• ACC 2101. MANAGEMENT ACCOUNTING
  • ACC 4200. MANAGING PERFORMANCE: INTERNAL AND INTERORGANIZATIONAL PERSPECTIVES
  • BUS 1010. LEADERSHIP PRACTICE
  • BUS 1020. GLOBAL ENVIRONMENT OF BUSINESS DECISIONS
  • BUS 2020. THE LEGAL ENVIRONMENT OF BUSINESS DECISIONS
  • BUS 2060. FINANCIAL STATEMENTS FOR DECISION MAKING
  • BUS 2070. RISK ANALYSIS FOR DECISION MAKING
  • BUS 2080. DATA ANALYSIS FOR DECISION MAKING
  • BUS 3010. CREATING VALUE THROUGH INNOVATION
  • BUS 3020. ACHIEVING EFFECTIVE OPERATIONS
  • BUS 4030. ACHIEVING STRATEGIC EFFECTIVENESS
  • BUS 4300. SENIOR SEMINAR

Supplemental Undergraduate Courses

  • ETR 280X. ENTREPRENEURIAL FINANCE
    This course is designed for students interested in understanding the role of financial resources in both startup companies and internal projects in existing organizations, and in maximizing those resources. It identifies multiple sources of funding for these ventures and explores their ramifications. Priority will be given to technology-based enterprises. The course will be presented from an engineering perspective and incorporate dialog with actual investors and entrepreneurs as well as case studies. In addition to corporate contacts, students will gain hands-on experience through the application of an operating model developed at WPI to capture and understand the role of early capital in a venture and to explore changes in the capital structure and tactical decisions. Finally, the valuation of an enterprise from inception to liquidation will be explored from the vantage of both the entrepreneur and the ongoing organization.

    Recommended background: Knowledge of basic entrepreneurship concepts (ETR 1100)
  • ETR 290X. SOCIAL ENTREPRENEURSHIP
    This course will introduce students to the concept of social entrepreneurship and the ways in which social entrepreneurs are addressing complex social problems with their entrepreneurial ventures. Students will be exposed to the challenges and rewards of running a social enterprise. They will learn valuable business and entrepreneurial tools that can be applied to the design of sustainable social business models. Topics include social opportunity recognition and evaluation, business models in the social sector, social impact assessment, the double-bottom line, scalability of solutions, organizational forms and structures, and social venture financing.
  • ETR 291X. ECONOMICS AND ENTREPRENEURSHIP
    This course is designed to provide an introduction to economics, an introduction to entrepreneurship, and an understanding of the linkages between economics and entrepreneurship. Students will apply these concepts to the assessment of opportunities that might arise from participation in WPI projects. Students will engage in exploring how economics and entrepreneurship can inform opportunity assessment within an ambiguous and uncertain context. These decisions are always made with incomplete information and there is typically no single correct answer but rather multiple possible answers -- each with pluses and minuses.
  • MIS 270X. APP DEVELOPMENT
    In this course, students are introduced to app development within a visual integrated development environment (IDE). The focus is developing business apps that will run on Android devices, including phone, tablet, and laptop form factors. Students will learn a core set of skills in the areas of screen navigation, decision logic, data manipulation, user interface controls, and IDE capabilities. This skill base will then be extended to create and deploy a custom app as part of a group project.

    Recommended background: CS 2119 or CS 2102, or equivalent knowledge.
  • MKT 365X. CONSUMER BEHAVIOR
    Knowing how to manage and interact with customers is a key component for business success. Today, customer needs are continuously evolving as well as how products and services are purchased and consumed. Understanding consumer behavior concepts allows firms to investigate consumption habits and make better informed managerial decisions. The goal of this course is to provide an introduction to various dimensions of consumer behavior, such as the consumer decision-making process, the influence of attitude towards the product, brand, and/or firm, and the impact of culture and subculture. Students will be exposed to how these dimensions are linked to consumers as individual, consumers as a market, and consumers as decision makers.

    Recommended background: None.
    This course will be offered 2014-2015 and in alternating years thereafter.
  • ACC 503. FINANCIAL INTELLIGENCE FOR STRATEGIC DECISION- MAKING
  • BUS 500. BUSINESS LAW, ETHICS AND SOCIAL RESPONSIBILITY
  • BUS 501. INTEGRATING BUSINESS CONCEPTS TO LEAD INNOVATION
  • BUS 517. GRADUATE QUALIFYING PROJECT IN MANAGEMENT (GQP)
  • BUS 522. GLOBAL BUSINESS EXPERIENCE
  • BUS 546. MANAGING TECHNOLGCL INNOVATION
  • BUS 598. SP TOP:INTRO TO HEALTH SYSTEMS
  • BUS 598. ST:INTRO SUSTAINABILITY MGMT
  • BUS 691. GRADUATE SEMINAR
  • BUS 698. DIRECTED RESEARCH
  • ETR 500. ENTREPRENEURSHIP AND INNOVATION
  • ETR 593. TECHNOLOGY COMMERCIALIZATION:THEORY, STRATEGY AND PRACTICE
  • ETR 596. SELLING AND SALES
  • FIN 500. FINANCIAL INFORMATION AND MANAGEMENT
  • FIN 501. ECONOMICS FOR MANAGERS
  • FIN 598. ST:FINANCIAL INST MKT & TECH
  • MIS 500. INNOVATING WITH INFORMATION SYSTEMS
  • MIS 571. DATABASE APPLICATIONS DEVELOPMENT
  • MIS 573. SYSTEM DESIGN AND DEVELOPMENT
  • MIS 576. PROJECT MANAGEMENT
  • MIS 578. TELECOMMUNICATIONS MANAGEMENT
  • MIS 581. INFORMATION TECHNOLOGY POLICY AND STRATEGY
  • MIS 582. INFORMATION SECURITY MANAGEMENT
  • MIS 583. USER EXPERIENCE APPLICATIONS
  • MIS 584. BUSINESS INTELLIGENCE
  • MKT 500. MARKETING MANAGEMENT
  • MKT 561. CONSUMER BEHAVIOR
  • MKT 562. MARKETING RESEARCH
  • MKT 563. MARKETING OF EMERGING TECHNOLOGIES
  • MKT 564. GLOBAL TECHNOLOGY MARKETING
  • MKT 565. DIGITAL MARKETING
  • MKT 566. MARKETING AND ELECTRONIC COMMERCE
  • MKT 567. INTEGRATED MARKETING COMMUNICATIONS
  • MKT 568. DATA MINING BUSINESS APPLICATIONS
  • MKT 569. PRODUCT AND BRAND MANAGEMENT
  • MKT 598. SP TOP:PRODUCT & BRAND MANAGE
  • OBC 500. GROUP AND INTERPERSONAL DYNAMICS IN COMPLEX ORGANIZATIONS
  • OBC 501. INTERPERSONAL AND LEADERSHIP SKILLS
  • OBC 533. NEGOTIATIONS
  • OBC 535. MANAGING CREATIVITY IN KNOWLEDGE INTENSIVE ORGANIZATIONS
  • OBC 536. ORGANIZATIONAL DESIGN
  • OBC 537. LEADING CHANGE
  • OIE 500. ANALYZING AND DESIGNING OPERATIONS TO CREATE VALUE
  • OIE 541. OPERATIONS RISK MANAGEMENT
  • OIE 544. SUPPLY CHAIN ANAYLSIS AND DESIGN
  • OIE 546. MANAGING TECHNOLOGICAL INNOVATION
  • OIE 548. PRODUCTIVITY MANAGEMENT
  • OIE 552. MODELING AND OPTIMIZING PROCESSES
  • OIE 553. GLOBAL PURCHASING AND LOGISTICS
  • OIE 554. GLOBAL OPERATIONS STRATEGY
  • OIE 555. LEAN PROCESS DESIGN
  • OIE 558. DESIGNING AND MANAGING SIX-SIGMA PROCESSES
  • OIE 598. ST:HEALTH SYS MODEL&IMPROVMET
  • OIE 598. SPECIAL TOPICS
  • OIE 598. ST:OPTIMZ METHD FOR BUS ANALYT

Supplemental Graduate Courses

  • OIE 598: ST:OPTIM METH 4 BUS ANALYTICS
    This course covers mathematical optimization in greater detail beyond the foundational concepts of linear programming. A variety of optimization problem classes will be addressed, likely including integer programming, nonlinear programming, stochastic programming and global optimization. While ensuring an appropriate level of theory, the main emphasis will be the methodological and computational aspects of solving such problems arising in the operational, manufacturing, and service sectors.

    Previous course(s) in linear algebra, basic knowledge about optimization and linear programming, or consent of the instructor
  • OIE 598: ST:SUSTBLE CHAIN & OPER MANAG
    This course is intended to provide students with understanding the intra- and inter-organizational implications of environmental practices and policies.  The role of organizational operational and supply chain management functions, activities, tools and methods and their relationship to the natural environment will be introduced and discussed. At the end of the course a successful student should be able to: grasp the scope of general operations and supply chain management and environmental sustainability as they relate to the firm, be able to relate to the manners in which management may respond and collaborate/cooperate with suppliers, customers, and various other stakeholders influencing and influenced by operational and supply chain activities from practical and theoretical case studies and able to evaluate various factors and understand tradeoffs in management decisions as they pertain to environmental operations and supply chain management.