The Business School

BUS 500. BUSINESS LAW, ETHICS AND SOCIAL RESPONSIBILITY

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.

BUS 522. GLOBAL BUSINESS EXPERIENCE

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.

BUS 545. INTRODUCTION TO HEALTH SYSTEMS

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.

BUS 546. MANAGING TECHNOLOGICAL INNOVATION

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.

BUS 547. ENERGY MANAGEMENT

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.

BUS 590. STRATEGY IN TECHNOLOGY-BASED ORGANIZATIONS

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)

BUS 5900. INTERNSHIP

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.

BUS 596. MASTER OF SCIENCE CAPSTONE PROJECT

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.

BUS 598. AUDIT: INTRO TO HEALTH SYS LDR

The student should have a well-developed proposal before approaching a faculty member about an independent study.

BUS 599. CAPSTONE PROJECT

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)

BUS 6900. INTERNSHIP FOR PH.D. STUDENTS

BUS 691. GRADUATE SEMINAR

(0 credits)
Seminars on current issues related to entrepreneurship, information technology and operations management are presented by authorities in their fields. All full-time Ph.D. students in Business Administration are required to register and attend

BUS 697. INDEPENDENT STUDY

For Ph.D. students wishing to conduct independent study on special topics related to their concentration. (Prerequisite: Consent of research advisor)

BUS 698. DIRECTED RESEARCH

For Ph.D. students wishing to gain research experience peripheral to their thesis topic. (Prerequisite: Consent of research advisor)

BUS 699. DISSERTATION RESEARCH

Intended for Ph.D. students admitted to candidacy wishing to obtain research credit toward their dissertations. (Prerequisite: Consent of research advisor)

ETR 500. ENTREPRENURSHIP AND INNOVATION

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
exit strategies.

ETR 593. TECHNOLOGY COMMERCIALIZATION:THEORY, STRATEGY AND PRACTICE

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.

ETR 596. SELLING AND SALES

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.

FIN 500. FINANCIAL INFORMATION AND MANAGEMENT

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.

FIN 503. FINANCIAL DECISION-MAKING FOR VALUE CREATION

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)

FIN 522. FINANCIAL INSTITUTIONS, MARKETS & TECHNOLOGY

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).

MIS 500. INNOVATING WITH INFORMATION SYSTEMS

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.

MIS 502. DATA MANAGEMENT FOR ANALYTICS

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.

MIS 571. DATABASE APPLICATIONS DEVELOPMENT

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.

MIS 573. SYSTEM DESIGN AND DEVELOPMENT

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
instructor consent)

MIS 576. PROJECT MANAGEMENT

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.

MIS 581. INFORMATION TECHNOLOGY POLICY AND STRATEGY

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.

MIS 582. INFORMATION SECURITY MANAGEMENT

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.

MIS 583. USER EXPERIENCE APPLICATIONS

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.

MIS 584. BUSINESS INTELLIGENCE

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.

MIS 585. USER EXPERIENCE DESIGN

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.

MIS 586. USER EXPERIENCE RESEARCH METHODS

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.

MIS 587. BUSINESS APPLICATIONS IN MACHINE LEARNING

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.

MKT 500. MARKETING MANAGEMENT

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.

MKT 561. CONSUMER BEHAVIOR AND ANALYTICS

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.

MKT 562. MARKETING RESEARCH

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.

MKT 564. GLOBAL TECHNOLOGY MARKETING

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.

MKT 565. DIGITAL MARKETING

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.

MKT 567. INTEGRATED MARKETING COMMUNICATIONS

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.

MKT 568. DATA MINING BUSINESS APPLICATIONS

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.

MKT 569. PRODUCT AND BRAND MANAGEMENT

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.)

OBC 505. TEAMING AND ORGANIZING FOR INNOVATION

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)

OBC 506. THE HEART OF LEADERSHIP: POWER, REFLECTION, AND INTERPERSONAL SKILLS

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)

OBC 533. NEGOTIATIONS

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.

OBC 535. MANAGING CREATIVITY IN KNOWLEDGE INTENSIVE ORGANIZATIONS

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.

OBC 536. ORGANIZATIONAL DESIGN

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)

OBC 537. LEADING CHANGE

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)

OBC 538. DEVELOPING MANAGERIAL TALENT

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.

OIE 501. OPERATIONS MANAGEMENT

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)

OIE 541. OPERATIONS RISK MANAGEMENT

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
assumed.)

OIE 542. RISK MANAGEMENT AND DECISION ANALYSIS

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.)

OIE 544. SUPPLY CHAIN ANAYLSIS AND DESIGN

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)

OIE 548. PERFORMANCE ANALYTICS

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.

OIE 549. SUSTAINABLE SUPPLY CHAIN AND OPERATIONS MANAGEMENT

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.

OIE 552. MODELING AND OPTIMIZING PROCESSES

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.

OIE 553. GLOBAL PURCHASING AND LOGISTICS

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.

OIE 554. GLOBAL OPERATIONS STRATEGY

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.

OIE 556. HEALTH SYSTEMS MODELING AND IMPROVEMENT

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.

OIE 558. DESIGNING AND MANAGING LEAN SIX-SIGMA PROCESSES

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.

OIE 559. ADVANCED PRESPECTIVE ANALYTICS: FROM DATA TO IMPACT

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).

OIE 597. SUPPLY CHAIN CONSULTING PROJECT

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.

OIE 599. SUPPLY CHAIN RESEARCH

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.