This course consists of three major themes. First, the course will address issues on design of modern managerial accounting system. Topics covered include product (customer) costing, activity based cost management and budgeting. Special emphasis will be on cost analysis for financial and service industries. Second, the course will address topics on using managerial accounting information for decision-making including topics such as break-even analysis, using cost data for financial modeling and capital investment decisions. Third, the course will address issues on the design of management control system (MCS), human resources management (HRM) and the design of incentive systems for linking to effective performance management.

The course covers three sets of topics. The first set of topics address the issues on how to manage costs from a strategic and supply chain perspective. These issues include: the strategic consequences of cost management systems, the use cost management systems for pricing, manage profitability and customer relationships, and the design of cost management systems for inter-organization cost management. Collectively, the discussion of these issues permit a clear illustration of how to achieve cost management across company boundaries and to introduce a forward looking system that emphasizes continuous improvement, links a company’s strategy to its core business activities, and enables a comprehensive management of the resources consumed by all supply chain partners. Next, the course will examine the strategic value of information technology and the emerging E-business models. Advances in Information Technology (IT) are having enormous impacts on the very way business is conducted today! Thus, the key focus is on learning how IT has enabled firms to develop innovations in products and processes and changed the structure of industries, the strategies of firms competing in these industries, and the organizational forms and management processes needed to support those creative changes. Finally, the course will examine the critical issues of strategic transformation - a process by which a firm changes all of its critical parts simultaneously to cope with the challenges it faces. These critical parts include a company’s strategic initiatives, business processes, organization systems, measurement systems and information infrastructure. The major objective thus is to challenge students to think about issues in managing the transformation process such that they can learn how to harness the power of information technology and at the same time making the necessary changes to a company’s value system, organizational design and management control systems.

This course develops the basic principles and tools in modern finance theory and practice. Topics covered include an introduction to the financial markets and corporate financial decisions, valuation of financial and real assets, risk and asset pricing models and introduction to derivatives securities and their applications. This course is designed to provide an understanding of why various financial instruments and contracts are used and an introduction to their valuation.

This course covers the foundations of corporate finance and uses these foundations to analyze many of the important financial decisions made within firms and other institutions. Some of the topics covered include the valuation of fixed-income securities and stocks, capital budgeting and the choice of investment projects, the optimal capital structure of the firm and how it is affected by taxes, the notion of market efficiency, the valuation of options and other derivative securities and the use of derivative securities in corporate finance.

This course develops the three basic skills involved in financial analysis: analysis of financial statements, earnings forecasting, and estimating equity value. Treatment of financial statement analysis focuses on inferences about an entity’s value drivers from its financial statements. It includes a variety of pro-forma adjustments, such as off-balance sheet financing and non-recurring items of revenue and expense, so that the analysis becomes more “forward-looking”. Treatment of earnings forecasting builds on financial statement analysis and includes both time-series and structural forecasting techniques. Equity value estimating includes treatment of the discounted free cash flow approach as well as the residual income approach.

This course is designed to acquaint the student with the concepts of portfolio analysis in the general area of institutional investment management. The course discusses principles for managing investment assets that include equity and fixed-income securities. These principles apply, for example, to managing corporate pension funds, bank-administered trusts, and other institutional funds. Students will learn how to establish appropriate investment objectives, develop optimal portfolio strategies, estimate risk-return tradeoffs, and evaluate investment performance.

The course will examine strategies for gaining and sustaining a competitive advantage. Topics covered include analyzing industries and competitors, Identifying firms' resources, capabilities and core competencies, formulating corporate and business level strategies, managing competitive rivalry, entering international markets and exercising strategic leadership.

The objectives of this course are to develop basic microeconomic concepts and to apply them to issues of particular relevance to managers, and in doing so, demonstrate how economic logic often offers powerful and elegant insights into making business decisions. It will be seen that a fundamental working knowledge of the firm's economic environment can improve both day-to-day managerial decision making and long-term strategic planning. Sample topics include: classical supply & demand analysis, firm's reactions to external forces (e.g., tariffs, regulations, changes in competition), and optimal pricing strategies.

Knowledge has surpassed machines and the stored value of money itself, as the driving force behind the world economy. In the recent past, companies learned they could create better products more efficiently with the full mental participation of their employees. Today, investors are learning that participation by shareowners also adds value. Venture capitalists who are willing to invest ideas, as well as money, are outperforming the market. A major objective of the course is to provide students the insights on the various governance mechanisms that can be used to enhance investor’s wealth through broad based systems of accountability to be built into the governance structures of corporations themselves. By establishing systems of accountability and encourage long-term participation by shareowners and employees in corporate decision-making, the corporations that embrace such a dialogue should be better equipped to create wealth, compete in global markets, and solve the highly complex problems of the 3rd millennium Also will be covered in the course are topics relate to Merger and Acquisition. Specially, these topics are designed to provide perspectives to negotiation and learn the valuation process and to integrate your valuation with your business strategy and integration plan to move toward a desired "end game." Students will also examine the long-term potential of the relationship between the two companies and what factors could make this marriage succeed or fail.

Business decisions are rarely made in a vacuum. The choices a firm makes affect the profitability of other firms, and their choices can in turns impact the firm. Game Theory offers a systematic way of analyzing strategic decision making in interactive situations. This course develops a conceptual framework that can be applied to understanding business strategy. The sample topics covered by the course are: decision analysis, looking forward and reasoning back, anticipating rivals' moves, equilibrium analysis, inducing cooperation, the use of credible threats and promises, deterrence and preemption, and the role of reputation in negotiation and bargaining. The ultimate goal of this course is to enhance the student's ability to think strategically in complex, interactive situations.

Services are becoming critical for competitive advantage in companies across the globe and in all industry sectors. For manufacturers like GE and IBM, services represent their primary growth and profitability strategies into the 21st century. Superior service quality drives the competitive advantage of excellent companies like Charles Schwab, Marriott Hotels, Starbucks, and FedEx— traditional service businesses. The course focuses on challenges of managing services and delivering quality service to customers. The attraction, retention, and building of strong customer relationships through quality service (and services) are at the heart of the course content. The course is equally applicable to organizations whose core product is service (e.g., banks, transportation companies, hotels, hospitals, educational institutions, professional services, telecommunication, etc.) and to organizations that depend on services for competitive advantage (e.g., high technology manufacturers, automotive, industrial products, etc.).