studieordninger top 20 amerikanske mba programmer

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Studieordninger top 20 amerikanske MBA programmer

Ranking

Skole Curriculum Placering

Note

#1 Harvard University

http://www.hbs.edu/mba/academic-experience/curriculum/Pages/required-curriculum.aspx

Boston, MA

MBA studieordning

#1 Stanford University

http://www.gsb.stanford.edu/programs/mba/academic-experience/curriculum/mba1

Stanford, CA

MBA

#1 University of Pennsylvania

http://www.wharton.upenn.edu/mba/academics/curriculum.cfm Philadelphia, PA

MBA

#4 University of Chicago (Booth)

http://www.chicagobooth.edu/programs/full-time/academics/curriculum

Chicago, IL

MBA

#5 Massachusetts Institute of Technology (Sloan)

http://mitsloan.mit.edu/mba/program-components/personalized-curriculum/the-core/

Cambridge, MA

MBA

#6 Northwestern University (Kellogg)

http://www.kellogg.northwestern.edu/programs/full-time-mba/two-year-mba-program.aspx

Evanston, IL

MBA

#7 University of California – Berkeley (Haas)

http://mba.haas.berkeley.edu/academics/curriculum.html Berkeley, CA

MBA

#8 Columbia University

http://www8.gsb.columbia.edu/programs-admissions/mba/academics/core-curriculum

New York, NY

MBA

#9 Dartmouth College (Tuck)

http://www.tuck.dartmouth.edu/mba/required-curriculum/core-curriculum-overview

Hanover, NH

MBA

#10 New York Universi

http://www.stern.nyu.edu/programs-admissions/full-time-mba/academics/curriculum

New York, NY

MBA

2

ty (Stern)

#11 University of Michigan – Ann Arbor (Ross)

http://michiganross.umich.edu/programs/courses?area=Accounting&type=Core&term=All&program=All&search=

Ann Arbor, MI

MBA

#11 University of Virginia (Darden)

http://www.darden.virginia.edu/mba/academics/curriculum/ Charlottesville, VA

MBA

#13 Yale University

http://som.yale.edu/our-programs/mba/curriculum/our-integrated-curriculum

New Haven, CT

MBA

#14 Duke University (Fuqua)

http://www.fuqua.duke.edu/programs/duke_mba/weekend-mba/academics/curriculum/

Durham, NC

MBA

#15 University of Texas – Austin (McCombs)

http://www.mccombs.utexas.edu/MBA/Full-Time/Academics/Curriculum/Core-Curriculum

Austin, TX

MBA

#16 University of California – Los Angeles (Anderson)

http://www.anderson.ucla.edu/centers/price-center-for-entrepreneurial-studies/mba-students/mba-curriculum

Los Angeles, CA

MBA

#17 Cornell University (Johnson)

http://www.johnson.cornell.edu/Two-Year-MBA/Curriculum/Core-Courses

Ithaca, NY

MBA

#18 Carnegie Mellon University (Tepper)

http://tepper.cmu.edu/prospective-students/masters/mba/curriculum

Pittsburg, PA

MBA

#19 University of North Carolina

http://www.kenan-flagler.unc.edu/programs/mba/curriculum Chapel Hill, NC

MBA

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– Chapel Hill (Kenan-Flagler)

#20 Emory University

http://goizueta.emory.edu/degree/fulltimemba/curriculum/index.html

Atlanta, GA

MBA

Harvard http://www.hbs.edu/mba/academic-experience/curriculum/Pages/required-curriculum.aspx

[Online set 15. april 2015]

Obligatoriske fag:

1. Semester:

Finance I (This course examines the role of finance in supporting the functional areas of a

firm, and fosters an understanding of how financial decisions themselves can create value)

Financial Reporting and Control (FRC) (Recognizing that accounting is the primary

channel for communicating information about the economics of a business, this course

provides a broad view of how accounting contributes to an organization)

Leadership and Organizational Behavior (LEAD) (This course focuses on how managers

become effective leaders by addressing the human side of enterprise)

Marketing (The objectives of this course are to demonstrate the role of marketing in the

company; to explore the relationship of marketing to other functions; and to show how

effective marketing builds on a thorough understanding of buyer behavior to create value

for customers)

Technology and Operations Management (TOM) (This course enables students to

develop the skills and concepts needed to ensure the ongoing contribution of a firm's

operations to its competitive position. It helps them to understand the complex processes

underlying the development and manufacture of products as well as the creation and

delivery of services)

Field Foundations (Leadership Intelligence: FIELD Foundations engages small teams in

interactive workshops—held in new flexible classrooms called "hives"—that reshape how

students think, act, and see themselves. Through team feedback and self-reflection,

participants deepen their emotional intelligence and develop a growing awareness of their

own leadership styles)

Field 2 (Global Intelligence: FIELD 2 immerses student teams in emerging markets,

requiring them to develop a new product or service concept for global partner

organizations around the world)

2. Semester:

Business, Government, and the International Economy (BGIE) (This course

introduces tools for studying the economic environment of business to help managers

understand the implications for their companies – National income and balance of

http://www.hbs.edu/mba/academic-experience/curriculum/Pages/required-curriculum.aspx

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payment accounting, Exchange rate theory, Political regimes, international trade, foreign

direct investment, portfolio capital, global environmental issues)

Strategy (The objective of this course is to help students develop the skills for formulating

strategy. It provides an understanding of: competitive advantage, value for customers, risks

and opportunities)

The Entrepreneurial Manager (TEM) (This course addresses the issues faced by

managers who wish to turn opportunity into viable organizations that create value, and

empowers students to develop their own approaches, guidelines, and skills for being

entrepreneurial managers)

Finance II (This course builds on the foundation developed in Finance I, focusing on three

sets of managerial decisions: evaluate complex investments, execute financial policies

within a firm, integrate financial decisions faced by firms)

Leadership and Corporate Accountability (LCA) (In this course, students learn about

the complex responsibilities facing business leaders today. Through cases about difficult

managerial decisions, the course examines the legal, ethical, and economic responsibilities

of corporate leaders. It also teaches students about management and governance systems

leaders can use to promote responsible conduct by companies and their employees, and

shows how personal values can play a critical role in effective leadership)

Field 3 (Integrative Intelligence: FIELD 3 brings the entire first-year experience together by

challenging students to synthesize the knowledge, skills, and tools acquired in the RC within

a real microbusiness they must design and launch themselves)

Valgfag:

Students may take any combination of courses—up to five courses per semester—and also have the

opportunity to cross-register for courses in other select graduate programs.

Accounting and management:

1. Designing Competitive Organizations (This course has a very specific purpose: to teach students

how to design (and manage) a business that can win in highly-competitive global markets –

Allocating Resources to Customers, Designing High-Performing Jobs, Measuring and monitoring

Performance etc.) (also listed under Strategy and General Management)

2. Field course: i-Lab Design Thinking & Innovation Projects (The capacity to innovate has

become a critical skill for the 21st century business person and entrepreneur operating in ever

more complicated and fast changing world. Design thinking is an approach to innovation that uses

deep customer understanding, problem framing, a range of ideation techniques, iterative

prototyping, experimenting and critique to generate and develop implementable concepts that

meet user needs. This course takes the view that innovative problem solving and design thinking

can be learned through repeated practice.) (also listed under Entrepreneurial Management)

Business, Government & the International Economy:

1. Energy (The course will benefit students who intend to participate, as managers, capital providers,

or consultants, in companies involved in supplying energy services to households, firms, and other

customers. It will also benefit students who may work for firms in energy-intensive or energy-

related industries, including transportation companies, vehicle manufacturers, and suppliers to

producers of oil, gas, and electricity. More broadly, students interested in questions of

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international political economy and in the economics of strategic competition will benefit from the

course.)

2. Entrepreneurship and Global Capitalism (also listed under Entrepreneurial Management and

General Management)

3. Globalization and Emerging Markets

4. Institutions, Macroeconomics, and the Global Economy

5. Managing International Trade and Investment

6. The Role of government in Market Economies

Entrepreneurial Management:

1. Building Life Science Business

2. Business Marketing and Sales (also listed under Marketing)

3. The Coming of Managerial Capitalism: The United States (Historical development of the United

States development in entrepreneurship)

4. Entrepreneurial Finance (also listed under Finance)

5. Entrepreneurship and Global Capitalism (also listed under General Management and Business,

Government & the International Economy)

6. Entrepreneurship in Healthcare and Services

7. Field Course: Entrepreneurship Laboratory (E-Lab) (also listed under Technology & Operations

Management)

8. Field Course: Entrepreneurship through Acquisition (also listed under Finance)

9. Field Course: i-Lab Design Thinking Projects (also listed under Accounting and Management)

10. Field Course: Product Management 101

11. Field Course: Product Management 102

12. Financial Management of Smaller Firms (also listed under Finance)

13. Founders' Dilemmas

14. Launching Technology Ventures

15. Law, Management and Entrepreneurship (also listed under General Management)

16. The Online Economy: Strategy and Entrepreneurship (also listed under Negotiation,

Organizations & Markets)

17. Public Entrepreneurship (also listed under General Management)

18. Venture Capital and Private Equity (also listed under Finance)

Finance:

1. Building Sustainable Cities and Infrastructure

2. Business at the Base of the Pyramid (also listed under Marketing and General Management)

3. Creating Value Through Corporate Restructuring

4. Entrepreneurial Finance (also listed under Entrepreneurial Management)

5. Field Course: Entrepreneurship through Acquisition (also listed under Entrepreneurial

Management)

6. Field Course: Private Equity Projects

7. Field Course: Stock Pitching

8. Financial Management of Smaller Firms (also listed under Entrepreneurial Management)

9. IFC: Africa; Building Cities

10. IFC: India; Social Enterprise and Private Sector Approaches in Developing India

http://www.hbs.edu/coursecatalog/6452.html





















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11. IFC: New York City; Private Equity and Real Estate

12. Investing in Emerging Markets

13. Investment Management

14. Investment Strategies

15. Managing the Financial Firm

16. Private Equity Finance

17. Real Estate Private Equity

18. Real Property

19. Venture Capital and Private Equity (also listed under Entrepreneurial Management)

General Management:

1. All Roads Lead to Rome: Leadership Lessons from Antiquity (also listed under Organizational

Behavior)

2. The Board of Directors and Corporate Governance (also listed under Organizational Behavior)

3. Business at the Base of the Pyramid (also listed under Finance and Marketing)

4. Creating Value in Business and Government

5. Designing Competitive Organizations (also listed under Accounting & Management and

Strategy )

6. Entrepreneurship and Technology Innovations in Education

7. Field Course: Innovating in Health Care

8. Field Course: Social Innovation Lab

9. General Management: Processes and Action

10. IFC: China; The Business of Going Global, China-Style

11. Innovating in Health Care Intensive Course

12. Law, Management and Entrepreneurship (also listed under Entrepreneurial Management)

13. Leading Social Enterprise

14. Managing Change

15. The Moral Leader

16. Public Entrepreneurship (also listed under Entrepreneurial Management)

17. Reimagining Capitalism: Business and Big Problems (also listed under Strategy)

Marketing:

1. Agribusiness

2. Business at the Base of the Pyramid (also listed under Finance and General Management)

3. Business Marketing & Sales (also listed under Entrepreneurial Management)

4. Consumers, Corporations and Public Health

5. Digital Marketing Strategy

6. Retailing

7. Strategic Marketing in Creative Industries

Negotiation, Organizations & Markets:

1. Deals

2. IFC: UK and the Netherlands; Behavioral Insights

3. Managing, Organizing & Motivating for Value

4. Negotiation

5. Negotiation Intensive Course







































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6. The Online Economy: Strategy and Entrepreneurship (also listed under Entrepreneurial

Management)

Organizational Behavior:

1. All Roads Lead to Rome: Leadership Lessons from Antiquity (also listed under General

Management)

2. Authentic Leadership Development

3. The Board of Directors and Corporate Governance (also listed under General Management)

4. How Star Women Succeed: Leading Effective Careers and Organizations

5. Managing Human Capital

6. Power and Influence

Strategy:

1. Competing Globally

2. Corporate Strategy

3. Designing Competitive Organizations (also listed under Accounting & Management and General

Management)

4. IFC: Japan; Tohoku: The World's Test Market for Authentic Entrepreneurship

5. The Microeconomics of Competiveness: Firms, Clusters, and Economic Development

6. Reimagining Capitalism: Business and Big Problems (also listed under General Management )

7. Strategy and Technology

Technology & Operations Management:

1. Building and Sustaining a Successful Enterprise

2. Digital Innovation and Transformation

3. Field Course: Commercializing Science

4. Field Course: Entrepreneurship Laboratory (E-Lab) (also listed under Entrepreneurial Management)

5. Managing Service Operations

6. Operations Strategy: Managing Growth

7. Supply Chain Management

8. Understanding and Influencing Operations as an Investor

9. US Healthcare Strategy

Stanford http://www.gsb.stanford.edu/programs/mba/academic-experience/curriculum/mba1


Obligatoriske fag:

1. Semester

Critical Analytical Thinking (CAT) (This course addresses issues that transcend any single

discipline or function of management. In 18-person seminars, you will analyze, write about, and

debate fundamental issues, questions, and phenomena that arise in management. CAT will
























http://www.gsb.stanford.edu/programs/mba/academic-experience/curriculum/mba1

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enhance your ability to identify critical questions when exploring a new business issue, to parse

issues, to develop reasoned positions, and to make compelling arguments.)

Ethics in Management (This course emphasizes frameworks for conducting ethical analysis (on

what basis can you say that a course of action is or is not ethical), the analysis of ethical dilemmas

(how do you think about situations in which different ethical precepts collide), and how to deal on

a day-to-day basis with the practical issues of ethical behavior in organizations.)

Financial Accounting (Business leaders must read, understand, and use corporate financial

statements. The base-level and accelerated courses in this area are broad courses in how financial

accounting information is produced and used. The advanced applications option assumes

knowledge of most of the information in the base-level courses and covers advanced financial

reporting topics, including consolidation, derivatives, hedging, leases, revenue recognition, variable

interest entities, and equity compensation.)

Leadership Labs (This experiential course focuses on questions such as: How do we maximize the

performance of the teams we become a part of? What interpersonal skills give us influence? Which

interpersonal strengths can propel us to our next promotion? What development areas might

prevent our ascension to the executive suite?)

Managerial Skills (In the Managerial Skills Labs, we examine several common managerial

challenges faced by executives. Together with faculty, students explore these topics using four case

examples, each asking students to evaluate a series of situations, develop alternatives for their

resolution, and ultimately recommend and implement a course of action from the point of view of

the company’s owner/manager. We have selected small to midsized businesses as the context for

these discussions to highlight the impact that key decisions and their implementation can have on

the broader organization. Students should come to class prepared to role-play important

conversations between management and other key individuals.)

Managing Groups and Teams (This course introduces you to the structures and processes that

affect group performance and highlights some of the common pitfalls associated with working in

teams. Topics include team culture, fostering creativity and coordination, making group decisions,

and dealing with a variety of personalities. You will participate in a number of group exercises to

illustrate principles of teamwork and to give you practice not only diagnosing team problems but

also taking action to improve total team performance.)

Optimization and Simulation Modeling (Disciplined thought is often based on analytical

models: simplified, quantitative depictions of a complex reality that allow you to focus your

attention on a few key issues. Management runs on numbers and models. Whatever is your current

level of modeling skills, improving those skills is a key to success. Even if you never construct

models yourself, as a manager you will be a consumer of them; to be an intelligent consumer, you

must know from experience the strengths and weaknesses of quantitative models.)

Organizational Behavior (Building on the discipline of social psychology, this course helps you

cultivate mindsets and build skills to understand the ways in which organizations and their

members affect each other. You will learn frameworks for diagnosing and resolving problems in

organizational settings. The course relates theory and research to organizational problems by

reviewing basic concepts such as individual motivation and behavior; decision making;

interpersonal communication and influence; small group behavior; and dyadic, individual, and

inter-group conflict and cooperation.)

Strategic Leadership (This course examines fundamental issues of general management and

leadership within an organization. You will learn about setting an organization’s strategic direction,

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aligning structure to implement strategy, and leading individuals within the firm. You will study the

interplay among formal structure, informal networks, and culture in shaping organizational

performance.)

2. Semester

Corporate Finance (Designed to be the natural follow-up to the Managerial Finance courses in

winter, the Corporate Finance courses will develop and extend standard tools and techniques of

financial analysis, valuation, and model-building, and apply these methods to a wide range of cases.

Case topics will include capital structure, valuation, mergers and acquisitions, private equity and

venture capital, international finance, hostile takeovers and leveraged buyouts, financial distress

and bankruptcy.)

Data Analysis and Decision Making (General managers require a sophisticated understanding of

what one can (and cannot) infer from data, and how to use those inferences to make good

decisions. Our courses in data analysis provide the analytical techniques for using data to make

appropriate inferences and good decisions.)

Human Resource Management (The human resources of an organization are often the most

valuable assets of the organization, and the assets that are most difficult to manage. Drawing on

the disciplines of economics, social psychology, and organizational sociology, the course offerings in

Human Resource Management give you frameworks and concepts that help you manage your

organization’s personnel.)

Information Management (Knowledge of technology (computing, networks, software

applications, etc.) is a prerequisite for a successful manager. Understanding the implications of

technology for management, strategy, and organization is even more important. So rather than just

look at a snapshot of the current status of different technologies (which will obviously change over

time), the Information Management courses focus on management issues such as: How do

information technologies create value? How do you implement them? How do they affect the

structure of competition?)

Managerial Accounting (To evaluate business strategies and outcomes, you must understand the

many ways that firms account for, control, and manage costs. Courses in this area explore

alternative costing methods and how the resulting cost information can be used for decision-

making, planning, and performance measurement.)

Managerial Finance (This course covers the foundations of finance with an emphasis on

applications that are vital for corporate managers. We begin with an overview of accounting

fundamentals, including basic financial statement analysis. With this background, we will then

consider the major financial decisions made by corporate managers both within the firm and in

their interactions with investors. Essential in most of these decisions is the process of valuation,

which will be an important emphasis of the course. Topics include criteria for making investment

decisions, valuation of financial assets and liabilities, relationships between risk and return, market

efficiency, capital structure choice, payout policy, the effective use and valuation of derivative

securities, and risk management.)

Marketing (These courses introduce you to the substantive and procedural aspects of marketing

management. You’ll learn about analyzing the needs and wants of potential customers, and

creating and delivering goods and services profitably.)

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Microeconomics (The discipline of microeconomics is the foundation of much of what you study

in business school, as well as being a tool of analysis of specific market and non-market

interactions. The base-level course provides you with the essential frameworks and concepts to

study market equilibrium, firm and consumer behavior, and competitive interactions through the

lens of microeconomics. The advanced applications option spends less time on the basics and

instead applies those basics to specific contexts, such as auctions, price discrimination, and

business strategy.)

Operations (This area addresses basic managerial issues arising in the operations of both

manufacturing and service industries. You will learn about the problems and issues confronting

operations managers and gain language, conceptual models, and analytical techniques that are

broadly applicable in confronting such problems.)

Strategy Beyond Markets (Markets and the business environment are increasingly interrelated;

conversely, the profit-maximizing activities of firms often give rise to issues that involve

governments and the public. As a business leader, you will need to participate in complex decision-

making involving the legal, political, and social environments of business. This area considers the

strategic interactions of firms with important constituents, organizations, and institutions outside

of markets.)

Valgfag:

Customize your MBA experience by choosing from a broad range of electives. These courses change based

on feedback and demand, but here is a sampling of recent electives.

Accounting:

1. Accounting-Based Valuation

2. Alphanomics: Informational Arbitrage in Equity Markets

3. Analysis and Valuation for Event-Driven Investing

4. Board Governance

5. Mergers and Acquisitions: Accounting, Regulatory, and Governance Issues

Entrepreneurship:

1. Aligning Start-ups with Their Market

2. Create a New Venture: From Idea to Launch

3. Entrepreneurship and Venture Capital

4. Entrepreneurship from the Perspectives of Women

5. The Startup Garage: Testing and Launch

6. Social Entrepreneurship and Social Innovation

Finance:

1. Angel and Venture Capital Financing and Decision Making

2. Corporate Financial Modeling

3. Debt Markets

4. Finance of Retirement and Pensions

5. Institutional Money Management

6. Modeling for Investment Management

7. Behavioral Finance

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8. Entrepreneurial Finance

9. Private Equity in Frontier Markets: Creating a New Investible Asset Class

10. Financial Trading Strategies

General Management:

1. Becoming a Leader: Managing Early Career Challenges

2. Cleantech: Business Fundamentals and Public Policy

3. Compassion and Leadership

4. Creating High Potential Ventures in Developing Economies

5. Energy Markets and Policy

6. Leadership and Crisis Management

7. Family Business

8. Funding Social Impact: Methods and Measurement

9. Real Estate Investment

10. Real Life Ethics

11. Sports Business Management

12. Strategic Philanthropy

13. Thinking Like a Lawyer

14. Work and Family

Managerial Economics:

1. Analysis of Costs, Risks, and Benefits of Health Care

2. Contemporary Economic Policy

3. Growth and Stabilization in the Global Economy

4. Management Practices in Europe, the U.S., and Emerging Markets

5. Motivation in Theory and in Practice

6. Political Economy of Health Care in the United States

7. The Financial Crisis

Marketing:

1. Consumer Behavior

2. Marketing Analytics

3. Marketing Research

4. Marketing Research for Entrepreneurs

5. Redesigning Marketing

6. Sports Marketing

Operations and Information Technology:

1. Biodesign Innovation: Concept Development and Implementation

2. Biodesign Innovation: Needs Finding and Concept Creation

3. Design for Extreme Affordability

4. The Role of Information Technology in the New Energy Economy

Organizational Behavior:

1. Conflict Management and Negotiation

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2. High-Performance Leadership

3. Interpersonal Dynamics

4. Leadership in the Entertainment Industry

5. Leadership Fellows

6. Negotiations

7. The Paths to Power

8. Redesigning Work for 21st Century Men and Women

9. Scaling Change

Political Economics:

1. The Business World: Moral and Spiritual Inquiry Through Literature

2. The Future of Growth: Developed and Developing World

3. Managing Global Political Risk

Strategic Management:

1. Building and Managing Professional Sales Organizations

2. Global Value Chain Strategies

3. Leading Strategic Change in the Health Care Industry

4. Managing Growing Enterprises

5. Managing to Outcomes in Education and Other Sectors

6. New Business Models in the Developing World

7. Strategic Management of Nonprofit Organizations and Social Ventures

8. Strategic Management of Technology and Innovation

9. Strategic Thinking in Action - in Business and Beyond

University of Pennsylvania http://www.wharton.upenn.edu/mba/academics/curriculum.cfm


Obligatoriske fag:

Leadership (This intense immersion experience shapes the learning team and leadership

experience that helps you develop your future personal leadership style and capabilities. You will

begin with the Teamwork and Leadership Simulation, a team-based, highly interactive simulation

that is custom designed for this course.)

Marketing Management (Design and implement the most strategic combination of marketing

efforts to reach a firm’s target markets. Develop skills to apply analytical concepts and marketing

tools to such decisions as segmentation and targeting, branding, pricing, distribution, and

promotion.)

Operations Management (Learn to measure key process parameters, such as capacity and lead

time, and how to improve a process through approaches such as finding and removing bottlenecks

or better work division. Next, focus on restructuring processes and management for increased

performance.)

http://www.wharton.upenn.edu/mba/academics/curriculum.cfm

13

Microeconomics Foundation (Master the basic theory of microeconomics: supply, demand,

consumer behavior, market price and output, production, cost, simple competitive market

equilibrium, simple monopoly pricing and output determination, price discrimination, and

bundling.)

Economics: Advanced Topics in Managerial Economics (Apply microeconomic theory to firm

management, and learn how to use microeconomics to enhance decision making. Topics covered

include: sophisticated pricing policies, transfer pricing, strategies for dealing with competitor firms,

cooperation strategies, managing under uncertainty, and more.)

Statistics: Regression Analysis for Managers (Become familiar with two key statistical

methodologies for working with data: regression analysis and experimentation. Learn techniques,

such as least-squares estimation, tests and confidence intervals, correlation and autocorrelation,

collinearity, and randomization.)

Management communication: Speaking and Writing (Speaking: The Fall speaking course

covers persuasion, impromptu speaking, speaking confidently, handling Q&A, and speaking on-

camera. The Spring speaking courses offer a choice of advanced topics. Writing: The Fall writing

requirement is a pass/fail, non-credit course required for graduation. Course objections are clear,

concise, persuasive writing.)

Fleksible obligatoriske fag:

Operations.

Marketing.

Communication.

Accounting.

Corporate Finance.

Macroeconomics.

Management.

Legal studies & business ethics.

Valgfag inklusiv hovedvalgfag:

Accounting

Business Economics and Public Policy

Entrepreneurial Management

Environmental and Risk Management

Finance

Health Care Management

Information: Strategy and Economics

Insurance and Risk Management

Management

Marketing

Marketing and Operations Management (Joint Major)

Multinational Management

Operations and Information Management

Organizational Effectiveness

Real Estate

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Statistics

Strategic Management

Advanced Corporate Finance

Advanced Real Estate Investment and Analysis

Competitive Strategy

Consumer Behavior

Entrepreneurship and Venture Initiation

Fixed Income Securities

Health Care Field Application Project

Information: Industry Structure and Competitive Strategy

Innovation, Change, and Entrepreneurship

International Development Strategy

University of Chicago (Booth) http://www.chicagobooth.edu/programs/full-

time/academics/curriculum [Online set 15. april 2015]

Obligatoriske fag:

Financial Accounting

Microeconomics (Microeconomics; Advanced Microeconomic Analysis; Accelerated

Microeconomics)

Statistics (Business Statistics; Applied Regression Analysis)

Finance (Introductory Finance; Investments; Corporation Finance)

Marketing (Marketing Strategy)

Operations (Operations Management)

Management Decisions (Managerial Decision Making; Managerial Accounting; Managerial

Decision Modeling)

Management People (Managing in Organizations; Strategic Leadership; Power and Influence in

Organizations; Managing the Workplace)

Management Strategy (Competitive Strategy; Strategy and Structure; Business Policy)

Business Environment (Macroeconomics; The Firm and the Non-Market Environment; Business,

Politics, and Ethics)

Valgfag:

Accounting:



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1. Cost analysis and Internal Controls (This course provides you with a framework to understand and

use the cost and accounting information you will encounter in careers in consulting, operations,

marketing, or general management. The course covers the vocabulary and mechanics of cost

accounting, basic issues involved in the design of managerial accounting systems, and the role of

managerial accounting resource allocation and performance evaluation.)

2. Accounting and Financial Analysis I

3. Accounting and Financial Analysis II

4. Taxes and Business Strategy

5. Financial Statement Analysis

Analytic Finance:

1. Quantitative Investment

2. Advanced Models of Option Pricing and Credit Risk

3. Theory of Financial Decisions 1

4. Portfolio Management

5. Advanced Investments

6. Fixed-Income Asset Pricing

7. Cases in Financial Risk Management

Analytic Management:

1. Managerial Decision Modeling (Successful decision-making requires the ability to structure

complex problems, to analyze available options in an uncertain world, and to finally make the best

decision, given the information available. You'll learn how to apply analytical tools including

optimization, simulation, and decision trees to examine managerial decision models. Business

applications include resource allocation, risk analysis, and sequential decision-making through

time.)

2. Data mining (In the age of the internet, businesses must process vast amounts of data. For

example, firms maintain large databases on their customers. What can be learned from this data to

help serve customers? How does a business use its information for customer-relationship

management? Modern statistical methods have been developed to help us deal with large and

complex data. The term "data-mining" refers to this collection of methods. This course is designed

to familiarize MBA students with relevant and helpful data-mining tools. The course is not

mathematical in nature. Attention is focused on interpretation of results and how to obtain them

using software. While the primary emphasis of the course will be on the data-mining or statistical

methods, we will relate them to management issues through readings and examples. Topics

include graphics, cluster analysis, multidimensional scaling, discriminant analysis, logit models,

regression and classification trees, neural networks, and issues in data collection and management)

3. Strategic Investment Decisions (This course integrates advanced analytical techniques with

intuitive economic (strategic) analysis - with an eye on how organizations really make decisions.

You will learn to develop and apply a variety of tools to achieve greater understanding and

sophistication in all aspects of the processes by which companies make strategic investment

decisions. The main goal will be for students to learn to use option pricing, dynamic programming,

decision trees, simulation techniques, scenario analysis, and game theory to value investment

opportunities. The focus will be to both incorporate the value from flexibility, delay, strategic

16

responses, and learning into the analysis and to develop the tools to model and evaluate the full

range of environmental and strategic uncertainty that companies face. We will also study the

organizational processes required for effective, strategic investment decisions and resource

allocation. Among the issues we will discuss are decentralization/centralization, incentives,

measurement, and communication processes.)

4. Data-Driven Marketing

5. Financial Engineering – Cases in Financial Risk Management

Econometrics and Statistics:

1. Business Statistics

2. Applied Regression Analysis

3. Analysis of Financial Time Series

4. Financial Econometrics

5. Statistical Insight into Marketing, Consulting, and Entrepreneurship

Economics:

1. Macroeconomics

2. Microeconomics

3. Money and Banking

4. International Financial Policy

5. Advanced Microeconomic Analysi

6. Sports Analytics

Entrepreneurship:

1. Entrepreneurial Finance and Private Equity

2. New Venture Strategy

3. Building the New Venture

4. Special Topics in Entrepreneurship: Small Seminar in Developing a Business Plan

5. Commercializing Innovation

Finance:

1. Financial Instruments


3. Financial Markets and Institutions

4. Advanced Investments

General Management:

1. Marketing Strategy

2. Corporation Finance

3. Operations Management: Business Process Fundamentals

4. Competitive Strategy

5. Strategic Leadership

International Business:

1. International Financial Policy

17

2. The Wealth of Nations

3. Chinese Economy

Managerial and Organizational Behavior:


2. Managerial Decision Making

3. Strategies and Processes of Negotiation

4. Managing in Organizations

5. Ethics of Business

Marketing Management:


2. Pricing Strategies

3. Data-Driven Marketing

4. Management Lab

Operations Management:

1. Operations Management: Business Process Fundamentals

2. Healthcare Management Analytics Lab

3. Supply Chain Strategy and Practice

4. Managerial Decision Modeling

5. Revenue Management

6. Managing Service Operations

Strategic Management:

1. Competitive Strategy

2. The Strategy Symposium

3. Taking Charge

4. Technology Strategy

Massachusetts Institute http://mitsloan.mit.edu/mba/program-components/personalized-

curriculum/the-core/ [Online set 15. april 2015]

Obligatoriske fag:

Economic Analysis for Business Decisions (Introduces students to the principles of

microeconomic analysis used in managerial decision making. Topics include demand analysis, cost

and production functions, the behavior of competitive and noncompetitive markets, sources and

uses of market power, and game theory and competitive strategy, with applications to various

business and public policy decisions. Antitrust policy and other government regulations also are

discussed)

Data, Models, and Decisions (Introduces students to the basic tools in using data to make

informed management decisions. Covers introductory probability, decision analysis, basic statistics,



18

regression, simulation, linear and nonlinear optimization, and discrete optimization. Computer

spreadsheet exercises, cases, and examples are drawn from marketing, finance, operations

management, and other management functions.)

Communication for Leaders (Focuses on the writing and speaking skills necessary for a career in

management. Students polish communication strategies and methods through discussion,

examples, and practice. Several written and oral assignments, most based on material from other

subjects and from career development activities. Schedule and curriculum coordinated with

Organizational Processes class.)

Organizational Processes (Designed to enhance students’ ability to take effective action in

complex organizational settings by providing the analytic tools needed to analyze, manage, and

lead the organizations of the future. Emphasis is on the importance of the organizational context in

influencing which individual styles and skills are effective. Employs a wide variety of learning tools,

from experiential learning to the more conventional discussion of written cases. Subject centers on

three complementary perspectives on organizations: the strategic design, political, and cultural

“lenses” of organizations. This course culminates in a team project around current topics related to

organization studies.)

Financial Accounting (An intensive introduction to the preparation and interpretation of financial

information. Adopts a decision-maker perspective of accounting by emphasizing the relationship

between accounting data and the underlying economic events generating them. Class sessions are

a mixture of lectures and case discussion. Assignments include textbook problems, analysis of

financial statements, and cases.)

Valgfag:

Financial Theory

Intro to Operations Management

Marketing Management


Accounting:


2. Management Accounting and Control

3. Mergers and Acquisitions: The Market for Corporate Control

4. Corporate Financial Accounting

5. Financial Accounting

6. Doctoral Seminar in Accounting

7. Business Analysis Using Financial Statements

Communication:

1. Management Communication for Undergraduates

2. Doctoral communication skills for academics

3. Communications for leaders

4. Advanced Managerial communication

Corporate Strategy and Policy:

1. The Economic and strategic analysis of technology intensive industries

19

2. Technology strategy for SDM

3. Technology strategy

4. Strategy and organizations

5. Strategic Management

6. Strategic Management II

7. Strategic Management and consulting proseminar: pratical applications

8. Strategic Management and consulting proseminar: current strategic challenges for global

enterprises

9. Strategic Management

10. Special seminar in strategy

11. Leadership in the real estate industry

12. Explaining heterogeneity in firm performance

13. Corporate strategy and extended enterprises

Finance:

1. Financial Market Dynamics and Human Behavior

2. Mergers and Acquisitions

3. International Finance – Corporate Finance

4. Finance Theory I

5. Finance Theory II

6. Intro to Practice of Finance

7. Financial Management

8. Finance Theory (MFin)

9. Introduction to Financial Economics


11. Investments

12. Advanced Corporate Finance

13. Options and Futures

14. Investment Management

15. Fixed Income

16. Advanced Financial Economics II

17. Advanced Financial Economics I

18. Advanced Financial Economics III

19. International Finance – Capital Markets

20. Analytics of Finance

21. Proseminar in Capital Markets/Investment Management

22. Proseminar in Corporate Finance/Investment Banking

23. Analytics of Finance II

24. Valuation

25. Retirement Finance, Lifecycle Investing, and Asset Management

26. Functional and Strategic Finance

27. Practice of Finance: Alternative Investments – Private Equity & Hedge Funds

28. Practice of Finance: Advanced Corporate Risk Management

29. Practice of Finance: Perspectives on Investment Management

30. Financial Theory (EMBA)

31. Topics in Corporate Finance (EMBA)

20

32. Data Technologies in Quantitative Finance

Health care Management:

1. Principles and Practice of Drug Development

2. Economics of the Health Care Industries

3. Dynamics of Biomedical Technologies

4. Critical Reading and Technical Assessment of Biomedical Information

5. Clinical Trials in Biomedical Enterprise

History, Environment and Ethnics:

1. Literature, Ethics, and Authority

2. Choice Points: Readings on the Exercise of Power & Responsibility

Industrial Relations and Human Resource Management:

1. Work, Employment, and Industrial Relations Theory

2. Urban Labor Markets and Employment Policy

3. Strategic Human Resource Management

4. Research Seminar in Industrial Relations

5. Special Seminar in Industrial Relations and Human Resource Management

6. Power and Negotiation

7. Political Economy I: Theories of the State and the Economy

8. People and Organizations

9. Negotiation and Conflict Management

10. Leadership and Change

11. Strategic Human Resource Management

Information systems:

1. Management Information Systems


3. Workshop in Information Technology



6. IT Essentials II: Advanced Technologies for Digital Business in the Knowledge Economy

7. Evolution Towards Web 3.0 and the Emergence of Management 3.0

8. Information Technology Essentials

9. Information Technology as an Integrating Force in Manufacturing

10. Information Technology and Business Transformation Proseminar

11. Information Technology and Business Transformation Proseminar

12. Global Information Systems: Communications and Connectivity Among Information Systems


14. Fundamentals of Digital Business Strategy

International Management:

1. Special Seminar in International Management

2. China and India: Opportunities and Issues

21

3. Special Seminar in International Management

4. International Management

5. Global Markets, National Policies and the Competitive Advantages of Firms

Law:

1. Sustainability, Trade, and the Environment

2. Special Seminar in Law: Law and the Commercialization of Cutting Edge Technologies

3. Special Seminar in Law: The Law of Mergers and Acquisitions

4. Special Seminar in Law

5. Patents, Copyrights, and the Law of Intellectual Property

6. Legal Issues in the Development Process

7. Law, Technology and Public Policy

8. Law and International Business

9. Basic Business Law & New Technologies

10. Basic Business Law & Finance

11. Basic Business Law

Leadership:

1. Tiger Teams

2. Spec Sem in Mgmt: Managing in Adversity

3. Practical Leadership

4. Organizations as Enacted Systems: Learning, Knowing, and Change

5. Leadership Lab for Corporate Social Innovation

6. Literature, Ethics, and Authority

7. Leadership in the Real Estate Industry

8. Designing and Leading the Entrepreneurial Organization

9. Cross Cultural Management

Managerial Economics:

1. Special Seminar in Managerial Economics

2. Pricing Strategy

3. Applied Econometrics and Forecasting for Management

4. Game Theory for Strategic Advantage

5. Global Climate Change: Economics, Science, and Policy

6. Real Estate Economics

7. Competition in Telecommunications

8. Management and Policy in the International Economy

9. Macro and International Economics

10. Applied Macro- and International Economics

11. Industrial Economics for Strategic Decisions

12. Economic Analysis for Business Decisions

Marketing:

1. Workshop in Marketing

2. Strategic Market Measurement

3. Research Seminar in Marketing

22

4. Special Seminar in Marketing

5. Pricing

6. New Product and Venture Development Proseminar


8. Marketing Models

9. Marketing Management

10. Listening to the Customer

11. Entrepreneurial Marketing

12. Foundations of Consumer Centric Technologies

13. Design and Marketing New Products


15. Branding

16. Applied Individual Psychology

Operations Management:

1. Workshop in Operations Management

2. The Theory of Operations Management

3. Supply Chain Planning

4. Research Project in Manufacturing

5. Seminar in Operations Management

6. Proseminar in Manufacturing

7. Product Design and Development

8. Operations Strategy

9. Manufacturing System and Supply Chain Design

10. Management of Supply Networks for Products and Services

11. Management of Services: Concepts, Design, and Delivery

12. Logistics Systems

13. Introduction to Operations Management

14. International Supply Chain Management

15. Case Studies in Logistics and Supply Chain Management

Operations Research/Statistics:

1. The Airline Industry

2. System Optimization and Analysis for Manufacturing

3. Systems Optimization: Models and Computation

4. Systems Optimization

5. Statistical Thinking and Data Analysis

6. Statistical Theory and Data Analysis

7. Statistical Learning and Data Mining

8. Statistical Consulting

9. Special Seminar in Operations Research

10. Special Seminar in Operation Research

11. Special Seminar in Applied Probability and Stochastic Processes

12. Queues: Theory and Applications

13. Optimization Methods

14. Nonlinear Programming

23

15. Network Optimization

16. Logistical and Transportation Planning Methods

17. Introduction to Optimization

18. Introduction to Mathematical Programming

19. Integer Programming and Combinatorial Optimization

20. Fundamentals of Probability

21. Decision Methodologies for Managers

22. Engineering Probability and Statistics

23. Decision Analysis

24. Data, Models, and Decisions

25. Data Mining: Algorithms and Applications

26. Competitive Decision-Making and Negotiation

27. Communicating with Data

Organizational Studies:

1. Special Seminar in Organization Studies

2. Seminar in Social Science Research Methods

3. Seminar in Leadership II

4. Qualitative Research Methods

5. Seminar in Leadership I

6. Planning and Managing Change

7. Organizations and Environments

8. Organizational Processes

9. Organizational Leadership and Change

10. Managerial Psychology Laboratory

11. Managerial Psychology

12. Leading Organizations

13. Leading Organizations I

14. Leadership and Management

15. Leadership and Change in Organizations

16. Individuals, Groups, and Organizations

17. Doctoral Seminar in Research Methods II

18. Doctoral Seminar in Research Methods I

19. Doctoral Seminar in Behavioral and Policy Sciences

20. Building and Leading Effective Teams

System Dynamics:

1. System Dynamics for Business Policy

2. Research Seminar in System Dynamics

3. Introduction to System Dynamics

4. Applications of System Dynamics

Technology, Innovation and Entrepreneurship:

1. The Software Business

2. Technology and Entrepreneurial Strategy

3. Strategic Decision Making in the Biomedical Business

24

4. Special Seminar in Entrepreneurship

5. Research Themes in Management of Technology

6. Special Seminar in Entrepreneurship

7. New Enterprises

8. Managing Technological Innovation and Entrepreneurship

9. Managing Innovation and Entrepreneurship

10. Managing Innovation: Emerging Trends

11. How to Develop “Breakthrough” Products and Services

12. J Innovation Teams

13. Global Entrepreneurship Lab: Emerging Markets

14. Entrepreneurship Without Borders

15. Entrepreneurship Lab

16. Entrepreneurs in Innovation: Information Technology, Energy, Biotechnology and Communications

17. Early Stage Capital

18. Disruptive Technologies: Predator or Prey?

19. Designing and Leading the Innovative Organization

20. Designing and Leading the Entrepreneurial Organization

21. Corporate Entrepreneurship: Strategies for Technology-Based New Business Development

Northwestern University – Kellogg http://www.kellogg.northwestern.edu/programs/full-time-

mba/two-year-mba-program.aspx [Online set 16. april 2015]

Obligatoriske fag:

Accounting for Decision Making

Business Strategy

Finance I


Business Analysis

Microeconomics Analysis

Operations Management

Leadership in Organizations

Valgfag: N/A

University of California – Berkeley (Haas) http://mba.haas.berkeley.edu/academics/curriculum.html


Obligatoriske fag:



http://mba.haas.berkeley.edu/academics/curriculum.html

25

Data and Decisions (2 units)

Economics for Business Decision Making (2 units) (Business success depends on the successful

positioning of the firm and the management of its resources. The goal of this course is to think

systematically about achieving competitive advantage through the management of the firm's

resources. We will analyze management decisions concerning real options, cost determination,

pricing, and market entry and exit. We will use readings and cases along with class discussion to

develop practical insights into managing for competitive advantage.)

Ethics and Responsible Business Leadership (1 unit)

Financial Accounting (2 units)

Introduction to Finance (2 units)

Leadership Communication (1 unit)

Leading People (2 units)

Macroeconomics in the Global Economy (2 units)

Marketing Management (2 units)

Operations (2 units)

Problem Finding, Problem Solving (1 unit)

Strategy, Structure, and Incentives (3 units)

Valgfag:

1. Fundamentals of Business

2. Game theory (Negotiation)

3. Energy and Environmental Markets

4. Cleantech to Market

5. Business Strategies for Emerging Markets: Management, Investment, and Opportunities

6. Topics in Economic Analysis and Policy

7. Financial Information Analysis

8. Corporate Financial Reporting

9. Managerial Accounting (This course emphasizes the use of accounting information throughout

the planning, operation and control stages of managing an organization. The course is divided into

three sections to reflect these three stages of management: 1) information for planning and

decision making; 2) information received during operations (cost accounting); and 3) information

for control and performance evaluation.)

10. Taxes and Firm Strategy

11. Corporate Finance

12. Financial Institutions and Markets

13. Assets Management

14. Investment Strategies and Styles

15. Global Financial Services


17. Mergers and Acquisitions: A focus on Creating Value

18. Behavioral Finance

26

19. Designing Financial Models that Work

20. Financial Statement Modeling for Finance Careers

21. New Venture Finance

22. Topics in Finance

23. Risk Management via Optimization and Simulation

24. Decisions, Games, and Strategies

25. Service Strategy

26. Topics in Operations and Information Technology Management


28. Negotiations and Conflict Resolution

29. Power and Politics in Organizations

30. Leadership I

31. Global Leadership

32. Special Topics in Management of Organizations

33. Customer Insights

34. Marketing Research: Tools and Techniques for Data Collection and Analysis

35. Strategic Brand Management

36. Marketing Analytics

37. High Technology Marketing Management

38. Influencing Consumers

39. Sales Force Management and Channel Strategy

40. Topics in Marketing

41. International Marketing

42. Social Media Marketing

43. Pricing (This three-module course aims to equip students with proven concepts, techniques, and

frameworks for assessing and formulating pricing strategies. The first module develops the

economics and behavorial foundations of pricing. The second module discusses several innovative

pricing concepts including price customization, nonlinear pricing, price matching, and product line

pricing. The third module analyzes the strengths and weaknesses of several Internet-based, buyer-

determined pricing models.)

44. Business and Public Policy

45. Managing the Legal Environmental of Business

46. Special Topics in Business and Public Policy

47. International Business

48. Real Estate Investment and Market Analysis

49. Real Estate Development

50. Real Estate Finance and Securitization

51. Real Estate Investment Strategy

52. Housing and the Urban Economy

53. Special Topics in Real Estate Economic and Finance I

54. Introduction to Management Technology

55. Biotechnology Industry Perspectives and Business Development

27

56. Design as Strategic Management Issue

57. Innovation Strategies for Emerging Technologies

58. International Trade and Competition in High Technology

59. Hass@work

60. Innovation in Services and Business Models

61. Managing the New Product Development Process

62. Product Management Case Studies

63. Strategy for the Information Technology Firm

64. Special Topics in Innovation and Design

65. Corporate Strategy in Telecommunications and Media

66. Active Communication

67. Data Visualization for Discovery and Communication

68. Improvisational Leadership

69. Leader as Coach

70. Storytelling for Leadership

71. Topics in Managerial Communications

72. Strategic Management of Nonprofit Organizations

73. Nonprofit Boards

74. Strategic and Sustainable Business Solutions

75. Strategic Financial Management of Nonprofit Organizations

76. Social Investing – Recent Findings in Management and Finance

77. Topics in Nonprofit and Public Management

78. Social Sector Solutions: Social Enterprise

79. Topics in Socially Responsible Business

80. Individually Supervised Study for Graduate Students

81. Curricular Practical Training Internship

82. Selected Topics for MBA Students

83. Entrepreneurship

84. Venture Capital and Private Equity

85. Opportunity Recognition: Technology and Entrepreneurship in Silicon Valley

86. Case Studies in Entrepreneurship

87. The Lean Launch Pad

88. Investing in Entrepreneurial Opportunities: Building an Investment Screen, Methodology,

and Process

89. Top-Down Law

90. Entrepreneurship Workshop for Start-ups

91. Entrepreneurship in Biotechnology

92. Business Model Innovation and Entrepreneurial Strategy

93. Special Topics in Entrepreneurship

94. Special Topics in Business Administration

95. Healthcare in the 21st Century

96. Health Care Finance

28

97. Innovations in Healthcare

98. International Business Development for MBAs

99. International Business Development for MBAs

100. Seminar in International Business

101. MBA Exchange Program I


103. Global Strategy and Multinational Enterprise

104. Competitive and Corporate Strategy

105. Strategic Management and the Organization of Health Services


107. Teaching Business

Columbia University http://www8.gsb.columbia.edu/programs-admissions/mba/academics/core-

curriculum

[Online 16. april 2015]

Obligatoriske fag:

Managerial Statistics

Strategy Formulation


Finance

Managerial Economics

Business Analytics

Marketing

Global Economic Environment

Valgfag:

Consulting & Business Services:

1. Accounting

2. Business Outsourcing

3. Client Relations

4. Customer Insights/Analytics

5. Human Resource Consulting

6. Information Technology Consulting

7. Insurance

8. Management & Strategic Consulting

9. Marketing Consulting

10. Nonprofit Consulting

11. Operations Consulting



29

12. Other Business Services

13. Strategic Consulting

14. Sustainability Consulting

Entrepreneurship & Social Entrepreneurship:

1. Emerging Markets & Social Enterprise

2. For-Profit Startups

3. Innovation

4. International Development

5. Intrapreneurship

6. Non-Tech Startups

7. Other Entrepreneurship

8. Social Entrepreneurship

9. Tech Startups

10. Venture Capital

Financial Services:

1. Asset Management

2. Asset Pricing


4. Financial Consulting

5. Financial Institutions

6. Investment Banking

7. Marketing

8. Microfinance

9. Public Finance

10. Research

11. Risk Management

12. Sales & Trading

13. Social Impact Investing

General Management & Marketing:

1. Accounting

2. Brand Management

3. Business/Corporate Development

4. Business Development

5. Buyer/Merchandising

6. Corporate Social Responsibility/Sustainability

7. Corporate/Product Development

8. Finance (Internal)

9. Nonprofit & Public Management

10. Operations

11. Other (Including Customer Relations/Project Management)

12. Rotational Management Services

13. Sales

14. Technology

30

Dartmouth College – Tuck http://www.tuck.dartmouth.edu/mba/required-curriculum/core-

curriculum-overview

[Online 16. april 2015]

Obligatoriske fag:

Analysis for General Managers


Leading Individuals and Teams

Statistics for Managers

Capital Markets

Decision Science

Financial Measurement, Analysis, and Reporting I

Leading Organizations

Management Communication

Personal Leadership

Corporate Finance

Competitive and Corporate Strategy

Global Economics for Managers

Marketing

Financial Measurement, Analysis, and Reporting II


Valgfag:

Accounting

1. Financial Reporting & Statement Analysis

2. Managerial Accounting


Communication

1. Communicating with Presence

2. Corporate Communication

3. Management Deck Presentations

4. Management Slide Presentations

Economics



31

1. Business of International Development

2. Countries & Companies in the International Economy

3. Doing Business in China

4. Energy Economics

5. Research to Practice Seminar: Firms and Trade Policy

6. Leadership in the Global Economy

7. Nowcasting the Global Economy

Entrepreneurship

1. Building Entrepreneurial Ventures


3. Entrepreneurial Thinking

4. Entrepreneurship in the Social Sector 1

5. Entrepreneurship in the Social Sector 2

6. Leading Entrepreneurial Organizations

Ethics and Social Responsibility

1. Business-Social Sector Partnerships

2. Business & Ethics at the Base of the Pyramid

3. Business and Climate Change

4. Business and Society

5. Corporate Responsibility

6. Ethical Decision-Making

7. Ethics in Action

8. Managers and the Law

Experiential

1. Global Insight Expeditions

2. OnSite Global Consulting

Finance


32

2. Corporate Restructuring

3. Research to Practice Seminar: Corporate Takeovers

4. Corporate Valuation

5. Credit Risk

6. Debt Markets

7. Field Study in Private Equity & Growth Ventures

8. Futures and Options Markets

9. International Corporate Finance

10. Investments

11. Research to Practice Seminar: Management of Investment Portfolios

12. Research to Practice Seminar: Private Equity

13. Private Equity Finance

14. Real Estate

15. Real Estate Mini

16. Seminar on Hedge Funds

17. Structuring Mergers & Acquisitions

18. The Arrhythmia of Finance

Healthcare

1. Business of Healthcare

2. Contemporary Issues in Biotech

3. International Health Systems

4. Investing & Deal Making in Healthcare: Practitioners’ Perspective

5. Management of Healthcare Organizations

6. Medical Care & the Corporation

7. Structure, Organization, and Economics of the Healthcare Industry

8. Value-Based Health Care Strategy

Marketing

1. Advertising Management

2. Consumer Insights

3. Research to Practice Seminar: Consumer Moral Judgment

4. Global Marketing

5. Managing the Marketing Channel

6. Marketing in the Network Economy

7. Marketing New Products

8. Marketing in an Environment of Constant Change


10. Not-For-Profit Marketing

11. Research to Practice Seminar: Retail Pricing Strategies & Tactics

33

12. Research to Practice Seminar: Sales Promotion

13. Services Marketing

14. Social Marketing

15. Strategic Brand Management

16. Research to Practice Seminar: Time in the Consumer Mind

Operations and Management Science

1. Applications of Optimization

2. Data Mining for Business Analytics

3. Enterprise Systems & the Governance of Integrated Organizations

4. Management of Service Operations


6. Professional Decision Modeling

7. Quantitative Problem Solving

8. Research to Practice Seminar: Retail Operations

9. Supply Chain Management Mini

10. Tools for Improving Operations

11. VBA Programming

Organizational Behavior

1. Comparative Models of Leadership

2. Consulting Project Management

3. Research to Practice Seminar: Leadership and Society

4. Leadership Out of the Box

5. Management of Disasters

6. Managing Corporate Wrongdoing

7. Managing Strategic Business Relationships

8. Managing Talent

9. Negotiations

10. The CEO Experience

11. Why Can’t Women Advance?

12. Women and Leadership

Strategy

1. Advanced Competitive Strategy

2. Corporate Development

34

3. Current Topics in Management Consulting

4. Research to Practice Seminar: Deconstructing Apple

5. Entrepreneurship and Innovation Strategy

6. Global Strategy & Implementation

7. Implementing Strategy

8. Innovation Execution

9. International Strategy

10. Psychology of Strategic Leadership


12. Strategic Principles for Internet Businesses

13. Strategy in a Turbulent Environment

14. Research to Practice Seminar: Strategy in Innovation Ecosystems

15. Sustainable Business

New York University – Stern http://www.stern.nyu.edu/programs-admissions/full-time-

mba/academics/curriculum


Obligatoriske fag:

Financial Accounting & Reporting

Statistics & Data Analysis

Firms & Markets

Foundations of Finance

Firms & Markets

Foundations of Finance

The Global Economy

Leadership in Organizations

Marketing


Strategy

Valgfag:

1. Accounting

2. Banking

3. Business Analytics


5. Digital Marketing

6. Economics

7. Entertainment, Media and Technology

8. Entrepreneurship and Innovation

9. Finance

10. Financial Instruments and Markets



35

11. Financial Systems and Analytics

12. Global Business

13. Law and Business

14. Leadership and Change Management

15. Luxury Marketing

16. Management

17. Management of Technology and Operations

18. Marketing

19. Product Management

20. Quantitative Finance

21. Real Estate

22. Social Innovation and Impact

23. Strategy

24. Supply Chain Management and Global Sourcing

University of Michigan – Ann Arbor (Ross) http://michiganross.umich.edu/programs/courses?area=Accounting&type=Core&term=All&program=All&s

earch=


Obligatoriske fag:

Her er det MBA i Accounting.

Corporate Financial Research and Reporting

Cost Measurement & Control

Entrepreneurial Accounting

Evaluating Financial Performance

Management Accounting I

Management Accounting II

Principles of Financial Accounting

Principles of Managerial Accounting (Principles of Managerial Accounting --- This course deals with

decision-making in organizations, where the decisions involve the generation, analysis, or use of

financial information.)

Valg fag:

Valgfag for MBA I accounting

Accounting Information System Design

Advanced Financial Accounting

Advanced Management Accounting

Auditing and Assurance

Corporate Financial Reporting

http://michiganross.umich.edu/programs/courses?area=Accounting&type=Core&term=All&program=All&search

http://michiganross.umich.edu/programs/courses?area=Accounting&type=Core&term=All&program=All&search

36

Cost Management Systems (Designing Competitive Organizations: Cost Management --- We

examine the crucial strategic role internal accounting systems play by helping management

understand and control organizational resource co)

Doctoral Seminar in Contemporary Accounting Issues

Federal Taxation and Managerial Decisions

Federal Taxation I

Federal Taxation II

Financial Communication and Investor Relations

Financial Instruments and Structured Finance

Financial Statement Analysis I

Financial Statement Analysis II

Independent Study Project

Maize and Blue Fund (Managing the Maize and Blue Fund --- In this course students act as portfolio

managers for the Maize and Blue (Student Managed) Fund.)

Managing the Maize and Blue Fund

Managing the Maize and Blue Fund as a Senior Analyst

University of Virginia – Darden http://www.darden.virginia.edu/mba/academics/curriculum/


Obligatoriske fag:

Mangement Communication (This course gives students the guidance and hands-on experience

that will allow them to communicate effectively as managers and leaders. Students will examine

communication strategies essential for success in business, identify their personal strengths and

goals, and practice activities that build upon proven competencies and offer practice in new

approaches. Students will gain comfort and skill in a personal communication style that is

authentic, credible, and authoritative. The course will improve students’ understanding of and

ability to apply communication strategy, and will help them not only appreciate the power of

personal and organizational narratives but also deliver successful written documents and oral

presentations.)

Global Economies and Markets

Financial Management and Policies

Accounting for Managers (This course consists of two complementary components: managerial

accounting and financial accounting. Managerial accounting has an internal focus and pertains to

the collection and analysis of financial information relevant to business operations, including costs

analysis, product and service costing, planning, budgeting, and performance evaluation. Financial

accounting pertains to the preparation and analysis of financial statements primarily intended for

use by external constituents such as investors, creditors, and government regulators. This course

takes primarily a user’s perspective rather than a preparer’s perspective. Nevertheless, it

emphasizes the importance of understanding generally accepted accounting principles and

http://www.darden.virginia.edu/mba/academics/curriculum/

37

practices, including the rationale for existing accounting standards and the reasons for accepted

alternatives.)

Marketing


Leading Organizations

Decision Analysis (Business decisions, both tactical and strategic, are frequently made difficult by

the presence of uncertainty in the resulting consequences. This course presents a philosophy for

framing, analyzing, and proactively managing decisions involving uncertainty, whether the

uncertainty results from general conditions or the actions of competitors. The course will focus on

making the uncertainty explicit so that it can be objectively analyzed. One way to manage risk

proactively is to reduce the inherent uncertainty, for example, through better forecasting. Tools

and techniques to support this objective will include risk profiles, expected value, simulation,

sensitivity analysis, discounted cash flows, analytical probability distributions, data analysis,

sampling theory, and regression. The course will also focus on proactively managing risk by

recognizing and exploiting opportunities to reduce exposure to uncertainty, for example, through

contingent contracts. Tools and techniques will include decision trees, value of information, value

of control, downstream decisions, real options, and game theory.)

Business Ethics

Strategic Thinking and Action

Valgfag:

Accounting:

1. Management Planning and Control Systems

2. Taxation and Management Decisions

3. Taxation of Mergers and Acquisitions

4. Financial Statement Analysis and Corporate Valuation

5. Financial Reporting & Analysis

Consulting:

1. Post-Merger Integration

2. The Practice of General Management

3. Strategy Seminar

4. The Consulting Process

5. Systems Design & Business Dynamics

6. Darden Consulting Projects

Entrepreneurship, Innovation & Strategy:

1. Starting New Ventures

2. Venture Capital

3. Acquisition of Closely-Held Enterprises

4. Entrepreneurial Finance & Private Equity

5. Entrepreneurial Thinking

6. Innovation and Design Experience

7. Entrepreneur as Change Agent

8. Entrepreneurs Taking Action

38

9. Creative Capitalism

10. Sustainable Innovation and Entrepreneurship

11. Social Responsibility and Entrepreneurship

12. Markets in Human Hope

13. Management of Smaller Enterprises

14. Small Enterprise Finance

15. Negotiations

16. Introduction to Business Law

17. Developing New Products & Services

18. Technology Accelerator

19. Managing Turnarounds and Workouts

20. Leadership & Theatre: Ethics, Innovation and Creativity

21. Darden Business Project: Venturing

22. Post-Merger Integration

23. Strategy Seminar

24. Investigations into the Nature of Strategy

25. The Consulting Process *

26. Strategic Thinking: Integrating East and West

27. Competitive Dynamics

28. Emerging Medical Technologies

29. Corporate Innovation and Design Experience

30. Organic Growth: A Challenge for Public Companies

31. Creativity and Design Thinking

32. Global Business Experience: Strategy as Design (offered every other year)

33. Darden Business Project: Consulting

Ethics:

1. Advanced Topics in Business Ethics

2. Business Ethics through Literature

3. Creative Capitalism (video)

4. Faith, Religion & Responsible Management Behavior

5. Leadership and Diversity through Literature

6. Leadership, Values & Ethics

7. Leadership and Theater: Ethics, Innovation and Creativity

Finance:

1. Financial Reporting *

2. Valuation in Financial Markets *

3. Corporate Financing

4. Corporate Financial Policies

5. Financial Institutions & Markets


7. Mergers & Acquisitions

8. Financial Statement Analysis & Corporate Valuation

9. Hot Topics in Finance

10. Derivative Securities: Options & Futures

39

11. Taxation & Management Decisions


13. Management Decision Models


Investment Banking:

1. Financial Reporting & Analysis

2. Valuation in Financial Markets



5. Mergers & Acquisitions



8. Financial Statement Analysis & Corporate Valuation


10. Strategic Management of Financial Service Organization

11. Entrepreneurial Finance and Private Equity

Investment/Portfolio Management:

1. Financial Reporting & Analysis *


3. Investments



6. Arbitrage





Small Enterprises:


2. Entrepreneurial Finance & Private Equity


4. Managing Turnarounds and Workouts

5. Venture Capital

6. Acquisition of Closely-Held Enterprises






12. Competitive Dynamics Seminar

Sales and Trading:

1. Financial Reporting & Analysis *

40


3. Investments

4. Arbitrage

5. Managing Investment Portfolios




9. Bargaining & Negotiating


Global Economics and Markets:

1. Management of Economic Growth and Society

2. Business-Government Relations

3. Managing International Trade and Investment

4. Emerging Markets Finance

5. Global Industry Economics

Leadership and Organizational Behavior:

1. Bargaining and Negotiating

2. Establishing Yourself at Work

3. Human Capital Consulting


5. Leadership Learning Lab

6. Leadership Strategies

7. Leadership, Values, and Ethics

8. Leading Strategic Change

9. Leading Teams

10. Managerial Psychology

11. Mastering Global Leadership

12. Tactical Leadership

13. The Spirit of the New Workplace

Management Communications:

1. Advanced Managerial Communication


3. Media, Entertainment and Sports Management

4. Strategic Communication *

5. Interpersonal Communications

Marketing:

1. Managing Consumer Brands

2. Big Data in Marketing

3. Integrated Marketing Communications

4. Consumer Psychology

5. Marketing Intelligence *

6. Developing New Products and Services

41

7. Interactive Marketing

8. Integration & Innovation in Services - The New Economy

9. Strategy Seminar

10. Valuation in Financial Markets * OR Financial Management


12. Competitive Dynamics Seminar

Operations:

1. Developing New Products and Services


3. Leading Strategic Change

4. Negotiations

5. General Managers Taking Action

6. General Management and Operational Effectiveness


8. Growing the Smaller Enterprise


10. System Design and Business Dynamics

11. Managing Teams

12. Business to Business Marketing

Quantitative Analysis:

1. Data Analysis & Optimization*

2. DAO Webpage of Fame

3. Games and Auctions


5. Managerial Quantitative Analysis

Sustainability:

1. Business and Sustainability ( video)

2. Business Ethics through Literature

3. Business-Government Relations

4. Creative Capitalism ( video)

5. Entrepreneur as Change Agent

6. Faith, Religion and Responsible Management Decision Making

7. Global Economics of Water


9. Leadership and Theater: Ethics, Innovation and Creativity ( video)

10. Leadership, Values and Ethics

11. Markets in Human Hope

12. Social Responsibility and Entrepreneurship

13. Sustainable Innovation and Entrepreneurship ( video)

14. Systems Design & Business Dynamics

42

Yale University http://som.yale.edu/our-programs/mba/curriculum/our-integrated-curriculum


Obligatoriske fag:

Managing Groups and Teams

Basics of Accounting

Probability Modeling and Statistics

Modeling Managerial Decisions

Introduction to Negotiation

Basics of Economics

Organizational Perspectives (Competitor, Customer, Investor, Sourcing and Managing Funds,

Employee, Operations Engine, The Global Macroeconomy, Innovator, State and Society)

Integrated Management Perspectives

Global Study

Valgfag:

Foundations of Accounting and Valuation

Introduction to Marketing


Strategic Management of Nonprofit Organizations

Global Social Entrepreneurship: India

Mastering Influence & Persuasion I

Mastering Influence & Persuasion II

Corporate Finance I

Corporate Finance II

Financial Instrument & Contracts

GNAM Course: Mobil Banking Models for Developed and Emerging Markets

Pricing Strategy

Principles of Sustainability in Business

Energy Technology Innovation

Energy Systems Analysis

Behavioral and Institutional Economics

GNAM Course: Analysis of Competition Law and Enforcement Across Contries

Strategy, Technology & War

Policy Modeling

Entrepreneurial Business Planning

Managing Social Enterprises

Venture Capital & Private Equity Investments

The Regulation of Financial Institutions & Activities after the Financial Crisis

Start-up Founder Studies

Start-up Founder Practicum

World Financial History

http://som.yale.edu/our-programs/mba/curriculum/our-integrated-curriculum

43

YCCI: Topics in Customer Insights

Transnational Corporations & Human Rights

Structuring Success: Skills and People Required to Convert Social Ideas into Positive Community

Reality

Corporate Environmental Management & Strategy

Nonprofit Organizations Clinic

Quantitative Investing

Financial Statement Analysis

Financial Distress: Restructuring Troubled Entities

Mathletics: Modeling Through Sports

Listening to the Customer

Strategic Market Measurement

Managing in Times of Rapid Change

Service Operations Management

Operations Strategy

Negotiations I

Negotiations II

Global Financial Crisis

Nonmarket Strategy

International Real Estate

Legal Aspects of Entrepreneurship

Entrepreneurial Finance

The Next China

Capital Markets

GNAM Course: New Product Development

GNAM Course: Inclusive Business Models

Health Care Strategy

Duke University – Fuqua http://www.fuqua.duke.edu/programs/duke_mba/weekend-

mba/academics/curriculum/

[Online set d. 18 april 2015]

Obligatoriske fag:

Leadership, Ethics, and Organizations (LEO)

Global Markets and Institutions (GMI)

Integrative Leadership Experience I (ILE I)

Probability and Statistics (Examines structures for managerial decision making under conditions of

partial information and uncertainty. After developing a foundation in probability theory, the course

extends this foundation to a set of methodologies for the analysis of decision problems. Included

are topics in probability, statistical inference, and regression analysis)



44


Managerial Economics (This course considers how the actions of business firms, consumers, and

the government—operating within a price system in a decentralized market economy—answer

such basic resource allocation questions as what will be produced, how it will be produced, who

will consume what is produced, and what resources to divert from present consumption to

increase future consumption. The impact of various types of market structures (such as perfect

competition, monopoly, and oligopoly) on economic efficiency will be discussed.)

Integrative Leadership Experience II (ILE II)

Decision Models (Enhances the students' ability to address complex management problems

through the use of formal modeling and quantitative analysis techniques. Special emphasis is

placed on decision making under conditions of uncertainty and constrained resources. Analytical

techniques include decision analysis, Monte Carlo simulation, and optimization.)

Marketing Management (Provides an overview of the role of marketing in organizations by

acquainting students with the fundamental issues and decisions involved in planning and managing

marketing activities in order to create value for customers. Attention is given to topics such as

product policy, pricing, advertising and communications, marketing research, and channels of

distribution. Major emphasis is placed on understanding the underlying forces that influence

marketing decisions, including customer behavior, competitive marketing activity, and

organizational considerations)

Managerial Accounting (Emphasizes the use of accounting information for internal purposes as

opposed to the external disclosure focus of the financial accounting course. The design of

management accounting systems for planning and controlling operations, and for motivating

personnel is covered. The course integrates accounting with ideas from microeconomics, data

analysis, finance, and operations management.)

Global Financial Management

Operations Management (Covers issues in the design, planning, and control of the processes by

which goods are manufactured and services are delivered. Specific topics include the analysis of

production processes, the impact of variability on process performance, inventory management,

lean productions, total quality management, process improvement, comparison of manufacturing

and service process management, and the strategic role of operations in the firm.)

Foundations of Strategy

Leadership and Development

Valgfag:



3. Emerging Markets

4. Energy & the Environment

5. Entrepreneurship & New Venture Management


7. Health Sector Management

8. Investments

9. Leadership

10. Market Intelligence

11. Marketing of Innovations

45

12. Negotiation

13. Real Estate Finance

14. Service Operations or Supply Chain

15. Valuation & Fundamental Analysis

16. Venture Capital & Private Equity

University of Texas – Austin (McCombs) http://www.mccombs.utexas.edu/MBA/Full-

Time/Academics/Curriculum/Core-Curriculum


Obligatoriske fag:


Financial Management

Statistics

Marketing Management (Introduces you to the marketing perspective on strategy development, to

the elements of marketing analysis, and to the functional decision areas of the marketing manager

including products and product lines, pricing policies, branding, promotion and advertising, and

channels of distribution. The overall objective of this first course in marketing is to provide you with

a structured approach to strategic marketing problems and decisions)


Managerial Economics (Composed of two segments: microeconomics and macroeconomics. The

microeconomics component covers how individuals and firms make economic decisions. The

macroeconomics component examines how changes in global economy impact managerial decision

making.)

Strategic Career Planning

Strategic Management

Valgfag:

Accounting:

1. Advanced Topics in Financial Reporting

2. Financial Accounting Standards and Analysis


4. Fraud Examination

5. Introduction to Assurance Services

6. Issues in Accounting and Control for Nonprofit Organization

7. Managing Auditing and Control

8. Performance Management and Control (This is an accounting course, but it is emphatically

NOT a course about annual reports and 10 Ks. The class is built around key questions that



46

managers must deal with relating to planning, decision making and control. We use cases

as the basis for discussing these questions, addressing both quantitative and qualitative

aspects of how companies create their internal numbers, how they use those numbers to make

decisions and measure the success or failure of those decisions (and of those who make them),

and how the design of measurement systems and assumptions sometimes distorts those

numbers. The course is in tended to be broadly applicable for all types of MBA students,

including those who will work in less quantitative areas but will nonetheless need to understand

and interpret an organization’s internal accounting data )

9. Petroleum Accounting

BGS-LEB:

1. Business, Government, and Public Policy

2. Employment Law

3. Law, Ethics, and Corporate Social Responsibility

4. Law for Entrepreneurs

5. Law for Finance

6. Law of Commercial Real Estate, Finance, and Development

7. Strategic Corporate Communications

Finance:


2. Energy Finance Practicum

3. Financial Management of Small Business

4. Financial Markets and Institutions

5. Financial Risk Management

6. Financial Strategies

7. Fixed Income Analysis

8. Global Finance

9. Investment Theory and Practice - Investment Fund

10. Portfolio Management and Security Analysis

11. Real Estate Markets

12. Real Estate Practicum

13. Seminar in Real Estate Finance

14. Special Topics in Investment - MBA Investment Fund

15. Special Topics in Investment - Real Estate Investment Trust

16. Valuation

17. Venture Capital Fellows Program

IROM:

1. Business Analytics and Decision Modeling

2. Data Mining for Business Intel

3. Decision Support Modeling

4. Energy Law

5. Financial Modeling and Optimization

47

6. Information and Knowledge Management

7. Information Technology Management

8. Intellectual Property

9. Large-Scale System Optimization

10. Managing Complexity

11. Managing International Risk

12. Managing Projects

13. Operations Practicum

14. Pricing and Revenue Optimization


Management:

1. Advocacy

2. Art and Science of Negotiation

3. Art of Leadership

4. Business Law and Innovation

5. Creating and Managing Human Capital

6. Energy Technology and Policy

7. Enterprise of Technology

8. Entrepreneurial Management

9. Entrepreneurial Growth

10. Entrepreneurship and Incubation

11. From Idea to Intellectual Property

12. Global Management

13. Introduction to Consulting

14. Leading People and Organizations

15. Management Consulting Practicum

16. Managing Corporate Diversification and Renewal

17. Managing and Marketing in the Global Arena

18. Managing Crises

19. Managing Innovation and Analysis

20. Politics and Process


22. Texas Venture Labs Practicum

23. Topics in Sustainable Development

24. Management Sustainability Practicum

Marketing:

1. Brand Management

2. Business Ethics and Social Responsibility

3. Business and the Environment

4. Business in Emerging Markets

5. Business in Latin America


48

7. Corporate Governance

8. Creativity and Leadership

9. Customer Strategy


11. International Business Fellows Seminar

12. Invisible Global Marketing

13. Marketing High Technology Products

14. Marketing Information and Analysis

15. Marketing and Customer Insight Practicum

16. Marketing Metrics

17. Pricing Channels

18. Strategic Marketing

19. Analysis of Markets

20. CCIMS Marketing Fellows Practicum

21. Marketing Analysis and Decision Making in the Information Age

University of California – Los Angeles (Anderson) http://www.anderson.ucla.edu/centers/price-center-for-entrepreneurial-studies/mba-students/mba-

curriculum


Obligatoriske fag:

Business Strategy

Date Analysis and Statistics



Managerial Finance

Operations and Technology Mgt.

Elements of Marketing

Managing Human Resources

Theory of Finance

Advanced Marketing Strategy

The Global Economy

Management Field Study

Management Field Study

Product Management

Marketing Research: Design & Evaluation

Option Markets

Selected Topics in Finance

Human Resources Strategy or Managing

Technology for Competitive Advantage



49

Valgfag:

Accounting:

1. Intermediate Financial Accounting I

2. Intermediate Financial Accounting II

3. Advanced Financial Accounting

4. Cost Accounting

5. Law for Entrepreneurs

6. Tax Principles and Policies

Market Assessment Principles:

1. Marketing Strategy & Planning

2. Management in the Distribution Channel

3. Price Policies

4. Marketing Research: Design &Evaluation

5. Product Management

Strategy and Organization:

1. Growth, Science and Technology

2. Entrepreneurship & Venture Initiation

3. Small Business Management

4. Corporate Entrepreneurship

5. Family Business

6. Entrepreneurship & Business Plan Development


8. Leadership During Periods of Radical or Rapid Change: Crisis Management

Finance:

1. Theory of Finance

2. Profit Sector Financial Policy

3. Working Capital Management

4. Takeovers, Restructuring and Governance

5. Financing the Emerging Enterprise

6. Option Markets

7. Special Topics in Finance

Production and Operations Management:

1. The Operating Manager

2. Operations Strategy & Policy


4. Managing Technology for Competitive Advantage

5. Advanced Entrepreneurial Operations

Human Resource Management:

1. Behavioral Foundations of Human Resource Management

50

2. Managing Human Resources

3. People in Organizations

4. Managing Entrepreneurial Organizations

5. Leadership, Motivation and Power

6. Negotiations Behavior

Other Courses:

1. Business Forecasting

2. Comparative Market Structure and Competition

3. Elements of Economic Organizations: Doing Deals

4. Negotiations Analysis

5. Strategy in the Digital Economy

6. Entrepreneurial Real Estate Development

7. Ethical Considerations in Business

8. Analysis and Communications

9. Management Field Study

10. Fieldwork in Technical Assistance for Minority Business Enterprise

11. Field work in Organizations

12. Fieldwork in Investment Management

13. Research in Management

Cornell University (Johnson) http://www.johnson.cornell.edu/Two-Year-MBA/Curriculum/Core-

Courses


Obligatoriske fag:

Leading Teams


Microeconomics for Management


Critical and Strategic Thinking

Managerial Finance

Strategy

Managing Operations

Data Analytics and Modeling

Valgfag:

N/A



51

Carnegie Mellon University (Tepper) http://tepper.cmu.edu/prospective-

students/masters/mba/curriculum


Obligatoriske fag:

Probability and Statistics

Managerial Economics (This course presents the basic concepts of microeconomics theory with an

emphasis on business applications. The approach of microeconomics is to solve an economic

problem by modeling it as an optimization problem; the solution to the optimization problems then

interpreted in terms of the original economic problem. This approach will be used to answer such

problems as input selection, pricing and project selection. The format of the class is to present

theory common to a general class of applied problems and then to apply the theory by solving

actual problems. The goal of the class is for the students to be capable of applying the basic

concepts to problems faced both future classes (e.g. finance, macroeconomics) and future careers.)

Accounting I (This course is the first of two required accounting courses, designed to provide MBA

students with a solid foundation in accounting. The course introduces students to (1) corporate

financial statements and (2) basic cost concepts and their uses. By the end of the course, students

will have an improved ability to analyze the information content of financial statements and data

from managerial accounting systems. The course will be a mixture of practical, conceptual, and

critical approaches. From a practical viewpoint, the course will cover the relationship between

accounting data and a firm's underlying operating, investing, and financing activities. At a more

conceptual level, the course will focus on the principles and concepts that underlie common

reporting practices. The critical approach will focus on the limitations of accounting data, arising

from sensitivity to estimation methods as well as from possible manipulations.)

Corporate Strategy

Communication

Leadership Feedback Workshops

Optimization

Marketing

Finance

Managing People and Teams

Presentations

Statistical Decision Making

Accounting II (The objective of this course is to provide the student with the ability to use

accounting information to make longer-term planning and control decisions. In this second course

in accounting, we focus mainly on performance evaluation, taking into account the measurement

and incentive implications. We will learn not only how to measure and evaluate the performance of

internal sub-units of the firm from an internal managerial perspective, but also how to evaluate the

overall firm’s performance from an external stakeholder's perspective. Topics covered include:

activity based costing, budgeting, variance analysis, responsibility centers, transfer pricing, internal

control and performance evaluation, inter-company investment accounting and financial statement

analysis)

Operations



52

Ethics

Global Economics or Managing Networks and Organizations

Valgfag:


2. Entrepreneurship for High Growth Companies

3. Commercialization and Innovation: Strategy

4. Finance II

5. Options

6. Business to Business Marketing

7. Negotiations

8. Applications of Operations Research

9. Demand Management and Price Optimization (Operation Management, Throughout this course

we illustrate mathematical analysis and strategic principles applied to real operational challenges,

i.e., the tools of demand management and price optimization. We seek both rigor and

relevance. Our aim is to provide both tactical knowledge and high-level insights needed by general

managers and management consultants. We will demonstrate that companies can use (and have

used) the tools from this course to significantly enhance their competitiveness. We will cover

different kinds of business processes, including service operations and manufacturing. Specifically,

the course deals with the management of reservations for capacity (revenue management), the

optimization of tactical and operational pricing decisions (constrained-supply pricing, markdown

pricing, and customized pricing), and the integration of demand and supply management decisions

(joint pricing, inventory, production, and distribution management).)

10. Risk Management

11. Government and Business

12. Strategic IT

13. Information Security and Privacy

14. Innovation Ecosystems

15. Communicating Change

16. Business Acing I

17. Financial Regulation

18. Marketing Communication & Buyer Behavior

19. Managing Intellectual Capital & Knowledge

20. Managerial Economics

21. Business Fundamentals

22. Entrepreneurial Alternatives

23. Investment Analysis


25. Brand Strategy

26. Organizational Learning and Strategic Management

27. Trade and Investment Strategy

28. Modern Data Management

29. Introduction to Human Computer Interaction for Technology Executives

30. Consulting and Conflict Resolution

31. Business Acting II

32. International Financial Statement Analysis

53

33. The Business of Healthcare Innovations

34. Commercialization and Innovation: Workshop

35. Marketing for Entrepreneurship

36. Emerging Markets

37. Theory and Policy of Modern Finance

38. Debt Markets

39. Studies in Financial Engineering

40. Customer-Driven Strategies and Services

41. Evidence-Based Management

42. Evolving Toward High Impact Leadership

43. Operations Research Implementations

44. Business Network

45. Sustainable Operations

46. Real Options

47. Advance Information Security & Privacy (Operations Management, This advice is particularly

relevant when it pertains to strategic and tactical decisions. Before we can advise managers on

what to do, we need to specify an objective function to be optimized. This task is nontrivial,

because there is potential for disagreement among shareholders, due to differences in their risk

attitudes, time preferences, wealth, and labor income. However, if we consider (i) sufficiently small

projects that do not affect market prices (price taking assumption) and (ii) that generate cash flows

that can be replicated using portfolios of traded securities (partial spanning assumption), then

shareholders all agree that managers should maximize the market value of a firm’s equity. Even

when these assumptions are violated, this objective function can be a reasonable proxy for guiding

managerial decision making. The standard net present value rule used by static discounted cash

flow analysis is consistent with this objective function only in very special circumstances: The

selection of now or never projects characterized by a deterministic stream of future cash flows.

That is, this approach ignores the ability of managers to use all the available information when

deciding on the timing to undertake a project and when managing a project.

In contrast to static discounted cash flow analysis, real options analysis is an approach to

managerial decision making that always assumes that managers maximize the market value of

projects and they use all the available information when making decisions, in particular when

managing projects that involve dynamic and state contingent choices among alternatives (options),

such as, expanding/reducing manufacturing capacity, investing in new products or technology,

suspending production, and mothballing a plant. The resulting valuation and managerial decisions

can thus be very different when real options analysis is used rather than static discounted cash flow

analysis.)

48. Business Management

49. Corporate Financial Reporting

50. Money, Banking and Financial Markets


52. International Finance

53. Real Estate


55. New Product Management

56. Organizational Power and Influence

57. Organizational Power and Influence

54

58. Data Mining

59. Optimization Methods in Finance


61. Strategic Corporate Management

62. Mobile Pervasive Computing Services


64. Developing Star Performers

65. Service Management: GO-TO-MARKET Strategy and Operations

66. Big Data

67. Designing and Leading a Business-Special Section

68. Strategy, Performance Measurement and Corporate Governance (The course studies the role of

managerial accounting systems in developing, communicating, and implementing an organization's

strategy. Much of the course is focused on incentive issues throughout the organization, including

the board of directors (corporate governance), top management team (executive compensation),

division heads (investment, profit, revenue, and cost centers), and lower-level managers.

Managerial accounting systems establish administrative procedures (e.g., strategic planning and

budgeting), performance measures (e.g., revenues, costs, profits, ROI, EVA, variances from budget,

the Balanced Scorecard, etc.), and contracts (both explicit and implicit contracts).)

69. Gaining Advantage Through Sales

70. Monetary Policy in the US and Abroad

71. Pricing Strategy


73. Team Conflict and Multiparty Negotiation

74. Statistical Applications in Management

75. Six Sigma Tools and Techniques


77. Technology Strategy

78. Contracts

79. Digital Marketing and Social Media Strategy

80. Executive Communication Skills


82. Funding Early Stage Ventures

83. Capitalism

84. Business Forecasting W/Time Series Models

85. Energy Finance

86. Marketing With Electronic and Social Media

87. Organizational Change

88. Personnel Strategy

89. Catastrophic Risk Analysis

90. Mobile Pervasive Computing Project

91. Management of Software Development for Technology Executives

92. System Architecture for Managers

93. Product and Brand Management

55

University of North Carolina – Chapel Hill (Kenan-Flagler) http://www.kenan-

flagler.unc.edu/programs/mba/curriculum


Obligatoriske fag:

Analytical Tools


Financial Tools

Leading & Managing

Microeconomics

Business Strategy

Finance

Macroeconomics

Marketing

Operations

Teamwork Assessment

Ethical Leadership

Management Communication: Presentation Skills

Managerial Accounting: (Managerial accounting provides information for decision making,

product–costing, and planning-control-evaluation activities. This course takes the

perspective of both the user and the preparer of accounting information. The emphasis is

on the fundamental concepts and the strategic importance of accounting data to

managerial activity with special consideration given to the underlying accounting

procedures and the underlying accounting processes. During this course, you should

specifically:

Develop an appreciation for the role of accounting data in decision making, product-costing, and planning-control-evaluation activities;

Embrace an understanding of the data accumulation process in order to facilitate effective communication between managers and accountants;

Master specific techniques for using a myriad of accounting information in multiple situations; and

Internalize contemporary concerns with respect to U.S. productivity and the world economy along with implications for information systems.

Teaching Methods: A significant amount of group and case work.

Materials Covered:

Product Costing and the Manufacturing Environment Activity Cost Analysis and Planning

http://www.kenan-flagler.unc.edu/programs/mba/curriculum

http://www.kenan-flagler.unc.edu/programs/mba/curriculum

56

Profitability Analysis and Planning Contribution Analysis for Decision Making Operational Budgeting Performance Assessment Strategic Management of Price, Cost, and Quality Profitability of Strategic Business Segments )

Valgfag:

A sample of our most popular electives of the past 2 years is grouped below.

Accounting:

Complex Deals Financial Statement Analysis Taxes in Finance Topics in Financial Reporting

Entrepreneurship:

Business Plan Analysis Family Business Introduction to Entrepreneurship Launching the Venture Social Entrepreneurship The Business and Economics of Sport VC Deal Structure

Finance:

Applied Corporate Finance Fundamental Principles of Corporate Finance Investment Banking Real Estate Process Mergers and Acquisitions Portfolio Management

Healthcare:

Challenge of Healthcare: A System Overview Healthcare Entrepreneurship Healthcare Marketing Healthcare Reform and New Market Realities Health System Mergers and Strategic Transactions

57

Management:

Corporate Strategy Global Leadership: Leading Across Cultures Negotiations Groups and Teams in Organizations Leading in the Middle Global Business Strategy

Marketing:

Brand Strategy Customer Relationship Management Global Marketing Marketing Analysis Pricing Sales

Operations:

Data Analytics: Tools and Opportunities Management Science Models Project Management Retail Operations Service Operations Management Supply Chain Management

Sustainable Enterprise:

Alternative Energy Strategic Corporate Social Responsibility Innovations in Green Building Strategies in Sustainable Enterprise Sustainability Immersion Systems Thinking for Sustainable Enterprise

Emory University http://goizueta.emory.edu/degree/fulltimemba/curriculum/index.html


Obligatoriske fag:

http://goizueta.emory.edu/degree/fulltimemba/curriculum/index.html

58

Economics

Data & Decision Analytics


Financial Management

Financial Reporting & Analysis

Professional Communications

Leading With Emotional Intelligence

Leading Organizations & Strategy

Managerial Finance (Address the theory and practice of financial management, defined by many as

the raising and allocation of financial resources by the companies over time)

Processes & Systems Management (As technology becomes more integrated into business

processes, managers and leaders alike must be able to understand and communicate the enabling

potential of these tools across the supply chain. This course integrates the fundamental principles

of information systems and operations management to cover the multiple activities comprising a

firm's operating core and its supply chain. This course examines what is required in order for firms

to achieve world class operational performance and supply chain integration. Topics include the

supply chain perspective, supplier partnerships, process analysis, lean manufacturing, theory of

constraints, quality management and system modeling and simulation.)

Management Practice

Valgfag:

Accounting:

1. Advanced Financial Accounting

2. Auditing

3. Financial Reporting I

4. Financial Reporting II


6. Information and Global Capital Markets

7. Managerial Accounting

8. Tax for Management Decisions

Finance:


2. Advanced Derivative Assets

3. Advanced Real Estate Finance

4. Applied Investment Management

5. Corporate Governance and Restructuring

6. Derivative Asset Analysis

7. Doing Deals: Private Equity

8. Economic Environment of Business

9. Fixed Income Securities

10. Global Derivatives Markets

11. Global Macroeconomic Perspectives

12. International Finance

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13. Investing in Illiquid Assets

14. Investment Banking

15. Project Finance

16. Real Estate Development

17. Real Estate Investment Analysis

18. Real Estate Management and Finance

19. Real Estate Market Analysis

20. Securities Analysis and Portfolio Management


Information Systems & Operations Management:

1. An APP for That: Designing the Small and the Many

2. Analytics for e-Markets

3. Business Forecasting

4. Decision Modeling

5. Decision Tools and Visualization


7. Process Analysis and Six Sigma

8. Project Management and Collaboration

9. Social Media and Virtual Communities

10. Strategic Decision Analysis


Marketing:

1. Bio-Tech Market Analysis

2. Customer Behavior

3. Customer Relationship Management

4. Goizueta Marketing Strategy Consultancy

5. Ideation


7. Market Intelligence: Making Data- Driven Decisions

8. Marketing Seminar


10. Marketing Fieldwork

11. New Product Lab

12. Sports Marketing

13. Pricing and Marketing Productivity

14. Product and Brand Management

15. Sales and Business Development

Organization & Management:

1. Advanced Strategy Topics

2. Applied Entrepreneurship

3. Corporate Social Responsibility and Sustainability

4. Corporate Strategy and Mergers & Acquisitions

5. Entrepreneurship

60

6. Ethics and Business

7. Industry and Competitor Analysis

8. Leading and Managing Change

9. Multinational Firms and Strategy

10. Negotiations

11. Principled Leadership

12. Social Enterprise

13. Strategic Networks

14. Transformational Social Entrepreneurship

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