MASTER OF BUSINESS ADMINISTRATION

Inquiries for full admission to the program should be directed to the Office of Admissions. Non-Rutgers students interested in taking MBA courses should provide a transcript of course-work with their summer application and must obtain approval through the Graduate Director, Dr. Rakesh Sambharya 856-225-6452. Questions regarding admissibility to a course or to the program should be addressed to the Graduate Director.

DEPARTMENTAL LISTINGS
FOR SUMMER 2012

• Accounting
• Basic Administration
• Finance
• Human Resource Management
• Management
• Marketing
• Operations Management

Accounting for Financial Reporting (Cr.3)
53:010:502:Sec.A6:81267 BSB 116
5/29-6/21 M,Tu,Th 6:00pm-9:40pm
Kenis, Izzet
Email: kenis@camden.rutgers.edu
Comprehensive coverage of the accounting system designed for financial reporting to stakeholders of the firm such as stockholders, creditors, financial analysts, and the public at large. The impact of financial transactions on the operating performance and financial position of the firm are emphasized. Application of GAAP in accounting, accounting irregularities, and ethics in financial reporting are incorporated throughout the course.

Accounting for Managerial Decisions (Cr.3)
53:010:503:Sec.D6:80527 BSB 116
6/25-7/19 M,Tu,Th 6:00pm-9:40pm
Kenis, Izzet
Email: kenis@camden.rutgers.edu
Prerequisite: 53:010:502. The course covers the accounting systems designed to help management in decision making. Planning (budgeting) and control systems, various product and service costing methods, and cost analysis for pricing replacement, outsourcing, quality, and other management decisions are emphasized. Performance evaluation of product lines, divisions, and the firm as a whole, including balanced scorecard and incentive systems, are also covered.

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BASIC ADMINISTRATION

Managerial Economics (Cr.3)
53:135:500:Sec.J6:84616 BSB 117
7/23-8/14 M,Tu,Th 6:00pm-9:40pm
Ahmed, Mamtaz
Email: mahmed@camden.rutgers.edu
Micro- and macro-economic analysis utilized in subsequent M.B.A. courses. Supply, demand, and market equilibrium; elasticity, revenue, and marginal revenue; fixed, variable, average, and marginal cost; perfect competition, monopoly, and oligopoly; employment, inflation, monetary policy, and determinants of interest rates.

Quantitative Skills (Cr.3)
53:135:502:Sec.B4:80945 BSB 107
5/31-7/5 M & Th 6:00pm-9:40pm
Jamil, Mamnoon
Email: mamnoon@camden.rutgers.edu
This course provides the mathematical and statistical foundation that will help students in understanding topics presented in courses offered by different functional areas such as finance, accounting, marketing, and management. Topics covered include descriptive statistics, probability, discrete and continuous random variables, sampling, confidence intervals, hypothesis testing, and linear regression analysis. The course also includes the use of statistical software programs.

Special Topics: Understanding Emerging Markets: The Special Case of Cuba (Cr.3)
53:135:670:Sec.A1:85157 INTERNATIONAL TRIP TO CUBA/BSB 106
Trip 6/8-6/17 - in-class dates listed below including Saturdays
Ganesh, Jaishankar
Contact Cal Maradonna with questions at: cal.maradonna@rutgers.edu
Cross-listed with 52:135:492. Note special schedule. In-class meetings will occur on campus in BSB 106 on Sat., May 26 9:30am-5:30pm; Wed., May 30 6:00pm-9:40pm; Sat., June 2 9:30am-5:30pm; Wed., June 6 6:00pm-9:40pm; and Wed., June 20 6:00pm-9:40pm. The trip will be June 8 - June 17. International trip to Cuba. Additional fees apply - see below. Knowledge of the Spanish language is NOT required.. The course is designed to provide a descriptive as well as a managerial treatment of the scope, nature, opportunities and problems involved in conducting business in emerging markets.  Both macro and micro issues will be examined from a multidisciplinary integrative perspective to provide a broad understanding of the fundamental components of emerging markets.  Particular attention would be placed on Cuba as it slowly emerges from economic isolation. The course will focus on understanding the history of the Cuban revolution, the U.S. economic embargo and its impact on business, the current socio-political and economic environments, and what to expect of the 11 million and growing Cuban market.  Students will be asked to read articles, case studies, perform research to prepare for the trip and then during the trip take part in visits to various businesses and accompanying lectures by local business people. Please note: This course involves international travel to Cuba. Students will need a valid passport and a travel visa for the trip. Additional travel, hotel, and expense fees of approximately $2,500 will be incurred beyond the cost of tuition and fees for the credits. For more information, please contact the instructor.

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FINANCE

Financial Management (Cr.3)
53:390:506:Sec.A6:84617 BSB 334
5/29-6/21 M,Tu,Th 6:00pm-9:40pm
Yaari, Uzi
Email: yaari@camden.rutgers.edu
Prerequisites: 53:135:500 and 53:010:502. Valuation as the unifying principle of finance. Topics include forms of business ownership, firm and project cash flows, time value of money, bond and stock valuation, capital budgeting, operating and financial leverage, risk and diversification, and the cost of capital.

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MANAGEMENT

Leadership and Managing Human Capital (Cr.3)
53:620:505:Sec.A6:80475 ONLINE-SAKAI
5/29-6/21 Time by arrangement
Wright, Deborah
Email: ddwright@camden.rutgers.edu
Online course support fee of $100. Cross listed with 56:834:505. This course is designed to help students acquire new knowledge and develop skills related to the understanding of managing behavior and processes in organizations. It is also the goal of this course to help students become more aware of their effectiveness as individuals and group/team participants in an organizational setting. Topical coverage includes, but is not limited to, organizational culture and structure, group/team dynamics, leadership and power issues, communication, decision making, motivation theories and applications, managing stress, and individual differences such as perceptions, attitudes, and personality.

Mergers and Acquisitions (Cr.3)
53:620:530:Sec.D6:82481 BSB 117
6/25-7/19 M,Tu,Th 6:00pm-9:40pm
Brown, Richard
Email: rsb306@temple.edu
This course may also count toward a concentration in entrepreneurship. Students learn the conditions that lead to alliances versus acquisition. Students then study the steps involved in mergers and acquisitions (M&A) from searching, selection, due diligence, valuation, negotiation, competitive bidding, and post-merger integration. In addition, students learn about the legal and antitrust issues involved in M&A. Finally, they examine some special types of M&A activities such as hostile takeovers and management buyouts and what leads to these types of transactions. Students go on to examine the role that corporate venture capital often plays as a precursor to acquisitions. The final assignment for M&A is a live negotiation of a yet-to-be announced merger or acquisition from the headlines of the business press. If there are an uneven number of teams in the class, one of these negotiations typically turns hostile..    

Special Topics in Management: Corporate Restructuring (Cr.3)
53:620:671:Sec.J6:81863 BSB 116
7/23-8/14 M,Tu,Th 6:00pm-9:40pm
Vance, David
Email: dvance@camden.rutgers.edu
Course Objectives: To 1) identify corporations in, or headed for, financial troubles; 2) diagnose the underlying problems; 3) provide a range of solutions to the problems identified; 4) identify strategies for keeping the company viable while the turnaround strategy is implemented; 5) develop a model for reverse engineering a turnaround; and 6) provide a set of tools for improving operational performance. The class is organized into teams; each team selects a company in trouble, and the class project is to determine how to make the company profitable within a year.

Special Topics in Management: Business and the Natural Environment (Cr.3)
53:620:678:Sec.D6:81560 BSB 118
6/25-7/19 M,Tu,Th 6:00pm-9:40pm
Heller, Gertrude
Email: trudy@ExecEd-environment.com
Cross-listed with 56:834:602. Awareness that greening initiatives can create competitive advantage has reached a tipping point. Increasingly companies no longer think of environmental performance as just about compliance, now they are looking for ways to integrate environmental stewardship into their business strategy, operations and innovation designs. Emerging from this awareness are new ways of doing business that are both profitable and environmentally sound. In this course we will have student examples on the cutting edge of these developments. We will look at corporations that are creating a “double bottom line” by strategizing about the ecological impact of their decisions, as designers who are rethinking everything from tennis shoes to corporate headquarters’ buildings with the environment in mind. We will consider new alliances between business and environmental NGOs-both stakeholders in a sustainable society. This course is organized around three major shifts in the business world that are changing the landscape for all companies. The first shift is from a world of plentiful natural resources and scarce labor, at the first industrial revolution, to the current situation; plentiful labor and scarcer natural resources. The second shift is from a practice of minimizing industrial waste to a principle of eliminating – not reducing – the very concept of waste. The third shift is from designing almost all products and services for the wealthiest one billion people in the world, to developing emerging markets with a smaller environmental footprint.

Special Topics: Designing, Leading and Managing Productive Nonprofit Organizations (Cr.3)
53:620:679:Sec.A6:81973 CS 213
5/29-6/21 M,Tu,Th 6:00pm-9:40pm
Van Til, Jon
Email: vantil39@gmail.com
Cross-listed with 52:620:496. This course examines ways in which healthy and vital nonprofit organizations may be created and sustained in modern society. A special focus of the course will involve the development and examination of individually selected cases in non-profit and voluntary organization, real and potential, as they seek to serve the urban community of Camden and its surrounding area. The course is designed to serve undergraduate students interested in the nonprofit/voluntary/civil society sector; graduate students in the applied social sciences of public administration, city planning, social work, education, business, and community health; and practitioners working within nonprofit and community-based organizations. The course will be led by Prof. Jon Van Til, internationally known for his scholarship and leadership in the field of nonprofit/voluntary/civil society action and research. Van Til currently serves as Convenor of the Civil Society Design Network, a global collaborative of senior scholars.

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MARKETING

Global Marketing Strategy (Cr.3)
53:630:515:Sec.D6:84619 BSB 106
6/25-7/19 M,Tu,Th 6:00pm-9:40pm
Kaufman-Scarborough, Carol
Email: ckaufman@camden.rutgers.edu
Prerequisite: 53:630:508. This course may also count toward an international business concentration. Systematic treatment of marketing strategies in the global environment, including cultural practices, political risk assessment, variations in legal systems and trade law, the intricacies of tariff and nontariff barriers, and market entry decisions. Sources of global information and import/export regulations utilized. Product and brand decisions, promotional adaptations, and pricing strategies are explored through case analysis of major global corporations. A special focus on product development is included.

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OPERATIONS MANAGEMENT

Management Science (Cr.3)
53:716:504:Sec.A6:84620 BSB 335
5/29-6/21 M,Tu,Th 6:00pm-9:40p
Baveja, Alok
Email: baveja@camden.rutgers.edu
This course provides the foundation for managing the operations of both manufacturing and service organizations. Topics include operations strategy, product and service design, inventory management, facility and capacity planning, forecasting, quality management, supply chain management, and just-in-time operations.

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