Course listings | Case Western Reserve University

Term: Spring 2017

EMBA 437: Economic Analysis for Managers (100/5623)

R 10:15-12:15 PM Jan 12-Jan 12, R 01:15-03:15 PM Jan 12-Jan 12, R 03:30-05:30 PM Feb 09-Feb 09, S 03:30-05:30 PM Feb 11-Feb 11, R 03:30-05:30 PM Mar 09-Mar 09, S 10:15-12:15 PM Mar 11-Mar 11, R 08:00-10:00 AM Apr 06-Apr 06, S 08:00-10:00 AM Apr 08-Apr 08

Dubin, R

This course, which is limited to students in the Executive M.B.A. program, explores the basic elements of the economic system which the executive needs to know in order to understand how the firm interacts with the system and how economic factors affect decision making.

EMBA 438B: Business Statistics and Quantitative Analysis (100/5605)

R 08:00-10:00 AM Jan 12-Jan 12, F 08:00-10:00 AM Jan 13-Jan 13, R 01:15-03:15 PM Feb 09-Feb 09, S 01:15-03:15 PM Feb 11-Feb 11, R 01:15-03:15 PM Mar 09-Mar 09, F 08:00-10:00 AM Apr 07-Apr 07

Mathur, K

In this course, students study the use of modern quantitative and business statistics to support the executive decision-making process. With the help of computer software, the models examined assist in describing and analyzing problems and suggesting possible managerial actions. The techniques discussed include tools for decision making under uncertainty including regression analysis. This course is part of a two (2) course sequence.

EMBA 439: Corporate Finance (100/5624)

F 10:15-12:15 PM Jan 13-Jan 13, S 01:15-05:30 PM Jan 14-Jan 14, F 08:00-12:15 PM Feb 10-Feb 10, R 08:00-12:15 PM Mar 09-Mar 09, F 01:15-05:30 PM Apr 07-Apr 07, S 10:15-12:15 PM Apr 08-Apr 08

Gupta, A

The central organizing principle of this course is to familiarize the class with the basics of valuation. This first course in finance introduces the tools and methods employed in valuation of projects and corporate securities. Valuation involves the determination of (i) cash flows of the firm, project or financial assets and (ii) the discount rates that are used to compute the present values of the cash flows. Asset pricing models provide the underpinnings for the development of the discount rates. The material is synthesized in capital budgeting exercises which are cost-benefit analyses of capital project cash flows to evaluate whether they are value enhancing.

EMBA 442: Innovation (100/5581)

S 08:00-12:15 PM Jan 14-Jan 14, S 01:15-03:15 PM Jan 14-Jan 14, R 10:15-12:15 PM Feb 09-Feb 09, R 01:15-03:15 PM Feb 09-Feb 09, S 08:00-10:00 AM Feb 11-Feb 11, R 08:00-12:15 PM Apr 06-Apr 06, F 08:00-10:00 AM Apr 07-Apr 07, S 01:15-05:30 PM Apr 08-Apr 08

Bailey, B; Peck, S

Organizations are under continuous pressure to be efficient and productive in order to generate (often short-term) profit. At the same time they must innovate to remain competitive in the long-term. Innovation involves the generation, development, and delivery of new products, processes, or businesses. Intrapreneurs are those who can successfully bring new ideas to fruition in established organizations. Innovation in the context of an established organization requires that intrapreneurs fundamentally understand the dynamics of innovation and innovation management. This course introduces fundamental concepts associated with innovation in the context of an established organization.

EMBA 445: Expanding Boundaries (100/5606)

F 01:15-05:30 PM Jan 13-Jan 13, S 08:00-12:15 PM Jan 14-Jan 14, F 01:15-05:30 PM Feb 10-Feb 10, F 01:15-05:30 PM Mar 10-Mar 10, S 01:15-05:30 PM Mar 11-Mar 11, F 10:15-12:15 PM Apr 07-Apr 07

Chatterjee, S

This course will help you understand the keys to successful corporate development-competitive advantage in every business in which a firm is involved. In particular, the course will help the participants to understand the following: -Corporate development strategy through capabilities and leveragable capabilities -Before venturing into a new business, the firm has to have a clear understanding of the critical capabilities required for success in the new business. -Firms can increase the odds of success if they can leverage (parts of ) existing capabilities to new businesses. -Corporate development strategies-adapting to a market -Analyze the industry environment in order to select the competitive battlefield to increase the odds of success by leveraging some of your existing capabilities - sometimes also known as core competencies. This is a relatively low risk strategy. We will develop methodologies that will allow you to identify markets (segments) where your current capabilities are leveragable. -Shaping a market usually requires developing a completely new set of capabilities - very risky. We will develop concepts to understand techniques to mitigate these risks. -Acquisitions as one of the means for corporate development -Approximately half of the class sessions will be devoted to the specific case of acquisitions as a means to expand the boundaries of a firm. We will explore both how acquisitions contribute to competitive advantage and the selection process and integration of the acquired entity. Less emphasis will be placed on strict financial valuations and negotiations.

EMBA 449: Contemporary Issues in Management (100/5643)

F 08:00-10:00 AM Jan 13-Jan 13, F 08:00-10:00 AM Feb 10-Feb 10, S 10:15-12:15 PM Feb 11-Feb 11, S 01:15-03:15 PM Feb 11-Feb 11, R 08:00-12:15 PM Mar 09-Mar 09, R 01:15-03:15 PM Mar 09-Mar 09, R 01:15-03:15 PM Apr 06-Apr 06, S 08:00-12:15 PM Apr 08-Apr 08

Fine, S

This course is intended to address the contemporary issues in management to be decided by faculty and student interest. With the current global economic crisis, this year the course will focus on International Finance and Economics. In subsequent years, the topics will evolve as the global business climate changes.

EMBA 458: Healthcare Financial Management (100/5786)

F 10:15-12:15 PM Jan 13-Jan 13, S 01:15-05:30 PM Jan 14-Jan 14, F 08:00-12:15 PM Feb 10-Feb 10, R 08:00-12:15 PM Mar 09-Mar 09, F 01:15-05:30 PM Apr 07-Apr 07, S 10:15-12:15 PM Apr 08-Apr 08

Silvers, J

This course will consider basic financial concepts, techniques, and strategies for institutions and companies in the U.S. health care delivery system. Note that this may differ from the influences one would find in a different country since the payment system and ownership structures vary widely around the world. These basics include relevant factors in the economic, medical, and financial environment that shape an intelligent financial decision. Therefore, although the course is directed towards financial management decisions in health delivery organizations, it may also be useful for those who supply the industry (equipment, drugs and services), purchase services from it (employers, third party administrators, health plans) or finance these (insurance, banking, investors). Public policy and the structure of the industry also play an important role in the course. However, the general approach is from the point of view of a decision-maker in a health care organizational setting dealing with issues with important economic or financial dimensions.

EMBA 459: Health Economics and Strategy (100/5785)

Votruba, M

The central goal of this course is for students to master essential economic concepts and their application to critical issues in the U.S. healthcare economy. After taking this course, students should be able to: 1. Understand basic microeconomic theory as it applies to firm and consumer behavior in healthcare and health insurance markets. 2. Understand the role of market forces (including market failures) and public policy in determining the price and allocation of medical services. 3. Understand the underlying causes of "changing market conditions" and the challenges and opportunities they create for healthcare organizations. 4. Converse fluently and accurately about the economic forces at play in the healthcare economy.

EMBA 473: Leading Change: Teams (100/5609)

R 08:00-12:15 PM Feb 09-Feb 09, S 08:00-12:15 PM Feb 11-Feb 11, F 08:00-12:15 PM Mar 10-Mar 10, R 01:15-05:30 PM Apr 06-Apr 06, S 01:15-05:30 PM Apr 08-Apr 08

Boyatzis, R

Sustainability of effective leadership is necessary for adaptive, resilient organizations and for the health and functioning of the leader. Chronic stress results in diminished cognitive functioning, as well as poor health and a contagion of negative mood in organizations. The latest advances in social neuroscience and endocrinology will be used to develop an understanding how someone in a leadership position can renew themselves and mitigate the ravages of chronic stress. The short course will focus on how to coach others toward renewal and sustainability.

EMBA 476: Corporate Governance (100/5617)

R 03:30-05:45 PM Jan 12-Jan 12, F 03:30-05:45 PM Jan 13-Jan 13, S 03:30-05:45 PM Jan 14-Jan 14, R 03:30-05:45 PM Feb 09-Feb 09, F 03:30-05:45 PM Feb 10-Feb 10, S 03:30-05:45 PM Feb 11-Feb 11, R 03:30-05:45 PM Mar 09-Mar 09, F 03:30-05:45 PM Mar 10-Mar 10, R 03:30-05:45 PM Apr 06-Apr 06, F 03:30-05:30 PM Apr 07-Apr 07

Peck, S

The course structure is grounded in the following themes: -The role of the board of directors; -The CEO relationship to the firm's principal stakeholders (shareholders, board of directors, employees, customers) and the CEO's responsibility to give back (time and money) to the community; -CEO role in developing and maintaining the organization's vision, values and corporate culture.

EMBA 478B: Leading Design in Organizations (100/5618)

R 10:15-12:15 PM Jan 12-Jan 12, R 01:15-03:15 PM Jan 12-Jan 12, F 10:15-12:15 PM Jan 13-Jan 13, F 01:15-03:15 PM Jan 13-Jan 13, F 10:15-12:15 PM Feb 10-Feb 10, F 01:15-03:15 PM Feb 10-Feb 10, F 10:15-12:15 PM Apr 07-Apr 07, F 01:15-03:15 PM Apr 07-Apr 07

AuWerter, J; Yoo, Y

This course explores the ideas and methods of design as a new approach to management practices that is well suited to the changing environment that organizations face in contemporary culture and the emerging economic environment in the United States and abroad. It is a studio course as well as a seminar, because it is designed around a project that each student brings to the EMBA program, a project that is grounded in the issues and operations of the student's organization or in the kind of organization that the student wishes to explore. In addition to the yearlong project, the course will also include important readings in management and organizational literature that are relevant to the new direction of strategic thinking. Finally, the course will draw on the expertise of other faculty at the Weatherhead School of Management who will be called upon to share their practical expertise and theoretical knowledge in the development and execution of the student's management design project, whether in the area of vision and strategy, new product development of goods and services, operations, organizational design and configuration, or related topics. This is the second part of a two semester course.

EMBA 479: Leading Change: Society (100/5619)

R 08:00-10:00 AM Jan 12-Jan 12, F 08:00-12:15 PM Mar 10-Mar 10, F 01:15-03:15 PM Mar 10-Mar 10, S 08:00-12:15 PM Mar 11-Mar 11, S 01:15-05:30 PM Mar 11-Mar 11

Cooperrider, D

This course explores a proposition: that business, the motor of our society has the opportunity to be a new creative force on the planet, a force that could contribute to the well being of many. Our exploration and search is for "business as an agent of world benefit" and the questions are many: what does it look like, where is it happening, what are the market, societal and leadership enablers, and what are the results?