The Business School
Leadership is a critical role in any global, technological organization. This
course explores how the concepts of creativity, entrepreneurial and critical
thinking, emotional and self-awareness, passion, diversity, communication, and
ethics inform and affect leadership practice. The course considers a variety of
contemporary leadership challenges including how leaders work effectively
across cultural, technological, and disciplinary boundaries, how leaders foster
new ideas and bring them to fruition, how they communicate effectively and
persuasively to diverse stakeholders, and how they make decisions that are both
ethical and effective. The course is designed to 1) increase students' awareness of
their own leadership styles, 2) examine the responsibilities of leadership, and 3)
determine best practices in leadership.
The global nature of business is indisputable. This course introduces the
students to the complexity of the global environment and adopts a multi-dimensional
view (cultural, economic, social, legal, political, and technological) of
world economy. It promotes understanding the global environment as integrative forces affecting the success or failure of today’s businesses and fosters
a global perspective. Topics may include an overview of the world economy,
comparative advantage and international trade, cultural distance, FDI/
globalization theory, outsourcing and global supply chain coordination, political
and country risk, the global monetary system and currency risk, legal and ethical
issues, and risk management.
This course is designed to broaden student perspectives on business through experiential learning in entrepreneurship, finance, strategy and marketing, organizational behavior, and operations. By exposing students to various business disciplines and a wide range of firms and business models, we intend to accelerate student impact through an engaging, immersive experience. During on- and off-site situation workshops, students will engage with practitioners to discuss business challenges and decisions in a small-group format. Students will also be matched with alumni to de-brief topics related to cases and prepare a learning portfolio as a culminating assignment. By the end of the course students will have a broader understanding of business domains, increased business fluency, and a better understanding of decision-making within a relevant business context.
Recommended background: None
This course addresses the impact of law on business. The course covers
fundamental areas of business law, such as torts, contracts, intellectual property,
and legal forms of business organizations, and their effects on business decisions.
Particular attention is paid to technology-based enterprises where global business
issues intersect with law.
This course provides students with an understanding of the primary financial
statements used for internal and external business decision-making in start-up
firms and large corporations. It emphasizes underlying accounting concepts
captured in financial statements, while highlighting the interdependence among
these statements. The course will cover analytical techniques, such as ratio
analyses and sensitivity analyses to assess the impact of changes in strategy and
outcomes on efficiency and effectiveness measures. It also describes the various
users of internal and external financial statements, and the potential conflicts
between these various stakeholders.
Financial and operational risks are omnipresent in small entrepreneurial enterprises and in the corporate world. All firms, large and small, must be able
to manage risk to create value. This course introduces students to enterprise risk
and prepares them to act in the presence of risk. The course will sensitize
students to two significant types of risk (namely, financial and operational risk),
provide students with tools for assessing risk and minimizing risk exposure, and
prepare students to take risk into account when making decisions as leaders,
managers, and individuals.
Cat. I This course builds upon students’ understanding of statistics and introduces them to the concepts and methods for analyzing data to support business decision-making. Students will explore data sets using data mining and analytics techniques to create business intelligence, to be used for understanding and improving customers’ experiences, supply chain operations, product management, etc. During the course, students will develop an understanding of the uses of business data analytics and associated models for business decision-making, forecasting, and obtaining and maintaining a competitive advantage. Students will learn a comprehensive set of advanced spreadsheet skills, including how to design, build, test, and use spreadsheets for analyzing business decisions. Recommended background: Basic statistics, equivalent to that in MA 2611 and MA 2612.
This course will cover the basics of corporate environmental sustainability with some introduction of social sustainability. The world has come under increasing environmental and social pressures. Corporations strategically and operationally influence the natural environment and social systems. We will offer the theory and practice of how organizations need to function to help decouple economic well-being from environmental degradation. Topics will include building sustainability strategy, green marketing and finance, sustainable supply chains, sustainability performance measurement and monitoring, and other emergent topics.
Recommended Background: None
This course focuses on the ways value can be created and captured through
innovation. Focusing on the assessment of customers, organizational capabilities,
and competition, students will consider a variety of different types of
innovations and their associated ethical and financial value propositions.
Students will learn analytic tools to successfully assess and commercialize
technology, product, and service innovations in a variety of contexts.
Operations are embedded in a constantly changing network of relationships
with various stakeholders including customers and suppliers. Within the
organization, scarce resources (including financial, human, and technological)
need to be ethically allocated and aligned with strategic goals. This course
focuses on process analysis, design, and implementation within the constraints
of stakeholder networks and available resources.
Every successful business has a strategy for how it provides value and earns profit
within its particular industry. Focusing on the contexts of technology,
innovation and entrepreneurship, this course develops analytic approaches for
assessing the various aspects of strategy such as the competitive environment, the
network of stakeholders, ethical implications, investor motivation, operational
execution, and financial projections that are necessary to create a complete
This class is optimally taken while the MQP is in progress.
This course is designed for the senior student who wishes to acquire or
strengthen important skills needed for organizational success. Among the
subjects covered is power in organizations, what it is, and how to acquire and
appropriately use it. Additionally, this course emphasizes presentation skills,
organizational etiquette, cross-cultural communication, and the knowledge of
current events. The student will be expected to be familiar with and use all
forms of media information for both individual and group projects. The course
may be counted as a 4000-level elective for MG, MGE, or MIS, or as a Free
Elective for any student at WPI.
Recommended Background: Senior standing.
In the modern competitive and global world confronting today’s engineers,
innovation and entrepreneurship (I&E) are increasingly important perspectives
for every engineering career. Individuals proficient in I&E are likely to possess
unique competitive advantage over those who do not. This course develops the
foundation for developing such proficiency by examining the functional roles of
the business/commercial aspects of engineering disciplines as well as establishing
a basis for innovative thinking. Specific cases where I&E has led to new products
innovation and new enterprise development will supplement course materials.
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.
Suggested background: Familiarity with concepts of creativity, innovation, entrepreneurial and critical thinking, ethics, cross-cultural relations, and social problems (BUS 1010, BUS 1020, BUS 2060 or equivalent).
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.
Recommended background: None
Students may not earn credits for both ECON 2910/ETR 2910 and ECON 291X/ETR 291X
Selling is a major part of business life, but it is especially important for those
who are launching a new venture. They need to sell their business plan to
potential investors. Later they need to sell their product or service to a customer.
Ultimately they need to create an organization that is focused on meeting
customer and other stakeholder needs through effective selling disciplines. This
course will examine the elements of the sales cycle in terms of preparation,
market research, prospecting, objection handling, closing, techniques for
motivating the sales professional and formulation of strategy for the successful
selling transaction. As part of the course students will be required to prepare
individual sales presentations, one to secure investment for a new venture and
one to sell a product or service to a customer. Guest speakers may be used on
topics such as sales coaching, inside sales management, and to deliver sales
This course is designed to foster an understanding of entrepreneurship in the context of innovation and the global economy. It also provides the theoretical and practical knowledge for the preparation of business models. The course includes opportunity identification, team formation, capital and other resource acquisition, exit strategies and other aspects of new venture creation.
Suggested background: Basic knowledge of economics (OIE 2850), business law (BUS 2020), accounting (BUS 2060), innovation (BUS 3010), and operations management (BUS 3020).
Students may not receive credit for both ETR 3910 and ETR 3915.
Students may not receive credit for both ETR 3920 and ETR 3915.
This course is designed to expose students to the burgeoning field of sports analytics and its associated entrepreneurial developments. Professional sports organizations have been using advanced analytics to achieve competitive advantages, resulting in a growing multi-billion-dollar market. A stylized example that showcases sports analytics applied commercially is the 2011 movie Moneyball, based on the true account of professional baseball team Oakland Athletics use of advanced sports analytics to assemble a competitive and winning team. Segments of the market include performance analysis, player fitness and safety, player and team valuation, fan engagement and broadcast management. These segments lend themselves well to analytical techniques borne in the traditional STEM fields such as data science, econometrics and information systems. Students will develop working knowledge of data analytic tools and frameworks that are applicable to analyzing and unpacking sports data. Basic knowledge of some data analysis is encouraged. Detailed knowledge of sports is not required.
Recommended background: Basic knowledge of some data analysis is encouraged. Detailed knowledge of sports is not required.
One of the most troublesome aspects of entrepreneurship is running the
business once it is started. This course focuses on techniques to grow the new
venture and how to manage both the growth and operations. Considerable
emphasis will be placed on expanding existing markets, finding new markets,
anticipating the next generation of products, and managing cash flow.
Recommended background for this course consists of five of the following:
ACC 2101, BUS 1010, BUS 1020, BUS 2020,
BUS 2060, BUS 4030, BUS 3010, BUS 3020, ETR 3910, ETR 3920, OIE 2850.
This course is designed to help the student make well-informed judgments when
faced with personal financial decisions. Such decisions are growing in number
and complexity, and both individuals and families need a considerable degree of
financial expertise in order to utilize optimally their limited incomes. Principal
topics include: insurance (medical, life, automobile and disability), consumer
credit, estate planning, taxation, personal investments (real estate, securities,
etc.), social security legislation and personal financial planning.
FIN 3300. FINANCE, RISK ANALYTICS & TECHNOLOGY. Cat. I This course provides an in-depth overview of finance, methods in risk analytics, and the importance of financial technology in today’s global and interconnected marketplace. In this course, students learn the most up-to-date methods and tools that are used globally within the financial services industry. Topics covered include portfolio formation based on personal and risk preferences, the formation and backtesting of trading strategies, fundamental and technical analysis, the mutual fund and hedge fund industries, and cryptocurrencies. These topics are explored using big data and risk analytics methods such as time series modeling, prediction models, volatility risk forecasting, and the identification and distinction between market-wide and industry-specific risks. Throughout the course, students will learn how to use Bloomberg to analyze data across market sectors to make financial decisions. This course is especially suited to those seeking careers where data analytics and information technologies play critical roles in finance or the management of risks. Topics covered in this course appear regularly in examinations required for professional certifications, such as the Chartered Financial Analyst (CFA) certification. The risk analytics portion of this course also covers topics that appear regularly in the financial mathematics examination by the Society of Actuaries (SOA). Recommended Background: Introductory business and finance topics such as those found in BUS 2060.
This course introduces students to the theory and practice of database
management and the application of database software to implement business
information systems that support managerial and operational decision making.
Special topics covered include relational data models, query languages,
normalization, locking, concurrency control and recovery. The course covers
data administration and the design of data tables for computerized databases.
Students will use a commercial database package to design and implement a
small business database application.
Recommended background: CS 2119 or equivalent knowledge.
Cat. I This course offers a business focused data analytics introduction. Using cutting-edge tools and approaches to the analysis of data through supervised machine learning, the course teaches how to utilize "big data" for effective decision-making. The course creates data analytics skills through hands-on exposure to data and analytic techniques embedded in Automated Machine Learning tools. Application areas covered include Marketing (pricing and marketing of luxury shoes), Supply Chain (predicting parts backorders), Finance (predicting safe loans), Talent Management (predicting and explaining attrition), Service Delivery (predicting hospital readmissions), as well as student-centric topics (college grades and starting salaries). This course provides foundations required to successfully apply the machine learning approaches to many of the most common business problems.
Cat. I This course provides an introduction to the technologies and techniques for organizing, analyzing, visualizing, and presenting data about business operations in a way that creates business value, and prepares students to be knowledgeable producers and consumers of business intelligence. During the course, students will study a variety of business decisions that can be improved by analyzing large volumes of data about customers, sales, operations, and business performance. Students will employ commercially available business intelligence software to organize, summarize, visualize, and analyze data sets and make recommendations to decision makers based on the results. The course explores the technical challenges of conducting analytics on various forms of data including social media data and the managerial challenges of creating value from business intelligence expertise deployed in organizations. The course includes business cases, in-class discussion, hands-on analyses of business data, and methods for presenting results to decision makers. It is designed for any student interested in analyzing data to support business decision-making, including students whose primary focus is Management Information Systems, Marketing, Operations and Industrial Engineering, Business, Management Engineering, Data Science, or Computer Science. Recommended background: Previous knowledge in data management, such as that provided by MIS 3720 Business Data Management or CS 3431 Database Systems I.
This course integrates students’ background in MIS in a one-term project
focusing on development of creative solutions to open-ended business and
manufacturing problems. The project will utilize systems analysis and design
tools such as systems development life cycle, feasibility study, cost-benefit
analysis, structured analysis and design. Students will acquire the skills necessary
to analyze, develop, implement, and document real-life information systems.
Students must be able to organize themselves and the project to complete their
work within a seven week term. It is recommended that MIS majors take this
course in preparation for their MQP.
Recommended background: MIS 3720.
This course focuses on the newest developments in the field of user experience
(UX) (e.g., the use of physiological measures such as eye tracking in UX design) and provides an introduction to various methods used in cutting-edge research laboratories to study user experience. Both theoretical concepts and practical skills with appropriate development tools will be addressed within the scope of the class through hands-on projects and assignments. Students will develop a plan to innovate with user experience and will implement a simple prototype of their plan.
Recommended background: BUS 3010, CS 2102 or ability to program in a higher level programming language.
This course is based on the hypothesis that high performance firms depend on a
sustainable pattern of new and innovative processes and products. Successful
companies are examined in regard to their strategies for innovation and
technology transfer. Technology alliances among industry, universities, and
government are considered in order to increase the leverage of the individual
firm. Benchmarking and commercialization from research to actualization is
discussed through cases and examples.
Recommended background: BUS 2070 or OIE 2850.
Cat. I 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 theories and 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 concepts are linked and applied to marketing, to our roles as consumers, and to everyday decisions.
This course focuses on the basic knowledge and processes required of managers
to understand behavior in organizations and to apply this knowledge to
organizational change. Topics include communication and trust, power and
leadership, group and intergroup processes, conflict and conflict management,
and work and organizational design. Students apply their knowledge of
organizational behavior to the analysis, implementation, and leadership of
organizational change. Lectures, video presentations, case studies, group
discussions and mini-projects are employed to introduce and illustrate the basic elements of organizational behavior and change.
Recommended background: None
This upper-level course invites students to consider the importance of ethics, corporate governance, and corporate social responsibility for leading global enterprises effectively. Students will be asked to reflect on their own leadership styles and to engage the complex, ethical dimensions of leadership in modern organizations. The course will engage students using lecture, video presentations, case studies, guest speakers, fieldwork, and mini-projects.
Recommended background: None.
(Students may not receive credit for both OBC 4366 and OBC 4367.)
Cat. I This course provides an introduction to prescriptive analytics, which involves the application of mathematical and computational sciences, such as linear optimization and simulation, to recommend optimal courses of action for decision making. The course will feature decision problems arising from a variety of contexts such as capacity management, finance, healthcare, humanitarian relief, inventory management, production planning, staffing, and supply chain. The emphasis of the course is the application of such techniques to recommend a best strategy or course of action for the particular context. Recommended background: Basic statistics, equivalent to that in MA 2611 and MA 2612.
To aid all engineering students in understanding economics and business
constraints on engineering decision making. Topics include evaluation of
alternative; the six time-value-of-money factors; present worth, annual cash flow
and rate-of-return analysis; incremental analysis; depreciation and income taxes;
replacement analysis; inflation; handling probabilistic events; public economy;
break-even and minimum cost points; and foreign exchange.
This course covers the fundamentals of developing efficient layouts for
production and service facilities. Methods analysis, work measurement, material
handling and material flow analysis are also covered. Mathematical models and
computer tools are used to assist decision-making.
Recommended background: BUS 2080 and BUS 3020.
This course in an introduction to the planning and controlling the material flow
into, through, and out of an organization. It explains fundamental relationships
among the activities that occur in the supply chain from suppliers to customers.
In particular, the course addresses types of manufacturing systems, demand
management and forecasting, master production scheduling, materials
requirements planning, capacity management, inventory management,
distribution resource planning, JIT and lean principles, and other current topics
that are pertinent to managing the material flow of supply chains.
Recommended background: MA 1020, 1021, 1022, 2611 and BUS 3020.
This course provides students with the analytical and management tools
necessary to solve manufacturing and service quality problems. Topics include
customer needs and quality, quality and cost relationships, process capability
analysis, statistical process control, control charts for variables and attributes,
design of experiments, and other Six Sigma problem solving methodology.
Recommended background: BUS 3020 and MA 2612 or consent of the
This course covers the application of simulation to a variety of managerial
problems with examples from operations management, industrial engineering
and manufacturing engineering. It introduces the student to the concepts of
computer simulation, with an emphasis on the design of a simulation
experiment and statistical interpretation of its results. It will discuss simulation
of queueing models, inventory and industrial dynamics, and gaming situations.
The role and use of computers for the execution of simulations will also be
highlighted. A commercial simulation language such as Arena will be used to
solve problems from the manufacturing and service industries.
Recommended background: CS 1004 and MA 2612.
This is an introductory course in probabilistic models and decision-making under
risk, with applications to engineering and management decision making. The
course first covers quantitative methods for assessing and evaluating risks and how
they are used in decision making. Decision making under risk is examined across a
wide set of management and engineering problems. The course then introduces a
set of probabilistic models commonly used in decision making and operations
improvement; specifically, emphasis is placed on Markov chains, Poisson processes,
and queuing theory, and their applications in manufacturing and service systems are
Recommended background: knowledge of calculus and introductory probability
This course will train students to think critically about the effective and efficient use of computational tools to enhance everyday organizational performance. Students will learn how to create value through productivity tools that will likely include advanced spreadsheet functionality, regular expressions, macros, and scripting. The course will make use of software including Microsoft Excel with Visual Basic for Applications, Python, and advanced text editors, applied to a variety of domains, to improve students' ability to automate processes and productivity.
Students can receive credits for both OIE 3600 and either CS 2119 or CS 2102 or CS 2103. For IE majors, if one of the CS courses previously listed is used as a required programming course, then OIE 3600 can be used as an IE elective.
Recommended Background: Some previous exposure to analytical problem solving (such as found in BUS 2080 Data Analysis for Decision Making or MA 2210 Mathematical Methods in Decision Making)
A number of in-depth case studies in operations and industrial engineering are
analyzed. The cases will cover both manufacturing and service systems ranging
from production system design to operations planning and control.
Recommended background: BUS 2080, BUS 3020, OIE 3410,
and OIE 3510.
Cat. I This course provides an in-depth focus on prescriptive analytics, which involves the use of data, assumptions, and mathematical modeling of real-world decision problems to ascertain and recommend optimal courses of action. Starting from conceptualization of the problem, to using theory for translational modeling and techniques, to computational solving, and finally interpretation – likely in an iterative manner – students will gain knowledge of tools and practical skills in transforming real-world decision problems into actionable insights. Advanced topics in the prescriptive analytics domain will be covered, such as the use of integer variables to represent important logical constructs, using nonlinear functions to represent real-world decision aspects, the incorporation of stochasticity and uncertainty, and corresponding solution methods. Real-world problems will be selected from a variety of contexts that may include capacity management, data science, finance, healthcare, humanitarian operations, inventory management, production planning, routing, staffing, and supply chain.
Recommended Background: An introductory level of exposure to prescriptive analytics or linear optimization, such as can be found in OIE 2081, MA 2210, or MA 3231.
This case-based course will examine methods and strategies for managing and
controlling material movement, with particular emphasis on international
operations, from the purchase of production materials to the control of work in
process to the distribution of the finished product. Strategies that will be
discussed include the design of international distribution networks, the use of
third-party logistics providers, and the creation of links between logistic systems
and marketing to create competitive advantage. The course will also explore
tactical issues that must be managed to pursue a logistics strategy successfully,
including choices regarding means of transportation, packaging, and inventory
policies. Underlying themes of the course will be the use of information
technologies (such as electronic data interchange and bar coding) and
mathematical models to support logistics decision-making.
Recommended background: BUS 3020 and one of the following: BUS 2070 or OIE 2850 or consent of the professor.
This course combines analysis of the structure,
function and development of the law most
important to the conduct of business with an
examination of the ethical and social context in
which managers make decisions. Emphasizing the
social responsibility considerations of all business
stakeholders, the course focuses on practical applications
via extensive use of case studies. Students
will gain a sound understanding of the basic
areas of U.S. and international law including:
intellectual property law; business formation and
organization; international business law; securities
regulation; cyber law and e-commerce; antitrust
law; employment law and environmental law.
Business is increasingly global. To be successful one must understand the customs and traditions of the regions in which they are operating. This course provides students with insight into different countries and business environments and includes an international trip where students will spend a week to 10 days on the ground in the featured region meeting with business, government and/or academic leaders; touring company sites; and learning about the region. Prior to the trip students will study business history, culture and current topics related to the featured region. Guest speakers will often be incorporated. Following the trip students will typically write reflective papersand deliver presentations.
This course introduces students to the structure of health systems (suppliers, providers, and payers), exploring processes, structure, and infrastructure elements. Topics include an overview of care models and processes, health information technologies, privacy and other regulations, and payment mechanisms. The course also explores future visions of health systems, focused around wellness, patient-centeredness, and value, supported by new technologies and care models.
This course studies successful innovations and how firms must enhance their ability to develop and introduce new products and processes. The course will discuss a practical model of the dynamics of industrial innovation. Cases and
examples will be discussed for products in which cost and product performance are commanding factors. The important interface among R&D/manufacturing/marketing is discussed. International technology transfer and joint venture issues are also considered.
This course covers a broad spectrum of energy auditing methods, energy management planning and energy management topics important to future energy professionals, business managers and leaders. The course includes a project that applies energy management concepts to an actual energy audit. The audit project also includes the development of an energy management plan for a selected building making cost-effective recommendations to improve efficiency. Additional topics include: energy management strategies for business, governmental regulations, incentives and resources, European Union energy policies and programs including carbon credits and related markets. Energy efficiency practices as they relate to ISO 50001 Energy Management Systems, the U.S. Green Building Council (USGBC), and Leadership in Energy & Environmental Design (LEED), high performance buildings, data centers, renewable energy sources and smart grid are also studied. Special focus will be on energy management for financial and environmental sustainability benefits from the perspective of CEOs, CFOs, COOs and CSOs.
This course provides a summary overview of strategic management, with a focus on integrating the core curriculum to develop competitive advantage at the corporate and business unit level. Topics include the role of the CEO in the organization, industry analysis, the use of core competence to drive business development and exit decisions, causes of organizational inertia that cause the loss of competitive advantage, the impact of technology on strategy, the links between strategy and organizational design, and the social responsibility of the firm. The course also serves as the initial phase of BUS 599 (Capstone) and is designed to be taken immediately preceding that class. (Prerequisites: ACC 500, ACC 502, ACC 505, BUS 500, FIN 503, FIN 504, MIS 500, MKT 500, OBC 505, OBC 506 and OIE 501 or equivalent content, or instructor consent) (Students cannot get credit for BUS 590 and BUS 501)
The internship is an elective-credit option designed to provide an opportunity to put into practice the principles that have been studied in previous courses. Internships will be tailored to the specific interests of the student. Each internship must be carried out in cooperation with a sponsoring organization, generally from off campus, and must be approved and advised by a WPI faculty member in the School of Business. Internships may be proposed by the student or by an off-campus sponsor. The internship must include proposal, design and documentation phases. Following the internship, the student will report on his or her internship activities in a mode outlined by the supervising faculty member. Students are limited to counting a maximum of 3 internship credits toward their degree requirements. Students must be making satisfactory academic progress as defined in the WPI graduate catalogue to be eligible to register for internship credit. International students who are working on a second U.S. master’s degree and who have already used their master’s level Optional Practical Training (OPT) may petition the School of Business’ Graduate Policy and Curriculum Committee to do additional Curricular Practical Training (CPT) beyond 3 credits on a non-credit basis. Part-time students cannot do an internship at their place of employment.
This course is the capstone course for the STEM-based, specialty MS programs in the Foisie School of Business. This course serves as a practical integration of the STEM-based tools, techniques, and skills and the related business theories and practices that students learned in their MS program. The medium is a major team-based project in the form of an actual corporate STEM-based business need for which students will develop solutions. Students will produce a written report that documents and provides the financial, organizational, and technical rationale for the solutions. They will also formally present their results to the project sponsors. Students are expected to have completed (or are currently completing) all the courses requirements for their MS program prior to taking the capstone project. While the capstone requirements are the same for all STEM-based, specialty MS programs in the Foisie School of Business, the actual content of the project will differ by sponsor and by MS program. Students must take the appropriate section of BUS 596 for each MS program they complete.
This capstone course integrates management theory and practice, and incorporates a number of skills and tools acquired in the M.B.A. curriculum. The medium is a major team-based project in the form of a corporate venture or green field venture. In addition to a written report, the project is formally presented to a panel of outside experts including serial entrepreneurs and investors. (Prerequisites: ACC 500, ACC 502, ACC 505, BUS 500, BUS 590, FIN 503, FIN 504, MIS 500, MKT 500, OBC 505, OBC 506 and OIE 501 or equivalent content, or instructor consent) (Students cannot get credit for BUS 599 and BUS 517)
Entrepreneurship involves many activities, including
identifying and exploiting opportunities,
creating and launching new ventures, introducing
new products and new services to new markets.
It is based on implementing innovations within
existing organizations and creating new opportunities.
This course is intended to introduce
students to entrepreneurial thinking and methods
of executing their ideas. Topics include recognizing
and evaluating opportunities, forming new
venture teams, preparing business and technology
commercialization plans, obtaining resources,
identifying execution action scenarios, and developing
In the modern world of global competition the
ability to utilize technological innovation is increasingly
important. This course will examine the
sources of new technology, the tools to evaluate
new technologies, the process of intellectual property
transfer, and the eventual positioning of the
resultant products and services in the commercial
market. Its purpose is to improve the probability
of success of this discipline in both existing organizational
models and early stage ventures. Specific cases studies of successful technology commercialization
processes will be used to supplement
the course materials.
Selling is a major part of our business and professional
lives. This is especially important for those
who are launching new ventures. Business propositions
need to be presented to (and need to be
sold to) potential investors, employees, colleagues,
and certainly potential employers. Later there is
a need to sell products or services to customers.
Common to all is a sales process and organization
model that can be developed that is focused on
meeting customer and other stakeholder needs
through effective selling disciplines.
This course develops expertise in financial decision-making by focusing on frequently used financial accounting information and the conceptual framework for managing financial problems. Students are introduced to the accounting and financial concepts, principles and methods for preparing, analyzing and evaluating financial information, for the purpose of managing financial resources of a business enterprise and investment decisions. The course adopts a decision-maker perspective by emphasizing the relations among financial data, their underlying economic events, and corporate finance issues. The course provides an overview of the financial reporting system, to enable data analysts in building queries for financial analyses and in forecasting possible future financial scenarios.
This course develops and enhances the student’s ability to implement and clearly communicate a firm’s financial decisions related to value creation. The course covers capital structure optimization, cost of capital; capital allocation and investment strategies, enterprise risk, project and firm valuation, and international financial management. The course adopts a decision-maker’s perspective by emphasizing the relationships among a firm’s strategic objectives, financial accounting and financial statement data, economic events, responses by market participants and other impacted constituencies, and corporate finance theory. The course also builds on these practical finance skills by incorporating team-based assignments, real-world simulations, and a variety of financial modeling tools. (Students cannot get credit for FIN 503 and FIN 500)
This course will examine financial institutions and the relationship between U.S. capital markets and global markets. The class is intended to help students understand the impact of financial intermediaries on the global economy, businesses, and consumers. The course will investigate the organization, structure, and performance of money and capital markets and institutions. The class will examine the major financial management issues confronting financial service firms (depository institutions, insurance companies, investment banks, mutual funds, hedge funds, and pension funds), and it will address the legal, regulatory, financial reform, and risk management issues facing these financial institutions and markets. Finally, the course will address the rapid evolution of the financial sector as a result of technology. We will consider how financial technology (“FinTech”) is being developed by startup technology firms and existing financial institutions may disrupt the financial sector through innovation in digital and electronic currencies, online finance and investment platforms, big data, and digital payment systems (among other topics).
This course focuses on information technology and innovation. Topics covered are information technology and organizations, information technology and individuals (privacy, ethics, job security, job changes), information technology and information security, information technology within the organization (technology introduction, and implementation, and data analytics for competitive analysis), business process engineering and information technology between organizations (electronic data interchange and electronic commerce). This course provides the knowledge and skills to utilize existing and emerging information technology innovatively to create business opportunities.
This course develops the skills business students need for handling data. It focuses on student skills in (1) cleaning and preparing data for analysis, (2) writing SQL queries to access and manipulate data, and (3) ethical uses of data and data privacy issues. It also covers the types of data typically found in organizations, e.g., employee, customer, product, marketing, operations, and financial data.
This course introduces students to the theory and practice of computer-based data management, including the delivery of high quality data in information processing and analysis. The course focuses on the design of database systems to meet an organization’s needs for data analytics. The course also covers data security, data integrity, data quality, as well as backup and recovery procedures. Students will be exposed to commercially available database management systems, such as Microsoft Access and Oracle. As a project during the course, students will design and implement a small database application that meets the data needs of some real-world business opportunity. The project report will include recommendations for ensuring data security, data integrity, and data quality.
This course introduces students to the concepts
and principles of systems analysis and design.
It covers all aspects of the systems development
life cycle from project identification through
project planning and management, requirements
identification and specification, process and
data modeling, system architecture and security,
interface design, and implementation and change
management. Object-oriented analysis techniques
are introduced. Students will learn to use an upper
level CASE (computer-aided software engineering)
tool, which will be employed in completing
a real-world systems analysis and design project.
(Prerequisite: MIS 571 or equivalent content, or
This course presents the specific concepts, techniques
and tools for managing projects effectively.
The role of the project manager as team leader is
examined, together with important techniques
for controlling cost, schedules and performance
parameters. Lectures, case studies and projects
are combined to develop skills needed by project
managers in today’s environment.
This course focuses on the core IS capabilities that IS managers must consider when managing technology within an organization, such as IT strategy, policy development, management, and IT’s role in data analytics. Fast-paced changes in technology require IT managers to quickly understand, adapt, and apply technology. Successful companies are those that can react quickly by introducing innovative technologies and respond to market demands using data driven solutions. Students will learn how IT managers engage data to develop and enhance their departments’ strategies.
This course introduces students to the fundamentals
of Information Security Management.
It is designed to develop in students an understanding
of and appreciation for the importance
of information security to all enterprises, and to
enable current and future managers to understand
the important role that they must play in securing
the enterprise. This course is appropriate for
any student interested in gaining a managerial-level
understanding of information security. A
combination of readings, lectures, case studies,
guest speakers, and discussion of real world events
will be used to bridge the gap between theory
and practice. The course will primarily explore
the Common Body of Knowledge (CBK) of
information security, along with other related
topics. It will also explore the interaction between
People, Process and Technology as the cornerstone
of any effective information security program.
Upon completion of this course, the student will have an in-depth understanding of the essential
components of a comprehensive information
security program, as well as an understanding of
the technology at work behind the scenes.
The UX Applications course provides an introduction to using UX methods to study user experience. The course teaches students how to use the newest research tools, including eye tracking and emotion detection, to study user experiences of technological products and services. Students will learn how businesses can benefit from these techniques. Both theoretical concepts and practical skills will be addressed within the scope of the class through hands-on projects, class exercises, and assignments.
Today’s business computing infrastructures are producing the large volumes of data organizations need to make better plans and decisions. This course provides an introduction to the processes, technologies, and techniques for organizing, analyzing, visualizing, and interpreting data and information about business operations in a way that creates business value. During the course, students will study a variety of business decisions that can be improved by analyzing data about customers, sales, and operations, preparing students to be knowledgeable producers and consumers of business intelligence. Students will apply commercially available business intelligence software to develop performance dashboards to facilitate organizational decision-making. The course explores the technical challenges of organizing, analyzing, and presenting data and the managerial challenges of creating and deploying business intelligence expertise in organizations. The course includes business cases, in-class discussion, and hands-on analyses of business data. It is designed for any student interested in learning about data-driven business performance management and decision-making, including students whose primary focus is Data Science, IT, Marketing, Operations, or Business Management.
Designing positive user experiences is becoming increasingly important in staying competitive in the marketplace. This UX Design course offers students hands-on experiences, through the use of real-world projects, that provide them with a strong portfolio of work that showcases their skills in UX/UI, visual, service, experience, and product design. Throughout this course, students will create innovative experiences that enrich their technical fluency in both web and interactive development. The course provides a foundation in art and design in order to help students articulate their work to stakeholders and translate outcomes as business value.
In today’s digital economy, understanding how people use and experience technology is crucial to designing successful technological products and services. This course covers the methodologies and tools for conducting research in the User Experience (UX) field. The course covers both qualitative and quantitative methods for conducting UX research in academia and industry, including surveys, persona development, customer journey maps, and other industry-standard tools for studying user experience. Both cutting-edge theoretical concepts and proven practical skills will be addressed within the scope of the class through hands-on projects, class exercises, and assignments.
This course explores how Machine Learning (ML) and Artificial Intelligence (AI) is applied to solve business problems, to satisfy specific business needs, or to discover new opportunities for businesses. Applications of ML and AI are constantly evolving across many industries. This course utilizes existing AutoML solutions to address issues identified in business case studies (e.g. predicting hospital readmissions, loans likely to default, customer churn). The course covers the machine learning project life cycle starting with defining ML project objectives, acquiring and exploring data, modeling using AutoML tools, interpretation of models and communication of outcomes, and implementation and deployment of predictive models in organizations.
This course focuses on the development and marketing of products and services that meet customer needs. Topics covered include management and the development of distinctive competence, segmentation and target marketing, market research, competitor analysis and marketing information systems, product management, promotion, pricing strategy, and channel management. Students will learn how the elements of marketing strategy are combined in a marketing plan based on marketing analytics, and the challenges associated with managing products and services over the life cycle, including strategy modification and market exit.
We are living in a data-driven world. Everything we do from getting our news in the morning, to buying goods, and searching for information leaves trails of data across the Internet. Consumers have changed and companies need to find new ways to engage with consumers in order to stay profitable and relevant. As a working professional, you will be tasked to use data to make business decisions and develop strategy that create value for consumers and your organization. This course will introduce traditional theories of consumer behavior and then take you on a beginning journey through the dynamic practices of how to use consumer data and analytics in the digital age. Topics covered include consumer behavior theory, an examination of attitude formation and value creation, the challenges of consumer protection, market research, and the influence of technology on consumer decision making.
This course is designed to equip students with research methods and tools that are used for marketing decision making. Students will learn to conduct, use, apply, interpret, and present marketing research in order to become effective decision makers. The topics covered in this course include problem formulation, research design, data collection methods, data analysis, and finally presentation of a research plan. This course will be an activity-based course involving design, implementation, and presentation of a marketing research plan. Basic knowledge of marketing and statistical concepts is assumed.
Extending technology to global markets requires
an understanding of consumer behavior in different
cultures, and effective management of risk
and overseas infrastructures. This course addresses
the issues associated with technology application
in new markets and includes the following topics:
consumer behavior differences in international
markets and the implications for the marketing
mix, cultural differences that affect business
practices in new markets, managing exchange rate
fluctuation, factors that affect manufacturing and
research location, the impact of local government
on marketing decision making, and the use of
strategic alliances to acquire expertise and manage
risk in global market development. Knowledge of
marketing management is assumed.
The rapid evolution of technology has led to increasingly well-informed buyers who are connected, communicative, and more in control than ever. This course discusses the theory and practice of digital marketing and its role in building relationships and, ultimately, driving sales. It examines digital technologies and their impact on business models, the marketing mix, branding, communication strategies, and distribution channels. Emphasis is placed on contemporary topics that face today’s marketing managers – including online lead generation, search, social networking, and ecommerce – and their application within a comprehensive, integrated digital marketing strategy. The course considers the opportunities and challenges faced in business-to-consumer and business-to-business markets. It covers latest research, current practices, and hands-on project work.
This course provides students with an understanding
of the role of integrated marketing communications
in the overall marketing program and its
contribution to marketing strategy. The tools of
marketing communications include advertising,
sales promotion, publicity, personal selling, public
relations, trade shows, direct, and online marketing.
Understanding the concepts and processes
that organizations use in developing effective and
synergistic marketing communications is useful
for managers across functional disciplines. This
course will also consider ethical issues of IMC.
This course provides students with the key concepts
and tools to turn raw data into useful business
intelligence. A broad spectrum of business
situations will be considered for which the tools
of classical statistics and modern data mining have
proven their usefulness. Problems considered will
include such standard marketing research activities
as customer segmentation and customer preference
as well as more recent issues in credit scoring,
churn management and fraud detection. Roughly
half the class time will be devoted to discussions
on business situations, data mining techniques,
their application and their usage. The remaining
time will comprise an applications laboratory in
which these concepts and techniques are used and
interpreted to solve realistic business problems.
Some knowledge of basic marketing principles
and basic data analysis is assumed.
The conversion of technology into new products requires an understanding of how to develop a meaningful value proposition and integrate the development of a product with a marketing strategy that creates brand equity. This course will focus on the management of products, the implications of other marketing decisions on product and brand management, the management of product lines within the organization, including introduction, growth, and market exit. (Prerequisite: MKT 500 or equivalent content, or consent of instructor.)
How do we navigate complex human systems in organizations? How do we foster innovation within organizations? In this course, we explore the paradoxes, opportunities, and hidden systemic challenges that arise on teams and projects, and in working across networks and within innovative organizations. Students will learn to more deftly manage the inherent challenges and opportunities of cross-cultural and multi-disciplinary teams; work through or avoid dysfunctional team and organizational conflicts; wrestle with ambiguity and uncertainty; negotiate change by learning to work with networks of power and influence; and analyze the individual, group, organizational and contextual dynamics that enable and constrain productive and innovative work in organizations. (Students cannot get credit for OBC 505 and OBC 500)
All of us hope to have positive, collaborative, and effective interactions with others — in our professional and personal lives. Yet often our interactions do not go as planned and it gets ugly: people behave irrationally and get emotional, communication stops, conflicts fester, and opportunities are left unrealized and obscured. This course develops skills for understanding and acting more powerfully, ethically, and mindfully in our interactions. These include analytic techniques for understanding emotional, biographical, and social-psychological reasons for our own and others behavior, and skills for paying attention to and managing the complex dynamics unfolding in interpersonal interactions. Students will learn to identify and reflect upon their own contributions to problematic interactions; design and execute better ways of interacting with others; and develop their own interpersonal strengths and collaborative capacities. (Prerequisite: OBC 505 or instructor consent) (Students cannot get credit for OBC 506 and OBC 501)
This course focuses on improving the student's understanding of the negotiation process and effectiveness as a negotiator. Emphasizes issues related to negotiating within and on behalf of organizations, the role of third parties, the sources of power within negotiation, and the impact of gender, culture and other differences. Conducted in workshop format, combining theory and practice.
This course considers creativity in its broadest
sense from designing new products and processes
to creating our own role and identity as managers
and leaders in knowledge-intensive organizations.
In this course we will look actively at our own
creative process and how we might more fully
realize our creative potential. At the same time we
will build a conceptual understanding of creating,
creativity, and knowledge based in the philosophic,
academic, and practitioner literatures. We will
critically apply this conceptual understanding to
organizational examples of managing creativity in
support of practical action.
A key role for organizational leaders is to design
their organization to achieve their desired results.
This course applies design thinking and methods
to the practical problems of designing various
sized organizations for optimal results in a complex
environment. This is based on a foundation
of organizational theory, design methodology, and
organizational strategy. (Prerequisite: OBC 500 or
equivalent content, or instructor consent)
This course focuses on the role of leadership in
the design and implementation of organizational
change. Topics include visioning, communication,
social influence, power, resiliency, and resistance
to change. Teaching methods include classroom
discussion of readings and cases, simulations, and
experiential exercises. (Prerequisite: OBC 500 or
equivalent content, or instructor consent)
Assessing and developing managerial talent in yourself and others is a key to professional success and can be a source of organizational competitive advantage. This course addresses the Globalizing World and You, and provides students access to the frameworks, tools, and practice necessary to engage in thoughtful self-assessment, constructive feedback acquisition and interpretation, and strategic development planning for themselves as well as for others on their teams and in their organizations. The goals of this course are: a) to help students assess their own managerial abilities, b) to develop plans for securing new knowledge, skills and abilities that will help them in their careers, c) to set goals and agendas for their own development and d) to consider ways to translate this development process to others.
The operations function in an organization is focused on the transformation processes used to produce goods or provide services. Operations design is driven by strategic values, and innovative improvements can support sustained competitive advantage. In this course, a variety of analytical and statistical techniques are introduced to develop a deep understanding of process behavior, and to use this analysis to inform process and operational designs. Topics such as process analysis and value stream mapping, postponement and global and local supply chain strategies, queuing models, and managing system constraints are covered using case studies and hands-on activities such as on-line simulations. Non-traditional operations systems are also explored. The skills required to model an operational system, to reduce variation and mitigate bottlenecks, to effectively present resource needs, and to adjust capacity and inventory service levels are practiced during the course. (Students cannot get credit for OIE 501 and OIE 500)
Operations risk management deals with decision
making under uncertainty. It is interdisciplinary,
drawing upon management science and managerial
decision-making, along with material from
negotiation and cognitive psychology. Classic
methods from decision analysis are first covered
and then applied, from the perspective of business
process improvement, to a broad set of applications
in operations risk management and design
including: quality assurance, supply chains,
information security, fire protection engineering,
environmental management, projects and new
products. A course project is required (and chosen
by the student according to his/her interest) to
develop skills in integrating subjective and objective
information in modeling and evaluating risk.
(An introductory understanding of statistics is
Risk management deals with decision making under uncertainty. It is interdisciplinary, drawing upon management science and managerial decision-making, along with material from negotiation and cognitive psychology. Classic methods from decision analysis are first covered and then applied, from the perspective of business process improvement, to a broad set of applications in operations risk management and design including: quality assurance, supply chains, information security, fire protection engineering, environmental management, projects and new products. A course project is required (and chosen by the student according to his/her interest) to develop skills in integrating subjective and objective information in modeling and evaluating risk. (Prerequisite: OIE 501 or equivalent content, or instructor consent.) (Students cannot get credit for both OIE 542 and OIE 541.)
This course studies the decisions, strategies and analytical methods in designing, analyzing, evaluating, and managing supply chains. Concepts, techniques, and frameworks for better supply chain performance are discussed, and how digital technologies enable companies to be more efficient and flexible in their internal and external operations are explored. The major content of the course is divided into three modules: supply chain integration, supply chain decisions, and supply chain management and control tools. Students will learn how to apply some of the techniques in Operations Research such as linear programming, dynamic programming, and decision tree to aid decision-making. A variety of instructional tools including lectures, case discussions, guest speakers, games, videos, and group projects and presentations are employed. (Prerequisite: OIE 501 or equivalent content, or instructor consent)
Productivity management and performance analysis techniques and applications are covered from engineering and management perspectives. Topics include benchmarking, production functions, and the concept of relative efficiency and its measurement by data envelopment analysis. Application examples include efficiency evaluations of bank branches, sales outlets, hospitals, schools and others.
The environmental implications and responsibilities of organizations begin at an organization’s boundaries with management of their operations, but also extend to incorporate interorganizational relationships and networks, the supply chain. We will investigate the practice and theory of sustainable supply chains and operations management in organizations throughout the world. This course is intended to provide students with understanding the intra- and interorganizational implications of environmental sustainability practices and policies. The role of organizational supply chain management functions, activities, tools and methods and their relationship to the natural environment will be introduced and discussed. The goals are for students to grasp the scope of general supply chain/operations management and environmental sustainability as they relate to the firm; to be able to relate to the manners in which management may respond and collaborate internally and with suppliers, customers, and various other stakeholders influencing and influenced by operational and supply chain activities from practical and theoretical case studies; able to evaluate various factors and understand tradeoffs in management decisions as they pertain to environmental supply chain management.
This course is designed to provide students with a
variety of quantitative tools and techniques useful
in modeling, evaluating and optimizing operation
processes. Students are oriented toward the
creation and use of spreadsheet models to support
decision-making in industry and business.
This course aims to develop an in-depth
understanding of the decisions and challenges
related to the design and implementation of a
firm’s purchasing strategy within a context of an
integrated, global supply chain. Topics centering
on operational purchasing, strategic sourcing, and
strategic cost management will be covered. The
global logistics systems that support the purchasing
process will be analyzed, and the commonly
used techniques for designing and evaluating an
effective logistics network will be studied.
This course focuses on operations strategy from
a global perspective. Topics such as strategy of
logistics and decisions to outsource are examined.
As an example, the strategic issues concerned with
firms that are doing R&D in the United States,
circuit board assembly in Ireland and final assembly
in Singapore. Cases, textbooks and recent
articles relating to the topic are all used. Term
paper based on actual cases is required.
This course is organized around problem-solving frameworks for designing and improving health systems, exploring specific methodologies and their role in organizational change. Tools and techniques from operations management, industrial engineering, statistics, and management sciences, are used to explore common health systems design and management issues, focusing on data requirements and decision-making. Issues that may be explored include demand forecasting, process design, product design, and staffing and scheduling.
In this course, Lean Six Sigma is presented as an organizational improvement system and a set of process analysis and statistical tools that have helped the world’s leading organizations achieve operational excellence, saving millions of dollars and improving customer satisfaction. This course is organized in three parts: part one covers the essentials of Lean Six Sigma, including fundamental concepts and problem-solving methods; part two of the course covers Lean Six Sigma tools, including topics such as value-stream mapping, process capability, and experimental design; part three describes the major activities in a Lean Six Sigma roadmap, from identifying core processes to executing improvement projects to sustaining Lean Six Sigma gains.
This course covers mathematical optimization beyond the foundational concepts of linear programming. Approaching from the perspective of obtaining globally optimal solutions, a variety of optimization problem classes will be addressed, likely including integer programming, nonlinear programming, and stochastic programming. While ensuring an appropriate level of theory, the emphasis of the course will be on the mathematical modeling and computational solution aspects of such problems that may arise in the finance, healthcare, humanitarian, inventory, nonprofit, operations, production, staffing, and supply chain sectors, among others. (Prerequisite: OIE 552, equivalent knowledge about optimization and linear programming, or consent of the instructor).
This course integrates Supply Chain Management theory and practice, and incorporates a number of skills and tools acquired in the Supply Chain Management curriculum. The objective of this course is twofold: (1) to enrich students’ experiential learning and equip the students with additional skillsets and capabilities to tackle real-world problems; and (2) to enhance their teamwork, interpersonal and consulting skills. The media is a consulting project, to be sponsored by an external organization, and is completed in teams. In addition to a written report, the project will be formally presented to members of the School, outside sponsors and other interested parties. Prerequisites: OIE 500, OIE 544, OIE 553, MIS 576, MKT 561, and OBC 533 or equivalent content, or instructor consent.
This research study is at the master’s level. The course provides a research experience for students interested in studying a pressing supply chain management problem or challenge. Students must satisfactorily complete a written paper and are encouraged to publically present the results.