Financial management is the management of the flow of funds available to an organization. In a market economy it is often viewed as the integrating discipline of management, moderating the flow of capital and risks and rewards between savers and users of capital. A primary objective of financial management in the United States is to create and preserve shareholder value or wealth. Clearly that objective does not hold in many parts of the world. While it is the objective articulated in the text, it will be questioned from time to time, as other interests are considered. Through case discussions and the supplementary readings in the text, this course will help you to develop the knowledge, skills, critical thinking ability, and behaviors required of any manager, not only those specializing in finance. Although the main focus of this course is on profit-seeking firms, much of what is learned has applicability for organizations in the not-for-profit and governmental sectors as well. The course will raise ethical issues where appropriate.
Global Economics is an applied international economics course that spans micro- (firm-centric) and macro- (country- or region-centric) economics. Key concepts and frameworks, actors, and cycles in the global economy will be discussed and critiqued. The purpose is to understand what it takes for a global manager to position a multinational firm successfully in a volatile economic context. We will study important principles and theories of micro-economics (supply and demand, marginal analysis) and macro-economics (economic growth, exchange rates, trade, balance of payments, GDP, employment, and inflation), as well as the areas where micro meets macro (firm versus country competitiveness, industry and market structures). We will explore more closely the character, role, and significance of trade and finance institutions, systems, and flows within the overall global economy (International Monetary Fund, International Finance Corporation, World Bank, European Central Bank, U.S. Federal Reserve Bank, Asian Development Bank, etc.). We will develop a deeper understanding of cycles and volatilities in the global economy (business cycles, booms, busts, recessions, depressions). We will take a close look at their causes, uncertainties, and implications for businesses in today’s volatile global economy.
Strategic skills are a key asset for business leadership across business functions and seniority levels. The need for and benefit of those skills is no longer limited to elite staff groups or top executives. Increasingly, companies expect their product managers, senior business analysts, and mid-level executives in diverse functions to possess the ability to think and act strategically without losing their agility. Therefore, this course will focus on the craft, the opportunities, and the challenges of developing strategies in these roles. As we do so, the most basic strategic question is: How do we best position and compete among significant uncertainty and ambiguity to maximize value created and profits made in a sustainable way? This course provides students a combination of analytical and engagement tools for strategy projects for internal or external executive clients. Among the analytical skills are methodologies and frameworks for product, firm, industry, and market analysis. Among the softer engagement skills are diagnostic skills.
Global Operations addresses the supply of goods and services in an international/global economy. The fundamental focus is on understanding the best way to match supply and demand at any organization. We describe marketing as the management of demand and operations as the management of supply. Operations managers need to carefully manage and direct resources such as capital, labor, technology, and information. This is done in multinational environments with increasing pressure for ‘more, better, faster’. Customer service, quality, and use of appropriate technology are critical factors. Rapid and effective communications, including the Internet, produce more options and choices than ever for the consumer. The course will address the strategic issues and the analytic tools for decision- making. It will address practical, process-based approaches to solving operations problems. Texts, cases, exercises, lectures, and special presentations address concepts in process analysis, quality, supply chain, logistics, control, and integration. The role of the manager and what managers do about processes, cross-functional links, and use of information systems and technology are emphasized.
Core courses form the backbone of your Masters in International Business curriculum. You will study them throughout modules A – C. The classes have been carefully designed and sequenced to build knowledge, skills, and competencies in finance, marketing, operations, economics, and strategy.