Peter B. Lewis Building
Timothy J. Fogarty, Chair
Phone 216-368-2073; Fax 216-368-4776

Specified advanced undergraduate major courses, numbered on the 300 level, are open to graduate students. When these courses are taken for graduate credit, the instructor assigns additional work, usually research. Graduate courses are numbered 400 and above. Listed below are all graduate course offerings for the master’s and doctoral degree programs and the certificate programs described earlier in this bulletin.

The Accountancy Department prepares students for professional careers in public accountancy, financial management and academia. The faculty offers course work leading to the Bachelor of Science in Accounting and the Master of Accountancy. A major field in accountancy in the Ph.D. in Management program is also offered. In addition, the faculty provides service courses to M.B.A. students seeking elective course work in accounting, taxation, auditing and related subjects in preparation for professional examinations. University-wide general service courses are also provided for students not enrolled in Weatherhead School of Management or the School of Graduate Studies.

Timothy J. Fogarty, Ph.D. (Pennsylvania State University), J.D. (State University of New York at Buffalo)
KPMG Peat Marwick Faculty Fellow; Professor of Accountancy, Chair, Accountancy Department, Undergraduate Accountancy Program
Individual income taxation, business law

Robert J. Bricker, Ph.D. (Case Western Reserve University)
Ernst and Young Faculty Fellow; Professor of Accountancy
Financial accounting

Julia E. S. Grant, Ph.D. (Cornell University)
Associate Professor of Accountancy, Associate Dean for Graduate Programs: Financial accounting

Neils Dechow, Industrial Ph.D. (Copenhagen Business School)
Assistant Professor of Accountancy

Larry M. Parker, Ph.D. (University of Houston)
Associate Professor of Accountancy; Director, Master of Accountancy Program: Auditing, behavioral and financial accountancy

David Pearson, D.B.A. (Indiana University), CPA
Professor for the Practice of Accountancy

Paul Polinski, Ph.D. (University of Alabama)
Assistant Professor of Accountancy

Gary J. Previts, Ph.D. (University of Florida)
Professor of Accountancy; Associate Dean for Undergraduate and Integrated Studies
Financial accountancy, regulation, development of thought

Vaughan S. Radcliffe, Ph.D. (University of Alberta)
Associate Professor of Accountancy
Managerial accounting

Pamela Stuerke, Ph.D. (Indiana University)
Assistant Professor of Accountancy

Richard J. Boland, Jr., Ph.D. (Case Western Reserve University)
Professor of Information Systems; Professor of Accountancy

ACCT 101. Introduction to Financial Accounting (3)
This course covers concepts, software, principles, and practices including the preparation and interpretation of financial reports, record-keeping procedures, and internal controls.

ACCT 102. Introduction to Managerial Accounting (3)
This course examines the collection, classification and analysis of information for management. It focuses upon how managers coordinate, plan and control operations, and how decisions in business are made. Prereq: ACCT 101.

ACCT 300. Corporate Reporting I (3)
This course covers financial theory and reporting practice, including evaluation of current issues and practices related to asset valuation and present value, including receivables, inventory and fixed assets. Software applications and international aspects are considered. Prereq: ACCT 101 and ACCT 102.

ACCT 301. Corporate Reporting II (3)
This course covers financial accounting theory, technique and reporting practices. Areas of focus include: liability determination; equity measurement; principles of revenue and expense measurement; earnings per share, inflation and interim reporting; pensions; and lease accounting. Software applications and international aspects are considered. Prereq: ACCT 300.

ACCT 302. Managing Costs (3)
This course covers internally-generated reports and information for management decisions. Subjects include standard and product cost systems, cost-volume-profit relationships, budgeting, systems design and relevant cost studies. Prereq: ACCT 102 or ACCT 401.

ACCT 303. Survey of Accounting (3)
The course covers the principle of financial and managerial accounting for non-management students, including the framework that underlies financial and manual accounting and how accounting information should he used by: (1) parties external to the firm, i.e., stockholders, creditors and government, to evaluate the financial performance of an organization; and (2) internal management to fulfill the planning, control and performance evaluation functions. Enrollment is limited to students who are neither management or accounting majors nor enrolled in the Weatherhead School of Management. This course cannot be substituted for ACCT 101 - 102 without a waiver from the chair.

ACCT 304. Advanced Financial Reporting (3)
This course covers partnerships, consolidations, fiduciaries, receiverships, estate and trusts and foreign exchange. Computer spreadsheet applications are utilized. Prereq: ACCT 301.

ACCT 305. Income Taxation: Concepts, Skills, Planning (3)
This course covers underlying federal income tax and concepts and law applicable to individuals. May not be taken for credit if ACCT 430 is taken for credit. Prereq: ACCT 102 or ACCT 401.

ACCT 306. Accounting Information Systems (3)
This course addresses the intersections of information technologies and accounting. Current themes include corporate communications/investor relations, as well as e-commerce. The corporate communications/investor relations module focuses on the use of technology in communicating with investors, particularly in terms of investor relations websites, XBRL (an electronic financial reporting format), the use of online investment analysis tools, and trends in the use of technology in communicating with investors. The e-commerce module focuses on functionality and security issues related to e-commerce web platforms.

ACCT 314. Attestation and Assurance Services (3)
This course covers methods for the examination of financial statements, internal control and internal audit, auditing, inventory analysis, fraud, professional ethics, legal responsibilities, emerging assurance services, and the recent developments in the auditing profession. Prereq: ACCT 301.

ACCT 401. Finance and Managerial Accountancy (3)
This course examines the framework that underlies financial and managerial accountancy and how reports and information should be used by: (1) parties external to the firm, i.e., stockholders, creditors and government, to evaluate the financial performance of an organization; and (2) internal management to fulfill the planning, control and performance evaluation functions.

ACCT 403. Survey of Accounting (3)
(See ACCT 303.)

ACCT 405. Advanced Federal Taxes (3)
Corporate income taxes, estate and gift tax, partnerships and hybrid forms of organization are covered. Computer-related analysis and assignments are made. Prereq: ACCT 305.

ACCT 406. Accounting Information Systems (3)
(See ACCT 306.)

ACCT 413. Seminar in Financial Management Control Systems (3)
This is an integrative case oriented course intended to examine the characteristics and elements of planning and control systems and the requirements for the development and implementation of such systems. Planning control systems in service, nonprofit and multinational organizations are analyzed. The course explores the role accounting plays in the development and support of planning and control systems, and the problems and implications for accounting of developing systems for different types of organizations. Prereq: ACCT 401 or MBAC 415.

ACCT 414. Corporate Reporting and Analysis (3)
This course provides a basis for evaluation of traditional and proposed uses of report and information for decision making in investment, credit and internal planning and control. Students are introduced to concepts and analytical techniques that can be used to critique and interpret the financial health of the organization. At a practical and theoretical level, the course integrates research in the areas of accounting, quantitative methods and finance which has proved useful in the financial analysis of organizations. Prereq: ACCT 401 or MBAC 415.

ACCT 415. Managerial Accounting-E.M.B.A. (2)
This course examines the framework that underlies financial and managerial accountancy and how reports and information should be used by: (1) parties external to the firm, i.e., stockholders, creditors and government, to evaluate the financial performance of an organization; and (2) internal management to fulfill the planning, control and performance evaluation functions. This course is open only to students in the Executive M.B.A. program.

ACCT 419. Financial Reporting and Capital Structure (1.5)
Corporations require sources of capital, which typically include both debt and equity financing. These different contract forms lead to different financial statement implications due to the rules of accrual accounting. This course covers the detailed financial reporting techniques and procedures related to these contracts that affect the information produced and subsequently used in capital markets. Prereq: MBAC 415 or equivalent.

ACCT 430. Taxes and Management Decisions (3)
This course is designed to sensitize students to the importance of tax planning opportunities and pitfalls inherent in management decisions. The course will focus on helping students recognize potential tax opportunities and problems by examining a variety of practical managerial decision contexts. The course is specifically designed for students preparing for careers in management as opposed to accounting or tax. Prereq: ACCT 401 or MBAC 415 or MAND 425 and MAND 426.

ACCT 431. Tax Research Methods (3)
This course concentrates on the basic nature of the tax research process, identification of pertinent facts, evaluation of authoritative sources, problem definition, evaluation of alternative courses of action, and recommendation of solutions to the problem. Library research materials are used, including tax services, journal articles, analyses of court cases, and administrative rulings. Tax research cases are employed as the basic methodology for simulating actual tax research problems. Computer applications for tax research are assigned. Prereq: ACCT 405.

ACCT 432. Advanced Corporation and Shareholder Tax Problems (3)
This course includes federal tax problems of corporations and their shareholders: corporation formation; liquidation; reorganization; reincorporating; dividends, earnings and profits; stock redemptions; problems of choice of business organizations; thin capitalization; and special designations. There is extensive use of journal articles, treasury regulations and codes, and corporate tax search and planning cases. Computer applications are assigned. Prereq: ACCT 405.

ACCT 433. Partnership Taxation (3)
This course provides in-depth analysis of the federal income taxation of partners and partnerships. Topics covered include partnership formation, transfers of partnership interests, distributions of partnerships’ property, and rules governing the termination of a partnership. Prereq: ACCT 405.

ACCT 434. Estate and Gift Taxation (3)
This course covers code, regulations, and case law in the federal estate and gift area. Family financial planning to minimize income and transfer taxes is included. Prereq: ACCT 405.

ACCT 435. Special Topics in Federal Taxation (3)
This course includes tax practice and procedure, tax policy, consolidation, tax returns, international taxation, and deferred compensation. Prereq: ACCT 405.

ACCT 436. International Taxation (3)
This course provides a basic understanding of U.S. taxation of foreign-source income of multinational corporations, U.S. citizens and residents, and includes: taxation of foreign subsidiary versus branch operations: Sec. 861 and Sec. 482 income and expense allocation problems; foreign tax credits; tax treaties; tax policy issues of equity and neutrality; and Foreign Sales Corporations. Prereq: ACCT 405.

ACCT 439. Regulation of Accountancy (3)
This course examines the role and structure of standard-setting agencies in the private and public sectors, including FASB, AICPA boards and divisions, the Securities and Exchange Commission, and other regulatory bodies. The 1933 and 1994 securities acts, the disclosure and independence aspect of securities regulation, and elements of professional behavior, international reporting and measurement requirements are also explored. Extensive use is made of web-based information including company and mutual fund sites and databases. Prereq: ACCT 405.

ACCT 444. Advanced Auditing Theory and Practice (3)
This course examines auditing concepts and issues in depth including: the philosophy of auditing operational auditing compilation and review; ethics; analytical review procedures; fraud; the computer as an audit tool; and statistical sampling. Students are exposed to judgment making through the use of audit cases. Prereq: ACCT 314 or permission of instructor.

ACCT 501. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking reading in a field of special interest.

ACCT 520. Advanced Accounting Theory (3)
This course studies contemporary issues in theory. Topics are considered from their historical development to contemporary circumstances. Academic and professional literature are employed to gain a variety of perspectives on current matters. The development of communication skills, written and verbal, and use of support technology for presentations is emphasized throughout. Students are required to make several individual and team presentations, to conduct data base and periodical research, and to provide frequent written and oral research reports. The development of communication skills, written and verbal, and use of support technology for presentations is emphasized throughout. Students are required to make several individual and team presentations, to conduct data base and periodical research and to provide frequent written and oral research reports. Prereq: ACCT 304 or consent of instructor.

ACCT 540. Contemporary Accountancy Policy (3)
This is a seminar on subjects of contemporary concern to the profession which are currently being debated and researched by professional bodies and the academic community. These subjects include: independence; scope of services; litigation; relationships with financial and non-financial management; social accounting; and education and competency issues. The seminar provides a participative understanding of the press of various economic and accounting environments. Prereq: ACCT 405 and ACCT 520.

ACCT 601. Special Problems and Topics (1-18)
This course is offered, with permission, to Ph.D. candidates undertaking reading in a field of special interest.

Peter Ritchken, Chair
Phone 216-368-2040; Fax 216-368-4776

Mohsen Anvari, Ph.D. (Case Western Reserve University)
Professor of Finance; Dean and Albert J. Weatherhead, III Professor of Management

Anurag Gupta, Ph.D. (New York University)
Assistant Professor of Banking and Finance
Derivatives and Financial Markets

Robert Kauer, Ph.D. (Case Western Reserve University)
Senior Lecturer of Banking and Finance
Corporate Finance, Heatlh Finance

Joonghyuk Kim, Ph.D. (University of Illinois)
Assistant Professor of Banking and Finance
Corporate finance, investments, dual classes of stock

C.N.V. Krishnan, Ph.D. (University of Wisconsin)
Assistant Professor of Banking and Finance
Corporate finance, market microstructure, financial markets

Paul A. Laux, Ph.D. (Vanderbilt University)
Associate Professor of Banking and Finance
Finance and investments, market microstructure, options and futures.

Bing Liang, Ph.D. (University of Iowa)
Assistant Professor of Banking and Finance
Financial management, capital markets and econometrics

Thomas F. Morrissey, Ph.D. (Syracuse University)
Professor of Banking and Finance;
Financial economics

Kasturi Rangan, Ph.D. (University of Florida
Corporate finance, financial intermediation, bank capital requirements

Peter Ritchken, Ph.D. (Case Western Reserve University)
Kenneth Walter Haber Professor of Banking and Finance; Chair, Banking and Finance Department
Derivatives and Fixed Income

J. B. Silvers, Ph.D. (Stanford University)
Professor of Banking and Finance; Elizabeth M. & William C. Treuhaft Professor of Management; Associate Dean for Resource Management and Planning; Associate Dean for Resource Management and Planning
Financial management, health systems management, health economics

Ajai Singh, Ph.D. (University of Iowa)
Associate Professor of Banking and Finance
Corporate finance, investments

Sam Thomas, Ph.D. (University of Pennsylvania)
Senior Lecturer of Banking and Finance
Corporate finance and investments

BAFI 341. Money and Banking (3)
This course emphasizes the importance of financial markets, the nature and role of the financial system, and the linkages between these–money and banking–and the economy. Emphasis is placed on both theoretical and practical constructs, on major innovations and contemporary changes, and the closely intertwined condition of financial and economic systems with monetary and fiscal policy. Prereq: ECON 103. Cross-listed as ECON 341.

BAFI 342. Public Finance (3)
(See ECON 342.) Prereq: ECON 102 and ECON 103. Cross-listed as ECON 342.

BAFI 355. Corporation Finance (3)
This course emphasizes the identification and solution of the financial problems confronting the business enterprise. Designating the goal of the firm to be maximization of shareholder wealth, topics include financial analysis, valuation, capital budgeting, and financial structure. Prereq: ACCT 102.

BAFI 356. Investments (3)
This course is about investing in securities. It provides a comprehensive introduction to security analysis and portfolio management. Investing is a rational decision-making process in which the investor seeks to select a package or portfolio of securities that meets a predetermined set of objectives. Descriptive, institutional and quantitative decision-making methods are arranged in a cohesive framework of analysis of interest to the informed investor. Prereq: BAFI 355.

BAFI 359. Intermediate Corporate Finance (3)
This is the second course in corporate finance. It is a case-based course that will apply and amplify concepts developed in the first course (BAFI 355 Corporate Finance). The cases selected for BAFI 359 will cover, among other topics, Cash Budgets and Working Capital Management, Capital Budgeting, Capital Structure/Dividend Policy Concepts, IPO Process and Valuation. The objectives of the course are to develop both conceptual and financial-modeling skills. Prereq: BAFI 355.

BAFI 360. Independent Study (1-18)
This course is offered for candidates undertaking reading in a field of special interest. Permission of department chair required.

BAFI 372. International Finance (3)
(See ECON 372.) Cross-listed as ECON 372.

BAFI 402. Financial Management I (3)
In this course, students are introduced to the basics of corporate finance, including the objectives, tasks, and decisions made by corporate financial managers. The course covers discounted cash flows, bond and stock valuation, cost of capital, capital budgeting, asset risk and return, and short-term and long-term financial management. Coreq: MBAC 415 or ACCT 401.

BAFI 403. Financial Management II (3)
This is a continuation of BAFI 402 and serves as a prerequisite for several advanced electives in banking and finance. Its purpose is to familiarize the student with the theory and application of additional models used in financial decision-making by corporations. Issues relating to efficient markets, dividend policy, capital structure, financing decisions, option pricing, leasing, and risk management are among the topics considered. In addition, special topics may include mergers and acquisitions, pension funds, and international financial management. Prereq: ACCT 401 or BAFI 402 and QUMM 414 or MBAC 415, MBAC 416 and MBAC 414. Prereq or Coreq: ECON 403.

BAFI 404. Financial Modeling (1.5)
Financial Modeling is the practical skill that combines financial theory, business planning, forecasting, and sensitivity and simulation analysis to produce computer models that are useful for a variety of decision-making purposes. Prominent purposes include project and company valuation, strategic planning, cash planning, credit evaluation, and the tactical implementation of business plans. Financial Modeling is a threshold skill for several careers attractive to M.B.A. graduates, including investment banking, equity analysis and management, and corporate treasury. Financial Modeling is a 1.5 credit hour course designed for M.B.A. students who anticipate either internships or careers in the financial services industry or in corporate financial management. The course aims to develop students’ skills in implementing models that operationalize the core tools and concepts developed in other finance and accounting classes. Coreq: BAFI 403.

BAFI 420. Health Finance (3)
Exploration of economic, medical, financial and payment factors in the U.S. healthcare system sets the framework for the study of decisions by providers, insurers, and purchasers in this course. The mix of students from various programs and professions allows wide discussion from multiple viewpoints. Prereq: ACCT 401 or MBAC 415 or consent of instructor. Cross-listed as HSMC 420.

BAFI 422. Management of Financial Institutions (3)
This course applies the principles of financial management to financial institutions, especially commercial banks. The impact of monetary and fiscal policies and the changing regulatory, legislative, and technological environments are studied. Specific problem-solving techniques and decision-making are emphasized. Prereq: MBAC 416 or BAFI 402 or consent of instructor.

BAFI 423. Managerial Finance-E.M.B.A. (3)
This course, which is limited to students in the Executive M.B.A. program, analyzes the policies and problems of obtaining and managing funds for operation, expansion and diversification.

BAFI 424. Managerial Finance II-E.M.B.A. (3)
This course emphasizes theoretical and empirical issues pertinent to the fields of investment management, derivative assets, and international finance. The course will span the topics of modern portfolio theory, market efficiency, equity markets, debt markets, derivative assets, financial engineering and risk management, international financial markets, and others.

BAFI 426. Applied Security Analysis (3)
This is a course for those seeking an in-depth examination of equity investment decision. The course is funded by a grant and involves the continuing analysis, review and reinvestment of the funds in an actual portfolio dedicated to this course. There is active involvement with members of The Cleveland Society of Securities Analysts, including attendance at Corporate Investor Relations presentations. The course emphasizes the application of particular analytical models of stock selection. Prereq: BAFI 403, ECON 403, MBAC 414 or QUMM 414.

BAFI 428. Financial Strategy and Value Creation (3)
The intersection between the theory of perfect markets and the reality of market imperfections provides the basis for the exploration of value creation in this course. Opportunities in both product and financial markets are explored using case studies to develop a framework for strategic financial decisions. Prereq or Coreq: BAFI 403.

BAFI 429. Investment Management (3)
This course explores the characteristics of financial investments and markets and develops modern techniques of investment analysis and management. The goal is to help students develop a level of analytical skill and institutional knowledge sufficient to make sensible investment decisions. Topics include: an overview of stock, debt and derivative asset markets, practical applications of modern portfolio theory, equilibrium and arbitrage-based approaches to capital market pricing, the debate over market efficiency, the term structure of interest rates, bond portfolio management, and uses of derivative assets in investment portfolios. Coreq: BAFI 403.

BAFI 430. Options and Futures (3)
This course is intended to give students an understanding of options and futures markets both in theory and practice. The emphasis is on arbitrage and hedging. The course concentrates on listed common stock and index contracts as well as commodity markets. Various theories for trading strategies are studied. Coreq: BAFI 403.

BAFI 431. Fixed Income Markets and Their Derivatives (3)
This class is concerned with fixed income securities, interest rate risk management, and credit risk. Fixed income securities account for about two thirds of the market value of all outstanding securities, and hence this topic is important. The course covers the basic products of fixed income markets including treasury and LIBOR products, such as interest rate swaps. Risk management and hedging strategies are covered as well as selected topics in credit risk models and mortgage-backed securities. Prereq: BAFI 430.

BAFI 432. Risk Management and Financial Engineering (3)
This is a risk management course aimed at developing an understanding of the risks faced by financial and nonfinancial firms, learning techniques to identify and measure these risks, and understanding how financial engineering (especially derivatives) can be used to manage these risks and advance the strategic goals of the firm. Main topics include Value-at-Risk (VaR) techniques and implementation of VaR systems (RiskMetrics, Delta-normal, Historical Simulation, Structured Monte-Carlo); financial risk measurement and management using forwards, futures, options, swaps, and exotics; and credit risk management, including implementing various credit risk and credit VaR models, estimating capital at risk, and using credit derivatives for managing credit risk. Several classes are devoted to discussing recent risk management debacles and relating them to theory. Prereq or Coreq: BAFI 430.

BAFI 440. Advanced Corporate Finance (3)
This course exposes the students to a more in-depth treatment of some of the topics covered in BAFI 402 and BAFI 403 and introduces them to new topics. These topics deal with the choices that have financial implications for a firm’s stakeholders and include investment decisions, financing decisions, payout decisions, contracting decisions and performance metrics, internal control systems, risk management, real options, reorganization, and valuation. The topics covered may vary from semester to semester. Prereq: BAFI 403.

BAFI 441. Economics of Financial Intermediation (3)
Institutions such as commercial banks, investment banks, insurance companies, and mutual funds perform important financial intermediation roles in an economy. This course provides a conceptual framework that allows the exploration of how these financial institutions perform their intermediation role through their different activities, such as loan origination, underwriting, insurance, and asset management. This framework also lends itself to the study of how and why regulation can be critical in ensuring the safety and soundness of the financial system. Prereq: ACCT 401, MBAC 416 or BAFI 402, ECON 403 or MBAC 426, and QUMM 414 or MBAC 414. Cross-listed as ECON 441.

BAFI 445. Money and Capital Markets (3)
This course provides an examination of the current structure, pricing, competition and financial innovations in money and capital markets. Theory is coupled with contemporary events to study the impact of the secular rise and cyclical variability of interest rates, the proliferation of financial instruments, deregulation and the wider competition in financial markets. Individual segments of the money market such as the commercial paper and acceptances markets are examined, as are capital market segments such as the various bond markets, mortgages and derivative instruments. Prereq: ACCT 401 or MBAC 415, MBAC 416 or BAFI 402, ECON 403 or MBAC 426 and QUMM 414 or MBAC 414.

BAFI 450. Corporate Restructuring (3)
This course examines the economic rationale and motivation for the different merger & acquisition and recapitalization activities undertaken by firms and individuals in the U.S. market. Emphasis is on the different three (3) methods of valuing a firm, the various forms of debt and equity capital employed to fund mergers & acquisitions and recapitalizations, how lenders and investors structure their loans and/or investments, and how investors realize the gains through different exit strategies. The course presents an excellent understanding of the roles that senior commercial banks, insurance companies, pension funds, LBO funds, investment banking firms, and venture/growth capital investors play in mergers and acquisitions. Prereq: BAFI 403.

BAFI 460. Investment Banking (3)
This course will conduct a detailed examination of the role of the investment banker in the corporate capital acquisition process. Emphasis is on the process of raising public equity capital and understanding the various steps/functions involved. Additional topics to be covered will include debt capital, venture capital and buyouts, as well as the financial models that support these transactions. Prereq: BAFI 403 and consent of instructor.

BAFI 470. Finance and Law (3)
Motivated by recent financial crises and attempts to develop new financial systems, recent research has investigated the importance of legal systems for the development of securities markets, banking systems, accounting standards, dispersed share ownership, and even economic growth. Related research examines the importance of particular laws and regulations for specific financial outcomes, including venture capital, the market for takeovers and corporate control, the market for securities trading services, and the value added (or destroyed) by lawyers’ activities. This seminar course will use readings, presentation, and discussion to learn about these issues. Prereq: BAFI 402 or MBAC 416 or LAWS 293. Coreq: BAFI 403.

BAFI 480. International Financial Management (3)
This course introduces students to international finance and foreign exchange risk management by corporations. Topics include foreign exchange markets and international financial institutions; financial contracts; exchange rate risk and corporate risk management; and international aspects of long-term financing. Prereq: BAFI 403.

BAFI 501. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking reading in a field of special interest.

BAFI 601. Special Problems and Topics (1-18)
This course is offered, with permission, to Ph.D. candidates undertaking reading in a field of special interest.

BLAW 331. Legal Environment of Management (3)
This course is designed to foster an appreciation for how the legal system shapes the current practice of management. Emphasis will be placed on how the law allows private sector transactions to have consequence and how governmental agencies constrain discretion. Topics covered include contract law, the Uniform Commercial Code (UCC), professional business ethics, and crimes and torts.

BLAW 417A. Legal Environment for Managers-E.M.B.A. (2)
This course will provide an overview of the legal environment in which business transactions take place. Through coverage of a number of topical areas, the student will be given a broad understanding of how the law impacts upon their daily decisions. More specifically, the student will be better able to identify and understand how the legal issues facilitate or hinder the conduct of business. Topics covered will include torts, contracts, products liability, employment law, and corporations. Special emphasis is placed on regulatory areas.

BLAW 417B. Legal Environment for Managers-M.B.A. (3)
This course will provide an overview of the legal environment in which business transactions take place. Through coverage of a number of topical areas, the student will be given a broad understanding of how the law impacts upon their daily decisions. More specifically, the student will be better able to identify and understand how the legal issues facilitate or hinder the conduct of business. Topics covered will include torts, contracts, products liability, employment law, and corporations. Special emphasis is placed on regulatory areas.

Peter B. Lewis Building
James B. Rebitzer, Chair
Phone 216-368-2970; Fax 216-368-5039

Eric Bettinger, Ph.D. (Massachusetts Institute of Technology)
Assistant Professor of Economics

Bo A. Carlsson, Ph.D. (Stanford University)
E. Mandell deWindt Professor of Industrial Economics; Director of Research and Graduate Programs
Managerial economics, industrial economics

David J. Cooper, Ph.D. (Princeton University)
Assistant Professor of Economics
Industrial Organization, Microeconomic Theory

Avi Dor, Ph.D. (City University of New York)
John R. Mannix Blue Cross & Blue Shield Associate Professor of Health Care Economics
Health care economics, industrial economics

Robin A. Dubin, Ph.D. (The Johns Hopkins University)
Associate Professor of Economics
Spatial econometrics, urban economics, regional economics

Asim Erdilek, Ph.D. (Harvard University)
Professor of Economics
International economics, international finance

Susan Helper, Ph.D. (Harvard University)
Associate Professor of Economics
Economic history, technical change, economics of supplier relations

James B. Rebitzer, Ph.D. (University of Massachusetts-Amherst)
Frank Tracy Carlton Professor of Economics; Chair, Department of Economics
Economics of organizations, employment relationships and labor markets, human resource management and industrial relations, behavioral economics

Mari S. Rege, MS (University of Oslo)
Assistant Professor of Economics
Environmental Economics, Game Theory, Evolutionary Game Theory, Behavioral Economics

Robert L. Slonim, Ph.D. (Duke University)
Assistant Professor of Economics
Game theory, learning, behavioral economics, reference theory, price theory, auctions, decision theory and experimental economics

Marcus Stanley, Ph.D.. (Syracuse University)
Assistant Professor of Economics

Mark E. Votruba, M.A. (Princeton University)
Instructor of Economics

David C. Hammack, Ph.D. (Columbia University)
Elbert Jay Benton Professor of History, College of Arts and Sciences; Professor of Economics
Nonprofit organizations, urban and social policy history

Dennis R. Young, Ph.D. (Stanford University)
Professor of Nonprofit Management, Mandel School of Applied Social Sciences; Professor of Economics
Economics of nonprofit organizations, economics of public services, entrepreneurship

Martine Lussier, Ph.D. (University of Toronto)
Instructor of Economics

Ayhan Talu, Ph.D. (Arizona State University)
Lecturer

(College of Arts and Sciences)
Economics is concerned with the problems of allocating scarce resources to meet human needs. Students who study economics gain an understanding of how consumers (households), producers (firms) and governments make decisions affecting the allocation of resources and, therefore, a society’s economic performance. Economics also involves an examination of how the interaction of these decisions in markets and in the political process produces certain outcomes, and how legal and institutional arrangements can influence these outcomes. Finally, the study of economics leads to a better appreciation of the ways in which trade, investment and the movement of people and information across national boundaries tie the global economy together.

An undergraduate major in economics provides an excellent preparation for a variety of professional careers, such as management, law and government service. A major is essential for those wanting to pursue graduate work in economics.

Major
(for B.A. degree)

A major in economics consists of 30 hours, with a minimum of 24 hours of economics courses. It leads to the Bachelor of Arts degree.

Minor
(for B.A. or B.S. degree)

A minor in economics consists of 15 hours, as follows

ECON 102, ECON 103, and three additional economics courses (9 hours) selected in consultation with the minor advisor.

Social Science Sequence
(for B.S. based upon Engineering Core Curriculum)

The sequence requirement is satisfied by taking ECON 102, ECON 103, and one other 200- or 300-level ECON course.

ECON 102. Principles of Microeconomics (3)
This course covers how productive resources are allocated in a market economy, the determination of individual prices and costs of production, consumer behavior, the consequences of governmental controls over prices and wages, and problems related to allocating resources between the private and public sectors.

ECON 103. Principles of Macroeconomics (3)
This course covers how incomes, employment, inflation, and the national output of goods and services are determined, as well as the monetary system and its management. Government revenue and expenditure policies and their influence on economic stability and growth are also studied.

ECON 205. Economic Perspectives (3)
This course examines important contemporary and historical issues from an economic perspective. It enables students to think about the world "like an economist." Possible topics of current interest include the transformation of Eastern Europe, ethnic and racial strife, environmental policy and sustainable development, and professional sports.

ECON 255. The Economic History of the United States (3)
(See HSTY 255.) Cross-listed as HSTY 255 and PLCY 255.

ECON 306. History of Economic Thought (3)
In this course you will study first hand the writings of the great economists. The course focuses on such famous thinkers as Adam Smith, David Ricardo, Karl Marx, Leon Walras, John Maynard Keynes, Milton Friedman, and Ronald Coase. For many of these writers, economics went beyond contemporary boundaries and encompassed the study of history, philosophy and sociology. Their original texts are "classics"–books that everybody talks about yet nobody reads. As such they are often misinterpreted. In this course you should develop your own interpretation–hopefully it will surprise you. Prereq: ECON 102 and ECON 103.

ECON 307. Intermediate Macrotheory (3)
This course examines the theories of the determination of national income, the unemployment rate, inflation, and the rate of interest, as well as alternative theories of income determination, the theory of capital, monetarists vs. Keynesians, and dynamic analysis. Prereq: ECON 103.

ECON 308. Intermediate Microtheory (3)
This course examines pricing and resource allocation, welfare economics, general equilibrium, and relative economic efficiencies of capitalistic and alternative forms of economic organization. Prereq: ECON 102.

ECON 309. Intermediate Microtheory: Math Based (3)
Course covers the same topics as ECON 308 but uses calculus. Prereq: MATH 121 or MATH 125 and ECON 102.

ECON 326. Econometrics (3)
This course covers the techniques used by economists to estimate the parameters of economic relationships such as demand curves and consumption functions. Prereq: ECON 102 and ECON 103 and one semester of statistics.

ECON 328. Experimental Economics (3)
This course covers the methods of experiments to study economic behavior. This course will examine the role of market institutions, game theory, and individual choice. Specific topics will depend on both the instructor and student interest, but will include market organization, game theory and rational choice and recent modifications to economic thinking on this topics. Prereq: ECON 102.

ECON 329. Game Theory: The Economics of Thinking Strategically (3)
The term "game theory" refers to the set of tools economists use to think about strategic interactions among small groups of individuals and firms. The primary purpose of this course is to introduce students to the basic concepts of game theory and its applications. The class will stress the use of game theory as a tool for building models of important economic phenomena. The class will also include a number of experiments designed to illustrate the game theoretic results, and to highlight how reality may depart from the theory. The course will stress the value of thinking strategically and provide students with a framework for thinking strategically in their everyday lives. Rather than approaching each strategic situation they encounter as a unique problem, students will be taught to recognize patterns in the situations they face and to generalize from specific experiences. Prereq: ECON 102.

ECON 332. Economic Analysis of Labor Markets (3)
This course examines the determinants of the demand for and supply of labor, the operation of labor markets under differing degrees of competition, and the relationship between the operation of the labor market and the level of inflation. Prereq: ECON 102.

ECON 335. Comparative Economic Systems (3)
This course examines the way that different institutions affect economic performance. An alternative course title might be "Comparative Institutional Analysis." In particular, we look at the economic institutions of three capitalist economies (the U.S., Japan and Sweden), one socialist economy (the former Soviet Union), and two economies in transition (Poland and Hungary), together with the unique institutional arrangements in Iran (the "Islamic Model") and the former Yugoslavia ("worker self-management"). We combine insights from traditional economic theory, recent developments in "information economics," and the use of case studies. Prereq: ECON 102 and ECON 103.

ECON 338. Law and Economics (3)
This course examines legal institutions and rules from an economic perspective. Students will learn when and how legal rules can be efficient. Topics will depend on both the instructor and student interest, but will include commercial law, accident law, property rights, contracts, and polycentric legal systems. Prereq: ECON 102.

ECON 341. Money and Banking (3)
(See BAFI 341.) Prereq: ECON 103. Cross-listed as BAFI 341.

ECON 342. Public Finance (3)
This course covers economic aspects of government spending and taxing, allocation of scarce resources among competing claims in the public and private sectors, application of equity and efficiency criteria to tax and expenditure systems, and theories of bureaucratic performance. Prereq: ECON 102 and ECON 103. Cross-listed as BAFI 342.

ECON 343. Economics of State and Local Governments (3)
This course examines economic analysis of the roles of federal, state, and local government; economic effects of state and local property, sales, and other taxes; effects of intergovernmental grants; public school finance; the urban fiscal crisis. Prereq: ECON 102.

ECON 345. Public Choice (3)
This course covers economic theory and empirical analysis of the behavior of politicians, bureaucrats, and voters based on the assumption of rational pursuit of self-interest, comparison with other approaches to the study of political behavior, and implications of alternative collective decision procedure. Prereq: ECON 102 and ECON 103.

ECON 361. Managerial Economics (3)
This course explores the economic principles that underlie strategic decisions in firms. Topics include the determination of vertical and horizontal boundaries of firms, strategic positioning and the sources of competitive advantage. Prereq: ECON 102.

ECON 364. Competition and Public Policy (3)
This course covers alternative market structures and their performance in terms of profit, prices, and productivity, as well as antitrust laws and regulations and their importance to industrial organization. Prereq: ECON 102.

ECON 367. Economics of Energy (3)
The economic aspects of energy are studied. Long term trends in consumption, sources of supply, the theory of nonrenewable resources, interactions with environmental problems, and current questions of energy policy are included. Prereq: ECON 102.

ECON 368. Environmental Economics (3)
This course examines the economics of both the causes of pollution and the remedies for it. Among the topics covered will be: citing of environmentally undesirable facilities (such as nuclear waste repositories), tradable air pollution emissions permits, pesticide use in agriculture, and international cooperation in cleaning up the Great Lakes. Prereq: ECON 102.

ECON 369. Economics of Technological Innovation (3)
This course looks at the process of technological change. We will explore topics such as: the computer/internet revolution, Japanese manufacturing techniques, the mechanization of housework, the impact of new technology on workers and consumers, and how managers and government policy-makers can affect the nature of technological change. Prereq: ECON 102.

ECON 372. International Finance (3)
This course deals with open-economy macroeconomics and international financial markets, covering open-economy national income analysis, international macroeconomic policy coordination, exchange rate determination, foreign portfolio investment, and global financial crises. Prereq: ECON 102 and ECON 103. Cross-listed as BAFI 372.

ECON 373. International Trade (3)
This course deals with international trade theories and policies, covering gains from and patterns of trade, immigration, foreign direct investment, protectionism, multilateral trade liberalization, regionalism and the costs and benefits of globalization within as well as among nations. Prereq: ECON 102 and ECON 103.

ECON 375. Economics of Developing Countries (3)
This course examines the problems of less developed countries, including theories of economic growth, policies for capital accumulation, criteria for resource allocation, foreign trade problems, inflation, population trends, and development planning. Prereq: ECON 102 and ECON 103.

ECON 377. Economics of Nonprofit Organizations (3)
The purpose of this course is to familiarize students with the private nonprofit sector of the U.S. economy, with economic theory contributing to our understanding of this sector, and with economic analysis of policy and management issues affecting nonprofit organizations. Topics include understanding the different types of nonprofit organizations; the size, scope and economic impact of the nonprofit sector; economic theories of why nonprofit organizations exist and how they behave; economic analysis of tax and regulatory policy issues affecting nonprofits. Prereq: ECON 102.

ECON 378. Health Care Economics (3)
This course deals with the health care system, the fastest growing sector of the U.S. economy. Because of its complexity and sheer size, the health care system affects virtually every facet of the economy, including labor productivity, income distribution and international competitiveness. The course will foster an understanding of economic analysis of health care markets and related public policy issues by developing a general understanding of the health care system, and then focusing on (1) the behavior of consumers; (2) the supply side (physicians, hospitals and their markets); (3) insurance and regulation with special emphasis on current events. Prereq: ECON 102; ECON 103 recommended.

ECON 386. Urban Economics (3)
Microeconomic theory as taught in principles (and even intermediate) does not usually take into account the fact that goods, people, and information must travel in order to interact. Rather, markets are implicitly modeled as if everyone and everything is at a single point in space. In this course, we examine the implications of spatial location for economic analysis. One of the most important implications is that households and firms can find it advantageous to cluster together in cities in order to reduce transportation costs. The course will emphasize applying the theoretical analysis to real world issues, with a special emphasis on important problems facing the Cleveland metropolitan area. Prereq: ECON 102.

ECON 398. Honors Research II (1-3)
Prereq: ECON 397.

ECON 399. Individual Readings and Research (1-6)
Intensive examination of a topic selected by the student.

ECON 403. Economics for Management (3)
This course surveys of the basic principles of micro and macroeconomics. Topics covered in microeconomics include supply and demand, the theory of production and costs, market structures and factor markets. Macroeconomics topics are the national incomes accounts, the determination of national income, employment and inflation, fiscal and monetary policies and international trade.

ECON 415. Economic Analysis for Managers-E.M.B.A. (2)
This course, which is limited to students in the Executive M.B.A. program, explores the basic elements of the economic system which the executive needs to know in order to understand how the firm interacts with the system and how economic factors affect decision making.

ECON 421. Health Economics and Strategy (3)
This course has evolved from a theory-oriented emphasis to a course that utilizes economic principles to explore such issues as health care pricing, anti-trust enforcement and hospital mergers, choices in adoption of managed care contracts by physician groups, and the like. Instruction style and in-class group project focus on making strategic decisions. The course is directed for a general audience, not just for students and concentration in health systems management. Prereq: ECON 403 or MBAC 426. Cross-listed as HSMC 421 and MPHP 421.

ECON 431. Economics of Negotiation and Conflict Resolution (3)
Students frequently enroll in a negotiation class with one thought in mind–negotiating a better job offer from an employer. They soon learn, however, that negotiation skills can do far more than improve a pay check. Negotiations occur everywhere: in marriages, in divorces, in small work teams, in large organizations, in getting a job, in losing a job, in deal making, in decision making, in board rooms, and in court rooms. The remarkable thing about negotiations is that, wherever they occur, they are governed by similar principles. The current wave of corporate restructuring makes the study of negotiations especially important for M.B.A.s. Mergers, acquisitions, downsizing and joint ventures call into question well established business and employment relationships. Navigating these choppy waters by building new relationships requires negotiation skills. The increased stress on quality and other hard-to-measure aspects of relationships with customers and suppliers makes the process of negotiation even more complex and subtle. For these reasons, negotiation classes have taken center stage in the study of management. Every major business school now offers classes in negotiation and these classes are overflowing with students. Cross-listed as LHRP 413.

ECON 434. Business and Nonprofit Entrepreneurship (3)
This course examines the power of entrepreneurship in the nonprofit sector. It will cover large scale policy initiatives, new services and for-profit activities. Course elements include vision, staffing, leadership, and funding. Cross-listed as ENTP 434 and MAND 434.

ECON 435. Industrial Economics and Technical Innovations-E.M.B.A. (2)
This course, which is limited to students in the Executive M.B.A. program, presents the basic elements in the analysis of production and technological change. It explores the uses and limitations of theory in analyzing innovative activity in industry and examines the role of technological progress in the growth of firms and industries.

ECON 436A. Economics of Organizations-E.M.B.A. (2)
Dramatic changes in technology, work force demographics and economic competition are forcing firms to rethink their internal organization. Implementing new internal strategies is remarkably hard for organizations and managers to do. This class is designed to provide the economic tools that managers need to understand why their organizations are the way they are and why change can be as difficult as it is important. This course focuses on two elements of a firm’s internal strategy: structuring incentives and investing in relationships. In the incentives section, we analyze how organizations: allocate decision rights; evaluate performance; and implement motivation strategies. In the relationships section, we analyze how organizations sustain functional, long-term relationships in competitive or conflictual environments. A small number of surprisingly simple economic models, it turns out, offer important insights into incentive design and investments in long-term relationships.

ECON 436B. Economics of Organizations-M.B.A. (3)
Dramatic changes in technology, work force demographics and economic competition are forcing firms to rethink their internal organization. Implementing new internal strategies is remarkably hard for organizations and managers to do. This class is designed to provide the economic tools that managers need to understand why their organizations are the way they are and why change can be as difficult as it is important. This course focuses on two elements of a firm’s internal strategy: structuring incentives and investing in relationships. In the incentives section, we analyze how organizations: allocate decision rights; evaluate performance; and implement motivation strategies. In the relationships section, we analyze how organizations sustain functional, long-term relationships in competitive or conflictual environments. A small number of surprisingly simple economic models, it turns out, offer important insights into incentive design and investments in long-term relationships.

ECON 441. Economics of Financial Intermediation (3)
(See BAFI 441.) Cross-listed as BAFI 441.

ECON 461. Managerial Economics (3)
This course explores the economic principles that underlie strategic decisions in firms. What determines their boundaries - i.e., Which activities do they expand, acquire and divest? What are the sources of competitive advantage, and how do firms position themselves strategically? Prereq: ECON 403 or MBAC 426.

ECON 462. E-Business and the New Economy (3)
This new economy course focuses on the following questions: What is this phenomenon variously called the digital economy, the global information economy, the new economy, or the networked society? How is it related to E-business or E-commerce? What are its most important features? What impact will it have on competition, business organization, and business strategy? What does it mean for businesses in Cleveland (U.S. vs. other countries)? Why is the stock market valuation of Procter and Gamble lower than that of companies that have been around for only a couple of years and never made a profit? Prereq: ECON 403 or MBAC 426.

ECON 472. The World’s Regions and Strategic Advantage (3)
This course will focus on business decisions in an increasingly complex regional and global economic environment and the significance of place in business success. Every company decision involves location–recruiting, locating headquarters or an R&D lab, choosing where to invest, evaluating a merger, evaluating the investment portfolio of a bank, locating a new facility, and marketing your product. Topics include: high technology development, interpreting business climate indexes, the business location decision, sources of regional advantage, case studies of the world’s important cities, geographic clustering of industries, and business partnerships for improving regional economics. Prereq: ECON 403.

ECON 474. International Trade (3)
This course deals with the causes and effects of international trade and investment. Its coverage includes the global and regional commercial agreements and institutions that affect the international business environment. The European Union, the North American Free Trade Agreement, and the World Trade Organization are treated extensively. Prereq: ECON 403.

ECON 475. International Finance (3)
This course covers the global financial markets that multinational corporations, government agencies, and banks use in conducting business. These financial markets include the market for foreign exchange, the Eurocurrency and related money markets, the Eurobond and global equity markets, the commodity markets, the markets for forward contracts, options, swaps, and other derivatives. Prereq: ECON 403.

ECON 476. Fundamentals of International Business-E.M.B.A. (3)
This course deals with the fundamentals of business activities that cross national boundaries. It focuses on not only exports and imports, but all other issues, such as foreign direct investment, international technology transfer, organizational structure, and financial management, that required a corporate strategy in establishing and maintaining global competitiveness. It covers the basic international business activities within an interdisciplinary framework, drawing from economics, finance, accounting, marketing, organizational behavior, political science, and history. Its aim is not only to enable an understanding of such technical issues as how the effects of tariffs and quotas differ or how foreign exchange rates are determined, but also to provide a systemic view of how government policies and corporate strategies interact in changing the environment of international business. The basic premise of the course is that to formulate successful global corporate strategies, we must comprehend and cope with the political, cultural, and economic environment of international business.

ECON 482. High-Tech Regions and Business Strategy (3)
Many regions of the world seek to emulate Silicon Valley’s success as a high-tech center. These include Taiwan, Israel, India, Britain, Cote d’Azur ("Europe’s California"), Pyramid Technology Park of Egypt, and Malaysia. A region’s innovation system serves as both a source of strategic advantage for high-tech companies and as a critical infrastructure for supporting the development and use of new technology by a region’s companies and industries. In this course we look at what makes Silicon Valley so successful as a high-tech region, and whether it can be used as a model for high-tech development in other countries and regions. We examine alternative systems of innovation in other regions of the world and the U.S., including older industrial regions. Countries and regions will be selected depending on class composition. The class will focus on the critical ingredients that form a regional innovation system and their effect on the performance of companies and industries. Prereq: ECON 403 or MBAC 426 or equivalent.

ECON 486. Value Creation through Real Estate (3)
Introduction to economic analysis of real estate markets, with focus on development of urban land. Introduction to financial instruments used in development, and to the role of government in facilitating and constraining the use of real property. Prereq: MBAC 426 or ECON 403 or instructor permission.

ECON 501. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking reading in a field of special interest.

ECON 601. Special Problems and Readings (1-18)
This course is offered, with permission, to Ph.D. candidates undertaking reading in a field of special interest.

Peter B. Lewis Building
Leonard H. Lynn, Chair
Phone 216-368-6048; Fax 216-368-4785

Paul F. Gerhart, Head
Phone 216-368-2045; Fax 216-368-4785

Melissa Cardon, Ph.D. (Columbia University)
Assistant Professor of Labor and Human Resource Policy

Paul F. Gerhart, Ph.D. (University of Chicago)
Professor of Labor and Human Resource Policy
Collective bargaining, conflict management and dispute resolution, labor markets, wage and salary administration

Gil A. Preuss, Ph.D. (Massachusetts Institute of Technology)
Assistant Professor of Labor and Human Resources Management
Strategic human resource management, high performance work systems, organizations and information

Paul F. Salipante, Jr., Ph.D. (University of Chicago)
Professor of Labor and Human Resource Policy
Human resource management in private and nonprofit organizations, theories and procedures of employment conflict, including tension between tradition and change

Norman G. Halpern, M.A. (Case Western Reserve University)
Adjunct Professor of Labor and Human Resource Policy

LHRP 251. Labor and Human Resources Management (3)
The main objective of this course is to discuss four forms of employment relationships (old non-union, old union, new non-union, and new union). The topics include an overview of the legal basis for the employment relationship in the non-union sector (employment standards), a detailed discussion of collective bargaining (the history of the labor movement, the legal basis for unions, the major actors in the employment relationship, the process of collective bargaining, the grievance arbitration process, and the future of the labor movement), the development of human resource management, and the prospects for labor-management co-operation. The course includes a bargaining simulation, which highlights the complex nature of the collective bargaining process. One of the main advantages of the course is the way it relates the dimensions of the employment relationship with appropriate career paths for undergraduate students.

LHRP 311. Labor Problems (3)
This course examines labor/capital/government relations from current and historical perspectives. It reviews sociological, political, psychological, and economic explanations for conflicts and cooperation between labor and management. Selected aspects of law and negotiated institutions, such as individual rights and grievance procedures and a comparison of the U.S. with other countries, are also covered.

LHRP 360. Independent Study (1-18)
This course is offered for candidates undertaking reading or independent research in a field of special interest.

LHRP 409A. Unions, Collective Bargaining, and Management Policy (1.5)
The course examines why and how employees join or do not join unions; the processes of certifying and decertifying unions; alternative strategies used by management in dealing with unions; and models of union-management cooperation in traditional manufacturing, transportation, and service industries. The course is focused on U.S. managerial practice, but public policies and practices among selected major trading partners are also considered briefly. Ordinarily an all-day collective bargaining simulation is part of the course. Students enrolling in the 2.0 credit version of the course develop an independent reading assignment on grievance arbitration and attend and analyze a live grievance arbitration hearing.

LHRP 409B. Unions, Collective Bargaining and Management Policy (2)
The course examines why and how employees join or do not join unions; the processes of certifying and decertifying unions; alternative strategies used by management in dealing with unions; and models of union-management cooperation in traditional manufacturing, transportation, and service industries. The course is focused on U.S. managerial practice, but public policies and practices among selected major trading partners are also considered briefly. Ordinarily an all-day collective bargaining simulation is part of the course. Students enrolling in the 2.0 credit version of the course develop an independent reading assignment on grievance arbitration and attend and analyze a live grievance arbitration hearing.

LHRP 413. Economics of Negotiation and Conflict Resolution (3)
(See ECON 431.) Cross-listed as ECON 431.

LHRP 421. Strategic Human Resource Management (3)
The effective motivation and management of human resources within the enterprise is treated in this course with special emphasis on the integration of Human Resources strategy into the overall competitive strategy of the enterprise. Implications of the inevitable conflict of goals and interests among organization members are considered, covering such areas as hiring, performance appraisal, labor-management relations, employee rights, pay systems, grievance systems, and worker participation.

LHRP 424. Developing High Performance Work Systems (3)
This course will focus on understanding the factors shaping high performance work systems (HPWS) in organizations. Overall, an HPWS is based on a philosophy of using people to provide a sustainable competitive advantage; a reorganization of work structures and processes to maximize organizational learning and customer responsiveness; a set of human resource policies that seeks to build employees’ motivation and skills, and align individual interests with those of the organization; and new approaches to managing employees that are consistent with these philosophies, work organizations, and policies. The content of the course is divided in three parts: 1) an introduction to HPWS, 2) components of HPWS, and 3) factors beyond the work systems that shape adoption and outcomes. Course work will include a combination of readings from various sources as well as several cases for class discussion. Class grade will be based on participation, individual case analyses, a paper addressing a topic within HPWS, and a final exam. Prereq: MBAC 413 or MGMT 413.

LHRP 425. Managing Human Resource Issues in Entrepreneurial Firms (3)
This course examines how entrepreneurial firms can develop human resource practices and strategies to sustain their vision, grow their businesses, and create value for customers, shareholders, and employees. The first half of the course will be devoted to exploring the distinctive challenges entrepreneurial firms encounter in aligning organizational goals and human resource strategy and practices. Among those practices to be studied in the first half of the course are staffing, recruitment and selection, compensation, and employee motivation. The second half of the course will explore these issues further in the context of key organizational phases ranging from firm foundings, the transition from entrepreneurial to professional management, the development of "intrepreneurship" in existing organizations, and the spin-off of the new corporate ventures. Cross-listed as ENTP 425.

LHRP 431. Advanced Negotiations (3)
This course builds negotiation concepts and principles introduced in the Negotiations Lab (MBAC 413L or MGMT 413L). The focus is on enhancing individual as well as organizational performance and competitive advantage through "principled negotiation," "win-win" bargaining; and collaborative approaches to bargaining. Concepts, strategies, and models of negotiation are drawn from social psychology, economics, labor, relations, and legal literature. Students will also be introduced to mediation (both as mediators and negotiators); to the complex art of advocacy and to the latest alternative dispute resolution (ADR) techniques. There is heavy reliance on role-play and simulations to introduce the main ideas developed in the course. There is no prerequisite for the course. The first week of the course is devoted to a review of concepts introduced in the 1.0 credit hour Negotiations Lab for students who have not taken it.

LHRP 435A. International Human Resources Management (1.5)
This course examines the unique challenges of managing Human Resources globally. Particular emphasis is on cultural and other contextual differences, and their influence on other HR practices such as selection, training, performance management, compensation, and union relations. The course establishes a conceptual foundation in cross-cultural cognitive and behavioral differences. Heavy emphasis is on case analysis. Students enrolling in the 2.0 credit version of the course will select a particular region or country (other than the one where they hold citizenship) and develop an independent analysis of particular advantages and challenges facing the human resource manager assigned to this country or region. The instructor may approve alternative projects. There is no formal prerequisite, but it is recommended that students have either completed, or are taking concurrently, the Human Values in Organizations course (MBAC 413 or MGMT 413) or LHRP 421.

LHRP 435B. International Human Resources Management (2)
This course examines the unique challenges of managing Human Resources globally. Particular emphasis is on cultural and other contextual differences, and their influence on other HR practices such as selection, training, performance management, compensation, and union relations. The course establishes a conceptual foundation in cross-cultural cognitive and behavioral differences. Heavy emphasis is on case analysis. Students enrolling in the 2.0 credit version of the course will select a particular region or country (other than the one where they hold citizenship) and develop an independent analysis of particular advantages and challenges facing the human resource manager assigned to this country or region. The instructor may approve alternative projects. There is no formal prerequisite, but it is recommended that students have either completed, or are taking concurrently, the Human Values in Organizations course (MBAC 413 or MGMT 413) or LHRP 421.

LHRP 440. Human Resources Policy for Executives-E.M.B.A. (2)
This course focuses on managing human resources from the viewpoint of the general or line manager. It considers strategic, practical and legal aspects of hiring, performance appraisal, grievance systems, pay systems, worker participation and unions. Some emphasis is given to the enhancement of negotiating skills to improve outcomes for all organizational participants. This course is limited to students in the Executive M.B.A. program.

LHRP 445. Compensation and Benefits (3)
Strategic management of compensation and benefits for effective motivation of managers and employees is introduced through the use of cases and student development of a wage and salary system based on a live organization. Since government-mandated and voluntary benefits comprise a third of compensation costs for many firms, significant attention is given to the attraction, retention, and motivational effects of benefits such as tuition reimbursement and training programs. Contingent compensation as a motivator and employment cost control device are also given significant attention.

LHRP 451. Alternative Dispute Resolution (2)
(See LAWS 351.) Cross-listed as LAWS 351.

LHRP 501. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking individual reading or research projects in a field of special interest.

LHRP 601. Special Problems and Topics (1-18)
This course is offered, with permission, to Ph.D. candidates undertaking reading in a field of special interest.

Robert D. Hisrich, Head
Phone 216-368-5354; Fax 216-368-4785

Robert D. Hisrich, Ph.D. (University of Cincinnati)
Professor of Management Policy; Mixon Chair of Entreprenuership
Entrpreneurship, venture capital and international business

John D. Aram, Ph.D. (Massachusetts Institute of Technology)
Professor of Management Policy; Director, Executive Doctor of Management Program
Management policy and practices, socio-economic development, institutional analysis

Sayan Chatterjee, Ph.D (University of Michigan)
Associate Professor of Management Policy
Diversification, mode of entry, mergers and acquisitions

David L. Deeds, Ph.D. (University of Washington)
Assistant Professor of Management Policy and Entrepreneurship

Steven P. Feldman, Ph.D. (The Wharton School, University of Pennsylvania)
Associate Professor of Management Policy
Business ethics and professional ethics, leadership, business-society relations

Moren Levesque, Ph.D. (University of British Columbia)
Assistant Professor of Management Policy and Entrepreneurship

Ernesto J. Poza, M.B.A.,M.S. (Massachusetts Institute of Technology)
Professor for the Practice of Management; family business continuity and governance

Richard L. Osborne, M.S. (Case Western Reserve University)
Professor for the Practice of Management

Vasudevan Ramanujam, Ph.D. (University of Pittsburgh)
Associate Professor of Management Policy
Strategic management technological innovation and change, international management

William S. Schulze, Ph.D. (University of Colorado at Boulder)
H.R. Horvitz Professor of Family Business; Assistant Professor of Management Policy and Entrepreneurship

Peter Gerhart, J.D.
Professor of Law, Professor of Management Policy

Eric Youngstrom, Ph.D.
Assistant Professor of Psychology, Assistant Professor of Management Policy

PLCY 200. Social and Political Environment of Management (3)
This course covers the impact of the legal and regulatory environment of business on the policies and practices of the firm. Director fiduciary responsibility, product liability, antitrust and corporate political action and major issues in the public policy environment of business are also examined.

PLCY 255. The Economic History of the United States (3)
(See HSTY 255.) Cross-listed as ECON 255 and HSTY 255.

PLCY 360. Independent Study (1-18)
Prereq: Consent of instructor.

PLCY 399. Business Policy (3)
This course uses case analysis to develop perspective and judgment on business problems through the integration of functional areas. Formulation, development, and implementation of organization goals and policies, the development of strategy in relation to the competitive environment, and applications of quantitative and behavioral decision-making techniques are examined. Prereq: Senior standing.

PLCY 401. SME Management in Europe (3)
The objective of the course is to develop understanding of SMEs and their institutional environment, particularly in the European context, to inspire to entrepreneurial thinking and behavior, to enhance the ability to create and manage SMEs successfully.

PLCY 418. New Enterprise Development (3)
This entrepreneurship course teaches how to start, acquire and manage one’s own business. Valuation, capital acquisition, turnarounds and growth strategies are featured, utilizing successful entrepreneurs and their companies to assure a real world learning experience. Cross-listed as ENTP 418.

PLCY 419. Entrepreneurship (3)
Utilizing active entrepreneurs, class exercises and original case studies, this course will explore the roles of the chief executive in smaller enterprises as negotiator, manager, leader and strategist. Cross-listed as ENTP 419.

PLCY 420. Managing the Family Firm (3)
The vast majority of U.S. firms are family controlled and present special problems in strategic management including the interaction of family and firm objectives, executive succession, management development and motivation, finance, estate planning, etc. This course explores solutions to these problems in the context of guiding the firm’s growth through the threshold between personal and professional management. The course pedagogy is participative and experiential. Cross-listed as ENTP 420.

PLCY 422. Managing an Emerging Growth Enterprise (3)
Students are exposed to what it is like to work in an emerging growth company with sales under $100 million. Prospective students might be individuals who are considering employment with middle market company, entrepreneurs who may start a company, or business persons who may buy a middle market company. The learning experience will stem from participating in an actual semester-long project. In-class discussions include: business planning, selling, managing technology transfer, and creativity/innovation, and guest presentations by CEOs from middle market companies. Prereq: ACCT 401 and BAFI 402 and MKMR 403 and MIDS 409 and consent of instructor. Cross-listed as ENTP 422.

PLCY 424. Advanced Principles of Entrepreneurship (3)
This course will provide students with in-depth information on the entrepreneurial process by cross-cutting the stages of venture development with key functional business areas including marketing, operations, strategic planning, finance, and human resources. Each student will complete a practicum with a host company that consists of a weekly time commitment (work schedules will be set and agreed to by the course instructor, the host company and the student). Prereq: Approval of Ellen Blahut, EDI. Cross-listed as ENTP 424.

PLCY 425. Chief Executive Officer (3)
This course is designed for students who aspire to become a chief executive officer. The unique role, responsibilities, and requirements of the CEO will be explored. Students will benchmark CEO best practices through exposure to leading chief officers, study the paths to and preparation for the top job, and develop a personal career strategy to increase their chances of becoming a CEO.

PLCY 425H. Chief Executive Officer (3)
This course is designed for students who aspire to become a chief executive officer. The unique role, responsibilities, and requirements of the CEO will be explored. Students will benchmark CEO best practices through exposure to leading chief officers, study the paths to and preparation for the top job, and develop a personal career strategy to increase their chances of becoming a CEO.

PLCY 426. International Entrepreneurship (3)
This course introduces the area of international entrepreneurship by focusing on various aspects of this area. Topics to be covered include: conditions making small, medium-sized, and new ventures increasingly important in international business; information sources relevant to international entrepreneurship; critical steps in deciding on doing international entrepreneurship, strategic planning and methods in conducting international entrepreneurship; and benefits and problems of going international as a new venture. Cross-listed as ENTP 426.

PLCY 427. Entrepreneurial Strategy (3)
This course focuses on the entrepreneurial process from a behavioral perspective by defining and developing the skills and behaviors necessary to be entrepreneurial in both the start-up and in the established firm setting. From the readings, case material and from interviews, you will develop a definition of the skills and competencies of entrepreneurs. You will also focus on developing your own competencies through exercises and a personal assessment of your entrepreneurial strategy. Finally, you will acquire strategies that will promote innovative thinking, idea championing, and change in established firms. Cross-listed as ENTP 427.

PLCY 428. Small Enterprise Consulting (3)
Student teams will apply their expertise and experience to solve a strategic problem for a small enterprise selected by COSE (Council of Small Enterprises). Teams are expected to meet with their client, manage the project workload, and provide a case report with recommendations. Cross-listed as ENTP 428.

PLCY 429. New Venture Creation (3)
This course focuses on all aspects of creating a new venture from both an entrepreneurial as well as an intrapreneurial perspective. The primary focus of the course will be understanding all the aspects of the business plan both at start-up as well as growing the venture. This will involve understanding: sources of capital, the financial plan, the marketing plan, the organization plan, and the production plan all within the business plan framework. (Fall) Cross-listed as ENTP 429.

PLCY 440. Entrepreneurial Finance (3)
This course explores the financing of entrepreneurial new ventures. The primary focus of the course will be the various financing methods and mechanisms available to entrepreneurs. This will involve understanding: estimation of capital requirements, bootstrap financing, angel investors, venture capitalists, private placements, firm valuation and initial public offerings. Cross-listed as ENTP 440.

PLCY 441. Technology-Based Entrepreneurship (3)
This course seeks to equip students with the skills and factual information they need to create viable businesses in the face of such dynamism and uncertainty. We will develop skills to assess the viability of technology-based opportunities. We will also examine the elements of strategic analysis and positioning for competitive advantage in dynamic markets. Finally, we explore how entrepreneurs can create and structure the internal resources of the firm in order to exploit market opportunities and grow. While technology-based entrepreneurs often focus on technology and product-related issues, lack of attention to the creation, organization, and protection of internal resources can be a key inhibitor of growth. Cross-listed as ENTP 441.

PLCY 450. Challenges to U.S. Management from East Asia (3)
Examination of the Japanese, Chinese, and other East Asian business systems. Looks at how the business systems relate to broader social, economic, and political contexts. Compares the different systems with each other and with that of the United States. Inquires into the reasons for the past successes and recent problems of these systems.

PLCY 451. Development and Implementation of Global Strategy (3)
World events have radically altered the business environment as well as the structure and decision making of business throughout the world. Businesses today must increase their awareness of the influence of international events and activities on their future and establish and conduct transactions in other countries. While businesses become international for such reasons as a desire for continued growth, domestic market saturation, the opportunity to exploit some new technological advantage, the dominant reason relates to performance, as there is a correlation between improved performance and the degree of internationalization and the extent that this internationalization is focused through a well-formulated global strategy, the substance of this course.

PLCY 471. Innovation and Intrapreneurship (3)
This course is designed to acquaint students with the ongoing innovation process in an organization. Through in-depth participation and observation of an innovation in an area organization, students develop an understanding of what leads to entrepreneurial activity and the analytical skills to evaluate and design managerial processes for innovation. Cross-listed as ENTP 471.

PLCY 472. Strategic and Organizational Issues in the
Management of Technology (3)
This course addresses a wide variety of strategic and organizational issues that confront firms in technology-intensive environments. Although the emphasis is on firms in the private sector, public policy issues will be covered where appropriate. The course covers five broad themes: (1) managing firms in technology-intensive industries, (2) linking technology and business strategies, (3) using technology as a source of competitive advantage, (4) organizing the firm to achieve these goals, and (5) implementive technology in organizations. Case studies and participation in class discussions are stressed. In addition, students analyze actual situations in organizations and summarize their findings and recommendations in an in-depth term paper. Prereq: BAFI 402 and ECON 403 and MKMR 403.

PLCY 473. E-Business Strategies (3)
This course will develop a basic understanding of how e-commerce firms have developed a strategy for providing value to both consumers and businesses. The course will build on the basic strategy frameworks that the students have learned in their course strategy classes. The pedagogy will involve short lectures and case discussions. Prereq: MBAC 411 and MBAC 421.

PLCY 480. Management Policy and Strategic Planning I-E.M.B.A. (2)
This course places the functional areas covered in the first year in the Executive M.B.A. program in a context of corporate objectives and works on problems involving the interaction of functional areas. This course is limited to students in the Executive M.B.A. program.

PLCY 481. Strategic Planning-E.M.B.A. (2)
This course develops an understanding of the long-term strategic view of the firm. The ability to analyze types of business strategies and capabilities is emphasized. Readings and cases examine alternatives, including internal growth, acquisitions, divestitures, and other emerging forms of corporate development. This course is limited to students in the Executive M.B.A. program.

PLCY 488. Applied Problem Analysis-E.M.B.A. (2)
Participants are required to study an organization of corporate problems which reflects individual backgrounds and interests and which is of significance to their futures and to corporate objectives. This analysis is carried out with faculty supervision and may be conducted with a team of full-time M.B.A. students. This course is limited to students in the Executive M.B.A. program.

PLCY 490. Diversification and Merger Strategies (3)
This course explores the determinants of successful diversification strategy and a special case, acquisitions, to sustain growth and profitability. The course develops current frameworks of diversification based around the notion of synergy and/or capabilities transfer at the business strategy level. Using the fundamentals of competitive strategy, the course addresses type of entered markets (related or unrelated) and the mode of entry (direct, joint venture, acquisitions, etc.). The course also develops advanced frameworks of diversification built around the concept of strategic intent, core competencies, leveraging of resources and dominant logic. Finally, the course develops the concepts that are useful in acquisitions. These concepts will address individual acquisitions as well as acquisition programs. The course content will be complemented by guest speakers from industry. Prereq or Coreq: PLCY 495 or PLCY 499. Prereq: BAFI 403.

PLCY 494. Consultation/Management of Professional Service Firms (3)
The course views consultancy as a role rather than career and conceptualizes consultancy as a process of optimizing an organization’s value creation potential. Students should be able to apply the concepts regardless of career choice. Unique aspects of consultancy to entrepreneurial firms will be emphasized. Exposure to senior practicing consultants is featured. Students will learn to match consulting methodologies with client needs. Projects include student consultancy to actual companies.

PLCY 495. Industry and Competitive Analysis for Strategic Planning (3)
This course introduces methods of industry and competitive analysis. Industry structure and firm competitive behavior are studied with a view to develop business strategies for securing and preserving competitive advantage. Emphasis is placed on understanding industry dynamics and the processes by which industries undergo change and evolution. Emphasis is also placed on firms’ capabilities and core competencies and their capacity to implement major strategic changes in their industries. Readings and cases are the principal pedagogical tools utilized in this course. Students are required to analyze an industry of their choice in small project teams and present their analyses in class.

PLCY 496. Strategic Planning and Control Systems for
Strategy Implementation (3)
This course introduces the principal tools of strategy implementation, namely the design of organization structures, the use of formal planning and control systems, and the design of measurement and reward systems. The importance of organizational context (small vs. large, for profit vs. not-for-profit, manufacturing vs. service, etc.) and the need to tailor systems to the context of the organization are emphasized. New and emergent organizational forms and their role in strategy development and implementation are reviewed. Cases and readings are the principal pedagogical methods utilized. Students work in small project teams, study the operation and effectiveness of systems for strategic control in organizations, and present the results of their analysis in class presentations.

PLCY 499. Management Policy (3)
This course focuses on the work of top managers in their roles as creator of value in organizations and society. The multiple skill requirements of top managers’ roles are stressed, particularly their leadership ability and their ability to develop and implement strategies for the long term in the face of environmental changes and domestic and global competitive threats and opportunities. The integration of functional areas such as marketing, finance, manufacturing and human resource management into a coherent and comprehensive analysis of the total organization is emphasized. Course requirements vary, but exercises such as computer simulations of whole industries, field projects involving contact with local organizations, and strategic analysis of firms or industries using in-depth library research are frequently used. The course is taught through the case method, and learning by discussion, reading, debate and written analysis of cases is stressed. The course tends to be more varied and open-ended than functional area courses. Prereq: Completion of all other required M.B.A. courses.

PLCY 501. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking reading in a field of special interest. Prereq: Consent of instructor.

PLCY 601. Special Problems and Topics (1-18)
This course is offered, with permission, to Ph.D. candidates undertaking reading in a field of special interest.

N. Mohan Reddy, Head
Phone 216-368-2038 Fax 216-368-4785

Stanton G. Cort, D.B.A. (Harvard University)
Associate Professor of Marketing
Market opportunity analysis, channel management, multinational market entry strategy and marketing and development

Ellen Garbino, Ph.D. (Duke University)
Assistant Professor of Marketing

Tripat Gill, M.B.A. (Indian Institute of Management)
Instructor of Marketing

Detelina Marinova, Ph.D. (University of Cincinnati)
Assistant Professor of Marketing

N. Mohan Reddy, Ph.D. (Case Western Reserve University)
Associate Professor of Marketing; Interim Associate Dean for Executive Education; Nancy and Joseph Keithley Professor in Technology Management
Management and marketing technology

Jose Antonio Rosa, Ph.D. (University of Michigan)
Assistant Professor of Marketing

Jagdip Singh, Ph.D. (Texas Tech University)
Professor of Marketing
Marketing research, research methodology and measurement, consumer satisfaction/dissatisfaction and issues in boundary spanning roles

Deepak Sirdeshmukh, Ph.D. (Ohio State University)
Visting Assistant Professor of Marketing
Consumer memory and persuasion processes underlying brand positioning, brand image and consumer satisfaction management

Eric Youngstrom, Ph.D.
Assistant Professor of Psychology; Assistant Professor of Marketing and Policy Studies

MKMR 301. Marketing Management (3)
This course covers key concepts and practices of marketing with emphasis on analysis and development of integrated marketing plans and programs that create customer value and competitive advantage in the world-wide marketplace. Prereq: ACCT 102.

MKMR 360. Independent Study (1-3)
This course is offered, with permission, to students undertaking reading and research in an area of their special interest.

MKMR 403. Managerial Marketing (3)
This course focuses on managing marketing as a process of creating value and mutually desirable exchanges of values. That is the foundation of a customer orientation and a central theme of market-driven management. Methods for strategic marketing planning, understanding buyer behavior, market analysis, segmentation and devising integrated marketing programs are introduced. Creating customer value and competitive advantage in worldwide markets is the central theme. Prereq: ACCT 401.

MKMR 405. Industrial/New Technologies Marketing (3)
This course focuses on concepts and practices of business-to-business marketing of products and services. It also examines how rapid technological change impacts industrial markets. Topics covered include: buyer-seller relationship building, competitive bidding, developing markets for new materials and value-based pricing strategies. Marketing to the government, marketing of intellectual property and marketing-R&D-manufacturing interface issues will also be explored. Prereq: MKMR 403 or MBAC 424.

MKMR 406. Sales Force Management (3)
The best laid plans of marketing managers must be implemented in the trenches by the field sales force. This course provides a conceptual framework and analytical tools to profitably manage a firm’s field sales force. It first focuses on assessing key sales force outcomes: productivity of investment in the sales force, performance of individual salespeople, and turnover. Students then examine how to structure, deploy, motivate and compensate the sales force to maximize individual performance, manage turnover and provide a solid return on sales force investment. Specific issues covered include design and management of selling teams and independent agents, national account management, and managing the relationship between the marketing department and the sales force. Prereq: MKMR 403 or MBAC 424.

MKMR 407. Supply Chain Management (3)
If you’re not on the shelf, you’re not in business. This course addresses managing the processes of getting products and service to market. It focuses on strategic and tactical management of the supply chain and distribution channels as value-adding networks. Topics include assessing the value creation potential of network members (suppliers, producers, distributors, dealers, and retailers), which of them should make key decisions and how they relate to each other. Emphasis is on communication throughout the marketing network to coordinate activity, to provide appropriate compensation, and to ensure the marketing program is implemented effectively at the customer level. Prereq: MKMR 403 or MBAC 424 or MIDS 456. Cross-listed as OPMT 407.

MKMR 410. Marketing Research for Decision Making (3)
This course stresses the generation and use of marketing information for a range of managerial decisions, including identifying and defining marketing performance and improving understanding of marketing as a process. This course discusses contemporary approaches for defining marketing information needs, designing methods for information collection and making sense of obtained results. The course utilizes lecture/discussion, case analysis, and a field project to develop skills in defining and solving marketing problems. Prereq: MKMR 403, MBAC 414, MBAC 424, QUMM 414. Coreq: MBAC 424.

MKMR 411. Consumer Behavior (3)
This course addresses micro and macro issues in consumer behavior which are essential for managers seeking to analyze and influence consumer decision making. The course focuses on how consumer behavior analysis can be used to develop effective marketing techniques and strategies. This involves developing an understanding of consumer behavior from a variety of perspectives, identifying the major factors that influence how consumers process and learn, marketing communications, managing consumer satisfaction, and developing an understanding of purchase decision making and its implications for marketing strategy. Emphasis is placed on designing persuasion strategies, enhancing brand memory, consumer profiling, analyzing consumer trends, and customer relationship management. Prereq: MKMR 403 or MBAC 424. Coreq: MBAC 424.

MKMR 412. E-Marketing (3)
Using a combination of lectures, cases, and hands-on projects, the course examines how the Internet influences all the key aspects of marketing, including marketing strategy, pricing, advertising, segmentation, marketing research, retailing, distribution channels, and international marketing. Additionally, the course will cover more Internet specific topics such as privacy, wireless web, sales force automation, and emarketplace models. The course incorporates both business-to-business and business-to-consumer outlooks.

MKMR 413. Services Marketing (3)
The service sector contributes to greater than 50% of the U.S. GNP and total employment. By all accounts, global markets are experiencing a strong surge in demand for services and there is increasing competitive intensity among service organizations. In contrast to consumer and industrial products, managing and marketing services pose unique challenges to managers and the service organization. These include understanding service customer needs, managing internal service quality, creating effective organizational blue-prints for service delivery, and building organization and brand equity to create sustainable competitive advantages. These challenges are best overcome through a systematic and thoughtful study of services marketing and developing frameworks to guide strategy development and implementation. Prereq: MKMR 403 or MBAC 424.

MKMR 415. Managerial Marketing-E.M.B.A. (2)
This course focuses on the analysis, planning, and implementation of marketing strategies from middle and upper management perspectives. Key concepts and methods for the development of integrated marketing programs are introduced. This course is limited to students in the Executive M.B.A. program.

MKMR 420. Health Systems Marketing (3)
This course stresses the practical application of marketing technique to health care products and services. The major components of the industry and the interrelationships among health care customers, payers, providers and equipment suppliers are examined. Also addressed are ethical issues of health care marketing. Prereq: MKMR 403 or MBAC 424 or consent of instructor. Cross-listed as HSMC 422.

MKMR 421. Product and Brand Management (3)
Established products and brands typically provide the majority of firms’ earnings. If carefully managed, these products also are a significant source of growth and future earnings. This course focuses on the role of a Product/Brand Manager in profitably managing a firm’s existing offering. Students identify areas for growth (or decline) within a firm’s mature product lines, devise ideas to capitalize on growth potential or address decline, develop and assess concrete marketing initiatives, and determine the financial impact of alternative plans. The course uses a combination of case analysis, lecture/discussion and guest speakers, allowing students to develop their repertoire of quantitative and qualitative marketing decision skills. Prereq: MKMR 403 or MBAC 424.

MKMR 425. Global Marketing (3)
This course addresses the process of marketing across political and cultural boundaries, within trade groups like the EC, NAFTA and ASEAN and under global trade systems like the WTO or GATT. Emphasis is on planning, programming and managing profitable marketing strategies for exporting, importing or in-country production. Topics include: comparative opportunity analysis, identification of key points where value is added, market entry strategies, in-country competition after entry, and worldwide strategies for various stages of multinational marketing involvement. Prereq: MKMR 403 or MBAC 424.

MKMR 450A. Entrepreneurial Marketing-E.M.B.A. (2)
This course addresses the entrepreneurial/intrapreneurial process of commercializing an idea for a market opportunity. Students select an opportunity and develop a deployable, one-year market entry program and a five-year strategic marketing program. Emphasis is on the entrepreneurial marketing decision process, including defining the business, defining the market, specifying customer perceived value, assessing competitive capability and advantage, identifying and properly using secondary and primary information, and deploying marketing programs throughout the organization and the supply chain. Prereq: Open to only E.M.B.A. students.

MKMR 450B. Entrepreneurial Marketing-M.B.A. (3)
This course addresses the entrepreneurial/intrapreneurial process of commercializing an idea for a market opportunity. Students select an opportunity and develop a deployable, one-year market entry program and a five-year strategic marketing program. Emphasis is on the entrepreneurial marketing decision process, including defining the business, defining the market, specifying customer perceived value, assessing competitive capability and advantage, identifying and properly using secondary and primary information, and deploying marketing programs throughout the organization and the supply chain. Prereq: MKMR 403 or MBAC 424. Cross-listed as ENTP 450.

MKMR 460. Marketing Communications Management (3)
This course provides a sound understanding of management of an organization’s total marketing communications. The focus is on identifying appropriate strategies and tactics for effectively communicating with end consumers and other stakeholders/publics, in order to manage the firm’s brand equity and its market, industry and societal positioning. Students examine the roles of advertising, sales promotion, point-of-purchase efforts, and public relations, and emerging direct marketing technologies. They work with developing and managing these elements as part of an overall, synergistic communications strategy. Marketing communications for ongoing as well as crisis situations are developed. Multiple perspectives on evaluation of the effectiveness of marketing communications are introduced. Topics addressed include: integrated marketing communications, brand equity management, corporate communications strategies, public relations management, and crisis management. Prereq: MKMR 403 or MBAC 424.

MKMR 475. Logistics/Physical Distribution Management (3)
(See OPMT 475.) Prereq: OPMT 405. Cross-listed as OPMT 475.

MKMR 476. Purchasing/Materials Management (3)
(See OPMT 476.) Cross-listed as OPMT 476.

MKMR 501. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking reading or a project in a field of special interest.

MKMR 511. Advanced Marketing Problem Solving (3)
This course emphasizes a problem solving approach for key marketing decisions that relies on graphical, exploratory, and statistical analysis of market data. Utilizing case studies, online databases, and secondary data, the course facilitates learning of the power of multivariate analysis in providing insights into, and clarifying the underlying dynamics of marketing phenomenon. Marketing decisions discussed cover consumer and industrial marketing problems. Intended for advanced students who are interest in data-based-decision-making tools for marketing problems. Prereq: MKMR 410 or consent of instructor.

MKMR 601. Special Problems and Topics (1-18)
This course is offered, with permission, to Ph.D. candidates undertaking reading or a project in a field of special interest.

Peter B. Lewis Building
Fred Collopy, Chair
Phone 216-368-2144; Fax 216-368-4776

Michel Avital, Ph.D. (Case Western Reserve University)
Assistant Professor of Information Systems Application of appreciative inquiry to people-centered design

Richard J. Boland, Jr., Ph.D. (Case Western Reserve University)
Professor of Information Systems, Department of Information Systems; Professor of Accountancy
System design, problem formulation, organizational impact of information systems, interpretive studies of design and use of information systems

WooYoung Chung, D.B.A. (Boston University)
Assistant Professor of Information Systems

Fred Collopy, Ph.D. (The Wharton School, University of Pennsylvania)
Professor of Information Systems and Chair
Business and economic forecasting, value and organizational impacts of computing and software design

Jan Damsgaard, Ph.D. (Aalborg University)
Visiting Associate Professor of Information Systems

Matt Germonprez, Ph.D. (University of Colorado)
Assistant Professor of Information Systems
Social and cognitive issues dealing with the use of communication technology

Tanvir Goraya, Ph.D. (Case Western Reserve University)
Visiting Assistant Professor of Information Systems

Kalle Lyytinen, Ph.D. (University of Jyväskylä)
Professor of Information Systems

Julie Rennecker, Ph.D. (Massassachusetts Institute of Technology)
Significance of extra-boundary contexts for anticipating and interpreting virtual work practices; Social and labor implications of virtual work arrangements

Paul P. Stork, M.B.A. (Case Western Reserve University)
Professor for the Practice of Information Systems

Betty Vandenbosch, Ph.D. (University of Western Ontario)
Associate Professor of Information Systems
Executive information systems, learning and information for decision-making

Youngjin Yoo, Ph.D. (University of Maryland)
Assistant Professor of Information Systems; Collaborative technology, the role of information technology in learning, virtual team management, information technology and organizational transformation

Alan F. Dowling, Jr., Ph.D. (Massachusetts Institute of Technology)
Adjunct Professor of Information Systems

MIDS 307. Computer Programming and Problem Solving (3)
The objective of this course is to help students gain proficiency in computer programming using a procedural language. Emphasis is placed on a modular, structured approach to developing programs; the use of workbench tools (dynamic debuggers, etc.) for increasing productivity in the development and testing of programs; the use of data structures such as lists, trees, hashtables, etc.; the use of a variety of file structures; and the design and analysis of efficient algorithms.

MIDS 308. Development of Information Systems (3)
The purpose of this course is to provide students with a basic understanding of human information exchange within an organizational context and how technology can be used to support various information exchange activities and gain competitive advantage. Topics include shortcomings of human decision making, decision support systems, information technology-enabled new organizational forms, strategic use of information technology, e-commerce, and ethical issues involved in the use of information technology. Through analysis of case studies and group projects, students explore the central management issues concerning the effective use of information technology in today’s globally competitive organizations. Prereq: Proficiency in Excel.

MIDS 309. Management of Information Systems (3)
This course is designed to familiarize students with some important issues in the design and development of information systems. Topics include: using information technology as a tool to redesign organizations, managing the information system development process, managing the implementation of new information systems, and designing databases. Students will develop the interpersonal, analytical and technical skills needed to analyze an organization as a system and to design and develop an information system. Working in teams, students deal with real-world organizations to analyze their information requirements and design systems that meet the requirements. Prereq: MIDS 308 and proficiency in Access.

MIDS 310. Technology of Information Systems (3)
Review of present day computing systems and function of modern computer technology. Computer systems architecture, file structures, operating systems, compilers and assemblers, and telecommunications. Prereq: MIDS 309.

MIDS 315. Multimedia Systems (3)
Current practices and future directions of multimedia systems are discussed. Special attention is given to management issues involved in specifying, designing, developing, and assessing multimedia systems and to design principles that can be used to improve the quality of multimedia. This is a project-based course in which students gain experience in developing websites, CD-ROMs, and films. Prereq: Not open to first-year students.

MIDS 326. Systems Analysis and Design (3)
This course investigates concepts and techniques for analyzing organizational systems in order to identify opportunities for redesigning the organization, its work practices and/or its information systems. It emphasizes creativity in diagnosing organizational problems and opportunities. You will learn consultation and intervention strategies for moving to a consensus on problem definition and a vision of desired changes. You will learn both soft and structured object-oriented methods for performing systems analysis. In addition you will learn the process of documenting new organizational and information system requirements in a form suitable for detailed system design and implementation. Prereq: MIDS 309.

MIDS 327. Database Management (3)
Technical and managerial issues of database management, especially the features of database management systems (D.B.M.S.) and the role of the database administrator (D.B.A.). D.B.M.S. using the three major data models are presented. Techniques for database designs at the logical and physical level are discussed. Students will have hands-on experience in using a D.B.M.S. Prereq: MIDS 309 and MIDS 310.

MIDS 329. Design of Object-Oriented Systems (3)
This course provides an opportunity to gain an understanding of the concepts and technology of object-oriented systems and learn system design techniques that take full advantage of this technology. Students also develop competence in programming in an object-oriented language. Prereq: Ability to program in Pascal or C, or consent of the instructor.

MIDS 401. Leadership Dialogues: The CIO’s Perspective (1)
The purpose of this course is to engage M.B.A. students in issues facing today’s technology leaders. The course will be facilitated by Lev Gonick and will bring technology executives from industry into each session. The issues will focus on such things as technology vision and planning, change management, assessing emerging technologies, economics of technologies, personnel and contractor issues, and the strategic use of information technology. The course is designed to prepare students to take a proactive role in managing information technology, to understand the importance of technology to the overall competitive positioning of the firm, and to understand how technology and systems permeate every aspect of the organization.

MIDS 403. Management of Information-E.M.B.A. (1)
This course is concerned with information as a resource in organizations. Students develop an appreciation of how information can support management decision making and control; an understanding of the factors influencing the individual and group processes of creating, distorting, communicating and using information; and the skills required to anticipate, recognize and diagnose those factors effectively. This course is limited to students in the Executive M.B.A. program.

MIDS 404. Management Information Systems-E.M.B.A. (2)
This course investigates the strategic and operational use and value of information technology in organizations. Its objectives are to enable students to assess both the opportunities and the challenges resulting from information technology and to become fluent with and comfortable addressing the issues relating to the management of the IT function and its resources. This course is limited to students in the Executive M.B.A. program.

MIDS 407. Computer Programming and Problem Solving Using Java (3)
The objective of this course is to help students gain proficiency in computer programming using an object-oriented programming language. Emphasis is placed on a modular, structured approach to developing programs; the use of workbench tools (IDE, dynamic debuggers, etc.) for increasing productivity in the development and testing of programs; and the use of the various packages in Java to facilitate rapid application development including JDBC and Swing. UML will be presented as a modeling tool and interfaces, thread management, and exception processing will be covered. Applications will be developed using classes, applets, servlets, and javabeans. Prior experience or course work with procedural programming is recommended.

MIDS 409. Introduction to Management Information Systems (3)
This course focuses on the effective, value creating deployment of information technology in organizations. Students develop a strong conceptual foundation as a basis for determining and evaluating information and decision support requirements, and for identifying opportunities to amplify individual and organizational intelligence though information technologies. The examination of actual systems being used in organizations serves to ground the concepts and issues explored in the course and make them as relevant as possible to the needs of modern organizations operating in a global environment.

MIDS 410. Information Technology Architectures (3)
Just as a craftsperson needs an intimate understanding of the tools of a trade, the information professional must understand the architecture of hardware, telecommunication facilities, operating systems, applications and networks. This course covers how prioritization, security, sharing and distribution can be improved by parallelism and how required synchronization can be safely and efficiently implemented across an essentially layered architecture that extends from the chip to the user-friendly application. Prereq: MIDS 409 or MBAC 423.

MIDS 411. Advances in Information Systems Technology (3)
This course examines advanced and emerging information technologies, and evaluates their potential uses. Topics include: advanced computer architectures, massively parallel computers, networking, graphics, machine learning, and new programming paradigms. Prereq: MIDS 409 or MBAC 423.

MIDS 415. Multimedia Systems (3)
As information becomes more abstract and therefore more difficult to perceive directly with one’s sense, sonic and visual presentation become more important than ever. Designing systems that take advantage of people’s aesthetic sensibilities is an area wide open to the enterprising and inventive entrepreneur. This course will interest those who think that artists have a say about how sound and graphics and words might be put together. The course examines aesthetic issues that arise in the development of multimedia. It focuses on creative integration of video, audio, and graphics particularly for the web, interactive CDs, and virtual reality. Prereq: Ability to program in any modern high-level language.

MIDS 418. Intelligent Support Systems (3)
Information systems should be active partners in the work group with responsibility for pattern recognition, task coordination and memory. This course provides students with an understanding of the factors influencing individual and group processes of creating, communicating, using and distributing information. Through case studies and hands-on use of data analysis, group decision and A1 tools, students learn how increased levels of intelligence can be built into both work flow systems and decision support systems. Prereq: Instructor approval required if student has already completed MIDS 414 and/or MIDS 422.

MIDS 426. Systems Analysis and Organizational Design (3)
This course emphasizes creativity in diagnosing organizational problems and opportunities. Students learn to generate high payoff (strategically significant) models for organizational and information system design. It covers consultation and intervention strategies for moving to a consensus on problem definition, a vision of desired changes and the preparation of functional specifications for the required information system to support that new organizational vision. Prereq: MIDS 409 or enrollment in M.S.M.-IS program. Preference given to M.S.M.-IS candidates.

MIDS 427. System Development and Data Management (3)
This course presents principles of system development using both relational and object-oriented databases. State-of-the-art tools are employed for developing both client and server system components. Object orientation is stressed as a design philosophy. Both prototyping and more conventional life-cycle methodologies are studied. Prereq: MIDS 429 or MBAC 423.

MIDS 429. Design of Object-Oriented Systems (3)
This course provides an opportunity to gain an understanding of the concepts and technology of object-oriented systems, and to learn system design techniques that take full advantage of this technology. Students develop competence in programming in an object-oriented language. Prereq: Ability to program in a procedural language (such as Pascal, C or Visual Basic), consent of the instructor, or enrollment in the M.S.M.-IS program. Preference is given to M.S.M.-IS candidates.

MIDS 432. Health Care Information Systems (3)
This course covers concepts, techniques and technologies for providing information systems to enhance the effectiveness and efficiency of health care organizations. Cross-listed as HSMC 432.

MIDS 433. Managing Electronic Teams in Global Economy (3)
This course covers technical, behavioral, and managerial bases that are necessary to build and manage high-performance global teams whose members are communicating primarily through electronic channels. Students will be working with students at other countries (or other schools) to learn various aspects of cross-functional "electronic" teams via various communication technologies, including electronic mail, groupware, and desktop videoconferencing. Fundamental group processes such as leadership, negotiation, communication, and decision-making will be revisited in the context of electronic teams.

MIDS 442. Management of Information Systems (3)
Examines information technology issues facing senior information management, including the role of information technology in supporting organization strategy: relationships with other senior managers and with end users; technology and applications architectures; funding information technology; managing in distributed technology environments; managing a global information technology activity; technology forecasting; and operational issues such as staffing and procurement. Prereq: MIDS 409 or MBAC 423 or enrollment in M.S.M.-IS program. Preference given to M.S.M.-IS candidates.

MIDS 444. Managing Scientific and Technical Knowledge as a Corporate Asset (3)
This course explores the role of technology in the successful enterprise. It examines the interaction of technical knowledge and systems with strategic enterprise management, with emphasis on managing scientific and technical capabilities as a strategic asset. Students will learn to analyze and assess the value of technical capabilities and to improve their written and oral skills for communicating about technology management decisions. Prereq: MIDS 409.

MIDS 445. Technologies of E-Business (3)
Emerging concepts and principles in the practice of electronic commerce are presented in a hands-on, experience based approach. Topics covered include: the role of e-commerce in the global economy, key underlying technologies, business-to-business and business-to-consumers applications, knowledge management, security, electronic payments and privacy. Strategic and policy-level implications will be emphasized. Students will complete a team-based e-commerce design and development project. This course complements electives in Multimedia Management and E-Marketing. Prereq: MIDS 409 or MBAC 423.

MIDS 446. Managing E-Business Technologies (3)
The course covers managerial issues to the design, development, and implementation of electronic business sites. It emphasizes aspects of these technologies most important to managers and includes topics such as financial transaction and payment mechanisms, security and control issues, and the use of innovative technologies such as collaborative filtering. Prereq: MIDS 409 or MBAC 423 or permission, or enrollment in M.S.M.-IS program.

MIDS 446H. Managing E-Business Technologies (3)
(See MIDS 446.)

MIDS 450. Case Studies in Electronic Commerce (3)
This course will enable students to understand and evaluate the opportunities and limitations associated with e-commerce when viewed from a global perspective. Students will analyze case studies to identify the management action required to develop solutions in an e-commerce context that are both technologically and culturally feasible. Cases will cover e-commerce issues related to technology, strategy, enterprise resource planning, and computer-supported collaborative work. The course requires written reports synthesizing case analysis findings as well as oral presentation. Prereq: MIDS 409 or MBAC 423.

MIDS 454. Models of Management (6)
Case studies are used extensively in this course in order to strengthen a student’s ability to diagnose deficiencies and propose the redesign of core organizational processes. Students develop a working knowledge of process flow models, accounting models, and cycle models of the firm, as well as basic principles of quality management and financial analysis. Students will also develop an understanding of the structure and process of the firm and its industrial, national, and global markets. Economic and policy models of firms, industries, and markets are presented along with models of marketing as a value creating relationship with customer. Focus is on the competitive performance of the firm and its relation to marketing and strategy formulation and execution, including the financial analysis of technology strategy.

MIDS 456. Models of Management: Firm and Its Environment (3)
Students develop an understanding of the structure and process of the firm and its industrial, national and global markets. Economic and policy models of firms, industries and markets are presented along with models of marketing as a value creating relationship with customers. Focus is on the competitive performance of the firm and its relation to marketing and strategy formulation and execution, including the financial analysis of technology strategy. Preference given to M.S.M.-IS candidates.

MIDS 457. Models of Management: Dynamics of the Firm (3)
Mathematical represen