Management, Graduate School of

H. Rao Unnava, Ph.D., Dean

Victor Stango, Ph.D., Academic Director

Brad M. Barber, Ph.D., Associate Dean

James T. Kelly, M.B.A., Assistant Dean

James Stevens, M.B.A., Senior Assistant Dean

School Office. Gallagher Hall; 530-752-7658; http://gsm.ucdavis.edu/

Faculty. http://gsm.ucdavis.edu/faculty-and-research-0

Program of Study

The hallmark of the UC Davis MBA program is its flexibility. Students are required to take ten core courses, 30 units, and 42 units of elective coursework for the 72 units required for the degree. The required core curriculum is designed to provide students foundation in the functional areas of business-accounting, economics, finance, marketing, organizational behavior, statistics, and strategy. These management disciplines are examined through the use of case studies, lectures and the analysis of a few select companies on which to base illustrations and spark discussions. As early as the first year of study, students are able to integrate elective courses into their personal curriculum.

Elective courses at the Graduate School of Management place an emphasis on real-world application of management principles through the use of executive guest speakers who present “live” case study analyses and actual “client” businesses for student projects. Many courses require team projects and emphasize managing by innovation and entrepreneurialism. These team projects develop your independent research abilities and hone your presentation skills.

Most students choose functional concentrations such as:

  • Business Analytics and Technologies
  • Entrepreneurship
  • Finance/Accounting
  • Marketing
  • Management
  • Strategy

Students must complete the Management core course requirement before enrolling in any of the following elective courses, or petition with consent of the instructor. The core courses include: 200A, 201A, 201B, 202A, 203A, 204, 205, 252, 268, 440, 440A, 440B, 440C. For a list of elective courses, see https://webapps.gsm.ucdavis.edu/Raps/courses/curriculumOverviewByProgram?program=SMBA.

Courses in MGB:

MGB 200AFinancial Accounting (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Introduction to the concepts and objectives underlying the preparation of financial statements. Topics include understanding the accounting cycle, measurement and valuation problems associated with financial statement components, consideration of the usefulness of financial statements in the analysis of a corporation's operations. (Letter.) Effective: 2009 Fall Quarter.
MGB 200BManagerial Accounting (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 200A or MGB 200A or MGP 200A. Information managers should know to be effective, including: product costing, motivating people, and differential analysis for decision making. Includes team projects and written and oral presentations. (Letter.) Effective: 2017 Fall Quarter.
MGB 201AThe Individual and Group Dynamics (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Examines basic psychological and social psychological processes shaping human behavior and applies knowledge of these processes to the following organizational problems: motivation, job design, commitment, socialization, culture, individual and group decision making, and team building. (Letter.) Effective: 2009 Fall Quarter.
MGB 201BOrganizational Strategy and Structure (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Completion of first year courses in Graduate School of Management or the equivalent. Open to MBA students only. Strategic management of organizations, including analysis of industries, firm resources and capabilities and corporate strategy. Strategy formulation, implementation and strategic decision-making. Firm and industry life cycles and change. Analysis of organizational design and structure including differentiation and integration. (Letter.) Effective: 2011 Fall Quarter.
MGB 202AMarkets and the Firm (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Examines the interaction of consumers, firms and government, and the effect this interaction has on the use of resources and firm profitability. Fundamental economic concepts such as marginal analysis, opportunity cost, pricing, and externalities are introduced and applied. (Letter.) Effective: 2009 Fall Quarter.
MGB 202BBusiness, Government, and the International Economy (3) Active
Lecture—3 hour(s). Prerequisite(s): MGB 202A or MGT 202A or MGP 202A. Examines the influence of government and international factors on business. Topics include distribution of income, business cycles, inflation and interest rates, the federal debt, monetary policy and international trade and finance. (Letter.) Effective: 2017 Fall Quarter.
MGB 203AData Analysis for Managers (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management MBA program or consent of instructor. Introduction to statistics and data analysis for managerial decision making. Descriptive statistics, principles of data collection, sampling, quality control, statistical inference. Application of data analytic methods to problems in marketing, finance, accounting, production, operations, and public policy. (Letter.) Effective: 2009 Fall Quarter.
MGB 203BForecasting and Managerial Research Methods (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 203A or MGP 203A or MGB 203A. Practical statistical methods for managerial decision making covers regression analysis, time series analysis and forecasting, design and analysis of experiments in managerial research and contingency table analysis. Application of these methods to marketing, finance, accounting, production, operations, and public policy. (Letter.) Effective: 2017 Fall Quarter.
MGB 204Marketing Management (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Analysis of market opportunities, elements of market research, development of marketing strategies, market planning and implementations, and control systems. Consumer and industrial markets, market segmentation, pricing strategies, distribution channels, promotion, and sales. (Letter.) Effective: 2009 Fall Quarter.
MGB 205Financial Theory and Policy (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Corporate financial policy and investment management. Covers capital budgeting, optimal financial structure, cost-of-capital determination, risk measurement. Develops basic valuation principles for investments with long-lived and risky cash-flows, and extends these to derivative securities, asset portfolios, investment management and hedging. (Letter.) Effective: 2010 Spring Quarter.
MGB 206Decision Making and Management Science (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management MBA program or consent of instructor. Develops decision-making and problem-solving skills in conjunction with a quantitative model-building approach. Emphasizes how structured modeling techniques, probability forecasts, simulations, and computer optimization models are used in the overall process of making decisions in an uncertain environment. (Letter.) Effective: 2009 Fall Quarter.
MGB 207Management Information Systems (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate Student or consent of instructor. Introduction to computer programming and data handling skills. Use of computer in organizations, emphasis on managerial aspects of computing. Standard and nonstandard uses of data files, centralization versus decentralization of computing, office automation, computer security. (Letter.) Effective: 2009 Fall Quarter.
MGB 215Business Law (3) Active
Lecture—3 hour(s). Prerequisite(s): Completion of administration core requirements or petition with consent of instructor. Introduction to law and legal process in the United States. Sources of law. Structure and operation of courts, federal-state relationships, fundamentals of administrative law, fundamentals of business law. (Letter.) Effective: 2009 Fall Quarter.
MGB 216Managing Professionals, Budgets, Controls and Ethics (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate standing. Performance measures, budgetary controls and ethical pressures which occur at middle management levels in service-type operations. Addresses such organizations as engineering, medical groups, law offices, management consultants. (Letter.) Effective: 2009 Fall Quarter.
MGB 220Management of Social Networks (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGB 201A. Open to MBA students only. Principles and applications of social network theory: coordinating divergent interests to create value for individuals and organizations. Emphasis on conceptual models, web-based diagnostic tools, and practical applications. (Letter.) Effective: 2009 Fall Quarter.
MGB 223Power and Influence in Management (3) Active
Seminar—3 hour(s). Prerequisite(s): MGT 201A or MGB 201A or MGP 201A; Consent of Instructor. Investigation of the bases of power in organizations and the tactics used to translate power into influence. Topics include the control of resources (including information), social psychological processes (including commitment), the construction of meaning, and ethics. (Letter.) Effective: 2017 Fall Quarter.
MGB 224Managing People in High-Performance Organizations (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 201A or MGB 201A or MGP 201A. Restricted to students in the MBA program. Strategic approach to the management of people within organization. Analyze employment systems' fit with firms' environments and strategies. Explore consequences of choices firms make in managing people—decisions as to selection, performance evaluation, compensation, and other management policies and practices. Not open to students who have taken MGT 224 or MGP 224. (Letter.) Effective: 2017 Fall Quarter.
MGB 234Pricing (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGP 203B or MGB 203B or MGT 203B); (MGT 204 or MGB 204 or MGP 204). Restricted to students in the MBA program. Combines lectures, cases and homework to teach students tools and skills necessary to analyze pricing situations, make pricing decisions, and implement them, in a systematic manner. (Letter.) Effective: 2017 Fall Quarter.
MGB 239Digital Marketing (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGB 204 or MGT 204 or MGP 204. Course equips students for a career in digital marketing and social media. Topics include online advertising, search engine optimization, interactive mktg, online privacy issues, e-commerce, social influence, social network theory, measurement of social influence, integrating social and traditional media. (Letter.) Effective: 2017 Fall Quarter.
MGB 240Management Policy and Strategy (3) Active
Lecture—3 hour(s). Prerequisite(s): First-year core courses of M.B.A. program. Examines the scope of missions, objectives strategies, policies, structures, measurements and incentives which bear on the management of an organization. Real client organizations, in the private and public sectors, are assigned to student teams as the subjects of study. (Letter.) Effective: 2009 Fall Quarter.
MGB 241New Product Development (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 204 or MGB 204 or MGP 204. Open to graduate students in the Graduate School of Management. State-of-the-art concepts and methods to enhance the effectiveness of new product development activities. Focuses on the understanding of managerial issues and acquiring the ability to solve problems. (Letter.) Effective: 2017 Fall Quarter.
MGB 242Marketing Communications (3) Active
Lecture—3 hour(s). Issues in designing a marketing communications strategy. Topics include mass and direct communications, institutional aspects of advertising, consumer behavior, evaluating ad effectiveness, determining ad budget, creative strategy, and use and abuse of promotions. (Letter.) Effective: 2009 Fall Quarter.
MGB 243Customer Relationship Management (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 204 or MGB 204 or MGP 204. Restricted to MBA students only. Customer Relationship Management (CRM) is a management approach under which marketing activities are organized and measured around customers (rather than around brands.) This approach is appealing because customers, not brands, are those who make buying decisions. (Letter.) Effective: 2017 Fall Quarter.
MGB 244New and Small Business Ventures (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 204 or MGP 204 or MGB 204. Student teams develop complete business plans for their own start-up ventures. Process includes: elevator pitch, business strategy, comprehensive bottoms-up financial projections, capital requirements, product differentiation, competitive, alliance, and go-to-market strategy development, investor presentation, and comprehensive written business plan. (Letter.) Effective: 2017 Fall Quarter.
MGB 245Business Writing (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Completion of first-year core courses at the Graduate School of Management or the equivalent. Restricted to MBA students only. Techniques for sharpening writing skills are introduced, along with grammatical structure, word choice, and punctuation. Learn to develop styles that are pitch-perfect for given situations and to think strategically about each communication challenge in a management setting. (Letter.) Effective: 2011 Fall Quarter.
MGB 246Negotiation and Team Building (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGB 205; MGB 202. Basic theory of negotiation; applies theory to process of building teams to achieve business purposes. Covers integrative and distributive strategies of claiming value, how to recognize bargaining tricks, uncovering hidden agendas, brainstorming to extend Pareto frontier. (Letter.) Effective: 2011 Fall Quarter.
MGB 247Customer Service as a Marketing Tool (3) Active
Lecture—3 hour(s). Understanding the distinct features of services, how to create value through service, methods of building strong relationships with customers, methods of measuring and building customer satisfaction, and measuring the financial impact of service improvement. (Letter.) Effective: 2009 Fall Quarter.
MGB 248Marketing Strategies (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGP 204 or MGT 204 or MGB 204). Examines process by which organizations develop strategic marketing plans. Includes definition of activities and products, marketing audits, appraising market opportunities, design of new activities and products, and organizing marketing planning function. Applications to problems in private and public sector marketing. (Letter.) Effective: 2017 Fall Quarter.
MGB 249Marketing Research (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGP 203A or MGB 203A or MGT 203A); (MGT 204 or MGB 204 or MGP 204). Course addresses the managerial issues and problems of systematically gathering and analyzing information for making private and public marketing decisions. Covers the cost and value of information, research design, information collection, measuring instruments, data analysis, and marketing research applications. (Letter.) Effective: 2017 Fall Quarter.
MGB 250Technology Competition and Strategy (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGP 203A or MGB 203A or MGT 203A). Restricted to students in the MBA program. Why is software typically so defective? Why do many firms in the IT industry give away their best products free? This course helps you analyze questions like these by modeling competition and strategy in the network, technology and information industries. (Letter.) Effective: 2017 Fall Quarter.
MGB 251Management of Innovation (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 201A or MGB 201A or MGP 201A. Managing innovative enterprise in changing and uncertain environments. Covers technology forecasting and assessment, program selection and control, financial management, regulation, and ethics. (Letter.) Effective: 2017 Fall Quarter.
MGB 252Managing for Operational Excellence (3) Active
Lecture—3 hour(s). Prerequisite(s): MGB 203A or MGP 203A or MGT 203A. Open to students in the Graduate School of Management. Explores the management of operations as applied to manufacturing as well as services provided both inside and outside the organization. Develop an understanding of how uncertainty affects planning and delivery by looking at fundamental models of operations. (Letter.) Effective: 2018 Spring Quarter.
MGB 253Corporate Social Responsibility (3) Active
Lecture—3 hour(s). Goal in this course will be to develop a thought process and approach to corporate social responsibility that students will be able to build on during their post-school leadership roles, whether as corporate executives, entrepreneurs, or NGO leaders. (Letter.) Effective: 2016 Spring Quarter.
MGB 255Entrepreneurship and Venture Investment Clinic (3) Active
Lecture—3 hour(s). Class size limited to 30 students. Provides the necessary analytical and design tools to create business ideas and refine business models based on emerging technologies. Students learn to work closely in small teams to synthesize technical, strategic, and marketing needs into designs for new ventures. (Letter.) Effective: 2016 Spring Quarter.
MGB 258Mergers and Acquisitions (3) Active
Lecture—3 hour(s). Prerequisite(s): MGB 205. Course focuses on the market for corporate acquisitions and restructuring activity. Topics include: sources of value creation; takeovers; anti-takeover provisions; bidding strategies; use of leverage in buyouts; regulatory risk and hurdles; and, valuation approaches for highly leveraged transactions. (Letter.) Effective: 2015 Spring Quarter.
MGB 259Banking and the Financial System (3) Active
Lecture—3 hour(s). Prerequisite(s): MGP 205 or MGT 205; Consent of Instructor. Analyzes the role of financial markets and institutions in allocating capital. Focuses on: bank lending; debt securities; financial market innovations; regulation; functions of commercial banks and other financial intermediaries. Utilizes case studies. (Letter.) Effective: 2016 Spring Quarter.
MGB 260Corporate Finance (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 200A or MGB 200A or MGP 200A); (MGP 202A or MGB 202A or MGT 202A); (MGT 205 or MGB 205 or MGP 205). Focuses on planning, acquiring, and managing a company's financial resources. Includes discussion of financial aspects of mergers and other forms of reorganization; analysis of investment, financial, and dividend policy; and theories of optimal capital structure. (Letter.) Effective: 2017 Fall Quarter.
MGB 261Investment Analysis (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 203A or MGB 203A or MGP 203A); (MGP 205 or MGT 205 or MGB 205). Examines asset pricing theories and relevant evidence, including the investment performance of stocks and bonds. Topics include the efficiency of markets, domestic and international portfolio diversification, factors influencing the value of stocks and other investments, and portfolio management and performance. (Letter.) Effective: 2017 Fall Quarter.
MGB 262Money and Security Markets (3) Active
Lecture—3 hour(s). Examines how money and securities markets are organized; how public agencies, businesses, others obtain and invest funds in those markets. Relationship between interest rates, monetary policy, government's role in improving capital markets, approaches to assessing changes in regulation of specific markets. (Letter.) Effective: 2009 Fall Quarter.
MGB 263Derivative Securities (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): (MGT 203A or MGB 203A or MGP 203A); (MGP 205 or MGT 205 or MGB 205). Open to students enrolled in the MBA program. Behavior of options, futures, and other derivative securities markets and how public agencies, business and others use those markets. Trading strategies involving options, swaps, and financial futures contracts. Pricing of derivative securities, primarily by arbitrage methods. (Letter.) Effective: 2017 Fall Quarter.
MGB 264Business Taxation (3) Active
Lecture—3 hour(s). Analysis of the impact of business taxation on investment, production, and finance decisions. Discussion of the relationship between business organization and tax liability. Course is not intended for tax specialists. (Letter.) Effective: 2009 Fall Quarter.
MGB 265Venture Capital and the Finance of Innovation (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 205 or MGB 205 or MGP 205. Restricted to students in the MBA program. Examines venture capital finance and the related practice of R&D finance. Goal is to apply finance tools and framework to the world of venture capital and financing of projects in high-growth industries. (Letter.) Effective: 2017 Fall Quarter.
MGB 266International Finance (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 205 or MGB 205 or MGP 205; Or the equivalent. Studies fixed and floating exchange-rate systems. Topics include determinants of a nation's balance of international payments; macroeconomic interdependence of nations under various exchange-rate regimes and its implications for domestic stabilization policies; and the international coordination of monetary and stabilization policies. (Letter.) Effective: 2017 Fall Quarter.
MGB 267Teams and Technology (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Consent of Instructor. Restricted to working professional MBA students. Theory and practice of managing teams with primary goals of: providing conceptual guidelines for analyzing and diagnosing group dynamics and determining strategic options as a manager; imparting interpersonal skills for implementing effective strategies; understanding how technological change affects team processes. (Letter.) Effective: 2010 Fall Quarter.
MGB 268Articulation and Critical Thinking (3) Active
Lecture/Discussion—3 hour(s). With commitment to this course, students will become competent public speakers, write well at a level expected in business, think efficiently and critically about business challenges and have a useful personal code of ethics to shape their actions and decisions. No student may repeat course for credit. (Letter.) Effective: 2014 Winter Quarter.
MGB 269Business Intelligence Technologies-Data Mining (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Consent of Instructor. Restricted to students in the MBA program. Descriptive and Predictive Data mining methods covering association rules, clustering, classification, text mining, etc. Big data Technologies. Business applications. Hands-on data mining skills. Business intelligence for managerial decision making. (Letter.) Effective: 2016 Spring Quarter.
MGB 270Corporate Financial Reporting (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 200A or MGP 200A or MGB 200A. Analyzes and evaluates contemporary issues in financial reporting and develops implications of those issues for business decision makers, investment managers, and accounting policymakers. (Letter.) Effective: 2017 Fall Quarter.
MGB 271Strategic Cost Management (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 202A or MGP 202A or MGB 202A. Restricted to students in the MBA program. Theoretical frameworks and associated techniques for using organizational design and cost management to achieve a sustainable, profitable cost structure. Topics include: target costing, process design for low cost, total cost of ownership, cost of customers, implementing structural change, and incentives. (Letter.) Effective: 2017 Fall Quarter.
MGB 272Evaluation of Financial Information (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 200A or MGP 200A or MGB 200A. Studies how investors, creditors, others use accounting and other information in making rational investment, lending decisions. Emphasis is placed on the analysis of financial information in a variety of contexts. Where applicable, recent research in finance and economics is discussed. (Letter.) Effective: 2017 Fall Quarter.
MGB 273Accounting and Reporting for Government Nonprofit Entities (3) Active
Lecture—3 hour(s). Concepts, methods, and uses of accounting and financial reporting by governmental and nonprofit entities. Introduction to budgeting and performance evaluation, and accounting for entities such as hospitals, universities, and welfare agencies. (Letter.) Effective: 2009 Fall Quarter.
MGB 274Corporate Governance (3) Active
Lecture—3 hour(s). Prerequisite(s): Full-time MBA students or consent of instructor. Discusses how corporations can better operate in the interests of shareholders and public. Directly relevant to managers, consultants in compensation and incentives, staff working on mergers and acquisitions, corporate regulators, shareholder rights activists, and board members. (Letter.) Effective: 2009 Fall Quarter.
MGB 276Real Estate, Finance and Development (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 205 or MGP 205 or MGB 205); (MGT 201A or MGB 201A or MGP 201A). Focus on single family, attached, detached, multi-family, and light commercial development. Students will study factors which make up successful real estate developments. Course will consider financial aspects involved in land acquisition, land development, construction, and project lending. (Letter.) Effective: 2017 Fall Quarter.
MGB 281Systems Analysis and Design (3) Active
Lecture—3 hour(s). Design and specification of computer-based information systems. Applications systems development life cycle, use requirements and feasibility assessment, logical and physical design, program development and testing, conversion and implementation. (Letter.) Effective: 2015 Spring Quarter.
MGB 282Supply Chain Management (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 203A or MGB 203A or MGP 203A. Restricted to students in the MBA program. Matching supply with demand is a primary challenge for a firm: excess supply is too costly, inadequate supply irritates customers. Matching supply to demand is easiest when a firm has a flexible supply process, but flexibility is generally expensive. (Letter.) Effective: 2017 Fall Quarter.
MGB 284Applied Linear Models for Management (3) Active
Lecture—3 hour(s). Covers regression, analysis of variance, and multivariate analysis. Topics will focus on applications to management and policy problems. (Letter.) Effective: 2015 Spring Quarter.
MGB 285Time Series Analysis and Forecasting (3) Active
Lecture—3 hour(s). Prerequisite(s): MGB 203B or MGT 203B or MGP 203B. Considers application of time series methods to evaluation and forecasting problems. Covers univariate and multivariate ARIMA models and transfer function models. Applications will be in such areas as economics, finance, budgeting, program evaluation, and industrial process control. (Letter.) Effective: 2016 Spring Quarter.
MGB 286Telecommunications and Computer Networks (3) Active
Lecture—3 hour(s). Prerequisite(s): MGB 280. Communication system components; common carrier services; design and control of communications networks; network management and distributed environment; local area networks; data security in computer networks. (Letter.) Effective: 2015 Spring Quarter.
MGB 287Business Database and Database Marketing (3) Active
Lecture—3 hour(s). Practical introduction to fundamental principles of database management systems and database marketing. Database design. SQL queries. Concepts of database marketing, data warehouse, data visualization and big data analytics. (Letter.) Effective: 2016 Spring Quarter.
MGB 290Topics in General Management (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in general management. Varied topics to cover more extensively issues discussed in courses 201A and 201B, or current business interest topics in fields of business writing, business communications, development, or workplace processes. May be repeated for credit. (Letter.) Effective: 2009 Spring Quarter.
MGB 291Topics in Organizational Behavior (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in social psychology and sociology of organizations. Varied topics to cover more extensively issues discussed in courses 201A and 201B, or current business interest topics in fields of organization design, strategy, development, or workplace processes. May be repeated for credit. (Letter.) Effective: 2009 Fall Quarter.
MGB 292Topics in Finance (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Contemporary and emerging issues in finance. Application of modern techniques of finance to business problems. Use of appropriate electronic database and research techniques. May be repeated for credit. (Letter.) Effective: 2009 Fall Quarter.
MGB 293Topics in Marketing (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in marketing, which may include marketing research, new product development, brand management, pricing, distribution management, service marketing, hitech marketing, advertising, sales promotions, marketing through the Web. May be repeated for credit. (Letter.) Effective: 2009 Fall Quarter.
MGB 294Topics in Accounting (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Contemporary and emerging issues in financial management accounting. Application of modern techniques of evaluation and analysis of financial information. Use of appropriate electronic database and research techniques. May be repeated for credit. (Letter.) Effective: 2009 Fall Quarter.
MGB 295Topics in Information Technology (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Applications of information technology to management and management of information technology. Adaptation to the dynamic nature of the field. May be repeated for credit. (Letter.) Effective: 2009 Fall Quarter.
MGB 296Topics in Technology Management (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Cyclical nature of innovation and technological change, features of innovative firms and industries, national innovation systems, and impact of information technologies on innovation processes. May be repeated for credit. (Letter.) Effective: 2009 Fall Quarter.
MGB 297Topics in International Management (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Broader environment in which U.S. firms and their foreign competitors operate. Integration of material from other topics courses (marketing, strategy, finance, accounting, information technology, technology management) into the international setting. May be repeated for credit. (Letter.) Effective: 2010 Fall Quarter.
MGB 298Directed Group Study (1-5) Active
Variable. Prerequisite(s): Consent of Instructor. (S/U grading only.) Effective: 2009 Fall Quarter.
MGB 299Individual Study (1-12) Active
Variable. Prerequisite(s): Consent of Instructor. (S/U grading only.) Effective: 2009 Fall Quarter.
MGB 401Crisis Management (1) Active
Discussion/Laboratory—1 hour(s). Establishes and explores the defining characteristics of crises. Will learn to anchor crisis management firmly within overall strategic management and also acquire a set of useful tools and techniques for planning for and handling actual crises. (Letter.) Effective: 2017 Winter Quarter.
MGB 402Crisis Communications and Reputation Management (1) Active
Discussion/Laboratory—1 hour(s). Intended to provide you with an understanding of the framework and tools necessary to successfully address communications and reputation management tasks in a variety of crisis situations. (Letter.) Effective: 2016 Summer Quarter.
MGB 403Business Statistics Practicum (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): (MGT 203A or MGP 203A or MGB 203A); (MGT 203B (can be concurrent) or MGP 203B (can be concurrent) or MGB 203B (can be concurrent)); MGT 203B, MGP 203B, or MGB 203B completed or required concurrently. Restricted to students in the MBA program. Applies techniques and concepts in business statistics to real case studies. (Letter.) Effective: 2011 Fall Quarter.
MGB 404Organizational Change Management (1) Active
Lecture/Discussion—1 hour(s). Challenges in getting significant changes made in organizations. Learn Organization Change Management (OCM) techniques and discuss case situations where OCM techniques play a role. (Letter.) Effective: 2016 Fall Quarter.
MGB 405Business Literature (1) Active
Lecture/Discussion—1 hour(s). Will examine Business history – historical trends that might influence contemporary business. Some argue that the recent collapse of our financial system might have been averted if business leaders had a better sense of history. (Letter.) Effective: 2017 Winter Quarter.
MGB 406Ethical Issues in Management (1) Active
Lecture/Discussion—1 hour(s). Explores the philosophical foundation of ethical theory and its recent applications to business situations. Professional codes of ethics, such as those promulgated by educational, managerial, engineering, scientific, medical and legal professional societies, are presented. (Letter.) Effective: 2017 Winter Quarter.
MGB 407Storytelling for Leadership (1) Active
Lecture/Discussion—1 hour(s). Internalize the fundamental principles behind stories that educate, influence, motivate, inspire, persuade and connect. (Letter.) Effective: 2016 Fall Quarter.
MGB 408The Business of the Media (1) Active
Lecture/Discussion—1 hour(s). Focuses on the media industries and how emerging digital technologies are disrupting the way media consumption, distribution and business models work. Will highlight the economics of several media, both news and entertainment. (Letter.) Effective: 2016 Summer Quarter.
MGB 409Managing Multi-Asset Class Investment Portfolios (1) Active
Lecture/Discussion—1 hour(s). Prerequisite(s): MGB 202A; MGB 203A; MGB 205. Examines top down management of multi-asset class portfolios. Topics include bonds, hedge funds, private equity, real estate, commodities, endowments, return generation, performance analysis, credit cycles, financial crises, manager selection, investment policy, and investment careers. Student teams present endowment portfolio recommendations. (Letter.) Effective: 2015 Spring Quarter.
MGB 410Corporate Governance (1) Active
Lecture/Discussion—1 hour(s). Covers recent and not-so-recent business and accounting scandals, discuss how corporations can better operate in the interests of shareholders and the public, and learn from people who rely on corporate governance in making investment decisions. (Letter.) Effective: 2017 Winter Quarter.
MGB 411Turnaround Management (1) Active
Lecture/Discussion—1 hour(s). Evaluate the financial performance of a company, identify opportunities for improvement, propose real solutions to enhance performance, and most important inspire action in staff. (Letter.) Effective: 2017 Winter Quarter.
MGB 412International Marketing (1) Active
Lecture/Discussion—1 hour(s). Basic concepts of international marketing. Understanding and managing heterogeneous, dynamic, and interdependent environments across countries. How to develop and implement an international marketing strategy: where and how to compete, how to adapt your marketing mix. (Letter.) Effective: 2016 Fall Quarter.
MGB 413Sustainable Business Ventures: Business and Energy (1) Active
Lecture/Discussion—1 hour(s). Introduction to sustainability goals, indicators, values, measurement techniques, and practice how it applies to large and small enterprise. (Letter.) Effective: 2013 Spring Quarter.
MGB 414Multi-Channel Marketing (1) Active
Lecture/Discussion—1 hour(s). Multi-channel marketing strategies empower managers to create value for different customer segments. Covers the necessary concepts to evaluate and select go-to market strategies in order to capitalize on the ubiquity of modern customers. (Letter.) Effective: 2017 Winter Quarter.
MGB 415Climate Risks and Opportunities (1) Active
Lecture/Discussion—1 hour(s). Provide a working knowledge of the risks and opportunities arising from climate change and climate policy for businesses. (Letter.) Effective: 2016 Summer Quarter.
MGB 416Topics in Private Equity (1) Active
Lecture—1 hour(s). Prerequisite(s): MGB 205 or MGP 205 or MGT 205. Restricted to students in the MBA program. Focuses on the finance principles related to the risk and return of the private equity (PE) industry, valuation of PE target companies, the structuring of leveraged buyouts (LBOs), and the management of portfolio companies. (Letter.) Effective: 2017 Fall Quarter.
MGB 417Incentives and Controls (1) Active
Lecture/Discussion—1 hour(s). Understand how organizations use financial and nonfinancial performance management and incentive systems to motivate people and manage resources. (Letter.) Effective: 2017 Winter Quarter.
MGB 418Scientific Discovery and Business Innovation at Scale in the Food and Agriculture Sector (1) Active
Lecture—3 hour(s). Restricted to students in the MBA program. Scientific discovery and business innovation within the food and agriculture sector profoundly influences the sustainability of society and enterprise competitiveness. Students will learn how business innovation models co-exist antagonistically or synergistically with scientific discovery and its influence on enterprise competitiveness. (Letter.) Effective: 2017 Winter Quarter.
MGB 419Business Strategy Consulting Skills (1) Active
Lecture—5 hour(s). Restricted to students enrolled in the MBA program. Students will learn practical business consulting skills which will help apply strategy theories in the workplace. Students will learn and practice tools to frame and analyze problems, conduct research, communicate findings and navigate client relationships. (Letter.) Effective: 2017 Winter Quarter.
MGB 420Advanced Optimization in a Python-based Modeling Language (1) Active
Web Virtual Lecture—1 hour(s). Prerequisite(s): (MGB 252 or MGT 252 or MGP 252); (MGB 206 or MGT 206 or MGP 206). Restricted to students enrolled in the MBA program. Covers advanced optimization modeling techniques and practical application of modern, scalable modeling language. Techniques will be developed using examples from production planning in a supply chain, but students may explore other areas of application of optimization for their final project. (Letter.) Effective: 2017 Winter Quarter.
MGB 421Monte Carlo Simulation for Managerial Analysis (1) Active
Lecture—1 hour(s). Students create Excel-based simulation models across business domains, from finance to hypothesis testing and inventory management. By course-end, students are experts at recognizing this decision-making fallacy and fixing it. (Letter.) Effective: 2017 Spring Quarter.
MGB 422Behavioral Finance and Valuation (1) Active
Lecture—1 hour(s). Prerequisite(s): (MGT 260 or MGP 260 or MGB 260); (MGT 261 or MGP 261 or MGB 261). Restricted to students enrolled in the MBA program. Investor psychology and market frictions can cause asset prices to deviate from fundamental values, creating profit opportunities for sophisticated investors. The course will cover techniques of financial analysis with the goal of learning how to value assets and identify mispricing. (Letter.) Effective: 2017 Winter Quarter.
MGB 423Leader as Coach: An Introduction to Coaching Skills for Leaders (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Course introduces the fundamental coaching skills and coaching models that leaders can apply in everyday interactions with their team and colleagues in order to build trust, overcome challenges and help others discover their own full potential. (Letter.) Effective: 2017 Winter Quarter.
MGB 424Practicum for Managing People in Modern Organizations (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 224. Restricted to students in the MBA program. Provides solid grounding in the management of work and the employment relationship. Examines firms’ interrelated policies and practices for managing people. (Letter.) Effective: 2011 Winter Quarter.
MGB 425Digital Marketing Techniques (1) Active
Lecture—1 hour(s). Course provides students with an introduction to digital marketing. The course introduces MBA students to the fundamental aspects and tools of online marketing communication, i.e., how organizations use digital channels to effectively communicate their value propositions to the target customers. (Letter.) Effective: 2017 Winter Quarter.
MGB 426The Business of Healthcare (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program (Business Administration—Working Professional, Business Administration—Bay Area, Business Administration—Full-Time). Course is intended to provide students with an overall understanding of the unique business aspects of the healthcare industry. (Letter.) Effective: 2017 Winter Quarter.
MGB 427Implementing International Strategy (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program (Business Administration—Working Professional, Business Administration—Bay Area, Business Administration—Full-Time). Course looks at the pitfalls of implementing international strategies, and suggest several accessible, yet powerful frameworks to help international managers implement strategies successfully and completely. (Letter.) Effective: 2017 Winter Quarter.
MGB 428Renewable Energy Ventures: Planning, Funding and Regulatory Risk Assessment for Entrepreneurs and Investors (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Advanced innovation lab will introduce students to issues addressed by entrepreneurs and investors in renewable ventures. Lectures, simulations, case studies and practical experience of the presenters will be delivered. (Letter.) Effective: 2016 Summer Quarter.
MGB 429Detection and Prevention of Asset Misappropriation Fraud in the Workplace (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Course will discuss the fundamentals of fraud detection and prevention in the workplace. Students will learn the major schemes involving workplace fraud, how management can detect fraud and what policies and procedures can be implemented to prevent fraud. (Letter.) Effective: 2016 Fall Quarter.
MGB 430Learning From Catastrophes: Lessons for Managers (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Catastrophes unfold in surprisingly similar ways. In this course, students will analyze catastrophes to understand these common patterns and investigate how they can be prevented and mitigated. Students will then apply these lessons to management to gain unconventional insights. (Letter.) Effective: 2016 Summer Quarter.
MGB 431Project Management (1) Active
Lecture—10 hour(s). Open to students enrolled in the MBA program. Students learn project management; including project scope, project planning, milestones and project closing. Important themes include leadership, team dynamics, storytelling/creating a narrative, communication, and conflict management. (Letter.) Effective: 2016 Fall Quarter.
MGB 432Project Management with Applications in Healthcare (1) Active
Lecture—1 hour(s). Course will focus on the heart of healthcare administration and how project management can be applied as a key lever to increase efficiency, decrease costs and improve the patient experience. (Letter.) Effective: 2017 Spring Quarter.
MGB 433Corporate Social Responsibility (1) Active
Lecture—1 hour(s). Learn practical information that will help students understand the basics of designing, managing and evaluating an effective CSR program. Expose students to a basic set of CSR issues in the context of cross-purpose business challenges and then focus on the analysis and critical decisions that managers must make to move their business and their social agenda forward. (Letter.) Effective: 2018 Spring Quarter.
MGB 434Practicum for Pricing (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 234. Restricted to students in the MBA program. Enhance understanding of the principles and concepts learned in Pricing by (1) teaching the necessary statistical and mathematical skills, and (2) requiring a report for a real Pricing case. (Letter.) Effective: 2011 Winter Quarter.
MGB 435Data Wrangling (1) Active
Lecture—1 hour(s). Develop practical skills to pre-process data. Tidied raw data can then be used for downstream data analysis, modeling, and visualization. (Letter.) Effective: 2018 Fall Quarter.
MGB 440Integrated Management Project (5) Active
Project (Term Project)—3 hour(s). Prerequisite(s): First-year core courses of MBA program. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Letter.) Effective: 2016 Fall Quarter.
MGB 440AIntegrated Management Project (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): First-year core courses of MBA program. Restricted to full-time MBA students. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Letter.) Effective: 2015 Spring Quarter.
MGB 440BIntegrated Management Project (3) Active
Project (Term Project)—3 hour(s). Prerequisite(s): First-year core courses of MBA program. Restricted to full-time MBA students. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Letter.) Effective: 2015 Spring Quarter.
MGB 440CIntegrated Management Project Lead (1) Active
Project (Term Project)—1 hour(s). Integrated Management Project Team leader. (Letter.) Effective: 2016 Fall Quarter.
MGB 442Practicum for Marketing Communication (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 242. Restricted to students in the MBA program. Provides experience applying concepts learned in Marketing Communications to a realistic advertising or communication problem faced by firms. (Letter.) Effective: 2011 Spring Quarter.
MGB 443Practicum for Customer Relationship Management (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 243. Restricted to students in the MBA program. Hands-on training in applying Customer Relationship Management concepts and metrics to secondary data. Enhances ability to interpret results and decide the right type of marketing actions by requiring an executive report at the end of the quarter. (Letter.) Effective: 2010 Fall Quarter.
MGB 448Practicum for Marketing Strategies (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 248. Restricted to students in the MBA program. Provides opportunities to apply the concepts covered in the Marketing Strategies class through a group project involving the analysis of strategic marketing decisions based on business-related issues, simulation and modeling. (Letter.) Effective: 2010 Fall Quarter.
MGB 449Marketing Research Practicum (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 249. Restricted to students in the MBA program, or in some cases with permission of instructor. Provides opportunities to apply the concepts and methods covered in the Marketing Research class. Hands-on and project-based, work could be either individual or in groups depending on enrollments and/or interests of students. (Letter.) Effective: 2011 Spring Quarter.
MGB 450Practicum for Technology Strategy and Competition (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 250. Restricted to students in the MBA program. In-depth practicum project course. Apply theories, concepts, and models, learned in course 250 to a real-world business problem, through data collection, data analysis, simulation, modeling and post-model interpretation. (Letter.) Effective: 2011 Winter Quarter.
MGB 460Practicum for Corporate Finance and Real Estate (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 260. Restricted to students in the MBA program. Work in groups to select and value a financial entity. It could be a firm, a sports player, a building, a project, or a patent. Grade based on an in-class presentation and a write-up. (Letter.) Effective: 2011 Spring Quarter.
MGB 461Practicum for Investment Analysis (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 261. Restricted to students in the MBA program. Provides practical experience applying concepts learned in Investment Analysis to a realistic portfolio management setting via a hypothetical exercise. Produce a realistic executive summary and presentation of an investment proposal for a hypothetical client. (Letter.) Effective: 2010 Fall Quarter.
MGB 464Practicum for Taxes and Business Strategy (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 264. Restricted to students in the MBA program. Practical application project drawing from the tax planning theory contained in course 264. Project consists of a business formation and operation, change in organization (incorporation), and movement into multi-national and multi-jurisdictional tax. (Letter.) Effective: 2010 Fall Quarter.
MGB 465Practicum for Venture Capital (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 265. Restricted to students in the MBA program. Provides an opportunity to apply concepts learned in Venture Capital in a realistic setting. Complete project analyzing a potential investment in a hypothetical venture and prepare an deal term sheet/investment agreement. (Letter.) Effective: 2011 Winter Quarter.
MGB 467Practicum for Teams and Technology (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 267. Restricted to students in the MBA program. Groups investigate the performance, creativity, conflict, information sharing, and leadership behaviors of a real world team. Provide consulting advice to the team, which not only gives analytic skills, but also builds presentation skills. (Letter.) Effective: 2011 Spring Quarter.
MGB 469Practicum for Business Intelligence Technologies (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGB 269. Restricted to students in the MBA program. Projects applying concepts learned in Business Intelligence Technologies to real business problems. (Letter.) Effective: 2011 Winter Quarter.
MGB 482Practicum for Supply Chain Management (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 282 (can be concurrent) or MGP 282 (can be concurrent) or MGB 282 (can be concurrent); Course is a pre-requisite or co-requisite. Restricted to students in the MBA program. Provides experience applying concepts learned in Supply Chain Management to a realistic management setting via a project. (Letter.) Effective: 2011 Spring Quarter.
MGB 490Directed Group Study Management Practicum (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Consent of Instructor. Sponsorship of a GSM Academic Senate faculty member; approval of graduate advisor. Provides opportunity for students to gain experience in applying business methodologies previously acquired in other GSM courses. May be repeated for credit. (Letter.) Effective: 2015 Spring Quarter.
MGB 498Directed Group Study Management Practicum (1-12) Active
Project (Term Project). Prerequisite(s): Consent of Instructor. Sponsorship of a GSM Academic Senate faculty member, and approval of graduate advisor. Provides the opportunity for students to gain experience in applying business methodologies previously acquired in other GSM courses. May be repeated up to 6 Unit(s). (S/U grading only.) Effective: 2011 Summer Quarter.
MGB 499Directed Individual Study Management Practicum (1-12) Active
Project (Term Project). Prerequisite(s): Consent of Instructor. Sponsorship of a Graduate School of Management Academic Senate faculty member and approval of graduate advisor. Provides the opportunity for students to gain experience in applying business methodologies previously acquired in other Graduate School of Management courses. May be repeated for credit. (S/U grading only.) Effective: 2011 Summer Quarter.

Students must complete the Management core course requirement before enrolling in any of the following elective courses, or petition with consent of the instructor. The core courses include: 200A, 201A, 201B, 202A, 203A, 204, 205, 252, 268, 440, 440A, 440B, 440C. For a list of elective courses, see https://webapps.gsm.ucdavis.edu/Raps/courses/curriculumOverviewByProgram?program=SMBA.

Courses in MGP:

MGP 200AFinancial Accounting (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Introduction to the concepts and objectives underlying the preparation of financial statements. Topics include understanding the accounting cycle, measurement and valuation problems associated with financial statement components, consideration of the usefulness of financial statements in the analysis of a corporation's operations. (Letter.) Effective: 1994 Fall Quarter.
MGP 200BManagerial Accounting (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 200A or MGB 200A or MGP 200A. Information managers should know to be effective, including: product costing, motivating people, and differential analysis for decision making. Includes team projects and written and oral presentations. (Letter.) Effective: 2017 Fall Quarter.
MGP 201AThe Individual and Group Dynamics (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Examines basic psychological and social psychological processes shaping human behavior and applies knowledge of these processes to the following organizational problems: motivation, job design, commitment, socialization, culture, individual and group decision making, and team building. (Letter.) Effective: 1994 Fall Quarter.
MGP 201BOrganizational Strategy and Structure (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Completion of first year courses in Graduate School of Management or equivalent. Open to MBA students only. Strategic management of organizations, including analysis of industries, firm resources and capabilities and corporate strategy. Strategy formulation, implementation and strategic decision-making. Firm and industry life cycles and change. Analysis of organizational design and structure including differentiation and integration. (Letter.) Effective: 2011 Fall Quarter.
MGP 202AMarkets and the Firm (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Examines the interaction of consumers, firms and government, and the effect this interaction has on the use of resources and firm profitability. Fundamental economic concepts such as marginal analysis, opportunity cost, pricing, and externalities are introduced and applied. (Letter.) Effective: 1994 Fall Quarter.
MGP 202BBusiness, Government, and the International Economy (3) Active
Lecture—3 hour(s). Prerequisite(s): MGP 202A or MGT 202A or MGB 202A. Examines the influence of government and international factors on business. Topics include distribution of income, business cycles, inflation and interest rates, the federal debt, monetary policy and international trade and finance. (Letter.) Effective: 2017 Fall Quarter.
MGP 203AData Analysis for Managers (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management MBA program or consent of instructor. Introduction to statistics and data analysis for managerial decision making. Descriptive statistics, principles of data collection, sampling, quality control, statistical inference. Application of data analytic methods to problems in marketing, finance, accounting, production, operations, and public policy. (Letter.) Effective: 1994 Fall Quarter.
MGP 203BForecasting and Managerial Research Methods (3) Active
Lecture—3 hour(s). Prerequisite(s): MGP 203A or MGT 203A or MGB 203A. Practical statistical methods for managerial decision making covers regression analysis, time series analysis and forecasting, design and analysis of experiments in managerial research and contingency table analysis. Application of these methods to marketing, finance, accounting, production, operations, and public policy. (Letter.) Effective: 2017 Fall Quarter.
MGP 204Marketing Management (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Analysis of market opportunities, elements of market research, development of marketing strategies, market planning and implementations, and control systems. Consumer and industrial markets, market segmentation, pricing strategies, distribution channels, promotion, and sales. (Letter.) Effective: 1997 Fall Quarter.
MGP 205Financial Theory and Policy (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Corporate financial policy and investment management. Covers capital budgeting, optimal financial structure, cost-of-capital determination, risk measurement. Develops basic valuation principles for investments with long-lived and risky cash-flows, and extends these to derivative securities, asset portfolios, investment management and hedging. (Letter.) Effective: 1994 Fall Quarter.
MGP 206Decision Making and Management Science (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management MBA program or consent of instructor. Develops decision-making and problem-solving skills in conjunction with a quantitative model-building approach. Emphasizes how structured modeling techniques, probability forecasts, simulations, and computer optimization models are used in the overall process of making decisions in an uncertain environment. (Letter.) Effective: 1994 Fall Quarter.
MGP 207Management Information Systems (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student or consent of instructor. Introduction to computer programming and data handling skills. Use of computer in organizations, emphasis on managerial aspects of computing. Standard and nonstandard uses of data files, centralization versus decentralization of computing, office automation, computer security. (Letter.) Effective: 1994 Fall Quarter.
MGP 215Business Law (3) Active
Lecture—3 hour(s). Prerequisite(s): Completion of administration core requirements or petition with consent of instructor. Introduction to law and legal process in the United States. Sources of law. Structure and operation of courts, federal-state relationships, fundamentals of administrative law, fundamentals of business law. (Letter.) Effective: 1997 Winter Quarter.
MGP 216Managing Professionals, Budgets, Controls and Ethics (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate standing. Performance measures, budgetary controls and ethical pressures which occur at middle management levels in service-type operations. Addresses such organizations as engineering, medical groups, law offices, management consultants. (Letter.) Effective: 1997 Winter Quarter.
MGP 220Management of Social Networks (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGP 201A. Open to MBA students only. Principles and applications of social network theory: coordinating divergent interests to create value for individuals and organizations. Emphasis on conceptual models, web-based diagnostic tools, and practical applications. (Letter.) Effective: 2004 Winter Quarter.
MGP 223Power and Influence in Management (3) Active
Seminar—3 hour(s). Prerequisite(s): MGT 201A or MGB 201A or MGP 201A; Consent of Instructor. Investigation of the bases of power in organizations and the tactics used to translate power into influence. Topics include the control of resources (including information), social psychological processes (including commitment), the construction of meaning, and ethics. (Letter.) Effective: 2017 Fall Quarter.
MGP 224Managing People in High-Performance Organizations (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 201A or MGB 201A or MGP 201A. Restricted to students in the MBA program. Strategic approach to the management of people within organization. Analyze employment systems' fit with firms' environments and strategies. Explore consequences of choices firms make in managing people—decisions as to selection, performance evaluation, compensation, and other management policies and practices. Not open to students who have taken MGB 224 or MGT 224. (Letter.) Effective: 2017 Fall Quarter.
MGP 234Pricing (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGP 203B or MGB 203B or MGT 203B); (MGT 204 or MGB 204 or MGP 204). Restricted to students in the MBA Program. Combines lectures, cases and homework to teach students tools and skills necessary to analyze pricing situations, make pricing decisions, and implement them, in a systematic manner. (Letter.) Effective: 2017 Fall Quarter.
MGP 239Digital Marketing (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGP 204 or MGT 204 or MGB 204. Course equips students for a career in digital marketing and social media. Topics include online advertising, search engine optimization, interactive mktg, online privacy issues, e-commerce, social influence, social network theory, measurement of social influence, integrating social and traditional media. (Letter.) Effective: 2017 Fall Quarter.
MGP 240Management Policy and Strategy (3) Active
Lecture—3 hour(s). Prerequisite(s): First-year core courses of M.B.A. program. Examines the scope of missions, objectives strategies, policies, structures, measurements and incentives which bear on the management of an organization. Real client organizations, in the private and public sectors, are assigned to student teams as the subjects of study. (Letter.) Effective: 1994 Fall Quarter.
MGP 241New Product Development (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 204 or MGB 204 or MGP 204. Open to students in the MBA Program for Working Professionals. State-of-the-art concepts and methods to enhance the effectiveness of new product development activities. Focuses on the understanding of managerial issues and acquiring the ability to solve problems. (Letter.) Effective: 2017 Fall Quarter.
MGP 242Marketing Communications (3) Active
Lecture—3 hour(s). Issues in designing a marketing communications strategy. Topics include mass and direct communications, institutional aspects of advertising, consumer behavior, evaluating ad effectiveness, determining ad budget, creative strategy, and use and abuse of promotions. (Letter.) Effective: 2000 Fall Quarter.
MGP 243Customer Relationship Management (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 204 or MGP 204 or MGB 204. Restricted to MBA students only. Customer Relationship Management (CRM) is a management approach under which marketing activities are organized and measured around customers (rather than around brands.) This approach is appealing because customers, not brands, are those who make buying decisions. (Letter.) Effective: 2017 Fall Quarter.
MGP 244New and Small Business Ventures (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 204 or MGB 204 or MGP 204. Student teams develop complete business plans for their own start-up ventures. Process includes: elevator pitch, business strategy, comprehensive bottoms-up financial projections, capital requirements, product differentiation, competitive, alliance, and go-to-market strategy development, investor presentation, and comprehensive written business plan. (Letter.) Effective: 2017 Fall Quarter.
MGP 245Business Writing (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Completion of first-year core courses at the Graduate School of Management or the equivalent. Restricted to MBA students only. Techniques for sharpening writing skills are introduced, along with grammatical structure, word choice, and punctuation. Learn to develop styles that are pitch-perfect for given situations and to think strategically about each communication challenge in a management setting. (Letter.) Effective: 2011 Fall Quarter.
MGP 246Negotiation and Team Building (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGP 205; MGP 202. Basic theory of negotiation; applies theory to process of building teams to achieve business purposes. Covers integrative and distributive strategies of claiming value, how to recognize bargaining tricks, uncovering hidden agendas, brainstorming to extend Pareto frontier. (Letter.) Effective: 2011 Fall Quarter.
MGP 247Customer Service as a Marketing Tool (3) Active
Lecture—3 hour(s). Understanding the distinct features of services, how to create value through service, methods of building strong relationships with customers, methods of measuring and building customer satisfaction, and measuring the financial impact of service improvement. (Letter.) Effective: 1998 Spring Quarter.
MGP 248Marketing Strategies (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGP 204 or MGB 204 or MGT 204). Examines process by which organizations develop strategic marketing plans. Includes definition of activities and products, marketing audits, appraising market opportunities, design of new activities and products, and organizing marketing planning function. Applications to problems in private and public sector marketing. (Letter.) Effective: 2017 Fall Quarter.
MGP 249Marketing Research (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGP 203A or MGB 203A or MGT 203A); (MGT 204 or MGB 204 or MGP 204). Course addresses the managerial issues and problems of systematically gathering and analyzing information for making private and public marketing decisions. Covers the cost and value of information, research design, information collection, measuring instruments, data analysis, and marketing research applications. (Letter.) Effective: 2017 Fall Quarter.
MGP 250Technology, Competition and Strategy (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGP 203A or MGB 203A or MGT 203A). Restricted to students in the MBA program. Why is software typically so defective? Why do many firms in the IT industry give away their best products free? This course helps you analyze questions like these by modeling competition and strategy in the network, technology and information industries. (Letter.) Effective: 2017 Fall Quarter.
MGP 251Management of Innovation (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 201A or MGB 201A or MGP 201A. Managing innovative enterprise in changing and uncertain environments. Covers technology forecasting and assessment, program selection and control, financial management, regulation, and ethics. (Letter.) Effective: 2017 Fall Quarter.
MGP 252Managing for Operational Excellence (3) Active
Lecture—3 hour(s). Prerequisite(s): MGP 203A or MGB 203A or MGT 203A. Open to students in the Graduate School of Management. Explores the management of operations as applied to manufacturing as well as services provided both inside and outside the organization. Develop an understanding of how uncertainty affects planning and delivery by looking at fundamental models of operations. (Letter.) Effective: 2018 Spring Quarter.
MGP 253Corporate Social Responsibility (3) Active
Lecture—3 hour(s). Goal in this course will be to develop a thought process and approach to corporate social responsibility that students will be able to build on during their post-school leadership roles, whether as corporate executives, entrepreneurs, or NGO leaders. (Letter.) Effective: 2016 Spring Quarter.
MGP 255Entrepreneurship and Venture Investment Clinic (3) Active
Lecture—3 hour(s). Class size limited to 30 students. Provides the necessary analytical and design tools to create business ideas and refine business models based on emerging technologies. Students learn to work closely in small teams to synthesize technical, strategic, and marketing needs into designs for new ventures. (Letter.) Effective: 2016 Spring Quarter.
MGP 258Mergers and Acquisitions (3) Active
Lecture—3 hour(s). Prerequisite(s): MGP 205 or MGT 205 or MGB 205. Course focuses on the market for corporate acquisitions and restructuring activity. Topics include: sources of value creation; takeovers; anti-takeover provisions; bidding strategies; use of leverage in buyouts; regulatory risk and hurdles; and, valuation approaches for highly leveraged transactions. (Letter.) Effective: 2015 Spring Quarter.
MGP 259Banking and the Financial System (3) Active
Lecture—3 hour(s). Prerequisite(s): MGB 205 or MGT 205; Consent of Instructor. Analyzes the role of financial markets and institutions in allocating capital. Focuses on: bank lending; debt securities; financial market innovations; regulation; functions of commercial banks and other financial intermediaries. Utilizes case studies. (Letter.) Effective: 2016 Spring Quarter.
MGP 260Corporate Finance (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 200A or MGB 200A or MGP 200A); (MGP 202A or MGB 202A or MGT 202A); (MGT 205 or MGB 205 or MGP 205). Focuses on planning, acquiring, and managing a company's financial resources. Includes discussion of financial aspects of mergers and other forms of reorganization; analysis of investment, financial, and dividend policy; and theories of optimal capital structure. (Letter.) Effective: 2017 Fall Quarter.
MGP 261Investment Analysis (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 203A or MGP 203A or MGB 203A); (MGB 205 or MGT 205 or MGP 205). Examines asset pricing theories and relevant evidence, including the investment performance of stocks and bonds. Topics include the efficiency of markets, domestic and international portfolio diversification, factors influencing the value of stocks and other investments, and portfolio management and performance. (P/NP grading only.) Effective: 2017 Fall Quarter.
MGP 262Money and Security Markets (3) Active
Lecture—3 hour(s). Examines how money and securities markets are organized; how public agencies, businesses, others obtain and invest funds in those markets. Relationship between interest rates, monetary policy, government's role in improving capital markets, approaches to assessing changes in regulation of specific markets. (Letter.) Effective: 1994 Fall Quarter.
MGP 263Derivative Securities (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): (MGT 205 or MGP 205 or MGB 205); (MGT 203A or MGP 203A or MGB 203A). Open to students enrolled in the MBA program. Behavior of options, futures, and other derivative securities markets and how public agencies, business and others use those markets. Trading strategies involving options, swaps, and financial futures contracts. Pricing of derivative securities, primarily by arbitrage methods. (Letter.) Effective: 2017 Fall Quarter.
MGP 264Business Taxation (3) Active
Lecture—3 hour(s). Analysis of the impact of business taxation on investment, production, and finance decisions. Discussion of the relationship between business organization and tax liability. Course is not intended for tax specialists. (Letter.) Effective: 1994 Fall Quarter.
MGP 265Venture Capital and the Finance of Innovation (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGB 205 or MGP 205 or MGT 205. Restricted to students in the MBA program. Examines venture capital finance and the related practice of R&D finance. Goal is to apply finance tools and framework to the world of venture capital and financing of projects in high-growth industries. (Letter.) Effective: 2017 Fall Quarter.
MGP 266International Finance (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 205 or MGB 205 or MGP 205; Or the equivalent. Studies fixed and floating exchange-rate systems. Topics include determinants of a nation's balance of international payments; macroeconomic interdependence of nations under various exchange-rate regimes and its implications for domestic stabilization policies; and the international coordination of monetary and stabilization policies. (Letter.) Effective: 2017 Fall Quarter.
MGP 267Teams and Technology (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Consent of Instructor. Restricted to working professional MBA students. Theory and practice of managing teams with primary goals of: providing conceptual guidelines for analyzing and diagnosing group dynamics and determining strategic options as a manager; imparting interpersonal skills for implementing effective strategies; understanding how technological changae affects team processes. (Letter.) Effective: 2009 Spring Quarter.
MGP 268Articulation and Critical Thinking (3) Active
Lecture/Discussion—3 hour(s). With commitment to this course, students will become competent public speakers, write well at a level expected in business, think efficiently and critically about business challenges and have a useful personal code of ethics to shape their actions and decisions. No student may repeat course for credit. (Letter.) Effective: 2013 Fall Quarter.
MGP 269Business Intelligence Technologies-Data Mining (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Consent of Instructor. Restricted to students in the MBA program. Descriptive and Predictive Data mining methods covering association rules, clustering, classification, text mining, etc. Big data Technologies. Business applications. Hands-on data mining skills. Business intelligence for managerial decision making. (Letter.) Effective: 2016 Spring Quarter.
MGP 270Corporate Financial Reporting (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 200A or MGP 200A or MGB 200A. Analyzes and evaluates contemporary issues in financial reporting and develops implications of those issues for business decision makers, investment managers, and accounting policymakers. (Letter.) Effective: 2017 Fall Quarter.
MGP 271Strategic Cost Management (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 202A or MGP 202A or MGB 202A. Restricted to students in the MBA program. Theoretical frameworks and associated techniques for using organizational design and cost management to achieve a sustainable, profitable cost structure. Topics include: target costing, process design for low cost, total cost of ownership, cost of customers, implementing structural change, and incentives. (Letter.) Effective: 2017 Fall Quarter.
MGP 272Evaluation of Financial Information (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 200A or MGB 200A or MGP 200A. Studies how investors, creditors, others use accounting and other information in making rational investment, lending decisions. Emphasis is placed on the analysis of financial information in a variety of contexts. Where applicable, recent research in finance and economics is discussed. (Letter.) Effective: 2017 Fall Quarter.
MGP 273Accounting and Reporting for Government Nonprofit Entities (3) Active
Lecture—3 hour(s). Concepts, methods, and uses of accounting and financial reporting by governmental and nonprofit entities. Introduction to budgeting and performance evaluation, and accounting for entities such as hospitals, universities, and welfare agencies. (Letter.) Effective: 1994 Fall Quarter.
MGP 274Corporate Governance (3) Active
Lecture—3 hour(s). Prerequisite(s): Full-time MBA students or consent of instructor. Discusses how corporations can better operate in the interests of shareholders and public. Directly relevant to managers, consultants in compensation and incentives, staff working on mergers and acquisitions, corporate regulators, shareholders rights activists, and board members. (Letter.) Effective: 2009 Winter Quarter.
MGP 276Real Estate, Finance and Development (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 205 or MGB 205 or MGP 205); (MGP 201A or MGB 201A or MGT 201A). Focus on single family, attached, detached, multi-family, and light commercial development. Students will study factors which make up successful real estate developments. Course will consider financial aspects involved in land acquisition, land development, construction, and project lending. (Letter.) Effective: 2017 Fall Quarter.
MGP 281Systems Analysis and Design (3) Active
Lecture—3 hour(s). Design and specification of computer-based information systems. Applications systems development life cycle, use requirements and feasibility assessment, logical and physical design, program development and testing, conversion and implementation. (Letter.) Effective: 1994 Fall Quarter.
MGP 282Supply Chain Management (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 203A or MGB 203A or MGP 203A. Restricted to students in the MBA program. Matching supply with demand is a primary challenge for a firm: excess supply is too costly, inadequate supply irritates customers. Matching supply to demand is easiest when a firm has a flexible supply process, but flexibility is generally expensive. (Letter.) Effective: 2017 Fall Quarter.
MGP 284Applied Linear Models for Management (3) Active
Lecture—3 hour(s). Covers regression, analysis of variance, and multivariate analysis. Topics will focus on applications to management and policy problems. (Letter.) Effective: 2015 Spring Quarter.
MGP 285Time Series Analysis and Forecasting (3) Active
Lecture—3 hour(s). Prerequisite(s): MGP 203B or MGT 203B or MGB 203B. Considers application of time series methods to evaluation and forecasting problems. Covers univariate and multivariate ARIMA models and transfer function models. Applications will be in such areas as economics, finance, budgeting, program evaluation, and industrial process control. (Letter.) Effective: 2016 Spring Quarter.
MGP 286Telecommunications and Computer Networks (3) Active
Lecture—3 hour(s). Prerequisite(s): MGP 280. Communication system components; common carrier services; design and control of communications networks; network management and distributed environment; local area networks; data security in computer networks. (Letter.) Effective: 1995 Spring Quarter.
MGP 287Business Database and Database Marketing (3) Active
Lecture—3 hour(s). Practical introduction to fundamental principles of database management systems and database marketing. Database design. SQL queries. Concepts of database marketing, data warehouse, data visualization and big data analytics. (Letter.) Effective: 2016 Spring Quarter.
MGP 290Topics in General Management (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in general management. Varied topics to cover more extensively issues discussed in courses 201A and 201B, or current business interest topics in fields of business writing, business communications, development, or workplace processes. May be repeated for credit. (Letter.) Effective: 2009 Fall Quarter.
MGP 291Topics in Organizational Behavior (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in social psychology and sociology of organizations. Varied topics to cover more extensively issues discussed in courses 201A and 201B, or current business interest topics in fields of organization design, strategy, development, or workplace processes. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGP 292Topics in Finance (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Contemporary and emerging issues in finance. Application of modern techniques of finance to business problems. Use of appropriate electronic database and research techniques. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGP 293Topics in Marketing (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in marketing, which may include marketing research, new product development, brand management, pricing, distribution management, service marketing, hitech marketing, advertising, sales promotions, marketing through the Web. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGP 294Topics in Accounting (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Contemporary and emerging issues in financial management accounting. Application of modern techniques of evaluation and analysis of financial information. Use of appropriate electronic database and research techniques. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGP 295Topics in Information Technology (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Applications of information technology to management and management of information technology. Adaptation to the dynamic nature of the field. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGP 296Topics in Technology Management (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Cyclical nature of innovation and technological change, features of innovative firms and industries, national innovation systems, and impact of information technologies on innovation processes. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGP 297Topics in International Management (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Broader environment in which U.S. firms and their foreign competitors operate. Integration of material from other topics courses (marketing, strategy, finance, accounting, information technology, technology management) into the international setting. May be repeated for credit. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGP 298Directed Group Study (1-5) Active
Variable. Prerequisite(s): Consent of Instructor. (S/U grading only.) Effective: 1994 Fall Quarter.
MGP 299Individual Study (1-12) Active
Variable. Prerequisite(s): Consent of Instructor. (S/U grading only.) Effective: 2000 Spring Quarter.
MGP 401Crisis Management (1) Active
Discussion/Laboratory—1 hour(s). Establishes and explores the defining characteristics of crises. Will learn to anchor crisis management firmly within overall strategic management and also acquire a set of useful tools and techniques for planning for and handling actual crises. (Letter.) Effective: 2017 Winter Quarter.
MGP 402Crisis Communications and Reputation Management (1) Active
Discussion/Laboratory—1 hour(s). Intended to provide you with an understanding of the framework and tools necessary to successfully address communications and reputation management tasks in a variety of crisis situations. (Letter.) Effective: 2016 Summer Quarter.
MGP 403Business Statistics Practicum (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): (MGT 203A or MGP 203A or MGB 203A); (MGT 203B (can be concurrent) or MGP 203B (can be concurrent) or MGB 203B (can be concurrent)); MGT 203B, MGP 203B, or MGB 203B completed or required concurrently. Restricted to students in the MBA program. Applies techniques and concepts in business statistics to real case studies. (Letter.) Effective: 2011 Fall Quarter.
MGP 404Organizational Change Management (1) Active
Lecture/Discussion—1 hour(s). Challenges in getting significant changes made in organizations. Learn Organization Change Management (OCM) techniques and discuss case situations where OCM techniques play a role. (Letter.) Effective: 2016 Fall Quarter.
MGP 405Business Literature (1) Active
Lecture/Discussion—1 hour(s). Will examine Business history – historical trends that might influence contemporary business. Some argue that the recent collapse of our financial system might have been averted if business leaders had a better sense of history. (Letter.) Effective: 2017 Winter Quarter.
MGP 406Ethical Issues in Management (1) Active
Lecture/Discussion—1 hour(s). Explores the philosophical foundation of ethical theory and its recent applications to business situations. Professional codes of ethics, such as those promulgated by educational, managerial, engineering, scientific, medical and legal professional societies, are presented. (Letter.) Effective: 2017 Winter Quarter.
MGP 407Storytelling for Leadership (1) Active
Lecture/Discussion—1 hour(s). Internalize the fundamental principles behind stories that educate, influence, motivate, inspire, persuade and connect. (Letter.) Effective: 2016 Fall Quarter.
MGP 408The Business of the Media (1) Active
Lecture/Discussion—1 hour(s). Focuses on the media industries and how emerging digital technologies are disrupting the way media consumption, distribution and business models work. Will highlight the economics of several media, both news and entertainment. (Letter.) Effective: 2016 Summer Quarter.
MGP 409Managing Multi-Asset Class Investment Portfolios (1) Active
Lecture/Discussion—1 hour(s). Prerequisite(s): MGP 202A; MGP 203A; MGP 205. Examines top down management of multi-asset class portfolios. Topics include bonds, hedge funds, private equity, real estate, commodities, endowments, return generation, performance analysis, credit cycles, financial crises, manager selection, investment policy, and investment careers. Student teams present endowment portfolio recommendations. (Letter.) Effective: 2015 Spring Quarter.
MGP 410Corporate Governance (1) Active
Lecture/Discussion—1 hour(s). Covers recent and not-so-recent business and accounting scandals, discuss how corporations can better operate in the interests of shareholders, and the public and learn from people who rely on corporate governance in making investment decisions. (Letter.) Effective: 2017 Winter Quarter.
MGP 411Turnaround Management (1) Active
Lecture/Discussion—1 hour(s). Evaluate the financial performance of a company, identify opportunities for improvement, propose real solutions to enhance performance, and most important inspire action in staff. (Letter.) Effective: 2017 Winter Quarter.
MGP 412International Marketing (1) Active
Lecture/Discussion—1 hour(s). Basic concepts of international marketing. Understanding and managing heterogeneous, dynamic, and interdependent environments across countries. How to develop and implement an international marketing strategy: where and how to compete, how to adapt to your marketing mix. (Letter.) Effective: 2016 Fall Quarter.
MGP 413Sustainable Business Ventures: Business and Energy (1) Active
Lecture/Discussion—1 hour(s). Introduction to sustainability goals, indicators, values, measurement techniques, and practice how it applies to large and small enterprise. (Letter.) Effective: 2013 Spring Quarter.
MGP 414Multi-Channel Marketing (1) Active
Lecture/Discussion—1 hour(s). Multi-channel marketing strategies empower managers to create value for different customer segments. Covers the necessary concepts to evaluate and select go-to market strategies in order to capitalize on the ubiquity of modern customers. (Letter.) Effective: 2017 Winter Quarter.
MGP 415Climate Risks and Opportunities (1) Active
Lecture/Discussion—1 hour(s). Provide a working knowledge of the risks and opportunities arising from climate change and climate policy for businesses. (Letter.) Effective: 2016 Summer Quarter.
MGP 416Topics in Private Equity (1) Active
Lecture—1 hour(s). Prerequisite(s): MGP 205 or MGT 205 or MGB 205. Restricted to students in the MBA program. Focuses on the finance principles related to the risk and return of the private equity (PE) industry, valuation of PE target companies, the structuring of leveraged buyouts (LBOs), and the management of portfolio companies. (Letter.) Effective: 2017 Fall Quarter.
MGP 417Incentives and Controls (1) Active
Lecture/Discussion—1 hour(s). Understand how organizations use financial and nonfinancial performance management and incentive systems to motivate people and manage resources. (Letter.) Effective: 2017 Winter Quarter.
MGP 418Scientific Discovery and Business Innovation at Scale in the Food and Agriculture Sector (1) Active
Lecture—3 hour(s). Restricted to students in the MBA program. Scientific discovery and business innovation within the food and agriculture sector profoundly influences the sustainability of society and enterprise competitiveness. Students will learn how business innovation models co-exist antagonistically or synergistically with scientific discovery and its influence on enterprise competitiveness. (Letter.) Effective: 2017 Winter Quarter.
MGP 419Business Strategy Consulting Skills (1) Active
Lecture—5 hour(s). Restricted to students enrolled in the MBA program. Students will learn practical business consulting skills which will help apply strategy theories in the workplace. Students will learn and practice tools to frame and analyze problems, conduct research, communicate findings and navigate client relationships. (Letter.) Effective: 2017 Winter Quarter.
MGP 420Advanced Optimization in a Python-based Modeling Language (1) Active
Web Virtual Lecture—1 hour(s). Prerequisite(s): (MGP 252 or MGB 252 or MGT 252); (MGP 206 or MGB 206 or MGT 206). Restricted to students enrolled in the MBA program. Covers advanced optimization modeling techniques and practical application of modern, scalable modeling language. Techniques will be developed using examples from production planning in a supply chain, but students may explore other areas of application of optimization for their final project. (Letter.) Effective: 2017 Winter Quarter.
MGP 421Monte Carlo Simulation for Managerial Analysis (1) Active
Lecture—1 hour(s). Students create Excel-based simulation models across business domains, from finance to hypothesis testing and inventory management. By course-end, students are experts at recognizing this decision-making fallacy and fixing it. (Letter.) Effective: 2017 Spring Quarter.
MGP 422Behavioral Finance and Valuation (1) Active
Lecture—1 hour(s). Prerequisite(s): (MGT 260 or MGP 260 or MGB 260); (MGT 261 or MGP 261 or MGB 261). Restricted to students enrolled in the MBA program. Investor psychology and market frictions can cause asset prices to deviate from fundamental values, creating profit opportunities for sophisticated investors. The course will cover techniques of financial analysis with the goal of learning how to value assets and identify mispricing. (Letter.) Effective: 2017 Winter Quarter.
MGP 423Leader as Coach: An Introduction to Coaching Skills for Leaders (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Course introduces the fundamental coaching skills and coaching models that leaders can apply in everyday interactions with their team and colleagues in order to build trust, overcome challenges and help others discover their own full potential. (Letter.) Effective: 2017 Winter Quarter.
MGP 424Practicum for Managing People in Modern Organizations (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 224. Restricted to students in the MBA program. Provides solid grounding in the management of work and the employment relationship. Examines firms’ interrelated policies and practices for managing people. (Letter.) Effective: 2011 Winter Quarter.
MGP 425Digital Marketing Techniques (1) Active
Lecture—1 hour(s). Course provides students with an introduction to digital marketing. The course introduces MBA students to the fundamental aspects and tools of online marketing communication, i.e., how organizations use digital channels to effectively communicate their value propositions to the target customers. (Letter.) Effective: 2017 Spring Quarter.
MGP 426The Business of Healthcare (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program (Business Administration—Working Professional, Business Administration—Bay Area, Business Administration—Full-Time). Course is intended to provide students with an overall understanding of the unique business aspects of the healthcare industry. (Letter.) Effective: 2017 Winter Quarter.
MGP 427Implementing International Strategy (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program (Business Administration—Working Professional, Business Administration—Bay Area, Business Administration—Full-Time). Course looks at the pitfalls of implementing international strategies, and suggest several accessible, yet powerful frameworks to help international managers implement strategies successfully and completely. (Letter.) Effective: 2017 Winter Quarter.
MGP 428Renewable Energy Ventures: Planning, Funding and Regulatory Risk Assessment for Entrepreneurs and Investors (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Advanced innovation lab will introduce students to issues addressed by entrepreneurs and investors in renewable ventures. Lectures, simulations, case studies and practical experience of the presenters will be delivered. (Letter.) Effective: 2016 Summer Quarter.
MGP 429Detection and Prevention of Asset Misappropriation Fraud in the Workplace (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Course will discuss the fundamentals of fraud detection and prevention in the workplace. Students will learn the major schemes involving workplace fraud, how management can detect fraud and what policies and procedures can be implemented to prevent fraud. (Letter.) Effective: 2016 Fall Quarter.
MGP 430Learning From Catastrophes: Lessons for Managers (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Catastrophes unfold in surprisingly similar ways. In this course, students will analyze catastrophes to understand these common patterns and investigate how they can be prevented and mitigated. Students will then apply these lessons to management to gain unconventional insights. (Letter.) Effective: 2016 Summer Quarter.
MGP 431Project Management (1) Active
Lecture—10 hour(s). Open to students enrolled in the MBA program. Students learn project management; including project scope, project planning, milestones and project closing. Important themes include leadership, team dynamics, storytelling/creating a narrative, communication, and conflict management. (Letter.) Effective: 2016 Fall Quarter.
MGP 432Project Management with Applications in Healthcare (1) Active
Lecture—1 hour(s). Course will focus on the heart of healthcare administration and how project management can be applied as a key lever to increase efficiency, decrease costs and improve the patient experience. (Letter.) Effective: 2017 Spring Quarter.
MGP 433Corporate Social Responsibility (1) Active
Lecture—1 hour(s). Learn practical information that will help students understand the basics of designing, managing and evaluating an effective CSR program. Expose students to a basic set of CSR issues in the context of cross-purpose business challenges and then focus on the analysis and critical decisions that managers must make to move their business and their social agenda forward. (Letter.) Effective: 2018 Spring Quarter.
MGP 434Practicum for Pricing (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 234. Restricted to students in the MBA program. Enhance understanding of the principles and concepts learned in Pricing by (1) teaching the necessary statistical and mathematical skills, and (2) requiring a report for a real Pricing case. (Letter.) Effective: 2011 Winter Quarter.
MGP 435Data Wrangling (1) Active
Lecture—1 hour(s). Develop practical skills to pre-process data. Tidied raw data can then be used for downstream data analysis, modeling, and visualization. (Letter.) Effective: 2018 Fall Quarter.
MGP 440Integrated Management Project (5) Active
Project (Term Project)—3 hour(s). Prerequisite(s): First-year core courses of MBA program. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Letter.) Effective: 2016 Fall Quarter.
MGP 440AIntegrated Management Project (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): First-year core courses of MBA program. Restricted to full-time MBA students. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Letter.) Effective: 2015 Spring Quarter.
MGP 440BIntegrated Management Project (3) Active
Project (Term Project)—3 hour(s). Prerequisite(s): First-year core courses of MBA program. Restricted to full-time MBA students. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Letter.) Effective: 2015 Spring Quarter.
MGP 440CIntegrated Management Project Lead (1) Active
Project (Term Project)—1 hour(s). Integrated Management Project Team leader. (Letter.) Effective: 2016 Fall Quarter.
MGP 442Practicum for Marketing Communication (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 242. Restricted to students in the MBA program. Provides experience applying concepts learned in Marketing Communications to a realistic advertising or communication problem faced by firms. (Letter.) Effective: 2011 Spring Quarter.
MGP 443Practicum for Customer Relationship Management (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 243. Restricted to students in the MBA program. Hands-on training in applying Customer Relationship Management concepts and metrics to secondary data. Enhances ability to interpret results and decide the right type of marketing actions by requiring an executive report at the end of the quarter. (Letter.) Effective: 2010 Fall Quarter.
MGP 448Practicum for Marketing Strategies (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 248. Restricted to students in the MBA program. Provides opportunities to apply the concepts covered in the Marketing Strategies class through a group project involving the analysis of strategic marketing decisions based on business-related issues, simulation and modeling. (Letter.) Effective: 2010 Fall Quarter.
MGP 449Marketing Research Practicum (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 249. Restricted to students in the MBA program, or in some cases with permission of instructor. Provides opportunities to apply the concepts and methods covered in the Marketing Research class. Hands-on and project-based, work could be either individual or in groups depending on enrollments and/or interests of students. (Letter.) Effective: 2011 Spring Quarter.
MGP 450Practicum for Technology Strategy and Competition (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 250. Restricted to students in the MBA program. In-depth practicum project course. Apply theories, concepts, and models, learned in course 250 to a real-world business problem, through data collection, data analysis, simulation, modeling and post-model interpretation. (Letter.) Effective: 2011 Winter Quarter.
MGP 460Practicum for Corporate Finance and Real Estate (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 260. Restricted to students in the MBA Program. Work in groups to select and value a financial entity. It could be a firm, a sports player, a building, a project, or a patent. Grade based on an in-class presentation and a write-up. (Letter.) Effective: 2011 Spring Quarter.
MGP 461Practicum for Investment Analysis (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 261. Restricted to students in the MBA program. Provides practical experience applying concepts learned in Investment Analysis to a realistic portfolio management setting via a hypothetical exercise. Produce a realistic executive summary and presentation of an investment proposal for a hypothetical client. (Letter.) Effective: 2010 Fall Quarter.
MGP 464Practicum for Taxes and Business Strategy (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 264. Restricted to students in the MBA program. Practical application project drawing from the tax planning theory contained in course 264. Project consists of a business formation and operation, change in organization (incorporation), and movement into multi-national and multi-jurisdictional tax. (Letter.) Effective: 2010 Fall Quarter.
MGP 465Practicum for Venture Capital (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 265. Restricted to students in the MBA program. Provides an opportunity to apply concepts learned in Venture Capital in a realistic setting. Complete project analyzing a potential investment in a hypothetical venture and prepare an deal term sheet/investment agreement. (Letter.) Effective: 2011 Winter Quarter.
MGP 467Practicum for Teams and Technology (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 267. Restricted to students in the MBA program. Groups investigate the performance, creativity, conflict, information sharing, and leadership behaviors of a real world team. Provide consulting advice to the team, which not only gives analytic skills, but also builds presentation skills. (Letter.) Effective: 2011 Spring Quarter.
MGP 469Practicum for Business Intelligence Technologies (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGP 269. Restricted to students in the MBA program. Projects applying concepts learned in Business Intelligence Technologies to real business problems. (Letter.) Effective: 2011 Winter Quarter.
MGP 482Practicum for Supply Chain Management (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 282 (can be concurrent) or MGP 282 (can be concurrent) or MGB 282 (can be concurrent); Course is a pre-requisite or co-requisite. Restricted to students in the MBA program. Provides experience applying concepts learned in Supply Chain Management to a realistic management setting via a project. (Letter.) Effective: 2011 Spring Quarter.
MGP 490Directed Group Study Management Practicum (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Consent of Instructor. Sponsorship of a GSM Academic Senate faculty member; approval of graduate advisor. Provides opportunity for students to gain experience in applying business methodologies previously acquired in other GSM courses. May be repeated for credit. (Letter.) Effective: 2012 Summer Quarter.
MGP 498Directed Group Study Management Practicum (1-12) Active
Project (Term Project). Prerequisite(s): Consent of Instructor. Sponsorship of a GSM Academic Senate faculty member; approval of graduate advisor. Provides the opportunity for students to gain experience in applying business methodologies previously acquired in other GSM courses. May be repeated up to 6 Unit(s). (S/U grading only.) Effective: 2011 Summer Quarter.
MGP 499Directed Individual Study Management Practicum (1-12) Active
Project (Term Project). Prerequisite(s): Consent of Instructor. Sponsorship of a Graduate School of Management Academic Senate faculty member; approval of graduate advisor. Provides the opportunity for students to gain experience in applying business methodologies previously acquired in other Graduate School of Management courses. May be repeated for credit. (S/U grading only.) Effective: 2011 Summer Quarter.

Students must complete the Management core course requirement before enrolling in any of the following elective courses, or petition with consent of the instructor. The core courses include: 200A, 201A, 201B, 202A, 203A, 204, 205, 252, 268, 440, 440A, 440B, 440C. For a list of elective courses, see https://webapps.gsm.ucdavis.edu/Raps/courses/curriculumOverviewByProgram?program=SMBA.

Courses in MGT:

MGT 011AElementary Accounting (4) Active
Lecture—3 hour(s); Discussion—1 hour(s). Basic concepts of accounting; interpreting and using financial statements; understanding accounting principles. (Letter.) GE credit: SS. Effective: 2017 Summer Session 1.
MGT 011BElementary Accounting (4) Active
Lecture—3 hour(s); Discussion—1 hour(s). Prerequisite(s): MGT 011A. Theory of product costing; Analyzing the role and impact of accounting information on decision making; planning and performance evaluation. (Letter.) GE credit: SS. Effective: 2017 Spring Quarter.
MGT 012YNavigating Life’s Financial Decisions (3) Active
Lecture—2 hour(s); Web Virtual Lecture—1 hour(s). Survey of major life financial decisions (e.g., career choice, consumption v. saving, investments, mortgages, insurance) and how decision-making biases (e.g., overconfidence, present bias, limited attention) can lead to suboptimal choice. The course draws on research from economics, psychology, and sociology. (Letter.) GE credit: QL, SS. Effective: 2016 Winter Quarter.
MGT 098Directed Group Study (1-5) Active
Seminar—3-15 hour(s). Open to all undergraduates, but is primarily intended for lower division students. May be repeated for credit. (P/NP grading only.) Effective: 2016 Fall Quarter.
MGT 100Introduction to Financial Accounting (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 011A. Course is open to all upper division undergraduate and graduate students, except those in the Graduate School of Management. Introduction to the concepts, methods, and uses of accounting and financial reporting. (Letter.) Effective: 2016 Summer Session 1.
MGT 101Sources and Uses of Accounting Information (4) Active
Lecture—3 hour(s); Discussion—1 hour(s). Prerequisite(s): MGT 011A; MGT 011B. Develops an understanding of the supply and demand of accounting information. Topics include the generation and processing of accounting information, the examination of accounting information by auditors, and the use of accounting information by capital markets and tax authorities. (Letter.) Effective: 2017 Fall Quarter.
MGT 103Intermediate Financial Accounting I (4) Active
Lecture—3 hour(s); Discussion—1 hour(s). Prerequisite(s): MGT 011A; MGT 011B. Course begins to develop expertise in the accounting for assets and introduces students to the analysis of financial statements. (Letter.) Effective: 2017 Fall Quarter.
MGT 105Intermediate Financial Accounting II (4) Active
Lecture—3 hour(s); Discussion—1 hour(s). Prerequisite(s): MGT 103. Course continues to develop expertise in the preparation of financial statements by studying the accounting for liabilities and stockholders’ equity. Course also examines the accounting for contracts that can have significant effects on firms’ financial statements. (Letter.) Effective: 2017 Fall Quarter.
MGT 107Intermediate Financial Accounting III (4) Active
Lecture—3 hour(s); Discussion—1 hour(s). Prerequisite(s): MGT 105. Course finishes the Intermediate Financial Accounting series by examining in depth the accounting for contracts related to pensions and leases. Course teaches the preparation of the statement of cash flows and footnote disclosures. (Letter.) Effective: 2017 Spring Quarter.
MGT 120Managing and Using Information Technology (4) Active
Lecture—3 hour(s); Discussion—1 hour(s). Develop an analytical framework to manage and monitor business systems concerned with operational, human, and organizational interactions. Introduction to computer hardware, systems software, and information systems. Management of information technology and the impact of information systems on modern management. (Letter.) GE credit: SS. Effective: 2016 Summer Session 1.
MGT 140Marketing for the Technology-Based Enterprise (4) Active
Lecture—3 hour(s); Discussion—1 hour(s). Quantitative analysis of needs in a product (technology-based) economy, with emphasis on how scientists, engineers, and business people interact to develop and market products and services. (Letter.) GE credit: SS. Effective: 2017 Winter Quarter.
MGT 150Technology Management (4) Active
Lecture—3 hour(s); Discussion—1 hour(s). Management of firms in high technology industries such as software development and biotechnology research. Motivating and managing workers, organizing for innovation, and making decisions. (Letter.) GE credit: SS. Effective: 2016 Fall Quarter.
MGT 160Financing New Business Ventures (4) Active
Lecture—3 hour(s); Discussion—1 hour(s). Prerequisite(s): MGT 011A; (MAT 016B or MAT 017B or MAT 021B); STA 013. Concepts/methods used to structure and finance new business ventures. Topics include evaluating the net social (financial) benefit of new investment projects; raising venture capital; the role of the venture capitalist; and the choice of organizational structure in new ventures. (Letter.) GE credit: SS. Effective: 2016 Fall Quarter.
MGT 170Managing Costs and Quality (4) Review all entries Historical
Lecture—3 hour(s); Discussion—1 hour(s). Prerequisite(s): MGT 011B; or Consent of Instructor. Designing cost systems in high technology organizations and managing operations to maximize quality and minimize costs. Topics include activity based costing and management, managing quality and time to create value, ethical issues in cost assignment, and differential costing for decision. (Letter.) GE credit: SS. Effective: 2017 Fall Quarter.
MGT 170Managing Costs and Quality (4) Review all entries Historical
Lecture—3 hour(s); Discussion—1 hour(s). Prerequisite(s): MGT 011B; MGT 011A; or Consent of Instructor. Designing cost systems in high technology organizations and managing operations to maximize quality and minimize costs. Topics include activity based costing and management, managing quality and time to create value, ethical issues in cost assignment, and differential costing for decision. (Letter.) GE credit: SS. Effective: 2018 Summer Session 1.
MGT 170Management Accounting and Control (4) Review all entries Active
Lecture—3 hour(s); Discussion—1 hour(s). Prerequisite(s): MGT 011A; MGT 011B; or Consent of Instructor. Covers the design of cost accounting systems, the preparation of financial budgets and forecasts, cost analysis, and the use of cost and other financial data to motivate and evaluate the performance of business units and managers. (Letter.) GE credit: SS. Effective: 2019 Winter Quarter.
MGT 180Supply Chain Planning and Management (4) Active
Lecture—3 hour(s); Discussion—1 hour(s). Course develops key concepts and relationships between supply chain design and business models and strategies. Much of the focus is on quantitative techniques for analysis and management of the production and delivery of goods and services by an organization. (Letter.) GE credit: SS. Effective: 2017 Winter Quarter.
MGT 190Special Topics in Accounting (4) Active
Seminar—4 hour(s). Prerequisite(s): MGT 011A; MGT 011B; MGT 101. Seminar in the theory and practice of advanced or emerging areas related to the practice of professional accountancy. Specific topics will vary according to the interests of the instructor or students. (Letter.) Effective: 2017 Spring Quarter.
MGT 200AFinancial Accounting (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Introduction to the concepts and objectives underlying the preparation of financial statements. Topics include understanding the accounting cycle, measurement and valuation problems associated with financial statement components,consideration of the usefulness of financial statements in the analysis of a corporation's operations. (Letter.) Effective: 1997 Fall Quarter.
MGT 200BManagerial Accounting (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 200A or MGB 200A or MGP 200A. Information managers should know to be effective, including: product costing, motivating people, and differential analysis for decision making. Includes team projects and written and oral presentations. (Letter.) Effective: 2017 Fall Quarter.
MGT 201AThe Individual and Group Dynamics (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Examines basic psychological and social psychological processes shaping human behavior and applies knowledge of these processes to the following organizational problems: motivation, job design, commitment, socialization, culture, individual and group decision making, and team building. (Letter.) Effective: 1997 Fall Quarter.
MGT 201BOrganizational Strategy and Structure (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Completion of first year courses in Graduate School of Management or the equivalent. Open to MBA students only. Strategic management of organizations, including analysis of industries, firm resources and capabilities and corporate strategy. Strategy formulation, implementation and strategic decision-making. Firm and industry life cycles and change. Analysis of organizational design and structure including differentiation and integration. (Letter.) Effective: 2010 Fall Quarter.
MGT 202AMarkets and the Firm (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Examines the interaction of consumers, firms and government, and the effect this interaction has on the use of resources and firm profitability. Fundamental economic concepts such as marginal analysis, opportunity cost, pricing, and externalities are introduced and applied. (Letter.) Effective: 1997 Fall Quarter.
MGT 202BBusiness, Government, and the International Economy (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 202A or MGB 202A or MGP 202A. Examines the influence of government and international factors on business. Topics include distribution of income, business cycles, inflation and interest rates, the federal debt, monetary policy and international trade and finance. (Letter.) Effective: 2017 Fall Quarter.
MGT 203AData Analysis for Managers (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management MBA program or consent of instructor. Introduction to statistics and data analysis for managerial decision making. Descriptive statistics, principles of data collection, sampling, quality control, statistical inference. Application of data analytic methods to problems in marketing, finance, accounting, production, operations, and public policy. (Letter.) Effective: 1997 Winter Quarter.
MGT 203BForecasting and Managerial Research Methods (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 203A or MGB 203A or MGP 203A. Practical statistical methods for managerial decision making covers regression analysis, time series analysis and forecasting, design and analysis of experiments in managerial research and contingency table analysis. Application of these methods to marketing, finance, accounting, production, operations, and public policy. (Letter.) Effective: 2017 Fall Quarter.
MGT 204Marketing Management (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Analysis of market opportunities, elements of market research, development of marketing strategies, market planning and implementations, and control systems. Consumer and industrial markets, market segmentation, pricing strategies, distribution channels, promotion, and sales. (Letter.) Effective: 1997 Fall Quarter.
MGT 205Financial Theory and Policy (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management. Corporate financial policy and investment management. Covers capital budgeting, optimal financial structure, cost-of-capital determination, risk measurement. Develops basic valuation principles for investments with long-lived and risky cash-flows, and extends these to derivative securities, asset portfolios, investment management and hedging. (Letter.) Effective: 2009 Fall Quarter.
MGT 206Decision Making and Management Science (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student in the Graduate School of Management MBA program or consent of instructor. Develops decision-making and problem-solving skills in conjunction with a quantitative model-building approach. Emphasizes how structured modeling techniques, probability forecasts, simulations, and computer optimization models are used in the overall process of making decisions in an uncertain environment. (Letter.) Effective: 1997 Winter Quarter.
MGT 207Management Information Systems (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate student or consent of instructor. Introduction to computer programming and data handling skills. Use of computer in organizations, emphasis on managerial aspects of computing. Standard and nonstandard uses of data files, centralization versus decentralization of computing, office automation, computer security. (Letter.) Effective: 1997 Winter Quarter.
MGT 215Business Law (3) Active
Lecture—3 hour(s). Prerequisite(s): Completion of administration core requirements or petition with consent of instructor. Introduction to law and legal process in the United States. Sources of law. Structure and operation of courts, federal-state relationships, fundamentals of administrative law, fundamentals of business law. (Letter.) Effective: 1997 Winter Quarter.
MGT 216Managing Professionals, Budgets, Controls and Ethics (3) Active
Lecture—3 hour(s). Prerequisite(s): Graduate standing. Performance measures, budgetary controls and ethical pressures which occur at middle management levels in service-type operations. Addresses such organizations as engineering, medical groups, law offices, management consultants. (Letter.) Effective: 1997 Winter Quarter.
MGT 220Management of Social Networks (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 201A. Open to MBA students only. Principles and applications of social network theory: coordinating divergent interests to create value for individuals and organizations. Emphasis on conceptual models, web-based diagnostic tools, and practical applications. (Letter.) Effective: 2004 Winter Quarter.
MGT 223Power and Influence in Management (3) Active
Seminar—3 hour(s). Prerequisite(s): MGT 201A or MGB 201A or MGP 201A; Consent of Instructor. Investigation of the bases of power in organizations and the tactics used to translate power into influence. Topics include the control of resources (including information), social psychological processes (including commitment), the construction of meaning, and ethics. (Letter.) Effective: 2017 Fall Quarter.
MGT 224Managing People in High-Performance Organizations (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 201A or MGB 201A or MGP 201A. Restricted to students in the MBA program. Strategic approach to the management of people within organization. Analyze employment systems' fit with firms' environments and strategies. Explore consequences of choices firms make in managing people—decisions as to selection, performance evaluation, compensation, and other management policies and practices. Not open to students who have taken MGB 224 or MGP 224. (Letter.) Effective: 2017 Fall Quarter.
MGT 234Pricing (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGT 203B or MGB 203B or MGP 203B); (MGB 204 or MGP 204 or MGT 204). Restricted to students in the MBA program. Combines lectures, cases and homework to teach students tools and skills necessary to analyze pricing situations, make pricing decisions, and implement them, in a systematic manner. (Letter.) Effective: 2017 Fall Quarter.
MGT 239Digital Marketing (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 204 or MGB 204 or MGP 204. Course equips students for a career in digital marketing and social media. Topics include online advertising, search engine optimization, interactive mktg, online privacy issues, e-commerce, social influence, social network theory, measurement of social influence and integrating social and traditional media. (Letter.) Effective: 2017 Fall Quarter.
MGT 240Management Policy and Strategy (3) Active
Lecture—3 hour(s). Prerequisite(s): First-year core courses of M.B.A. program. Examines the scope of missions, objectives strategies, policies, structures, measurements and incentives which bear on the management of an organization. Real client organizations, in the private and public sectors, are assigned to student teams as the subjects of study. (Letter.) Effective: 1997 Winter Quarter.
MGT 240AIntergrated Management Project (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): First-year core courses of MBA program. Restricted to full-time MBA students. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Letter.) Effective: 2013 Spring Quarter.
MGT 241New Product Development (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 204 or MGB 204 or MGP 204. Open to graduate students in the Graduate School of Management. State-of-the-art concepts and methods to enhance the effectiveness of new product development activities. Focuses on the understanding of managerial issues and acquiring the ability to solve problems. (Letter.) Effective: 2017 Fall Quarter.
MGT 242Marketing Communications (3) Active
Lecture—3 hour(s). Issues in designing a marketing communications strategy. Topics include mass and direct communications, institutional aspects of advertising, consumer behavior, evaluating ad effectiveness, determining ad budget, creative strategy, and use and abuse of promotions. (Letter.) Effective: 2000 Fall Quarter.
MGT 243Customer Relationship Management (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 204 or MGB 204 or MGP 204. Restricted to MBA students only. Customer Relationship Management (CRM) is a management approach under which marketing activities are organized and measured around customers (rather than around brands.) This approach is appealing because customers, not brands, are those who make buying decisions. (Letter.) Effective: 2017 Fall Quarter.
MGT 244New and Small Business Ventures (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 204 or MGB 204 or MGP 204. Student teams develop complete business plans for their own start-up ventures. Process includes: elevator pitch, business strategy, comprehensive bottoms-up financial projections, capital requirements, product differentiation, competitive, alliance, and go-to-market strategy development, investor presentation, and comprehensive written business plan. (Letter.) Effective: 2017 Fall Quarter.
MGT 245Business Writing (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Completion of first-year core courses at the Graduate School of Management or the equivalent. Restricted to MBA students only. Techniques for sharpening writing skills are introduced, along with grammatical structure, word choice, and punctuation. Learn to develop styles that are pitch-perfect for given situations and to think strategically about each communication challenge in a management setting. (Letter.) Effective: 2011 Fall Quarter.
MGT 246Negotiation and Team Building (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 205; MGT 202. Basic theory of negotiation; applies theory to process of building teams to achieve business purposes. Covers integrative and distributive strategies of claiming value, how to recognize bargaining tricks, uncovering hidden agendas, brainstorming to extend Pareto frontier. (Letter.) Effective: 2011 Fall Quarter.
MGT 247Customer Service as a Marketing Tool (3) Active
Lecture—3 hour(s). Understanding the distinct features of services, how to create value through service, methods of building strong relationships with customers, methods of measuring and building customer satisfaction, and measuring the financial impact of service improvement. (Letter.) Effective: 1998 Spring Quarter.
MGT 248Marketing Strategies (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGP 204 or MGB 204 or MGT 204). Examines process by which organizations develop strategic marketing plans. Includes definition of activities and products, marketing audits, appraising market opportunities, design of new activities and products, and organizing marketing planning function. Applications to problems in private and public sector marketing. (Letter.) Effective: 2017 Fall Quarter.
MGT 249Marketing Research (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGP 203A or MGB 203A or MGT 203A); (MGT 204 or MGB 204 or MGP 204). Course addresses the managerial issues and problems of systematically gathering and analyzing information for making private and public marketing decisions. Covers the cost and value of information, research design, information collection, measuring instruments, data analysis, and marketing research applications. (Letter.) Effective: 2017 Fall Quarter.
MGT 250Technology, Competition and Strategy (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 202A or MGB 202A or MGP 202A); (MGP 203A or MGT 203A or MGB 203A). Restricted to students in the MBA program. Why is software typically so defective? Why do many firms in the IT industry give away their best products free? This course helps you analyze questions like these by modeling competition and strategy in the network, technology and information industries. (Letter.) Effective: 2017 Fall Quarter.
MGT 251Management of Innovation (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 201A or MGB 201A or MGP 201A. Managing innovative enterprise in changing and uncertain environments. Covers technology forecasting and assessment, program selection and control, financial management, regulation, and ethics. (Letter.) Effective: 2017 Fall Quarter.
MGT 252Managing for Operational Excellence (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 203A or MGB 203A or MGP 203A. Open to students in the Graduate School of Management. Explores the management of operations as applied to manufacturing as well as services provided both inside and outside the organization. Develop an understanding of how uncertainty affects planning and delivery by looking at fundamental models of operations. (Letter.) Effective: 2018 Spring Quarter.
MGT 253Corporate Social Responsibility (3) Active
Lecture—3 hour(s). Goal in this course will be to develop a thought process and approach to corporate social responsibility that students will be able to build on during their post-school leadership roles, whether as corporate executives, entrepreneurs, or NGO leaders. (Letter.) Effective: 2016 Spring Quarter.
MGT 255Entrepreneurship and Venture Investment Clinic (3) Active
Lecture—3 hour(s). Class size limited to 30 students. Provides the necessary analytical and design tools to create business ideas and refine business models based on emerging technologies. Students learn to work closely in small teams to synthesize technical, strategic, and marketing needs into designs for new ventures. (Letter.) Effective: 2016 Spring Quarter.
MGT 258Mergers and Acquisitions (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 205. Course focuses on the market for corporate acquisitions and restructuring activity. Topics include: sources of value creation; takeovers; anti-takeover provisions; bidding strategies; use of leverage in buyouts; regulatory risk and hurdles; and, valuation approaches for highly leveraged transactions. (Letter.) Effective: 2015 Spring Quarter.
MGT 259Banking and the Financial System (3) Active
Lecture—3 hour(s). Prerequisite(s): MGB 205 or MGP 205; Consent of Instructor. Analyzes the role of financial markets and institutions in allocating capital. Focuses on: bank lending; debt securities; financial market innovations; regulation; functions of commercial banks and other financial intermediaries. Utilizes case studies. (Letter.) Effective: 2016 Spring Quarter.
MGT 260Corporate Finance (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 200A or MGB 200A or MGP 200A); (MGP 202A or MGB 202A or MGT 202A); (MGT 205 or MGP 205 or MGB 205). Focuses on planning, acquiring, and managing a company's financial resources. Includes discussion of financial aspects of mergers and other forms of reorganization; analysis of investment, financial, and dividend policy; and theories of optimal capital structure. (Letter.) Effective: 2017 Fall Quarter.
MGT 261Investment Analysis (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGT 203A or MGB 203A or MGP 203A); (MGP 205 or MGT 205 or MGB 205). Examines asset pricing theories and relevant evidence, including the investment performance of stocks and bonds. Topics include the efficiency of markets, domestic and international portfolio diversification, factors influencing the value of stocks and other investments, and portfolio management and performance. (Letter.) Effective: 2017 Fall Quarter.
MGT 262Money and Security Markets (3) Active
Lecture—3 hour(s). Examines how money and securities markets are organized; how public agencies, businesses, others obtain and invest funds in those markets. Relationship between interest rates, monetary policy, government's role in improving capital markets, approaches to assessing changes in regulation of specific markets. (Letter.) Effective: 1997 Fall Quarter.
MGT 263Derivative Securities (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): (MGT 203A or MGB 203A or MGP 203A); (MGP 205 or MGT 205 or MGB 205). Open to students enrolled in the MBA program. Behavior of options, futures, and other derivative securities markets and how public agencies, business and others use those markets. Trading strategies involving options, swaps, and financial futures contracts. Pricing of derivative securities, primarily by arbitrage methods. (Letter.) Effective: 2017 Fall Quarter.
MGT 264Business Taxation (3) Active
Lecture—3 hour(s). Analysis of the impact of business taxation on investment, production, and finance decisions. Discussion of the relationship between business organization and tax liability. Course is not intended for tax specialists. (Letter.) Effective: 1997 Winter Quarter.
MGT 265Venture Capital and the Finance of Innovation (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 205 or MGP 205 or MGB 205. Restricted to students in the MBA program. Examines venture capital finance and the related practice of R&D finance. Goal is to apply finance tools and framework to the world of venture capital and financing of projects in high-growth industries. (Letter.) Effective: 2017 Fall Quarter.
MGT 266International Finance (3) Active
Lecture—3 hour(s). Prerequisite(s): MGB 205 or MGT 205 or MGP 205; Or the equivalent. Studies fixed and floating exchange-rate systems. Topics include determinants of a nation's balance of international payments; macroeconomic interdependence of nations under various exchange-rate regimes and its implications for domestic stabilization policies; and the international coordination of monetary and stabilization policies. (Letter.) Effective: 2017 Fall Quarter.
MGT 267Teams and Technology (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Consent of Instructor. Restricted to working professional MBA students. Theory and practice of managing teams with primary goals of: providing conceptual guidelines for analyzing and diagnosing group dynamics and determining strategic options as a manager; imparting interpersonal skills for implementing effective strategies; understanding how technological change affects team processes. (Letter.) Effective: 2009 Spring Quarter.
MGT 268Articulation and Critical Thinking (3) Active
Lecture/Discussion—3 hour(s). Commitment to this course, become competent public speakers, write well at a level expected in business, think efficiently and critically about business challenges and have a useful personal code of ethics to shape their actions and decisions. No student may repeat course for credit. (Letter.) Effective: 2013 Fall Quarter.
MGT 269Business Intelligence Technologies-Data Mining (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Consent of Instructor. Restricted to students in the MBA program. Descriptive and Predictive Data mining methods covering association rules, clustering, classification, text mining, etc. Big data Technologies. Business applications. Hands-on data mining skills. Business intelligence for managerial decision making. (Letter.) Effective: 2016 Spring Quarter.
MGT 270Corporate Financial Reporting (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 200A or MGP 200A or MGB 200A. Analyzes and evaluates contemporary issues in financial reporting and develops implications of those issues for business decision makers, investment managers, and accounting policymakers. (Letter.) Effective: 2017 Fall Quarter.
MGT 271Strategic Cost Management (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 202A or MGP 202A or MGB 202A. Restricted to students in the MBA program. Theoretical frameworks and associated techniques for using organizational design and cost management to achieve a sustainable, profitable cost structure. Topics include: target costing, process design for low cost, total cost of ownership, cost of customers, implementing structural change, and incentives. (Letter.) Effective: 2017 Fall Quarter.
MGT 272Evaluation of Financial Information (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 200A or MGP 200A or MGB 200A. Studies how investors, creditors, others use accounting and other information in making rational investment, lending decisions. Emphasis is placed on the analysis of financial information in a variety of contexts. Where applicable, recent research in finance and economics is discussed. (Letter.) Effective: 2017 Fall Quarter.
MGT 273Accounting and Reporting for Government Nonprofit Entities (3) Active
Lecture—3 hour(s). Concepts, methods, and uses of accounting and financial reporting by governmental and nonprofit entities. Introduction to budgeting and performance evaluation, and accounting for entities such as hospitals, universities, and welfare agencies. (Letter.) Effective: 1997 Winter Quarter.
MGT 274Corporate Governance (3) Active
Lecture—3 hour(s). Prerequisite(s): Full-time MBA students or consent of instructor. Discusses how corporations can better operate in the interests of shareholders and public. Directly relevant to managers, consultants in compensation and incentives, staff working on mergers and acquisitions, corporate regulators, shareholder rights activists, and board members. (Letter.) Effective: 2009 Fall Quarter.
MGT 276Real Estate, Finance and Development (3) Active
Lecture—3 hour(s). Prerequisite(s): (MGP 205 or MGT 205 or MGB 205); (MGP 201A or MGB 201A or MGT 201A). Focus on single family, attached, detached, multi-family, and light commercial development. Students will study factors which make up successful real estate developments. Course will consider financial aspects involved in land acquisition, land development, construction, and project lending. (Letter.) Effective: 2017 Fall Quarter.
MGT 281Systems Analysis and Design (3) Active
Lecture—3 hour(s). Design and specification of computer-based information systems. Applications systems development life cycle, use requirements and feasibility assessment, logical and physical design, program development and testing, conversion and implementation. (Letter.) Effective: 1997 Winter Quarter.
MGT 282Supply Chain Management (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): MGT 203A or MGP 203A or MGB 203A. Restricted to students in the MBA program. Matching supply with demand is a primary challenge for a firm: excess supply is too costly, inadequate supply irritates customers. Matching supply to demand is easiest when a firm has a flexible supply process, but flexibility is generally expensive. (Letter.) Effective: 2017 Fall Quarter.
MGT 284Applied Linear Models for Management (3) Active
Lecture—3 hour(s). Covers regression, analysis of variance, and multivariate analysis. Topics will focus on applications to management and policy problems. (Letter.) Effective: 1997 Winter Quarter.
MGT 285Time Series Analysis and Forecasting (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 203B or MGP 203B or MGP 203B. Considers application of time series methods to evaluation and forecasting problems. Covers univariate and multivariate ARIMA models and transfer function models. Applications will be in such areas as economics, finance, budgeting, program evaluation, and industrial process control. (Letter.) Effective: 2016 Spring Quarter.
MGT 286Telecommunications and Computer Networks (3) Active
Lecture—3 hour(s). Prerequisite(s): MGT 280. Communication system components; common carrier services; design and control of communications networks; network management and distributed environment; local area networks; data security in computer networks. (Letter.) Effective: 1997 Winter Quarter.
MGT 287Business Database and Database Marketing (3) Active
Lecture—3 hour(s). Practical introduction to fundamental principles of database management systems and database marketing. Database design. SQL queries. Concepts of database marketing, data warehouse, data visualization and big data analytics. (Letter.) Effective: 2016 Spring Quarter.
MGT 288Special Topics in Management of Information Systems (3) Active
Lecture—3 hour(s). Managerial aspects of information systems. Topics stressing applications in organizations chosen from: economics of computers and information systems, decision support systems, management of computer-based information systems, office automation. (Letter.) Effective: 1997 Winter Quarter.
MGT 290Topics in General Management (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in general management. Varied topics to cover more extensively issues discussed in courses 201A and 201B, or current business interest topics in fields of business writing, business communications, development, or workplace processes. May be repeated for credit. (Letter.) Effective: 2009 Fall Quarter.
MGT 291Topics in Organizational Behavior (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in social psychology and sociology of organizations. Varied topics to cover more extensively issues discussed in courses 201A and 201B, or current business interest topics in fields of organization design, strategy, development, or workplace processes. May be repeated for credit. (Letter.) Effective: 2009 Fall Quarter.
MGT 292Topics in Finance (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Contemporary and emerging issues in finance. Application of modern techniques of finance to business problems. Use of appropriate electronic database and research techniques. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGT 293Topics in Marketing (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in marketing, which may include marketing research, new product development, brand management, pricing, distribution management, service marketing, hitech marketing, advertising, sales promotions, marketing through the Web. May be repeated for credit. (Letter.) Effective: 2009 Fall Quarter.
MGT 294Topics in Accounting (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Contemporary and emerging issues in financial management accounting. Application of modern techniques of evaluation and analysis of financial information. Use of appropriate electronic database and research techniques. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGT 295Topics in Information Technology (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Applications of information technology to management and management of information technology. Adaptation to the dynamic nature of the field. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGT 296Topics in Technology Management (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Cyclical nature of innovation and technological change, features of innovative firms and industries, national innovation systems, and impact of information technologies on innovation processes. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGT 297Topics in International Management (3) Active
Seminar—3 hour(s). Prerequisite(s): Completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Broader environment in which U.S. firms and their foreign competitors operate. Integration of material from other topics courses (marketing, strategy, finance, accounting, information technology, technology management) into the international setting. May be repeated for credit. May be repeated for credit. (Letter.) Effective: 1999 Fall Quarter.
MGT 298Directed Group Study (1-5) Active
Variable. Prerequisite(s): Consent of Instructor. (S/U grading only.) Effective: 1997 Winter Quarter.
MGT 299Individual Study (1-12) Active
Variable. Prerequisite(s): Consent of Instructor. (S/U grading only.) Effective: 1997 Winter Quarter.
MGT 401Crisis Management (1) Active
Discussion/Laboratory—1 hour(s). Establishes and explores the defining characteristics of crises. Will learn to anchor crisis management firmly within overall strategic management and also acquire a set of useful tools and techniques for planning for and handling actual crises. (Letter.) Effective: 2017 Winter Quarter.
MGT 402Crisis Communications and Reputation Management (1) Active
Discussion/Laboratory—1 hour(s). Intended to provide you with an understanding of the framework and tools necessary to successfully address communications and reputation management tasks in a variety of crisis situations. (Letter.) Effective: 2016 Summer Quarter.
MGT 403Business Statistics Practicum (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): (MGT 203A or MGP 203A or MGB 203A); (MGT 203B (can be concurrent) or MGP 203B (can be concurrent) or MGB 203B (can be concurrent)); MGT 203B, MGP 203B, or MGB 203B completed or required concurrently. Restricted to students in the MBA program. Applies techniques and concepts in business statistics to real case studies. (Letter.) Effective: 2011 Fall Quarter.
MGT 404Organizational Change Management (1) Active
Lecture/Discussion—1 hour(s). Challenges in getting significant changes made in organizations. Learn Organization Change Management (OCM) techniques and discuss case situations where OCM techniques play a role. (Letter.) Effective: 2016 Fall Quarter.
MGT 405Business Literature (1) Active
Lecture/Discussion—1 hour(s). Will examine Business history – historical trends that might influence contemporary business. Some argue that the recent collapse of our financial system might have been averted if business leaders had a better sense of history. (Letter.) Effective: 2017 Winter Quarter.
MGT 406Ethical Issues in Management (1) Active
Lecture/Discussion—1 hour(s). Explores the philosophical foundation of ethical theory and its recent applications to business situations. Professional codes of ethics, such as those promulgated by educational, managerial, engineering, scientific, medical and legal professional societies, are presented. (Letter.) Effective: 2017 Winter Quarter.
MGT 407Storytelling for Leadership (1) Active
Lecture/Discussion—1 hour(s). Internalize the fundamental principles behind stories that educate, influence, motivate, inspire, persuade and connect. (Letter.) Effective: 2016 Fall Quarter.
MGT 408The Business of the Media (1) Active
Lecture/Discussion—1 hour(s). Focuses on the media industries and how emerging digital technologies are disrupting the way media consumption, distribution and business models work. Will highlight the economics of several media, both news and entertainment. (Letter.) Effective: 2016 Summer Quarter.
MGT 409Managing Multi-Asset Class Investment Portfolios (1) Active
Lecture/Discussion—1 hour(s). Prerequisite(s): MGT 202A; MGT 203A; MGT 205. Examines top down management of multi-asset class portfolios. Topics include bonds, hedge funds, private equity, real estate, commodities, endowments, return generation, performance analysis, credit cycles, financial crises, manager selection, investment policy, and investment careers. Student teams present endowment portfolio recommendations. (Letter.) Effective: 2015 Spring Quarter.
MGT 410Corporate Governance (1) Active
Lecture/Discussion—1 hour(s). Covers recent and not-so-recent business and accounting scandals, discuss how corporations can better operate in the interests of shareholders and the public, and learn from people who rely on corporate governance in making investment decisions. (Letter.) Effective: 2017 Winter Quarter.
MGT 411Turnaround Management (1) Active
Lecture/Discussion—1 hour(s). Evaluate the financial performance of a company, identify opportunities for improvement, propose real solutions to enhance performance, and most important inspire action in staff. (Letter.) Effective: 2017 Winter Quarter.
MGT 412International Marketing (1) Active
Lecture/Discussion—1 hour(s). Basic concepts of international marketing. Understanding and managing heterogeneous, dynamic, and interdependent environments across countries. How to develop and implement an international marketing strategy: where and how to compete, how to adapt your marketing mix. (Letter.) Effective: 2016 Fall Quarter.
MGT 413Sustainable Business Ventures: Business and Energy (1) Active
Lecture/Discussion—1 hour(s). Introduction to sustainability goals, indicators, values, measurement techniques, and practice how it applies to large and small enterprise. (Letter.) Effective: 2013 Winter Quarter.
MGT 414Multi-Channel Marketing (1) Active
Lecture/Discussion—1 hour(s). Multi-channel marketing strategies empower managers to create value for different customer segments. Covers the necessary concepts to evaluate and select go-to market strategies in order to capitalize on the ubiquity of modern customers. (Letter.) Effective: 2017 Winter Quarter.
MGT 415Climate Risks and Opportunities (1) Active
Lecture/Discussion—1 hour(s). Provide a working knowledge of the risks and opportunities arising from climate change and climate policy for businesses. (Letter.) Effective: 2016 Summer Quarter.
MGT 417Incentives and Controls (1) Active
Lecture/Discussion—1 hour(s). Understand how organizations use financial and nonfinancial performance management and incentive systems to motivate people and manage resources. (Letter.) Effective: 2017 Winter Quarter.
MGT 418Scientific Discovery and Business Innovation at Scale in the Food and Agriculture Sector (1) Active
Lecture—3 hour(s). Restricted to students in the MBA program. Scientific discovery and business innovation within the food and agriculture sector profoundly influences the sustainability of society and enterprise competitiveness. Students will learn how business innovation models co-exist antagonistically or synergistically with scientific discovery and its influence on enterprise competitiveness. (Letter.) Effective: 2017 Winter Quarter.
MGT 419Business Strategy Consulting Skills (1) Active
Lecture—5 hour(s). Restricted to students enrolled in the MBA program. Students will learn practical business consulting skills which will help apply strategy theories in the workplace. Students will learn and practice tools to frame and analyze problems, conduct research, communicate findings and navigate client relationships. (Letter.) Effective: 2017 Winter Quarter.
MGT 420Advanced Optimization in a Python-based Modeling Language (1) Active
Web Virtual Lecture—1 hour(s). Prerequisite(s): (MGT 252 or MGB 252 or MGP 252); (MGT 206 or MGB 206 or MGP 206). Restricted to students enrolled in the MBA program. Covers advanced optimization modeling techniques and practical application of modern, scalable modeling language. Techniques will be developed using examples from production planning in a supply chain, but students may explore other areas of application of optimization for their final project. (Letter.) Effective: 2017 Winter Quarter.
MGT 421Monte Carlo Simulation for Managerial Analysis (1) Active
Lecture—1 hour(s). Students create Excel-based simulation models across business domains, from finance to hypothesis testing and inventory management. By course-end, students are experts at recognizing this decision-making fallacy and fixing it. (Letter.) Effective: 2017 Spring Quarter.
MGT 422Behavioral Finance and Valuation (1) Active
Lecture—1 hour(s). Prerequisite(s): (MGT 260 or MGP 260 or MGB 260); (MGT 261 or MGP 261 or MGB 261). Restricted to students enrolled in the MBA program. Investor psychology and market frictions can cause asset prices to deviate from fundamental values, creating profit opportunities for sophisticated investors. The course will cover techniques of financial analysis with the goal of learning how to value assets and identify mispricing. (Letter.) Effective: 2017 Winter Quarter.
MGT 423Leader as Coach: An Introduction to Coaching Skills for Leaders (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Course introduces the fundamental coaching skills and coaching models that leaders can apply in everyday interactions with their team and colleagues in order to build trust, overcome challenges and help others discover their own full potential. (Letter.) Effective: 2017 Winter Quarter.
MGT 424Practicum for Managing People in Modern Organizations (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 224. Restricted to students in the MBA program. Provides solid grounding in the management of work and the employment relationship. Examines firms’ interrelated policies and practices for managing people. (Letter.) Effective: 2011 Winter Quarter.
MGT 425Digital Marketing Techniques (1) Active
Lecture—1 hour(s). Course provides students with an introduction to digital marketing. The course introduces MBA students to the fundamental aspects and tools of online marketing communication, i.e., how organizations use digital channels to effectively communicate their value propositions to the target customers. (Letter.) Effective: 2017 Winter Quarter.
MGT 426The Business of Healthcare (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program (Business Administration—Working Professional, Business Administration—Bay Area, Business Administration—Full-Time). Course is intended to provide students with an overall understanding of the unique business aspects of the healthcare industry. (Letter.) Effective: 2017 Winter Quarter.
MGT 427Implementing International Strategy (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program (Business Administration—Working Professional, Business Administration—Bay Area, Business Administration—Full-Time). Course looks at the pitfalls of implementing international strategies, and suggest several accessible, yet powerful frameworks to help international managers implement strategies successfully and completely. (Letter.) Effective: 2017 Winter Quarter.
MGT 428Renewable Energy Ventures: Planning, Funding and Regulatory Risk Assessment for Entrepreneurs and Investors (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Advanced innovation lab will introduce students to issues addressed by entrepreneurs and investors in renewable ventures. Lectures, simulations, case studies and practical experience of the presenters will be delivered. (Letter.) Effective: 2016 Summer Quarter.
MGT 429Detection and Prevention of Asset Misappropriation Fraud in the Workplace (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Course will discuss the fundamentals of fraud detection and prevention in the workplace. Students will learn the major schemes involving workplace fraud, how management can detect fraud and what policies and procedures can be implemented to prevent fraud. (Letter.) Effective: 2016 Fall Quarter.
MGT 430Learning From Catastrophes: Lessons for Managers (1) Active
Lecture—1 hour(s). Restricted to students enrolled in the MBA program. Catastrophes unfold in surprisingly similar ways. In this course, students will analyze catastrophes to understand these common patterns and investigate how they can be prevented and mitigated. Students will then apply these lessons to management to gain unconventional insights. (Letter.) Effective: 2016 Summer Quarter.
MGT 431Project Management (1) Active
Lecture—10 hour(s). Open to students enrolled in the MBA program. Students learn project management; including project scope, project planning, milestones and project closing. Important themes include leadership, team dynamics, storytelling/creating a narrative, communication, and conflict management. (Letter.) Effective: 2016 Fall Quarter.
MGT 432Project Management with Applications in Healthcare (1) Active
Lecture—1 hour(s). Course will focus on the heart of healthcare administration and how project management can be applied as a key lever to increase efficiency, decrease costs and improve the patient experience. (Letter.) Effective: 2017 Spring Quarter.
MGT 433Corporate Social Responsibility (1) Active
Lecture—1 hour(s). Learn practical information that will help students understand the basics of designing, managing and evaluating an effective CSR program. Expose students to a basic set of CSR issues in the context of cross-purpose business challenges and then focus on the analysis and critical decisions that managers must make to move their business and their social agenda forward. (Letter.) Effective: 2018 Spring Quarter.
MGT 434Practicum for Pricing (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 234. Restricted to students in the MBA program. Enhance understanding of the principles and concepts learned in Pricing by (1) teaching the necessary statistical and mathematical skills, and (2) requiring a report for a real Pricing case. (Letter.) Effective: 2011 Winter Quarter.
MGT 435Data Wrangling (1) Active
Lecture—1 hour(s). Develop practical skills to pre-process data. Tidied raw data can then be used for downstream data analysis, modeling, and visualization. (Letter.) Effective: 2018 Fall Quarter.
MGT 440Integrated Management Project (5) Active
Project (Term Project)—3 hour(s). Prerequisite(s): First-year core courses of MBA program. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Letter.) Effective: 2016 Fall Quarter.
MGT 440AIntegrated Management Project (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): First-year core courses of MBA program. Restricted to full-time (day) MBA students. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Letter.) Effective: 2012 Fall Quarter.
MGT 440BIntegrated Management Project (3) Active
Project (Term Project)—3 hour(s). Prerequisite(s): First-year core courses of MBA program. Restricted to full-time (day) MBA students. Applies classroom learning to solve complex business challenges for real world clients. Student teams learn practical consulting skills while their clients benefit from the student’s experience, insights, and work product. (Letter.) Effective: 2013 Winter Quarter.
MGT 440CIntegrated Management Project Team Lead (1) Active
Project (Term Project)—1 hour(s). Integrated Management Project Team leader. (Letter.) Effective: 2016 Fall Quarter.
MGT 442Practicum for Marketing Communication (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 242. Restricted to students in the MBA program. Provides experience applying concepts learned in Marketing Communications to a realistic advertising or communication problem faced by firms. (Letter.) Effective: 2011 Spring Quarter.
MGT 443Practicum for Customer Relationship Management (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 243. Restricted to students in the MBA program. Hands-on training in applying Customer Relationship Management concepts and metrics to secondary data. Enhances ability to interpret results and decide the right type of marketing actions by requiring an executive report at the end of the quarter. (Letter.) Effective: 2010 Fall Quarter.
MGT 448Practicum for Marketing Strategies (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 248. Restricted to students in the MBA program. Provides opportunities to apply the concepts covered in the Marketing Strategies class through a group project involving the analysis of strategic marketing decisions based on business-related issues, simulation and modeling. (Letter.) Effective: 2010 Fall Quarter.
MGT 449Marketing Research Practicum (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 249. Restricted to students in the MBA program, or in some cases with permission of instructor. Provides opportunities to apply the concepts and methods covered in the Marketing Research class. Hands-on and project-based, work could be either individual or in groups depending on enrollments and/or interests of students. (Letter.) Effective: 2011 Spring Quarter.
MGT 450Practicum for Technology Strategy and Competition (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 250. Restricted to students in the MBA program. In-depth practicum project course. Apply theories, concepts, and models, learned in course 250 to a real-world business problem, through data collection, data analysis, simulation, modeling and post-model interpretation. (Letter.) Effective: 2011 Winter Quarter.
MGT 460Practicum for Corporate Finance and Real Estate (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 260. Restricted to students in the MBA Program. Work in groups to select and value a financial entity. It could be a firm, a sports player, a building, a project, or a patent. Grade based on an in-class presentation and a write-up. (Letter.) Effective: 2011 Spring Quarter.
MGT 461Practicum for Investment Analysis (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 261. Restricted to students in the MBA program. Provides practical experience applying concepts learned in Investment Analysis to a realistic portfolio management setting via a hypothetical exercise. Produce a realistic executive summary and presentation of an investment proposal for a hypothetical client. (Letter.) Effective: 2010 Fall Quarter.
MGT 464Practicum for Taxes and Business Strategy (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 264. Restricted to students in the MBA program. Practical application project drawing from the tax planning theory contained in course 264. Project consists of a business formation and operation, change in organization (incorporation), and movement into multi-national and multi-jurisdictional tax. (Letter.) Effective: 2010 Fall Quarter.
MGT 465Practicum for Venture Capital (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 265. Restricted to students in the MBA program. Provides an opportunity to apply concepts learned in Venture Capital in a realistic setting. Complete project analyzing a potential investment in a hypothetical venture and prepare an deal term sheet/investment agreement. (Letter.) Effective: 2011 Winter Quarter.
MGT 467Practicum for Teams and Technology (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 267. Restricted to students in the MBA program. Groups investigate the performance, creativity, conflict, information sharing, and leadership behaviors of a real world team. Provide consulting advice to the team, which not only gives analytic skills, but also builds presentation skills. (Letter.) Effective: 2011 Spring Quarter.
MGT 469Practicum for Business Intelligence Technologies (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 269. Restricted to students in the MBA program. Projects applying concepts learned in Business Intelligence Technologies to real business problems. (Letter.) Effective: 2011 Winter Quarter.
MGT 482Practicum for Supply Chain Management (1) Active
Project (Term Project)—1 hour(s). Prerequisite(s): MGT 282 (can be concurrent) or MGP 282 (can be concurrent) or MGB 282 (can be concurrent); Course is a pre-requisite or co-requisite. Restricted to students in the MBA program. Provides experience applying concepts learned in Supply Chain Management to a realistic management setting via a project. (Letter.) Effective: 2011 Spring Quarter.
MGT 490Directed Group Study Management Practicum (3) Active
Lecture/Discussion—3 hour(s). Prerequisite(s): Consent of Instructor. Sponsorship of a GSM Academic Senate faculty member; approval of graduate advisor. Provides opportunity for students to gain experience in applying business methodologies previously acquired in other GSM courses. May be repeated for credit. (Letter.) Effective: 2015 Spring Quarter.
MGT 498Directed Group Study Management Practicum (1-12) Active
Project (Term Project). Prerequisite(s): Consent of Instructor. Sponsorship of a GSM Academic Senate faculty member, and approval of graduate advisor. Provides the opportunity for students to gain experience in applying business methodologies previously acquired in other GSM courses. May be repeated up to 6 Unit(s). (S/U grading only.) Effective: 2012 Winter Quarter.
MGT 499Directed Individual Study Management Practicum (1-12) Active
Project (Term Project). Prerequisite(s): Consent of Instructor. Sponsorship of a Graduate School of Management Academic Senate faculty member and approval of graduate advisor. Provides the opportunity for students to gain experience in applying business methodologies previously acquired in other Graduate School of Management courses. May be repeated for credit. (S/U grading only.) Effective: 2011 Summer Quarter.