Our advanced courses explore general management topics in greater depth. While many students take 13.5 units of advanced courses, you may opt out of one to two units (taking a total of 11.5 units) to accommodate for two additional electives.
All courses are one credit unless otherwise noted.
Accounting for Management Planning and Control
This course details the use of financial information in management. Topics include profitability and performance measurement, activity-based management and decision support.
Managerial Finance II
This course analyzes corporate financial decisions. Topics include market efficiency, capital structure, cost of capital, dividend and stock repurchase policy, and firms' use of options and convertible securities.
Strategic Financial Management
This course uses case studies to enhance students’ understanding of managerial financial decision-making. The course covers both investment and financing decisions and provides a comprehensive view of the value-creation process as well as the key role managers play in this process.
Law and the Corporate Manager
This course concerns U.S. business law on a state and federal level. Topics include shareholders’ rights; director’s and officer’s liability and fiduciary responsibility; mergers, acquisitions and takeovers; and securities regulation.
This half credit course defines the duties and responsibilities of board membership. This course describes the way corporate governance operates in today’s challenging business environment, as well as what it means to be an effective board member in such a climate.
Creating and Managing Strategic Alliances
This course examines the theory and practice of strategic alliances such as joint ventures, licensing agreements, buyer-supplier partnerships and consortia.
Ethics and Executive Leadership
This course examines the role of the CEO and other top leaders in modern organizations. It highlights ethical challenges and explores the implications of a variety of frameworks in facilitating more effective decision-making in a rapidly changing business environment.
This course provides participants with the opportunity to develop their negotiation skills in a series of simulations and debriefings that address multicultural and multiparty issues in the context of deal-making and dispute resolution. Each simulation has been chosen to highlight the central concepts that underlie negotiation strategy. These concepts are the fundamental building blocks for planning negotiation strategy, managing the negotiation process, and evaluating the quality of negotiation outcomes.
Strategic Crisis Management
This course provides conceptual tools for managers in high-pressure, complex crisis situations. Topics include management and media, dealing with activists and interest groups, and surviving legal, legislative and regulatory challenges.
Strategic Decisions in Operations
This course builds on the core operations management class with an emphasis on strategic level decisions and their link to the financial performance of a firm. It emphasizes the long-term, “big” decisions firms face in structuring their operations. Topics covered range from evaluating flexible technologies to designing supply chains.
Economics of Competition
This course prepares students to diagnose the determinants of an industry's structure and formulate rational, competitive strategies for coping with that structure.
This course studies national and global economic activity. The course focuses on the effects of fiscal and monetary policies on gross national product, interest rates, unemployment and inflation.
The Chief Marketing Officer in the Digital Age
This course explores how Chief Marketing Officers successfully lead in their role, with a focus on predictive analytics, innovation, growth, globalization, and corporate culture.
This course examines strategies over a product’s lifecycle, including strategies for growth, defense, and mature and declining markets.