Business Administration

Units: 1

Methods used by accountants record to economic events such as operating, investing, and financing activities, in the income statement, balance sheet, and statement of cash flows. Analysis of financial statements and disclosures. Impact of accounting standards and managerial incentives on the financial reporting process. Restricted to MBA students.

Offered in Fall and Spring

Units: 1

Foundational knowledge in managerial accounting for decision making. Internal uses of accounting information for decision making within the organization. Identification of revenue and cost information to conduct break-even analyses, assign product costs, complete operational budgets, assess performance, and complete other management decision-making processes. Restricted to MBA students.

Offered in Fall Spring Summer

Units: 2

Survey of economic concepts applied to management decisions. Competition. Market power. The firm, production, and cost. Pricing practices. Output. Market success. Market failure. Restricted to MBA students.

Offered in Fall and Spring

Units: 1

Business cases and problems where data analysis is part of the decision-making process. Applications to finance, management, marketing, and operations. Proficiency in Excel methods commonly used in management. Completion of a project where students follow a business problem from formulation to solution using data analysis. Restricted to MBA students.

Offered in Fall Spring Summer

Units: 1

Continuation of a series of business cases and problems where data analysis is part of the decision making process. Estimation of linear relationships among variables, with applications to finance, management, marketing, and operations. Proficiency with Excel methods commonly used for estimation. Completion of a project where students follow a business problem from formulation to solution using the methods covered the course. Restricted to MBA students.

Offered in Fall and Spring

Units: 1

Structure for critically analyzing and evaluating an issue, claim, text, or speech from a management perspective. Systematic analysis and evaluation of information, concepts, and ideas in order to identify underlying assumptions, purposes, and questions. Synthesis of this knowledge to logically form conclusions and recognize implications. Communication of arguments and beliefs and recognition of common language barriers in the written and spoken word. For online sections, must be enrolled in MBA program.

Offered in Fall and Spring

Units: 2

Financial decision making at profit-motivated businesses: decisions about what to produce and how and decisions about how to finance the assets needed for production. Cash as the basis of asset valuation. Capital budgeting decisions under certainty and uncertainty. Capital market theory. Cost of capital. Bond and stock valuation. Restricted to MBA students.

Offered in Fall and Spring

Units: 3

This course is about the fundamentals of leading people, a critical aspect of every management position and leadership role. The course will focus at three levels of analysis: the individual, the group and the organization. Students will gain exposure to topics and issues in the field of organizational behavior and human resource management. These include knowing about and dealing with individual differences, international and cultural issues, working in groups [both virtually and geographically co-located], motivation, leadership, organizational structures and cultures, change management, empowerment, delegation, communication, and management ethics. Restricted to MBA students.

Offered in Spring Only

Units: 1

This one-credit course is designed for part-time and online students and serves as the first part of the Leading People series. The Leading People series focuses at three levels of analysis: the individual, the group and the organization. In this series, students will gain exposure to topics and issues in the field of organizational behavior and human resource management. Content covered in part 1 addresses team leadership and change management. This course also includes instruction on improving communication skills, making presentations, leading from strengths, and emotional intelligence. Restricted to MBA students. Students may not receive credit in MBA 530 and MBA 531.

Offered in Fall and Spring

Units: 2

This two-credit course is designed for part-time and online students and serves as the second part of the Leading People series. The Leading People series focuses at three levels of analysis: the individual, the group and the organization. Students will gain exposure to topics and issues in the field of organizational behavior and human resource management. Content covered in this course includes dealing with individual differences, international and cultural issues, working in groups [both virtually and geographically co-located], motivation, leadership, organizational structures and cultures, empowerment, delegation, and management ethics. Restricted to MBA students. Students may not receive credit in MBA 530 and MBA 532.

Offered in Spring and Summer

Units: 2

Design and management of operations and supply chains. Analysis of strategies, processes, planning and control, and advanced techniques using a variety of managerial frameworks and quantitative tools. Restricted to MBA students.

Offered in Fall and Spring

Units: 2

Market segmentation, targeting, and positioning. Channels of distribution, promotion strategy, product development strategy, and pricing strategy. Relationship marketing and marketing strategy. Applications in high-tech environments. Restricted to MBA students.

Offered in Fall and Summer

Units: 3

Process-based approach to creating high value in existing organizations by understanding strategy formulation and implementation. The approach also will reapplied to entrepreneurs in new venture startups as well as organizations managing innovation and technology changes. Emphasis is placed on learning by applying these processes to existing organizations through strategic management and to new business startups through entrepreneurship. Restricted to MBA students.

Offered in Fall Spring Summer

Units: 1 - 6

Special topics course dealing with issues not covered in regularly scheduled courses. Restricted to MBA students.

Units: 3

Data security and privacy necessary for today?s business environment. Common vulnerabilities, securing data, encryption, policies, privacy management, standards, and compliance.

Offered in Fall and Spring

Units: 3

Market and evolution of enterprise resource planning [ERP] systems and ERP technology. Business process reengineering in sales, purchasing, human capital, accounting, plant maintenance and warehousing using SAP Security issues. Course can lead to SAP University Alliance Recognition.

Offered in Fall and Spring

Units: 1

Advanced SAP is structured around a configuration case made available through the SAP University Alliances. The course provides instruction on how to configure a blank/relatively empty SAP client into the following SAP modules: Financial Accounting [FI], Controlling [CO], and Materials Management [MM]; Production Planning [PP] or Sales and Distribution [SD]. After completing configurations and entering master data, students will test their work by executing SAP business processes . Upon completion of this one credit hour course [and MBA 515], students will receive the SAP University Alliances Certificate.

Offered in Fall and Spring

Units: 3

Integrated approach to managing the risks that can prevent an organization from achieving its objectives, both financial and non-financial. Core elements of an effective enterprise risk management process. Links to management strategy. Risk assessment methodologies.

Offered in Fall Only

Units: 3

Overview of financial management. Evaluation of projects and valuation of real assets using traditional discounted cash flow analysis and real options. Role of financial leverage; optimal capital structure. Conflicts between security holders and management; stockholder-bondholder conflicts; financial distress, bankruptcy and reorganization; corporate control and restructuring; corporate governance issues.

Offered in Spring Only

Units: 3

Advanced topics in investments with a focus on underlying theory and practical application using real world data. Stock valuation models, bond valuation, derivatives, portfolio performance evaluation, investment strategies, efficient market theory and other current issues in investment finance.

Offered in Fall and Spring

Units: 3

Importance of tax consideratoins in business decisions. Framework for understanding how taxes affect business strategy and financing decisions in a wide variety of settings.

Offered in Spring Only

Units: 3

Theory and practice of financial management in the international arena, including spot and forward markets for foreign exchange, currency futures and options contracts, international arbitrage conditions, foreign exchange exposure, foreign trade financing instruments, direct and portfolio investment abroad, and the role of country risk in determining investments.

Offered in Fall Only

Units: 3

The course will cover the core concepts behind successfully acquiring, deploying and motivating talent to achieve organization competitiveness. Students will think strategically about company human assets, learn basic HRM concepts and then create practical solutions to typical HCM problems. At the end of this course, students will demonstrate a basic understanding of the topics of equal opportunity employment, diversity, recruiting and selection, performance evaluation, performance goal setting, performance coaching and feedback, competitive compensation and benefits, fair discipline and termination processes and strategic talent management and succession programs.

Offered in Fall and Summer

Units: 3

Successful innovation involves creating more valuable experiences for users and customers. The course covers key concepts and methodologies for experience-based innovation, drawing on design and creativity frameworks to fully understand customer experiences. Course activities include exercises and a project to practice innovation and "design-thinking" tools and techniques in a business context. Relevant strategic perspectives for designing innovative products and services are addressed through case studies and other managerial readings with practical business application. The importance of a multi-disciplinary approach to experience innovation is emphasized, such that the course is suitable for students in all disciplines with an interest in innovation.

Offered in Spring Only

Units: 3

Major themes and strategies of supply management relationships. The focus is on establishing a basis for collaborative relationships with suppliers through focused market intelligence research, relationship assessment and management, negotiation, collaborative contracting, and on-going management of relationships in global supply chains. Emphasis on the importance of collaboration through the application of practical tools and approaches that drive mutually beneficial outcomes. Core processes around initial exploration and assessment of supply chain relationships, establishing metrics/expectations for the relationship, crafting and managing contracts, and sustaining continuous performance improvement in sourcing, logistics and operations. Every student will participate in a team-based supply chain project with an organization and will learn the team-based, deadline-driven nature of supply chain initiatives in a real-company setting.

Offered in Fall Only

Units: 3

Effective logistics decision-making using a variety of conceptual frameworks and quantitative tools. Relationship between logistics and broader issues of managing the entire supply chain and fulfilling the strategic objectives of a firm. Inventorymanagement. Transportation. Network design.

Offered in Fall and Spring

Units: 3

Design and management of planning and control systems within the organization and across the supply chain. Business planning, master production scheduling, material requirements planning, just-in-time and theory of constraints. Enterprise resourceplanning [ERP] and business-to-business [B2B] systems. Impact of information technologies on planning and control systems. Major project using state-of-the-art ERP system.

Offered in Spring Only

Units: 3

Structured framework for modeling and analyzing business decisions in the presence of uncertainty and complex interactions among decision parameters. Topics include decision models, value of information and control, risk attitude, spreadsheet applications, and decision analysis cycle. Interactive case study.

Offered in Fall Spring Summer

Units: 3

The objective of the course is to build an understanding of how to manage and improve the performance [efficiency and responsiveness] of operations and supply chains through decision making that is based on analysis and facts, rather than intuition. The course introduces fundamental aspects of operations and supply chain management as well as analytical modeling tools and techniques that can be used to support decision making [e.g., optimization, regression analysis, simulation]. The approach taken in the course is entirely example-based and hands-on, since all these techniques will be implemented in Excel, either with Excel's built-in tools or with Excel add-ins.

Offered in Fall Only

Units: 3

This course is designed around the full analytics lifecycle which encompasses the business problem, the data, the analysis, and the decision. Students will learn to identify and clearly explain business problems that can be addressed with analytics. They will learn to determine which analytic methods are best suited to solve particular problems and clearly explain the results of an analytic model and how those results might impact the business bottom line. Analytical methods to be covered include data, visualization, a review of regression analysis; logistic regression; classification and regression trees [including boosting and bagging methodologies]; and clustering [segmentation] methods. Students will also develop at least a beginning proficiency with several statistical software packages including Tableau, JMP, R, and SAS Enterprise Miner. Emphasis will be placed on analyzing real data and understanding how analytical thinking can be applied to solve big data problems.

Offered in Fall and Spring

Units: 3

This course examines how to collect and process data to make it useful, how to validate, protect, and process data to make it available, and how to create a place to properly store data.

Offered in Fall and Summer

Units: 3

Identification, development, analysis, improvement and management of business processes. Strategic and executional issues critical to high-performance processes. Lean tools. Six sigma. Process redesign. Outsourcing. Service oriented architecture. Examples from different industries and functional areas within firms, to identify similarities and differences of well run processes.

Offered in Spring Only

Units: 3

This course focuses on solving a real-world business problem that includes a heavy data analytic component. The business problem will vary according to the client but could include problems from finance, human resources, marketing, finance, supply chain, or other management areas.

Offered in Fall and Spring

Units: 3

Consumer perception of products and brands, including the role of product design and development of consumer attitudes. Analysis of how consumers make decisions and how those decisions can be influenced by messaging, pricing, and emotions.

Offered in Fall and Spring

Units: 3

A systematic approach to structure, implementation and analysis of marketing research for decision making. Models of consumer demand and firm behavior analyzed in a marketing context.

Offered in Fall Only

Units: 3

Marketing planning and product management. New product concept evaluation and selection. Managing products over the life cycle. Developing and implementing a brand strategy. Repositioning and revitalizing brands Brand extension. Managing globalbrands.

Offered in Fall and Spring

Units: 3

Strategic, successful management of the multitude of business relationships that contemporary managers face. Universal and idiosyncratic business relationship skills to allow technically-oriented managers such as engineers and scientists to interact with a variety of constituents. Integrated perspective of marketing communications as a process of successfully interacting with each constituency with the goal of fostering long-term satisfaction and loyalty, which ultimately translates to sustainable competitive advantage.

Offered in Spring Only

Units: 3

Analytical techniques to convert a wealth of data on customers and markets into insights to guide business decisions. Taking a hands-on and systematic approach on the steps involved in harnessing knowledge from data, the course covers the various data techniques and steps involved in data- and model-driven management decisions. Techniques include market response models, conjoint analysis, discrete choice models.

Offered in Fall and Spring

Units: 3

This course covers the basics of digital marketing from an analytics perspective. Each channel of digital marketing, such as search engine optimization, social, mobile, web, email, and video, are examined and their relationship to overall firm marketing strategy is explored.

Offered in Fall and Spring

Units: 3

First course in a two-course entrepreneurship sequence focusing on opportunities outside the technology arena. Management of the innovative activities of a firm [new and/or existing] to facilitate entrepreneurship-the discovery, evaluation, and exploitation of opportunities to create value. Generation and screening of new product/process ideas or concepts. Transformation of such ideas into products, processes, or services that satisfies stakeholders [e.g., customers, employees]. Topics include self-assessment of personal aspirations, skills, and competencies, as well as opportunity identification/evaluation, business model design, and launching and scaling ventures.

Offered in Fall Only

Units: 3

Second course in a two-course entrepreneurship sequence focusing on opportunities outside the technology arena. Theoretical and practical, team-based, approach to the evaluation and assessment of opportunities for value creation. Emphasis on how to discover, validate, and then execute on an action plan to create value. Credit not allowed if the student has already taken MBA 576 or MBA 577.

Offered in Spring Only

Units: 3

Application of the process-based model for new business startups to multiple clients. Emphasis is placed on data gathering, data analysis and data interpretation in the context of evaluating opportunities for new business. Students work in teams on a variety of projects with technology commercialization clients such as Wolfpack Investment Network and Office of Technology Commercialization and New Ventures.

Offered in Spring Only

Units: 3

First course in a two-course entrepreneurship sequence focusing on opportunities for technology commercialization. Evaluation of commercialization of technologies in the context of new business startups. Emphasis is placed on creating value through technology portfolio evaluation and fundamentals of technology-based new business startups. This includes development of value propositions and strong technology-product-market linkages. The process based approach is appropriate for new business startup as well as entrepreneurship in existing organizations through spinoffs, licensing, or new product development. Credit not allowed for MBA 576 if the student has already taken MBA 570 or MBA 571.

Offered in Fall and Spring

Units: 3

Immersion in the activities of opportunity exploitation. Students work in groups to plan and execute the launch of a new value creating entity. Strategy formulation and strategy implementation for a new business startup. Includes all aspects of value creation for success as a new venture.

Offered in Fall and Spring

Units: 3

Inspired by the university teaching hospital model, the NC State Entrepreneurship Clinic is a place where students, faculty, entrepreneurs, and service providers go to teach, learn and build the next generation of businesses in Raleigh. Each person in this class will take on the role of "Clinic Lead" managing groups of undergraduate students working with clients of the NC State Entrepreneurship Clinic during the semester developing ideas, evaluating options, and providing insights to emerging ventures.

Offered in Fall and Spring

Units: 3

Business processes and strategies across the global BioSciences value chain, including the R&D realities, product life cycles, key elements of product discovery and development, intellectual property, regulatory trials, government approval, production, sourcing, logistics, sales, marketing and customer service. The complete value chain of a new biotechnology-based product.

Offered in Spring Only

Units: 3

Exploration of unique environment in which biotechnology research is conducted and resultant drugs and products are sold. Legal restraints affecting pharmaceutical marketing and reimbursement options; regulatory issues; pre-clinical research. Laws limiting or affecting pharmaceutical and biomedical marketing Ethical issues in the research and marketing processes.

Offered in Fall Only

Units: 3

Applied approach to managing the risks that can prevent an organization from achieving its objectives, both financial and nonfinancial, by working in teams to address real problems in real organizations.

Offered in Spring Only

Units: 3

Advanced quantitative course on applied equity valuation. Students conduct stock valuation analysis which is then used to select stocks for the student-managed SunTrust MBA fund. Topics include the investment decision making process, empirical evidence on securities returns, forecasting financial statements, industry and macro-economic analysis, valuation models, portfolio performance evaluation and performance attribution. Students will also learn how to write computer programs using SAS software in order to generate statistical tests of investment strategies using "big financial data."

Offered in Spring and Summer

Units: 3

Research project examining supply chain management issues at an organization, usually a member of the Supply Chain Resource Cooperative. Projects will typically focus on procurement, logistics, materials management, operations, or integrated supply chain issues.

Offered in Fall and Spring

Units: 4

Total product realization process, including customer needs analysis, product design and engineering, manufacturability assessment and marketing plan development. Definition of relevant market, design and engineering principles, financial considerations and manufacturing aspects of product development process. Application and integration of business, design and engineering methodologies, concepts and tools on actual product design and development project.

Offered in Fall Only

Units: 3

Research project resolving specific consumer behavior issue impacting product use and demand with a corporate member of the Consumer Innovation Consortium. Projects will generate a specific and narrowly focused set of tangible deliverables.

Offered in Fall and Spring

Units: 3

Continuation of evaluation of technologies for commercialization through new business startups. Emphasis is placed on creating value through strong technology-products-markets linkages using the TEC algorithm. Topics include industry and market testing of assumptions, legal forms of new business startups, funding sources and creating a quality, integrative new business startup plan. Credit not allowed in 577 for students who have already taken 570 or 571.

Offered in Fall and Spring

Units: 1 - 6

Presentation of material not normally available in regular courses offerings or offering of new courses on a trial basis.