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Elective PreviewO n e - Ye a r M B A P r o g r a m
Organization & Management: Professor LG Thomas
Accounting: Professor Usha Rackliffe
Marketing: Professor Ryan Hamilton
ISOM: Professor Michael Miller
Academic Advising: Amy Bentley
Courses offered during the day. May be cross-listed with BBA. Classes meet twice per week (M/W or Tu/Th) for 1 hour 15 minutes. Class times throughout the day between 8:30am and 5:15pm. Exceptions may apply.
Courses offered during the evening. Will be cross-listed with EvMBA. May be cross-listed with BBA. Classes meet once per week from 6:30pm and 9:15pm.
Course has a global/international focus and will meet one global requirement.
Accelerated Course Elective. Courses that take place in an intensive condensed format between regular semesters (August, Dec/Jan, May). Course schedule is irregular and will include evening class sessions and weekend sessions (Saturday and/or Sunday). Attendance at all class sessions required.
Elective Preview
Organizations &
Management (O&M)
Fall 2018
What O&M classes are about
Teams
People
Leadership
Design
Networks
ChangeEntrepreneurship
Organization Strategy
OAM 506: Strategy and Organization in HealthcareInstructor: John Kim
Course addresses critical strategy issues in the
healthcare sector
• Regulation and strategic opportunities and
constraints
• Strategic challenges in healthcare delivery
• Industry focus on pharma and medical
products
• Executing strategy amidst changing
regulatory and funding settings
OAM 536: Nonprofit Management TopicsInstructors: Brian Goebel and Randy Martin
This course surveys the evolving role that nonprofit organizations and their leaders (both management and board of directors) play in delivering social impact. The course will be delivered through a blend of academic content including traditional case examples, emerging business model frameworks, and guest lecturers from nonprofit leaders to provide context on the broader sector and its actors – foundations / grant makers, charities, service providers, government entities and social enterprises.
Topics covered in the course include (but are not limited to) the following: historic roots of the sector, governance models (traditional and hybrid), resource development / investment strategy, operational excellence, organization and management practices, and impact measurement principles. The course is part of the broader Nonprofit Concentration curriculum and designed for both graduate business students working in the nonprofit sector along with those students serving on / planning to serve on nonprofit boards.
• Individuals succeed through groups
• Esp. in consulting, finance, etc.
• Fostering excellence in teams
• Team design and composition
• Internal team dynamics
• External team dynamics
• Example integrative topics
• Creativity in teams
• Conflict in teams
• Experiential learning
OAM 537: Groups & TeamsInstructors: Jill (Perry-Smith) Croom
• Experiential learning (live negotiation training)
• Manage negotiations constructively• Build skills to craft highest value agreements
• Enhance leadership
• Theoretical understanding of interpersonal
and group negotiations• Rare skill; most people only learn by personal limited
experience
• Immediately practical and life-long value
OAM 632: NegotiationsInstructors: Erika Hall & Michael Sacks
OAM 633: Leading and Managing Change Instructor: Richard Berlin
Change is hard and risky, but a challenge almost every firm faces with arrival of problems and opportunities.
•Trigger points of change
•Design and plan systemic large
scale organizational change
•Making change happen
•Group assignment focused on
industries in structural decline
OAM 635: Multinational Firms and StrategyInstructor: L.G. Thomas
• Advanced strategy course
• integrates strategy w/ accounting, finance, and economics
• choice of competing models
• matching specific models to firm/industry/country
• Firms & countries in global economy
– Link country context and firm performance
– Evidence based strategy
• financial performance vs. cost of capital
• measure differences across firms and markets
• empirical differences among countries/within industries
OAM 636: EntrepreneurshipInstructor: Charlie Goetz
• Focus on all the elements leading up to the launch of a new business
• Study real life examples of both successful and failed business ventures
• Development of an idea into a business plan
First class in entrepreneurship
Method and apparatus for automatically determining the approval
status of a potential borrower – U.S. Patent Pub. WO
1993017391 A1 (Charles F. Goetz, Robert M. Jones, Larry L.
Steele)
OAM 661: Applied Entrepreneurship Instructor: Charlie Goetz
• Focus on “how to” build, launch, manage, grow and sell a new venture
• Provides a set of analytical and solution building methodologies that apply across industries and organizational settings
• Provides experience in running a fictional business from the perspective of the CEO and top management team
OAM 660: Strategic Networks Instructor: Demetrius Lewis
The purpose of this class is to teach you how to:
• Increase your conceptual knowledge of the importance and power of social
capital
• Diversify your abilities as a skilled observer of social capital
• Bolster your abilities as a skilled builder of social capital, both your own and
that of the groups and organizations you lead
• Strengthen your abilities as a skilled user of social capital
• Develop your ability to analyze social capital using network data
Social Capital
“Friends, colleagues, and
more general contacts
through whom you
receive opportunities to
use your financial and
human capital.”
Accounting electives
Usha RackliffeAssistant Professor in the Practice of Accounting
The Field of Accounting Includes:
Audits
Taxes
Financial accounting is important for…
USES
Credit Analysis Equity Analysis
Management &
Control
Mergers, Acquisitions
& Divestitures
Director OversightRegulation
External Auditing
Labor Negotiations
Financial
Management
Accounting electives
Fall 2018
• 516–Nonprofit accounting & reporting
• 518–Entrepreneurial accounting
• 612A–Financial reporting I
• 615–Federal income taxation
• 618–Auditing
• 619–Information & global capital
markets
Spring 2019
• 513-Managerial accounting
• 514-Financial statement Analysis
• 612: Advanced financial Accounting
• 612B–Financial reporting II
• 613–Advanced managerial Accounting
• 616–Corporate and Partnership Tax
Summer 2018: Required: BUS 512: Financial Reporting and Analysis
ACT 513—Managerial accounting
• Prof. Ted Rodgers
• Audience:
• Corporate finance, consulting,
marketing
• NOT:
• Financial accounting
• Undergraduate cost accounting
• Focus:
• Managers’ use of internal information
for strategic/operational decisions
• Topics:
• Strategic cost management
• Performance management
ACT 514 — Financial Statement Analysis
• Prof. Ilia Dichev
• Audience:
• Finance, consulting, marketing
• Anyone using financial statements
• Focus:
• Natural continuation of financial reporting course
• How outsiders use external info to make decisions
• Topics:• Business strategy analysis
• Earnings quality analysis
• Financial ratio and cash flow analysis
• Forecasting accounting numbers and financial statements
• Valuation: DCF, residual income, multiples like P/E and P/B
• Strategic cost management
• Performance management
ACT 612A — Financial Reporting I
• Prof. Mary Sevier
• Audience:
• Accounting, Finance, consulting
• Anyone using financial statements
• Focus:
• Natural continuation of financial reporting course
• Topics:
• Current assets
• Current liabilities
• Long term assets/PPE
ACT 516—Nonprofit financial reporting & analysis
• Prof. Jan Barton
• Audience: • Social enterprise, healthcare,
• Corporate finance, management,
• Consulting
• IB, financial analysis
• Focus: • Practical analysis of financial
statements of nonprofits
• Topics:• Regulation and taxation
• Governance
• Budgeting and control
• Complex transactions
• Revenue, grants, donations, restricted/unrestricted funds investments, split interests, debt, M&A, taxable transactions
• Financial ratio analysis
MaterialsFinancial statements of real nonprofits:
Animal rights: The Humane Society
Culture: Metropolitan Museum of Art, National Public Radio
Youth: Save the Children, United States Olympic Committee
Education: Emory University, Teach for America
Environment: Greenpeace
Health care: Médecins sans Frontières, Planned Parenthood
Hospitals: Mato Clinic, St Jude’s Children’s Research Hospital
Human rights: ACLU, Human Rights Watch
Humanitarian: Red Cross, Catholic Relief Services, World Vision
Microfinance: Acumen, Kiva
Foundations: Clinton Foundation, The Coca-Cola Foundation,
Bill and Melinda Gates Foundation
Religion: Billy Graham Evangelistic Association
Welfare: AARP, AIDAtlanta, Habitat for Humanity, YMCA, Ronald McDonald House, Wounded Warrior Project
ACT 518: Entrepreneurial AccountingProf. Barton, MW 1:00 – 2:15 PM
Idea Startup IPO
Forms of business: new venture, franchising, buying an existing business
Choice of business organization, with a special emphasis on LLCs
Choice of financial reporting basis: cash basis, tax basis and accrual basis
Operational decisions such as:
accounting/tax software
budgeting and variance analysis
costing and pricing decisions
balanced scorecard
banking relationship
Revenue models and recognition, with a special look into ways of collecting money from customers
(e.g., Paypal, Amazon, Square)
Working capital management, including credit analysis and inventory costing
Basic taxation of business operations (e.g., Schedule C, corporate, pass-through, revenue,
deductibility of expenses, depreciation, home office)
Forecasting and pro forma financial statements
Valuation of small, private firms
Sources of financing, with a special emphasis on their accounting (e.g., debt including amortization
schedules, leasing, issuance of preferred and common stock, stock options)
Bankruptcy, Liquidations.
ACT 519 — Information and Global Capital Markets
• Prof. Grace Pownall
• Audience:
• Accounting, Finance, consulting
• Focus:
• Develop framework for global investment decisions
• Topics:
• Develop working knowledge of the institutional structure of global capital markets, with particular attention to the home bias in investing.
• Compare US GAAP with International Financial Reporting Standards, with particular attention to quality of earnings.
• Analyze financial statements of non-US firms from various regions, with particular attention to risk and return.
• Develop familiarity of with the global oil and gas industry, with particular attention to risk assessment and financial reporting and disclosure issues.
ACT 615 — Federal Income Tax
• Prof. Rackliffe
• Audience:
• Accounting, Finance, real estate
• Focus:
• Understand federal tax policy and basic
concepts of various tax provisions.
• Role of taxes in decision-making and
risk management.
• Topics:
• Tax planning for income and
deductions
• Income measurement, tax accounting
• Business expenses and losses
• Depreciation and cost recovery,
passive activity gains and losses,
taxation of property transactions
• Non-recognition transactions, tax
credits, and the alternative minimum
tax
MARKETING
Courses
FTMBA Electives
2018
Marketing
Strategy Tactics
Marketing Management
Marketing Strategy
Global Marketing Seminar
Marketing IMPACT – Consulting Analytics
Marketing IMPACT – Marketing Consulting
Marketing Management
Integrated Marketing Communications
Product & Brand
Pricing Analytics & Strategy
Digital Marketing & Social Media
Sales & Business Development
Marketing Intelligence & Customer Insights
Sports Business Analytics
Consumer Behavior
Channel Strategy
Marketing IMPACT – Consulting Analytics
Marketing IMPACT – Marketing Consulting
Fall Term Marketing Electives# Name Instructor Time
546 Integrated Marketing Communications Shah Day
547 Product & Brand Bowman Evening
641 Global Marketing Seminar Sheth Day
598 Pricing Analytics & Strategy Vastoni Day
562Customer Knowledge and Strategy
(Marketing Research)McCarthy Day & Evening
649 Marketing Strategy Leonard Day
543 Digital Marketing & Social Media Chae Day & Evening
644 Market Analysis in Excel Schweidel Day
548 Sales & Business Development Kelly Evening
546 – Integrated Marketing Communications
• Covers all forms of
Communication such as
– Advertising
– Direct marketing
– Digital Marketing & Social
Media
– Public Relations
• Understand the concepts
and frameworks used to
develop and sustain
effective marketing
communication campaigns
Career Relevance
• Advertising /
Communication
Agencies
• Brand Managers
• Strategists
• Consultants
547 – Product and Brand Management
• Creating and managing
brand equity
• Media creative and media
planning
• Sales forecasting
• Pricing strategies and
tactics
• Develop and implement a
brand plan over a
(simulated) 10-period
horizon.
Career Relevance
• Brand Managers
• Advertising agencies
• Consultants – Marketing
• General Managers
641 – Global Marketing Seminar
• Learn frameworks and practices
to build Global marketing
programs
• Focus on both Developed &
Emerging markets
• The focus is future oriented
rather than historical.
This course counts towards the Global
requirement.
Career Relevance
• Consulting - Global
• General management
• Brand managers
• Entrepreneurs
643 – Pricing Analytics & Strategy
• Conceptual Frameworks for integrated data &
decision making around setting Prices
– Economic - Accounting
– Behavioral - Financial
– Legal - Customer Focused
– Competitor
• Price setting process
• Solving Pricing problems
• Best practices in the field
Career Relevance
• Brand Managers
• General Managers
• Entrepreneurs
• Consultants
562 – Customer Knowledge and Strategy (Marketing Research)
• Customer Lifetime Value Analysis
• Customer Centricity Framework
• Go-to-market toolkit for new products
and services
• Tools:
– Conjoint Analysis
– Factor Analysis
– Cluster Analysis
– Demand Forecasting
Career Relevance
• Brand Managers
• Marketing Researchers
• Financial Professionals
(Investment Bankers)
• Consultants
649 – Marketing Strategy
• Practice building and executing
Marketing strategy
– STP
– Tactical Execution
• Market and Customer
opportunity & valuation
assessment
• Resource allocation across
markets
• Strategy evaluation tools
Career Relevance
• CMO’s
• Strategists
• Brand managers
• Consulting
• General managers
• Entrepreneurs
543 – Digital Marketing & Social Media
• Digital Marketing Tactics &
using Social Media to generate
customer insights
– Websites
– Search ads
– Display ads
– Web metrics and analytics
– Recommendation / review systems
– Online advertising, social media,
mobile
– Experimentation
Career Relevance
• Advertising & Digital
Agencies
• Marketing analytics
• Brand Managers
• Strategists
• Consultants
548 – Sales & Business Development
• B2B sales organizations
• What makes an effective
sales organization
• How management
decisions impact sales
force productivity
• Emerging trends and best
practices in B2B sales
Career Relevance
• B2B Sales
• General managers
• Consultants
ISOM ElectivesFall 2018
5/23/18
*Fall Offerings
• 553G. Supply Chain Management
• 555. Appcology: New Commerce Infrastructure Systems (NCIS)
• 651. Strategic Decision Analysis
• 653. Operations Strategy
• 656. Intro to Business Data Analytics
• 659. Process Analysis and Six Sigma
*Spring Offerings
• 557. Management Science in Spreadsheets
• 559. Privacy in a Digital Age
• 653. Operations Strategy
• 654. Service Operations
• 655. Forecasting & Predictive Analytics
*subject to change
Tell Me More!
• See appendix to slide deck for detailed course descriptions and instructor contact info
• Information systems and operations management covered in core
• Electives like Supply Chain Management, Appcology and Operations Strategy delve deeper into topics within ISOM
• Electives like Introduction to Business Analytics, Strategic Decision Analysis and Six Sigma provide tools that can be applied in many fields
555 Appcology: New Commerce Infrastructure Systems(evening offering)
• Ecology and design of apps in the mobile commerce infrastructure– Design and implementation of apps– Internet of things/machine to machine communication– New commerce infrastructure – e.g., e-books, 3-D printing
• Frequent outside speakers and presenters
• Project oriented involving development
• Ends with “venture voting” with angels, VCs and developers evaluating plans and products
651: Strategic Decision Analysis(day and evening offering)
• Analysis of decision problems focusing on strategic interaction and the complexity of multiple players
• Applications:– models of competition and cooperation– product introduction and pricing– strategic moves– negotiation, auctions & bidding – fair division– coalitions, voting and group decisions
• Useful for anyone who has to make strategic decisions - Especially useful for consultants or others who have to analyze decision situations and make recommendations.
653: Operations Strategy(day and evening offering)
• How can operations create and sustain competitive advantage?
– Value proposition
– Design of operations to support value proposition
– Global considerations
• Useful for anyone planning a career specifically in operations or those with broader interests who may in the future need to analyze and improve operations for strategic purposes.
656. Introduction to Business Analytics (day offering)
• Virtually every aspect of Business is instrumented for datacollection while data is increasingly analyzed systematically.
• This course will change the way you think about data and its role in business.
• After taking this course, you should be able to:
– Approach business problems data-analytically
– Be able to interact competently on the topic of data mining for Business intelligence
– Have had hands-on experience mining data
• Prior experience with a programming language or with data mining is useful but not necessary.
659. Process Analysis and Six Sigma(day and evening offering)
• Process improvement methodology
• Used by 1000s of companies in both manufacturing and services
• Course is intended for a general audience
• Useful for anyone who will end up working for a company doing Six Sigma or who works as a consultant that deals at all with operations
553G. Supply Chain Management(day & evening offering; counts toward Global requirement)
• How do supply chains create value for customers and a company?– Example: GAP vs Inditex (Zara parent company)
• Markedly different supply chains and performance
– What is Amazon selling?• Answer: it’s not products that customers receive
• The course will focus on the Foundations– SCM models and their hands-on implementation
• and Trends– Industry 4.0, sustainability, global sourcing and risk management, E2E
visibility, blockchain, digital fulfillment
• We will explore the foundations and trends in SCM.
• There will be plenty of hands-on experience with SC modeling and optimization. Specific topics include: SC strategy, network design, global risks, inventory management, contract design, sustainability and evolution and current trends in supply chains
• Recommended for students with an interest in consulting, operations, business reorganization, process improvement, and business analytics.
Instructor: [email protected]
553G. Supply Chain Management(day & evening offering; counts toward Global requirement)
50
555 Appcology: New Commerce Infrastructure Systems(evening offering)
The course will explore issues associated with the emerging types of applications and services changing forms of software ecosystems and commerce interactions. We will involve both design and development of real apps, gizmos, widgets. Engage in New Software Environments: With the assistance and experience of actual app developers, we will explore the design and creations of these “snack-size “applications for mobile and desktop environments. The course will consider the opportunities for new patterns of communication between organizations and their mobile stakeholders. Visit http://www.emory.edu/INESS/app/ for more information.
651. Strategic Decision Analysis(day and evening offering)
Advanced topics and tools for analysis of decision problems, focusing on the complication of multiple decision makers.The course starts with the fundamentals of game theory and develops conceptual frameworks and analytical tools for strategic thinking and action. Applications include models of competition and cooperation, strategic moves, negotiation, auctions & bidding, fair division, coalitions, voting and group decisions, and large systems of decision makers. In addition, we revisit the underlying psychology of decision makers – in ourselves and in the others we interact with –and develop methods for overcoming natural weaknesses and “decision traps” in strategic interactions.Contact [email protected] for more information.
653. Operations Strategy (day and evening offering*)
The goal of this course is to provide students with an understanding of how to formulate an operations strategy and evaluate its impact on the bottom line. The course considers a variety of possible ways in which to compete on operations, including low cost, high quality, flexibility or speed of customer response, and innovation. In doing so, the course examines the complexities associated with global operating systems, including the hidden costs of outsourcing and offshoring.Contact [email protected]. (*Fall Semester), [email protected] (*Spring semester) for more information
656. Introduction to Business Analytics (day offering)
• Virtually every aspect of business is instrumented for datacollection while data is increasingly analyzed systematically.
• This course will change the way you think about data and its role in business.
• After taking this course, you should be able to:
– Approach business problems data-analytically
– Be able to interact competently on the topic of data mining for business intelligence
– Have had hands-on experience mining data
• Prior experience with a programming language or with data mining is useful but not necessary.
Instructor: [email protected]
659. Process Analysis and Six Sigma(day and evening offering)
Process analysis is a key component of Six Sigma programs. Six Sigma is an approach for performance improvement that was made famous by GE and is currently being implemented by thousands of companies. The analytical skills you learn in this course are important to many employers and can be foundational for a career in operational performance improvement. Contact [email protected] for more information.
