing product managers. This course is designed to equip potential business leaders with the conceptual and
operational tools to make such decisions. Students who expect to assume leadership positions in general management, management consulting, corporate finance, production, marketing, and those who
plan to start their own businesses might find this course useful. Please note that there is a significant overlap between the material taught in this course and the Strategic Brand Management course (NBA
624) taught in the Marketing Immersion program. The Strategic Brand Management course covers similar material but is tailored for students who are specializing in marketing, and aspire to be product or
This is an introductory management course covering the strategic management of technology and innovation in established firms as well as start-up organizations. This course is designed for students who
may someday work in, consult for, and/or create firms whose primary product is fundamentally related to technology or innovation. The course typically includes both M.B.A. students and graduate students
in science. We will start by examining how industries are transformed by new technologies and how these patterns of industrial change generate both opportunity and high rates of firm failure. We will then
explore the questions: Why do some technology leaders fail; and how do technology innovators successfully take on and replace incumbent firms? This will lead us to an examination of internal
management issues, focusing on the design of innovative organizations: designing reward systems, managing growth, overcoming resistance to change, and using organizational culture to promote
innovation.
Judgment is the art and science of transforming perception into thought or opinion. Negotiation is the art and science of securing agreements between two or more interdependent parties. The purpose of
this course is to understand the theory and processes of negotiation as it is practiced in a variety of settings. It is designed to complement the technical and diagnostic skills learned in other courses. A basic
premise is that while a manager needs analytical skills to develop optimal solutions to problems, he or she also needs a broad array of negotiation skills for these solutions to be accepted and implemented.
The course highlights the components of an effective negotiation and teaches students to analyze their own behavior in negotiations. It is largely experiential, giving students an opportunity to develop their
skills by participating in negotiations and integrating their experiences with the principles presented in the assigned readings and course discussions.


Poor moral judgment can ruin a manager's career. It can even sink an entire company. In general, an organization cannot survive, let alone prosper, without the trust of numerous stakeholders, and ethical
lapses destroy trust and thus threaten vital stakeholder relationships. Accordingly, in today's volatile and fiercely competitive business environment, a manager must possess not only technical and
communication skills. He or she must also be able to identify and effectively resolve ethical issues that inevitably arise in the pursuit of business (and career) objectives. That is, a manager must be able to
make business decisions that are defensible ethically as well as economically. This course is designed to enhance students' skills in moral reasoning as it applies to managerial decision-making. After
examining normative concepts and principles that typically enter into moral reasoning, we will focus on using those concepts and principles in analyzing cases. In our discussions, we will seek to understand
the moral issues confronting the decision-makers in the cases and explore how those issues might be addressed in ethically responsible ways.

This is an introductory course on derivative products. My goal is to help you to develop a framework for analyzing and using financial instruments. By the end of the course, you should have a good
understanding of the features of the commonly used derivative products and the analytical tools you need to make good managerial decisions. I will cover forward, futures, and options. For every derivative
product, I will introduce the market mechanism, develop pricing equations using simple algebra, and discuss how to use it to manage risk. This course is especially appropriate for those students who are
interested in understanding the economic intuition behind derivative securities, but do not want to bother with complicated mathematics.
Among the critical tasks facing any senior manager are the creation, evaluation, and implementation of a business unit‘s strategy. NCC 5090 (Strategy Core) and NBA 5790 (Cases in Business Strategy)
teach students tools of creation and evaluation of strategies. This course is complementary and will offer frameworks for understanding ways of strategy implementation. Specifically, it will provide
conceptual tools for designing and changing organizations given the strategic choices that have already been made. It will place special emphasis on organizational and human resources issues, hence the
name, ―Organizing for Strategic Advantage.‖ The course is particularly relevant for students who are (1) thinking about working in the consulting industry; (2) planning to manage and lead firms; or (3)
planning to found and own start-up companies.
Using readings and cases, this course on strategy making for sustainability introduces the students to modern hybrid interactive processes such as ‗systems dynamics group modeling‘, ‗scenario building‘,
‗strategic decision analysis‘, ‗interactive strategic journey designs‘, and gaming/simulation. Students will get to know and apply the tools mentioned above that can be woven together to form systemic and
interactive managerial support processes using both systems analytical and collective learning techniques to assist an organization in policy exploration, decision making, and strategic change for
sustainability.
This course focuses on hand-on aspects of private equity deals. Topics covered include: Private equity funds and their formation, industries and business models, investment and exit types, management,
good investment selection, due diligence, governance and best practices, contracts, tax and legal issues, and going private. There will be a mock negotiation and a final project.
A series of speakers to be arranged by instructor, all of whom are experienced in private equity, venture capital deals, start-up acquisition, and new initiatives within large organizations.
Judgment is the art and science of transforming perception into thought or opinion. Negotiation is the art and science of securing agreements between two or more interdependent parties. The purpose of
this course is to understand the theory and processes of negotiation as it is practiced in a variety of settings. This course is designed to complement the technical and diagnostic skills learned in other
courses at the Johnson School. A basic premise of the course is that while a manager needs analytical skills to develop optimal solutions to problems, a broad array of negotiation skills is needed in order
for these solutions to be accepted and implemented. The course will highlight the components of an effective negotiation and teach students to analyze their own behavior in negotiations. The course will be
experiential, allowing students to develop their skills by participating in negotiations and integrating their experiences with the principles presented in the assigned readings and course discussions.

An advanced experiential learning course in which students are primarily tasked to work directly with hospitality companies to solve real sustainability-related issues in the marketplace. Projects relate to the
greening of current operations (operational), the refurbishment of existing assets and properties (brownfield), and the establishment of new businesses (greenfield). The goal of the course is to providing
students the opportunity to develop and refine critical analysis and decision-making skills related to hospitality management and sustainability through hands-on learning experiences.

Pricing is a critical management decision that has both strategic and tactical elements. The objective of this course is to introduce participants to proven techniques and frameworks for assessing and
formulating pricing strategy and tactics. A marketing manager responsible for pricing needs to understand economic, psychological, and organizational factors. This course revolves around understanding
how to make effective pricing decisions, while keeping in mind these factors. Some of the topics to be covered include the analysis of relevant costs, economic value analysis (EVA), measurement of price
sensitivity, techniques for price differentiation, competitive pricing, and revenue management. This course should be useful for those pursuing careers in marketing, general management, and consulting.

An introductory accounting course that examines the subject from the viewpoint of users external to the organization. Topics include transactions analysis; the accounting cycle; financial-statement
preparation, use, and analysis; revenue recognition and cost measurement; present value; and problems in financial-accounting disclosure. This course is similar in content to the MBA core course: NCC
5000.
This course introduces students to the basic principles of marketing. The course is designed to familiarize students with the key concepts of marketing management, including marketing strategy and
marketing analysis (i.e., customer analysis, competitor analysis, and company analysis), and to introduce students to the basic elements of a marketing mix (product/ pricing/ advertising and promotion, and
distribution). The course will be based on a mix of lectures/ class discussions that introduce these key principles of marketing, and on case discussions that provide an opportunity to apply those principles
to critically analyze various marketing scenarios. This course is similar in content to the MBA core course NCC 5030.
Ultimately, the goal of managers and leaders is to get things done in organizations. Most of that work is accomplished by effectively managing other people. Using text-based cases, video cases, audio
cases, exercises, and readings, we will focus on the skills managers need to be successful in their firms and in their careers. An important course goal is to help you hone your critical thinking and problem-
solving skills. To this end, our case analyses will require you to take problems apart into their component parts, to uncover their root causes, and to develop workable solutions. I will introduce frameworks
and models that will help you analyze organizational problems and generate appropriate solutions. Major content themes focus on motivating employees, understanding organizational design and
organizational culture, persuading and influencing others, and managing change. The course is particularly relevant for students who (1) plan to work in corporations; or (2) intend to manage and lead firms;
or (3) plan to work in the consulting industry; or (4) think about founding and/or owning start-up companies.
This course provides an introduction to business finance through theory and assignments. Topics include stock and bond valuation, the capital-budgeting decision, portfolio theory, basic asset-pricing
models, cost of financing alternatives, basic long term financing, and capital structure. Application of theory to practical applications will be stressed in the lectures. Letter grade only, based on a final exam,
group homework, quizzes and class participation. This course is similar in content to the MBA core course: NCC 506. For Non-Johnson School graduate students and seniors only. Graduate students have
first priority in the event the course is oversubscribed.
Lean Six Sigma is a robust and customer-focused process improvement methodology that develops value-creating processes in an organization while simultaneously reducing costs, defects, and lead
times. This 20-hour course will (1) familiarize students with the Lean Six Sigma D-M-A-I-C process improvement roadmap, (2) introduce the technical fundamentals of Lean Six Sigma, and (3) demonstrate
the use of Lean Six Sigma to support and accomplish an organization‘s strategic and operating plans.
multidisciplinary teams and develop fundamentals of design thinking and comprehensive solutions to design challenges, with a focus on prototyping and product development. This class will couple a guest lecture series and an
e a guest lecture series and an interactive hands-on component.
 Academic             Catalog     Class     Class                                                Meeting   Meeting Start     Meeting     Meeting       Meeting
            Subject                                                 Course Title      Credits
   Term               Nbr        Section   Number                                                Pattern       Time         End Time    Start Date    End Date
2010SP      NBA       3000      001         17742   Entrepreneur & Private Equitie       3      TR         02:55:PM        04:10:PM    01/25/10      05/08/10
2010SP      NBA       5000      001         17744   Intermediate Accounting              3      MW         08:40:AM        09:55:AM    01/25/10      05/08/10
2010SP      NBA       5000      002         17746   Intermediate Accounting              3      MW         10:10:AM        11:25:AM    01/25/10      05/08/10
2010SP      NBA       5000      003         17748   Intermediate Accounting              3      MW         11:55:AM        01:10:PM    01/25/10      05/08/10
2010SP      NBA       5010      001         25912   TAXES AND BUSINESS STRATEGY          1      FS         09:00:AM        12:00:PM    02/26/10      02/27/10
2010SP      NBA       5010      001         25912   TAXES AND BUSINESS STRATEGY          1      FS         09:00:AM        12:00:PM    03/05/10      03/06/10
2010SP      NBA       5020      001         17752   Managerial Cost Accounting           3      TR         08:40:AM        09:55:AM    01/25/10      05/08/10
2010SP      NBA       5020      002         17754   Managerial Cost Accounting           3      TR         10:10:AM        11:25:AM    01/25/10      05/08/10
2010SP      NBA       5020      003         17756   Managerial Cost Accounting           3      TR         11:55:AM        01:10:PM    01/25/10      05/08/10
2010SP      NBA       5060      001         17758   Financial Statement Analysis        1.5     TR         11:55:AM        01:10:PM    01/25/10      03/12/10
2010SP      NBA       5060      002         17760   Financial Statement Analysis        1.5     TR         01:25:PM        02:40:PM    01/25/10      03/12/10
2010SP      NBA       5060      003         17762   Financial Statement Analysis        1.5     TR         02:55:PM        04:10:PM    01/25/10      03/12/10
2010SP      NBA       5070      001         22918   Entrep For Scientist & Engrs         3      TR         01:25:PM        02:40:PM    01/25/10      05/08/10
2010SP      NBA       5110      001         17764   Financial Modeling                  1.5     M          01:25:PM        02:40:PM    01/25/10      03/12/10
2010SP      NBA       5110      002         17766   Financial Modeling                  1.5     W          10:10:AM        01:10:PM    01/25/10      03/12/10
2010SP      NBA       5110      003         17768   Financial Modeling                  1.5     W          02:55:PM        05:40:PM    01/25/10      03/12/10
2010SP      NBA       5110      004         17770   Financial Modeling                  1.5     R          01:25:PM        04:10:PM    01/25/10      03/12/10
2010SP      NBA       5120      001         17772   Applied Portfolio Managment          3      T          01:25:PM        04:25:PM    01/25/10      03/12/10
2010SP      NBA       5120      001         17772   Applied Portfolio Managment          3      R          06:00:PM        09:00:PM    03/15/10      05/08/10
2010SP      NBA       5140      001         18762   Ethics and Corporate Culture        1.5     TR         04:25:PM        05:40:PM    03/15/10      05/08/10
2010SP      NBA       5150      001         17774   Leadership Theory & Practice         3      R          04:25:PM        07:25:PM    01/25/10      05/08/10
2010SP      NBA       5170      001         17776   Entrep & Private Eq Practicum       1.5     T          04:30:PM        06:30:PM    03/15/10      05/08/10
2010SP      NBA       5190      001         17778   Sustainability as a Driver           1      MW         01:25:PM        02:40:PM    02/22/10      02/24/10
2010SP      NBA       5190      001         17778   Sustainability as a Driver           1      MW         01:25:PM        02:40:PM    02/08/10      02/10/10
2010SP      NBA       5190      001         17778   Sustainability as a Driver           1      MW         01:25:PM        02:40:PM    03/08/10      03/10/10
2010SP      NBA       5190      001         17778   Sustainability as a Driver           1      MW         01:25:PM        02:40:PM    01/25/10      01/27/10
2010SP      NBA       5200      001         26426   Retail Operations                   1.5     TR         11:55:AM        01:10:PM    03/15/10      05/08/10
2010SP      NBA       5220      001         19430   International Negotiations          1.5     W          04:25:PM        07:15:PM    03/15/10      05/08/10
2010SP      NBA       5220      002         19432   International Negotiations          1.5     W          10:10:AM        01:10:PM    03/15/10      05/08/10
2010SP      NBA       5230      001         18764   Data-Driven Businesses              1.5     MW         08:40:AM        09:55:AM    03/15/10      05/08/10
2010SP      NBA       5240      001         17780   Macroeconomics & Int'l Trade         3      MW         04:25:PM        05:40:PM    01/25/10      05/08/10
2010SP      NBA       5250      001         18760   Energy Economics and Management     1.5     TR         10:10:AM        11:25:AM    01/25/10      03/12/10
2010SP      NBA       5260      001         25980   Environmental Econ & Mgmt           1.5     TR         10:10:AM        11:25:AM    03/15/10      05/08/10
2010SP      NBA       5270      001         17782   Applied Economic Analysis            3      MW         02:55:PM        04:10:PM    01/25/10      05/08/10
2010SP      NBA       5290      001         21562   Executing Successful Corp Stra      1.5     TR         10:10:AM        11:25:AM    03/15/10      05/08/10
2010SP      NBA       5320      001         25916   DUE DILLIGENCE PRVT EQUIT. INV      0.5     U          08:30:AM        12:00:PM    04/25/10      04/25/10
2010SP      NBA       5320      001         25916   DUE DILLIGENCE PRVT EQUIT. INV      0.5     F          02:00:PM        06:00:PM    04/23/10      04/23/10
2010SP      NBA       5320      001         25916   DUE DILLIGENCE PRVT EQUIT. INV      0.5     S          08:00:AM        05:00:PM    04/24/10      04/24/10
2010SP      NBA       5330      001         25918   MGMT CASES & CONSULTING PROCES       3      T          01:25:PM        04:10:PM    01/25/10      05/08/10
2010SP      NBA       5330      002         25919   MGMT CASES & CONSULTING PROCES       3      T          04:25:PM        07:15:PM    01/25/10      05/08/10
2010SP      NBA       5330      003         26844   MGMT CASES & CONSULTING PROCES       3      W          08:40:AM        11:40:AM    01/25/10      05/08/10
2010SP   NBA   5390   001   25459   Cornell Lectures in Finance       1    W       04:25:PM   07:15:PM   01/25/10   05/08/10
2010SP   NBA   5420   001   17786   Investment & Portfolio Mgmt       3    MW      10:10:AM   11:25:AM   01/25/10   05/08/10
2010SP   NBA   5420   002   17788   Investment & Portfolio Mgmt       3    MW      01:25:PM   02:40:PM   01/25/10   05/08/10
2010SP   NBA   5420   003   17790   Investment & Portfolio Mgmt       3    TR      11:55:AM   01:10:PM   01/25/10   05/08/10
2010SP   NBA   5430   001   17792   Fin Markets And Institutions      3    MW      11:55:AM   01:10:PM   01/25/10   05/08/10
2010SP   NBA   5460   001   25921   LIABILITY DRIVEN ALPHA            1    M       04:25:PM   07:15:PM   03/15/10   05/08/10
2010SP   NBA   5470   001   26014   Operational Alpha                 1    M       04:25:PM   07:15:PM   01/25/10   03/12/10
2010SP   NBA   5480   001   17796   Global Business Risk Mgmt        1.5   MW      02:55:PM   04:10:PM   03/15/10   05/08/10
2010SP   NBA   5490   001   17802   Managerial Fin Immersion/Prac    1.5   M       02:55:PM   05:40:PM   01/25/10   05/08/10
2010SP   NBA   5510   001   26427   Emerging Markets Finance         1.5   TR      10:10:AM   11:25:AM   03/15/10   05/08/10
2010SP   NBA   5530   001   17804   Acct & Finance Decision Making    3    TR      08:40:AM   09:55:AM   01/25/10   05/08/10
2010SP   NBA   5540   001   17806   International Finance             3    MW      02:55:PM   04:10:PM   01/25/10   05/08/10
2010SP   NBA   5560   001   17808   Inv Bank Imm/Practicum           2.5   M       02:55:PM   05:40:PM   01/25/10   05/08/10
2010SP   NBA   5580   001   17918   Corporate Financial Policy       1.5   TR      08:40:AM   09:55:AM   03/15/10   05/08/10
2010SP   NBA   5580   002   17924   Corporate Financial Policy       1.5   TR      10:10:AM   11:25:AM   03/15/10   05/08/10
2010SP   NBA   5580   003   17930   Corporate Financial Policy       1.5   MTWRF   09:00:AM   12:00:PM   01/12/10   01/17/10
2010SP   NBA   5590   001   17954   Venture Cap. Ind & Priv Equit    0.5   S       08:45:AM   02:00:PM   02/13/10   02/13/10
2010SP   NBA   5590   001   17954   Venture Cap. Ind & Priv Equit    0.5   F       01:25:PM   06:00:PM   02/12/10   02/12/10
2010SP   NBA   5610   001    3382   Business Law II                   3    MW      08:40:AM   09:55:AM   01/25/10   05/08/10
2010SP   NBA   5630   001   25911   The IPO and M & A Process         3    M       01:25:PM   04:10:PM   01/25/10   05/08/10
2010SP   NBA   5640   001   17964   Entrep,Private Equit & Bus Pln    3    TR      11:55:AM   01:10:PM   01/25/10   05/08/10
2010SP   NBA   5650   001   17966   Corporate Governance              1    M       10:10:AM   01:10:PM   03/15/10   05/08/10
2010SP   NBA   5650   002   26053   Corporate Governance              1    W       04:25:PM   07:10:PM   03/15/10   05/08/10
2010SP   NBA   5660   001   17972   Oral and Written Communication    3    TR      08:40:AM   09:55:AM   01/25/10   05/08/10
2010SP   NBA   5660   002   26099   Oral and Written Communication    3    TR      11:55:AM   01:10:PM   01/25/10   05/08/10
2010SP   NBA   5670   001   17982   Management Writing               1.5   MW      01:25:PM   02:40:PM   01/25/10   03/12/10
2010SP   NBA   5670   002   17984   Management Writing               1.5   MW      11:55:AM   01:10:PM   03/15/10   05/08/10
2010SP   NBA   5680   001   17998   Oral Communication               1.5   MW      10:10:AM   11:25:AM   01/25/10   03/12/10
2010SP   NBA   5680   002   18000   Oral Communication               1.5   MW      11:55:AM   01:10:PM   01/25/10   03/12/10
2010SP   NBA   5680   003   18002   Oral Communication               1.5   TR      10:10:AM   11:25:AM   01/25/10   03/12/10
2010SP   NBA   5680   004   18006   Oral Communication               1.5   MW      10:10:AM   11:25:AM   03/15/10   05/08/10
2010SP   NBA   5680   005   18008   Oral Communication               1.5   MW      01:25:PM   02:40:PM   03/15/10   05/08/10
2010SP   NBA   5680   006   18010   Oral Communication               1.5   TR      01:25:PM   02:40:PM   03/15/10   05/08/10
2010SP   NBA   5720   001   25987   Investment in Real Estate Sec.    1    T       06:00:PM   08:00:PM   01/25/10   05/08/10
2010SP   NBA   5720   001   25987   Investment in Real Estate Sec.    1    W       06:00:PM   08:00:PM   01/25/10   05/08/10
2010SP   NBA   5750   001   18024   Management Consulting Projects    3    MW      04:25:PM   05:40:PM   01/25/10   05/08/10
2010SP   NBA   5770   001   18026   Political, Legal & Social Env     3    MW      11:55:AM   01:10:PM   01/25/10   05/08/10
2010SP   NBA   5780   001   18030   Consulting Process               1.5   W       01:25:PM   04:10:PM   01/25/10   03/12/10
2010SP   NBA   5830   001   18036   Capital Mkts & Asset Mgmt Prac   2.5   TR      01:25:PM   02:40:PM   01/25/10   05/08/10
2010SP   NBA   5840   001   18038   Int'l Comp Strategy              1.5   TR      01:25:PM   02:40:PM   03/15/10   05/08/10
2010SP   NBA   5860   001   25975   Cross-Cultural Management        1.5   R       11:55:AM   02:40:PM   01/25/10   03/12/10
2010SP   NBA   5870   001   25927   INTERNATIONAL MERGERS & ACQ.     1.5   F       04:00:PM   06:10:PM   01/29/10   02/05/10
2010SP   NBA   5870   001   25927   INTERNATIONAL MERGERS & ACQ.     1.5   S       09:00:AM   11:30:AM   01/30/10   02/06/10
2010SP   NBA   5870   001   25927   INTERNATIONAL MERGERS & ACQ.       1.5   F     04:00:PM   06:10:PM   02/26/10   02/26/10
2010SP   NBA   5870   001   25927   INTERNATIONAL MERGERS & ACQ.       1.5   S     09:00:AM   11:30:AM   02/27/10   02/27/10
2010SP   NBA   5880   001   25928   CRITICAL THINK. FOR BUS. LEADR     1.5   TR    11:55:AM   01:10:PM   01/25/10   03/12/10
2010SP   NBA   5880   002   25929   CRITICAL THINK. FOR BUS. LEADR     1.5   TR    01:25:PM   02:40:PM   01/25/10   03/12/10
2010SP   NBA   5920   001   18070   Experience in Int'l Management     1.5   TBA                         01/25/10   05/08/10
2010SP   NBA   5920   002   18076   Experience in Int'l Management     1.5   TBA                         01/25/10   05/08/10
2010SP   NBA   5920   003   18078   Experience in Int'l Management     1.5   TBA                         01/25/10   05/08/10
2010SP   NBA   5920   004   26144   Experience in Int'l Management     1.5   TBA                         01/25/10   05/08/10
2010SP   NBA   5930   001   18084   International Entrepreneurship     1.5   TR    10:10:AM   11:25:AM   03/15/10   05/08/10
2010SP   NBA   5950   001   18094   Economics of Financial Crises       3    R     01:25:PM   04:10:PM   01/25/10   05/08/10
2010SP   NBA   5980   001   25931   BEHAVIORAL FINANCE                  3    MW    02:55:PM   04:10:PM   01/25/10   05/08/10
2010SP   NBA   5980   002   25932   BEHAVIORAL FINANCE                  3    MW    04:25:PM   05:40:PM   01/25/10   05/08/10
2010SP   NBA   6010   001   18100   Electronic Commerce                 3    MW    11:55:AM   01:10:PM   01/25/10   05/08/10
2010SP   NBA   6010   002   18102   Electronic Commerce                 3    MW    01:25:PM   02:40:PM   01/25/10   05/08/10
2010SP   NBA   6030   001   18106   Sustainable Global Enterprise      1.5   MW    10:10:AM   11:25:AM   01/25/10   03/12/10
2010SP   NBA   6030   002   18108   Sustainable Global Enterprise      1.5   MW    11:55:AM   01:10:PM   01/25/10   03/12/10
2010SP   NBA   6060   001   25935   Evaluating Capital Inv. Proj.      1.5   MW    11:55:AM   01:10:PM   01/25/10   03/12/10
2010SP   NBA   6060   002   25936   Evaluating Capital Inv. Proj.      1.5   MW    01:25:PM   02:40:PM   01/25/10   03/12/10
2010SP   NBA   6080   001   18110   Innovation in Pharma/Biotech       1.5   T     04:25:PM   07:15:PM   01/25/10   03/12/10
2010SP   NBA   6110   001   24150   Creative Design for Affordabil     2.0   MW    06:00:PM   07:15:PM   01/25/10   05/08/10
2010SP   NBA   6120   001   18124   Disruptive Technologies            1.5   MW    10:10:AM   11:25:AM   01/25/10   03/12/10
2010SP   NBA   6130   001   25460   Women in Leadership                1.5   TR    01:25:PM   02:40:PM   03/15/10   05/08/10
2010SP   NBA   6140   001   26893   Green Leap Strategies              1.5   FS                          03/05/10   05/01/10
2010SP   NBA   6170   001   25938   Emerging Technology Markets        1.5   W     02:55:PM   05:40:PM   03/15/10   05/08/10
2010SP   NBA   6180   001   25939   GLOBAL INN. & TECH COMMERCIAL      1.5   F     10:00:AM   03:00:PM   03/15/10   05/08/10
2010SP   NBA   6200   001   18132   Marketing Research                  3    W     01:25:PM   04:10:PM   01/25/10   05/08/10
2010SP   NBA   6240   001   18136   Sem In Strat Brand Mgmt Prac       4.5   M     08:40:AM   09:55:AM   01/25/10   05/08/10
2010SP   NBA   6240   001   18136   Sem In Strat Brand Mgmt Prac       4.5   W     08:40:AM   11:25:AM   01/25/10   05/08/10
2010SP   NBA   6340   001   25941   Customer Relationship Management   1.0   F     12:00:PM   06:00:PM   01/29/10   02/05/10
2010SP   NBA   6340   001   25941   Customer Relationship Management   1.0   S     09:30:AM   12:00:PM   01/30/10   02/06/10
2010SP   NBA   6390   001   18140   Data Driven Marketing               3    TR    08:40:AM   09:55:AM   01/25/10   05/08/10
2010SP   NBA   6390   002   18142   Data Driven Marketing               3    TR    10:10:AM   11:25:AM   01/25/10   05/08/10
2010SP   NBA   6410   001   18144   Logistics & Manufact Strategy       3    TR    02:55:PM   04:10:PM   01/25/10   05/08/10
2010SP   NBA   6430   001   18148   Managerial Spreadsheet Model       1.5   TR    10:10:AM   11:25:AM   01/25/10   03/12/10
2010SP   NBA   6430   002   18150   Managerial Spreadsheet Model       1.5   TR    11:55:AM   01:10:PM   01/25/10   03/12/10
2010SP   NBA   6470   001   18154   Advanced Spreadsheet Modeling      1.5   TR    10:10:AM   11:25:AM   03/15/10   05/08/10
2010SP   NBA   6500   001   18168   Semester in Strat Ops- Pract       4.5   M     01:25:PM   05:40:PM   01/25/10   05/08/10
2010SP   NBA   6500   001   18168   Semester in Strat Ops- Pract       4.5   W     01:30:PM   03:00:PM   01/25/10   05/08/10
2010SP   NBA   6530   001   18170   Strategic Alliances                1.5   M     06:00:PM   09:15:PM   01/25/10   03/12/10
2010SP   NBA   6560   001   18172   Valuation Principles               1.5   TR    11:55:AM   01:10:PM   03/15/10   05/08/10
2010SP   NBA   6560   002   18174   Valuation Principles               1.5   TR    01:25:PM   02:40:PM   03/15/10   05/08/10
2010SP   NBA   6560   003   18176   Valuation Principles               1.5   TR                          03/15/10   05/08/10
2010SP   NBA   6570   001   25496   Entrepreneurial Marketing          1.5   TR    02:55:PM   04:10:PM   01/25/10   03/12/10
2010SP   NBA   6580   001   25944   SUSTAINABLE GLOBAL ENT. PRAC                          3.5   MW    08:40:AM   09:55:AM   01/25/10   05/08/10
2010SP   NBA   6590   001   25945   CASES IN FINANCIAL INSTITUTION                        1.5   W     11:55:AM   02:40:PM   03/15/10   05/08/10
2010SP   NBA   6620   001   25946   PRODUCT MANAGEMENT                                     3    MW    01:25:PM   02:40:PM   01/25/10   05/08/10
2010SP   NBA   6650   001   18178   Strat Mgmt of Tech & Innov                             3    W     10:10:AM   01:10:PM   01/25/10   05/08/10
2010SP   NBA   6660   001   18510   Negotiations                                           3    M     02:55:PM   05:40:PM   01/25/10   05/08/10
2010SP   NBA   6680   001   26453   Leading Teams                                         1.5   T     04:25:PM   07:10:PM   03/15/10   05/08/10
2010SP   NBA   6710   001   18514   Business Ethics                                       1.5   TR    11:55:AM   01:10:PM   03/15/10   05/08/10
2010SP   NBA   6730   001   21224   Derivatives Securities Part I                         1.5   T     04:25:PM   07:15:PM   03/15/10   05/08/10
2010SP   NBA   6760   001   25949   ORGANIZING FOR STRAT ADVANTAGE                        1.5   TR    10:10:AM   11:25:AM   01/25/10   03/12/10
2010SP   NBA   6770   001   26023   SYSTEM TOOLS SUSTAIN. ENTER.                          1.5   S     10:00:AM   12:30:PM   02/13/10   02/13/10
2010SP   NBA   6770   001   26023   SYSTEM TOOLS SUSTAIN. ENTER.                          1.5   TR    02:55:PM   04:10:PM   01/26/10   01/28/10
2010SP   NBA   6770   001   26023   SYSTEM TOOLS SUSTAIN. ENTER.                          1.5   TR    02:55:PM   04:10:PM   02/16/10   02/18/10
2010SP   NBA   6770   001   26023   SYSTEM TOOLS SUSTAIN. ENTER.                          1.5   TR    02:55:PM   04:10:PM   02/02/10   02/11/10
2010SP   NBA   6770   001   26023   SYSTEM TOOLS SUSTAIN. ENTER.                          1.5   S     10:00:AM   12:30:PM   01/30/10   01/30/10
2010SP   NBA   6780   001   26012   Advanced Private Equity - Negotiation & Structuring   2.0   M     04:25:PM   05:55:PM   01/25/10   05/08/10
2010SP   NBA   6800   001   26920   Entrepreneurial Executives                            1.0   W     04:25:PM   07:15:PM   01/25/10   05/08/10
2010SP   NBA   6820   001   18518   Negotiations Essentials                               1.5   T     11:55:AM   02:40:PM   01/25/10   03/12/10
2010SP   NBA   6820   002   18520   Negotiations Essentials                               1.5   T     04:25:PM   07:15:PM   01/25/10   03/12/10
2010SP   NBA   6900   001   21520   Sust. Global. Ent -Hospitality                         4    TBA                         01/25/10   05/08/10
2010SP   NBA   6930   001   18522   Strategy & Tactics of Pricing                          3    MW    10:10:AM   11:25:AM   01/25/10   05/08/10
2010SP   NCC   5500   001   18540   Financial Accounting                                   3    TR    08:40:AM   09:55:AM   01/25/10   05/08/10
2010SP   NCC   5530   001   18542   Marketing Management                                   3    TR    08:40:AM   09:55:AM   01/25/10   05/08/10
2010SP   NCC   5540   001   18544   Managing & Leading In Organiza                         3    TR    04:25:PM   05:40:PM   01/25/10   05/08/10
2010SP   NCC   5560   001   18546   Managerial Finance                                     3    TR    04:25:PM   05:40:PM   01/25/10   05/08/10
2010SP   NMI   5030   001   25634   SIX-SIGMA QUALITY & PROCESS                           1.5   M     08:30:AM   05:00:PM   01/18/10   01/18/10
2010SP   NMI   5030   001   25634   SIX-SIGMA QUALITY & PROCESS                           1.5   F     08:00:AM   02:00:PM   01/22/10   01/22/10
2010SP   NMI   5030   001   25634   SIX-SIGMA QUALITY & PROCESS                           1.5   TWR   08:00:AM   05:00:PM   01/19/10   01/21/10
2010SP   NRE   5040   001   25970   PHD Sem- Res. on Acctng Stds                          1.5   TBA                         03/15/10   05/08/10
2010SP   NRE   5340   001   25971   DOCTORAL SEM. IN BEHAV. FINAN                          3    T     02:55:PM   05:40:PM   01/25/10   05/08/10

								
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