Graduate SBS A-Z Course List Archive 2020-2021

3.00

This introductory-level accounting course provides students with a solid base in accounting fundamentals, including U.S. GAAP, the conceptual framework, nature of accounts, journal entries, and ultimately, financial statements. Provides in-depth coverage of the process by which accountants analyze, journalize, post, and summarize transactions. Reviews and analyzes multiple examples of current "real life" financial statements. The students would practice data analytics through the analysis of companies' financial ratios. The course includes a discussion of ethical issues facing accounting professionals and time value of money techniques. For MSA, GCA, & MST students, this is the first course in the financial accounting sequence. For MBA students, this potential elective course builds upon concepts learned in MBA 640.

ACCT-800 or MSA Program Director permission

3.00

This is the first of two intermediate-level accounting courses that build on students' learning in ACCT 800, going in-depth into measurement and reporting of asset, liability, and stockholders' equity accounts for external financial reporting purposes. Discusses pronouncements of authoritative sources such as the SEC, AICPA, and the FASB. Introduces students to IFRS and their similarities to and differences from U.S. GAAP. Develops strong critical thinking and problem-solving skills.

ACCT-801 or MSA Program Director permission

3.00

This is the second of two intermediate-level accounting courses. The critical thinking and problem-solving skills developed in ACCT 801 are broadened as this class tackles more complex accounting concepts, including: dilutive securities, earnings per share, investments, revenue recognition, income tax accounting, pensions and leases. Since accounting for many of these areas has been a source of substantial debate and major revisions in recent years, subject matter covered will be topical. Pertinent pronouncements of standard-setting bodies continue to be studied.

ACCT-801

3.00

Builds on all previous courses in the ACCT 800-series. Focuses on accounting for business combinations/consolidations and partnerships.

3.00

Examines the concepts and practices of cost measurement: variable costing, cost-volume-profit analysis, goal setting and performance monitoring, standard costing, and variance analysis. Students learn how to prepare a financial plan for a business by constructing operating, working capital, and capital budgets. Students study and practice Excel skills and how those are used to build a financial plan, analyze the sensitivity of the financial plan to different changes, examine performance, and measure and control overhead costs. Students study data analytics techniques and perform analyses in support of decisions, such as pricing, setting product line and customer profitability policy, sourcing of products and services, and matching costing systems to strategy. For MSA, GCA, & MST students this is the first managerial accounting course you will take. For MBA students, this potential elective course builds upon concepts learned in MBA 640.

ACCT-800 or MBA-640

3.00

Introduces the field of auditing, with a concentration in auditing historical financial statements in accordance with generally accepted auditing standards, and some exposure to auditing the internal control over financial reporting of large public companies. Covers the environment, standards, regulation, and law of auditing in the US, with some exposure to the international environment. Covers audit planning, risk, and materiality assessments, audit evidence, evaluation of internal control, documentation, and audit reports. Includes researching and resolving practice-oriented problems and practice in using computer-assisted audit techniques and electronic confirmations.

ACCT-800 or MBA-640

3.00

Examines the pervasiveness and genres of fraud and explores the motivations, opportunities, and rationalizations that facilitate fraudulent behavior. Covers methods of detection, investigation, and prevention of financial statement frauds and other types of financial-related frauds.

3.00

This course examines the techniques used by forensic accountants to conduct investigations of white collar crime. Students will learn what fraud is, how we prevent it, how we detect it, and how we document our findings. They will learn about the "elements of crime" that must be proven for a specific statute (e.g., Title 26 U.S.C. 7201 - Tax Evasion) to be successfully prosecuted. A case study will be utilized to demonstrate the investigative process from inception to conclusion. Through the case, students will learn how to: gather and document evidence; write memorandums, affidavits, and recommendation of prosecution reports; conduct investigative interviews by preparing an interview outline, building rapport, asking follow-up questions, and learning to detect deceit; and provide testimony in a mock trial to a (friendly) prosecutor and (aggressive) defense attorney.

ACCT-800 or MBA-640, and MBA-650 or program director approval

3.00

This course consists of two parts. The first part teaches students how to use Tableau to analyze large data sets and visualize data patterns to derive meaningful, actionable insights. We will utilize different data sets containing detailed information on sales, inventory, and other operational and financial metrics. This part will also introduce some basic tools used in accessing and compiling relevant big data from online resources such as the SEC's EDGAR website and Twitter. Students will be provided with necessary computer code and software to perform textual analysis for company documents and social media posts. The second part focuses on the analysis of financial statement data in an automated fashion. We will employ advanced tools in Excel along with the state-of-the-art data sources including Calcbench to perform financial data analytics and peer benchmarking. Our discussion on financial ratios and credit risk will have an analytical emphasis. This part will conclude with exercises on forecasting income statement data and valuing public companies.

ACCT-804 and ACCT-800 or MBA-640 or program director approval

3

This case based course, teaches students how to better use information for improved decision making. Students will study how to identify the relevant information that is needed to make decisions. The decisions discussed will span a variety of business areas including accounting, finance, marketing and others. A special emphasis would be put on developing and strengthening the students' presentation skills in both face to face and online environments. Students will learn to speak influentially and effectively about numbers and communicate their conclusions and suggested decisions to different stakeholders.

Take MBA-650 and SBS-603 (previous); Take ACCT-804 and TAX-801 (previous or concurrent); be eligible to sit for the CPA exam

3.00

This fast-paced intensive course will help prepare students for the REG section of the CPA exam. The course will cover topics that aren't typically covered in a personal federal taxation course, but that are covered on the REG section of the CPA exam. These include ethics, business law, government regulation of business and business structure, legal trusts and entities, taxation on property, and more. Students will be expected to sit for REG in early- to mid-January; therefore, it is required that students are eligible to sit before taking this course. Eligibility is determined by the Massachusetts Board of Public Accountancy. Class will be a mix of on campus and online sessions, with some potential flexibility in the timing of the online sessions, depending on student needs.

Take ACCT-800, ACCT-801, and ACCT-805; be eligible to sit for the CPA exam

3.00

This fast-paced, intensive course will help prepare students for the FAR section of the CPA exam. The course will cover topics that aren't covered in a financial accounting series, but that are covered on the FAR section of the CPA exam. These include advanced accounting topics such as business combinations, derivatives and hedge accounting, and foreign currency transactions; state and local government concepts; not-for-profit accounting; and more. Students will be expected to sit for FAR in either late May or early July; therefore, it is required that students are eligible to sit before taking this course. Eligibility is determined by the Massachusetts Board of Public Accountancy. Class will be a mix of on campus and online sessions, with some potential flexibility in the timing of the online sessions, depending on student needs.

ACCT-802, ACCT-805, and ACCT-865 (previously or concurrently) or program director approval

3.00

This student driven course develops professional and leadership skills that are needed to serve effectively as senior financial professionals in a challenging global economy. In this course students develop their independent learning and research proficiencies by investigating developing areas of accounting practice. Students broaden their appreciation of the accountant's role as a business advisor by examining current challenges for the accounting profession, considering the impact that professional activities have on various stakeholders, and how responsibilities of the profession are evolving in response. Students will develop their awareness of the activities of policy makers and standard setters such as the SEC, FASB, and AICPA. Finally, students develop their effectiveness as professional colleagues throughout the semester by actively working on their professional skill set including: data analytics, business writing, oral presentations, team building, and leadership.

ACCT-800 or MBA-640

3.00

Describes various transaction processing cycles and their use in the structured analysis and design of accounting information systems. Students gain an understanding of Enterprise Resource Planning softwares, Quickbooks, database design, XBRL, implementations of internal controls, and privacy and data security issues.

MBA-640 or ACCT-800

3.00

Covers unique aspects of financial reporting in not-for-profit organizations and governmental units. Topics include fund accounting, encumbrance accounting, GASB pronouncements, cost accounting, and budgetary control for government and its agencies, healthcare, educational, religious and other not-for-profit organizations. Students learn how to apply the cost benefit analysis in the resources allocation process, program planning, budgeting and reporting systems.

Instructor's approval

3.00

Enables a student-initiated directed study project. The student and faculty advisor must concur on a written proposal and final report. The project must be approved by the dean of academic affairs prior to registration.

SBS-700. Limited to MBA and MSA students only. Instructor consent required.

3.00

Provides a hands-on, practical learning opportunity for a student-initiated experience at a domestic or international organization. Students work closely with their faculty advisor regarding career-related learning outcomes. Over the course of a semester, students collaborate with their corporate internship supervisor and complete projects in either accounting or tax. Offered every semester.

ACCT-800 or MBA-640

3.00

Imparts an understanding of differences among nations in approaches to disclosure and choices of accounting measurement systems. Students learn about the influence of the IASB and IOSCO on multinational accounting harmonization, contrasting historical cost/purchasing power accounting with other accounting approaches, including current value accounting. Students will assess how differences in industrial and ownership structures affect accounting performance measurement. Students will also analyze risk management, accounting for derivative contracts, consolidation accounting, budgetary control, and transfer pricing in a multinational company.

Instructor's approval required.

1.00- 3.00

Provides student with a self-initiated directed study project. Student and faculty advisor must concur on a written proposal and final report. Project must be approved by the dean of graduate programs prior to registration.

3.00

Examines the philosophy and practice of substantive law affecting the formation, operation and discharge of commercial transactions, contracts, and business associations. Topics include: agency, partnership, corporation and trust forms of association. Considers aspects of property law and international dimensions.

MBA-680 or MBA-730

3.00

Examines the complex interactions among legal, political, economic and cultural forces. Students discuss contemporary international conflicts in the areas of trade,expropriation, political risk analysis, foreign direct investment, anti-dumping and countervailing duty laws, export control laws,extraterritoriality and taxation of income.

3.00

Presents an in-depth study of corporate crime and financial fraud. Examines accounting devices and schemes employed to defraud stakeholders, failure of industry watchdogs, and the regulatory and legislative environment. Topics include:corporate governance, corporate finance, corporate compliance programs, ethical misconduct by outside legal, accounting,investment and banking professionals, Sarbanes Oxley Act, Foreign Corrupt Practices Act,Organizational Sentencing guidelines, mail fraud, wire fraud, money laundering,conspiracy, securities violations, qui tam litigation(whistleblowers)and financial accounting crimes.

1.50

This two-day, off-campus seminar emphasizes how personal leadership style and self-awareness influences both team dynamics and performance outcomes in the context of a business simulation, during which students address strategic and operational issues.

3.00

This course provides the foundation for skills that are a prerequisite for being a successful manager and leader. Most people fail to advance in an organization because they lack the management skills necessary to function effectively in an organizational setting. The general purpose of this course is to help you acquire and practice the knowledge and skills to manage people and organizations. This knowledge is essential to those whose career goals include achieving leadership positions in an organization.

Take EMBA-610

3.00

Introduces students to operations management in the services, manufacturing and distribution industries while covering statistics and quantitative analytic tools relevant to all functional areas. Applications include: supply chain management, total quality management, forecasting, inventory planning and control, project planning and management, risk analysis, process design, and human resources issues in a global economy. Analytic tools for these applications include descriptive statistics and graphics, uncertainty assessment, inferences from samples, decision analysis and models, and regression analysis.

1.50

This course develops the basic tools for microeconomic and macroeconomic analysis with emphasis on business decision-making and the impact of economic policy on organizational performance and competitiveness with respect to global business.

3.00

This course develops skills in how to use accounting information to analyze the performance and financial condition of a company, and to facilitate decision-making, planning and budgeting, and performance appraisal in a managerial context. This course focuses on the use of accounting information - such as the financial reporting, analysis, interpretation and decision-making and downplays the preparation aspect involving accounting mechanics such as detailed journal entries and ledger preparation.

1.50

This course is designed to expose you to technologies and foundational concepts used in business analytics in today's business world. Across virtually all industries and in all business functions, business analytics represent areas of exponential growth and opportunity. In this course, you will be introduced to some of these technologies through exposure to a sequence of hands-on experiences of analytics-driven approaches to assist managerial decision making

EMBA students only

1.50

This course helps students to understand the role of information systems and technology in risk management, and data privacy and security. Students will also learn the role of information technology in enabling entrepreneurship and how to manage enterprise information technology.

Take EMBA-622, EMBA-630, and EMBA-640

3.00

Introduces the basic principles of corporate finance. The main focus of the course is on fundamental principles such as time value of money, asset valuation, and risk and return trade-off. Topics covered also include cost of capital, capital budgeting, and capital structure.

3.00

Marketing is changing -- constantly driven by dramatic technology developments, globalization, and evolving consumption values, practices, and lifestyles. This course covers marketing themes, theories, and trends that are critical for superior business performance in the 21st century. In this course, we examine current marketing theory as it is being shaped by forward-thinking academics and new developments in business practices. This course provides students with a strong foundation in marketing principles and practices.

Take EMBA-622

3.00

Focuses on using information systems (IS) and information technology (IT) for a competitive advantage. Explores the impact of IS and IT on the internal and external environments of organizations. Introduces students to the opportunities and challenges of managing IS and IT to meet the needs of business executives, managers, users, and partners. Students discuss readings and learn from technology presentations to examine decisions pertaining to selection of IS and IT intended to maximize benefits while minimizing costs and risks of implementation.

3.00

This course explores multidisciplinary analytical techniques and case analysis as strategic management tools to assist executives in successful navigation of an increasingly complex, evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace both to create and limit competitive opportunities.

EMBA students only.

3.00

The Global Travel Seminar provides students with an opportunity to be immersed into the economic environment of two of Europe's largest and most vibrant cities: Paris and London. Students will gain insights into business as practiced across borders and will link their EMBA work to hands-on experience with the strategies and operations of global companies. This highly experiential, intensive course combines classroom learning with a direct business and cultural experience. Students will work in teams on flash consulting projects for corporate clients, using their analytical skills, EMBA knowledge, and professional experience to solving real challenges and develop feasible solutions.

3.00

Conducted in Washington, D.C., this seminar provides a first hand exposure to the linkage between public and economic policy and its impact on business strategy development and execution. It includes meetings with key members of Congress, the Administration, lobbyists, the media, and other organizations that may influence policy development.

1.50

This course introduces students to the fundamentals of the global business environment and to the complexity of operating in an international setting. Managing successfully across borders requires that international business practitioners think in a multidimensional fashion and devise international strategies that take into account differences among countries (e.g., cultural, legal, political, social and economic). Upon completion of this course, students will better understand the primary international business theories applicable to companies operating globally, as well as being able to identify and analyze the relevant internationalization strategies that firms may pursue in the various national markets in which they compete.

Take EMBA-610

3.00

Students develop a multifunctional general management perspective, integrating and applying knowledge and techniques learned in the core courses of the EMBA program. Students also learn about the principal concepts, frameworks, and techniques of strategic management; develop the capacity for strategic thinking; and examine the organizational and environmental contexts in which strategic management unfolds. Students achieve these course objectives through a variety of learning activities, such as case studies, computer simulations, examinations, project reports, and experiential exercises.

3.00

Are you ready to leverage your knowledge and experience into substantial business opportunities? Are you prepared to develop a strategy and accept the inherent risk with implementing new innovation? In this capstone course, you will utilize the executive program's business opportunity foundation and executive curriculum, leveraging your experience and individual motivation to develop, pitch, and implement your personally-designed project. You will define your project, develop an implementation plan and related executive summary, leading to pitching your opportunity to your selected peer group who serve as a project stakeholder. This two-semester capstone may be directed towards your current organization or within new venture.

1.00- 3.00

This is an independent study course

1.50

Feasible opportunities can occur in existing or new business organizations. However, what is a feasible opportunity? What are the differences in identifying, planning, and executing new business opportunities within existing (corporate entrepreneurship) or new entities (new venture creation/startups)? In this course, you will begin the opportunity recognition process by understanding how creativity can generate business ideas for assessment and validation for business potential. You will validate the opportunity through business planning techniques, as well as understand the constraints created by an existing corporate culture where resources may be abundant or scarce (in the context of return on investment, corporate synergy, recognition in the marketplace, incremental and/or radical innovation potential, etc.), or where organizational structures, politics, etc. restrict or enhance the ability to launch new opportunities. For new ventures, you will validate the opportunity's ability to generate sustainable profit, growth, and capital, in a landscape where innovation and failure are prevalent.

EMBA Students Only

3.00

Across the realms of business, non-profits, & government agencies most top level managers are seeking ways to help solve the complex challenges brought on by changes in demographics, consumer sentiment, economic variability, and new technologies. Design thinking offers both processes and methods of problem solving that are proving to be very effective in solving these types of organizational challenges. This course will explore the nature of design thinking and examine how it is being used for competitive advantage. You will learn a new way of thinking about complex problem solving that results in robust solutions. The course will be both conceptual and practical with various experiential learning opportunities.

3

The seminar is designed to develop student's awareness, understanding and knowledge of managing in an international context. The format will consist of several preparatory sessions, at Suffolk and an intensive one week seminar outside the United States. Topics will include, but are not limited to, managing cultural and structural differences, geo-political-economic considerations, international human resources and strategic management issues.

1.50

Emphasizes the theory and skills of win-win negotiation. Students assess their own negotiation styles, analyze the process of negotiation and apply theory-based skills for integrative problem-solving approaches to negotiation. The course utilizes a mix of teaching tools, including readings, lectures, cases, exercises, videotapes and role-playing.

3.00

Conducted in Miami, Florida, this seminar develops and refines organizational leadership skills by combining classroom activities and a physical challenge to create an intense team experience based on integrating theory and practice.

MSF and MSFSB students only;

1.00

This is a boot camp-style course which introduces students to the basic concepts of math, statistics, accounting, and finance. Given the technical nature of modern finance, this course is designed to prepare students for the challenges of taking advanced finance courses. The course is based on lectures, problem solving, and discussion of concepts.

MBA-650 or MSF Program Director Approval

3.00

An in-depth analysis of financial statements, this course is designed to help investors and managers in their assessment of a business entity. The course focuses on the analysis and interpretation of the balance sheet, income statement, statement of cash flows, and statement of shareholder's equity. The course also focuses on forecasting the financial performance and valuation of a company by combining the analytical work with a qualitative assessment of the economy and the industry in which the firm operates.

MBA-650

3.00

Students analyze markets for financial assets, including the money market and various bond and stock markets. They learn determinants of the level and structure of interest rates, the Federal Reserve impact on markets, how financial institutions operate with respect to their sources and uses of funds, essentials of the regulatory structure of financial markets, transaction costs, and interrelations among markets.

MBA-650

3.00

This course extends the body of knowledge acquired in MBA 650. Students expand knowledge of dividend theory, capital structure theory, capital budgeting, long-term financing decisions, cash management and corporate restructuring, market efficiency, and risk and liability management.

MBA-650 or MSF Program Director Approval

3.00

Students examine markets for investment procedures, valuation models, basic analytical techniques, and factors influencing risk/return tradeoffs. This course emphasizes the professional approach to managing investment assets. A variety of investment vehicles are discussed, including stocks, bonds, options, and futures.

MBA-650

3.00

Students examine techniques and decision-making rules for the evaluation and selection of long-term investment projects by corporations and the interaction of investment and financing.

MBA-650 or MSF Program Director Approval

3.00

Students explore the pricing of options and futures contracts, the characteristics of the markets in which these contracts are traded, options and futures strategies, and the application of these contracts in the hedging of financial positions. In addition, students are exposed to swap markets and a variety of swaps.

Take MBA-650;

3.00

The course introduces students to the structure and management of international financial-services firms and methods through which financial institutions manage risk. The course discusses tools for identifying, measuring, evaluating, and managing risks, such as interest rate, credit, foreign exchange, liquidity, market, sovereign, and operational risk. The course also introduces key regulations and discusses important ethical issues in the financial-services industry.

MBA-650

3.00

Students are introduced to mathematical statistics and basic econometrics. They study fundamental econometric tools as well as hypothesis testing, analysis of variance, linear regressions, simultaneous equations, and models of qualitative choice.

Take FIN-808, FIN-810, and FIN-814. (FIN-814 can be taken concurrently)

3.00

Students examine financial theories, techniques, and models applied to the study of corporate financial decisions, aspects of corporate strategy, industry structure, and the functioning of capital markets.

MBA-650 or MSF Program Director Approval

3.00

This course covers corporate financial decisions in an international setting with a focus on foreign exchange management and capital budgeting.

MBA-650 or MSF Program Director Approval

3.00

This course introduces students to the history, terminology, current developments, future challenges and opportunities related to the application of technology to financial discipline. With an emphasis of case studies and guest lecture, the class will discuss algorithmic trading, predictive behavioral analysis, data-driven decision making, mobile-only services, robo advisers, machine learning, artificial intelligence, cryptocurrencies, Blockchain, RegTech, InsureTech, innovations in lending, and cybersecurity. Students will be required to complete projects based on a statistical software package.

FIN-810

3.00

Students learn theory and techniques of scientific portfolio management, including the establishment of portfolio objectives, evaluation of portfolio performance, asset allocation strategies, and the use of derivative securities in portfolio insurance.

MBA-650 or MSF Program Director Approval

3.00

The foundation of most of modern financial models and theories are based on neoclassical economists' assumption that most economic agents are rational decision makers. Behavioral finance recognizes that our cognitive biases and errors along with our individuality are not always consistent with the rationality assumption and utility maximization. This course will examine the implications of human psychology, emotions and biases on financial decision-making process as well as potential impact on the overall financial markets.

Take MBA-650

3.00

The nature, techniques, and problems of business forecasting. Covers indicators of business activity, short-run econometrics forecasting models, and the construction of aggregate forecasts as well as forecasts of major economic sectors. Includes long-term predictions and the application of aggregate and sector forecasts for particular industries and firms. Prerequisite: FIN 818.

Take MBA-650;

3.00

This course addresses the financial needs of private businesses, focusing on the financial motives and needs of private company owners and their advisors. The course is an opportunity to present private finance as a complement to corporate finance/public finance so as to prepare students to better serve or participate in making better financing decisions in the marketplace of privately held businesses.

MBA-650

3.00

Students analyze the main functions of investment banks such as origination, syndication, and distribution of security issues. They examine pricing of new issues and secondary offerings by investment banks, mergers and acquisitions, leveraged buyouts, valuation of closely held companies, and restructuring of distressed companies. The role of investment bankers in restructuring industry and financing governments and ethical issues faced by investment bankers will be studied.

Take MBA-650;

3.00

Students are introduced to the language and principles of real estate. Includes an overview of decision-making in the field, with particular emphasis on investment and asset management.

MBA-650

3.00

Students develop a framework for understanding, analyzing, and valuing modern financial instruments. Students examine several types of derivative securities and their use in managing financial risk. While the interests of issuers, intermediaries, and investors will all be considered, the primary emphasis will be on the perspective of corporate financial managers and the use of modern financial technology in the creation of value for shareholders.

Take FIN-810

3.00

The course is designed to provide information on various types of fixed income securities and markets, theories and concepts of the term structure of interest rates and valuation of fixed income securities, measurement and management of risk for traditional bonds and bonds with embedded options, understanding of the role of derivatives such as mortgage-backed securities, asset-backed securities, swaps and exotic options, credit analysis and bond rating, portfolio management and performance evaluation. This course is generally offered as an intensive elective.

MBA-650

3.00

The course introduces basic corporate valuation models and shows how risk arises in firms and how managing that risk can impact the firm's valuation. It shows different ways and contracts that can be used to change the risk profile of the firm. The course will introduce methods including using derivatives to hedge, and the use of insurance and hybrid insurance contracts, and through the adjustment of the capital structure and other financial policies of the firm (dividend payout strategies, optimal compensation, etc.). Throughout the course we will use various risk metrics to demonstrate the impact the risk management strategy has on the firm's exposure to risk and the value that is created by undertaking the activity.

Take FIN-810;

3

Students examine fundamental equity analysis as the convergence of a number of skills such as accounting, financial, and strategic analysis with detective work and experience. Students practice communicating and defending an argument, use a business analysis framework that helps tie together strategy and finance, practice model building and practical approach to profitability in the markets.

Take MBA-650

3.00

This course provides introduction to quantitative business analytics methods and their applications in credit risk analysis. It covers the steps involved in building, testing, and validating various credit risk models, as currently practiced in modern lending financial institutions. The course delves both into the theoretical and the practical aspects of each particular class of models, and emphasizes hands-on application of analytical tools and construction of models. Integral part of the course is the development and improvement of business analytics skills through projects using firm-, industry-, and macroeconomic data. The projects involve data preparation, analysis, and visualization, as well as result interpretation and communication. The primary computing tool for the course is R, which is widely used for data analysis in the corporate world, and is growing in popularity.

Complete two of the following courses: FIN-750 FIN-613 FIN-805 FIN-713

3.00

MSF Thesis work

MBA-650

3.00

An in-depth analysis of timely special issues in the field of finance. Specific topics are announced when the course is scheduled.

Instructor's approval required

3.00

A student-initiated directed study project, generally for three credit hours and completed within one quarter or semester. The student and faculty advisor must concur on a written proposal and final report, and the proposal must be approved by the Office of the Dean prior to registration.

MBA-650 and Instructor's approval. Limited to MSF students only.

3.00

Provides a hands-on, practical learning opportunity for a student-initiated experience at a domestic or international organization. Students work closely with the MSF advisor and a faculty advisor regarding career-related learning outcomes. Over the course of a semester, students collaborate with their corporate internship supervisor and complete projects related to the field of finance. Offered every semester.

FNEC 700 or MBA 730 OR MBA-630

3

Students examine the conflicts, constraints, opportunities, and economic and non-economic issues facing managers/organizations interested or engaged in international trade. Special attention will be given to the basis for trade, current trade disputes between the US and other countries, issues of international competitiveness, and the decision process for exportation versus on-site production through foreign direct investment.

3.00

This course explores the origins, components, organization, and operation of the U.S. health system. It prepares students for subsequent healthcare administration courses that delve more deeply into key aspects of the health system. Topics include major current health and health system issues; the history and trends underlying those issues; and the organizations, professions, laws and policies, patients and consumers, payers and other aspects of the health system. Learning activities focus on the relationships among the many parts of the health system.

3.00

Develops foundational evidence-based management skills and initiates the professional self-development work that students undertake throughout the MHA Program. This course covers applied research methods and statistical tools as it develops students' skills at identifying, collecting, analyzing and interpreting data. Students engage in hands-on data collection, statistical analysis and interpretation of results. Professional development work includes self-assessments, clarification of career aims, and connecting with resources available to healthcare management professionals.

3.00

Builds essential accounting and financial management skills for healthcare managers. Topics include income statements, balance sheets, and interpretation and analysis of financial statements, as well as the implications of assuming financial risk. The course also covers the revenue cycle, financial information systems, and the use of financial information for decision-making. Focused attention is given to managerial accounting, cost allocation, budgeting and variance analysis, as well as ethical and legal perspectives.

HLTH-705 (or HLTH-701)

3.00

Builds on Health Systems I: Healthcare in the U.S. by examining the system through the lenses of economics, law, and policy. In order for students to be better prepared to help their organizations adapt effectively to opportunities and constraints presented by the environments in which they operate, they must be able to analyze and evaluate current and evolving healthcare markets, laws and public policies, payment methods, mechanisms for bearing and sharing financial risk, and their impact on healthcare business models and organizational models.

MHA and MSBA students only. HLTH-705 (or HLTH-701) and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604).

3.00

Introduces students to concepts, analytic tools, and techniques in operations management, including project management, process documentation and analysis, process improvement tools, Lean Six Sigma methodology, queuing theory, forecasting, Theory of Constraints, and supply chain management. Students will understand patient flow and will learn to measure and compare productivity between departments and healthcare organizations, to map processes and identify improvement opportunities, and to apply quantitative methods for optimal managerial decisions. The course builds on the "Evidence-Based Healthcare Management" foundation course. Class exercises, applied concept assignments, and other learning tools enable students to understand ways to improve the effectiveness and efficiency of healthcare organizations.

3.00

Develops students' knowledge and skills to enable them to engage more effectively with the human side of healthcare organizations. The course examines forces that shape healthcare organizations, and it draws on management theory and practice to explore topics including: governance and control; strategy; organizational structures, tasks and positions; culture and ethics; teamwork; communication; planning; decision making and problem solving; and managing people and performance in clinical and support services. The course also covers operational aspects of human resources planning and management, including recruiting, retaining and managing human resources; cultural competence and diversity management.

3.00

Introduces students to a wide range of current innovations as well as innovations that are expected in the future. The course builds students' skills to anticipate, adopt and manage innovation in healthcare. It covers innovation in the organization and delivery of healthcare services as well as in the pharmaceuticals, biotechnology, medical devices, and healthcare information technology. In particular, the course explores how innovation happens -- i.e., how players across the healthcare industry create, identify, pursue, and support or impede opportunities for innovation.

HLTH-705 (or HLTH-701), and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604)

3.00

The "production" of healthcare is a service of significant personal and social consequence and the quality of that service is high on the agenda of every healthcare leader. A number of trends in the industry are interacting to provide both new challenges and new opportunities for managers in the areas of healthcare quality, patient safety and patient experience. Among those trends are new ways of organizing and delivering services, new technologies, the growth of consumerism and patient-centered care, and new standards and expectations. This course builds on Foundation and Core Level 1 courses as it focuses on the complexities and processes of assuring quality performance in healthcare organizations. Among the topics covered in this course are: creating a culture of safety; establishing and sustaining organizational alignment; quality/safety implications for accreditation and regulatory compliance; and measuring and improving the patient experience.

HLTH-705 (or HLTH-701)

3.00

This course prepares students to plan, lead, manage and improve primary care and other ambulatory patient care services ("APC") toward achieving the "Triple Aim" of better population health, better patient care and lower cost. The course covers a range of APC services including physician practices, community health centers, ambulatory surgery, retail clinics, behavioral health and dental care. Students who complete the course will be able to understand and analyze: key structures and processes of APC services and their effects on the Triple Aim; key APC contexts including regulatory, reimbursement, technological and professional; and important industry trends related to APC. Specific topics include organizational structure and governance; workforce and staffing; facilities and licensure; emerging business models; performance measurement; relationship between primary care and public health; and emerging practice models including the patient-centered medical home.

HLTH-810 (or HLTH-831)

3.00

Builds student competencies in the improvement and assurance of the quality and safety of healthcare services. This course builds on the principles, concepts, tools, and analytic methods addressed in the pre-requisite Core II course, HLTH-810. Among the topics explored are: creating a culture of safety; establishing and sustaining organizational alignment; quality/safety implications for accreditation and regulatory compliance; measuring and improving the patient experience; mistake-proofing the design process; and principles and strategies to improve reliability. The course will provide the foundation for students to conduct a sophisticated performance improvement project by learning how to classify medical errors, establish cutting-edge concepts in leadership and teamwork, and apply reliability principles to performance improvement in complex systems.

HLTH-705 (or HLTH-701)

3.00

This course revisits the health system as a diverse set of public and private entities working together to build and sustain health at the community and population levels. It prepares students to be boundary-spanners within that system and to plan and manage services that optimize community and population health. The traditional "caring and curing" mission of healthcare delivery organizations is expanding toward prevention, wellness, and population health. As a result, interdependencies are growing among healthcare service delivery organizations, other community-based services and public health agencies. Topics covered in this course include both the traditional and emerging roles of public health professionals and agencies (e.g., research, surveillance, prevention, education, behavior change, seeking healthier living conditions); community health entities including community health centers, accountable communities for health and community-integrated health systems; measurement of and responses to environmental and social determinants of health; movement and reporting of health data and information moving across organizational and sectoral boundaries; collaborative initiatives such as primary care public health integration and learning health systems that crosses public-private boundaries.

Take HLTH-705

1.00- 3.00

This is a student-initiated directed study project. The student and faculty advisor must concur on a written proposal and final report, and the project must be approved by the Dean of Academic Affairs prior to registration.

HLTH-705 (or HLTH-701); and HLTH-707 (or HLTH-812)

0.00- 3.00

The internship enables students to learn about important aspects of healthcare by working in a healthcare organization. It is intended for students who do not have professional experience in the U.S. healthcare system as well as students who already work in healthcare and seek to gain exposure to other areas of the system. For all students, the internship provides networking opportunities for future career development. The internship requires each student to: work with a healthcare faculty member to identify opportunities and secure an internship in a healthcare organization; complete 400 hours of supervised work in that healthcare organization; attend classes to examine relevant aspects of the internship; and report on the lessons learned from the internship and how they could be applied in the student's future professional endeavors.

Complete 39 credits of MHA courses

3.00

The MHA capstone integrates information, concepts and tools from across the curriculum. Each student develops a strategic or operational plan for a healthcare organization or conducts a research project on a healthcare organization or a strategic or operational issue of particular interest. The student must conduct the planning or research from multiple perspectives, including financial, operational, human resources and community health, within a larger strategic assessment of the environment. Fundamentally, this course enables students to apply the aspects of strategic management to diagnose organizational circumstances and develop strategies for "what to do next."

HLTH-705 (or HLTH-701), and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604)

3.00

Introduces students to the new science of analytics in the context of the health and healthcare sectors. Building on the "Evidence-Based Healthcare Management" Foundation course, this course further develops students'competencies in seeking and analyzing data, and presenting findings. Analytics drives innovative solutions through its use of data science, information technology, and deep knowledge of a particular industry sector. This course focuses on applications in population health, community health, business intelligence, and behavior change. Students will have establish competency in obtaining information from multiple data sources, analyzing metrics, applying analytic tools, using systems thinking to frame and solve problems, evaluating the pros and cons of various analytics approaches, and creating solutions through the use of case narratives, use cases, and client presentations.

HLTH-705 (or HLTH-701) and HLTH-707 (or HLTH-812)

3.00

The success of any healthcare organization depends on the ability of its leaders and managers to continuously identify, evaluate and address the key issues facing the organization. Innovations in technology, products, practices, and organization, which are continuously reshaping healthcare, are among the most important issues. This course introduces students to these types of innovations, as part of the larger healthcare environment, and integrates them into the larger framework of strategic management of healthcare organizations. The course explores the essential elements of strategic management: systems thinking, strategic analysis, and strategy development and implementation. Using healthcare industry publications and provocative case studies, students conduct assessments of external trends, assumptions and implications; identify and assess organizational opportunities and challenges as well as strengths and weaknesses; identify strategic and operational issues; and review and develop strategies and actions to address the issues and achieve success.

3.00

England, as part of the United Kingdom, has a nationalized healthcare system. Given that it leads the systems in other countries on many aspects of care delivery and health outcomes, there is an advantage for healthcare administrators and policymakers in the U.S. to have exposure to this system for what they might learn and apply to improve our own healthcare system. Therefore, the purpose of this global travel seminar is to enable students to explore and answer one overarching question: What can we learn from the healthcare system in England that will enable us to better understand and make needed improvements to the healthcare system in the U.S.? At the macro level, students will learn about and analyze such features of the healthcare system in England as government ownership of healthcare delivery organizations, near-universal insurance coverage, allocation of resources according to national and regional budgets, and reforms to address serious quality and safety deficiencies. At the micro level, students will visit healthcare delivery organizations and meet with healthcare providers, managers and policy makers to get a close look at the realities of the healthcare system, including quality improvement and cost containment initiatives. By the end of this course, students will also understand how the healthcare system in England compares on key dimensions with the healthcare system in the U.S.

3.00

This course introduces students to the concepts and applications of data analytics on large data sets for managerial decision-making. Students will learn foundation skills needed to extract valuable information out of data, including various descriptive, predictive and prescriptive analytics techniques using SAS Base as the Analytic tool. Student develop knowledge of data visualization and interpretation coupled with conveying data, results and insights. Issues on data acquisition, storage and management internal and external of a SAS Base framework will be discussed. This course will provide the much-needed coding skills highly sought after by many companies seeking to employ students from our university.

3.00

This course is introductory to use Python for business analytics, intended for students with little or no programming experience. Students will learn how to program with Python and how to use it in conjunction with scientific computing modules and libraries to compute, analyze, and visualize data to make analytics-driven decisions in finance, operations, marketing, accounting, and management. By the end of this course, students will have confidence and understanding of how to program in Python, know how to create and manipulate arrays using numpy library, know how to use pandas library to create and analyze data sets, know how to use matplotlib and seaborn libraries to create beautiful data visualization, and have an understanding of scikit-learn for data analytics.

3.00

Analyzes various real world business problems and explores the full scope of MS Excel's formulas, functions and features to create data models and present solutions. Students analyze data, design custom charts, graphs, PivotTables and Pivot charts, create three-dimensional workbooks, build links between files and endow worksheets with decision-making capabilities. Students conduct What-If Analysis, utilizing Scenario Manager, Solver, Data Tables and Goal Seek. This course provides the skills necessary to pass the Microsoft Office Specialist Certification in Excel.

MBA-670 or MBA-730

3

Covers the concepts, techniques and tools used in the analysis, design and implementation of information systems to analyze and solve business problems. Fundamental information systems concepts, a systems life cycle approach and various systems analysis tools are used to design an optimal solution to solve business problems. A variety of tools will be used including lectures, cases, assignments and a project involving the design, analysis and prototyping of an information system. From the initial project scope and definition of system requirements, database schema, application architecture and GUI, the student uses industry standard templates to prepare a real life case study. Additionally, the course focuses upon using Object Oriented analysis and design techniques including the UML.

3

Introduces the importance of information as an organizational resource, role of big data in organizations, and the application of tools to provide high quality information. Students will be able to select the most appropriate data management tool (e.g., SQL vs. non-SQL databases) to business scenarios. Develops the skills needed to succeed in today's big data environment through the application of data management techniques, cases and exercises. Students will become proficient in designing databases using entity relationship modeling and normalization, in building and querying databases of various sizes with Access and SQL (an industry standard), preparing high quality data and applying data visualizing techniques. Students will complete a series of business-oriented hands-on exercises, prepare cases, and complete projects on database design and big data.

This course was formerly ISOM-815

3.00

Introduces the importance of information as an organizational resource, role of big data in organizations, and the application of tools to provide high quality information. Students will be able to select the most appropriate data management tool (e.g., SQL vs. non-SQL databases) to business scenarios. Develops the skills needed to succeed in today's big data environment through the application of data management techniques, cases and exercises. Students will become proficient in designing databases using entity relationship modeling and normalization, in building and querying databases of various sizes with Access and SQL (an industry standard), preparing high quality data and applying data visualizing techniques. Students will complete a series of business-oriented hands-on exercises, prepare cases, and complete projects on database design and big data.

3.00

Provides students with an understanding of the nature of enterprise integration and enterprise software, business process reengineering, the implementation within organizations, and strategies for maximizing benefits from enterprise systems. To manage complex business processes in today's multi-national, wired and wireless world, firms need integrated software packages to manage their global business. Enterprise Resource Planning (ERP) systems are used to support a wide range of business functions for all companies across industries. With ERP systems, business managers are able to make decisions with accurate, consistent, and current data. Intensive lab projects on the SAP ERP System with real life business scenarios are utilized to reinforce understanding of enterprise systems functionality and business process concepts.

3.00

This course teaches students how to build and maintain data warehouses, and how to analyze and use this data as a source for business intelligence and competitive advantage. Students study data mining concepts, Big Data environments and analytics, and the use of analytics tools and methods for producing business knowledge. Topics include extraction, transformation and loading; decision support systems; text, web and data mining models as well as data presentation/visualization including dashboards, scorecards and various charts. Students build a data warehouse and practice the extraction and transformation process used to produce high quality data warehouses. Students will also experience Big Data storage and processing of Big Data. Students will use tools such as MS Excel, Tableau, Hadoop, Hive, Pig, Spark, and SAP Business Warehouse.

3

Provides students with an understanding of the nature of enterprise integration and enterprise software, business process reengineering, the implementation within organizations, and strategies for maximizing benefits from enterprise systems. To manage complex business processes in today's multi-national, wired and wireless world, firms need integrated software packages to manage their global business. Enterprise Resource Planning (ERP) systems are used to support a wide range of business functions for all companies across industries. With ERP systems, business managers are able to make decisions with accurate, consistent, and current data. Intensive lab projects on the SAP ERP System with real life business scenarios are utilized to reinforce understanding of enterprise systems functionality and business process concepts.

ISOM-821

3.00

To prepare the students for the real data world workforce, this course will deliver more advance tools for Data Management. Students, who already have the SQL skills within a SQL Server database platform, will become proficient in database development using Stored Procedures, Data Functions and Cursor processing. Next on the curriculum, is a tool to Extract, Transform and Load (ETL) the data from multiple sources and store it in a target database. In this course, we will use the ETL tool, SQL Server Integration Services (SSIS). Finally, the student will get an introduction into the design and development of data cubes using SQL Server Analysis Services. Students will complete a series of business-oriented hands-on exercises and projects on database development, data movement and data cubes.

3.00

Predictive analytics make predictions about unknown future events. It is crucial for companies to ask the right questions, perform rigorous analysis, and take actions that will result in the most desirable outcomes. This course develops students' capability in applying the core concepts and techniques of predictive analytics to identify opportunity, recognize patterns, predict outcomes, and recommend optimal actions within the context of organizational decision-making. Topics include: business analytics life cycle, data pre- processing, linear and nonlinear regression, tree-based methods, model assessment and selection, and resampling methods.

Take ISOM-835

3.00

This course is built upon the predictive modeling course and covers a broad collect of data mining and business analytics techniques, including estimation, classification, clustering analysis, network analysis, association rule mining, text mining, etc. It focuses on turning data into business insights and eventually use data and analytics to create business value. The course takes a holistic approach of business analytics, starting from identifying and defining business questions, evaluating data quality, cleaning and preparing data to selecting models, interpreting outcomes, and communicating analysis and results to technical and management audiences. Students also are reinforced in their familiarity of data ethics framework, communicating analytics results, and the implementation of analytics in business. Throughout the course, students are involved in hands-on analysis using large sets of real data from a variety of industries. Students are expected to complete a analytics consulting project with an industry client and a formal presentation of the project.

3.00

Introduces the fundamental principles of information and big data security. Security vulnerabilities, threats and risks will be analyzed. Common types of computer attacks and counter-attacks will be identified. Security technologies such as biometrics, firewalls, intrusion detection systems and cryptography systems will be applied in conjunction with human based safeguards. Business continuity and disaster recovery planning will be covered. Students will then learn how to design and build a layered security defense combining several of the above controls to address the different challenges to data security. The managerial concerns of security and privacy of information will be stressed including the legal and privacy issues. Best practices for planning and auditing security and privacy will then be covered.

3.00

Introduces business intelligence and data analytics. Business intelligence and data analytics help organizations in strategic and operational decision making by improving performance management, optimizing customer relations, monitoring business activity, and improving decision support. On a macro-level, the class will discuss business cases for the adoption of business intelligence and data analytics. We will discuss technologies and processes for gathering, storing, accessing, and analyzing data to provide users with better insights and business decisions. On a micro-level, students will use a variety of tools to build their skills in analyzing data to solve business problems. In summary, this course provides a conceptual understanding of business data resources and the development of capabilities for data preparation, warehousing, selection, description, mining, interpretation, visualization, communication, and innovation.

3.00

Introduces the fundamental principles and concepts for effective management of supply chains via performance drivers such as procurement, facilities, inventory, transportation, and pricing. No company can do better than its supply chain, a complex network of organizations that collaboratively manage transformation processes to deliver products/services to customers. Managing a supply chain is a tremendous challenge for most firms which, paradoxically, can also be a crucial source of competitive advantage. This "how-to" course also offers hands-on familiarity with analytical models, data analysis, and interpretation from which supply chain managers can gain deep insights.

3.00

Introduces the basic principles, tools and technique of the Project Management Life Cycle with practical real-life examples and scenarios. The basic concepts will be studied within the framework of the Project Management Book of Knowledge (PMBOK (R)Guide) guidelines set forth by the Project Management Institute (PMI). Other project management framework will be described though not in detail. The course will attempt to help students understand the relationship between good project management and successful software management, development and implementation, and the best practices at each stage of project planning, execution, control and closure. The course will also help build skills to research, analyze and report project management case studies that illustrate the topics covered in this course. PMP(R) and (PMBOK(R)Guide) are registered marks of the Project Management Institute, Inc.

Instructor Permission

3.00

This elective course option involves a student initiated written proposal to a willing and appropriate full-time faculty member for a directed study project. The project should be completed during one semester. The faculty member and student must concur on a written proposal, final project and grading criteria. Approval by the Department Chair and the Dean is necessary before registration.

Approval of the student's Program Director and ISOM Department chair required.

0.00- 3.00

Provides a hands-on, practical learning opportunity for a student-initiated experience at a domestic or international organization. Students work closely with the department chair and faculty advisor regarding career-related learning outcomes. Over the course of a semester, students collaborate with their corporate internship supervisor and complete projects in either information systems, operations management, or business analytics. A final written report and presentation are mandatory if this course is taken for credit. Offered every semester.

3

This course explores human behavior and the overall functioning of organizational structures on three levels: the individual, the group, and the organization. Theoretical bases of behavior are used to provide understanding of people's attitudes, motives, and behaviors in group and organizational settings as they relate to leadership, motivation, power, perceptions, group dynamics, communication, diversity, organizational culture, and decision making.

1.50

This course introduces the basic tools and concepts of microeconomics (2 classes) for supply and demand analysis; for consumer market behavior; and for production, cost, and pricing decisions in different market structures. Greater emphasis (4 to 5 classes) in the course is on the macroeconomic topics of national economic performance, the economic role of government and fiscal and monetary policy, and the banking and financial system in the current economic environment. The course is intended for MBA students who have no recent academic background in economics.

3

Introduces students to operations management in the services, manufacturing and distribution industries while covering statistics and quantitative analytic tools relevant to all functional areas. Applications include: supply chain management, total quality management, forecasting, inventory planning and control, project planning and management, risk analysis, process design, and human resources issues in a global economy. Analytic tools for these applications include descriptive statistics and graphics, uncertainty assessment, inferences from samples, decision analysis and models, and regression analysis.

1.50

This course emphasizes the importance of basic concepts in probability and statistics for managerial decision making with a strong emphasis on practical application. Students will learn basic data analysis, random variables and probability distributions, sampling distributions, interval estimation, hypothesis testing and regression. MS Excel will be used throughout the course. Numerous examples are chosen from quality control applications, finance, marketing and Management to illustrate the managerial value of applying sound statistical techniques to the analysis of operational data.

3

This course develops the basic tools for microeconomic and macroeconomic analysis with emphasis on business decision-making and the impact of economic policy on organizational performance and competitiveness with respect to global business.

MBA-625 or SBS-604 or ISOM-631 (may be taken concurrently)

3.00

This course provides students with Operations Management concepts, techniques, and tools to design, analyze, and improve operational capabilities in any organization. Students will understand and analyze common OM decisions on managing inputs (materials, information, finances, and human resources) and processes to deliver desirable outcomes to customers. Topics covered include operations strategy, process analysis, quality management and lean operations, capacity analysis, inventory management, product development, supply chain management, project management, revenue management and pricing, decision analysis, and forecasting. Software tools used may include MS Excel, MS Visio, and MS Project. This course will contain experiential learning components related to Boston's world-class industries, which may include guest lectures, simulation exercises, and/or visits to local organizations.

3.00

This course deals with the structure and information content of the three principal financial statements of profit-directed companies, namely the income statement, balance sheet, and statement of cash flows. It develops skill in using accounting information to analyze the performance and financial condition of a company, and to facilitate decision making, planning and budgeting, and performance appraisal in a managerial context. This course also contains an experiential component by offering guided inquiry and real company cases.

1 course from each of the following groups: MBA-615 or SBS-603; MBA-625, SBS-604, or ISOM-631; MBA-640 or ACCT-800; These courses may be taken prior to or concurrently with MBA-650.

3.00

This course introduces the basic principles of corporate finance. The main focus is on fundamental principles such as time value of money, asset valuation, and risk and return tradeoff. Topics to be covered also include cost of capital, capital budgeting, and capital structure.

3.00

At its core, marketing is about providing consumer value. The practice of doing this is changing constantly-driven by rapid and far-reaching changes in technology; globalization; and the evolution of consumer values, practices, and lifestyles. This course will present themes, theories, and trends that are critical for: 1. understanding the business of creating, capturing and sustaining value; 2. introducing students to the global, consumer, and technological realities of marketing in the 21st Century; and 3. providing students with a sound foundation to explore marketing in further depth in upper-level elective courses. This course also contains an experiential component. .

3

Focuses on using information systems (IS) and information technology (IT) for a competitive advantage. Explores the impact of IS and IT on the internal and external environments of organizations. Introduces students to the opportunities and challenges of managing IS and IT to meet the needs of business executives, managers, users, and partners. Students discuss readings and learn from technology presentations to examine decisions pertaining to selection of IS and IT intended to maximize benefits while minimizing costs and risks of implementation.

3

Uses multidisciplinary analytical techniques and case analysis as strategic management tools to assist executives. Surveys the increasingly complex,evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace both to create and limit competitive opportunities.

MBA students only

1.00

This course teaches students ethical frameworks to lead and manage organizations that go beyond the standard legal compliance and risk management approaches, and that embrace the more inclusive principles of sustainability and corporate responsibility. This course will set forth the fundamentals of managerial ethics and will prepare students for the complex, multilevel managerial and leadership integrity challenges that corporations face today.

MBA students only

3.00

This first-semester MBA course introduces students to the topic of world-class clusters as a multi-level phenomenon. Beginning from the macro level of analysis and proceeding to the micro level, the course covers a panoply of concepts and frameworks for understanding why world-class clusters emerge at specific locations in the first place and then regularly succeed in transforming themselves to keep up with and even lead the pace of change in their respective industries. In the group projects that they conduct for this course, students are expected to emulate the characteristics of high-powered teams found in world-class clusters: the course thus begins with conceptual understanding of world-class clusters and then proceeds to have students emulate the behavior that can be observed in world-class clusters.

3

This course teaches students three essential ingredients of Collaboration: Ethical Decision Making, How We Work Together, and Managing Projects. Ethical decisions are key to a company's success, its reputation, value, profitability, strategy, morale, and ability to recruit talent. Workplace behavior matters and will be examined from the perspective of leadership, critical conversations, decision making and teams. Project management is important in the context of today's complex, high-pressure work environments that thrive through collaboration and the ability to make disparate groups gel and produce quickly. This course will contain experiential components relating to Boston's world-class industries.

3.00

This course teaches students critical thinking and problem solving skills in the context of two essential ingredients of collaboration: leading people and teams, and managing projects. Students will learn concepts and processes that support building and launching high performing teams that can manage complex projects efficiently and effectively. Students will collaborate experientially to solve problems facing Boston's world-class industry clusters.

3.00

This course introduces students to three essential ingredients of innovation: Entrepreneurial Thinking, Information Technology in an Age of Disruption, and Law as Framework. Entrepreneurial thinking is a critical element in the creation, growth, and sustainability of an organization. In new ventures, entrepreneurs drive innovation with limited resources and within a flat organization. Information technology, strategically selected and implemented, can provide a significant, competitive advantage. Students will survey the increasingly complex, evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace both to create and limit competitive opportunities. This course will contain experiential components, relating to Boston's world-class industries.

3.00

The Immersion course provides an opportunity for students to link their program work to hands-on experience and visits to real-life global companies. The highly experiential, intensive course combines classroom learning with a direct business and cultural experience. Students will work in teams directly for a client or several clients, solving real challenges, using their analytical skills, knowledge, and experience to develop feasible solutions. Required for all MBA students, the course will be offered globally or nationally to accommodate a variety of student needs.

Fully online MBA students only

3.00

The Experiential Intensive course provides an opportunity for students to deepen their MBA skillset using an intensive, hands-on experience. The highly experiential, intensive course combines classroom learning with a direct business experience. Students will work in teams solving real challenges, using their analytical skills, MBA knowledge, and experience to develop feasible solutions.

Take MBA-701, MBA-710, MBA-721, MBA-730, and SBS-700

1.00

This course involves synthesizing and applying the content from Values Based Decision Making through two deliverables, both of which require reflection on the MBA experience. Students will consider the external clients they have worked with in their client oriented classes and the MBA curriculum through an ethical lens. They will focus on identifying organization-based ethical issues and values, applying ethical frameworks to analyze them, and making an argument as leaders or managers for an ethical solution. This course will offer application and synthesis, taught towards the end, allowing students to creatively apply ethical perspectives to what they learned in the MBA.

MBA students only. SBS-700, MBA-701, MBA-710, MBA-615(or SBS-603), MBA-625(or SBS-604), MBA-635, MBA-640(or ACCT-800,) MBA-650, MBA-660, MBA-720(or MBA-721), MBA-730, and MBA-745(may be taken concurrently)

3.00

This course introduces students to the fundamentals of the global business environment in a way specifically relevant to innovation in world-class clusters. The course has a three-part format: 1. global business fundamentals; 2. opportunity recognition, validation and planning; and 3. experiential term group project in the elaboration of a proposed innovation. Global business fundamentals include the complexities of operating in the international economic environment, the theory and practice of trade, the global integration and local responsiveness of the multinational firm, the internationalization decision of firms, as well as the different modes of entry.

SBS-700, MBA-701, MBA-710, MBA-615(or SBS-603), MBA-625(or SBS-604), MBA-635, MBA-640(or ACCT-800,) MBA-650, MBA-660, MBA-720(or MBA-721), MBA-730, and MBA-745(may be taken concurrently)

3.00

Students engage in a variety of learning activities, such as case studies, computer simulations, examinations, project reports, and most especially, experiential exercises involving competition. Students will develop a multi-functional general management perspective. The course is designed to help students integrate and apply their knowledge and techniques learned in the core courses of the MBA program into an overall view of the firm, evaluate the environment, and speculate on the future direction of the organization. Students will also learn about the principal concepts, frameworks, and techniques of strategic management, they will develop the capacity for strategic thinking, and they will examine the organizational and environmental contexts in which strategic management unfolds. This course will make extensive use of experiential activities and projects designed to get students to experience the dynamics of competition right in the classroom.

MBA students only. SBS-700 MBA-701 MBA-710 MBA-615 MBA-625 MBA-635 MBA-640 MBA-650 MBA-660 MBA-720(or MBA-721) MBA-730 MBA-745 MBA-750 MBA-760 (MBA-745, MBA-750 and MBA-760 may be taken concurrently with MBA-770)

3.00

The final course in the MBA curriculum ties together the integral components of the four industry clusters, strategy and business fundamentals to the experience of leading change. Students experience the change process personally through a simulation. Students then apply their learning to an applied project based in one of the four clusters that is team-based, client-focused, grounded in research, and integrates MBA concepts as required with a final presentation to a live client. As part of understanding change, students will also evaluate the wider societal impacts of the business change. Finally, students reflect on their MBA program in total, revisiting their career plan and vision. This course uses multiple approaches, defining, understanding and experiencing the strategic value of change at the organizational, team, and individual levels.

All MBA core courses except MBA 670 and MBA 680 Students seeking special permission to take MBA 780 (concurrent with pre-req, above capacity, etc.) should contact the MBA Programs office at 617-573-8306

3

This course introduces the student to the fundamentals of the global business environment and the cross-cultural factors that affect management practice in this environment. Topics covered include: economic environment, free trade and regional integration, foreign direct investment, exchange rate determination and relevant government policies; the decision to go international; the multinational firm and its business functions.

All MBA core courses and MBA 780 Students seeking special permission to take MBA 800 (concurrent with pre-req, above capacity, etc.) should contact the MBA Programs office at 617-573-8306

3

In this course, students will develop a multi- functional general management perspective. Students will be required to integrate and apply knowledge and techniques learned in the core courses of the MBA program. Students will also learn about the principal concepts, frameworks, and techniques of strategic management, they will develop the capacity for strategic thinking, and they will examine the organizational and environ- mental contexts in which strategic management unfolds. Students will achieve these course objectives through a variety of learning activities, such as case studies, computer simulations, examinations, project reports, and experiential exercises.

SBS-700 and permission of MBA program director and Graduate Dean's Office.

3.00- 6.00

Students may participate in a semester long hands-on clinical experience focused directly on real world client projects in a variety of industries including but not limited to finance, bio-tech/pharmaceuticals, high-tech and healthcare. Faculty mentors will guide students through this intensive project where students are expected to rely on their own knowledge and utilize the skills they learned within the MBA providing a high level of expertise. Students will learn new frameworks for application depending on the project specifics. Students must have completed at least one semester of the MBA program and be in good academic standing.

3

In this introductory course you will learn a deliberate process of opportunity recognition. You will learn how to generate ideas that fit within your and your team's mindset, as well as your knowledge, skills and abilities intended to improve the likelihood of success. Once your opportunity is identified, you will determine its level of feasibility from the conceptual stage, industry and competitive analysis, through legal and financial risk areas," leading to a ""go or no go"" decision. Topics include the individual and team mindset\"

3.00

Corporate entrepreneurship refers to alternative approaches that existing firms use to innovatively generate new products, new services, new businesses and new business models. This course emphasizes the cultivation of each student's ability to evaluate innovations and business models for development in a corporate setting. It emphasizes various kinds of internal corporate ventures and multiple "external" collaborative approaches that include corporate venture capital investments, licensing and different types of alliances and formal joint ventures. Special emphasis will be placed on skills needed to promote and manage corporate entrepreneurship, including opportunity recognition, selling an idea, turning ideas into action, developing metrics for venture success and strategies for aligning corporate entrepreneurial projects with company strategies and growth opportunities and managing the conflicts that may arise between existing businesses and corporate entrepreneurial ventures. Students will also learn to identify the elements of an organization's culture, structure and reward and control systems that either inhibit or support the corporate entrepreneurship, and analyze how corporate entrepreneurial activities relate to a company's ability to drive innovation throughout the organization.

3.00

Do you have the confidence and business acumen to identify credible solutions and make persuasive arguments to gain the support of business stakeholders? What is your ability to see through the chaos of business problems and utilize a vision to identify real solutions to real organizations? How do we address the role of humans in a rapidly advancing technological world? Students pull together resources, information and ideas from a multitude of sources to create outcomes that have impact. Creativity and innovation skills are essential in this process to face the new reality of a rapidly changing world. By leveraging the creative mindset and building business knowledge, you will develop the tools necessary to utilize the creative mindset into actionable business solutions. You will identify, research and analyze problems more clearly, apply techniques to brainstorm uninhibited alternatives, and persuade audiences on innovative, business solutions. In the process, you will broaden your business terminology, increase your confidence and persuasiveness, and understand the value of business in leading innovation in an era of significant global change. Cannot be used towards the entrepreneurship concentration.

3

Social entrepreneurship is about applying innovative financial and operational solutions to ameliorating intractable social problems such as health care, education, poverty, climate change and human rights. This course will not only introduce you to the issues and challenges faced by social entrepreneurs the world over, but will also focus on the various business models adopted by social enterprises. The class will be case-based (2 books) with two short exams, one additional book to read, and an out of class project (individual or group--your choice).

MBA 650

3

Create a viable business plan that will determine the potential of your opportunity to your audience of management, employees, investors, financial institutions, and other potential stakeholders. In this course, you will explore your opportunity deeper in order to prepare and defend a business plan that addresses the opportunity and its effect on a startup or existing organization, all leading to risk-reward analyses that will determine the amount of capital/funding you will need and how you will finance your opportunity.

3.00

Corporations place high importance on innovation and new product development for competitiveness and profitability. Since many companies are operating in a global environment, there's a need to find ways to harness the talent of people at multiple locations. This course is designed to teach global innovation and new product development using "virtual team and connectivity" techniques involving multiple locations/countries, while equipping students with the necessary knowledge, expertise and capabilities towards this goal. This course may also be conducted with Suffolk Law School students.

3.00

Ever wonder what great breakthroughs are on the horizon to improve business thinking, processes, products, and services? If you have, this course is for you. We will learn about how businesses are using principles of design thinking and biomimicry to create entirely new ways of meeting the challenges of modern business: those are, needs to reduce costs, increase revenues, minimize waste & energy use, maximize novel approaches, & meet consumer and business needs. You may recognize the term "design thinking" if you are a follower of Apple, Inc. which has used this process in the development of all of their products and services over the past 15 years. Biomimicry principles are those that seek their inspiration from nature; after all, nature has been problem-solving for 3.8 billion years -- surely there is something to learn from this to be adapted to solving modern challenges. The course will be both conceptual and practical with various experiential learning opportunities.

3

Small businesses are confronted with situations that may have a profound impact on the success and failure of the entity. Too often, small business founders and owners do not have the macro-level understanding of the effect of their decision making process, and that of their management team and employees. Today, small business comprise more than half of all employment and are the growth engine of the next economy. In this case-driven course, you will understand the various aspects of business with a focus on established small businesses and the associated challenges of success and failure. This course will cover the challenges associated with startups, growing and turnaround situations. You will learn how to identify problems and develop solutions that confront small businesses through case analysis, presentation, and assessment where you will have the opportunity to analyze a situation as manage, owner, investor, or other stakeholders.

3.00

Over the past decade, the world of business and the environment has exploded. Beginning as an engineering-driven movement among a handful of companies during the 1980s, many firms have learned that improved environmental performance can save money and create competitive advantage. Much of the focus over the last 30 years has been on larger businesses. But now the big businesses are encouraging their small and mid-sized enterprises vendors and partners to pay attention to these concerns also. Consequently, the "greening" of Small Business is of utmost importance as many small businesses are a part of the supply chains of larger companies. And improving their performance can strengthen the business relationships of all parties by becoming cleaner, greener and sustainable businesses. This course will cover all aspects of green and sustainable business from innovation to new products to greening of the supply chain. It will cover how small and large businesses like General Electric, General Motors and others are paying attention to this very critical topic and taking actions which benefit the environment as well as their bottom lines and thus creating entrepreneurial opportunities in this growing market.

3.00

This advanced course is held in an experiential setting to help entrepreneurial-minded students, managers, etc. develop and practice their business skills working with real startups or small business under pro bono consulting arrangements. This course will be under the supervision of a faculty member, coach and advisor. Students will learn to assess client situations, develop alternatives and identify and defend solutions, at times within the client organization. This course is offered as a joint practicum with Suffolk Law School or as an independent study.

3.00

Enables a student-initiated directed study project. The student and faculty advisor must concur on a written proposal and final report. The project must be approved by the dean of academic affairs prior to registration.

3.00

This course addresses the creation of competitive advantage in a multinational firm. Topics include: analysis of the nature of globalization, the formulation and implementation of international strategy, market entry and organizational forms, and the management of global operations.

3.00

This course focuses on the institutional and policy contexts in which businesses develop global strategies. It expands the understanding of global contextual factors impacting business, in order to gain deeper local, national, and global perspectives on competition. The course pays particular attention to social and political dimensions of strategy that are an essential component for superior performance in the contemporary world but receive little consideration in standard strategic analysis, such as trade protectionism, political risks affecting foreign direct investment, the use of the law as a competitive tool, government regulation, lobbying, and corporate social responsibility.

SBS-600

3

The seminar is designed to develop student's awareness, understanding and knowledge of managing in an international context. The format will consist of several preparatory sessions, at Suffolk and an intensive one week seminar outside the United States. Topics will include, but are not limited to, managing cultural and structural differences, geo-political-economic considerations, international human resources and strategic management issues. The scheduling and the host country destination, as well as content emphasis, will vary from term to term. A maximum of two off-campus courses is permitted subject to the 30 credit residency requirement.

SBS-700, MBA-615, MBA-625, MBA-635, MBA-640, MBA-650 MBA-660, and Instructor's approval. Limited to MBA students only.

3.00

Provides a hands-on, practical learning opportunity for a student-initiated experience at a domestic or international organization. Students work closely with the MBA advisor and faculty advisor regarding career-related learning outcomes. Over the course of a semester, students collaborate with their corporate internship supervisor and complete projects in either accounting, business law and ethics, entrepreneurship, finance, international business, strategy or tax. Offered every semester.

3.00

Students learn and practice effective management skills including listening to and coaching others, time and meeting management, seeking, receiving, and delivering feedback, influencing (with or without formal authority), stimulating positivity in the workplace, and job crafting. The themes of self-awareness, professional development, and effective communication will be woven throughout the course.

3.00

This course introduces learners to the concepts of Emotional Intelligence (EI). Learners will assess their own EI, examine how their EI impacts their performance in the workplace, and develop a plan to improve their own emotional intelligence. In addition, learners will study how EI concepts are applied in organizations via their use in selection, training, management development, coaching, and performance evaluation.

MBA 610 or MBA 710

3

Students explore the nature of careers in the new economy. They learn how individual career strategy relates to the business strategy and competitiveness of employer firms. They also investigate possibilities for inter-firm career mobility and how individual enterprise, learning, and networking can influence industrial and economic prosperity.

3.00

Most employees will encounter difficult interpersonal situations at some point in their careers. This course focuses on the high costs of incivility to employee well-being and productivity. Students will reflect on their experiences, learn techniques to improve their communication skills, and experientially practice having difficult conversations. Topics such as abusive supervision, sexual harassment, and abnormal psychology will also be covered. Students will gain insight into how to cope with challenging interpersonal situations, address problematic behaviors, and develop more positive relationships in the workplace.

3.00

Matters related to diversity and inclusion are increasingly salient to business, impacting companies' mission, brand, talent management strategies, and performance. In this class, we will learn about common dynamics that occur in diverse groups and organizations; explore the power of inclusion and the challenges to leveraging it; discuss relevant current events, their impact on business, and business' responses to them; and study best practices for building diverse and inclusive companies.

3.00

This course emphasizes the theory and skills of win-win negotiation. Students assess their own negotiation styles, analyze the process of negotiation, and apply theory-based skills for integrating problem solving approaches to negotiation. The course utilizes a mix of teaching tools, including readings, lectures, cases, exercises, videotapes, and role-playing.

MBA Students not eligble for this course.

3

This course takes multiple approaches to the exploration of leadership. Emphasis is put on individual self-awareness as a critical precursor to leadership success. A wide range of activities, exercises, cases, and simulations are used to develop understanding of the dynamics of leadership. Team building, both as an activity and a topic for study, is used as the model to develop, practice, and improve individual leadership skills.

3

This course brings to light one of the most important yet vastly unmentionable topics of management: Failure. We will examine various aspects of failure from a sense making perspective at the organizational and individual levels, within emphasis on the latter. Examples of course questions include: What is failure? How do I usually handle it? Can I change if I want to? How? We will adopt an action learning pedagogical perspective so that students may enjoy the difference between mere knowing and understanding of material, on the one hand, and acting upon their understanding, on the other hand, to detect and possibly correct their frameworks for personal groundings, meaning-making, and failure handling strategies. There are no formal academic prerequisites for the course, except a desire for personal mastery and a white belt mentality.

3.00

This course introduces major and emerging topics in adult learning, talent development, and knowledge management in today's organizations. Our class will focus on strategies for building the capacity to learn and create value from knowledge- a key source of competitive advantage for individuals, teams, and organizations. Course topics will draw from research and practice in motivation, performance psychology, talent management, leadership, and organizational learning, with an emphasis on examples from knowledge-intensive organizations.

3.00

This course prepares you for the practice of consulting either within the organization or as an external consultant. Topics include: The practice of consulting, finding opportunities, managing the consulting firm, facilitating the consulting engagement including by focusing on client problems, and review of popular models and tools for problem solving.

3.00

This course is designed to provide you the tools to analyze your organization's competitive situation and develop innovative strategies and proposals that disrupt your competition and are game changers for your industry. You will also learn how to develop blue ocean strategies that create new growth opportunities and bring new customers into your industry. Next, you will learn how to assess existing business models and design business models supportive of your overall innovation-based strategy offerings. Lastly, you will learn how to access and leverage external sources of innovative ideas through the processes of open innovation, including crowd sourcing and co creation and their application in diverse industry settings.

MBA-650

3.00

This course is designed to examine the underlying theoretical foundations and practice of decisions central to corporate strategy development. Since this subject is important to scholars in strategic management, financial economics, and public policy, it is approached from an integrative, interdisciplinary perspective. Topics include: the history of merger waves in America and comparative global trends; types of mergers; merger financial and economic motives; strategic and managerial motives; acquisition processes; synergy of the diversified corporate portfolio; empirical evidence of merger success; post-merger integration; divestment; takeover defense strategies; leveraged buyouts; and public policy issues. Students will develop conceptual and analytical skills required for effective merger and divestment analysis through class lectures, selected readings, case discussions, and guest speakers.

MBA Students may not register for this course.

3.00

Students use various lenses and theories, case studies, and experiential exercises to explore human behavior within firms at three levels: the individual, the group, and the organization. This includes understanding employee and management attitudes, motives, and behaviors as they relate to workplace concepts such as leadership, motivation, power, perceptions, group dynamics, communication, culture, and decision-making.

MGT-610; MMS and GCLT students only

3.00

MGT 780 Client Consulting Capstone In this final course in the MMS curriculum students will demonstrate expertise, efficacy in leadership and management skills, and a well-rounded "sense of self" as a leader. This is achieved through two culminating projects that synthesize the concepts, principles, and practices from previous courses. Through several case studies and a real client project in a local firm, students analyze organizational and interpersonal systems and processes. Teams present and deliver to the client organization an analytical report including recommendations for a change management strategy. In addition, students develop a personal leadership philosophy and action plan that integrates models and theories of managing people, diversity, conflict, and projects with their own values, self-assessments, reflective assignments, feedback, and experiences accumulated in the degree program and workplace.

MBA Students not eligble for this course.

3.00

This course takes multiple approaches to the exploration of leadership. Emphasis is put on individual self-awareness as a critical precursor to leadership success. A wide range of activities, exercises, cases, and simulations are used to develop understanding of the dynamics of leadership. Team building, both as an activity and a topic for study, is used as the model to develop, practice, and improve individual leadership skills.

1.00- 3.00

A student proposes a directed study project, usually for three credit hours and to be completed in one semester. The student and faculty advisor must concur on a written proposal and final report, and the project must be approved by the Office of the Dean prior to registration.

Approval of the MMS Program Director or Management and Entrepreneurship Department Chair required. MBA students may not take this course.

3.00

The internship is a semester-long, hands-on, practical learning experience in a company or non-profit organization. It usually requires the equivalent of at least one day per week on site. The site cannot be a firm where the student is already employed, unless the internship is confirmed to be related to the degree, substantially differentiated from the student's current work, and sponsored by a different department or division. The internship project is described in a written proposal agreed upon by the company sponsor and sponsoring faculty member, and it includes degree-related and career-related learning outcomes. The intern completes several written reflection assignments, a final report, and a presentation.

MBA-660. MBA & Integrated Marketing students only.

3.00

In many firms, the brand or portfolio of brands has become the most valuable asset requiring strategic management in order to secure the goals of the organization. Hence, developing strong brands for markets around the world has become increasingly important in today's global economy. This objective of this course is to examine appropriate theories, models and other tools to help make branding and communication decisions for brands globally. The course presentation will combine lectures, case studies, guest speakers and a semester long, team-based project.

Take MBA-660;

3.00

This course will examine the theories and practices used to plan, organize, and control global supply chains. The approach will go beyond viewing exchange relationships from a strictly physical sense(movement of goods and services) to focus on the interaction between trading partners with different cultures and how firms are using channel strategies to gain a competitive advantage globally. Specifically, this course will explore the role that channel members play as intermediaries between the production and consumption sectors of the economy. This course will explore how channels of distribution have evolved and identify challenges that channel members will face in the globalized 21st century. Subsequently, this course will examine how channel members develop global strategies to attract consumers and also how consumers develop strategies to acquire goods and services from channel members."

MBA-660; MBA & Integrated Marketing students only.

3.00

The application of marketing principles and practices to competition in global markets. The course emphasizes the skills necessary for cross-cultural marketing.

MBA-660 (previously or concurrently)

3.00

A key to successful marketing is cracking the code of consumer behavior. The scope of this course is analyzing consumer behavior both at home and abroad, particularly contrasting the emergent markets in the East with more established Western markets. This comparison highlights issues such as the role of consumption in negotiating modernity while honoring tradition, responses of consumers to innovations, the role of social class and status in consumption, and value placed on authenticity in different cultural milieus. This course is constructed in three modules. The first focuses on the globalization of consumption, the second on the adoption and consumption of innovations, and the last on special topics in cultural and cross-cultural studies.

MBA 660

3

At the dawn of the 21st century, business and society is confronted with a confluence of factors ranging from widespread poverty," untapped business markets and issues of sustainability. The diverse sources of information that point to an uncertain future suggests that a ""business as usual"" approach has to be replaced with more proactive alternatives that address the needs of untapped markets\"

MBA-625, SBS-604, ISOM-631, OR MBA-622; AND MBA-660. MBA and Integrated Marketing students only.

3.00

This course explores the role of research in marketing decision-making, including the cost and value of information. The course uses cases and problems to explore problem definition, research design, sampling, questionnaire design, field methods, data analysis and reporting.

MBA-660

3.00

This course addresses the role of the sales manager in today's challenging business environment. As such, the course includes an understanding of direct sales, as well as all facets of sales management such as recruitment, compensation, and management of a sales force. The core of activity is lecture and case study.

MBA-660. MBA & Integrated Marketing students only.

3.00

This course is designed to provide you with both a sound theoretical and an applied approach to developing and implementing marketing strategy at multiple levels of the organization - corporate, division, strategic business unit, and product. Special emphasis will be placed on dealing with contemporary marketing issues in the highly competitive global environment. The course presentation will combine lectures, case studies, guest speakers, and a semester-long, team-based project.

Take MBA-660, MKT-810, MKT-860

3.00

SBS graduate level Global Product Innovation (GMC) offers exciting, valuable, and practical global product innovation experience with international educational and/or corporate partners. This project-based course is organized by the Suffolk Marketing Department and an overseas partner school. Teams, consisting of Suffolk Business students and students from the partner school, work on new product or service development and marketing projects targeting one or multiple international markets. The focus will be on the marketing function's input to the innovation process during the pre-launch and launch stages, covering a wide range of issues (such as global market selection, concept generation and evaluation, design and positioning, test marketing, and product launch and tracking). Students will collaborate via virtual teaming technology throughout the semester and report product or service design and marketing plan to the business clients or entering the SBS New Product Competition in the end of the semester. Through a hands-on product innovation project in the global context, students will develop an understanding of the global market dynamism, the diversity of global consumer needs and business practices, and the challenges and advantages of cross-cultural team collaboration.

SBS-604, MKT-810 and MBA-660

3.00

This course addresses the practical application of advanced digital marketing techniques. Topics include but are not limited to, advanced search engine optimization (SEO), design of search advertising campaigns across multiple digital platforms in highly competitive markets, analyzing the customer decision journey and, gleaning meaningful insights from user-generated content. Upon successful completion of this program, participants shall be able to independently apply a comprehensive set of digital analytics methodologies, to generate and interpret the actionable insights that enhances a firm's digital campaign and improve the customer experience in the digital space.

Take MBA-660

3.00

This course is aimed to understand how to formulate and formalize effective marketing strategies in a world dominated by exponential technological change, and how to understand the logics of this disruptive change. Some of the questions the course will explore are what exponential technologies are and the impact that they have on industries, customer needs and expectations, and how firms can leverage their position to take advantage of these technologies by formulating agile and proactive marketing strategies.

Take MBA-660

3.00

New technological marketing strategies are revolutionizing and disrupting the biotech business industry by using comprehensive statistical and analytical models capable of providing insightful prescriptive and predictive data powerful enough to persuade and influence the global biotechnology ecosystem. Artificial Intelligence, machine learning, neural networks, human genomic and microbiome sequencing along with nanotechnology and personalized medicine are helping biotech companies to invent new methodologies of diagnosing and treating disease. Ethically marketing life-changing therapeutics that address major sustainability issues in energy, food, and health can lead to solutions that will make our earth a safer place for current and future generations.

MBA-660

3.00

The foundational course in the digital marketing track this course focuses on the consumer of digital media and five big picture marketing strategy challenges confronting marketers in the new digital (mobile +social) marketing era. Challenge 1: Marketing to a smarter, more engaged, empowered consumer; Challenge 2: Marketing to a networked, collaborative, and more social consumer; Challenge 3: Marketing to a more distracted and fickle consumer; Challenge 4: Marketing to a unique, individual consumer; and Challenge 5: Marketing to prosumers or producer-consumers. The course takes on these big picture challenges thorough a deep engagement with and critical analysis of readings and cases. Given this focus the course demands thorough preparation for class and active engagement in the class discussion. The evaluation is assignment and project based.

3

This course covers knowledge and application of digital marketing techniques at an advanced level. Topics include but are not limited to, advanced search engine optimization (SEO), design of search advertising campaigns across multiple digital platforms in highly competitive markets, analyzing the customer decision journey and, gleaning meaningful insights from user-generated content. Upon successful completion of this program, students shall be able to independently apply a comprehensive set of digital analytics methodologies to generate and interpret actionable insights.

3.00

This course is designed to help students better understand, practice, and evaluate qualitative market research. The course introduces established and emerging research techniques which require students to actively engage in the process of conducting qualitative research (e.g., study design, data collection, analysis, reporting and storytelling). Statistical approaches including automated text analysis and content analysis are emphasized.

MKT-810 previously or concurrently

3.00

In this course, students learn how data analytics transforms businesses and industries, using examples and case studies in multiple industries and contexts. Through applied examples, the use of statistical methods such as linear regression, logistic regression, factor analysis, decision trees, cluster analysis, and optimization will be demonstrated. Students will be using the statistical software, such as SPSS and R, to explore patterns in marketing datasets and build predictive models.

Take MKIB-819, MKT-810, & MKT-860. MKT-814 and MKT-870 may be taken concurrently. MS Marketing students only.

3.00

Students apply the social science research process in a marketing consulting project to solve a problem (or explore an opportunity) for a professional client. Students will engage in study design (to include qualitative and/or quantitative methods) data collection, and data analysis. Statistical analysis tools for bivariate analyses (t-tests, ANOVA, chi-square, correlations) and multivariate analyses (regression, factor analysis, cluster analysis, conjoint analysis) will be used. Students create and deliver a professional report and presentation to the client upon completion of the project.

Take MKIB-819, MKT-810, MKT-814, MKT-860, MKT-870; MS Marketing students only

3.00

The thesis is an original research project that makes a contribution to the knowledge base of marketing. The student works individually with an advisor, a member of the Marketing faculty. The student is responsible for choosing a topic, designing the research study (may be qualitative and/or quantitative in nature), collecting and analyzing the data using statistical tools learned in the program, and writing the thesis. The faculty advisor offers guidance throughout the process and evaluates the final written research report.

MBA-660

1.00- 3.00

A student proposes a directed study project, generally for three credit hours and completed during one semester. The student and faculty advisor must concur on a written proposal and final report, and the project must be approved by the Office of the Dean prior to registration.

MKT 810 or taken an undergraduate marketing research class in the last 3 years and Instructor consent

3

The Red Sox marketing practicum takes a dynamic educational approach that requires student immersion in the sports marketing experience. This practicum is designed to complement marketing coursework by providing students with the opportunity to apply marketing skills and concepts learned in business and marketing courses. It is intended to contribute meaningfully to student's overall educational and professional preparation.

SBS-700, SBS-604 and Instructor's approval.

3.00

A semester long internship in a company, non-profit organization, or public agency in the Boston Metropolitan area, usually requiring the equivalent of at least one day per week on site. The internship project is described in a written proposal agreed upon by the company sponsor and faculty members. The intern must complete a mid-semester progress report, a final report and/or presentation.

3.00

This introductory graduate-level course provides an overview of public administration and service and serves as a basis for further advanced studies in the MPA program. This course covers the structure, functions, and process of public service organizations at various levels, including governments and nonprofit organizations. Students explore historical trends, ethical considerations, and political rationale for the present operations of public service.

3.00

This course demonstrates how issues, problems, and questions surrounding public policies, program operations, and administrative systems can be structured as hypotheses and made amendable to resolution through the application of social science research techniques. The elements of research design such as surveys, true experiments, quasi-experiments, case studies and non-experimental studies are described, as well as sampling techniques and descriptive statistics. Ethical issues related to employment of these methods in the policy making process are also explored. The course content is presented as a way to reduce managerial uncertainty regarding alternative courses of action.

3.00

This course introduces the fundamentals of budgeting, financial management, and revenue systems. Course goals include a heightened awareness of the democratic ideals and values that must inform budgeting and financial management decisions, including a commitment to ethics, transparency and accountability; an understanding of the budget process and the distinctive features of budgetary decision making; an understanding of the critical linkage between budgeting and financial management systems and the capacity of an organization to achieve its strategic goals; the ability to use the budget and financial reports as planning and management tools; knowledge of the basic principles of taxation as well as the structures and functions of federal, state, and local revenue systems. The course emphasizes knowledge and skills essential to the full range of public service careers.

3.00

Quantitative analysis introduces basic statistical techniques used to analyze and draw conclusions from citizen and client surveys; program and policy evaluations; and performance and operations data. These techniques include chi square, lambda, gamma, correlations, and analysis of variance, t test correlations, and multivariate regression. Knowledge of these statistical techniques empowers managers by giving them the ability to evaluate the work of consultants, access the policy and management of literature, and analyze data using the analytical tools available in commonly used statistical software, such as Microsoft Excel and the Statistical Package for the Social Sciences (SPSS).

3.00

This course will explore complex issues in public and non-profit human resource management (HRM) by examining policies and practices that support and enhance the value and contribution of individuals in these organizations.

3.00

Students explore small groups and organization operations, practices, behaviors, and structures. They develop techniques for maximizing efficiency and/or effectiveness; evaluation analysis; concepts and applications of Classicists; leadership; organizational development, and result-oriented management; as well as elements of reorganization, innovation and change.

3.00

Leadership is a critical ingredient of successful communities and organizations. This course develops a diagnostic framework as well as strategies and tactics to mobilize adaptive work; engage multiple government, non-profit, and business stakeholders; and build awareness and momentum for actions at all levels of government and community organizations. It introduces the catalytic model of leadership and applies it to the ethical handling of societal and organizational problems. Students' leadership competencies are reviewed and improved. This course is designed for people from diverse backgrounds with various experience in leadership roles.

3.00

Students review the basis for administrative practice. They learn legal interpretation of statutes, regulations, and proposed legislation that impact public administration and public policy.

3.00

Instructor's signature required for registration. Students examine the interrelations among the federal executive, Congressional committees, constituency groups, and federal administrative agencies in the formulation and implementation of federal policies. Also discussed are managerial functions (e.g., personnel regulations, program evaluations, and intergovernmental design). This course includes a 3-day travel seminar to Washington D.C.

3.00

Examination of patterns of intergovernmental operations and administration. Special emphasis on changing techniques of intergovernmental management and emerging patterns of intergovernmental relations. Issues such as regionalism, program mandates, and resource management will be explored.

3.00

The primary focus will be on understanding the operational and strategic leadership aspects of managing mission driven, public service organizations. Specific emphasis will be placed on nonprofit corporations, including coursework that explores the legal, structural, and operational issues that are particular to such organizations.

3.00

This is an intensive analysis of selected public policy challenges. Using a combination of case studies, theoretical writings, and real-time intelligence and reports, students discuss and compare the substance, practices, and impacts of contemporary public policy issues. Through this examination students will consider operations and methodologies used to understand and tackle public policy systems analysis. Examples are used to demonstrate how these analytical methods can be used to make more informed policy decisions and assessments. Topics for this course will vary and students may take this course more than once as long as the topic (title) is different.

3.00

This course is built on the premise that state and local government leaders have an obligation to fully develop the human resources, network relationships and physical assets available to them so as to increase the value of their organizations to the public. Through case studies, students will explore the successes and failures of state and local government leaders and their strategies in major policy arenas, such as public safety, health and welfare, education, environment and economic development. Through readings, students will examine state and local government structures and functions, political culture, and administrative reforms.

3.00

PAD 819 covers both grant seeking and grant writing. Students, individually, or in teams work with a nonprofit or government organization to develop a project idea and prepare a Master Grant Proposal and a Grant Application to be submitted to a most-likely-to-fund grant maker. Classes focus on step-by-step grant writing & grant seeking process, and the instructor also consults with student-grant writers individually and via Blackboard.

3.00

A decision-making course focusing on applying high speed information systems to support administrative and managerial functions. PMIS incorporates organizational assessments leading to purchasing computer hardware and software, office automation, and diverse communications including electronic automation, and diverse communications including electronic mail, Internet, telecommunications, and networking. Current events, professional journals and the technology presently used will be highlighted.

3.00

An introduction to the health system, its origins, its components, and how they are organized and interrelated; determinants of health and disease; the role of professions, institutions, consumers, and government; landmark legislation, and social responses to the system.

3.00

Recessions and economic stagnation, loss of economic base, and natural disasters have significant consequences for the effectiveness of governments and nonprofits, yet during times of fiscal crisis these organizations carry more responsibility as people look to these organizations for leadership and relief from hardships. This course addresses strategies to prepare for and cope with fiscal crises. Students will learn to assess economic and financial vulnerability, develop management and budget methodologies that are adaptable to changing economic conditions, and develop strategies to ensure long-term financial viability and effectiveness of governments and nonprofits.

3.00

Students develop techniques and directives related to communication processing. Both interpersonal communication and electronic information flow will be examined. Communication skills, styles, and strategies will be stressed through use of all media. Students will also analyze the theory and practice of public service marketing in relation to the administration of multiple sectors including private, public, nonprofit and health care by looking at innovative public service products and services.

3.00

Participants in this course will examine a variety of innovations that attempt to reap the benefits of diverse engagement by bringing together varied parties to forge new solutions to public service challenges. Across a variety of policy areas, practitioners have developed innovative policies and practices that engage citizens in public problem-solving, giving power to groups made up of citizens and public employees, and holding them accountable for producing and measuring results. Citizens play a critical and increasingly influential role in government decision-making and performance. As a result, leaders must understand the complexity of citizen participation and build skills for effective citizen engagement.

3.00

Students examine disability issues of health, mental health, substance abuse, special education, long-term illnesses including HIV/AIDS, sensory impairments, and early-life and end-of-life issues, including genetics.

3.00

This course reviews the history of the disability rights movements, disability laws, and court decisions including housing, employment, and transportation. Recreation/sports issues and the basics of universal design are also covered.

3.00

In this course, students study the ethical, moral, and legal dilemmas in public and private managerial operations. The gray areas of decision-making provide case studies for exploration of effective ethical practices. Management approaches to deter fraud, waste, abuse, and corrupt practices are identified as are the tools and strategies to strengthen the organizational ethic and culture in business and government. Ethical management strategies designed to improve productivity within organizations are explored.

3.00

Students learn effective approaches to leadership by examining leadership models, styles, and strategies. Emphasis is placed on the values and ethics of successful managerial leadership in public, private, and nonprofit sectors

Registration requires instructor approval

3.00

An opportunity will provided for students to research, experience, analyze, and compare public policy development and implementation in the United States, and in other nations like Dublin, Ireland, and San Juan, Puerto Rico. The course consists of classroom lectures and independent research on the Suffolk campus as well as at a university related center in another country. Students may pick their specific research topics from a variety of public policy and program subject areas. This course may be taken twice, for a maximum of 6 credits.

3.00

Workplace and labor law affects every manager's ability to achieve the goals and objectives of the organization. Ignorance of the relevant statutes and case law leads to misunderstanding, mismanagement, and substantial legal costs and controversies. This course reviews some of the more significant legal requirements associated with recruitment and selection, performance appraisal, discipline, wages and benefits, etc. Teaching method includes lecture and case analysis.

3.00

This course is designed to build financial management skills for students who wish to start or advance nonprofit management careers and for students who are likely to interact with nonprofits, through grants, contracts, or partnerships. The course focuses on the effective allocation of resources to programs which, in turn, have been designed to achieve the strategic goals of a nonprofit organization. From this point of view, financial management is not a disconnected management function, but an integral part of what managers do to fulfill as nonprofit organization's mission. Basic financial management knowledge and skills - including financial analysis, budgeting, full-cost accounting, pricing services, performance measurement, control of operations and financial reporting are taught within the context of the organization's strategic goals.

3.00

This course provides a practical framework for understanding the legal and ethical challenges continually faced by nonprofit human and social service organizations. Students learn about the various levels of legal influence, including federal, state, and city, as well as the "internal" laws of the corporation, and will explore the impact these laws can have on the day-to-day operation of the nonprofit organization. Students develop a methodology for identifying issues that can trigger a legal response and processes for best protecting their organizations, their clients, and themselves.

3.00

This course provides an in-depth look at today's philanthropic trends, patterns, and best practices in fundraising techniques.

3.00

The Moakley Entrepreneurial Practice Program is a 3 credit PAD graduate, course, designed to provide students who have professional experience, with the opportunity to design, implement and evaluate a project that is intended to improve the impact and/or effectiveness of a public service issue.

3.00

Students with no public administration work experience will be required to take PAD 859 (Internship) at admission. This is a 3-credit course that requires both class attendance and a 300-hour work requirement. If you are required to take PAD 859, it will count as one of your PAD elective. If you are interested in a career change, and you are not required to take the internship at admission, you may take PAD 859 as an elective.

3.00

Regardless of your interest or field, data is essential to public managers on a daily basis. Through readings, lectures, casework, guest speakers, and field visits, students will be immersed in both the successes and limitations of this pioneering tool that has reshaped public policy. Through course work students will mine and manipulate data to propose public policy changes that can affect a program, a community, a state, or a country of their choosing. This relevant course is designed to prepare students to be effective leaders in an ever changing world.

3.00

Linda Melconian served as a Massachusetts State Senator from 1983 to 2005 and was appointed the first woman Majority Floor Leader of the Massachusetts Senate in 1999. Previously, she served as Assistant Counsel to U.S. Speaker of the House Thomas P. O'Neill, Jr. She brings years-worth of experience and immense wisdom into all of her courses. Professor Melconian will use her years of experience working on Beacon Hill and getting things done to give students an inside look at how politics & government work at the state level. This incredibly relevant course is designed to give students the tools, connections, and knowledge they need to navigate state government in whatever career they choose.

3.00

Public Service organizations face a constantly changing environment and persisent demands for improved service and operations. In turn, public service practioners must have the knowledge, skills and abilitites to connect mission to strategy through performance improvement. The course examines the history of performance improvement intitatives, including successes and failures. The course reviews a number of relevant theories and practices that drive or connect performance and mission, including building organizational capacity to manage performance, creating a culture of performance improvement, and understanding and addressing the challenges associated with performance improvement processes, techniques and models. Lastly, the course seeks to build capacity to achieve strategic and operational outcomes through informed and institutionalized performance decision making and action.

3.00

What types of performance information should public service practioners track and use in their performance improvement systems? This course seeks to answer this question through a series of critical tasks including defining and operationalizing organizational and/or progam goals and objectives, exploring differences and the importance of inputs, outputs and outcomes, specifying key performance indicators, and reporting and communicating results. Students will learn how organizations become results oriented, while considering the intended versus unintended incentives for doing so.

3.00

In this course students will focus on a number of performance improvement techniqes and elements connect performance management to organizational and/or programmatic stakeholders. The course explores a number of dimensions to data collection analysis and visualization introducing students to important elements and those processes such as data availability limitations sampling errors to name a few. The course also examines the importance of data visualization for different audiences and the use of new technologies and social media mechanisms for sharing peroformance information.

3.00

Public service practioners are well positioned to change and enhance their programs and organizations, but doing so requires an awareness and use of recognized innovations: web-based resources for best practices and award-winning programs; as well as networking and partnering across organizations and borders to broaden and leverage professional resources. This course calls upon students to explore and help create opportunites to improve or to share innovations as a fundamental component of performance improvement. Students will look at the role of incentives to move from current practices to improve strategic and operational efforts.

Restricted to students that have completed 30 credits.

3.00

Students will integrate the substance of previous courses in order to develop a capacity for strategic management based on a personal perspective of the role of the professional manager in the policy making process. This holistic perspective is expressed in an extensive research paper that describes the leadership role of the professional manager and defines a basis for ethical action. The course features the review of research articles, the discussion of case studies, and a consideration of future trends in public and non-profit management.

3.00

When offered this course focuses upon a special topic in the field of public administration. The course may be retaken for credit when the topics differ.

1.00- 6.00

Instructor and Dean's Approval required for registration. This elective course option involves a student- initiated proposal to a willing and appropriate faculty member for a directed study project. The faculty member and student must concur on a written proposal and final report. Approval by the Office of the Dean is necessary prior to registration.

Restricted to PMP students only

0

This intensive 13-week course introduces applied project management content, experiential activities, and a capstone project design in the context of today's complex, high-pressure work environment. This course is taught in a collaborative environment with graduate students and professionals. It is uniquely designed to develop the management skills to make disparate groups gel, produce quickly, and convert strategy into action.

1

SBS 600 is the first required course in Suffolk's graduate programs. The course is based on the precepts of experiential learning. Based on the idea that people learn best by participating in meaningful activities, this course provides students with the opportunity to learn about and experience first-hand the many complexities of business and the role of top managers. To accomplish this, SBS 600 is composed of several distinct parts, including the completion of a self-assessment instrument and their own written career development plan. In the campus sections of SBS 600, students will work in small groups as they take on the roles of top managers in a hands-on behavioral simulation. In the online sections, students will conduct a 360 degree evaluation to provide feedback.

3.00

This course is required for MSA and MSF students and it is also a recommended elective for MBA students with a finance concentration. This course develops an understanding of the concepts, tools, and applications of economics at both the micro and macro level. The focus is on how economic analysis influences decision-making in the public and private sectors and how economic tools can enhance managerial effectiveness and organizational efficiency. The economic role of government and its impact on the business environment in a market economy, the factors that influence firm performance and competitiveness, and the role of financial institutions in the current economic environment are discussed throughout the course.

3.00

This course introduces students to the concepts and applications of data analytics on large data sets for managerial decision making. Students will learn foundation skills needed to extract valuable information out of data, including various descriptive and predictive analytics techniques. Students develop knowledge of data visualization and interpretation coupled with conveying data, results and insights. Issues on data acquisition, storage and management will be discussed.

1.00

SBS-700 is the first required course in Suffolk's graduate programs. The course is based on the precepts of experiential learning. Based on the idea that people learn best by participating in meaningful activities this course provides you with the opportunity to identify your strengths, interests, values, vision, and capabilities, and identify next steps to leverage your program and realize your professional goals.

0.00

SBS 888 is a zero-credit course for graduate students volunteering with the Suffolk Free Tax Preparation Clinic a tax preparation program that assists community members to complete their tax returns. Students will complete the required training and certification exams during class time before engaging in tax preparation service and for more experienced volunteers mentoring of fellow volunteers during the semester and assisting with site coordination including at least two Saturdays.

3

The biotechnology field is a large industry that continues to grow. While scientists are often the ones to start biotech companies, it is the lawyers and business people that keep the companies going. This job sector is rapidly growing and understanding how a biotechnology company is born, lives and dies will give the students a unique understanding of this business. In this class students will be asked to come up with an idea for a biotechnology company and throughout the class will build a biotech company around that idea, piece by piece. Each week we will spend the majority of the time discussing general principles of the biotechnology business. Each week some time will be spent on student projects where students work with each other and with the Professor to grow their biotech companies. The final project will be a presentation and a full report on the company that they developed during the semester.

SBS-700. International students must complete 2 academic semesters before approved. Approval of Program Director/Course Coordinator and SBS Dean of Graduate Programs required.

0.00

This internship course is for students who are working in an approved graduate level internship in a company, non-profit organization, or public agency. The internship is described in a written proposal agreed upon by the company sponsor and intern. The internship must be approved by the International Student Services Office (international students only), Program Director/Course Coordinator and SBS Dean of Graduate Programs. The internship is intended for international students who wish to participate in a practical, degree related experience. This course does not count toward a degree. International students must receive Curricular Practical Training (CPT) approval with the International Student Services Office PRIOR to beginning an internship.

3.00

This course focuses on the federal income taxation of individuals with some discussion of business entity taxation where the topics are applicable to both areas of tax law. The course explores the basic structure of individual income taxation, including gross income, exclusions, deductions, credits, the alternative minimum tax and the tax formula. The course also covers a basic introduction to the taxation of property transactions which is the focus of TAX 802. It emphasizes professional tax practice by incorporating research, professional writing and communication skills and the preparation of complex tax returns. The attainment of these essentials skills is facilitated by the routine exposure to the interpretation of statutes of the Internal Revenue Code, the review of Treasury Regulations, and the exploration of various court cases and rulings as applied to various fact patterns and case studies.

TAX-801 or approval of the MST Director

3.00

This course builds upon the basic exposure to the taxation of property transactions in TAX 801. The course explores realization and recognition issues related to the disposition of property. It includes the coverage of basis, holding period, the characterization of gains and losses, passive activity and at-risk rules, amortization, depreciation and depreciation recapture, and other current tax topics related to property transactions. It emphasizes professional tax practice by incorporating the research of complex transactions, the preparation of tax journal entries, and professional writing and communication skills. Tax planning skills are learned via the exploration of transaction structuring techniques that minimize or defer tax exposure.

3.00

Title 26 of the United States Code, otherwise known as the Internal Revenue Code, is among the most complicated area of the law to research. Statutes, regulations, and agency issuances interact to create a complicated set of legal precedents. This course covers tax research methods, including identifying and defining tax questions, locating appropriate authority, and interpreting statutes, cases, and rulings. This course will also emphasize effective oral and written communication of research findings and recommendations, and proper administration, ethics, and responsibilities of tax practice.

TAX-801 or approval of the MST Director

3.00

This course examines the concepts, principles and practices of taxation of corporations and their shareholders. The effects of taxation on corporate formation, capital structure, income tax calculation, corporate distributions to shareholders, stock redemptions, and partial and complete liquidation are covered. Tax planning and professional practice will be emphasized throughout the course via realistic tax cases and the completion of a comprehensive corporate tax return problem, including adjusting entries, work paper preparation and a tax accrual calculation. To enhance oral presentation skills students will analyze a realistic case and will present aspects of the case to the class.

TAX-801 or approval of the MST Director

3.00

This course provides an in-depth study of pass-through entities inclusive of partnerships, Subchapter S corporations, limited liability companies and other tax issues related to closely held businesses. The course covers entity selection, entity formation, allocations of income, maintenance of capital accounts, taxation of operations, transactions, contributions, distributions, mixing bowl transactions, sales of ownership interests and other current issues. The course develops procedural skills by including the examination and application of relevant Code sections, regulations, and case law. Emphasis is placed on professional tax practice by incorporating a case study which promotes the development of decision making, tax planning, technical writing and communication skills to be employed in advising clients and business partners.

TAX-801 or approval of the MST Director

3.00

This course focuses on understanding the difference between tax avoidance and tax evasion. Ethics and tax practitioner regulation will be presented and explored. Upon successful course completion, students should know and understand the laws governing practice before the IRS and how the IRS is organized and administrated. Tax deficiencies, assessments, claims for refunds, statutes of limitation and the appeal process will be explained and illustrated. Selected Code sections, regulations, Internal Revenue Manual (IRM) provisions and case law will be analyzed to understand tax practice. The Collection Process used by Revenue Officers will be described. The taxpayers' ability to make Installment Agreements or Offers in Compromise will be studied and presented. Indirect methods of accounting used by IRS Revenue Agents will be identified and examined. The course emphasizes tax practice by incorporating technical writing skills to be employed in responding to tax notice correspondence from taxing authorities. Additionally, tax practice is emphasized via the incorporation of a case study which requires an oral presentation of a written protest in defense of a taxpayer under audit.

TAX-801 and TAX-862 or approval of the MST Director

3.00

This course studies the U.S. taxation of U.S. persons with non-U.S. income and or activities, or both. The course examines foreign tax credit principles and includes hands on application of the foreign tax credit limitation rules. The course covers individuals with earned foreign income, controlled foreign corporations, and provides an overview of earnings and profits, tested income, Subpart F income and investment in U.S. property. The curriculum of the course has been revised to incorporate the substantial additions and modifications to the U.S. international tax system resulting from the Tax Cuts and Jobs Act including the Global Intangible Low Tax-Taxed Income (GILTI), Base Erosion and Anti-Abuse Tax (BEAT) and the Foreign-Derived Intangible Income (FDII). The curriculum includes foreign currency issues, an overview of income tax treaties, other current international tax issues, and addresses compliance and disclosure requirements. The course incorporates tax practice by employing a case study that allows hands on application of the course curriculum as it relates to the calculation and reporting of non-U.S. transactions and the completion of relevant tax forms.

TAX-801 or approval of the MST Director

3.00

This course strikes a balance between theoretical concepts and practical, real-world issues and covers the interrelationships between the federal and state taxation systems. The course also delves into the limitations upon the states' authority to tax which arise from U.S. Constitutional and federal law. The major types of taxes are covered which include sales and use taxes, corporate income, franchise taxes, and excise taxes. The course emphasizes a case review approach to the study of state and local taxation. Students will be exposed to current developments via the analysis of current tax cases from various states and local taxing authorities and recent U.S. Supreme Court decisions. The ability to practice in this area requires strong research skills as tax law routinely changes at the state and local level and changes in federal tax law can pose significant implications on the states' enforcement of its tax laws. In order to meet this expectation, the course focuses on professional tax practice skills development by incorporating research of current tax law and its implication as it relates to an assigned case study. The case study requires that students develop a tax planning strategy and present a recommendation based on their research findings and the overall business strategy of a given entity.

TAX-801 and TAX-862 or approval of the MST Director

3.00

This course examines the IRC corporate provisions of both tax-free and taxable acquisitions and reorganizations in relation to various acquisitive and reorganizational transactions. Topics include acquisition methods such as asset purchase, stock purchase, and contribution and acquisition combinations. Topics also covered include the continuity of enterprise and interest issues in conjunction with the tax treatment accorded a transaction, carryovers, limitations, basis, and consolidated tax returns. The course incorporates professional tax practice via the implementation of a case study approach which requires the examination of Code provisions, case law and current tax practice in devising a tax strategy that identifies the most tax advantaged acquisition or reorganization based on an assigned fact pattern, and the completion of a consolidated tax return.

TAX-801 or approval of the MST Director

3

Includes a review and analysis, from an estate planning prospective, of legal principles critical to the development of an effective dispositive plan with a primary focus on past, current and proposed Federal tax law principles (under the income, gift, and estate tax statutes) pertinent to the development of a variety of estate plans. In addition, the course includes the discussion of particular estate planning problems and techniques for the purpose of determining the most effective means of achieving the client's goals.

TAX-801 or approval of the MST Director

3.00

This course primarily focuses on the taxation of U.S. citizens and residents as it relates to estates, trusts and gift taxes. Due to recent growth in the global mobility of persons, the course also introduces tax issues surrounding the estate and gift tax burden of non-U.S. persons who are domiciled in the U.S. or who have never been domiciled in the U.S. but must be considered in U.S. estate and gift tax planning. The tax implication related to various types of trusts and their use in estate planning is also analyzed. Topics covered include, income in respect to a decedent, generation-skipping transfer taxes, the implication of administrative powers, terminations, distributable net income and other recent developments. The course emphasizes tax professional tax practice by incorporating research based on the analysis of various practical tax scenarios and the preparation of estate, gift and trust tax returns.

TAX-801 and TAX-861 or approval of the MST Director

3.00

Studies U.S. taxation of non-U.S. persons with activities in the United States. Covers source of income, business investment, and financial planning from a tax perspective for non-U.S. persons doing business in the United States. Also addresses withholding, treaty implications, and compliance and disclosure requirements.

TAX-801 or approval of the MST Director

3.00

Examines the history and evolution of the tax policy and budget process in the United States and the players in that process. Considers the issues of fairness, simplicity and efficiency in the context of the current tax system and evaluating past and current tax policy to make recommendations to craft new policy. Emphasizes the ethical dimensions involved in the tax policymaking process.

TAX-801 or approval of the MST Director

3.00

Presents the legal, economic, cash flow, tax, investment and insurance ramifications of life and death. Emphasizes tools and techniques necessary to maximize benefits generated from net worth, cash flow, and employment, and minimize the loss resulting from unforeseen contingencies, death, and retirement. Students participate in class discussions and are required to submit a written financial plan for a hypothetical client.

Take TAX-801 or receive MST Program Director approval

3.00

This course covers the tax and regulatory issues related to investment companies. The course also introduces the regulation and taxation of securities, derivatives, commodities, options, and other types of hybrid financial products. Topics introduced may include the global intangible low-taxed income, financial transactions involving mergers and acquisitions, Base Erosion Anti-Abuse Tax and the implication for across border hybrid tax planning strategies resulting from changes in tax regulations, and other current topics.

Take TAX-801 and TAX-862, or receive MST Program Director approval.

3.00

Accounting for income taxes and their financial statement impact is one of the most complex aspects of US GAAP and one of the most risky areas prone to financial misstatements and audit issues. This course covers the principals of accounting for income taxes under ASC 740. Topics include calculation of current and deferred taxes, valuation allowance, uncertain tax positions (formerly FIN 48), and issues pertaining to multinational companies including permanently reinvested earnings. The course exposes students to professional tax practice by incorporating a case assignment which includes financial statements and requires the preparation of the adjusting journal entries, the preparation of the tax footnotes to include the deferred asset/liability, the calculation of the effective tax rate, and writing of the related disclosures.

Take TAX-801 or receive MST Program Director approval

3.00

This course focuses principally upon the interface of our federal tax system with the criminal justice system. The course covers select federal tax crimes found in United States Code (U.S.C.) Title 26, including tax evasion and false returns. Additionally, a selection of federal crimes found in Title 18 is examined including conspiracy and false statements. The course also covers the legal, evidentiary, and procedural challenges presented in the investigation and prosecution of criminal tax cases.

Take TAX-801 or recieve MST Program Director approval

3.00

This course is an overview course on international tax practice with emphasis on inbound, taxation of non-U.S. domestic entities with income generated within the U.S., and outbound taxation, taxation of U.S. domestic entities with income generated outside of U.S. borders. Students gain an understanding of the concept of nexus and its implications as it relates to an entity's potential tax reporting responsibilities and tax liability within the U.S. The course introduces students to the limitations on taxing authority as it relates to foreign entities as a consequence of protections afforded under U.S. constitutional and federal law, the implications of foreign tax treaties, and the strategies employed to avoid the risk of double taxation. The course emphasizes professional tax practice by employing a case study approach in which research of international tax matters is conducted, a written analysis of the findings is prepared and recommendations are presented.

TAX-801 or approval of the MST Director

1.00- 3.00

Enables a student-initiated directed study project. The student and faculty advisor must concur on a written proposal and final report. The project must be approved by the dean of academic affairs prior to registration.

SBS-700, MBA-615, MBA-625, MBA-635, MBA-640, MBA-650 MBA-660, and Instructor's approval. Limited to MBA students only.

3

Provides a hands-on, practical learning opportunity for a student-initiated experience at a domestic or international organization. Students work closely with the MBA advisor and faculty advisor regarding career-related learning outcomes. Over the course of a semester, students collaborate with their corporate internship supervisor and complete projects in either accounting, business law and ethics, entrepreneurship, finance, international business, strategy or tax. Offered every semester.