Note All courses are being reviewed and are subject to change for 2002-2003. The most current course descriptions are
available online at . www.darden.virginia.edu
GBUS 701, 702 - (5) (Y)
Through a series of written and oral exercises, this course challenges students to think imaginatively and analytically about business
situations, to write clearly and persuasively, and to become effective extemporaneous speakers. The course teaches students the
fundamental uses and abuses of language and ends by challenging them to become persuasive and stylish business communicators. As the
course progresses, students learn that good communication involves sound analysis and polished presentation.
GBUS 703, 704 - (5) (Y)
Business and the Political Economy
A course in analysis, appraisal, and prediction of the international environment of business, using social science concepts and
techniques. Students gain an understanding of the global political economy and expertise in macroeconomic analysis of industrialized
and developing countries, international trade and finance, and money and capital markets. A comparative approach is used to understand
the macro and industrial policies of nation-states at various junctures in history, as well as the global strategies of corporation.
The course provides a foundation in price theory and market structure as a basis for understanding the competitive forces affecting
GBUS 705, 706 - (5) (Y)
Provides insights into the challenges senior managers face in creating value for shareholders and other stakeholders in the firm.
Two main areas of focus are the wise investment of the firm's capital and the selection of financial policies in support of the
firm's long-term strategy. The key skill Finance seeks to impart is valuation (of projects, securities, and whole firms, and of the
incremental effect of new policies). In support of this goal, students must master tools and concepts in structure of capital markets,
cost of capital, financial analysis and forecasting, working-capital management, capital budgeting, resource allocation, dividend
policy, long-term debt policy, selection of specific financing tactics, and corporate restructuring. While Finance draws on ideas
from the fields of investments, capital markets, and financial institutions, its prime emphasis is corporate finance.
GBUS 707, 708 - (5) (Y)
Concerned with financial-statement literacy in regard to both external and internal financial statements. Enables students to learn the
use of accounting information for analysis and decision making. Deals with basic accounting concepts, development of financial
statements, cash-flow analysis, cost accounting, management control systems, and financial-accounting policies. The course's management
perspective fosters understanding of the nature of business transactions; identification of relevant economic events for reporting; and
determination of the most appropriate financial measures for those events. An underlying theme of the course is that accounting is not
divorced from the world it is supposed to portray or from the behavior it measures and influences.
GBUS 709, 710 - (5) (Y)
Develops the skills and insights required to build integrated marketing programs. Focuses student attention on the major forces
bearing on marketing decision making (e.g., consumer, trade, competitive, and regulatory behavior). These decision-making areas
include product policy, channels of distribution, pricing, direct selling, advertising, and sales promotion, with an emphasis on
shaping these marketing elements into an effective, efficient, and responsible marketing program.
GBUS 711, 712 - (5) (Y)
Develops student skills in analysis and decision-making in a variety of operating situations. Focuses on what the general manager
needs to know about managing in an operating environment. Specific objectives include (1) providing decision-making skills in those
aspects of operations management most likely to be relevant to the needs of the general manager; (2) increasing skills in dealing with
operating performance issues through in-depth analysis and discussion of operations-management problems in a variety of industry and
business settings, including manufacturing and service industries; (3) providing managerial decision-making skills in those aspects of
operations management necessary for the development and implementation of effective resource-allocation plans; and (4) providing an
understanding of the role of effective systems for operations planning and control.
GBUS 713, 714 - (5) (Y)
Focuses on the challenges of managing and leading enterprises of today and the future. Develops a useful way of thinking about
behavior in organizations and the roles, responsibilities, and choices of the manager in today's complex organizational systems.
Builds strong foundations in understanding individuals, building effective working relationships, creating effective teams and groups,
and developing the critical skills and perspectives needed to grasp the broader organizational contexts of structures and systems in
which these activities occur. The challenges and opportunities presented by diversity and globalization are addressed throughout.
GBUS 715, 716 - (5) (Y)
Develops the skill and perspective of artfully using quantitative techniques to gain insight into the resolution of practical business
problems. Emphasis is not on the mastery of sophisticated mathematical techniques but on designing analyses to fit circumstances and
interpreting results in the context of making action choices. The most widely applicable methodologies of decision and risk analysis,
probability and statistics, competitive analysis, and management science are studied and integrated with personal judgment and
intuition in realistic business situations.
GBUS 718 - (2 1/2) (Y)
Enables students to reason about the role of ethics in business administration in a complex, dynamic, global environment. Specific
course objectives for students are: (1) to apply several important frameworks for moral reasoning to complex business issues; (2) to
appreciate the role of ethics as central in business decision making; (3) to develop a general-management perspective that includes an
ability to formulate, analyze, and defend decisions in ethical terms; (4) to analyze the ethical issues that appear in other Darden
courses; and (5) to examine critically one's own ethics and test them in conversation with one's peers.
GBUS 720 - (2 1/2) (Y)
The management of the total enterprise. Equips students with the framework, concepts, and tools required to think strategically about
the enterprise. This entails analyzing and understanding the firm's industry and its positions within the industry, as well as crafting
strategies that will create economic value in the future. This course takes a multilevel perspective. At the single-business,
single-industry level, it examines industry structure and sources of competitive advantage, as well as the role of the functional
strategies in guiding and sustaining that advantage. At the corporate level, it examines such issues as diversification and internal
GBUS 802 - (1 1/2) (Y)
The pace of change in the field of corporate communication continues to accelerate. Corporate repositioning and the high profile of
corporate image, identity, and advocacy have become increasingly sophisticated in attempts to align multiple constituencies in a
crowded marketplace. The mounting presence of "crisis (or issues) management" is more and more apparent as channels of media and
information grow exponentially. Indeed, corporate communication plays a central role in today's "communications revolution." While the
corporate-communication function varies from company to company and industry to industry, it is for many organizations a virtually
centralized presence on the world wide web. Intended for general managers with an interest in the relationship between business and the
media and the ways in which organizations communicate with their stakeholders.
GBUS 803 - (1 1/2) (Y)
Effective Communication for Clients
This course has two purposes: (1) to allow students preparing presentations for clients to produce and deliver the most effective and
professional presentations and documents possible at the conclusion of their projects and (2) to provide an opportunity for students
going into careers that have significant client interaction (e.g., consulting, brand managing, investment banking) to excel in all
areas of communication competencies. The course is thus well suited to students preparing important communications in the course of
their directed studies or starting an entrepreneurial venture, as well as to students who wish to take the work they began in first-year
Management Communication to a new level of excellence. The course addresses every aspect of communication in the communicator-client
relationship: meetings, phone calls, memos, the presentation-development process, slide-writing, rehearsing and presenting the final
presentation, deliverables, and reports.
GBUS 804 - (1 1/2) (Y)
Introduction to Real Estate Finance and Development
Introduces students to analytical techniques and terminology peculiar to real estate development, finance, and management. Topics
include a historical overview of the real estate industry; techniques of financial analysis; land development; office and mixed-use
development; financing alternatives; asset management and new concepts in real estate development.
GBUS 805 - (1 1/2) (Y)
Entrepreneurship: An Introduction
Designed to familiarize participants with the processes through which entrepreneurial ideas are generated, and successfully translated,
into ongoing activities and enterprises. May be of interest to those who wish to gain a better understanding of the wealth-creation
process, entrepreneurs, and entrepreneurial environments; who have already engaged in entrepreneurial activity, have written or wish
to write a business plan, think of owning their own firm in the future or working in an entrepreneurial environment in a large or small
company in the near future; and to those contemplating positions in a venture-capital firm or other institution that invests in or
assists entrepreneurial firms. A primary course goal is to significantly increase the probability of success for those interested in
entrepreneurial pursuits. Explores several fundamental questions: (1) what is entrepreneurship and what is an entrepreneur? (2) who are
the entrepreneurs? (3) where do good ventures come from? (4) what alternative formats and entry strategies exist for those interested in
pursuing entrepreneurship as a career? and (5) what is the significance of entrepreneurship in the economy? The course will debunk two
myths: that successful entrepreneurship is (1) a serendipitous and random occurrence (2) limited to unique individuals "born to be
GBUS 806 - (1 1/2) (Y)
Sustainable Innovation and Entrepreneurship
Introduces students to an innovative way of approaching commercial activity that has become increasingly relevant and compelling
"even necessary, in light of new environmental and social challenges" and a prudent competitive choice by firms looking at future
global-market trends. The phrase "sustainable business" refers to firms whose goal is to design products, processes, value-chain
relationships, and organizational forms that incorporate environmental and social considerations. Using relevant articles, books,
and cases, the course explores the arguments, concepts, and practical applications of sustainable business. It examines leading
entrepreneurial individuals and companies (large and small), exploring ways in which ecological principles can be used in tandem with
market forces to reconfigure and improve product design, production methods, and investment patterns. Materials, discussion, guests,
and written requirements focus on pragmatic examples of breakthrough product design and strategic thinking.
GBUS 807 - (1 1/2) (Y)
Sustainability In-Depth: Studies on Schumpeterian Innovation
This course is directed to students who wish to delve deeply into the concept of "sustainable business," the private sector's effort to
implement ecologically and socially sensitive policies and practices to prevent industrial activities from undermining the vitality and
health of ecosystems. Inspired by Joseph Schumpeter (the economist who studied entrepreneurship in the early part of the twentieth
century and who coined the phrase "creative destruction"), the course encourages detailed exploration of technology and product-design
changes and other innovations that result in the introduction of products and processes that assume zero pollution or that move market
and industries in the direction of zero pollution.
The course affords students an opportunity to explore various aspects of the history, emergence, frameworks, technologies, new
products, business strategies and practices, and international attention concerning the rapidly growing and changing arena of
GBUS 808 - (1 1/2) (Y)
Managing Digital Convergence
Over the last few decades, knowledge-intensive industries have become an engine of growth in the global economy. This course examines
the economics behind knowledge-intensive industries and how the nature of competition shapes industry structure and government policy
internationally. In a high-tech environment, the ability to manage the development, diffusion, and deployment of knowledge
"the Knowledge Chain" is central to a firm's success over time. Through an in-depth analysis of the electronics industry and its role in
the evolution of the Internet around the world, the course examines the management of the Knowledge Chain and highlights lessons for
firms and economic-policy makers in terms of pursuing growth in a turbulent environment.
Designed to deepen students' understanding of the systems of innovation around the globe, the course provides insight into the
value-adding features of technology through a "user-friendly" hands-on experience with microelectronics.
GBUS 809 - (1 1/2) (Y)
Covers the topics most commonly dealt with by boards of directors and CEOs. The course begins with coverage of the legal obligations
that directors must fulfill. Directors must plan for the selection of the CEO, appraise CEO performance, and ultimately plan for an
orderly and timely succession. The board must ensure that management development and succession planning permeate the top three levels
of the organization. The general topic of management compensation is covered, including management contracts, parachutes, non-compete
agreements, salary systems, various incentive systems, and the roles and merits of stock options and restricted stock. Corporate and
business unit strategies and operating plans must be approved and monitored. The board's involvement in decisions about issuing debt or
equity, paying dividends, or repurchasing stock is covered. The board must meet its fiduciary role vis-a-vis management, internal a
uditors, internal controls, SEC and other required reporting, legal liabilities, and the payment of taxes. The board must ensure
compliance with the foreign corrupt practices act, OSHA, EPA, and EED/AA/ADA, among others. The board must deal with a number of
external events, including hostile takeover attempts, stockholder activism, proxy fights, class action suits, derivative action suits,
and business disasters. Finally, processes must be in place to review the performance of individual directors, the board, and the CEO.
GBUS 810 - (1 1/2) (Y)
Management Planning And Control Systems
This course examines the design and use of planning and control systems for implementing organizational strategy and achieving profit
goals. Management can use many mechanisms to facilitate achievement of organizational goals. This course focuses primarily on the use
of accounting-based controls that involve the measurement and evaluation of performance in financial terms. The course explores
strategic and profit-planning systems, organizational design and responsibility structures, performance measurement, and
performance-based incentive systems. Among the topics discussed are measurement issues in accounting-based control systems (e.g.,
controllability, assignment of revenue and costs to responsibility centers), limitations of accounting-based performance measures
(e.g., short-term focus), recent approaches to mitigate these limitations (e.g., Balanced Scorecard, EVA), and management-compensation
plans. The course is intended for managers who will be involved in implementing organizational strategies and achieving profit goals.
It will appeal primarily to students seeking careers in management consulting and industry (especially general management,
manufacturing, marketing, corporate finance, and accounting).
GBUS 811 - (1 1/2) (Y)
Decisions in Financial Reporting
Considers significant financial reporting and accounting issues in the context of the management decisions those issues require.
Students are asked to assume a managerial role outside the accounting function and to determine how their companies should evaluate
the decisions required by such classic and contemporary issues as choosing between LIFO/FIFO inventory methods, selecting the
assumptions required under pension accounting, and selecting a corporate structure to implement foreign exchange accounting. Although
the course looks at many of the topics covered in first-year accounting, it does so in more depth, and it examines some topics not
discussed in the First Year, such as foreign exchange and pensions.
GBUS 812 - (3) (Y)
Corporate Financial Reporting
Deals with issues, concepts, and standards that have particular relevance to understanding corporate financial accounting and
reporting practices. There is some international accounting content, but the major focus pertains to the U.S. Much of the course
deals with contemporary issues and the search for their resolution. Emphasis is placed on both an accounting and a management
perspective, as financial accounting and reporting considerations have increasingly become management concerns. The ultimate
objective of this course is to provide students with a conceptual framework for understanding and analyzing corporate reporting
issues and an appreciation for their significance to both management and external users of corporate financial reports.
GBUS 813 - (1 1/2) (Y)
Creating New Products And Services
Firms in today's competitive marketplace need to continually create superior new products and services within shrinking development
cycle times and in an arena of increasing technological and market uncertainty. Product-development capability is therefore a core
element of competitiveness. This course focuses on conceptual and quantitative methods to enhance a firm's capability to create new
products and services. The course has two main objectives:
- The first objective is to familiarize students with the body of knowledge on building new-product-development capability
for a variety of consumer and industrial products and services. To achieve this objective, students will first gain familiarity with
the basic steps involved in going from a new-product idea to a product ready to launch, in an existing firm or a start-up. Students
will then examine conceptual and quantitative models that enhance capabilities over this spectrum of product-development activities,
from concept generation through product definition, design, and test to ramp-up and initial product launch. Students will examine
pitfalls and challenges in using these models to manage this inherently dynamic and multifunctional process, requiring information
exchange and coordination across multiple internal business functions, including marketing, design, accounting, and operations, and
with external constituents - customers, suppliers, and competitors.
- The second objective is to identify new conceptual frameworks and quantitative models to manage the creation of Web-based products
and services. This objective goes beyond the creation of Web pages to the development of processes and capabilities that support these
products and services. To achieve this objective, students will study the development process for Web-based products and services
through cases, readings, and student projects, and they will identify new frameworks and models.
This course is intended for students who will be involved in the creation of new products or services, typically in marketing,
operations, product development, or supply-chain management, or who will work as consultants in these areas.
GBUS 814 - (1 1/2) (Y)
This course explores fundamental strategy issues that arise in e-business, including (1) the role and deficiencies of
traditional-strategy concepts in the Web-based economy; (2) business models, pricing models, and valuation models appropriate to the
new economy; (3) alternative strategies for entry and transformation of old-economy business in the Web-enabled world; and (4)
strategic implications of intellectual property in a knowledge-based competitive environment.
Course objectives include the following: (1) familiarizing students with core organizing theories and frameworks that might inform
strategy making in the knowledge-based economy, (2) discussing specific strategies for migration to the Web and corporate
transformation, (3) exploring concepts and skills associated with successful new-firm entry and business endurance, and (4) affording
students an opportunity to evaluate their own e-business interests.
The course is intended for those interested in the confluence of strategic thinking and e-business; those who will start their own
e-business or work in start-ups; those who will be involved in migrating existing businesses to the Web; and consultants, investment
bankers, or strategic thinkers who will need to be aware of new strategy concepts and frameworks.
GBUS 815 - (1 1/2) (Y)
This 15-session course addresses two issues in strategy: (1) the management of multibusiness enterprises (corporate-level strategy) and
the role of acquisitions in corporate strategy, and (2) the achievement of merger objectives (usually, synergies) after the deal is
done. The course affords students the opportunity to engage in corporate-level strategic thinking and to tackle the challenges and
problems most businesses encounter in integrating acquisitions (research indicates that up to 85 percent of most mergers fail). The
course consists of cases, exercises, and a variety of readings from business and history.
GBUS 816 - (1 1/2) (Y)
Taxation of Mergers and Acquisitions
Prerequisite: GBUS 819
Surveys and analyzes tax issues encountered in structuring mergers and acquisitions, including both taxable and tax-free formats.
Includes comparison from both buyer and seller perspectives of advantages and disadvantages of sales (purchase) of assets vs. sale
(purchase) of stock in taxable transactions; techniques in structuring tax-free reorganizations and spin-offs of corporate divisions
and subsidiaries; and introduction to tax-driven aspects of business valuation in the M&A context and also in the context of limiting
the impact of federal estate tax on business entities seeking to structure succession of the business to succeeding generations.
GBUS 818 - (1 1/2) (Y)
International Financial Reporting
Explores the financial reporting practices of companies in other countries. The course is not, however, intended to focus solely on
analyzing and understanding foreign financial statements. Because reporting standards and the content of financial statements reflect
national and cultural characteristics of a country, the course emphasizes looking at the key environmental factors conditioning the
financial reporting practices in the focal country. Some specific contextual aspects examined are societal expectations of business;
forms of business organization; sources of capital; legal and tax structures; treatment of inflation; political and cultural
environments; and the role of labor. The effect of these contextual characteristics are examined when studying indigenous reporting
practices and considering how a global enterprise might develop its own reporting and control systems. Students should take either
Decisions in Financial Reporting or Corporate Financial Reporting before enrolling in this course.
GBUS 819 - (1 1/2) (Y)
Taxation and Management Decisions
Covers basic tax concepts relevant to the operation of any business enterprise, including surveying the differences between tax
accounting and financial accounting; analyzing the choice of entity issue (i.e., comparative tax-based advantages and disadvantages of
using a corporation vs. pass-through entities, like partnerships, to conduct business lines or joint ventures); tax aspects of
debt/equity capitalization; importance of, and techniques in, structuring for capital gains; use of tax bracket arbitrages in the
consumption and/or reinvestment of business profits.
GBUS 820 - (1 1/2) (Y)
Business Ethics Through Literature
Broadens and deepens the understanding of management and the role of ethics in management. Building on conversations from the
first-year Ethics class and addressing several key themes for today's manager, it discusses the definition of success in business;
race; gender; the role of culture; the privileged place of the executive; and new understandings or models of human beings. The class
uses novels and short stories as its texts and is taught Socratically.
GBUS 821 - (1 1/2) (Y)
Starting New Ventures
Enables the participants to identify personal entrepreneurial strengths and weaknesses in themselves and in potential team members;
acquire knowledge, analytical skills, and concepts pertinent to generating and appraising creative ideas; and grasp the basics of
preparing a business plan. Major modules in the course are: (1) identification and feasibility of new ideas, (2) attributes of
entrepreneurs, and (3) new-venture financing.
GBUS 822 - (1 1/2) (Y)
Acquisition of Closely Held Enterprises
Introduces students to alternative ways of acquiring their own business. Instruction is through the use of cases and visiting speakers.
The three major modules in the course are: (1) the search process, (2) valuing the business, and (3) financing and negotiating the deal.
GBUS 823 - (1 1/2) (Y)
Management of Smaller Enterprises
As observers have long noted, "a small business is not a little big business." Managing the smaller enterprise is an art related to,
but substantially different from, managing the large corporation. The issues, challenges, and perspectives differ as much as the
numbers in the financial statements. This course affords participants a chance to understand business problems and opportunities from
the perspective of the owner-manager-principal (i.e., a hands-on perspective). It addresses what happens after the start-up or
acquisition of a firm.
GBUS 824, 825, 827 - (1 1/2) (Y)
Reading Seminar in Management I, II, III
The purpose of these courses is to expose students to a wide range of ideas about the practices of management from a variety of
points of view—ancient and modern. Students are responsible for reading one book a week chosen from the areas of management classics,
classics of civilization, or current management thought. By practicing critical evaluation of and reflection on the works and by
engaging each other and faculty in intense, small-group (12) discussions of the concepts, students will be able to draw on a wide
base of ideas as they face the complex and volatile world environment.
These courses are intended for students interested in broadening their perspectives in business and their understanding of management.
GBUS 826 - (3) (Y)
Covers the strategic interface between parent corporations and operating divisions. Corporate strategies primarily revolve around the
appropriateness of various divisions (and potential acquisitions) for inclusion in the corporate portfolio of businesses. Divisional
strategies, however, require both extensive understanding of competitors and realistic product/marketing/pricing plans based on the
division's role in the corporate portfolio. Examines the interrelationships among multiple performance objectives. It then analyzes
a number of generic, focused strategic problems/opportunities. The analysis methodology includes a multidivisional corporate setting
and an optimization approach to decisions regarding trade-offs among feasible sets of corporate goals. Finally, the course looks at a
parent company, composed of nine operating units, from the perspective of both the parent company and the individual operating units.
This approach leads to the most effective portfolio of businesses for ongoing operations and allows for the forecast of future
GBUS 828 - (1 1/2) (Y)
Introduction to Business Law
This course provides a general introduction to areas of business law (excluding tax law) of particular relevance to general
managers and their financial advisers. The course begins with a brief overview of the foundations of the American legal system
- the law of contracts, property, and torts. It then moves to substantive areas that managers routinely encounter, including employment,
corporate governance, antitrust, securities, and bankruptcy. The course also examines how law affects cross-border business. It affords
students the opportunity to develop a familiarity with the principles and vocabulary of law.
GBUS 829 - (1 1/2) (Y)
Many of our most successful entrepreneurial companies have been founded and significantly influenced by professional venture capital
firms. Focuses on the venture capitalists' professional world and how they work with entrepreneurs to create substantial businesses.
Focus includes both how venture capital firms are formed, funded, and managed, and their relationship with the limited partners who
are the source of their investment capital. Also examines how entrepreneurs seek funding and assistance from venture capitalists and
how both parties work together to build major companies.
GBUS 830 - (1 1/2) (Y)
Management of International Business
Introduces students to the special aspects of operating in the global environment by taking a cross-functional approach. Deals with
issues in the fields of accounting, economics, politics, finance, marketing, organizational behavior, production, law, and strategy.
The course does not typically address these fields separately but, instead, stresses integration within an international business
GBUS 831 - (1 1/2) (Y)
Involves students in understanding the interaction of stakeholder groups in the resolution of conflict on issues of both public and
private policy. Focuses on the governance issues in the relations between environmentalist organizations, government agencies, and
private corporations in the search of balance in environmental management. Topics are treated on a global level as much as possible.
Projects immerse students in a "live" environmental governance issue and culminate in a mock rule-making exercise. While the course
focuses on environmental governance, the lessons are applicable to other questions of societal governance.
GBUS 833 - (1 1/2) (Y)
Today's complex environment demands a business manager who is politically sensitive, has a knowledge of government processes, is
acquainted with the media, and understands how business can gain strategic advantage in a government-influenced private sector.
This course prepares students to meet these managerial requirements, participate in complex decisions when changing laws and
regulations, and manage other government factors that have major long-run implications for the survival and success of any business
endeavor. In addition to case situations and readings on current issues, selected speakers add their expertise to class discussions.
GBUS 840 - (1 1/2) (Y)
Valuation in Financial Markets
Focuses on key valuation concepts in finance. Building on the valuation principles in first-year Finance, the course explores the ways
in which financial-market participants value financial assets. It considers the implications of these financial-market valuations for
corporate management and develops key finance concepts and tools used in a number of second-year Finance electives but not covered in
depth during the First Year. Includes measurement and pricing of risk, derivative securities, concepts of hedging, the relationship
between short-term and long-term interest rates, project valuation, and company valuation.
GBUS 841 - (1 1/2) (Y)
Designed for those who want to extend their knowledge of operating finance beyond that achieved in the first-year Finance course, but
who are not planning careers in finance or extensive participation in additional finance electives. Deals with the tools, concepts,
and decisions that managers use in making investment and financing decisions.
GBUS 842 - (1 1/2) (Y)
Corporate Financial Policies
Prerequisite: GBUS 840
This course takes the viewpoint of a chief financial officer of a publicly held corporation who must make decisions and formulate
policies on several issues, including (1) corporate borrowing decisions/management of banking relationships, (2) risk management, (3)
dividend decisions/equity management, and (4) EVA/performance measurement/ agency problems. Students apply basic valuation techniques
(discounted cash flow and options pricing) and general logic to arrive at reasonable decisions on these difficult issues. The course
is valuable to persons pursuing careers in corporations, small business, or consulting.
GBUS 843 - (1 1/2) (Y)
Derivative Securities: Options and Futures
Prerequisite: GBUS 840
Provides an in-depth understanding of option and futures pricing theory and the application of these types of securities. Deals with
options and futures in the broadest possible context and does not focus only on financial options and futures.
GBUS 844 - (1 1/2) (Y)
Entrepreneurial Finance And Private Equity
Prerequisite: GBUS 840.
Designed for individuals with interests in entrepreneurship, corporate finance, and private equity, this course focuses on the
financing of high-growth and -risk enterprises in their formative stages prior to becoming public companies. The primary objective
of the course is to provide an understanding of the concepts, structures, and institutions involved in entrepreneurial finance and
the private-equity market. The course broadly addresses the financing opportunities available to young firms at various stages of
development. After developing a sense of the range of opportunities and risks faced by these enterprises, the course examines how
the private-equity market is organized; this portion of the course deals with how venture funds are raised and structured. Having
examined both parties' perspectives, the course investigates the circumstances where the providers and demands of capital frequently
experience conflicts and looks at the ways these conflicts can be reduced through financial contracts. The course provides a
perspective on how financing and valuation change over the life cycle of a firm.
GBUS 845 - (1 1/2) (Y)
Smaller Enterprise Finance
This course provides participants with experience in the analysis and resolution of financial issues in the context of the small
enterprise that has no or, at best, limited access to the public-equity market. In addition to typical issues of asset management,
the course considers such topics as structuring bank loans, financing with leases, benefit plans, and transfer of the business to
the next generation or selling it. The course is intended for those interested in the financial issues confronting small enterprises
whose present and future access to the public-capital markets will be limited.
GBUS 846 - (1 1/2) (Y)
Prerequisite: GBUS 840.
Examines the theory and practice of portfolio management with regard to asset selection, tactical and strategic asset allocation,
market timing, and performance evaluation, using traditional and non-traditional assets in the U.S. and from other countries around
the world. The material is firmly grounded in both the theory of portfolio management and the practices of leading-edge portfolio
GBUS 847 - (1 1/2) (Y)
Prerequisite: GBUS 840.
Deals with the financing of corporations worldwide. It uses as its base the concepts and tools learned in first-year Finance and the
core foundation finance course. It has three sections: market perception of value creation, capital needs and their financing, and
financing in rapidly changing conditions.
GBUS 848 - (1 1/2) (Y)
Advanced Corporate Finance and Financial Strategy
Prerequisite: GBUS 840.
Covers a variety of complex and interesting aspects of corporate finance, including restructurings, mergers, LBOs, project financing,
and IPOs. On a more general level, the course focuses on value creation, risk reduction, the formulation of corporate financial
strategy, and the relationship between financial and corporate strategy. Emphasizes decision making throughout the course and adopts
the perspective of a chief financial officer. Designed for students pursuing careers in corporations, investment banking, or consulting
firms, and those who want to learn more about finance.
GBUS 849 - (1 1/2) (Y)
Capital Market Flows and Institutions
Prerequisite: GBUS 840.
Looks at the factors influencing flows of funds in the economy. Begins with the role of the government and its influence on capital
markets as the largest net borrower and primary regulator. Other participants, such as depository institutions, pension funds,
investment banks and quasi-governmental agencies are examined, and their roles in the funds intermediation process are analyzed.
An important aspect of the course is to understand the process of innovation in financial markets. Modules for the course include
credit creation, money markets, depository institutions, Euromarkets, and mortgage finance.
GBUS 850 - ( 1 1/2) (Y)
Strategic Management of Financial Service Organizations
After a one-session introduction to the types of institutions that compose the industry, the course covers: "the new entrants": the
growth and profitability of segments of the FSO arena have attracted new players, and several instances are considered to determine
the characteristics of potential success; "transformations of existing FSOs to meet new market demands": investment banks, thrifts,
insurance companies, and commercial banks have all moved quickly to adjust to changes in their environments, and the course looks at
the strategic challenges in each of these areas; and "globalization and the FSO": an argument continues to rage about the need to
provide financial services on a global basis in order to succeed, and several class periods are spent on this topic.
GBUS 851 - (1 1/2) (Y)
Managing Turnarounds and Workouts
Covers the restructuring and resuscitation of bankrupt companies. The main decisional focus is on creditors, primarily long-term, who
are often the major decision makers in these circumstances. Includes other perspectives, however, such as that of the turnaround
manager. Guest speakers discuss legal, accounting, investment banking, lending, and management aspects to augment the case content.
GBUS 853 - (1 1/2) (Y)
Global Financial Management
Prerequisite: GBUS 840.
Covers topics related to the treasury function of a global business. Emphasizes an understanding of foreign exchange and its impact on
firm decisions. Such specific issues as transfer pricing, performance evaluation, capital structure, working capital management, and
valuation are covered. Each of those treasury functions is materially affected by foreign exchange variation. Develops a framework for
understanding the exchange-rate impact and either mitigating it or managing in the face of it.
GBUS 855 - (1 1/2) (Y)
Prerequisite: GBUS 840.
Examines the nature and influence of trading in financial markets. Particular attention is directed to the role of noise in financial
markets; the psychology of participants; the identification of potentially profitable trading opportunities; arbitrage and
quasi-arbitrage transactions; back office processing of trades; the management of the trading function; and artificial neural networks
and AI expert trading systems. Two mock pit trading sessions give firsthand experience in simulated pit trading environments and
illustrate necessary trade skills.
GBUS 856 - (3) (Y)
Corporate Financial Transactions
Prerequisite: GBUS 840.
Engages students in a number of business simulations in which they must execute specific corporate transactions (e.g., a takeover, a
bankruptcy); exposes students to the importance of legal considerations in such transactions; and teaches business students to work
with legal professionals as background for future collaboration. Includes talks on relevant topics (tax provisions, securities laws,
bankruptcy law, merger agreements, etc.) plus business simulations. In the simulations, teams of law and business students work together
to value and negotiate deals with counterpart teams. In addition, submission of various written materials (merger agreements, SEC
filings, pre releases) is required. Students also make presentations at the end of the simulations.
GBUS 857 - (1 1/2) Y
Mergers and Acquisitions
This course explores the motives and effects of mergers, acquisitions, and restructurings. The course presents a framework for
senior-executive decision making, and focuses on three key questions: Why do firms merge? Why do mergers succeed or fail? What
concerns or questions should senior corporate managers ask as they contemplate mergers?
The course surveys approaches for analyzing mergers, acquisitions, and restructurings. It aims to strengthen the student's
ability to identify and analyze economic trade-offs in proposed deals. The core skill in merger analysis is corporate valuation.
The course assumes that students have mastered corporate valuation from previous coursework. It examines related areas of analysis
in accounting, tax, industry regulation, and securities law, and integrates the work of other courses.
The course exercises students' skills in structuring transactions. The course presents the argument that merger design derives
from (1) listening to markets (i.e., both product and capital markets); (2) managing what is essentially a creative process within a
set of opportunities and constraints; and (3) serving the needs to create economic value, build competitive advantage, and sustain a
The course exercises skills in structuring transactions, and presents the argument that effective managerial vision. Looking at a
broad range of deals, the course explores deal analysis and conceptual design with particular emphasis on the economics of deals.
The course is intended to address the particular interests of three groups: (1) "senior policy makers," those with career interests
in consulting and general management (who ask, What is the right course of action?); (2) "analysts," those with career interests in
accounting, securities research, and law (who ask, What is going on here? What is the effect of this?); and (3) "financial advisers
and investors," those with career interests in investment banking, commercial banking, and investment management (who ask, Is this a
GBUS 860 - (1 1/2) (Y)
Encourages mastery of the strategic aspects of segmentation, positioning, product portfolio analysis, market maps, multi-attribute
models of purchase behavior, and coordination of the marketing mix. Approximately one-half of the sessions involve the MARKSTRAT
simulation. The other material combines cases and readings.
GBUS 861 - (1 1/2) (Y)
Adds depth to certain concepts and skills learned in first-year marketing, and provides students with an overview of marketing-strategy
concepts that are most relevant to business-to-business marketers. Modules include pricing, distribution strategy, and marketing
strategy. Intended for students who intend to undertake a career in business-to-business marketing or work in general management
positions for firms that market to other businesses.
GBUS 862 - ( 1 1/2) (Y)
This 30-session course (which spans a half semester only) comprises the following four modules: (1) pricing (EDLP versus HILO pricing,
trade discounts and their role in marketing, distribution discounts, use and abuse of coupons); (2) push-and-pull marketing (category
management, supply-chain management [ECR, JIT, etc.], slotting allowances, private-label decisions, trade partnerships); (3)
advertising and promotion (market selection, message strategy, media strategy, budgeting, measurement); (4) agency management
(selection, compensation, managing the creative process). Intended for students pursuing a career in consumer marketing, advertising,
consulting, or retailing.
GBUS 863 - (1 1/2) (Y)
Focuses on marketing research as an aid to management decision-making. Three broad sets of issues are dealt with in the course:
planning, design, and analysis. Both quantitative and qualitative techniques are discussed, including focus groups, surveys, and
choice models. The planning phase of a marketing research project involves the setting of goals and objectives and then refining these
until a clear set of research questions is identified. In the design phase, managers must understand the differences between qualitative
and quantitative techniques, select appropriate research collection methods, and identify relevant sample groups. Once market research
information has been collected, it must be transformed through analysis into answers to the research questions identified in the first
phase of the process.
GBUS 864 - (1 1/2) (Y)
New Product Management
Focuses on the issues faced by managers and organizations in developing and managing new products and services. Specifically, the course
provides an understanding of the steps, decisions, and issues associated with the development of new products, with emphasis on the role
of market and customer information in new product development; familiarizes students with the concepts and techniques that are currently
used for making new product decisions; and provides the opportunity for students to apply selected concepts to the actual development or
analysis of a new product or service. The course also compares and contrasts the process of new product development in different
industries, including financial services, consumer packaged goods, consumer durables, and high technology industries. At the firm
level, this course discusses organizational issues related to new product development and organizational learning (emphasizing market
GBUS 865 - (1 1/2) (Y)
Focuses on the strategic implications of international marketing' whether one studies a U.S. firm deciding to market abroad or whether
one determines how to defend against foreign competition at home. Case studies concentrate on building marketing plans spanning two or
more countries; both industrial and consumer markets are covered. In addition, the organizational problems of managing markets at great
distances are studied. Major attention is devoted to understanding culture and its implications for the analysis of consumer motivations.
GBUS 869 - (3) (Y)
Examines the concepts, strategies, and applications involved in direct marketing. Direct marketing is characterized by activities that
address the customer directly (usually through some form of response advertising) for the purposes of initiating an exchange as well as
developing, managing, and exploiting a customer list. Deals more with the managerial aspects of direct marketing rather than the details
of designing response advertising campaigns. The integration of direct marketing programs into the total marketing efforts of the firm
GBUS 872 - (1 1/2) (Y)
Management of Non-Profit Organizations
Provides an opportunity to investigate the general management problems confronting organizations in the nonprofit and public sectors of
the economy. Studies a variety of interesting organizations in the nonprofit sector and compares and contrasts them with private sector
companies. Cases and readings are drawn from real world nonprofit organizations and current periodicals. Covers issues relating to
finance, marketing, financial management, fundraising, governance, and entrepreneurship. Problems and issues in a nonprofit are very
similar to those of companies in the private sector. Students begin to understand that there is an urgent need for more business people
in the nonprofit sector as they examine the problems confronting the management of these diverse organizations.
GBUS 873 - (3) (Y)
Prepares students to successfully meet the challenges posed by the increased use of teams in the workplace. Explores both theoretical
and practical dimensions of managing teams in the work environment. Uses a combination of cases, texts, outside speakers, and an ongoing
project that requires each student to work directly with a first-year learning team as it evolves. Students serve as team facilitators,
helping the learning team address issues that arise. Journal-detailing team interactions and in-class presentations are required.
Encourages an understanding of various types of teams and the situations for which each is appropriate; instills the ability to diagnose
and design useful interventions for problems that teams encounter; identifies the skills needed to be an effective team member and
leader; facilitates personal knowledge of each student's strengths and weaknesses relative to leading and managing teams. Intended for
students who expect to lead or manage teams in the workplace, the course should be of particular interest to those who want to work in
such team-based environments as manufacturing, consulting, and marketing.
GBUS 874 - (3) (Y)
Teaches essential managerial skills by developing students' inductive skills at seeing patterns in large and diverse pools of data and
by requiring them to make decisions and a coherent strategy from those patterns and then live with and implement that strategy over a
six-month time frame. In the first half of the course, students work through 16-18 self-assessment instruments and summarize the data
into a self-assessment paper. In the second half of the course, students apply those inferences to a job search and career management
strategy, which they implement during the second semester.
GBUS 875 - (3) (Y)
Develops a model of personality that will enable students to gain insight into how people develop and learn. This initial
model/framework comprises the first four sessions of the course. The remaining sessions focus on particular issues that confront
managers throughout their careers. These issues include, but are not limited to, dilemmas of subordinates, dilemmas of leadership,
conflict resolution and management, managing through values, psychology of change, managing diversity, and personal growth.
GBUS 876 - (1 1/2) (Y)
This course increases students' awareness of the dynamics of interpersonal relationships and provides practical experiences that
give students the opportunity to improve their interpersonal effectiveness. Primary learning in the course comes from participation in
face-to-face laboratory experiences; readings and cases serve as supplements. Topics include communication, feedback and performance
appraisal, active listening, working with diversity, and confronting problems in working relationships. With emphasis on future
management contexts, students learn how others perceive them and what behaviors enhance or detract from interpersonal effectiveness.
GBUS 879 - (1 1/2) (Y)
Strategic Human Resource Management
In many major organizations, the human resource function is expanding beyond traditional personnel issues (e.g., benefits
administration, selection, training, labor/management negotiations) to an emphasis on the role of human assets in the strategic
direction of the firm. This new way of thinking about human-resource management requires managers to develop new sets of concepts,
tools, and techniques. Examines human resource management from a strategic perspective, emphasizing how decisions regarding the
selection, development, and mobilization of human assets can significantly influence the success and survival of the firm.
GBUS 880 - (1 1/2) (Y)
This integrative course focuses broadly on strategic management principles of the operations function in both manufacturing and service
industries. Key objectives are improved understanding of some of the generic concepts and methodology of manufacturing and operations
strategy and learning how the operations function can be used as a significant source of potential competitive advantage. Examples of
successful global competitors in several industries are used throughout the course. Topics include quality, technology, time-based
competition, marketing-based manufacturing, global sourcing, focused manufacturing, and capacity and facilities planning.
GBUS 881 - (1 1/2) (Y)
Manufacturing Planning and Control
Deals with managing the design, analysis, and implementation processes associated with systems and models for improving asset
utilization within manufacturing and distribution businesses. Course materials demonstrate the procedures that businesses use to
improve their asset utilization and thus increase their return on investment and cash flow. Emphasis is placed on advanced systems
currently in use, as well as likely future developments. For example, MRP II, just-in-time, and OPT approaches are covered. Major
areas include forecast improvement, planning and control systems, and improvement strategies. Intended for students who may enter
consulting or staff positions in an organization where projects involve the design, analysis, and implementation of systems and
models for improving utilization of physical assets.
GBUS 882 - (1 1/2) (Y)
Management of Service Operations
The strategic and tactical problems of managing the operations function in the service environment are examined, including businesses
in the service sector of manufacturing firms. Topics include the impact of product definition and target market on the operations
function, development of operating strategy, and the design and implementation of service delivery systems. More traditional operations
topics (e.g., productivity, quality, and capacity) are also investigated to determine their roles in the management of services. Because
the functional areas of business have high levels of interdependence in the service environment, the course also examines the interface
between operations and other functional areas.
GBUS 883 - (1 1/2) (Y)
Supply Chain Management
The increasing globalization of business and the growing use of suppliers in most industries have led to heightened attention on supply
chain management. In many cases, supply chain design and coordination have become an important source of competitive advantage. This
course is designed to provide an understanding of the functional and strategic roles of supply chains in both manufacturing and service
industries, with an emphasis on global supply chains originating and ending in North America. Taught jointly by faculty from the Ivey
School of Business (Canada), IPADE (Mexico), and Darden.
GBUS 884 - (1 1/2) (Y)
Innovation and technology are considered in this course from a top-level strategic perspective and are viewed as playing an essential
role in the development and achievement of long-term competitive advantage. The focus is on businesses in which product and process
technologies serve as core elements of business strategy. The course deals with both small and large corporations and encompasses a
wide range of technologies, from information systems to product manufacturing.
GBUS 885 - (1 1/2) (Y)
This course explores the transformational effects that information technology and the Internet are having on business. The course
provides a fundamental understanding of the e-business landscape, including economic concepts, business models, and strategies for
both Internet "pure plays" and traditional business. Five sessions are Web-based, precourse assignments. One book review is required.
Books must be selected from the list of recommended readings. Reviews must be submitted in HTML format and posted to the class Web site.
The final exam will include short-answer essay questions on each class, the Web-based assignments, and the book list (questions will be
tailored to individual readings from the list).
The following topics will be discussed:
- Convergence of computing, communications, and content disintermediation and the new intermediaries
- First-mover advantage and market share
- The extended enterprise and the networked value chain
- The virtual corporation
- Designing the digital enterprise
- Internet start-up financing
- Market valuations for dot-com enterprises
- New-media/Internet advertising
- New-economy business models: e-tailing, portals, virtual communities, infomediaries, value-chain integrators, on-line auctions,
process/service improvement, value-chain integration
GBUS 886 - (3) (Y)
Focuses on the system dynamics approach to improving management within practical business situations. Managers and consultants are
using system dynamics to understand the interconnectedness of process and policy structures and to judge how a change in one area might
effect the whole system over time. Within current business literature, there is general agreement that the ability to see the underlying
structures of performance patterns and to adjust them in an informed manner is a key skill in helping to understand and deal with
business complexity. Upon completion of the course, students should be able to accurately map both organizational and process
relationships, including customers, suppliers, and competitors; to evaluate the validity of system dynamics models of business
situations; and, ultimately, to use system dynamics simulation models to change system performance characteristics. Explores the
theories and concepts of system dynamics, from the original scholar, Jay Forrester, to its most famous current advocate, Peter Senge.
GBUS 887 - (1 1/2) (Y)
This course covers selected strategy topics in depth. Topics are chosen from (1) first-year Strategy (GBUS 718), (2) current practice
and issues, and (3) current research in strategy and related fields of economics and organizational sociology. The purpose of the
course is to allow students to become competently conversant with relevant current issues in strategic thinking and the practice of
strategy, to treat ideas in greater depth and rigor than is possible in a traditional case course, and to sharpen strategic-thinking
abilities and instincts. The course consists of a variety of readings from books, management journals, and academic journals and working
GBUS 890 - (1 1/2) (Y)
Management Decision Models
Increasing competition, escalating advances in technology, and risk define the business environment of the 1990s. At the same time,
decisions involve multiple, competing objectives. Big, long-term, strategic projects that will effect the future of a company should
be subject to more, not less, scrutiny. Fortunately, such scrutiny is easier to perform today than it has ever been. Spreadsheet
modeling software and the desktop computer have enlarged the opportunities and expectations for M.B.A.s to create and use their own
models to meet these challenges. Managers are often required to abstract the broad design of a decision model that will be responsive
to executive needs, to write the model, to exercise the model, and to present the results of the work to management. In more complex
situations, they will communicate designs for a model to management science specialists to create the model for their use. Such skills
are developed in this course and may be applied broadly in the functional areas of business and general management.
GBUS 891 - (1 1/2) (Y)
Managerial Quantitative Analysis
This course reviews, reinforces, and extends basic concepts from the required Quantitative Analysis (QA) course (e.g., the use of
decision trees, influence diagrams, and spreadsheet modeling) to support business decision making. The course is taught from the
perspective of the general manager, not the technical specialist, and should thus be appropriate for students who have taken QA and
wish to strengthen their technical and analytical capabilities. While skill building will be an important part of the course,
integrating the appropriate techniques and methodologies into one's general decision-making process is emphasized.
The course is designed to:
- deepen students' understanding of the basic tools, concepts, and methodologies of quantitative business analysis;
- enhance students' skills at using the basic tools of quantitative business analysis, including decision trees, influence diagrams,
spreadsheets, and simulation;
- strengthen students' ability to recognize situations for which quantitative analysis is appropriate and useful; and
- develop students' ability to integrate the results of quantitative analysis into their personal decision-making processes.
The course is intended for those students who need significant review and reinforcement of the QA content with modest extensions,
primarily in a managerial rather than technical direction.
GBUS 892 - (1 1/2) (Y)
Optimization Models for Management
Some of the most important and difficult decisions managers face involve how to allocate resources such as manpower, production
capacity, warehouse space, advertising dollars, and cash reserves. Optimization models are mathematical programming models that can
help managers analyze problems of this type in search of an optimal solution. The advent of computer software that allows mathematical
programming models to be built and solved in spreadsheets has greatly enhanced the accessibility of these techniques to managers and
decision makers. The ability to build optimization models and incorporate them into broader decision contexts is the primary objective
of the course. In addition to traditional linear programming, the most widely used mathematical programming technique, the course
considers some of its more powerful variations; most specifically, 0/1 integer programming. These variations significantly increase
the domain of problems for which optimization models can be constructed and used.
GBUS 893 - (1 1/2) (Y)
Bargaining and Negotiating
Focuses on negotiating and bargaining in a wide variety of settings, ranging from simple buyer-seller negotiations to multiple-issue
labor-management negotiations. Most class sessions revolve around the results of negotiations conducted between class members as part
of their preparation for the session. Discussions review the wide variety of experiences in the specific negotiation, develop hypotheses
regarding the effectiveness of certain behaviors, and suggest means for improving negotiating effectiveness.
GBUS 894 - (1 1/2) (Y)
Managing the Politics of Strategy
Deals with the politics of strategy formation. It has two missions: (1) to address the political questions of how to implement
rationally derived business and corporate strategies and (2) to instill an understanding of how strategy actually emerges in a firm.
Accomplishing these two missions should enable students to anticipate and understand the dynamics of strategy formation in an
organization, and should sensitize them to the potential difficulties that power and politics pose in accomplishing organizational
purpose. The course should also sensitize future consultants and middle managers to the political, behavioral, and structural realities
facing both CEOs and the middle managers responsible for carrying out strategic change.
GBUS 895 A-F - (variable) (Y)
Business Projects (Consulting, Venturing, Case Writing)
The Business Projects courses are designed to provide students with the opportunity to refine and stretch, in cooperation with faculty,
the business skills and imagination they are developing at The Darden School. The project work should revolve around a well-defined set
of current business issues whose investigation requires some of the work to be done "in the field." The aim is to conduct the work in a
manner that satisfies and exceeds the professional standards of the outside world. For details regarding such matters as qualification
and application procedures, deadlines, proposals, approvals, grading, and credit hours, see the following
Web site: https://intranet.darden.virginia.edu/dbp. Special arrangements,
to be approved by the course head, may be made for
joint-degree students whose schedules do not allow them to participate in one of the three standard alternatives. Students with
field-based project ideas that do not readily fit into one of the three standard alternatives are encouraged to present such ideas
to the course head, who will attempt to accommodate such projects within the course objectives authorized by the faculty. Students may
not submit for grades in the Business Projects courses, or any other course, work that has been done for compensation. At most, 7.5
credit hours of combined Business Projects and Research Elective courses can be applied toward graduation.
GBUS 896 - (1 1/2) (Y)
Cross-Border Negotiation Seminar
Prerequisite: GBUS 893.
This seminar addresses a wide variety of considerations and challenges that arise in and characterize cross-border negotiations,
be they international, cross-functional, or cross-cultural. The seminar will enable students to (1) develop an appreciation of the
complexity of negotiating across widely differing perspectives, expectations, and values; (2) become familiar with current thinking in
cross-cultural and international negotiations; and (3) formulate conceptual frameworks to aid in the preparation, organization, and
execution of cross-border negotiations that are coherent, satisfying, sustainable, and structurally complete.
GBUS 897 - (1 1/2 ) (Y)
Investigations Into the Nature of Strategy
Intended for those who would like to understand and practice strategy as an art. It is based on the logic (to be established in class)
that developing strategy cannot be a deterministic, linear process, because strategy is uniquely distinguished by interaction with an
GBUS 899- (1 1/2 - 3) (Y)
Students may not take more than seven and one-half credits of combined business projects courses and research electives.
GBUS 8000 - (1 1/2) Y
Global Business Experience
This course focuses on current business issues. Each section offered will have a central theme and involve structured classes,
practitioner presentations, and company visits. The primary objective is to provide students with an opportunity to explore and
examine important issues in a location outside The Darden School. Cultural exposure is a key element and integral part of the concept
underlying the course. The course is intended to (1) examine current business issues, (2) provide students with cultural experience,
and (3) provide location-specific learning opportunities.
GBUS 8036 - (1 1/2) (Y)
Managing in Emerging Economies
Designed for prospective general managers who need to become familiar with the special challenges and opportunities of doing business
in, or with, emerging economies, this course emphasizes the analytical abilities needed to assess the strategic and operational issues
relevant to the general management of business in the fluctuating economic and political environments of emerging economies. Addresses
the critical role of business-government relations; the choice of market-entry alternatives, partnerships, and alliances; privatization
and restructuring in economies in transition; financial and investment decisions; organizational design; entrepreneurship;
cross-cultural issues; and the expatriate management career. Highlights operational pitfalls in doing business in emerging economies.
GBUS 8037 - (1 1/2) (Y)
Extends the lessons of GBUS 893, Bargaining and Negotiating, to the more-complex world of multiparty negotiations and explores many of
the classic multiparty structures to see how they effect the fundamental lessons gleaned from the two-party context. These structures
range from many parties at the table: to team negotiations where the teams comprise different perspectives; to internal (within one
organization)/external (with another organization) negotiations; to third-party interventions (e.g., mediation); to crisis
interventions (e.g., hostage negotiations). The course capitalizes on the one-week format in several ways, not the least of which is
by scheduling longer, more intense, and more complex negotiations than are possible during the regular academic year. Draws from a
broad array of negotiating situations, spanning not only business-to-business negotiations, but also diplomatic, legal, political,
environmental, and crisis negotiations.
GBUS 8038 - (1 1/2) (Y)
Using traditional, fundamental, and technical analysis, this course focuses on equity valuation. In addition, it looks at valuation in a
variety of markets around the world and in different market conditions. Intended for individuals who are interested in the valuation of
corporate equity and in a career in investment or corporate management. Those interested in investment management would be anticipating
careers in security analysis or portfolio management. Those interested in corporate finance would be anticipating careers in
acquisitions or treasury functions of corporations or their intermediaries.
GBUS 8042 - (1 1/2) (Y)
The Spirit of the New Workplace
The way in which organizations use their human resources has changed dramatically in recent years, and will likely continue to evolve.
Many organizations now recognize that a critical source of competitive advantage comes from obtaining, mobilizing, and managing their
human assets. This one-week course takes a general-management perspective on the evolution of the workplace, beginning with an
understanding that human-resource policies and practices must be aligned themselves and then fit with the broader purpose of the
organization and its strategic and operational choices. The course considers factors that are driving some of the changes in how human
resources are managed, including demography and diversity, technology, globalization, and public-policy debates about work-force issues.
Finally, the course considers some specific emergent topics, including the rise of knowledge work, the use of self-managed teams,
new approaches to rewards, integrating work and nonwork life, and finding meaning in work.
The course is intended to build on themes introduced in the first-year curriculum, principally Organizational Behavior.
The course is designed to help students
- develop an awareness of current trends in the workplace;
- cultivate an analytical framework for assessing workplace innovations;
- recognize the challenges in attracting, retaining, and motivating organizational members;
- consider the role of the general manager in human-resource practices; and
- understand the importance of new technologies, increasing globalization, and changing cultural norms on organizational human
In serving Darden's Second Year objectives, the course:
- goes beyond first-year Organizational Behavior in its treatment of managing human assets in organizations from a
- looks at current and innovative human-resource practices, which should contribute to students' abilities to move easily into the
- introduces concepts and frameworks that will be useful in considering human-resource innovations in the future (thus helping to
prepare students for lifelong learning and professional development)
- allows students some choice in the topics they pursue, based on their areas of interest (e.g., consulting, banking, manufacturing);
- develops individual relationships through the use of project teams.
GBUS 8044 - (1 1/2) (Y)
The Consulting Process
This one-week course is intended to introduce students to the consulting process and to help students identify and refine the skill sets
necessary for successful consultation. The course is designed specifically for students interested in pursuing consulting careers who
do not have significant consulting experience. Students will be assigned to a consulting team to work together throughout the week. The
course covers the following topics: introduction to the consulting process, framing the problem, generating and testing hypotheses,
work planning, data gathering, presenting to clients, managing the client relationship, and working in a professional-services firm.
GBUS 8106 - (1 1/2) (Y)
Acquisition of Closely Held Enterprises
A substantial number of Darden M.B.A.s eventually originate or acquire businesses of their own - perhaps as many as 40% by twenty years
after graduation. Surveys suggest that a very significant fraction of alumni enterprises are actually acquired as "going concerns."
This three-week course introduces participants to personal acquisition as an entry mechanism for an entrepreneurial career and to
alternative ways of acquiring a business of their own. The course is taught by a practicing entrepreneur who has been involved in both
start-ups and acquisitions, as well as having been the CEO of a large public corporation.
GBUS 8107 - (1 1/2) (Y)
Prerequisites: GBUS 840; GBUS 849.
The focus of this three-week course is the valuation of fixed-income securities and the investment techniques used to manage fixed-income
portfolios. Concepts such as duration and convexity are developed in detail, as are the roles of options and futures as they pertain to
fixed-income securities. The valuation of fixed-income securities involves an understanding of yield-curve concepts and the
identification and measurement of risk for different classes of securities. The course emphasizes the factors that influence the
relative value of financial instruments as well as the strategies and hedging tools used to manage credit spreads and fixed-income
The course is intended for those interested in careers in investment and money management.
GBUS 8200A - (1 1/2) (Y)
Tayloe Murphy Global Seminar: Latin American Financial Markets
This course is specifically focused on examining all aspects of Latin American Financial markets with a particular emphasis on
markets in Brazil and Argentina. The course is taught from the perspective of how these markets operate and what are the unique
challenges that firms face when operating in these markets. It is intended to provide an overview and develop a strategic
perspective for decision making in this environment.
The course builds on students' experiences in first-year. It compliments the existing set of finance electives. There is very
little coverage of Latin American Financial Markets in the existing curriculum.
GBUS 8200B - (1 1/2) (Y)
Tayloe Murphy Global Seminar: Venture Capital and Strategic Entry in the Asia Pacific
This course is specifically focused on the practical aspects of investing and other entry strategies in Asia Pacific. All of the case
studies are taken from the Asia Pacific Region. While the course is taught from the perspective of management strategy and
decision-making, it is intended to sharpen the participant's capabilities in deal structuring, financing, negotiating and dealing with
regulatory and legal issues.
The course builds on students' experiences in first-year. The focus on Asia compliments the existing set of venture capital offerings.
GBUS 8300 - (1 1/2) (Y)
Corporate Diversification and the Role Of Mergers And Acquisitions
This course explores the determinants of successful corporate-diversification strategy and the role that acquisitions play in it. The
fundamental premise of the course is that the successful corporate strategy is rooted in competitive advantage arising from capabilities
residing at the business-unit level. The course develops frameworks of successful diversification based on the concepts of core
competencies and leveraging of resources. Finally, the course develops the concepts that are useful in acquisitions. These concepts
will address individual acquisitions, acquisition programs, and issues regarding postmerger integration. The course content will include
guest speakers from industry.
GBUS 8301 - (1 1/2) (Y)
Emerging Information Technologies Seminar
Today's emerging information technologies will be the enablers of future business strategies. This course - based on an introduction to
and discussion of these emerging information technologies - focuses on the identification of business opportunities that are enhanced by
the deployment of these technologies. The course complements GBUS 828, Managing the Information-Age Organization. The course's 15
sessions address information technologies that are commercially available but not yet pervasive (third-stage emerging technologies)
and those that are merely exotic possibilities (second-stage emerging technologies). The course includes technology-literacy workshops,
cases, and guest speakers. It will create an Emerging Technologies Web Site that will have areas for each of the technologies covered in
the course. The course is intended for students who wish to explore emerging computing and telecommunications technologies that are
important to business; a technical background is not required. Those students with expertise in a particular technology may volunteer
to contribute to the presentation of a particular topic.
GBUS 8302 - (1 1/2) (Y)
Regulatory Transformation and Competition in the New Economy
Deregulation, privatization, and changes in existing regulations are key forces driving transformation in industries around the globe.
Deregulation and privatization have opened up a wide range of markets to competition of a fundamentally different nature. Health care,
telecommunications, electricity, airlines, banking, and financial services are among the most prominent of these rapidly evolving
industries. Even more dramatically, privatization has transformed entire economies in Asia, Eastern Europe, and the former Soviet
Many of these industries comprise most of what has come to be known as the "new economy," and are characterized by structural
conditions such as network externalities, poorly defined property rights, heavy investment in "knowledge capital," rapid innovation,
and intense research and development. These conditions have important political, economic, and managerial implications that are
redefining the relationships among business, government, and society at large. An important theme of the course is that managers
often have constituencies that extend beyond their customers, competitors, workers, and shareholders, and they must respond to and
manage these interest groups effectively to succeed in the modern economy.
The course examines the implications of these structural characteristics for the competitive process. It shows how emerging
technologies, exogenous events, changing societal values, and other environmental forces shape the markets in which we compete as
well as the institutions that define the nature of competition. It develops an understanding of market failures due to natural
monopolies and information asymmetries, and discusses how regulatory changes have altered the nature of competition in industries
characterized by these conditions. A major theme of the course is that these "failures" "and attempts to correct them" give rise to significant opportunities. In this regard, the course shows how strategy and tactics can be shaped not only to react to these changes, but also to alter the evolution of regulatory institutions and practices and thus gain competitive advantage.
Cases to be studied include changes in the nature of reimbursement in the health-care industry (e.g., the move to "capitated"
reimbursement); the move to incentive-based regulations in telecommunications, electricity, and elsewhere; the economics and politics
of spectrum auctions in the United States and elsewhere; and the impact of environmental policies on competition in the
chemical-processing industry and elsewhere.
The course is designed to appeal to a broad range of students. Substantively, it will be of interest to students planning to
enter the particular industries studied, and more generally to students who wish to enter consulting or develop familiarity with a
range of industries. Methodologically, it will be of interest to students who wish to extend their skills in economic reasoning,
particularly the methods developed in the first-year BPE course, and to those students interested in applying economic principles
to managerial problems.
GBUS 8303 - (1 1/2) (Y)
This course explores direct-investment (corporate-finance) issues that are unique to emerging economies. These economies, with low
per-capita income, will likely provide substantial growth opportunities in the world economy. But the risks of investing in these
economies are not only substantial, but also qualitatively different from those in developed economies. The recent financial crises
in Asia, Russia, and Latin America and their global repercussions reinforce the importance of having a better understanding of these
markets for future business leaders. The first part of the course provides an in-depth analysis of the financial-market institutions
in emerging economies. The course then introduces and applies recently developed tools for valuing projects and for analyzing
corporate-capital structure in these economies.
Focusing on corporate-finance issues that are unique to emerging markets, the course assumes that students have some background
in valuation models. While the focus is not on portfolio investments in emerging markets, some of the tools and models developed in
the course will be useful to portfolio managers in emerging markets.
The first objective of the course is to develop an understanding of the institutional characteristics of these economies that
differentiate them from developed economies and to acquire an awareness that, because of these differences, one must be extremely
careful about applying some of the standard tools in economics and finance.
The second objective is to introduce and discuss a set of recently developed tools for project valuation and firm valuation in
emerging markets. The main issues to be addressed are how to utilize available information to estimate the cost of capital for
investment projects in emerging markets and how to create value through direct investments in emerging markets.
The course builds on the knowledge and analytical skills that students have acquired from BPE and finance courses as well as
from their work experience. It is intended for students who wish to pursue careers in international finance and consulting or finance
and general management in multinational corporations, or for those who wish to apply their entrepreneurial expertise to emerging
Consistent with Darden's mission to develop thought leadership in pressing business issues, the course provides a forum for
discussing and developing ideas that help future business leaders to capitalize on the opportunities presented by the economic
transitions that are adding three billion people to the global market economy. It gives students an opportunity to broaden their
viewpoints and to acquire some useful tools.
GBUS 8304 - (1 1/2) (Y)
All marketing begins with an understanding of how individuals make decisions. Because people are not rational economic machines,
customer-focused marketers must understand how physiological, psychological, and social factors shape consumer perceptions and behavior.
The purpose of this course is threefold:
- To introduce students to significant research from various disciplines (e.g., psychology, sociology, anthropology, and
marketing) dealing with information processing, involvement, affect and emotion, attitudes and attitude change, group processes (e.g.,
reference-group and family/household influences), social influences (e.g., culture and subcultures)
- To help students understand how these factors influence consumer buying and consumption behavior
- To show students how this information can be used to identify and pursue marketing opportunities
The course is particularly useful to those students pursuing careers in consumer marketing, services marketing, or consulting. It is
also useful to students who are interested in innovation in general and the process of generating new-product ideas in particular,
as well as those who plan to assume an entrepreneurial role at some point in their career. Finally, the course is useful to students
who would like to deepen their understanding of what it means to be customer-oriented.
The course is consistent with Darden's mission to train action-oriented students who use theory as a tool for identifying and
seizing market opportunities.
GBUS 8305 - (1 1/2) (Y)
Bridging East and West Management Practices
As economies and businesses become more truly global, Western firms will need increasingly to question their own practices and economic
beliefs. The purpose of this course is threefold: (1) to help students develop a deep understanding of a foreign business (in this case,
Chinese), based on a thorough understanding of cultural and institutional differences and the implications these differences hold for
enterprise management in general; (2) to use this understanding to think broadly about global enterprise and future enterprise
development; and (3) to help students develop a globally integrative perspective that will enable them to conduct business in any
part of the world.
The main objective of the course is to challenge students' most basic assumptions or presuppositions about business by introducing
them to business cultures and institutions that differ radically from those in the United States. While the main comparative model is
Chinese business, many of the differences have broad implications, encompassing Latin American business cultures and southern European
cultures, for example. Students will learn to think globally and integratively in order to give them the skills to think and rethink
business in a rapidly changing and interconnected business world. Equally important, the course aims to develop a learning community
through intense interactions among all members of the class.
The course will be useful to students pursuing careers in consulting, international business, or entrepreneurship in the global
context; anyone interested in cross-cultural, cross-border business issues; and those who come from different cultural and national
backgrounds with an interest in global integration at both an organizational and a personal level. The course will also be useful to
students who are taking a Global Business Experience course and traveling to China or other countries.
The comparative-integrative orientation of the course is consistent with Darden's mission to create a new generation of business
managers and leaders for whom a multicultural perspective and skill-set are imperative. The course will address concerns underlying
such issue-based initiatives as environmental management, sustainable business, and creating globally diverse senior-management teams.
GBUS 8306 - (1 1/2) (Y)
Corporate Impact Dynamics: Issues and Challenges With Social Enterprise
This course explores the multiple ways that an individual/company/corporation can participate in ventures that impact social and
environmental issues while simultaneously focusing on financial goals. The course addresses and discusses some of the various
questions and issues that arise from the decision to pursue more than strictly financial goals. Some questions that may be addressed
include the following:
- How can pharmaceutical companies enhance the availability and accessibility of AIDS-treatment drugs in poor nations while
protecting intellectual property and stockholders' interests?
- Why should major corporations partner with CBOs (community-based organizations) to implement economic-development programs and
ventures in low-economic urban or rural areas?
- What are the issues related to developing a social-marketing project in Zimbabwe or forming an NGO (nongovernmental organization) in
Ghana to help women build their own business enterprises and become more economically independent?
- What is the role of microlending in less-developed countries? Why should banks and other investors want to develop this product?
- Why should MNCs (multinational corporations) engage in environmentally sustainable practices in countries or regions where this
policy is neither required nor desired?
GBUS 8307 - (1 1/2) (Y)
Advertising and Promotion
Prerequisite: GBUS 862
This one-week course is intended to deepen students' understanding and skills in creating and evaluating communication strategies,
with the emphasis on advertising. Other objectives include the following:
- To develop expertise in creating positioning and copy strategies that build brand equity
- To understand media alternatives, terminology, and creation of a media strategy, including examples of the use of on-line media for
- To gain knowledge on marketing budgeting, including techniques used to set the overall marketing spending level
- To obtain exposure to the research techniques used in copy and media evaluation
- To develop expertise in creating and presenting advertising plans
- The course is designed for those who intend to work in consumer marketing, advertising, consulting, or retailing.
GBUS 8308 - (1 1/2) (Y)
Leadership Learning Lab
This course is intended for second-year students who are actively engaged in leadership positions in Darden student organizations or
otherwise within the School. It incorporates lessons learned from the students' experiences as student leaders.
The objective of the course is to provide a cognitive experience to complement an existing leadership activity, specifically
- leading in a voluntary context,
- servant leadership,
- dynamics of peer leadership,
- leadership through persuasion, and
- conflict resolution without power.
GBUS 8310 - (1 1/2) (Y)
Competition is one of the most basic subjects in business, and firms constantly juggle their market positions by exchanging moves and
countermoves. This course provides students with an integrative-conceptual framework and specific analytical tools for understanding
how competitors actually interact in the marketplace - within an industry, across industries, and beyond national borders. The basic
premise of the course holds that when a firm initiates a competitive move (a new-product introduction, a marketing campaign, an
acquisition bid, or a simple price cut), it should be prepared to meet potential counteractions from competitors. A basic
understanding of this interactive process is important for firms attempting to build and sustain competitive advantage.
The course objectives are to (1) enhance students' competitive thinking and analytical skills in conducting industry and market
analysis; (2) expose students to cutting-edge academic research and its direct business implications; (3) show broad applications of
interactive competitive analysis to other business topics such as JV partnership and stakeholder analysis; and (4) develop a learning
community through intense interactions among all members of the class.
The course will be useful to those pursuing careers in consulting, corporate or strategic planning, marketing, or industry-security
analysis, as well as those who wish to develop their competitive thinking at both an organizational and a personal level.
Consistent with Darden's mission to contribute to thought leadership in pressing business issues, the course covers competitive
concerns underlying such issue-based initiatives as sustainable business, managing innovation, strategic alliance, and e-business.
The course complements such areas as consulting, general strategy, entrepreneurship, corporate strategy and the role of mergers and
acquisitions, corporate and divisional strategy, management-decision model, and marketing strategy.
GBUS 8400 - (1 1/2) (Y)
General Managers Taking Action
This course will focus on general managers and their requirement to "take action" regarding a variety of situations that may be
presented to them. General managers will be defined as those that possess profit and loss responsibility at any level of the
organization, from first-level product line managers to Chief Executive Officers. Situations requiring action will vary in complexity
and scope. The decision settings will include a rich variety of the dilemmas general managers must deal with. The goal will be for
students to develop a plan for action and to think through the actions needed to implement their plans. Students should be prepared
to use current management tools, tried and true management philosophies, and all of the multi-disciplinary tools they have
internalized in their two years of M.B.A. education, when deciding how to "take action."
Our proposed course has been adapted for Darden's environment from a similar course that has been offered for two years by Warren
Batts at the University of Chicago's Graduate Business School. Many of you will remember Warren, formerly CEO of Mead Corporation,
Dart and Kraft, Premark Corporation, and Tupperware, Inc. Warren visited at Darden over several years and enjoyed a long and
distinguished career as a General Manager. He is now an Adjunct Professor at the University of Chicago.
While this will be a stand alone elective, not closely related to any other we are aware of at Darden, it will require the
students to capitalize on their entire Darden experience. Students will be asked to utilize all of the other management tools they
have acquired during their first-year experience as well as in electives taken during the Second Year. This course will fit well
into the school's mission to provide top-notch general management education and develop action-oriented graduates who possess an
Course materials will consist of cases, a short list of selected seminal and current readings in all disciplines, and guest
"visitors". We envision having several guest "visitors," (Darden graduates) who will help the class analyze the cases from the
perspective of their personal experiences.
Students will be required to attend class with a plan for "Taking Action," and should be prepared to participate actively.
Fifty percent of the grade will be based on class participation and 50 percent on a final exam.
GBUS 8504A - (1 1/2) (Y)
Range: Venture Assessment
This 1.5-credit-hour elective module addresses venture assessment and feasibility testing prior to business-plan development or
start-up. It is a companion to GBUS 895B/C, Venturing Business Project, and a precursor to (but not a specific prerequisite for)
GBUS 8504B, Range in Business Plans and Planning. The content, sequence, and format of the course are intended to support the
efforts of Darden students and others in the University of Virginia community interested in starting a commercial venture in the
near term. Individuals within, or seeking to affiliate with, Darden's Progressive Incubator™ will find this course, and its
business-plan sequel, relevant and valuable.
The course is intended for venture teams comprising two to four individuals, at least one of whom, ideally, will be a Darden
second-year M.B.A. student. Individuals must participate as team members. University faculty, master's and doctoral students, and
postdoctoral fellows in any of the University of Virginia's graduate schools may enroll and are encouraged to participate.
The objectives of the course are to develop (1) a practical understanding of venture-assessment and "due-diligence" issues and
processes as they relate to new-venture creation and (2) essential insights into the viability and attractiveness of a specific
"candidate" venture. Topics and activities address a variety of issues of interest to potential venturers, especially those interested
in science- or technology-based businesses. In addition to guest lecturers, sessions include case studies addressing general feasibility
assessment and prebusiness planning issues, as well as specific early-stage concerns (e.g., confidentiality and intellectual property).
The course consists of two parts: (1) seminar-format activities focusing on the frameworks and techniques used to evaluate the
attractions of, and to identify potential "due-diligence" issues in, new ventures and (2) actually conducting and reporting on the
feasibility assessment of a specific proposed commercial venture.
GBUS 8504B - (1 1/2) (Y)
Range: Business Plans And Planning
This half-term elective module addresses the practical aspects of business-plan development and venture start-up planning. As a sequel
to GBUS 8504A, Range in Venture Assessment, this course is intended to attract and support Darden students and others in the University
community interested in starting a commercial venture in the near term. This course may be taken as a 1.5- credit-hour freestanding
elective or as a companion to GBUS 895B/C, Venturing Business Project. In either form, the course is designed to accommodate the
specific needs of those already within, or seeking affiliation with, Darden's Progressive Incubator™.
The course is open to venture teams comprising two to four individuals, at least one of whom, ideally, will be a Darden
second-year M.B.A. student. Individuals must participate as team members. University faculty, master's and doctoral students,
and postdoctoral fellows in any of the University of Virginia's graduate schools may enroll and are encouraged to participate.
The main learning objective is to develop a practical, in-depth understanding of so-called business plans. Topics and activities
address a variety of issues of interest to potential venturers, especially those interested in science- or technology-based businesses.
In addition to guest lecturers, sessions address alternative business-plan applications and structures, "due-diligence" processes,
liability documents, and other legal and intellectual-property concerns. Some sessions are workshops and problem-solving discussions
supporting specific Venturing Business Projects or Incubator-resident ventures.
The course consists of two parts: (1) a weekly seminar, focusing on the nature, content, assessment, and uses of business plans
and (2) a weekly clinical practicum, focusing on resolving issues encountered in the development of team-specific venture-business
plans. The seminar addresses general and theoretical issues regarding business plans; the practicum provides shared clinical experience
in the manner of medical "grand rounds."
GBUS 8701 - (1 1/2) (Y)
Leading Strategic Change
Focuses on the leadership issues necessary to design and implement strategic change successfully. Change at a strategic level requires
leadership. Leadership without the understanding and elements of change has little meaning. Explores the various aspects of leading
strategic change. Feedback in the form of the students' final papers suggest a value in repeating their experience for future classes.
Focuses on leadership as an active engagement process that requires individuals to be willing to define and declare themselves in
strategic ways. Emphasizes thinking at a personal, professional, and enterprise level, and applying this thinking to the critical
issues of leading (and managing) individual and organizational change. It is essential that students studying for an M.B.A. have a
rich appreciation of the implications of personal and organizational change. Leadership is a personal declaration and, as such, is the
essence of change. Change without leadership at multiple levels simply does not happen. Leadership without change is a nonevent.
GBUS 8702 - (1 1/2) (Y)
Enables students to articulate a compelling vision for their professional and personal lives and to develop the commitment,
confidence, and skills necessary to translate their visions into actions. The intended outcome is an enhanced feeling of direction
and control over one's life; an ability to live consistently with one's vision, values, purpose, and goals for life and work; and
to make choices consistent with one's ideals. As students assume positions of increasing responsibility for other people in
organizations, this course will strengthen their ability to help others realize their highest aspirations for work and life.
GBUS 8703 - (1 1/2) (Y)
Level Three Leadership
This course will attempt to answer the questions: What are the interpersonal skills of influence? How can one be influential in
relationships? What skills and tools of communication will help? The focus will be a decidedly "micro," as opposed to "macro," view of
large-scale organizational change. The course covers skills that help individuals in all relationships, including student-teacher,
superior-subordinate, leader-follower, peer, friendship, and marital. There is a workshop flavor in that it focuses on developing
skills rather than on mere knowledge about these skills.
GBUS 8704 - (1 1/2) (Y)
Leadership, Values, and Ethics
Examines concepts of leadership where values and ethics play a central role, or "leading by values." Specifically, the course provides
students with examples and models of ways that leaders have incorporated ethics and values into a multiplicity of definitions of
leadership. Requires students to reflect on their own values and ethics and examine the importance of them to their own definition of
leadership. Explores the design of organizational structures and processes that are based on values, and how "leading by values" can be
understood at all levels of the organization. Emphasizes the cognitive dimension of leadership, even though materials are used that
GBUS 8705 - (1 1/2) (Y)
Leadership and Diversity Through Literature
Integrates diversity and leadership themes while broadening literary exposure. Although the "classics" are used, the selection of
readings has culturally-diverse protagonists who confront leadership challenges encountered today. Moreover, the readings used in the
course continue to influence our thinking and assumptions about how we manage people.
The Darden School offers, on a selected basis, courses approved by the faculty that are pertinent to the students enrolled in its
doctoral program. Courses differ each term, depending on the doctoral students in residence and their fields of concentration.
Doctoral students, and other students for whom these offerings might be appropriate, should contact the director of the doctoral
program for current course descriptions at (434) 924-7247.