Reviews fundamental concepts of differential calculus, descriptive statistics and probability theory, emphasizing applications most useful in modeling business problems. Topics include differentiation and optimization, descriptive statistics, measures of association, probability concepts, decision analysis and discrete and continuous probability distributions. Concepts are illustrated through case problems in business.
Examines factors associated with leader and team effectiveness using high- and low-element exercises and lecture/discussion. Introduces management analysis and decision-making using the case study method. Three-day off-campus retreat followed by two Saturdays on campus.
Focuses on major top management decisions, emphasizing how competitive advantage is created and maintained through planning and strategy. Using reading and cases, demonstrates importance in technology industries of external environments (customers, competitors, science and technology, laws), organizational phenomena (structure, processes, decision making), and an international perspective. Prerequisite: BBUS 501.
Explores how accounting information is generated and used in planning, decision-making, performance evaluation and reporting processes. Examines current problems relating to revenue and expense recognition, and valuation of assets and liabilities. Other topics include: product and service costing, activity-based costing, variance analysis and performance evaluation.
Examines the individual, group, and organizational factors that result in employee motivation and performance. Topics include motivating employees via goal setting, justice and human resource management systems (e.g., compensation packages, performance appraisals). Prerequisite: BBUS 501.
Examines the theory and methods of statistical inference, emphasizing those applications most useful in modeling business problems. Topics include sampling theory, estimation, hypothesis testing, experimental design, analysis of variance and multiple regression. Concepts are illustrated through case problems in marketing, operations, finance, organizational behavior and public policy.
Considers some of the most important economic aspects of a business enterprise including demand and cost analysis, pricing strategy (including auctions), and the economics of information. Highlights the usefulness of game theory.
Examines factors that enhance or impede leadership effectiveness and the process of effectively managing change. Topics include the use of leadership power and influence strategies, developing and managing organizational culture, and the individual and organizational factors that reduce the effectiveness of change management. Prerequisite: BBUS 504.
Provides an introduction to investment and financing decisions and the models used to make those decisions. Topics include: time value of money, capital budgeting, portfolio theory and diversification, risk and return, capital structure, and dividend policy. Prerequisites: BBUS 503, 504, 505.
Facilitates the development of a customer orientation and explores the use of the marketing mix of product, price, place and promotion to create, communicate and deliver value to targeted customer segments. Explains how marketing strategy is developed, implemented, and controlled in high-technology marketplaces. Prerequisite: BBUS 506.
Focuses on critical issues for aligning information technology resources with the enterprise. Demonstrates the role of company mission and objectives on decisions regarding project approval and implementation. Topics include: project due diligence; technology process management; technology agility; enterprise system implementation, legal and ethical aspects, and contemporary issues.
Focuses on defining technologically mediated business models that enable firms to buy and sell more effectively. Illustrates how technology can enhance the entire experience surrounding the firm's offering, from selection and ordering to receiving and service. Includes customer relationship management, selling-chain management, e-supply chain management, and decision support systems. Elective.
Addresses market entry strategies, innovation diffusion, estimating market potential, segmenting markets, and designing optimal products and services. Employs lectures, cases, services project, and computer simulation to understand successful innovations. Prerequisites: BBUS 505, 509.
Examines routine processes that deliver value to customers. Demonstrates role of market segment choice and customer priorities in decisions about operating system design. Topics include operations strategy, process design, process metrics, supply chain management, lean production and service, quality management, process improvement, reengineering. Prerequisites: BBUS 505, 506, 508, 509.
Explores the connection between financial strategy and value creation. Focuses on analysis of strategic interaction of the firm with its stakeholders using real options, advanced capital budgeting, and other tools. Value creation/destruction consequences of financial decisions are emphasized. Prerequisites: BBUS 503, 505, 506, 508.
Addresses issues relevant to planning and managing unique endeavors such as product development, process improvement, implementing information systems, and creating new ventures. Fosters the development of critical thinking, leadership skills, and the ability to use tools and concepts for effectively planning and delivering project results. Prerequisites: BBUS 505, 508. 509.
Provides a general manager's perspective on the management of innovation. Focuses on conceptual frameworks and analytical tools for managing innovation throughout the firm. Topics include the nature of innovation, how organizational and technical capabilities affect innovation, product/process development systems, and technology implementation.
Explores intangible assets and "meso" issues that underpin organizational effectiveness. Topics include organizational phenomena (cultures, structures, routines, capabilities, life cycles), intellectual capital, and knowledge management (creating, maintaining, and diffusing knowledge). Projects require application of best practices to personally relevant situations. Prerequisites: BBUS 502, 504, 506, 522, 524.
Synthesizes and extends perspective on global business environment. Demonstrates how choices related to organization and strategy (such as outsourcing and diversification) require an understanding of trade theory and policy, differences in national cultures, and international institutions. Prerequisites: BBUS 506, 507, 508, 509, 522.
Synthesizes and extends perspective on global business environment. Demonstrates how choices related to organization and strategy (such as outsourcing and diversification) require an understanding of trade theory and policy, differences in national cultures, and international institutions. Prerequisites: BBUS 506, 507, 508, 509, 522.
Focuses on providing immersive real-life experiences that require application of fundamental business principles. Students in the "new venture" build a business plan and make a trial presentation to practitioners at the quarter's end. Students in the "live case" consulting track meet pre-established, agreed-upon goals, track/generate action items by functional area, integrate those items, and create an implementation plan with feedback and assessment loops. Prerequisite: BBUS 521.
Students work on faculty-supervised interdisciplinary teams (with students from business, sciences/engineering, and public policy) to develop business plans for commercializing environmentally friendly technologies around the world. The projects involve collaborating with EPA's Environmental Technology Commercialization Center, with Battelle Labs, and with Puget Sound businesses. Elective.
Independent study or research on business topics conducted under the direction of one or more instructors. Offered: AWSpS. Elective.
