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, or phone 856-225-6452. Questions regarding admissibility to a course or to the program should be addressed to the Graduate Director.

DEPARTMENTAL LISTINGS
FOR SUMMER 2013

• Accounting
• Basic Administration
• Management
• Marketing
• Operations Management

Accounting for Financial Reporting (Cr.3)
53:010:502:Sec.A6:91169 BSB 116
5/28-6/21 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 Decision Making (Cr.3)
53:010:503:Sec.D6:90503 BSB 116
6/24-7/19 M,Tu,Th 6:00pm-9:40pm
Kenis, Izzet
Email: kenis@camden.rutgers.edu
Pre-requisite: 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.J6:93253 BSB 117
7/22-8/14 M,Tu,Th 6:00pm-9:40pm
Shinn, Laura
Email: laura.shinn@rutgers.edu
COURSE CANCELLED 4/19/13.
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.

Special Topics in Business Administration:  Doing Business in Cuba (Cr.3)
53:135:670:Sec.B1:93575 Trip to Cuba
6/14-6/23 Trip dates
Maradonna, Cal
Email:  cal.maradonna@rutgers.edu Email: cal.maradonna@rutgers.edu
COURSE CANCELLED 5/20/13.
International trip to Cuba. Additional costs will apply. Contact instructor for more information.

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MANAGEMENT

Leadership and Managing Human Capital (Cr.3)
53:620:505:Sec.A6:94493 BSB 117
5/28-6/20 M,Tu,Th 6:00pm-9:40pm
Holmes, Oscar
Email: oholmesiv@cba.ua.edu
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.D6:92175 BSB 117
6/24-7/19 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:  The World of Work-Life:  Public Policies and Organizational Practices (Cr.3)
53:620:670:Sec.H6:92422 FA 242+Hybrid(Sakai)
7/9-8/13 Tu,Th 6:00pm-9:40pm
Golden, Lonnie
Email:Lmg5@psu.edu Email: lmg5@psu.edu
Hybrid course in Sakai format with limited inclass meetings. Cross-listed with 56:834:605. This course introduces students to the new and exciting new world of Work-Life and Work-Family research, workplace practices and public policies. It is a topic of interest for human resource managers, public policy makers and just about anyone with both paid work and non-work responsibilities. The field bridges several different disciplines—it has transformed from its original focus on the challenge for women joining the labor force to resolving the inherent time and role conflicts that all employees face, trying to navigate daily between family, personal, career and paid work commitments, in their time allocation and work effort decisions. The field now extends into the organizational performance outcomes, examining the “business case” for adopting more supportive work-life formal practices, and for public policies at the national level, to promote caregiving and development of children, families and communities. The course will examine problems as well as solutions, in place and proposed, in both the public and private sector. It will explore not only on conflicts and imbalances, but on the possibilities for facilitation, enhancement, fit or integration of work and non-work life and to promote generally less stressed and healthier individuals, families, organizations and society. This will include analysis of various workplace flexibility programs, such as flextime, teleworking, paid or unpaid parental leave, part-time options and child-care, etc., and the role of informal organizational supports as well as federal and state laws and regulations. Being inter-disciplinary, the course will blend and contrast the research approaches and findings adopted in the fields of economics, sociology, industrial/organizational psychology, organizational behavior, human and family development, human resource management and labor and employment law.

Corporate Restructuring (Cr.3)
53:620:671:Sec.J6:91672 BSB 116
7/22-8/14 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.

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MARKETING

Global Marketing Strategy (Cr.3)
53:630:515:Sec.D6:93255 BSB 334
6/24-7/19 M,Tu,Th 6:00pm-9:40pm
Kaufman-Scarborough, Carol
Email: ckaufman@camden.rutgers.edu
COURSE CANCELLED 4/19/13.
Pre-requisite: 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

Operations Management: Productivity and Quality (Cr.3)
53:716:513:Sec.B6:94494 BSB 335
5/28-7/5 Tu,Th 6:00pm-9:40pm
Jamil, Mamnoon
Email: mamnoon@camden.rutgers.edu
Pre-requisite: 53:135:502. 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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