AND

CORE

COURSE

Graduate Programs

2010-2011

ACADEMIC

GUIDE

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TABLE OF CONTENTS

CORE COURSE GUIDE Page

Objectives of the Core Curriculum 3 Preliminary Skill Course BUS 043 Business Writing 6-7 Foundation Courses MBA 640 Accounting for Decision Making 9-10 MBA 642 Marketing Management 11-14 MBA 644 Macroeconomics in a Global Environment 15-16 MBA 646 Data Analysis for Decision Making 17-19 MBA 647 Decision Modeling for Management 20-21 MBA 648 Managerial Finance 22-23 Additional Courses TAX 503 Fundamental Concepts of Taxation 24-25 TAX 504 Sales and Exchanges of Property 26-27 Professional Core Courses MBA 670 Organizational Behavior and Leadership Skills 29-31 MBA 672 Managerial Economics for Decision Making 32-34 MBA 673 Applying Financial Theory to Strategic Decision Making 35-38 MBA 674 Globalization, the New Economy and Ethics 39-40 MBA 676 Managing Business Operations 41-44 MBA 678 Managing Innovation 45-47 MBA 679 Value Creation and Competitive Advantage in Global Markets 48-54

ACADEMIC GUIDE

Admission Acceptance Status 55 Advisement Services 56-57 Office of Graduate Academic Advisement and Student Development 56 Faculty Advisors 56 University Student Support Offices 57 Lubin Graduate Society 57 Advisor and Student Roles and Responsibilities 57 Express Advising 58 Registration Information 59-61 Planning Your Academic Career: Your First Steps 59 Tools for Academic Planning 59 How Do I Register? 60 How Do I Add Classes? 60

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TABLE OF CONTENTS Page Academic Advisement 62-63 Time Requirements 62 Preliminary Skill Requirement 62 Prerequisites 62 Course Sequencing 62 Breadth Electives 62 Academic Review 62 Resumption of Study 63 Change of Major or Program 63 Extension of Study 63 Graduation 63 Academic Policies 64 Grading 64 Change of Grade 64 Recomputation Option 64 How to Calculate Your Quality Point Average (QPA) 64 Academic Integrity 64 Academic Standards Information 65

Sample Academic Plan for Part Time Students 66

Sample Academic Plan for Full Time Students 67

Sample QPA Calculation 67

Sample Prerequisite Flow Chart 68

Proficiency Examination Guidelines 69

Proficiency Examinations 70 Degree Requirements for MBA Students 71

Degree Requirements for MS Students 72-73

Frequently Asked Questions 74-77

Lubin Academic Departments 78

New York City Administrative Offices 79-80

White Plains Administrative Offices 81-82

Worksheets MBA Worksheets 83-103 MS Worksheets 103-113

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OBJECTIVES OF THE CORE CURRICULUM

Common to Lubin’s MBA program is a carefully planned sequence of core courses designed to prepare students to assume broad management responsibilities. To help accomplish this, the objectives of the core curriculum are to:

To provide the fundamental concepts and principles that underlies the operation of all business enterprises as well as specialized training in a business discipline.

To prepare business professionals to function effectively in a global environment.

To help develop the professional and analytical skills necessary for successful business practice.

To provide a thorough understanding of business theory and the tools to apply that theory to

effective decision making.

To develop the ability and insight to apply cross-functional approaches to organizational issues.

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Preliminary Skill Course

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BUSINESS WRITING BUS 043

COURSE DESCRIPTION

This course is designed to improve students’ overall performance in business writing using American English. Assignments consist of weekly memos, brief reports, and business letters based on case analyses. Writing topics include purpose and audience, organization and format, business diction and tone, persuasive strategies, and correct American English grammar. ENG 040 is required for students whose primary language is not English. Additional ELI courses may also be required. Grading is Pass/Fail.

COURSE OBJECTIVES:

Analyze the communication situation accurately, its needs and audience. Observe appropriate conventions and formats for letters, resumes, memos, and reports. Gather, interpret, and document information logically and efficiently. Develop an effective, clear writing style. Strengthen professional work habits. Examine issues of technology that influence business communication, including design strategies, on-line network resources, and presentations.

TEACHING METHOD:

This class is conducted as a weekly lecture and workshop in writing business documents. Students write, discuss, and comment on the week’s assignment, and analyze sentences and paragraphs for grammar and diction. Attention is given to all aspects of effective business writing. Students may submit assignments electronically. Laptops may be used is class for notes and writing.

RECOMMENDED TEXTBOOKS:

Alred, Gerald J. The Business Writer’s Companion (5th ed). Boston, Bedford/St. Martin’s, 2008. Alred, Gerald J. Handbook of Technical Writing. Boston, Bedford/St. Martin’s, 2009. Hattersley, Michael. Management Communication: Principles and Practice (3rd ed). Boston, McGraw-Hill, 2007. Hynes, Geraldine E. Managerial Communication: Strategies and Applications (4th ed). Boston, McGraw-Hill, 2007. Ober, Scott. Contemporary Business Communication (7th ed). Boston, Houghton Mifflin, 2009. Oliu, Walter E. Writing That Works (9th ed). Boston, Bedford/St. Martin’s, 2007.

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TOPICAL OUTLINE

Week Topic 1 Introduction to business writing and the rhetoric of all writing. Use of dictionaries.

Communication models: sales letter, information letter, memos; correctness; readability, and diction

Case: Taxing IRAs and bonds; inter electronics; which style is yours? 2 Purpose and Audience. What, when and why of communication; written versus oral

messages; word-processing; emails; fax; spell check; review of basic grammar

Case: Dynamic Delaware Corporation: Recommendation for a Retreat 3 Organization and Format—Memos; clarity and brevity; data, facts, subject line; corporate culture and formats; reports; review of subordination and coherence

Case: United Broadcasting Company; Response to a Sponser’s Canceling a Contract 4 Strategies of Persuasion—Letters. Writer credibility; tone, audience attitude; knowledge of subject; grammar exercises; abstract and concrete, general and specific

diction

Case: Ivory Piano Keys 5 Business Language—Oral and Written; jargon, tone, style; relations to audience, set

ting; the levels of diction

Case: Freddy Pumpkin Telephone 900 numbers Diction worksheet

6 Writing Process and Readability—email. Sentence structure, variety, length, correct

usage and grammar, punctuation, idioms.

Case: Termination of an Employee

7 Review of Principles of Good Communication. Final Case. Exit examination.

Case: Check Cashing Windows. Exercise: Analysis of New York Times and Wall Street Journal.

COURSE REQUIREMENTS

All assignments must be typed on a word processor, printed in good quality and use Times New Roman 12 point font. Present the assignments as if they were required for a job. Attendance is mandatory.

GRADING

All written assignments will be evaluated according to the criteria for good business writing. A copy of these criteria will be provided in the BUS 043 classes. The final grade, a pass or fail, is based on written assignments, improvement, and a final written examination.

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Foundation Courses

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ACCOUNTING FOR DECISION MAKING

MBA 640 4 CREDITS

COURSE DESCRIPTION

Covers basic accounting theory and practice with special emphasis on the concepts underlying income determination, preparation of the statement of financial position, and the managerial uses of accounting information. Topics include transaction analysis, revenue and expense recognition, accounting for merchandising, manufacturing and cost operations (includes activity-based costing), stockholder’s equity transactions, cash flows, capital and flexible budgeting and special analysis for management.

LEARNING OBJECTIVES

After successfully completing this course, students will be able to: record financial transactions. prepare, analyze, and interpret financial statements (profit and loss, financial position, and cash flows). use relevant costs in making managerial decisions such as a decision to add or drop a product line or department, make or buy a product or component, sell or process further a product. demonstrate an understanding of basic standard cost systems for evaluating business

performance.

RECOMMENDED TEXTBOOKS

Wild, Larson, Chiappetta (2009). Fundamental Accounting Principles (19th edition). McGraw-Hill Irwin. Needles, Power and Crosson (2008). Financial and Managerial Accounting (8th edition). Houghton Mifflin. Horngren, Harrison and Oliver (2008). Accounting (8th edition). Prentice Hall.

ROLE OF THE COMPUTER

Blackboard is used to support all courses.

TOPICAL OUTLINE Week Topic 1 Accounting, An Introduction to its Concepts, Recording Transactions

2 Adjusting the Accounts and Preparing the Statements, the Work Sheet, and Closing the Accounts

3 Accounting for a Merchandising Concern 4 Receivables and Short Term Investments

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5 Plant and Equipment; Intangible Assets 6 Corporations: Organization and Operations, Stock Transactions, Income and Retained

Earnings and Dividend Distribution 7 Long-term Liabilities 8 Statement of Cash Flows 9 Decision Making-Cost Accounting Concepts 10 Cost Allocation and Performance Measurement 11 Master Budgeting and Planning 12 Flexible Budgeting and Standard Costs 13 Capital Budgeting: Managerial Decisions

COURSE REQUIREMENTS

Mid-term and final exams; selected problems from text.

TEACHING METHODS

MBA 640 is composed of lectures, assigned homework problems and exercises.

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MARKETING MANAGEMENT MBA 642 3 CREDITS

COURSE OVERVIEW

The purpose of this course is to develop knowledge and skills in the managerial aspects of marketing, and to help gain a better understanding of the role of marketing in society. In this course you will gain a better understanding of what marketing managers actually do on a day-to-day basis by taking on the role of marketing manager for an existing product/service. The course provides an understanding of marketing as the basis for general management decMision-making and as a framework for analyzing business situations. Several special topics will be discussed, including the trends and importance of e-marketing, customer relationship management (CRM) and global marketing. By the end of this semester you will be able to explain the role of the marketing function in an organization and the overall marketing planning process.

COURSE DESCRIPTION

This course covers concepts, activities, and techniques related to the planning and coordination of marketing functions, marketing policies, and the analysis of marketing administration.

LEARNING OBJECTIVES

At the conclusion of this course you should: understand the environment for marketing, including the societal and ethical dimensions which affect a marketer’s decision-making understand the decision variables involved in marketing management decisions (e.g. objectives, strategy, product development, pricing, promotion and distribution) be familiar with the information sources (databases) useful in making marketing decisions be in a better position to strengthen your ability to justify and support your decisions through information acquisition and management be able to effectively analyze a marketing situation understand the role of technology and new media (e.g., user generated content or UGC) in marketing strategy develop an appreciation for the inherently strategic nature of contemporary marketing and for the role marketing plays in business strategy and performance

REQUIRED TEXT

Kotler and Keller, Marketing Management, 13th edition, Pearson Prentice Hall, 2008

Recommended Though this is not a course in writing English, it is a graduate-level course for business students. Your written work is expected to demonstrate appropriate command of the English language and business writing. Avoid personal pronouns and passive voice! If your work has multiple grammatical errors, misused words or otherwise lacks professionalism, your grade will reflect this – just as in the workplace. If you need help with your writing skills, I recommend you purchase The Elements of Style

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by Strunk and White.

COURSE APPROACH

An integrated structure of lecture, class discussion, and assignments (Harvard cases) will be utilized to meet the course objectives. The classroom is a forum for discussion where you will have the opportunity to exchange and explore ideas - your participation is required. In other words, this course emphasizes learning by doing as opposed to passive listening. You are expected to present persuasive oral and written reports. The course involves a substantial amount of work in teams. In addition, you will have opportunities to recognize good and poor marketing management behavior through case analyses, video and experiential exercises.

COURSE REQUIREMENTS

There are five (5) major sets of requirements for this course. They are as follows: 1. A mid-term and a final examination covering materials from the text, readings and lecture notes. Students should be able to demonstrate that they are able to apply concepts covered in the course to current marketing issues. 2. Cases and homework assignments: Harvard cases and assignments will be assigned throughout the course. Students must be prepared to actively discuss/present all cases and assignments as well as hand them in for grading when requested. Five cases and one homework assignment will be collected as part of the written assignments. Specific cases to be submitted as written assignments appear below. All written assignments need to be typed, and in proper format (name, headings, subheads etc.). 3. Group Term Project: A marketing plan is to be written in groups of 3. Details of the paper follow separately. In the meantime it is your responsibility to start thinking of a firm within an industry. The topic has to be cleared with the professor.

4. Class participation: Discussion is integral to education. This entails reading all assigned text and readings materials as well as keeping abreast of current, up-to-date marketing-related events as reported in the business press (e.g., The Wall Street Journal, Business Week, or Fortune, etc.). Excessive absences or lateness will affect the grade (i.e., 2 or more unexcused absences may result in a loss of 2 points per absence from the final grade. 5. Blackboard is used extensively this semester. Please make sure you are reading the requirements for the week. I will post articles periodically on Blackboard and you must download them and we will be discussing them in class. Print them out and bring them to class.

GRADING POLICY

Overall grades will be assigned as follows: A= 94-100, A- =90-93.9, B+=86-89.9, B=82-85.9, B-=78-81.9.9, C+=76-79.9, C=72-75.9, F=71 and below Mid-Term examination 20%

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Final examination 20% Marketing Plan Team project 25% Case Analyses 25% Class Leadership, participation and professionalism 10% Total 100%

OTHER IMPORTANT NOTES

Late papers will be downgraded. For each day a paper is late, it will decline by half a grade (e.g., one day late, your B paper becomes a B-, two days late B becomes C+, etc.). Papers over two days late will not be accepted, no exceptions. Group Obligations and Peer Evaluations. The Marketing Plan project is a group effort. Team project grades maybe adjusted for peer evaluations, so please ensure your strong commitment, participation and contribution to all team assignments. You will be providing feedback on team members’ relative contributions and efforts. Each group member must complete a peer evaluation form at the end of the semester. A group member who receives a low grade from all of his/her peers will receive a lower grade for the paper and presentation. Attendance at Presentation. All group members are expected to be at the group presentation and to be prepared to answer questions from the audience and instructor about their project. Absence is permitted only for illness documented with a doctor’s note.

TOPICAL OUTLINE

Week Topic/Requirements 1 Understanding Marketing Management Chapters 1 and 2

Video Case: Subaru of America Blackboard Reading for in-class discussion Theodore Levitt, "Marketing Myopia," Harvard Business Review, Sept.-Oct. 1975, pp. 26-44

2 Capturing marketing Insights Chapters 3 and 4

Case 1: Office Depot (prepare for discussion) (www.census.gov) Demonstration/Homework on Secondary Research Assignment

3 Connecting With Customers, I

Chapters 5 and 6 Marketing Plan Term project resource description - Research librarian Groups must get approval from their Professor

4 Connecting With Customers, II Chapters 7 and 8

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Case 2: Wal-Mart (2002) (submit end of case questions)

5 Building Strong Brands I Chapters 9 and 10 6 Building Strong Brands II

Chapters 10 and 11 Case 3: BMW (Product Life cycle analysis)

7 Mid-Term Exam 1 8 Managing Products and Services

Chapters 12 and 13 Case 4: Enterprise Rent-A-Car: Measuring Service Quality (submit end of case questions)

9 Designing Pricing Strategies Chapter 14 10 Delivering Value Chapters 15 and 16 Case 5: Starbucks: Delivering Customer Service (submit end of case questions) 11 Communicating Value I

Chapters 17, 18, 19 Case 6: Apple IPhone (submit end of case questions)

12 Creating Successful Long-Term Growth

Chapters 20, 21 and 22 13 Marketing Plan Presentations (Papers due) 14 Final Exam (according to University final exam schedule) Every effort will be made to maintain the assigned test dates, however the dates of other assignments may vary with the pace of class discussions and availability of guest speakers. Therefore, students should anticipate the necessity of preparing earlier or later for particular topics given the nature of the previous class discussion. THE INSTRUCTOR RESERVES THE RIGHT TO CHANGE OR MODIFY THE EXAM AND ASSIGNMENT SCHEDULE AS NECESSARY.

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MACROECONOMICS IN A GLOBAL ENVIRONMENT MBA 644

3 CREDITS

COURSE DESCRIPTION

Provides students with a basic understanding of the concepts and techniques of contemporary Macroeconomics. Topics include: global interdependence and the gains from trade; market forces of supply and demand; supply, demand, and government policies; measuring a nation’s income and cost of living; production and growth; savings, investment and the financial system; unemployment and its natural rate; the monetary system; money and inflation; basic concepts of open-economy macroeconomics; aggregate demand and aggregate supply; and the influence of monetary and fiscal policy on aggregate demand. Prerequisites: None

LEARNING OBJECTIVES

In this course the student will learn to: Identify the gains from international trade Use supply and demand analysis to analyze changes in equilibrium price and quantity Measure the cost of living and national income Explain how the interest rate coordinates saving and investment Identify the components of the unemployment rate and explain the meaning of the natural rate of unemployment Explain the operation of the nation’s monetary system and the role of the Federal Reserve System Outline the process connecting the money supply to inflation Use the aggregate supply-and-demand model to analyze inflation and recession Analyze the influence of monetary and fiscal policy on aggregate demand

RATIONALE FOR THE COURSE

This course supplies the economic tools and techniques to assist managers in understanding and forecast the effects of macroeconomic fluctuations (inflation and recession) and fiscal and monetary policy on the firm’s market environment.

RECOMMENDED TEXTBOOK

N. Gregory Mankiw, Principles of Macroeconomics, 5th ed., South-Western 2009

TOPICAL OUTLINE

Week Topic 1 Introduction: Basic Concepts and Techniques (Scarcity, Choice, Opportunity Cost etc) 2 Market Forces of Supply and Demand 3 Supply, Demand, and Government Policies

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4 Measuring a Nation’s Income and Cost of Living 5 Production and Growth 6 Saving Investment and the Financial System 7 Midterm Exam 8 Unemployment and Its Natural Rate 9 The Monetary System 10 Money and Inflation 11 Basics Concepts of Open-Economy Macroeconomics 12 Aggregate Demand and Aggregate Supply 13 The Influence of Monetary and Fiscal Policy on Aggregate Demand 14 Final Exam

ROLE OF THE COMPUTER

PowerPoint slides will be used to illustrate some of the points made in each chapter. Blackboard will be used for course management and to communicate with the class.

TEACHING METHODS

Lectures, class discussion, and written and oral presentation of assigned problems will all be utilized. Current articles from the business and financial media that are pertinent to each week’s topics will be posted on Blackboard and discussed in class. Problems from the textbook will be assigned each week and reviewed in class.

COURSE REQUIREMENTS

Mid-term and final exams which will focus partly on economic tools and techniques and partly on applied problems.

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DATA ANALYSIS FOR DECISION MAKING

MBA 646 3 CREDITS

COURSE DESCRIPTION

A survey of concepts and techniques of statistical data analysis and how they are used to solve business problems. Topics include: descriptive statistics, probability distributions, statistical inference-estimation and hypothesis testing, regression and correlation analysis, and analysis of variance.

QUICK OVERVIEW

This course is devoted to data analysis. It is different from the traditional statistics courses in two ways. First, we will do all our work via the computer. The underlying theory will be covered; however, we will rely on the computer to do the necessary calculations. Thus, we will walk a “fine tightrope”—on one hand we will learn and understand the underlying theory, which helps us decide if a certain procedure can indeed be used for the proposed business problem or application, but when analyzing data we will let computer software make the calculations and we will analyze the output. Second, statistics implies learning not only how to analyze data, but also communicating results and conclusions. Thus, we will not only work with data and the relevant computer output, but also write reports that explain the analysis and make recommendations to a supervisor.

LEARNING OBJECTIVES

There are two major objectives of this course: learning to use statistics to solve problems learning to work with spreadsheets learning to present your analysis to senior management

RATIONALE FOR THE COURSE

Each year we faced with an increasing need to improve corporate operations for operations, marketing, or sales. Decision-making requires a firm grounding in analysis of the data available and success or failure may be divided by a fine line. Making decisions by intuition is not a viable approach. Using ‘real-world’ problems and case analysis, you will be required to identify the salient problem. Recognition of the problem then requires appropriate analysis by applying the correct methodology (statistical procedure) is needed to further analyze and solve the problem. The use of computer systems is a requirement today and the techniques (e.g., hypothesis test, regression analysis, etc.) taught will aid you in the competitive marketplace. As all managers know, just knowing the answer does not solve the problem. The ability to prepare a concise written (two-page maximum, including relevant computer output) report explaining to your CEO (the instructor) what the computer output means and how this solves the problem, including the recommendations you would implement. To address the greatest number of companies and students, all of our work will be done via Excel and add-ins software.

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RECOMMENDED TEXTBOOKS

1) Text: Data Analysis and Decision Making with Microsoft Excel, Third Revised Edition, by Albright, Winston, and Zappe, Thomson Learning, Brooks-Cole Publishing, 2009. Each student is required to get his/her copy of the specified text as it allows the owner to download a two-year licensed student version of the software StatTools required for the course. Note: The software includes the simulation program called “@RISK” which may be used MBA-647 Decision Modeling for Management. 2) Computer Each student is required to use his/her own computer – we will not use a computer lab and homework, exams, etc. are computer-based. The computer needs to have Windows (XP or Vista) with Microsoft Office (Office XP, 2003, or 2007) installed. You will also need your own or have access to a printer to hand in any reports that the course requires. Finally, of course, you must have Internet access. Most, but not all, of the reading is from the text will be posted on Blackboard (http://blackboard.pace.edu), where you will also find additional readings and notes.

TOPICAL OUTLINE

Note: Cases, data, solutions, notes, etc. are all available in Blackboard’s Course Documents Topics, Readings, and Homework Note: DADM refers to the text, Data Analysis and Decision Making with Microsoft Excel. Week Topic 1 Summarizing data with tables and graphs: frequency tables, histograms, scatterplots,

pivot tables (also called cross-tabulation or contingency tables). Read: DADM, Chapters 1(relevant pages), chapter 2 (relevant pages). Homework: Install StatTools. Problems to be assigned. 2-3 Working with Data: Using Excel’s auto-filter and advanced filter options. Summarizing data: measures of central tendency and dispersion, boxplots, correlation, covariance. Read: DADM, Chapter 3 (relevant pages). Homework: cases and problems to be as signed. 4 Short introduction to probability. Read: DADM, chapter 4 (relevant pages). Applica

tion to propbability: testing for statistical independence. Homework: Problems to be assigned.

5 Random variables and probability distributions: expected value and standard deviation

of a random variable. Read: Chapter 5, (relevant pages). Specific discrete and continuous probability distributions: normal, binomial, others. Read: Chapter 6 (relevant pages). Homework: To be assigned. 6-7 Statistical Inference I Part I: confidence intervals of the population mean and

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proportion. Read: Chapter 8 & 9 (relevant pages). Homework: To be assigned. 8-9 Statistical Inference II: single sample hypothesis tests for the population mean and pro portion. Setting up the appropriate test, p-values, carefully explaining what can or cannot be concluded from the analysis. Read: DADM, Chapter 10 (relevant pages). Homework: to be assigned. 10 Statistical Inference II (continued): two-sample hypothesis tests for the population

mean and propor­tion. Read: Chapter appropriate pages. Homework: to be assigned. 11-12 Regression Analysis: simple and multiple. Read: chapter 11, (relevant pages). Homework: to be assigned. 13 Analysis of Variance: One and Two Way ANOVA. Read: Chapter 10, (relevant pages).

Homework: to be assigned. 14 In Class-Final Exam

COURSE PEDAGOGY

BlackboardTM is used. In Blackboard’s Course Documents, you may find additional notes for the course, data for the problems and cases, specific problems to solve (selected answers are supplied also), cases to work on, class discussion problems, and additional software. Notes, problems, and cases are Word DOC or Acrobat Reader (PDF) files, while solutions are Excel XLS files. You will be solving problems and cases. Text homework problems usually require the procedures we learned during that particular class session. Cases require techniques that we may have learned that day or weeks earlier. Thus, it is up to you to figure out what methodology is needed to solve a case. Sometimes you will work alone and other times (usually on the cases) you will work in teams. Students will be assigned to teams randomly and may be changed from time to time. You will “talk” to each other via Blackboard, solving the case and preparing the written report. The specific problems and cases are assigned on in class (say it is Thursday), and the “cutoff” for Blackboard discussions will be the following Wednesday night, 11 pm. You are working as a team to solve the cases. Thus, if you log in for the first time on the Wednesday deadline day and post answers (even if totally correct), this will not be considered a great “team” effort. You will be required to log-in more frequently, ask questions of your teammates, answer their questions, give tentative solutions, critique their solutions, etc. We are trying to simulate the workspace experience, with the main difference being that you don’t actually meet “live” in a room to discuss issues, but meet in cyberspace. Software: You will be taught how to use the software in the course. You must have your own copy of Microsoft Office (2003 or higher) on your own computer (you will not be able to solve these problems using Pace’s computers), and your own printer. You will download and install the Palisade Decision Tools Suite which includes the product StatTools. Excel has a limited amounts of statistics; StatTools handles the additional topics that Excel, by itself, cannot do.

COURSE REQUIREMENTS

As noted previously, each student will be required to demonstrate his/her knowledge and command of the topic outlined. Quizzes, exams, answering questions on-line and in-class as well as written submissions are standard requirements of a university course.

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DECISION MODELING FOR MANAGEMENT MBA 647 3 CREDITS

COURSE DESCRIPTION

The use of business models as an aid to management decision making is widespread. The practice of management science has long ceased to be conducted by specialists only working from management’s specifications. An effective manager must be an active participant in the model building process if those models and conclusions drawn from analysis are to be of greatest benefit. This requires an understanding of the model building process and important models that can be successfully applied in a wide range of applications. This course explores the use of models constructed on data from multiple sources, and looks at many business applications. Prerequisite: MBA 646 or equivalent

LEARNING OBJECTIVES

Students who successfully complete this course will be able to: create and analyze real world constrained-optimization (“LP”) models understand how to forecast from time-series data understand the rationale behind formal decision making and analysis will be able to analyze queuing and simulation models

RATIONALE FOR THE COURSE

The use of business models as an aid to management decision making is widespread. Managers in all functional areas in large and small businesses depend increasingly on models for planning and controlling the efficient use of resources. Ready access to timely data and inexpensive computer software make modeling a viable complement to traditional decision making. The practice of management science has long ceased to be conducted by specialists only working from management’s specifications. An effective manager must be an active participant in the model building process if those models and conclusions drawn from analysis are to be of greatest benefit. This requires an understanding of the model building process and important models that can be successfully applied in a wide range of applications. This course in decision modeling provides the insight and expertise through hands-on experience using realistic data sets and commercial level Excel software “plug ins.” Applications are provided in many areas, and may come from finance, human resource management, service delivery systems, marketing, production and logistics.

RECOMMENDED TEXTBOOKS

1) Text: Winston, W. and Albright, S.C., Practical Management Science, South-Western Cengage Learning, 3rd Edition Revised, 2009. 2) Software:

Microsoft Excel.

The student version of the DecisionTools Suite from Palisades Corporation should be “shrink-wrapped” to the textbook, or made available through the textbook publisher. PremiumSolverTM for Education from Frontline Systems is included with the student CD which must be

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in the textbook.

TOPICAL OUTLINE

Introduction and Overview & Introduction to Spreadsheet Modeling - Chapters 1, 2 Introduction to Optimization Modeling - Chapter 3 Linear Programming (LP) Models - Chapter 4 Optimization Models with Integer Variables - Chapter 6 Nonlinear Optimization Models - Chapter 7 Multi-objective Decision Making - Chapter 9 Mid Term Examination Decision Making Under Uncertainty - Chapter 10 Introduction to Simulation Modeling - Chapter 11 Simulation Models - Chapter 12 Queuing Models - Chapter 14 Project Management - Chapter 15 Forecasting Models - Chapter 16 Final Examination

COURSE PEDAGOGY

Business requires analyzing, interpreting, and acting upon empirical data from the different divisions of the business, the market and other external forces. The primary approach of the course is the modeling and analysis of data based on ‘real world’ business problems and cases. Supplementary approaches may include a full range of pedagogical alternatives, including management point of view, presenting statistical models in forms appropriate to executives and industry specialists. Clear and cogent report writing is expected by the business world.

The course recognizes that good business management requires decisions based on proper analysis of data and the ability to reasonably predict potential outcomes. This requires a attention to details, recognition of multiple influences as one readily sees in vagaries of many industries, e.g., fashion, simple historical analysis is not sufficient. This generally involves class discussions focused on identification and resolution of issues embedded in business problems and cases or other empirical data. Assigned text, readings, lectures, or presentations, may supplement cases and other data.

COURSE REQUIREMENTS

This course requires demonstrable understanding of statistics and modeling. This will be demonstrated, in-part, by quizzes, exams, submission of assignments in writing and/or postings on a website.

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MANAGERIAL FINANCE MBA 648

3 CREDITS

COURSE DESCRIPTION

This course will cover the basic principles of finance. It will be taught in terms of the tools and concepts necessary to understand and implement the finance function in the firm. In addition, it will create an adequate understanding of the finance function to enable non-finance managers to make decisions in their own domains. Among the topics covered, are time value of money; capital budgeting; risk management; stocks, bonds and their valuation; and financing of the firm. Prerequisites: MBA 640 and MBA 646

LEARNING OBJECTIVES

After successfully completing this course, students will be able to: Understand what should be the objective of the firm's managers Manipulate formulas based on the time value of money Interpret the firm's financial statements Use financial statement information to value stocks and bonds Decide how to finance a firm on a basic level

RATIONALE FOR THE COURSE

Basic financial concepts need to be understood by managers in all functional areas of the firm. These are the fundamentals of present value and its applications, the use of financial statements for financial ratio analysis, capital budgeting and how the firm finances its operations. In addition, they need to understand the governance structure of the firm as well as the financial environment in which the firm operates, viz. the financial system. This course constitutes such an introduction to enable all managers to make the basic financial decisions that are a part of the life of all decision-makers in the firm.

TEXTBOOKS

Required: Jonathan Berk and Peter DeMarzo, Corporate Finance: The Core, Pearson Prentice-Hall Chapter 2 from Zvi Bodie, Robert Merton and David Cleeton. Financial Economics, Second Edition.

Prentice Hall, Upper Saddle River, New Jersey, 2009. TOPICAL OUTLINE

Week Topic (All chapter assignments are from Berk & DeMarzo except for Week 1. MFL refers to MyFinanceLab assignments)

1 Financial Markets and Institutions Assignment/Reading: Chapter 2 from Bodie, Merton and Cleeton 2 Corporate Governance Assignment/Reading: Chapter 1 and Chapter 29

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3 Introduction to Financial Statement Analysis Assignment/Reading: Chapter 2; MFL Due (Chap 1) 4 Arbitrage and Financial Decision Making Assignment/Reading: Chapter 3; MFL Due (Chap 2) 5 The Time Value of Money Assignment/Reading: Chapter 4; MFL Due (Chap 3) 6 Interest Rates Assignment/Reading: Chapter 5; MFL Due (Chap 4) 7 Midterm Investment Decision Rules Assignment/Reading: Chapter 6; MFL Due (Chap 5) 8 Fundamentals of Capital Budgeting Assignment/Reading: Chapter 7; MFL Due (Chap 6) 9 Valuing Bonds Assignment/Reading: Chapter 8; MFL Due (Chap 7) 10 Valuing Stocks Assignment/Reading: Chapter 9; MFL Due (Chap 8) 11 Capital Markets and the Pricing of Risk Assignment/Reading: Chapter 10; MFL Due (Chap 9) 12 Capital Structure in a Perfect Market Assignment/Reading: Chapter 14; MFL Due (Chap 10) 13 Debt and Taxes Financial Distress and Managerial Incentives Assignment/Reading: Chapter 15, 16; MFL Due (Chap 14) 14 Final Exam

ROLE OF THE COMPUTER

Students will be given assignments using a computer package MyFinanceLab (MFL) that comes with the book. Excel will also be used to demonstrate the computation of financial ratios, as well as present value. In addition, students will be assigned WSJ and other articles to read and discuss on Discussion Board.

TEACHING METHODS

Lectures and in-class and on-line discussion

COURSE REQUIREMENTS

Homework Assignments Mid-term and final exams

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FUNDAMENTAL CONCEPTS OF TAXATION TAX 503 2 CREDITS

COURSE DESCRIPTION Analyzes fundamental concepts of income taxation pertaining to individuals, partnerships, corporations, estates and trusts, exemptions, and deductions.

EDUCATIONAL OBJECTIVES The course is intended to provide a basic framework of U.S. federal income tax principles applicable to all taxpayers, but with an emphasis on individuals.

EDUCATIONAL AND PROFESSIONAL RATIONALE The course is primarily intended for students pursuing degrees in accounting or taxation. For students pursuing a degree in accounting, the course satisfies state requirements needed to become a CPA and teaches principles students will use in other courses and in practice. For taxation students, the course provides an introduction to taxation which is leveraged for more advanced knowledge in later courses. For students in other fields, the course provides basic principles of taxation, a base of knowledge that every student should acquire before earning a Masters degree.

TEACHING METHODS

The course is taught through a combination of lecture and the Socratic method.

TOPICAL OUTLINE Course Outline - Tax 503 - Fundamental Concepts of Taxation Copyright 1985 - 2009 Walter G. Antognini 1. Introduction - History, Legislative and Administrative Process South-Western chapters 1, 2 2. Basic Concepts of Federal Individual Income Taxation Code sections 1, 62, 63, 151, 152

South-Western chapters 3, 12 (pp. 12-17 – 12-20 only), 15 (pp. 15-1 – 15-25 only), 25 (pp. 25-25 – 25-30 only)

3. Gross Income and General Principles of Taxation Code sections 61

South-Western chapters 4, 6 (pp. 6-8 – 6-11 only), 7 (pp. 7-19 - 7-23 only), 16 (pp. 16-1 - 16-19

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only) 4. Exclusions from Gross Income Code sections 102, 111

South-Western chapter 5 5. Deductions from For-profit Activities Code sections 62, 162(a)

South-Western chapters 6, 11, 9 (pp. 9-22 - 9-26 only) 6. Depreciation Code sections 168, 179, 197

South-Western chapter 8 7. Other Deductions Code sections 163, 164, 170, 213, 217, 274

South-Western chapters 9, 10, 7 (pp. 7-8 - 7-15 only) References to South-Western are for “Comprehensive Volume”, authored by Willis, Hoffman, Maloney and Raabe, published by South-Western, ISBN 0-324-82861-6. As of 6/1/2009

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SALES AND EXCHANGES OF PROPERTY TAX 504 2 CREDITS

COURSE DESCRIPTION

Analyzes fundamental concepts of income taxation pertaining to sales and exchanges of property.

EDUCATIONAL OBJECTIVES The course is intended to provide a basic framework of those U.S. federal income tax principles involving dealings in property. The student will be expected to identify the amounts of gains and losses realized and recognized, the character of those gains and losses and the time when those gains and losses enter taxable income. The student will also be expected to know the impact of those gains and losses on the calculation of an individual’s federal income tax.

EDUCATIONAL AND PROFESSIONAL RATIONALE As is true for Tax 503, the course is primarily intended for students pursuing degrees in accounting or taxation. For students pursuing a degree in accounting, the course satisfies state requirements needed to become a CPA and teaches principles students will use in other courses and in practice. For taxation students, Tax 503 and 504 provide an introduction to taxation which is leveraged for more advanced knowledge in later courses. For students in other fields, the course provides basic principles of the taxation of property transactions, a base of knowledge that every student should acquire before earning a Masters degree.

TEACHING METHODS The course is taught through a combination of lecture and the Socratic method.

TOPICAL OUTLINE Course Outline - Tax 504 - Sales and Exchanges of Property Copyright 1985 - 2009 Walter G. Antognini 1. Basic Rules Governing Dispositions of Property South-Western chapter 13 (pp. 13-1 – 13-24 only) Code §§197, 1001, 1011, 1012, 1014, 1015, 1016 2. Nonrecognition Transactions South-Western chapter 13 (pp. 13-24 – 13-56 only) Code §§121, 1031, 1033, 1041, 1233, 1234, 1259

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3. Capital Gains and Losses South-Western chapter 14 (pp. 14-1 – 14-29 only) Code §§1211, 1212, 1221, 1222, 1223 4. Section 1231 and recapture South-Western chapter 14 (pp. 14-29 – 14-55 only) Code §§291(a), 1231, 1239, 1245, 1250 5. Capitalization of Costs and Special Accounting Methods South-Western chapter 16 (pp. 16-19 - 16-31 only) Code §§453(a) – (d), 483 References to South-Western are for “Comprehensive Volume”, authored by Willis, Hoffman, Maloney and Raabe, published by West, ISBN 0-324-82861-6. As of 6/1/2009

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Professional Core Courses

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ORGANIZATIONAL BEHAVIOR AND LEADERSHIP SKILLS MBA 670

3 CREDITS

COURSE DESCRIPTION

Presents theory and develops skills for managing individual and group dynamics within business organizations. Enables students to increase their effectiveness in organizations by developing their cognitive and affective capacity to build constructive relationships with individuals and groups. Engages students in simulated managerial and organizational situations to help them expand their diagnostic and process capabilities. Combines theoretical frameworks, personal assessment, simulated interactions, and other structured experiences to develop proficiency in choosing appropriate behavioral approaches to resolve problem situations. Should be taken early in student’s MBA program, preferably in the first semester.

LEARNING OBJECTIVES

By the end of this course, students in Organizational Behavior and Leadership Skills will have learned approaches to increase personal and interpersonal productivity and performance by acquiring skills to:

apply appropriate behavioral models to explain personal and interpersonal interactions. diagnose attitudes and behavioral propensities of individuals and groups using different

theoretical frameworks/models. identify personal leadership style inclinations and their implications. use multi-source feedback for self-evaluation and develop plans for development/change. apply relevant theories/models to workplace situations and identify areas for change and develop action plans for change. cultivate awareness of cultural differences in diagnosing behaviors and applying behavioral

models

RATIONALE FOR THE COURSE

The course combines organizational behavior theories and behavioral skills to help MBA students perform successfully as individuals and team members in organizations. More specifically, the course:

Provides students with numerous opportunities to relate organizational behavior theories with management practice. Develops personal and leadership skills for career success. Meets the need for increased personal and group skills that employers have called for in studies and articles. Gives students increased self-confidence and experience in using a wide range of business-related skills, such as working in teams and business presentations, that can be used in other MBA courses. Supports the mission and strategy of the Lubin School of Business by enabling students to develop, in a supportive environment, a theoretical understanding of individual and group behavior as well as professional leadership skills that are valuable to them, their colleagues, and their employers.

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RECOMMENDED TEXTBOOKS

Robbins, Stephen P. & Tim A. Judge (2007). Organizational Behavior (12th ed). Prentice Hall, NJ: Upper Saddle River.

Greenberg, Jerald; & Baron, Robert A. (2008). Behavior in Organizations (9th ed). Prentice Hall, NJ: Upper Saddle River.

McShane, Steven L. & Von Glinow, Mary Ann (2009) Organizational Behavior [essentials] (2nd ed) McGraw-Hill Irwin, NY

SUPPLEMENTARY MATERIALS

The primary supplements for the main text are articles and/or readings that provide contemporary examples and classic examinations of common organizational problems and opportunities. Students are expected to read and be prepared to discuss articles and/or readings for each class session. Additional simulations, instruments, team learning experiences, films on pertinent topics and videotapes of classroom exercises are also used as class material.

TOPICAL OUTLINE

The following topical outline generally describes the flow of the course. The syllabus for each section should be checked, however, to verify its detailed schedule since topics and activities may vary somewhat from section to section. Week Topic

1 General Management Theory, new developments and contextual challenges

2 Personality, Perception, Attribution, Attitudes, Emotions, & Ethics, Emotional Intelligence

Self-awareness, and theoretical insights

3 Motivation/Goal Setting

4 Time and Stress Management

5 Communication Skills and Theories

6 Problem Solving and Decision Making Theories

7 Conflict Management/Negotiation Skills and Theories

8 Team Building Skills and Theories

9 Leadership, theoretical insights and challenges

11 Managing Change Theories & Designing organizations to manage change

10 Power, Influence, and Politics, Theoretical insights & challenges

12 Organizational Culture

13 Current Topics in Organizational Behavior

14 Final Assessment

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COURSE REQUIREMENTS

Written assignments link management theory and practice. Students are required to submit a self assessment report based on self and classmate feedback through various exercises in class. In consultation with the professor, students are also required to develop an action plan for change in three top priority areas. Students are expected to participate actively and constructively in all assessments, exercises, case discussions, discussions of readings, and class and small group activities and debriefings. Quizzes, exams and submissions of assignments will be used to determine student grasp of a range of behavioral theories and applications covered in the semester.

TEACHING METHODS AND ROLE OF INFORMATION TECHNOLOGY

Since the course is expected to help students improve their knowledge of organizational behavior and their ability to interact effectively with others both personally and at work, the teaching methods used, while varied, should involve students in the learning process directly and actively. These methods include at least the following:

experiential exercises, especially those that simulate actual business situations. small group discussions on readings and on the results of experiential exercises. case analysis and discussion. work-related projects that require students to report, either orally or in writing, on analyses, syntheses, and evaluations related to actual situation. assignments and discussions that require students to apply and/or critique management concepts and theories in actual organizational situations. assignments that promote personal reflection on, and assessment of, students' own experiences in personal and work settings. modeling of appropriate behaviors both explicitly and implicitly while participating in class sessions. involvement of students to the greatest extent possible in designing and carrying out activities that are related to the subject matter of the course and are particularly meaningful to them. use of the Internet for e-mail correspondence with instructor and other students, Blackboard, and research for presentations and written assignments. use of PowerPoint for in-class formal presentations.

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MANAGERIAL ECONOMICS FOR DECISION MAKING MBA 672

3 CREDITS

COURSE DESCRIPTION

This course seeks to teach student the economic techniques and tools needed for managerial decision making. Instead of the usual model-based methodology, it employs a problem-based pedagogy, based on the incentive approach to organizational design. Rather than teaching students merely to identify profitable decisions, organizational design shows the students how to implement them. Instructing students how to identify profitable decisions without providing them the tools necessary to implement them is useless to the future manager. In this course the students are taught to ask three questions in confronting real-world decision making problems:

Who made the bad decision? Did the decision maker have enough information to make a good decision? Did he or she have the incentive to do so?

In answering these questions the students will then be guided to focus on solutions such as letting someone else make the decision, changing the information flow, or changing incentives. Topics covered will include: the role of managers in identifying and implementing profitable decision; demand, supply and market equilibrium; marginal analysis and optimal decisions; elasticity and demand; the theory of production; the theory of cost; managerial decisions for firms in competitive markets for firms with market power; strategic decision making in oligopolistic markets; advanced techniques for profit maximization; managerial solutions to the problems of adverse selection, moral hazard; how to structure incentives to get the employees and its various divisions to work in the firms best interests.

LEARNING OBJECTIVES

In this course the student will learn to use cost-benefit analysis to evaluate decisions, use marginal analysis in making decisions, compute break-even quantities to make investment decisions, compute break-even price to make shutdown and pricing decisions, set optimal prices and learn how to price discriminate, predict industry-level changes using demand-supply analysis, develop long-run strategies to increase firm value, predict how his or her own actions will influence others’ actions, bargain effectively, make decisions in uncertain environments, solve problems caused by moral hazard and adverse selection, motivate employees to work in the firm’s best interests, motivate divisions to work in the best interests of the parent company.

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RATIONALE FOR THE COURSE

This course supplies the economic tools and techniques necessary for managers to make decisions regarding their firms’ pricing, output, investment, and incentive structures governing the behavior of department heads and employees.

SUGGESTED TEXTBOOK

Luke M. Froeb and Brian T. McCann, Managerial Economics: A Problem Solving Approach, Thomson South-Western, 2008.

TOPICAL OUTLINE

Week Topic 1 Introduction 2 Benefits, Costs and Decisions 3 Marginal Analysis and Decision Making 4 Investment Decisions, Sunk Costs and Shutdown 5 Demand and Elasticity 6 Demand, Supply and Market Equilibrium 7 Midterm Exam 8 Production and Costs 9 Competition and Monopoly 10 Price Discrimination 11 Strategic Games and Bargaining 12 The Problems of Adverse Selection and Moral Hazard 13 Getting Employees and Divisions to Work in the Firm’s Best Interests 14 Final Exam

ROLE OF THE COMPUTER

PowerPoint slides will be used to illustrate some of the points made in each chapter. Blackboard will be used for course management and to communicate with the class.

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TEACHING METHODS

Lectures, class discussion, and written and oral presentation of assigned problems and cases will all be utilized. Current articles from the business and financial media that are pertinent to each week’s top-ics will be posted on Blackboard and discussed in class. Individual and group problems from the text-book will be assigned each week and reviewed in class.

COURSE REQUIREMENTS

Mid-term and final exams which will focus partly on economic tools and techniques and partly on applied problems. Students will be divided into groups and each group will select a decision making problem facing a real world firm. Where possible the problem will relate to a firm which someone in the group is familiar with as an employee, consultant, competitor’s employee or analyst.

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APPLYING FINANCIAL THEORY TO STRATEGIC DECISION-MAKING MBA 673

3 CREDITS

COURSE DESCRIPTION

This course introduces various aspects of finance that stem from developments in finance theory. Topics that are valuable for the general corporate manager such as capital structure, risk management and real option analysis will be taught from a strategic and value-additive point of view. Discounted Cashflow approaches to firm valuation will be introduced as a means of exploring the role of strategy in value maximization. Prerequisites: MBA 647 and MBA 648.

LEARNING OBJECTIVES

After successfully completing this course, students will be able to describe and analyze the impact of financial decisions on marketing, competitive and other strategic decision-making.

RATIONALE FOR THE COURSE

Students in an MBA program take a variety of courses in the different functional areas. Often, they have no way to tie everything together. Capstone courses manage this to some extent; however, the insights of finance are often left out. This course will provide students with the knowledge as to how to translate these insights into superior strategic decisions in areas such as marketing, human resource management and competitive strategy.

TEXTBOOKS

Required: Custom Textbook consisting of Selected Readings (see below)

Suggested: Krishna Palepu, Paul Healy and Victor Bernard. Business Analysis and Valuation Using Financial

Statements, Thomson South-Western 2004. Jonathan Berk and Peter DeMarzo, Corporate Finance, Pearson Addison-Wesley, Boston 2007. Michel Crouhy, Dan Galai and Robert Mark. Risk Management, McGraw-Hill, 2001.

Mark Grinblatt and Sheridan Titman, Financial Markets & Corporate Strategy, Irwin McGraw-Hill 2001. Thomas Copeland and Vladimir Antikarov, Real options: a Practitioner's Guide, Texere 2003. Rene Stulz, Risk Management and Derivatives, Thomson South-Western, 2003. John Marthinsen (ed.), Risk Takers, Uses and Buses of Financial Derivatives, 2nd ed. Pearson Prentice Hall, 2009

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TOPICAL OUTLINE

Week Topic 1 Porter Analysis, Corporate Strategy and Valuation

Objective: To show the dependence of project/firm valuation on marketing/ manage ment/ production decisions Assignments/Reading: In addition to the readings below, students will assigned other readings from the reading list provided below. 2 How Marketing Strategy can be improved/monitored through Modified Dupont Analysis: TJX vs Nordstrom Assignments/Reading: Palepu, Healy and Bernard, Chapter 5 Case: Nordstrom vs. TJX 3 Case: Valuation Ratios in the Restaurant Industry Assignments/Reading: Case: Valuation Ratios in the Restaurant Industry, HBS case 9-104-066 4 Interactions between Capital Structure and Strategic Decision-Making Assignments/Reading: Assigned Readings from Custom Textbook 5 Capital Structure and Product Quality Capital Structure and Hiring Policy Capital Structure and Pricing Decisions Assignments/Reading: Chapter 16, “Capital Structure and Corporate Strategy” in Grinblatt and Titman (2001) 6 Capital Structure and Bargaining Capital Structure and Competitive Strategy Capital Structure and Location Decisions Assignments/Reading: Chapter 16, “Capital Structure and Corporate Strategy” in Grinblatt and Titman (2001) 7 Midterm 8 Risk Management and the Firm Hedging and Reduction of Financial Distress Costs Hedging and Improved Planning for Future Capital Needs Hedging and Improved Management Compensation Design Assignments/Readings: Chapter 16: Risk Management in Nonbank Corporations in Crouhy, Galai and Mark (2001) “A Framework For Risk Management,” by Kenneth Froot, David Scharfstein and Jeremy Stein in HBR (1994) Chapters 3 and 4: A Firm-Wide Approach to Risk Management in Rene Stulz, Risk Management and Derivatives Chapter 20: Risk Management and Corporate Strategy in Grinblatt and Titman (2001)

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9 Risk Management -- Tools Assignments/Readings: Regression; Hedging Techniques – Options, Futures, Forwards 10 Risk Management: Case Assignments/Readings: Case: Risk Management at Apache, HBS case 9-201-113 11 Real Options: Introduction Asssignments/Readings:Chapter 11.2, “Valuing Strategic Options with the Derivatives Methodology” in Grinblatt and Titman (2001) Chapters 1-4 from Copeland and Antikarov (2003) 12 Real Options: Techniques Assignments/Readings: Chapter 5: “Numerical Methods for Simple Options” from Copeland and Antikarov (2003) 13 Real Options: Assignments/Readings: CITIC Tower II Case 14 Final Exam

ROLE OF THE COMPUTER

Students will use Excel Spreadsheets to perform various kinds of financial analysis

TEACHING METHODS

Lectures, discussion, and written and oral presentation of problems and cases.

COURSE REQUIREMENTS

Mid-term and final which will focus partly on tools and partly on applications. Students will work in groups, consisting as far as possible of students majoring in different areas; they will be required to write a paper which will investigate some aspect of the impact on marketing strategy or competitive strategy of financial decision-making, either by looking at a specific company or by finding several examples or by analyzing an issue in some depth. Groups will also prepare assigned cases.

CONTENTS OF THE CUSTOM TEXTBOOK Chapter 11.2, “Valuing Strategic Options with the Derivatives Methodology” in Grinblatt and

Titman (2001) Chapter 20: Risk Management and Corporate Strategy in Grinblatt and Titman (2001) Chapter 16, “Capital Structure and Corporate Strategy” in Grinblatt and Titman (2001) Chapter 5 from Palepu, Healy and Bernard (2004) Chapter 16: Risk Management in Nonbank Corporations in Crouhy, Galai and Mark (2001)

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“A Framework For Risk Management,” by Kenneth Froot, David Scharfstein and Jeremy Stein in HBR (1994)

Chapter 3: Creating Value with Risk Management in Rene Stulz (2003). Chapter 4: A Firm-Wide Approach to Risk Management in Rene Stulz (2003). Chapters 1-4 from Copeland and Antikarov (2003) Chapter 5: “Numerical Methods for Simple Options” from Copeland and Antikarov (2003) Selected articles from list below.

LIST FROM WHICH A FEW ARTICLES WILL BE ASSIGNED FOR READING: J. Brander and T.R. Lewis, "Oligopoly and Financial Structure: the Limited Liability Effect," American

Economic Review (December 1986), pp. 956-970. F. Allen, "Capital Structure and Imperfect Competition in Product Markets," Discussion Paper, Univer-

sity of Pennsylvania, 1987. S. Myers, "Interaction of Corporate Financing and Investment Decisions—Implications for Capital Budg-

eting," Journal of Finance (March 1974), pp. 1-25. B. Cornell and A.C. Shapiro, "Corporate Stakeholders and Corporate Finance," Financial Management

(Spring 1987),pp. 5—14 S. Titman, "The effect of Capital Structure on the Firm Liquidation Decision" Journal of Financial Eco-

nomics (March 1984), pp. 137-152. F. Allen, "Capital Structure and Imperfect Competition in Product Markets," Discussion Paper, Univer-

sity of Pennsylvania, 1987. O. Sarig, "Bargaining with a Corporation and the Choice of Capital Structure," Working Paper, Columbia

University, January 1987. S.A. Ravid, "Safety First, Bankruptcy and the Pricing and Investment Decisions of Firms,” Economic In-

quiry (October 1987), pp. 695-706. S.A. Ravid, "On Pricing Policies and the Capital Structure Choice of Firms," Zimmerman Foundation Dis-

cussion Paper Series, 1988. V. Maksimovic, "Oligopoly, Price Ward and Bankruptcy," Working Paper, University of British Columbia,

1986. Maksimovic, Vojislav and Sheridan Titman. “Financial Reputation and Reputation for Product Quality,”

Review of Financial Studies, 2 (1991), pp. 175-200. Maksimovic, V. "Optimal Financial Structure and Value Dissipation in Imperfect Markets," Working Pa-

per, University of British Columbia, 1987. Chevalier, Judith A. “Do LBO Supermarkets Charge More? An Empirical Analysis of the Effects of LBOs

on Supermarket Pricing,” The Journal of Finance, Vol. 50, No. 4. (Sep., 1995), pp. 1095-1112. Maksimovic, Vojislav and Sheridan Titman “Financial Policy and Reputation for Product Quality,”, The

Review of Financial Studies (1986-1998); Spring 1991; 4, 1; pg. 175 Corporate Liability Management: Designing Capital Structure to Create Shareholder Value, (with Tim

Opler and Michael Saron), Journal of Applied Corporate Finance, 1997. Mehran, Hamid, 1992, “Executive Incentive Plans, Corporate Control, and Capital Structure,” Journal of

Financial and Quantitative Analysis, 27, 539-560.

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GLOBALIZATION, THE NEW ECONOMY AND ETHICS MBA 674 3 CREDITS

COURSE DESCRIPTION

Business in the global environment involves a globalization process made up of many factors: the parts played by governments and international institutions, regulations, world monetary and trade systems, global ethics, social responsibility, cultural diversity, equality of opportunity, environmental concerns, economic development, technology, the new economy, education and political risks. The “Globalization, the New Economy and Ethics” course will explain these factors, focusing upon the conflicts among beneficiaries in the context of the new economy and the prerequisites for sustainable development, anticipating future global trends as well as individual, business and governmental reactions to globalization.

LEARNING OBJECTIVES AND METHODS

The new course will examine how the global environment and macro environment impact international business and how international business affects the global and the macro environments. The key topics may be covered through reading assignments and in class discussions using a thesis-antithesis structure of weekly exchange of ideas on macro and micro globalization issues, such as world trade and the WTO, counter balanced either the same week or the next week with considerations of cross cultural differences, operational challenges and issues such as ethics, legality, intellectual property rights and environmental regulations. Such a back and forth structure of covering topics, besides applying concepts and theories to real world applications, uses an approach of thesis, antithesis and synthesis and helps to give students a kind of hands on sense of the difficulties that arise when global institutions, trends, and theories hit the reality of specific systems, operations and cross-cultural conflicts in different countries or regions.

RECOMMENDED TEXTBOOKS Daniels J., Radebaugh L., and D. Sullivan (2009) International Business (12th Edition). Prentice Hall Czinkota, Ronkainen, and Moffett (2009) Fundamentals of International Business (2nd Edition) Wessex Inc. Hill C., (2008) International Business (7th Edition). McGraw-Hill

COMPLEMENTARY READINGS

Bhagwati J., Cowen T., He Q., Ali A., Hymowitz K., Levi, Bernard-Henri., Novak M., Santorum R., Walzer M., (2008). Templeton Free Market Discussion: Does the free market corrode moral character? John Templeton Foundation – Supporting Science ~ Investing in the Big Questions El-Erian M., (2008) When Markets Collide: Investment Strategies for the Age of Economic Change. McGraw-Hill

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TOPICAL OUTLINE

Globalization and international business: their forms, magnitudes, participants and stakeholders. The new economy versus the old economy. The cultural environment of globalization. Ethics, morality, legality and transparency. Corporate social responsibility (CSR), environmentalism, corporate governance. Fair competition, free market acceptance, economic and intellectual property rights, human rights. Models, concepts and theories of international competition: from comparative advantage to competitive advantage of nations. The international monetary system, its functions, its crisis management measures, balance of payments and exchange rate determination. Value creation through international business: export and import strategies, direct investments, collaboration and alliances. Structuring global operations, marketing and supply chains. People and human resources in the multinational global environment. Institutional and regulatory aspects of globalization: WTO, IMF, World Bank, OECD, Free Trade Agreements, Economic Unions. Political and legal systems, freedom, cooperation and interdependence, transnational integration: NAFTA, EU, OPEC. Environmental sustainability and sustainable economic development. Reactions to and the future of globalization.

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MANAGING BUSINESS OPERATIONS MBA 676

3 CREDITS

COURSE DESCRIPTION Operations management is concerned with the systematic design, management and improvement of the processes that transform inputs into finished goods or services. Operations management is one of the primary functions of a firm. As marketing induces the demand for products and finance provides the capital, operations produces the product (goods and services). Provides a foundation for understanding the operations of a firm. Provides you with the basic skills necessary to critically analyze a firm's operating performance and practices. Such knowledge is impor-tant for careers in a variety of areas, including general management, entrepreneurship, investment banking (e.g. business restructurings, mergers and acquisitions), venture capital (e.g. evaluating new business plans) and management consulting (business restructuring improvement). Focuses on the technological dimensions of a firm's internal operations. Provides an understanding of the elements of a firm's operations that enable it to produce quality outputs at a competitive cost structure. Focuses on how the "physics" of material, work and information flows and the design and management of a firm's processes interact to determine a firm's cost structure and its ability to com-pete effectively in terms of non-cost measures such as quality, variety and speed. Prerequisite: MBA646 Data Analysis for Decision Making.

LEARNING OBJECTIVES

Appreciate the importance of operations and its strategies, concepts and tools as a critical function of business

Create an operations strategy to support the business strategy

Identify the operational capabilities needed to support a business strategy

Define and characterize key business processes

Establish clear performance objectives and process measures

Effectively manage demand and process variability

Use data and tools to evaluate and improve the efficiency and effectiveness of processes

METHODS AND MATERIALS The course uses a variety of teaching methods and materials. Classes will consist of lectures, discus-sions and video presentations. Fundamental concepts are contained in lecture notes and readings. Analytical tools are presented in notes, discussed in lectures and reinforced by case and homework assignments. Cases are also used to illustrate the context and complexity of operations issues. Text and Readings Assigned material should be read before class to facilitate comprehension, discussion, and coverage. Many of the readings are short (Please note that in the course outline, such readings are designated as (S).) All readings are contained in a customized textbook that will be distributed in the class. Use the syllabus as a guide for reading. You are also required to read:

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The Goal: A Process of Ongoing Improvement, Third Edition, Goldratt & Cox, North River Press (Second Edition is also OK.) The Goal is a novel about plant operations. It provides an entertaining glimpse of life within a plant and teaches some important management concepts along the way. We will refer to it periodically through-out the first half of the course. Groups You should form groups of two to three students for doing the written case assignments, in-class exer-cises and general class preparation. Please form your groups as soon as possible. Cases and other preparation should be completed prior to each class meeting since data analysis is reviewed in class. TOPICAL OUTLINE Week Topic 1 Topic 1: Course Introduction and overview Operations Strategy and Business Strategy The process perspective. Topic 2: Industry Examples Topic 3: Kristen’s Cookie Case (1 oven) 2 "Some distance below, down across the highway, is my plant. It sits in a field, a big gray steel box without windows. Inside, I know there are about 400 people at work on day shift. Their cars are parked in the lot. I watch as a truck backs between two others sitting at the unloading dock. The trucks bring the materials which the machines and people inside will use to make something. On the opposite side, more trucks are being filled with what they have produced. In simplest terms, that's what's happening. I'm supposed to manage what goes on down there." [The Goal, pp. 36] The Goal, through Chapter 10 Types of Processes Production Processes XTM Bike Corporation Kristen’s Cookies: We will continue our analysis of Kristen’s Cookie Company Topic 1: Continuous Flow Process Topic 2: Process Analysis Read the assigned description of XTM Bike Corp. 3 Topic 1: Continuous Flow Process Case: National Cranberry Cooperative (NCC) See the Ocean Spray website showing cranberry harvesting. Topic 2: Queuing Management and Models

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4 Topic 1: The Service Factory Shouldice Hospital Case: Shouldice Hospital. Look at the Shouldice website Bottleneck Analysis Topic 2: The Goal, continued The Goal, through chapter 11 (note that finishing the rest of the book after chapter 31 is optional). Topic 3: Queuing analysis of processes; Cost of Queues 5 Topic 1: Service Performance Case: Manzana Insurance Topic 2: Introduction to Total Quality Management. Taguchi’s seven quality tools. Statistical Process Control 6 Topic 1: Case study in using queuing models for capacity decisions. Case: NYPD Patrol System. See the NYPD website. In recent surveys, customers were found to be more dissatisfied with services they receive than with the products they purchase. One common difficulty is the lack of clear and specific performance objectives or even the ability to accurately measure service standards and operating performance. Another is the high degree of unpredictability and variability in the basic service itself and in the demand for the service. Topic 2: Statistical Process Control 7 Case: Hank Kolb, Director, Quality Assurance Delivering consistent quality is often an elusive goal. This case will help us begin to understand the myriad of obstacles to achieving quality in a complex operation. Statistical Process Control, pages 121-128 Topic 2: SPC, continued 8 Topic 1: Service Quality Case: Ritz Carlton Hotel Statistical Process Control Topic 2: Programs for implementing TQM: 1. Six sigma Click here to see GE’s 6 sigma program

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2. Malcolm Baldrige Quality Award Click here to go to Baldrige Award website 3. ISO 9000: 2000 Click here to go to ISO website 9 Introduction to Supply Chain Management The Beer Distribution Game We will discuss dome basic concepts in supply chain management using Barilla as an example. Click here to go to the Barilla website. 10 Topic 1: Beer Game Debriefing Topic 2: Just-In-Time Inventory Models Toyota Motor Mfg. Case Click here to go to Toyota website. 11 Topic 1: Supply Chain Management Tools for Managing Supply Chains: EOQ and Periodic Review Inventory Models The Economic Order Quantity Analyzing Inventory Cost and Service in Supply Chains Topic 2: Effects of Centralization on Inventory Costs Read the Acme Widget case 12 Topic 1: The Power of Postponement Case: HP Deskjet Supply Chain Click here to go to HP website Topic 2: Global Operations The Impact of E-technology Case: Zara Click here to go to Zara website Click here to go to the Dell website 13 Topic 1: Continue discussion of Zara vs. Dell Topic 2: Course Review 14 The final exam is the full class period and is open book and notes. It covers material from the entire semester.

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MANAGING INNOVATION MBA 678 3 CREDITS

COURSE DESCRIPTION

Develops skills in managing the mismatch between technological possibilities and market demand and underscores management of technology and innovation as managerial problem solving. Uses a multi-level, multi-discipline approach and emphasizes organizational behavior relating to the innovative process and implementation of new technologies at all levels within organizations. Covers close collaboration between R&D and other functional areas and collaboration across firms, technological and innovative needs of the firm over time, organizational adaptation to innovation and technological change. Integrates the roles of each level of the organization. We address conceptual issues that cut across industries, technologies, and time though we may use examples of various innovative and technological implementations. We will ideally pull in your expertise in certain technologies for illustration and interest but this is not a current update on what is currently going on ANYWHERE! Rather, the goal is to show how to implement, from a managerial and organizational standpoint, any new technology including those that we don’t yet know about.

LEARNING OBJECTIVES

Most broadly, the learning objective addresses the micro or individual level of identifying, promoting, and directing innovation and technology management. The course is also intended to be a bridge between those micro issues at the individual/firm level and more macro issues of interfacing with the outside environment. Teaching objectives specifically correspond to the expected learning objectives of the students.

To understand the individual, structural, and strategic issues in the management of innovation and technology within the organization.

To understand how functional areas interact in the innovation process. To gain experience in analyzing the conceptual challenges within the context of firms.

RATIONALE FOR THE COURSE

Innovation in the workplace is key to the success of many businesses today, and for most of the more familiar companies, it is their foundation. it is the foundation The course aids the student to recognize the importance of innovation, that the process is creative and needs support and guidance to be successful. Even when a the organization is able to “invent something” – the ability to implement the work is often an onerous task. This course helps students understand how the innovation process, and the personnel, relate to other parts of the firm, how encourage its development, considerations for making choices from viable alternatives and the effects on and by the managerial processes. It also helps students appreciate the impact of the firm's environment on the development of new products and processes in their career

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concentration.

RECOMMENDED TEXTBOOKS

Schilling, M.A. (2006). Strategic Management of Technological Innovation (revised), New York: McGraw-Hill Afuha, A. (2009) Strategic Innovation: New Game Strategies for Competitive Advantage, New York, Taylor & Francis Additional reading material may be assigned during the course based on contemporary issues.

TOPICAL OUTLINE

Week Topic 1 Introduction & review of syllabus - Industry Dynamics of Innovation 2 Sources of Innovation – Chp. 1 & 2 + Case 3 Types & Patterns of Innovation – Chp 3 + Case 4 Standards Battles and Design Dominance – Chp 4 + Case 5 Timing of Entry – Chp 5 + Case 6 Defining the Organization’s Strategic Direction - Chp 6 + Case 7 Choosing Innovation Projects – Chp 7 + Case – MidTerm Exam due 8 Collaboration Strategies – Chp 8 + Case 9 Protecting Innovation – Chp 9 + Case 10 Organizing for Innovation – Chp 10 + Case 11 Managing the New Product Development Process – Chp 11 + Case 12 Managing New Product Development Teams – Chp 12 No Case 13 Teams continued – Chp 13 + Case 14 Presentation – Final Exam due

COURSE PEDAGOGY An Innovation Strategy requires analyzing, interpreting, and acting upon empirical data from the

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environment and to implement the new ideas to garner a competitive advantage. The primary approach of the course is the analysis of business cases developed to address the development of innovative ideas, some we are familiar with and others that will be new. Supplementary approaches may include a full range of pedagogical alternatives, including, case writing experiences, team solution to a “real word” problem and video tapes. The course recognizes that industry demands innovative ideas but does not have unlimited resources. The focus is recognition of the influences and threats from the external environment, the opportunities available and development of a companies strengths to implement innovative ideas. The approach involves class discussions focused on identification and resolution of issues in cases or other contemporary data. Timely industry announcements, text, external readings, lectures, or presentations, may supplement cases and other data.

COURSE REQUIREMENTS

This course requires both teamwork and individual contributions. Quizzes, exams, and case submissions are individual contributions, the term project and presentation will be by the team. Students are strongly encouraged to bring in “problems” they find in the workplace and use these as a foundation to develop an innovative solution and plan.

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VALUE CREATION AND COMPETITIVE ADVANTAGE IN GLOBAL MARKETS MBA 679 3 CREDITS

COURSE OVERVIEW

Rapid changes in communications technology and the globalization of markets have changed the way marketers plan and manage innovation. Communities of customers now play a much larger role in shaping innovation strategy and execution. Reflecting recent changes in how consumers interact with companies, this course focuses on topics such as engaging customers through innovation, understanding consumers group effects on the diffusion of innovations, interacting with and connecting with customers, and managing resources through traditional and virtual value chains.

COURSE DESCRIPTION

This course covers concepts, activities, and techniques related to value creation and innovation from a marketing manager's perspective. The course consists of a combination of lectures, discussion, debates, guest speaker presentations, readings, case studies, and a term project.

LEARNING OBJECTIVES

At the conclusion of this course you should:

understand how customer insights drive innovation in product and service design

appreciate the need to strengthen customer loyalty in an environment where customers now have better opportunities for switching suppliers or brands

recognize and evaluate how companies engage their customers through relationship management

appreciate the connectivity of customers and the impact on diffusion of innovations and marketing strategy

understand consumer behavior and branding in a new media world

develop a working knowledge of marketing metrics and models to aid marketing decision making understand the decision variables involved in managing marketing resources (e.g., virtual value chains, intrapreneurship)

REQUIRED READINGS

The subject matter of this course is drawn from several areas of marketing and is constantly evolving. Some of the readings are "classics" while others reflect the dynamic marketing environment. Most of these readings are available for free from the Pace Library. Cases and readings not available from Pace will be available for purchase. Details will be provided during the first class meeting. The instructor reserves the right to add additional materials throughout the semester. It is your responsibility to check Blackboard for any changes in the readings.

Recommended

Though this is not a course in writing English, it is a graduate-level course for business students. Your written work is expected to demonstrate appropriate command of the English language and business writing. Avoid personal pronouns and passive voice! If your work has multiple grammatical errors, misused words or otherwise lacks professionalism, your grade will reflect this – just as in the

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workplace. If you need help with your writing skills, I recommend you purchase The Elements of Style by Strunk and White.

COURSE APPROACH

An integrated structure of lecture, class discussion, and assignments (Harvard cases) will be utilized to meet the course objectives. The classroom is a forum for discussion where you will have the opportunity to exchange and explore ideas - your participation is required. In other words, this course emphasizes learning by doing as opposed to passive listening. You are expected to present persuasive oral and written reports. The course involves a substantial amount of work in teams. In addition, you will have opportunities to recognize good and poor marketing management behavior through case analyses, video and experiential exercises.

GRADING POLICY

Overall grades will be assigned as follows: A= 94-100, A- =90-93.9, B+=86-89.9, B=82-85.9, B-=78-81.9.9, C+=76-79.9, C=72-75.9, F=71 and below Mid-Term examination 20% Final examination 20% New Product Team project 25% Case Analyses 25% Class Leadership, participation and professionalism 10% Total 100% OTHER IMPORTANT NOTES Late papers will be downgraded. For each day a paper is late, it will decline by half a grade (e.g., one day late, your B paper becomes a B-, two days late B becomes C+, etc.). Papers over two days late will not be accepted, no exceptions. Group Obligations and Peer Evaluations. The New Product Team Project is a group effort. Team pro-ject grades maybe adjusted for peer evaluations, so please ensure your strong commitment, participa-tion and contribution to all team assignments. You will be providing feedback on team members’ rela-tive contributions and efforts. Each group member must complete a peer evaluation form at the end of the semester. A group member who receives a low grade from all of his/her peers will receive a lower grade for the paper and presentation. Attendance at Presentation. All group members are expected to be at the group presentation and to be prepared to answer questions from the audience and instructor about their project. Absence is per-mitted only for illness documented with a doctor’s note.

TOPICAL OUTLINE

Week Topics/Assignments 1 Engaging Customers Through Innovation

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Customer Driven Product and Service Design Innovation; Customer Role in Innovation Strategy and Execution; Disruptive Innovation and New Product Development Readings: Eager Sellers and Stony Buyers: Understanding the Psychology of New-Product Adoption John T. Gourville, Harvard Business Review article (2006) (Source: Pace Online Library, free) Meeting the Challenge of Disruptive Change. By: Christensen, Clayton M.; Overdorf, Michael. Harvard Business Review, Mar/Apr2000, Vol. 78 Issue 2, p66-76 (Source: Pace Online Library, free)

Reinventing Your Business Model; Christensen, Clayton M.; Johnson, Mark W.; Kagermann, Henning; Harvard Business School Publishing; Harvard Business Review; 12/01/2008; (12 pages)

The Innovation Value Chain; Hansen, Morten T.; Birkinshaw, Julian; Harvard Business School Publishing; Harvard Business Review; 06/01/2007; (14 pages)

Case:

Lenovo: Building a Global Brand, John A. Quelch (Harvard Business Review Case, $$) 2-3 Understanding Consumers

Networks of Influence in Diffusion of Innovations; Group and Social Network Effects on Behavior; Consumer Mediated Communications and their Impact on Product and Service Design; Meeting Needs of Global Consumers

Articles:

Marketing Myopia. Levitt, Theodore. Harvard Business Review, Jul/Aug2004, Vol. 82 Issue 7/8, p138-149

Customer-Driven Innovation (HBR Article Collection); Bettencourt, Lance A.; Ulwick, Anthony W.; Christensen, Clayton M.; Cook, Scott; Hall, Taddy; Harvard Business School Publishing; HBR Article Collection; 05/01/2008; (33 pages)

Diffusion of Web-Based Product Innovation;

Prandelli, Emanuela; Verona, Gianmario; Raccagni, Deborah; California Management Review; California Management Review; 08/01/2006; (28 pages)

Pricing as Entrepreneurial Behavior;

Schindehutte, Minet; Morris, Michael, H.; Indiana University Kelley School of

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Business; Business Horizons; 07/15/2001; (8 pages)

Videos for in-class discussion: The Hucksters: Cognitive learning versus cognitive response perspective on

persuasion Tin Men: Selling orientation versus consumer orientation

Simulation: Pricing Simulation: Universal Rental Car

John T. Gourville (Source: http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/ item_detail.jhtml;jsessionid=IE4U5BEEI1VOSAKRGWDSELQBKE0YIISW? id=2093&_requestid=5669) Price: $12.50 Demo: http://forio.com/simulation/harvard-pricing (username: Vlala@pace.edu; password: demo)

4-5 Managing Customers Customer Relationship Management (CRM); Relationship Marketing Strategies; One-to-One Marketing; Database Marketing and Data Mining

Articles

A Crash Course in Customer Relationship Management (2000) Harvard Management Update Article (Source: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/ item_detail.jhtml;jsessionid=ZXZZZWDWBJATSAKRGWDR5VQBKE0YIISW? id=U0003B&referral=2341) $3.95 CRM Done Right. Rigby, Darrell K.; Ledingham, Dianne. Harvard Business Review, Nov2004, Vol. 82 Issue 11, p118-129 (Source: Pace Online Library, free) Customer-Centered Brand Management.Preview By: Rust, Roland T.; Zeithaml, Valarie A.; Lemon, Katherine N.. Harvard Business Review, Sep2004, Vol. 82 Issue 9, p110-118, (Source: Pace Online Library, free)

Do You Want to Keep Your Customers Forever?; Pine, B. Joseph, II; Peppers, Don; Rogers, Martha; Harvard Business School Publishing; Harvard Business Review; 03/01/1995; (12 pages) Fournier, Susan, Susan Dobscha and David G. Mick (1998): “Preventing the Premature Death of Relationship Marketing,” Harvard Business Review,

(January-February), 42-51.

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Cases Nectar: Making Loyalty Pay John Deighton (Source: http://harvardbusinessonline.hbsp.harvard.edu/b02/ en/common/item_detail.jhtml?id=505031&referral=2341 ) (Harvard Business Review Case, $3.95)

Hilton HHonors Worldwide: Loyalty Wars, By John Deighton, Stowe Shoemaker (Source: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/ item_detail.jhtml;jsessionid=ZXZZZWDWBJATSAKRGWDR5VQBKE0YIISW? id=501010&referral=2341) (Harvard Business Review Case, $3.95)

6 Interacting with Customers

Interactive Marketing; Integration of New Media in the Communications Mix; Management of Customer and Prospect Touchpoints

Articles Blogging: A new play in your marketing game plan;

Singh, Tanuja; Veron-Jackson, Liza; Cullinane, Joe; Indiana University Kelley S chool of Business; Business Horizons; 07/15/2008; (12 pages)

Dove: Evolution of a Brand;

Deighton, John; Harvard Business School Publishing; 10/10/2007; (13 pages) Lost in Translation;

Ulwick, Anthony W.; Harvard Business School Publishing; Strategy & Innovation; 05/15/2004; (5 pages)

Cases HubSpot: Inbound Marketing and Web 2.0 Thomas Steenburgh, Jill Avery, Naseem Dahod, (Source: http:// harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml? id=509049&referral=2341) (Harvard Business Review Case, $3.95)

MedNet.com Confronts 'Click-Through' Competition Allegra Young (Source: http://harvardbusinessonline.hbsp.harvard.edu/b02/ en/common/item_detail.jhtml?id=2066&referral=2341) (Harvard Business Review Case, $3.95)

What Serves the Customer Best? (HBR Case Study and Commentary); Nunes, Paul F.; Driggs, Woodruff W.; Herman, David; Rayport, Jeffrey F.; Dull, Stephen; Scafido, Joe; Harvard Business School Publishing; Harvard Business Review; 10/01/2006; (10 pages)

UnME Jeans: Branding in Web 2.0; Steenburgh, Thomas; Avery, Jill; Harvard Business School Publishing; 11/12/2008; (27 pages)

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7 Midterm Exam 8-9 Connecting Customers with Brands

Creating and Sustaining Emotional Connections with the Brand; Customer Advocacy; Customer and Brand Equity; Competing for Share of Customer

Articles

McAlexander, James H., John W. Schouten and Harold F. Koenig (2002), "Building Brand Community," Journal of Marketing, 66(1), 38-54 (Source: Pace Online Library, free)

Keller, Kevin Lane and Sanjay Sood (2004), "Brand Equity Dilution," Sloan Management Review, 45(1), 12-15 (Source: Pace Online Library, free) Keller, Kevin Lane (2000), "The Brand Report Card," Harvard Business Review, (Source: Pace Online Library, free)

Keller, Kevin Lane, Brian Sternthal and Alice Tybout (2002), "Three Questions You Need to Ask about Your Brand," Harvard Business Review, 80(9), 80-86 (Source: Pace Online Library, free)

Cases Mountain Man Brewing Co.: Bringing the Brand to Light, Heide Abelli (Source: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/ item_detail.jhtml?id=2069&referral=2341) (Harvard Business Review Case, $3.95)

10-11 Performance Measures Marketing Metrics and Models (also referred to as Marketing Engineering or Marketing Analytics); Life Time Value (LTV) of Customers

Articles

Competing on Analytics, Davenport, Thomas H.. Harvard Business Review, Jan2006, Vol. 84 Issue 1, p98-107 (Source: Pace Online library, free)

Putting the Balanced Scorecard to Work. Kaplan, Robert S.; Norton, David P.. Harvard Business Review, Sep/Oct93, Vol. 71 Issue 5, p134-147 (Source: Pace Online library, free)

Cases Harrah's Entertainment Inc.: Real-Time CRM in a Service Supply Chain; Lee, Hau; Whang, Seungjin; Ahsan, Kamram; Gordon, Earl; Faragalla, Amir; Jain, Asha; Mohsin, Abid; Shi, Guangyu; Graduate School of Business Stanford University; 10/27/2003; (20 pages) 12 Managing Resources

Virtual Value Chains and Supply Chain Management; Entrepreneurial and

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Intrapreneurial Marketing

Articles Exploiting the Virtual Value Chain;

Rayport, Jeffrey F.; Sviokla, John J.; Harvard Business School Publishing; Harvard Business Review; 11/01/1995; (11 pages)

The Power of Virtual Integration: An Interview with Dell Computer's Michael Dell (HBR OnPoint Enhanced Edition);

Dell, Michael; Magretta, Joan; Harvard Business School Publishing; HBR OnPoint; 09/01/2001; (15 pages)

Starting New Businesses: Inside the Organization; Harvard Business School Publishing; Harvard Management Update; 12/01/1999; (2 pages)

Models of Innovation: Startups and Mature Corporations; Freeman, John; Engel, Jerome S.; California Management Review; California Management Review; 11/01/2007; (27 pages)

Morris, M.H, Schindehutte, M. & LaForge, R.W. 2002. Entrepreneurial marketing: A construct for integrating emerging entrepreneurship and marketing perspectives. Journal of Marketing Theory and Practice. 10(4): 1-19. Cases

Amazon.com's European Distribution Strategy, Janice H. Hammond, Claire Chiron (Source: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/ common/item_detail.jhtml?id=605002&referral=2341), (Harvard Business Review Case, $3.95) 13 Project Presentations (papers due) 14 Final Exam (according to University final exam schedule) Every effort will be made to maintain the assigned test dates, however the dates of other assignments may vary with the pace of class discussions and availability of guest speakers. Therefore, students should anticipate the necessity of preparing earlier or later for particular topics given the nature of the previous class discussion. THE INSTRUCTOR RESERVES THE RIGHT TO CHANGE OR MODIFY THE EXAM AND ASSIGNMENT SCHEDULE AS NECESSARY.

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ACADEMIC POLICIES AND

PROCEDURES

ADMISSION ACCEPTANCE STATUS The Graduate Admissions Office reviews applications and evaluates credentials. Once this review is complete, students are accepted in one of three ways:

Fully Matriculated

Fully matriculated students are admitted without restrictions and must meet their program requirements.

Provisionally Matriculated

Provisionally matriculated students must meet the admissions provisions detailed in their acceptance letter by the time they complete a minimum of 12 graduate credits. Requirements include obtaining a minimum cumulative QPA of 3.0.

Provisionally matriculated students are reviewed after the semester in which they complete 12 or more credits. All credits are included in this review.*

All provisionally accepted students should contact the Office of Graduate Academic Advisement and Student Development before their first semester of study to ensure they understand their admission status.

*Please note: BUS 043 Business Writing, or its international equivalent (ENG 040), is not included in the QPA calculation of the first 12 credits.

Conditionally Matriculated

Conditionally matriculated students are, in general, missing an admissions credential such as an official GMAT score. They must complete their admission file during their first semester of attendance and matriculate fully by their second semester. Conditionally matriculated students may register for a maximum of two courses or 6 credits, whichever is greater.

English Language Institute International students with TOEFL/IBT scores between 88 and 100 or IELTS score below 7.5 are required to take the Pace English Placement Exam and may be required to take remedial English language classes before they start their Masters’ classes.

Questions about any aspect of the admissions process should be directed to an Admissions Counselor at 212-346-1531 (NY) or 914-422-4283 (WP).

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ADVISEMENT SERVICES

Advisement is available from a variety of sources, including the Office of Graduate Academic Advisement and Student Development (OGAASD). The OGAASD provides a variety of services, including:

New student advisement and academic orientation sessions at the beginning of each semester. One-on-one advising and review of course requirements. Assistance with registration, grading problems, and academic standing. Review of transfer credit requests. Advisors may pre-approve courses and write to schools to confirm a currently enrolled student has permission to transfer credit. Assistance with substitution requests. (All substitutions must receive departmental approval and only 1 substitution is allowed). Review Change of Program, Extension of Study, and Resumption of Study requests. The office also reviews Waiver requests after the student’s first semester. Provide request forms which are available on the magazine racks outside the OGAASD and on the OGAASD webpage. Review students’ academic performance each semester. Management of the graduate assistantship program. Course selection consultation. At a minimum, students should visit the OGAASD about half way through their studies. Students who have a dual major, or who change their major, should review degree requirements with the OGAASD. Coordinate student development and leadership programs. Advise the Lubin Graduate Society. In conjunction with the Lubin Graduate Society, facilitate and plan off campus and on campus events. Express Advising via AOL Instant Messenger for students with general inquiries.

OGAASD STAFF AND CONTACT INFORMATION Germaine Hodges, Assistant Dean Amy J. Greis, Director Sabrina Hines, Secretary, New York Campus Mary O’Connor, Secretary, White Plains Campus New York Campus: 1 Pace Plaza 4th Floor West, Section E New York, NY 10038 Phone: 212-618-6440 Fax: 212-618-6603 Email: gradadviseny@pace.edu White Plains Campus: 1 Martine Avenue Room 516 White Plains, NY 10606 Phone: 914-422-4188 Fax: 914-422-4184 Email: gradadviseny@pace.edu The OGAASD website is an excellent source of information. To view it, visit www.pace.edu/lubin/graduateadvisement. The Office of Graduate Academic Advisement and

Student Development is your information resource at Lubin!

FACULTY ADVISORS Students are encouraged to meet with any full-time faculty member (including the department chair), to discuss their career concentration courses. Department chairs may approve career concentration course substitutions when necessary. Any resulting substitution approvals should be made in writing and forwarded to the OGAASD for processing before the course is taken. Students may also choose to meet with a faculty member to discuss career/professional development opportunities.

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UNIVERSITY STUDENT SUPPORT OFFICES

Several offices in the University provide advisement. A student’s most important advisors are: their faculty advisor, Office of Graduate Academic Advisement and Student Development and the Office of Graduate Admission. Other University offices that offer valuable assistance and advisement to students are: the Office of Student Assistance (OSA), Cooperative Education and Career Services, Financial Aid and the Office of International Students and Scholars. A list of contact names, numbers and the services provided by these and other offices begins on page 51.

LUBIN GRADUATE SOCIETY

The mission of the Lubin Graduate Society (LGS) is to make a positive difference in the lives of our graduate students’; primarily through social and professional events and to assist them in achieving their highest potential as they grow to become successful and well-rounded individuals. LGS plans and implements several events throughout the year such as informational speakers and panels, cultural events and socials. In addition, LGS participates in events such as New Student Orientation. Every Lubin graduate student is automatically a member and invited to all of our activities. We advertise our events mostly via the Lubin Listserv and through flyers we post on campus. For more information about LGS or to become involved, please email lgs@pace.edu.

ADVISOR AND STUDENT ROLES AND RESPONSIBILITIES The advisement process is a team effort between the advisor and the student.

THE ADVISOR’S ROLE IS TO:

Provide current and accurate information about the University’s academic and procedural requirements. Assist the student in developing a course of study, including the selection of core, major and elective requirements.

Provide the student with information about campus resources and offer referrals. Offer assistance if the student has academic difficulties. Be available for in-person or telephone appointments. Guide students in the pursuit of their academic goals.

THE STUDENT’S ROLE IS TO:

Be familiar with University academic policies, as explained in this guide and our Pace webpage. Create a file and keep copies of all official correspondence from the University, such as: worksheets, grade reports, notice of curriculum changes, academic review letters, etc. Keep a copy of all relevant materials from their initial semester of enrollment for the duration of their studies. Develop academic and career goals. Students should consider how their career goals may be affected by academic planning. Stay current on all policies and regulations at the University. Learn the degree requirements. The webpage explains the requirements for each degree and each career concentration. Students are responsible for seeing that all requirements are met. Advisors at the OGAASD can help students understand the requirements. Take responsibility for one’s decisions, progress and success. Stay in contact with an advisor to regularly review academic records to discuss any questions. At minimum, meet with an academic advisor approximately halfway through the program to confirm their remaining degree requirements. Read and respond to all correspondence sent to them by the University and bring any questions to the OGAASD. Regularly check Pace email account or forward mail to a personal account.

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EXPRESS ADVISING

GENERAL POLICIES

Express Advising will only occur on AIM (AOL Instant Messenger). This can be downloaded for free at http://dashboard.aim.com/aim. Students may not request that advisors speak with them via another IM method including MSN, Yahoo, Gmail Chat, or Facebook. You do not need an appointment to speak with an advisor via IM; however, you may only con-tact the advisor during posted IM advisement times. If you would like to contact the advisor during offline hours, please do so via their Pace email address or by calling our office. If an advisor is busy chatting with another student, their status will read “away”. Please only contact an advisor if their status says “available”. In order for the advisor to most accurately answer your questions, and to ensure your security, you must introduce yourself with your full name and university ID number (‘U’ number) at the beginning of the chat. If you cannot provide your university ID number, the advisor will not be able to advise you via IM. Instead, you may email the advisor or make an appointment by calling our office. If your questions require the advisor to have your student file, or require further investigation, the advisor may ask you to make an appointment for follow up. Please understand this is for your own benefit so that the advisor can give you the most accurate information possible. All IM’s with advisors will be printed out and kept in your advisement file. There may be times when an advisor is not online during their scheduled Express Advising hours. If this happens, please contact our office to speak with someone. Express Advising should be treated as a professional exchange with the advisor. That said, please refrain from “IM Language” or “IM Slang” such as ‘LOL’, ‘OMG’, ‘BRB’, ‘JK’, etc. Also, please type out full words (for example, please type “you” instead of “u”). While we under-stand that this is not the norm for IM, it will help the advisor appropriately give you informa-tion. Be prepared with the questions you would like to ask before contacting the advisor.

EXPRESS ADVISING CONTACT HOURS AND INFORMATION Germaine Hodges (for Graduate Assistantship inquiries & questions ONLY) Assistant Dean AIM Screenname: ghodgesLubin Hours: Wednesdays and Thursdays, 10:30am-12:00pm Amy J. Greis (for all general inquires & questions) Director AIM Screenname: amygreisLubin Hours: Mondays and Wednesdays, 11:00am-12:00pm

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REGISTRATION INFORMATION

PLANNING YOUR ACADEMIC CAREER: YOUR FIRST STEPS

When planning an academic program, consider the following:

Your educational background

Career demands

Personal demands

Course requirements

Course load

Course sequence

The level of academic difficulty you feel prepared to pursue

Create a multi-year course taking strategy. When you begin your program, use your Graduate Advisement Worksheet (in the back of this Guide) to plan your academic career. Give priority to those prerequisite courses you will need to begin the advanced level courses in your major. Familiarize yourself with the Class Schedule, so that you can begin to plan your courses for the first year (including summer sessions). Speak with the department or program chair of your major for information on the schedule of elective courses. Look at prior class schedules to see when courses in your major are typically offered.

TOOLS FOR ACADEMIC PLANNING

WEBPAGE The webpage contains descriptions of all courses offered by the Lubin School of Business, including the courses used to fulfill the core requirements of the degree programs and departmental requirements for each career concentration. It includes information on grading policies, transfer credit guidelines, tuition, room and board, fees, and a calendar for the academic year. Students should follow the webpage and print information in effect for their initial semester of enrollment.

CLASS SCHEDULE The Class Schedule is issued online every term and lists classes, class meeting times, and instructors. You will need the schedule to plan your registration each semester. The online Class Schedule has the most up-to-date changes at www.pace.edu or through MyPace portal. Please note: Prerequisite information listed in the Class Schedule is often inaccurate. Consult the appropriate Graduate Advisement Worksheet for the most reliable information about prerequisites, or call the OGAASD. PACE UNIVERSITY/LUBIN SCHOOL OF BUSINESS WEB PAGE Information on academic resources, courses and more is available via the Internet. Lubin School of Business information can be found at www.pace.edu/Lubin. OGAASD WEBSITE The Office of Graduate Academic Advisement and Student Development’s website offers information regarding academic resources (advisement worksheets, substitution exam information, Core Course and Academic Guide, FAQ’s, QPA Spreadsheet) and professional resources (graduate assistantship information, portfolio information, career resources).

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GRADE REPORTS Grade information is available via MyPace Portal at http://portal.pace.edu. ACADEMIC ADVISEMENT WORKSHEET The worksheet includes all required courses, prerequisites and the number of credits for each course. Worksheets are available from the OGAASD and on the OGAASD web page. The worksheets are the most up-to-date program requirements. Students should use their worksheet to closely monitor their progress and update it each semester. FACULTY EVALUATIONS Faculty evaluations should be handed out in the classroom at the end of each semester and are available at the Office of the Associate Dean. The results of these quantitative evaluations assist in course selection.

HOW DO I REGISTER?

MYPACE PORTAL In order to register for classes, student must either register through the portal or in person at the Office of Student Assistance. To log into MyPace portal use the following steps: Go to www.pace.edu and select “Current Students” from the top of the page. Then select the MyPace Portal link located on the right side menu. When you reach the login page, enter your 8-character Network Account User ID and your password. How to locate your User ID: New Students

Your User ID is your Pace student email address without the pace.edu Your email account will be activated after you accept your admission to Pace University To locate your User ID, visit http://whitepages.pace.edu/default.aspx?type=student

Course offerings are more sporadic in the summer, so careful planning and early registration are key. However, most core courses are available in either summer term. Faculty are also less accessible for advisement during the summer, so plan accordingly.

Successful Students Know . . .

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Current Students (students who have registered at Pace before) Your User ID is your Pace student email address without the pace.edu To locate your User ID, visit http://whitepages.pace.edu/default.aspx?type=student

How to locate your password: New Students

Your password is your first and last initials followed by a hyphen and date of birth, in the format xx-MMDDYY. Please note: After successfully logging in for the first time you will be prompted to reset your password. You will also be prompted to set up two security questions and answers to aid you in retrieving your password should you forget it.

HOW DO I ADD CLASSES?

Once you have successfully logged in, you will be brought to your student portal page. Your portal page is divided into tabs and channels. Click on the Students tab which is located in the upper left channel and then click on Registration and Grades. Now select the Register, Add or Drop Classes link. Using the drop down menu, select the appropriate semester and click submit. If you KNOW your course reference number(s) (CRNs), enter the CRNs in the boxes on the Add Classes Worksheet and click Submit Changes. If you DO NOT know your CRN, click the Class Search button in order to look up courses in the class schedule.

In order to search, you must select a Subject from the drop down menu. You can refine your class search by specifying all your criteria for a subject, the click Class Search. A list of all classes that meet your criteria will display. Choose your classes by clicking the box to the left of the course title. Please note: a check mark will appear and you may click on multiple boxes at the same time. Click Add to Worksheet at the bottom of the page. Your current worksheet will populate with the courses you selected. You may continue to select courses before registering. You will be registered for all courses selected when you click on the Submit Changes button. If a class is not available or you have selected classes with the same days and times, a warning/error message will appear with that explanation at the bottom of the page. When you have finished searching the class schedule and adding classes, click on the Back to Home tab at the top left corner of the Register, Add, or Drop page. It will take you back to the MyPace homepage.

If you encounter difficulty using the MyPace portal:

Log on to www.pace.edu/doithelpdesk and enter a job ticket, or Visit a Computer Resource Center for assistance, or Call the DoIT Help Desk at 914-773-3648 or extension 33648 on campus. Live help is available from the DoIT Help Desk Monday-Friday 9:00am-5:00pm.

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ACADEMIC ADVISEMENT

TIME REQUIREMENTS Part-time students should take 6 credits per semester in order to make good academic progress toward their degree. Students enrolled in 9 or more credits are considered full time. A student in the United States on a student visa must enroll in 9 or more credits each Fall and Spring. A student visa does not require enrollment in Summer classes. PRELIMINARY SKILLS REQUIREMENT BUS 043 Business Writing [for some international students: ELI 084A, ELI 084S, and/or ENG 040] must be fulfilled within the first year of your enrollment. The BUS 043 requirement can be waived by a GMAT Analytical Writing Analysis score of 4.5 or better, if you do not have other English language requirements. Your acceptance letter should indicate whether you are required to enroll in BUS 043. International students who are required to take the Placement Exam, will have a hold placed on their registration and must register through OGAASD. PREREQUISITES Courses must be taken in prerequisite order. In order to ensure the quality of Lubin courses, registrations are checked periodically. Those students who do not meet the prerequisite requirements may be dropped from the course without notice. Permission to take an upper level course out of sequence does not relieve you of the responsibility for the prerequisite course. COURSE SEQUENCING New students should take MBA 670 Organizational Behavior and Leadership as soon as possible. Please note: Students who are enrolled in ELI courses should complete all English classes before registering for MBA 670. MBA 688 Business Strategy and Stakeholder Responsibility is the capstone class. Students should take it in their last semester of enrollment. Students who register for MBA 688 before their last semester of enrollment may be dropped from the course. It is a myth that students should complete all core courses before enrolling in any career concentration courses. Students should prioritize the core courses that will enable them to enroll in their career concentration courses as soon as possible. Please see sample Academic Plan on page 46. BREADTH ELECTIVES Breadth Electives must be Lubin, 600 level courses outside of the respective major. Research projects cannot be used as Breadth Electives. Dual majors, Accounting, Taxation and International Business majors should consult their worksheet or an academic advisor for more information on Breadth Electives. ACADEMIC REVIEW Every Lubin graduate student is reviewed at the end of each semester for academic deficiencies. All Lubin graduate students must maintain a QPA of 3.0 during their academic career. If your QPA falls below a 3.0, you will notified by the OGAASD and placed on academic probation. If you are concerned that your QPA may fall below a 3.0, you should contact the OGAASD immediately and meet with an

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ACADEMIC ADVISEMENT

advisor to discuss your options. Students with a QPA below a 3.0 will have a hold placed on their registration until their QPA meets at least the minimum requirement. If you have a hold on your registration, and would like to register for classes, please contact an advisor in the OGAASD. Continued failure to improve your QPA may result in dismissal from the program. RESUMPTION OF STUDY Students who do not enroll for class for one major semester (Fall or Spring) or more, must file for Resumption of Study. Students who have not been enrolled for 3 years or more and students who are under a 3.0 must file their form with the OGAASD. All other students can file their form with the OSA. In addition, students who take time off may be subject to curriculum changes upon their resumption. Students who’ve attended other schools since last enrolled at Pace must submit all official transcripts. CHANGE OF MAJOR OR PROGRAM Students can file for a change of major with either the OSA or the OGAASD. Students who would like to switch from an MBA program to an MS program or vice versa should file with the OGAASD. In addition, Accounting and Taxation students should file with the OGAASD. Students who are thinking of changing their major or program should make an appointment with an OGAASD advisor to discuss the changes and make an academic plan. EXTENSION OF STUDY All Lubin graduate students are given 5 years to complete their degree program. However, if there are circumstances that have delayed or interrupted a students academic career, they can file for an Extension of Study. This form should be filed with the OGAASD at least one semester prior to the end of the 5 years. GRADUATION Nine months to one year prior to your intended graduation date, you must file an Application for Graduation form with Office of Student Assistance (OSA). OSA will send you an official degree audit indicating courses in progress and courses required for graduation. A minimum QPA of 3.0 is required to graduate. A student who has completed all course requirements but does not have a minimum QPA of 3.0 must appeal to the Academic Standards Committee to continue his or her studies. If the appeal is approved, the student must complete additional courses to bring his or her cumulative QPA to a 3.0.

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ACADEMIC POLICIES

GRADING Grading for all credit courses is ‘A’, ‘A-’, ‘B+’, ‘B’, ‘B-’, ‘C+’, C’ and ‘F’. An incomplete grade (‘I’) becomes an ’F’ if the course is not completed within six (6) weeks after the end of the semester (from the last class meeting). See more information on changing grades below. Grading for BUS 043 Business Writing is on a Pass/Fail basis. This course is not included in the review of provisional students for matriculation. All other course work is graded on the course credit system.

CHANGE OF GRADE Students must have the permission of their instructor to complete course work after the last class meeting. The maximum time allowed to resolve an incomplete grade is 6 weeks after the end of the term. No grade (including research project grades) will be changed 6 months after the conclusion of the semester in which the course was taken. In addition, no grade will be changed after a degree has been granted. Refer to the Academic Calendar from the Pace homepage to find the date on which the semester ended for the course with the incomplete grade. Six months from this ending date, the grade change—if approved by the instructor, department chair and Academic Dean—should be recorded by OSA. The form, with all signatures, must be submitted to Office of Student Assistance prior to that date. A grade change submitted on that day or after will not be accepted.

RECOMPUTATION OPTION Students have a one-time only recomputation option when an ‘F’ or ‘I-F’ is received. Remember all ‘I’ grades become ‘I-F’ grades 6 weeks after the end of the semester. To exercise this recomputation option, a student must re-take the failed course. Once the new grade is submitted, file for recomputation, in writing, to OSA. The original ‘F’ grade will continue to appear on the official transcript, but will not be included in the calculation of the QPA. Recomputation is only

available for an ‘F’ grade.

HOW TO CALCULATE YOUR QUALITY POINT AVERAGE (QPA)

Quality points represent the translation of letter grades into numerical values. Each grade offers the following quality points per credit:

Quality points for each course are calculated by multiplying the credit value of each graded course by its quality point value. For example: The cumulative QPA is obtained by adding the quality points for all courses together and dividing by the total number of credits. A QPA calculation spreadsheet is available on the OGAASD homepage.

ACADEMIC INTEGRITY

The use of an outside source for any academic paper, report or submission without the appropriate acknowledgement is plagiarism. It is unethical to present as one’s own work, the ideas, words or representations of another without the proper indication of the source. Faculty may ask students to submit documents substantiating the originality of their work.

ACCEPTABLE GRADES

Grade Quality Points per Credit

A 4.0

A- 3.7

B+ 3.3

B 3.0

UNACCEPTABLE GRADES*

Grade Quality Points per Credit

B- 2.7

C+ 2.3

C 2.0

F/I-F 0.0

*students subject to probation or dismissal

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ACADEMIC STANDARDS INFORMATION

In accordance with the guidelines established by the Lubin Graduate Academic Standards Committee, all Lubin graduate students are required to maintain a cumulative QPA of 3.0 or higher in order to be considered in good academic standing. If a student’s cumulative GPA falls below 3.0, he or she will be placed on Academic Probation. A student on Academic Probation will receive a letter from the Office of Graduate Academic Advisement & Student Development (OGAASD); however, probation is not contingent upon receiving this letter. It is the student’s responsibility to reach out to an academic advisor if he or she is in academic jeopardy. Any student with a QPA below 3.0 is not fulfilling the requirements of the program. In addition, students with a QPA below 3.0 will have a “hold” placed on their registration. Students with holds must make an appointment with the Office of Graduate Academic Advisement & Student Development or they will be unable to register.

PROVISIONAL MATRICULATION Some students are admitted to the Lubin graduate program as “provisionally matriculated”. If students fall into this category, they will first be notified in their admissions letter. Students who are provisionally matriculated are monitored for their first 12 credits in the program. If they reach the end of 12 credits and have not achieved a 3.0 QPA, they may be dismissed from the program.

PROBATION WARNING Students who have a cumulative QPA below 3.0, but are still within their first 12 credits of study will be monitored and “warned” regarding their academic standing. If the student reaches 12 credits without achieving a 3.0, he or she will be placed on Academic Probation.

ACADEMIC PROBATION Once students are placed on Academic Probation, they are required to meet specific conditions in order to continue their enrollment and raise their QPA. These conditions will be outlined in a letter from the Office of Graduate Academic Advisement & Student Development. If a student on Academic Probation meets these conditions, he or she will be allowed to remain enrolled. If a student on Academic Probation does not meet these conditions, he or she is subject to dismissal from the program. Once a student on Academic Probation reaches the 3.0 required QPA, the registration hold will be lifted and the student will be taken off of probation.

DISMISSAL Students who have not met the terms of their probation, will be subject to dismissal. Dismissal notifications are sent to students via certified mail. There are two types of Academic Dismissals—those with an appeal and those without an appeal. If a student appeals his or her dismissal, the academic history is reviewed by the Lubin Graduate Academic Standards Committee. The committee may then allow the student to be re-instated to the program with conditions or may deem a final dismissal. Each dismissal case is treated on an individual basis. These policies are for informational purposes only and should not be considered a contract. Academic

policies and procedures are subject to change. If you are a student in academic jeopardy it is imperative that you contact the OGAASD immediately.

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SAMPLE ACADEMIC PLAN FINANCE MAJOR: SUGGESTED ACADEMIC PLAN FOR PART TIME STUDENTS

Fall Spring Summer

MBA 640 (4 credits) MBA 646 (3 credits) MBA 648 (3 credits)

MBA 670 (3 credits) MBA 644 (3 credits) MBA 642 (3 credits)

Credits: 7 Credits: 6 Credits: 6

Year 1

Total Credits Year 1: 19 Year 2

Fall Spring Summer

FIN 644 (3 credits) FIN Elective (3 credits) FIN 647 (3 credits)

MBA 647 (3 credits) MBA 672 or 673 (3 credits) Breadth Elective (3 credits)

Credits: 6 Credits: 6 Credits: 6 Total Credits Year 2: 18

Fall Spring Summer

FIN Elective (3 credits) FIN 689 (3 credits) MBA 674 (3 credits)

MBA 676 (3 credits) MBA 678 or 679 (3 credits)

Credits: 6 Credits: 6 Credits: 3

Year 3

Fall

MBA 688 (3 credits)

Breadth Elective (3 credits)

Credits: 6

Total Credits Year 3: 15

Year 4

Total Credits Year 4: 6

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SAMPLE ACADEMIC PLAN FINANCE MAJOR: SUGGESTED ACADEMIC PLAN FOR FULLTIME STUDENTS

Fall Spring Summer

MBA 640 (4 credits) MBA 670 (3 credits) FIN 644 (3 credits)

MBA 646 (3 credits) MBA 648 (3 credits) MBA 676 (3 credits)

MBA 644 (3 credits) MBA 647 (3 credits)

MBA 642 (3 credits)

Credits: 10 Credits: 12 Credits: 6

Year 1

Total Credits Year 1: 28

Fall Spring Summer

FIN 647 (3 credits) MBA 678 or 679 (3 credits) Breadth Elective (3 credits)

MBA 674 (3 credits) FIN Elective (3 credits) MBA 688 (3 credits)

MBA 672 or 673 (3 credits) FIN 689 (3 credits)

FIN Elective (3 credits) Breadth Elective (3 credits)

Credits: 12 Credits: 12 Credits: 6

Year 2

Total Credits Year 2: 30

SAMPLE QPA CALCULATION

Course Credits Grade Quality Pts.

MBA 640 4 A (4.0) 4 (credits) x 4.0=16.0

MBA 648 3 C+ (2.3) 3 (credits) x 2.3=6.9

MBA 642 3 B- (2.7) 3 (credits) x 2.7=8.1

Total 10 31

Quality points (31) divided by credits (10) = QPA of 3.1

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SAMPLE PREREQUISITE FLOW CHART (for Financial Management majors)

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PROFICIENCY EXAM GUIDELINES Dates: (NY and Westchester): TBA Time: 9:00 AM – Noon 1:00 PM – 4:00 PM reserved for overflow from 9 AM session and for students taking two exams Eligibility: Any currently enrolled graduate student who did not receive waiver based on transcript evaluation is eligible to take a proficiency exam. PLEASE NOTE: Students

may NOT sit for an examination for a course already taken in the Lubin Master’s program. In addition, an exam may be taken only once. Students who do not pass the

examination must complete the corresponding course and may NOT retake the exam. Sign-Up: Complete a Proficiency Examination Card available at the Office of Graduate Academic

Advisement & Student Development – OGAASD - (NY: 4th Floor West, Section E and WP: Room 516), bring it along with payment to the Office of Student Assistance. After payment validation, return the card to the OGAASD no later than one week before the examination date. Space is available on a first come, first served basis. Students are encouraged to sign-up as soon as possible.

Cost: Each exam is $160.00. Grading: All exams are graded on a pass/fail basis. Results are mailed to students approximately

six to eight weeks after the exam date. Please Note: Results of examinations will not be given over the phone.

If you have any questions or need additional information, contact the Office of Graduate Academic

Advisement and Student Development:

New York: 1 Pace Plaza (4th floor. West, Section E)

New York, NY 10038 212-618-6440

gradadviseny@pace.edu

White Plains: 1 Martine Avenue (room 516)

White Plains, NY 10606 914-422-4188

gradadviseny@pace.edu

For descriptions of potential exam topics, consult course outlines available in the front of this Guide.

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Course Number Course Name Description

MBA 640 Accounting for Decision Making Problems Closed Book

MBA 642 Marketing Management Essay Closed Book

MBA 644 Macroeconomics in a Global Environment

Multiple Choice Closed Book Basic Calculator

MBA 646 Data Analysis for Decision Making

Problems Closed Book Computer Based

MBA 647 Decision Modeling for Management

Problems Closed Book Computer Based

MBA 648 Managerial Finance

Problems and Short Answer Questions

Closed Book (but can bring in sheet with

formulas only)

Basic Calculator

PROFICIENCY EXAMINATIONS

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MBA DEGREE REQUIREMENTS

MBA Program1

Preliminary Skills Course 0 credits

BUS 043 Business Writing2 0

Foundation Courses 6-19 credits

MBA 640 Accounting for Decision Making 4

MBA 642 Marketing Management 3

MBA 644 Macroeconomics in a Global Environment 3

MBA 646 Data Analysis for Decision Making 3

MBA 647 Decision Modeling for Management (MBA 646) 3

MBA 648 Managerial Finance (MBA 640 & 646) 3

Professional Core Courses 15 credits

MBA 670 Organizational Behavior & Leadership Skills 3

MBA 672 Managerial Economics for Decision Making (MBA 644) OR MBA 673 Applying Financial Modeling to Managerial Decision Making (MBA 647 & 648)

3

MBA 674 Globalization, the New Economy & Ethics (MBA 644) 3

MBA 676 Managing Business Operation (MBA 646) 3

MBA 678 Managing Innovation OR MBA 679 Value Creation & Competitive Advantage in Global Markets (MBA 642)

3

Specialization Courses 15 credits

Capstone Course: MBA 688 Business Strategy & Stakeholder Responsibility 3 credits

Breadth Electives 6 credits

Total 45-58 credits

1This is accurate for all career concentrations except Accounting and Taxation. These concentrations will have a different structure.

2This course may be considered equivalent to one credit of academic work.

GENERAL MBA REQUIREMENTS 1ALWAYS REFER TO YOUR CATALOG FOR YOUR SPECIFIC DEGREE REQUIREMENTS. For your convenience, MBA worksheets are included in this Guide starting on page 56.

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MASTERS OF SCIENCE DEGREE (MS)

The MS degree offers expertise in a career concentration while the MBA degree is considered a breadth degree. This listing only shows the Core Courses required for each MS degree. Please refer to your Graduate Advisement Worksheet for the additional Specialization Courses required.

The Lubin School of Business offers MS degrees in:

Accounting (CPA Preparation)

Financial Management

Investment Management*

*offered on the NYC campus only

Core Courses 0-24 Credits

MBA 640 Accounting for Decision Making 4

MBA 644 Macroeconomics in a Global Environment 3

MBA 646 Data Analysis for Decision Making 3

MBA 648 Managerial Finance (MBA 640 & 646) 3

TAX 503 Fundamental Concepts of Tax 2

TAX 504 Sales and Exchanges of Property (co TAX 503) 2

LAW 610 Business Law (or Equivalent) 4

ACC 662 Modeling of Information Systems 3

Core Courses 0-10 Credits

MBA 640 Accounting for Decision Making 4

MBA 646 Data Analysis for Decision Making 3

MBA 648 Managerial Finance (MBA 640 & 646) 3

Core Courses 0-13 Credits

MBA 640 Accounting for Decision Making 4

MBA 644 Macroeconomics in a Global Environment 3

MBA 646 Data Analysis for Decision Making 3

MBA 648 Managerial Finance (MBA 640 & 646) 3

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MASTERS OF SCIENCE DEGREE (MS)

Human Resources Management (core may not be subject to waiver) HRM

Strategic Global HRM

Taxation *

*offered on the NYC campus only

Core Courses 0-13 Credits

MBA 640 Accounting for Decision Making 4

LAW 630 Legal Environment of Business 3

TAX 503 Fundamental Concepts of Tax 2

TAX 504 Sales and Exchanges of Property (co TAX 503) 2

Core Courses 6 Credits

MBA 670 Organizational Behavior and Leadership Skills 3

MGT 680 Human Resources Management 3

Core Courses 6 Credits

MBA 670 Organizational Behavior and Leadership Skills

MGT 680 Human Resources Management

The MS degree offers expertise in a career concentration while the MBA degree is considered a breadth degree. This listing only shows the Core Courses required for each MS degree. Please refer to your Graduate Advisement Worksheet for the additional Specialization Courses required.

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How do I register for classes?

Registration for an upcoming semester should begin as soon as you receive your registration notification, either from the Graduate Admissions Office (for new students) or the Office of Student Assistance (OSA). You may register through the MyPace Portal or in person. Many classes fill up quickly. Please register early. Students may not enter a closed class if they have other scheduling options or if the class room capacity has been met. To register through the MyPace Portal, please follow the instructions on page 39.

How can I change my schedule?

You should refer to the Academic Calendar on the Pace homepage to determine the exact dates for dropping or adding a class. You may drop/add through the MyPace portal, or in person.

How can I add a class?

You may add a class to your schedule prior to the second class meeting by adding the class online, or by submitting a registration action form to OSA. If you add a class after the second class meeting, you must have written permission from the instructor, the department chair and the OGAASD. You may not attend the class until you are officially registered for it.

How can I register for a closed class?

Registration is on a first-come, first-served basis. Because you may get closed out of a preferred class section, always have at least one alternative choice ready. When you register online, you are able to see the class status before registering for it.

If a class is closed and there are no acceptable alternative classes, you may petition to enter a closed class by obtaining an ADD/DROP form from the Office of Student Assistance. Indicate on this form that you wish to enter a “closed section” and submit this form to the course’s department. Prior to the start of the class, you need approval from the department chair. After the class begins, you need both the department chair’s and the Assistant/Associate Dean’s approval.

How can I drop or withdraw from a class?

You may drop before the second class meeting, without a notation appearing on your transcript. Please note: Tuition refund is based on a sliding scale. Please refer to the Semester Bulletin on the OSA homepage for the refund scale.

You may withdraw up to the eighth class meeting without special permission. To do so, complete the registration action (add/drop) form found in the Office of Student Assistance. After those dates and up to a week prior to the final exam, you may petition your instructor for withdrawal (if exceptional circumstances exist). Once your instructor and the department have approved your withdrawal, you should bring the registration action form to the Office of Graduate Academic Advisement & Student Development.

Failure to withdraw formally from a class will result in the receipt of an ‘F’ grade and will be used in the calculation of your QPA.

FREQUENTLY ASKED

QUESTIONS

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How do I pay my tuition?

Tuition payment may be made online (when paying in full by credit card), or in person. You may mail your payment to the Office of Student Assistance if you register before the specified closing date listed in the MyPace Portal. Mail payments must be postmarked by the payment due date. Payment information is available through the MyPace Portal after a student has registered.

If I withdraw from a class, how can I get a refund?

If the student is forced to interrupt graduate studies due to serious illness, which is substantiated by a proper medical documentation, the student may apply to receive a pro-rata refund effective the date of withdrawal by appeal through the Tuition Appeals Committee in the Office of Student Assistance (OSA). If withdrawal takes place during the first eight weeks of classes, the student may receive a pro-rata refund of semester tuition and fees with the exception of the registration fee. For more information, please contact OSA.

How can I change my major or degree program?

If you wish to change your major or degree program, you must complete a Change of Program form (available at the Office of Graduate Academic Advisement and Student Development or OSA) and submit the completed form to either office.

It is strongly recommended that you choose your major/degree program as soon as possible. It is inadvisable to take career concentration courses and then change your major. The initial career concentration courses may not apply to the new major. Please speak with an advisor from the OGAASD when considering a change in major/program. Q

If I cannot attend the scheduled final, how can I arrange to take a deferred exam?

If there are documented, extenuating circumstances that prevent you from taking the exam, such as serious ill-ness (documented by a doctor’s statement) or a business emergency (documented by an employer’s letter), you may request a deferred exam. Students should notify their instructors as soon as possible before the final examination. Please note: Faculty are not required to accept petitions to defer finals.

Deferred exams are scheduled on one specific date for each Fall and Spring semester, listed in the Class Schedule booklet. All initial arrangements must be made with the instructor. If the instructor approves, application and fee payment must be made with the Office of Graduate Academic Advisement and Student Development at least one week prior to the exam date.

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How can I receive transfer credit?

Transfer credit is granted for all courses except MBA 670 and MBA 688, and is applied towards 6 credits or two classes, whichever is less. Courses eligible for transfer must be:

taken at the graduate level.

of equivalent content and credit hours to a graduate course offered by the Lubin School of Business.

completed within the last six years at a regionally accredited graduate degree program.

completed with a grade of ‘B’ or better (‘B-’ and below is unacceptable).

To apply for transfer credit after your first semester, submit a Request for Graduate Transfer Credit form (available at the OGAASD) with an official course and program description to the OGAASD. Official transcripts must be on file with the Office of Student Assistance. If necessary, official translation of course descriptions must be provided. Please note: Only World Education Services (WES) evaluations accepted. For transfer credit requests, it is also necessary to include an outline of the graduate degree program from the institution in which the course was taken.

How can I receive waiver of Foundation Courses?

For waiver, students must demonstrate proficiency by completion of prior applicable coursework at an accredited or internationally recognized institution within 6 years of the student’s first semester in the graduate program. Proficiency is recognized by the following:

Two, directly related undergraduate courses of three or more credits each, completed within 6 years of the students initial enrollment, with minimum grades of ‘B.’

One directly related graduate course of three or more credits, completed within 6 years of initial enrollment with a minimum grade of ‘B.’

Completion of 15 or more undergraduate credits (in a discipline specific to the course to be waived) with satisfactory grades.

Students may also waive courses by passing a proficiency exam. A maximum of 13 credits may be waived. ONLY Foundations Courses may be waived. All student waivers are evaluated by Graduate Admissions upon your acceptance. If you feel that you should have been waived from a course you may request a re-evaluation by OGAASD:

Complete a waiver request form at the OGAASD

Along with this form, you must submit official course descriptions and syllabi.

The OGAASD cannot officially evaluate waivers until the student’s second semester in the program.

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What options do I have for completing my course work if a

scheduling conflict should arise or I need to re-locate?

All students must complete a minimum of 30 credits in residence. Independent study may be used in some majors as a last resort option. Please note: The Independent Study option is only available to students who have a minimum QPA of 3.5.

If you have one remaining course for graduation and it is not being offered in your last term, or you have to re-locate at the end of your degree program, please make an appointment to speak with an Academic Advisor about your options.

How do I change my contact information?

Any time you change your address and/or telephone numbers, please update your information through the MyPace Portal under personal information. The university and professors will often use this information to get in touch with you.

How can I withdraw from school?

You may withdraw from a degree program at any point during your academic tenure. If you’re currently enrolled, YOU ARE RESPONSIBLE for formally withdrawing from classes. If you are not enrolled for either a Fall or Spring semester, but wish to receive registration materials for the upcoming semester you should file for Maintenance of Matriculation (with OSA) for the semester in which you are not enrolled.

What must I do for graduation?

All students must file for graduation with the Office of Student Assistance 9-12 months prior to the intended graduation date. Application for Graduation forms can be obtained from OGAASD or OSA. It is strongly recommended that all students meet with an advisor in the Office of Graduate Academic Advisement & Student Development prior to their final two semesters, in order to do a comprehensive program review. Please note: Students cannot obtain a diploma without officially filing for graduation.

How do I take a leave of absence?

If you do not maintain matriculation during the Fall and Spring semesters, you must file for Resumption of Study with OSA at least 8 weeks prior to the semester in which you wish to re-enroll. Please note: if your cumulative QPA was below a 3.0 when you were last enrolled, you are required to submit an appeal letter, addressed to the Academic Standards Committee, to resume your studies and submit the form to the Office of Graduate Academic Advisement & Student Development. Please allow additional time for the appeal process.

Resumption of Study forms are available online at http://www.pace.edu/page.cfm?doc_id=6722.

How do I appeal a grade?

If you wish to have your final grade reviewed, you must first speak with the instructor who determined the grade. If you are not satisfied with the response, you may then appeal the grade through the department chair.

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LUBIN ACADEMIC DEPARTMENTS

ACCOUNTING 212-618-6412—NYC 914-773-3794—Westchester 1 Pace Plaza 4th Floor West, Section F Program Coordinator: Sheila Devis sdevis@pace.edu

BUSINESS COMMUNICATIONS 212-618-6588 1 Pace Plaza 4th Floor West, Room 426 Acting Director Maggie O’Bryan mobryan@pace.edu

FINANCE & ECONOMICS 212-618-6531—NYC/Westchester 1 Pace Plaza 4th Floor West, Section C Program Coordinator: Carmen Urma curma@pace.edu

INFORMATION SYSTEMS 212-346-1780 163 Williams Street Room 241 Department Chair: Dr. John Molluzzo jmolluzzo@pace.edu

INTERNATIONAL BUSINESS 212-618-6560—NYC/Westchester 1 Pace Plaza 4th Floor West, Section I Program Coordinator: Barbara Powell bpowell@pace.edu

MANAGEMENT 212-618-6560—NYC/Westchester 1 Pace Plaza 4th Floor West, Section I Program Coordinator: Barbara Powell bpowell@pace.edu

MARKETING 212-618-6449—NYC/Westchester 1 Pace Plaza 4th Floor West, Section B

LEGAL STUDIES & TAXATION 212-618-6449—NYC 1 Pace Plaza 4th Floor West, Section B

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ADMINISTRATIVE OFFICES

OFFICE FUNCTION(S)

ACADEMIC COMPUTING CENTER 1 Pace Plaza (2nd Floor, W-202), 212-346-1698

Offers personal computers

Software packages

Printing facilities

Assistance available

BOOKSTORE 41 Park Row, 346-1605

Sells required and suggested books and materials listed by course section.

BUSINESS COMMUNICATIONS PROGRAM 1 Pace Plaza (4th Floor, W-426), 212-346-1852

Responsible BUS 043 exam

Assist students in preparation of written and oral materials and presentations.

CAREER SERVICES 41 Park Row (14th Floor, RM.1401), 212-346-1610

Career planning advisement

Career resource center

Placement assistance

Career development workshops

CENTER FOR ACADEMIC EXCELLENCE 41 Park Row (4th Floor, RM. 401), 212-346-1894

Offers tutoring and academic support services

COOPERATIVE EDUCATION PROGRAM 41 Park Row (14th Floor), 212-346-1950

Assists students in arranging paid/non-paid summer and year-long internships.

COUNSELING-PERSONAL DEVELOPMENT CENTER 41 Park Row (4th Floor, RM. 406), 212-346-1526

Offers personal counseling and testing.

DEAN FOR STUDENTS 41 Park row (9th Floor, RM. 907), 212-346-1306

Assists with general information and special situations.

EMERGENCY CLOSINGS 212-346-1953 or visit www.pace.edu

In case of inclement weather or emergency situations.

ENGLISH LANGUAGE INSTITUTE 1 Pace Plaza (1st Floor), 212-346-1562

Assists with English training and general academic information.

FACULTY ADVISORS AND DEPARTMENT CHAIRS 1 Pace Plaza (4th Floor West, contact Program Coordinators/Department Secretaries)

Offers advisement regarding courses within career concentration area and professional development guidance. Processes petitions for closed classes.

FINANCIAL AID 1 Pace Plaza (1st Floor), 212-346-1300

Gives information regarding loans, scholarships, grants and government aid.

GRADUATE ADMISSIONS 1 Pace Plaza (1st Floor), 212-346-1532

Processes admissions applications

Gives admissions information

Processes change of school requests

Applies waiver credit for the first semester of a student’s enrollment

NEW YORK CITY CAMPUS Operator: (212) 346-1200 1 Pace Plaza, New York, NY 10038

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OFFICE FUNCTION(S)

OFFICE OF INTERNATIONAL STUDENTS & SCHOLARS 1 Pace Plaza (1st Floor), 212-346-1368

Provides information on:

Visa status

Visa information

Special needs of foreign students

LIBRARY 1 Pace Plaza (1st Floor), 212-346-1331

Offers reference materials and research facilities.

MIDTOWN CENTER 551 Fifth Avenue (between 45th and 46th Streets) 8th Floor, 212-346-1700

Registration

Student Accounts

ID Validation

Tuition Reimbursement

Graduation Applications

Add/Drop courses

Electronic Library

OFFICE OF ASSOCIATE DEAN & DIRECTOR OF GRADUATE PROGRAMS 1 Pace Plaza (4th Floor, W-460), 212-618-6464

OFFICE OF GRADUATE ACADEMIC ADVISEMENT AND STUDENT DEVELOPMENT 1 Pace Plaza (4th Floor, Sect. E), 212-618-6440

Provides general advisement regarding curriculum, course selection and University policies and procedures

Coordinates Graduate Assistantships Processes requests for:

Change of Major

Degree requirements and audits

Substitutions

Extension of Study requests

Resumption of Study requests

Transfer credit

Waivers (after the students’ first semester of study)

SECURITY 1 Pace Plaza (B-Level), 212-346-1800

Available in case of emergency

Operates Lost & Found

OFFICE OF STUDENT ASSISTANCE 1 Pace Plaza (1st Floor), 212-346-1315

Provides and Processes:

Add/Drop of courses

Change of Major

File for Graduation

Grade posting

Registration

Reimbursement forms for employers

Resumption of Study requests

Verification of attendance

Transcripts

Tuition and fee payments

81

ADMINISTRATIVE OFFICES

OFFICE FUNCTION(S)

ACADEMIC COMPUTING Graduate Center (4th Floor, RM.432) 914-422-4167

Provides:

Trained assistance

Personal computers

Printing facilities

Software packages

Terminals which access mainframe

Access to the Internet

Netscape Software

BOOKSTORE The Bookstore is set up on the 3rd floor during the first two weeks of classes or are available for purchase online via http://direct.mbsbooks.com/pace.htm

BUSINESS COMMUNICATION PROGRAM Graduate Center (5th Floor, RM. 516) 914-422-4372

Responsible for administering BUS 043 exam.

Assists students in preparation of written and oral materials and presentation.

CAREER SERVICES Graduate Center (2nd Floor, RM. 218) 914-422-4187

Provides:

Career planning advisement

Career resource center placement

Workshops

COOPERATIVE EDUCATION PROGRAM Graduate Center (2nd Floor, RM. 218) 914-422-4016

Assists students in arranging paid and non-paid summer and yearlong internships.

COUNSELING-PERSONAL DEVELOPMENT CENTER Pleasantville, Administration Building (2nd Floor) 914-773-3710

Offers personal counseling and testing.

EMERGENCY CLOSINGS 914-773-3398 or visit www.pace.edu

In case of inclement weather or emergency situations

FACULTY ADVISORS/DEPARTMENT CHAIRPERSON Graduate Center (5th Floor, contact Department Secretaries), 914-422-4183

Offer advisement regarding courses within career concentration area including course substitutions.

Process petitions for closed classes.

FINANCIAL AID Preston Hall (2nd Floor), 914-422-4050

Gives information on loans, scholarships and government aid.

Provides information regarding student organizations and activities.

GRADUATE CENTER/WHITE PLAINS CAMPUS Operator: (914) 733-3200 1 Martine Avenue, White Plains, NY 10606

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OFFICE FUNCTION(S)

GRADUATE ADMISSIONS Graduate Center (2nd Floor, RM. 212) 914-422-4283

Processes admissions applications

Gives admission information

Processes change of school requests

Applies transfer and waiver credit for the first semester of a student’s enrollment

OFFICE OF ASSOCIATE DEAN & DIRECTOR OF GRADUATE PROGRAMS Graduate Center (5th Floor, RM. 520) 914-422-4189

OFFICE OF GRADUATE ACADEMIC ADVISEMENT AND STUDENT DEVELOPMENT Graduate Center (5th Floor, RM. 516) 914-422-4188

Provides general advisement regarding curriculum, course selection and University policies and procedures

Coordinates Graduate Assistantships Processes requests for:

Change of Major

Degree requirements and audits

Substitutions

Extension of Study requests

Resumption of Study requests

Transfer credit

Waivers (after the students’ first semester of study)

SECURITY Graduate Center (Lobby), 914-422-4166

Available in case of emergency.

OFFICE OF STUDENT ASSISTANCE Graduate Center (2nd Floor), 914-422-4044

Provides and Processes:

Add/Drop of courses

Change of Major

File for Graduation

Grade posting

Registration

Reimbursement forms for employers

Resumption of Study requests

Verification of attendance

Transcripts

Tuition and fee payments

83

MBA Worksheets

84

Accounting

85

86

Financial Management & Economics

87

88

89

90

International Business

91

92

Information Systems

93

94

Management

95

96

97

98

99

Marketing Management

100

101

Taxation

102

103

MS Worksheets

104

Accounting

105

106

Financial Management

107

108

109

Management

110

111

112

Taxation

113