General Information |
M. B. A. Program |
Joint Degree Programs
Doctoral Program | Student Life | School Regulations | Course Descriptions | Faculty
GBUS 701, 702 - (5) (Y)
Through a series of written and oral exercises, this course challenges the students to think imaginatively and analytically about business situations, to write clearly and persuasively, and to become effective extemporaneous speakers. The course teaches the students the fundamental uses and abuses of language and ends by challenging them to become persuasive and stylish business communicators. As the course progresses, the 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 effecting global business.
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—for example, 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, in building effective working relationships, in creating effective teams and groups, as well as building 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 the 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 on 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 717 - (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: (1) to be able 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 718 - (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. 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 corporate venturing.
GBUS 801 - (1 1/2) (Y)
Emerging Information Technologies
Today’s emerging information technologies are the enablers of future business strategies. Through an introduction to and discussion of these emerging information technologies, this course focuses on the identification of business opportunities that are enhanced by the deployment of the technologies studied. There are 15 sessions which address information technologies that are commercially available but not yet pervasive (third-stage) and those that are merely exotic possibilities (second-stage). Complements GBUS 828 (Managing the Information-Age Organization)
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 increasingly 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, for many organizations it is a virtually centralized presence on the Internet. 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)
Health Care Management
Examines health care issues from the perspective of the individual consumer, the manager, and society as a whole. Reviews how these often conflicting perspectives have led to the rapidly changing environment in the health care industry today. Should be of value to students who are concerned about health policy, especially those with direct interest in the health care industry or those involved with the employee benefits program of any large organization.
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. Topic areas include a historical overview of the real estate industry; techniques of financial analysis; land development; office and mixed development; financing alternatives; and current 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 goalis to increase significantly 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: (1) that successful entrepreneurship is a serendipitous and random occurrence (2) limited to unique individuals "born to be entrepreneurs."
GBUS 806 - (1 1/2) (Y)
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, andwritten requirements focus on pragmatic examples of breakthrough product design and strategic thinking.
GBUS 807 - (1 1/2) (Y)
Corporate Venturing and Development
Exposes students to a mix of approaches and techniques promoting innovation and entrepreneurship in the large firm and is divided into three parts, the first of which focuses on the styles, structures, and strategies that encourage innovation and entrepreneurship within a major corporation. The second focuses on managing the venture and the venturing process within the firm, and highlights the tools and techniques of screening, monitoring, and championing ventures. The third part examines how patterns of change in technologies, markets, and global industries create both opportunities and threats for existing firms. Models and actual examples emphasize how technological and organizational systems themselves are key components of a firm's "entrepreneurial mind-set."
GBUS 808 - (1 1/2) (Y)
Cross-Cultural Communication and Business
Prepares students for work in multicultural, global, transnational, foreign, and domestic business environments through a substantial examination of cross-cultural communication issues. Teaches future managers to (1) build their knowledge of cultural similarities and differences in business around the globe, (2) understand the fundamentals of competent cross-cultural communication, (3) study management issues related to cross-cultural communication, (4) begin to build a lifelong, working appreciation of the complexity of cross-cultural communication, and (5) reflect on the ways in which understanding the global workplace enhances their understanding of domestic intracultural issues as well. Darden's alliance with Ivey and IPADE will be a likely source of materials and guest speakers.
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 to 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 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 the 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 in fact 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 to be 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 role of labor. The effect of these contextual characteristics are examined when studying indigenous reporting practices and when considering how a global enterprise might develop its own reporting and control systems. It is strongly recommended that students 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
Course covers basic tax concepts relevant in operation of any business enterprise including survey of the differences between tax accounting vs. 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 understanding of management, and in particular, the role of ethics in management. It builds on the conversations in the Ethics class in the first year and addresses several key themes for today’s manager. Among issues discussed are 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 course has fiction, both 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). Addresses what happens after the start-up or acquisition of a firm.
GBUS 824, 825 - (1 1/2) (Y)
Reading Seminar in Management I, II
Exposes students to a wide range of ideas about the practices of management from a variety of points of view, both 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 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. A student may take both seminars.
GBUS 826 - (3) (Y)
Corporate and Divisional Strategy
This course 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 corporate performance.
GBUS 827 - (1 1/2)(Y)
Strategy Consulting: Process and Concepts
Introduces students to the strategy consulting process, familiarizing them with the concepts and frameworks at the leading edge of strategy practice in today's business organizations and refining the skill sets necessary for successful strategic thinking and consultation. Builds on the concepts introduced in the first-year strategy course and looks at their application within the context of the consulting relationship. Intended for students interested in exploring the topic of strategic thinking in depth, whether they plan careers in strategy consulting, strategic planning, or general management.
GBUS 828 - (1 1/2) (Y)
Managing the Information-Age Organization
Focuses on information systems, information technology, and the use of business information in organizations. Examines the strategic value of information resources, how information systems have been used to transform corporations, emerging technologies and their likely business impact and the management issues associated with the use of these technologies. Cases are chosen from a number of industries. Topics include aligning information resources with corporate strategy, managing in an information-intensive industry, interorganizational systems, knowledge-management systems, and information systems planning and control.
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 context.
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 lesson are applicable to other questions of societal governance.
GBUS 833 - (1 1/2) (Y)
The complex environment of today 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. Prepares students to meet these managerial requirements and to participate in complex decisions when changing laws and regulations and other government factors 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 are used to add their expertise to class discussions.
GBUS 834 - (1 1/2) (Y)
Cultural Context of International Business: East Asia
Introduces the culture of China and East Asia to future managers of American multinational corporations. Designed to enable the novice to gain insight into the most salient features of Chinese culture as a local expression of East Asian culture. Course content reflects a view of culture with three distinguishing characteristics: (1) traditional ideas and their attached values, (2) patterns of behavior and action that justify or rationalize those patterns, and (3) institutions that are products of transmitted patterns of behavior and that shape future behavior. Students are encouraged to analyze these features of culture in terms of their relevance to successful business behavior in China and the East Asian cultural world. A secondary objective of the course is to inspire in course participants a refined international perspective.
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 in more depth the ways in which financial-market participants value financial assets. The implications of these financial-market valuations for corporate management are also explored. Develops key finance concepts and tools used in a number of second-year Finance electives but not covered in depth during the first year. Topics include 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 the student who wants to extend his or her knowledge of operating finance beyond that achieved in the first-year Finance course. Deals with the tools, concepts, and decisions that managers use in making investment and financing decisions. Designed for students who are not planning careers in finance or extensive participation in additional finance electives.
GBUS 842 - (1 1/2) (Y)
Corporate Financial Policies
Corporate managers are constantly investing the corporation’s funds in current and fixed assets to create value. The manager must not only create a spreadsheet, but must also interpret it and understand the people issues underlying the numbers. Course analyzes the decisions a manager makes to build, to maintain, or to harvest a business unit, and the decisions a corporate financial officer makes to allocate financial resources to competing needs. Students explore the problems, opportunities, and conflicts managers face when investing cash flows that a corporation expects to generate or obtain from outside sources. This course has Valuation in Financial Markets as its foundation.
GBUS 843 - (1 1/2) (Y)
Derivative Securities: Options and Futures
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 845 - (1 1/2) (Y)
Focuses on the valuation of fixed-income securities and 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. Although an emphasis is placed on the factors that influence the relative value of different instruments, the analysis also includes an understanding of the macroeconomic conditions that determine interest rates.
GBUS 846 - (1 1/2) (Y)
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 managers.
GBUS 847 - (1 1/2) (Y)
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
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 strategy and corporate strategy. Decision making is emphasized throughout the course. Adopts the perspective of a chief financial officer and should be of interest to students pursuing careers in corporations, investment banking, or consulting firms, and to those who want to learn more about finance.
GBUS 849 - (1 1/2) (Y)
Capital Market Flows and Institutions
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 as the 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 - (3) (Y)
Strategic Management of Financial Service Organizations
After a one-session introduction to the types of institutions that compose the industry, the following broad topics are covered: (1) 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; (2) transformations of existing FSOs to meet new market demands: investment banks, thrifts, insurance companies, and commercial banks have all had to move quickly to adjust to changes in their environments and the course looks at the strategic challenges in each of these areas; and (3) 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 (turnaround) and resuscitation (workout) of troubled bankrupt companies. The main decisional focus is on creditors, primarily long-term, who are often the major decision makers in these circumstances. Other perspectives, however, such as that of the turnaround manager, are included. Guest speakers discuss legal, accounting, investment banking, lending, and management aspects to augment the case content.
GBUS 852 - (1 1/2) (Y)
Management of Commercial Lending
Focuses on credit decisions made by a financial services organizations as they acquire, hold, or sell assets that are subject to credit risk. The course looks at the major factors considered by lenders and borrowers when deciding whether to enter into a debt relationship and at how that relationship should be established. These factors include various economic elements, industry characteristics, and lender’s and borrower’s particular situations. Other aspects include the term, structure, and profitability of the relationship. Cases are selected from a variety of consumers of funds.
GBUS 853 - (1 1/2) (Y)
Global Financial Management
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 effected 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)
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 in financial markets; 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
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 counterparty 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 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 - (3) (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 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 - (11/2) (Y)
Examines the concepts, strategies, and applications involved in direct marketing. Direct marketing is characterized by activities which address the customer directly (usually through some form of response advertising) for the purposes of both 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 is covered.
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 compare and contrast 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 meet successfully 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, which 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 second semester.
GBUS 875 - (3) (Y)
Develops a model of personality which 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 which 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 878 - (11/2) (Y)
Managing the Challenges of Diversity
Offers students an opportunity to confront the basic issues and assumptions underlying diversity, including male epistemology and female framing; ego structuring and psychodynamic consequences; and gender, ethnic, and cultural scriptures. Emphasizes gender, race, and age. Focuses on progressing from understanding to insight to constructive actions that benefit the students and those effected by the students' future behavior. Course materials include basic theory, cases, literature, and experiential exercises as well as guest speakers. Students are required to write a final paper to demonstrate awareness of the course content.
GBUS 879 - (11/2) (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 covered 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 884 - (3) (Y)
Innovation and Technology Management
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. 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)
Product and Process-Quality Management
Course involves students in several advanced methodological approaches utilized in achieving continuous improvement in the design quality and manufacturing quality of an organization's products and services. Process quality management is the design of technical work activities with an emphasis on process variability reduction to lower cost and increase customer satisfaction, and product and process parameter design to achieve robust performance. Topics to be studied include statistical process management, quality function deployment, experimental design (Taguchi and Shainin methods), and concurrent engineering. Students generally take the perspective of a manager or staff professional working on challenging cross-functional team assignments in new product development, supplier audit/certification, product and process technology evaluation, capability performance studies, and process variability reduction. Cases, workshop sessions, and simulations are used to develop each student's understanding of the techniques and appropriate practices to achieve the full power of the methodologies to build quality into products.
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 map accurately 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 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 MBAs 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 in general management.
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, cash reserves, among their potential uses. 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 - (4 1/2) (Y)
The business projects courses provide students with the opportunity to further refine under faculty supervision the skills they are developing at the Darden School in the identification, analysis, and resolution of challenging field-based managerial and administrative issues of significance. The work should be professional in nature and responsible in relation to those individuals and groups outside the Darden School with whom the project is involved. Project work should be accurate, methodical, and effective. Those projects which involve group efforts also provide experience in responsible and constructive group dynamics and activities. Whenever possible, the project should be a current one rather than one reporting on a past event or situation. The business projects courses must be taken for at least 3 credit hours and may be taken for up to 7.5 credit hours to satisfy the 33-credit-hour graduation requirement of the second year. Students may select from GBUS 895D or GBUS 895I for satisfying the business projects graduation requirement (3-credit-hour minimum)
GBUS 895D - (4 1/2) (Y)
Darden Business Projects
The Darden Business Projects course Provides students with the opportunity to further refine under faculty supervision the skills they are developing at the Darden School in the identification, analysis, and resolution of challenging field-based managerial and administrative issues of significance. All work is based on projects for the benefit of third parties (client companies) outside Darden. The work should be of the highest professionalism in content, execution, and accountability in relation to the client companies. The business projects director provides sufficient projects for all students who register for the course and assigns students to projects (generally in teams of three to eight depending on the nature of the work) based, to the degree possible, on student interests. Expenses associated with the projects are fully reimbursed provided that they satisfy the budgetary constraints negotiated with the client companies.
GBUS 895I - (3-4 1/2) (Y)
Independent Business Projects
Students who do not elect to take the Darden Business Projects course are automatically enrolled in the Independent Business Projects course for 3 credit hours. If a group wishes to undertake a project, it may apply to the business projects director for 4.5 credit hours if it can demonstrate that the requirements of the work-load justify this figure This option is not open to individual students. The purpose of the Independent Business Projects course is the same as that of the Darden Business Projects course except that each student is responsible for making arrangements for the project, securing a faculty adviser, obtaining the business projects director's approval for the project, and covering whatever expenses are incurred in executing the project. The business projects director assists those students having serious difficulty in locating a project.
GBUS 896 - (3) (Y)
French for the Multinational Manager
Prerequisite: Two years of college-level French and permission of instructor
Explores the particular use of the French language in economics, commerce and politics, using the intermediate level of French.
GBUS 898 - (3) (Y)
Spanish for the Multinational Manager
Prerequisite: Two years of college-level Spanish and permission of instructor
Explores the particular use of the Spanish language in economics, commerce, and politics, conducted at the intermediate level of Spanish.
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 elective.
GBUS 8031 - (1 1/2) (Y)
Doing Business in Mexico
The centerpiece of this course is a five-day stay in Monterrey, Mexico where students are hosted by the Mexican business school Instituto Tecnologico y de Estudios Superiores de Monterry (ITESM). Students participate in classroom seminars taught by ITESM faculty (in English) in the morning and visit companies in the afternoon. Prior to beginning these classes, students will have completed a significant background reading assignment and are asked to attend a full day workshop in the Mexican business environment with the Darden instructors. Enhances students’ understanding of the Mexican business environment and the management of firms under those conditions. Designed from a general management perspective, it analyzes a number of different business problems. In addition, issues of cross-cultural management are studied. Provides the opportunity to learn about Mexico from both U. S. and Mexican instructors, to meet Mexican executives, and to visit world-class Mexican companies.
GBUS 8032 - (1 1/2) (Y)
Value Creation By Management
Proceeds on the understanding that shareholder value is, in part, determined by the forces of the marketplace and, in part, by management action. Management's primary influence on shareholder value is the effective operation of the business. Top management can also increase shareholder value by employing effective financing strategies, by communicating effectively with the marketplace, and by coordinating all of the efforts of the company's leaders for the benefit of the shareholders. Course directed to those students who expect to be concerned about their companies' capital requirements, either in top management or in corporate finance; it is also directed to those students who will be working in the financial markets and are interested in the way companies cultivate the value of their shareholders' interests.
GBUS 8034 - (1 1/2) (Y)
Managing the Growing Enterprise
Educates men and women for leadership roles in small to midsized companies. Concentrates primarily on building the company ("pediatrics") and less on the formation of new ventures ("obstetrics"), although some of the cases cover the latter topic as well. Through case studies, students are exposed to some of the practical realities, transition points, issues, and dilemmas that are particularly relevant for small to midsized companies. Focuses on the elements of long-term health and success: on laying the groundwork for making a company healthy and prosperous five, ten, twenty, and even fifty years in the future. Although some of the cases and readings discuss short-term survival tactics, the focus of the material is on turning a small to midsized business into a truly outstanding organization.
GBUS 8035 - (1 1/2) (Y)
Focuses on obtaining student 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 half of the sessions involve the MARKSTRAT simulation. The other material combines cases and readings. Intended for students interested in a marketing career.
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 following topics: 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 8100 - (1 1/2) (Y)
Sales Force Management
Develops understanding and skills in the building and maintenance of an effective sales organization. The objectives of the course are (1) to sharpen understanding of the role of the sales representative in the marketing mix, (2) to sharpen skills both in influencing the behavior of subordinates and in other areas of sales force direction at the supervisory level, and (3) to sharpen analytical and planning skills required for the design and implementation of selling strategies. Major issues covered include the organization, selection, training, compensation, and evaluation of the sales force and field sales management personnel.
GBUS 8101 - (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. 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 8102 - (1 1/2) (Y)
Mergers, Acquisitions, and Restructurings
This course explores in depth the motives, processes, and effects of mergers, acquisitions, and restructurings among large publicly held corporations; develops and exercises students' skills in evaluating and originating proposals to acquire, merge, or restructure; and surveys current practices and outlooks, drawing on presentations by practitioners and industry observers. Focuses on the large publicly held corporation headquartered in the United States or abroad. Its main orientation is to finance, with secondary orientations to law, strategy, organization, and game theory. The course is primarily concerned with transactions and proposals, rather than long-term policies.
GBUS 8103 - (1 1/2) (Y)
Strategic Cost Management
Examines the role cost information can play in strategic management decisions. Use of activity-based costing (ABC) is one way of linking cost analysis to strategy. ABC systems also enable managers to focus on managing activities efficiently so that they add value for customers. Other ways that are studied in which cost analysis can help managers include capacity costing, target costing, and relating cost analysis to the theory of constraints. Intended for students who expect to use or influence the design of management information systems, especially those students interested in general management, consulting, operations, controllership, or product management.
GBUS 8104 - (1 1/2) (Y)
Focuses on marketing research as an aid to management decision making. The course deals with three broad sets of issues: planning, design, and analysis. Both quantitative and qualitative techniques are discussed, with a particular emphasis on surveys. The planning phase of a marketing research project involves the setting of goals and objectives and then refining them 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 marketing 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. Designed for managers who wish to use market research information both to gain a better understanding of the marketplace and to improve their decision making. While the course appeals primarily to students seeking careers in marketing or consulting, it is also appropriate for students interested in conducting primary research for their own businesses.
GBUS 8501 - (1 1/2) (Y)
Range Elective in Consumer/Services Marketing
Designed for students who desire the opportunity for focused exploration of a recent development or "hot topic" in consumer/services marketing. The course culminates in the student's creation of a case, technical note, and analysis focusing on a hot topic that the student finds particularly interesting. The course begins with a three-session overview of potential topics identified by the instructor through a survey of marketing practitioners. Six sessions are devoted to marketing research skills which enable the students to use primary and secondary sources to collect information about their topic, and to the critical evaluation of methodologies and implementation issues relevant to their hot topic. Two or three sessions are devoted to special speakers who are experts on one or more of the selected hot topics. Two or three sessions are devoted to group presentations that permit students to share their findings.
GBUS 8502 - (1 1/2) (Y)
Range Elective Investments
Designed for those individuals wishing to pursue a career in investment management. Combines course work, a business project, and participation in the Investment Club to develop both a theoretical and practical exposure to investment management. All students are expected to participate in the Investment Club by attending meetings as well as assisting the Darden Fund managers in helping first-year students become involved in activities. Students present their business project or case study to the club. The business project may be either a research project or a case study related to some aspect of investment theory or practice. Students should make every effort to identify a practitioner sponsor who will assist in the design and evaluation of the project. If students are unable to find a sponsor, faculty will attempt to provide one.
GBUS 8503 - (1 1/2) (Y)
Range Elective in Manufacturing
Designed for students who wish to strengthen their understanding of key managerial issues and methods in manufacturing organizations, including persons considering careers in management consulting and operations, as well as in marketing and finance in manufacturing companies. Covers a broad range of issues of current and continuing importance in manufacturing and meets 10 to 12 times from October to March. Meeting times are arranged to avoid conflicts with other electives. Course activities include some or all of the following: field trips or plant tours to companies of special interest; in-depth discussions with manufacturing executives, industry consultants, and leading academics from other schools; interaction with participants in Darden executive education programs relating to manufacturing; and reading and discussion of current books relating to manufacturing.
GBUS 8504 - (1 1/2) (Y)
Range Elective in Entrepreneurship and Venture Capital
This course is an interdisciplinary elective intended to provide "special handling" for Darden students and others in the University community interested in venturing in the near term. It consists of a series of activities focused on identifying, evaluating, and planning for the initiation (or acquisition) of a real commercial venture. For purposes of the course, venture concepts may be personal, internal to the University, or, with prior approval, external. Enrollment in the course is open to second-year Darden MBAs and graduate or postgraduate students in the University's Schools of Engineering and Applied Science, Architecture, Law, Nursing, and Medicine. Students from schools other than Darden must work in Independent Business Project (IBP) groups containing at least one Darden student. Total enrollment is limited to 30, with approximately one-third of the places reserved until October for non-Darden students. Admission is competitive, based solely on the projected commercial merit–as determined by the faculty–of a proposed venture. Admission is on a "rolling" basis, and proposals may be submitted at any time until course capacity is reached or the second class meeting, whichever occurs first. Admission proposals must include current resumes for all group members and identify and confirm the participation of the supervising faculty for the IBP. Otherwise, proposals need document and detail only the source and nature of the proposed venture idea (given that a major purpose of both the IBP and the course is to test more fully a proposed venture's feasibility, business attractiveness, and quality of opportunity). The course meets on 10 to 12 occasions, beginning in mid-October and continuing for the remainder of the academic year. Meetings are scheduled, where possible, to avoid conflicts with other Darden courses.
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 of and the 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 which 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 MBA 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)
This course will attempt to answer the following 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 of the course 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 the Darden classroom, superior-subordinate, leader-follower, friendly, and marital. There is a workshop flavor to the course 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 which often operate in the effective domain.
GBUS 8705 - (1 1/2) (Y)
Leadership and Diversity Through Literature
Integrates diversity and leadership themes while broadening students' 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. These 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 924-7247.
Continue to: Faculty
Return to: Chapter 7 Index