Subject: MBAP
Term: Fall 2013
MBAP 403: Statistics and Decision Modeling (100/4857)
M 08:15-10:15 PM Aug 26-Dec 02, M 06:00-10:00 PM Aug 19-Aug 19, S 09:00-05:00 PM Aug 24-Aug 24, T 08:15-10:15 PM Sep 03-Sep 03
Solow, D
Stat Camp on Mon., Aug. 19 from 6-10 PM and Sat., Aug. 24 from 9AM - 5PM.
MBAP 407: Managerial Marketing (100/4892)
M 08:15-10:15 PM Aug 26-Dec 09
Hunter, G
This course focuses on managing marketing as a process of creating value and mutually desirable exchanges of values. That is the foundation of a customer orientation and a central theme of market-driven management. Methods for strategic marketing planning, understanding buyer behavior, market analysis, segmentation and devising integrated marketing programs are introduced. Creating customer value and competitive advantage in worldwide markets is the central theme.
MBAP 408: Operations Management (100/4893)
M 06:00-08:00 PM Aug 26-Dec 09
Vairaktarakis, G
Operations management deals with the design of products and processes, the acquisition of resources, the conversion of inputs to outputs, and the distribution of goods and services. It is central to a firm's ability to compete effectively. As global competition in both goods and services increases, the management of operations is becoming more and more important. This course provides a broad overview of the managerial issues associated with production and delivery of goods and services. It includes the use of quantitative modeling using computers as a central methodology.
MBAP 411: Identifying Design Opportunities (100/4935)
M 08:15-10:15 PM Aug 26-Dec 09
Gilmore, J
Designing is giving form to an idea for a more desirable product, service, process or organization, and refining the idea into something that can be delivered reliably and efficiently. Good design integrates these evolving ideas with the day-to-day realities of a firms' operations, systems, marketing, economics, finance and human resources. Designing is thus a unique managerial activity that brings together changing technologies, capabilities, relationships, activities and materials to shape an organization's plans and strategies. It combines analysis and synthesis to create opportunities for improvement and means of attaining them. Viewed this way, designing is a core competence of a successful entrepreneur or innovative leader. Design analysis is the systematic review of the four orders of design found in every firm--namely, the firm's communications, products, interactions and environments--and the creation of opportunities to increase firm value by improving each. Students will identify ill-defined, ill-structured problems within organizations. Such problems are ones for which there are no definitive formulations and for which the formulation chosen affects the solutions available. For such problems, there is no explicit way of knowing when you have reached a solution, and solutions cannot necessarily be considered correct or incorrect. But finding innovative solutions to such problems can provide unique opportunities to create exceptional value. A major outcome of the semester's inquiry is a presentation of the design problem and proposed design solution.
MBAP 412A: Dialogues in Leadership (100/4936)
M 06:00-08:00 PM Aug 26-Aug 26, M 06:00-08:00 PM Sep 09-Sep 09, M 06:00-08:00 PM Sep 16-Sep 16, M 06:00-08:00 PM Sep 23-Sep 23, M 06:00-08:00 PM Oct 07-Oct 07, M 06:00-08:00 PM Oct 14-Oct 14, M 06:00-08:00 PM Oct 28-Oct 28, M 06:00-08:00 PM Nov 04-Nov 04, M 06:00-08:00 PM Sep 30-Sep 30, M 06:00-08:00 PM Nov 11-Nov 11, M 06:00-08:00 PM Nov 18-Nov 18
Ramanujam, V
This course is a three credit hour two-semester course sequence that seeks to educate students of management in the intricacies of issues management through a process of facilitated dialogs with practicing management professionals who possess deep and highly contextualized knowledge and experiences in addressing a varied range of management issues in contemporary real life settings. The goal of the course is to help students bring their in-class theoretical learning into a safe laboratory setting for active testing. Real life managerial contexts will be introduced as faithfully as possible wherein theory and practice are brought into constructive juxtaposition, each providing a complementary and not necessarily a counter perspective to the other.