Monday, May 14, 2012

MBA Curriculums and Revision Material

MBA Curriculums and Revision Material

MBA Curriculums and Revision Material

Harvard, Wharton, NITIE Management Knowledge Revision


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MBA - Management Knowledge Revision Guidebook
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MBA - Finance - Knowledge Revision Guidebook
MBA - Industrial Engineering - Knowledge Revision Guide - Knol Book
MBA Operations Management - Knowledge Revision Guide - Knol Book

Harvard Business School MBA curriculum 2008

Term I
The following first-term required courses use the point of view of the general manager to focus on the internal functional operations of business enterprises.
Finance I
This course examines the role of finance in supporting the functional areas of a firm, and fosters an understanding of how financial decisions themselves can create value.
Topics covered include:
  • Basic analytical skills and principles of corporate finance.
  • Functions of modern capital markets and financial institutions.
  • Standard techniques of analysis, including capital budgeting, discounted cash flow valuation, and risk analysis.
Financial Reporting and Control (FRC)
Recognizing that accounting is the primary channel for communicating information about the economics of a business, this course provides a broad view of how accounting contributes to an organization.
Students will gain:
  • An understanding of the concepts and language of accounting so it can be used as an effective tool for communication, monitoring, and resource allocation.
  • Mastery of the vocabulary of financial statements and accounting reports.
  • Familiarity with how modern accounting and control theory is used in evaluating economic conditions and making organizational decisions.
Leadership and Organizational Behavior (LEAD)
This course focuses on how managers become effective leaders by addressing the human side of enterprise.
The first modules examine teams, individuals, and networks in the context of:
  • The determinants of group culture.
  • Managing the performance of individual subordinates.
  • Establishing productive relationships with peers and seniors over whom the manager has no formal authority.
The intermediate modules look at successful leaders in action to see how they:
  • Develop a vision of the future.
  • Align the organization behind that vision.
  • Motivate people to achieve the vision.
  • Design effective organizations and change them to achieve superior performance.
The final module introduces a model for strategic career management.
The objectives of this course are to demonstrate the role of marketing in the company; to explore the relationship of marketing to other functions; and to show how effective marketing builds on a thorough understanding of buyer behavior to create value for customers.
Students learn how to:
  • Make marketing decisions in the context of general management.
  • Control the elements of the marketing mix—product policy, channels of distribution, communication, and pricing—to satisfy customer needs profitably.
  • Use this knowledge in a brand management simulation. The course culminates in an examination of the evolution of marketing, particularly focusing on opportunities presented by the Internet.
Technology and Operations Management (TOM)
This course enables students to develop the skills and concepts needed to ensure the ongoing contribution of a firm's operations to its competitive position. It helps them to understand the complex processes underlying the development and manufacture of products as well as the creation and delivery of services.
Topics encompass:
  • Process analysis
  • Cross-functional and cross-firm integration
  • Product development
  • Information technology
  • Technology and operations strategy
Term II Courses
The following second-term Required Courses build on the curriculum of the first term, and cover the relationship of the organization to larger economic, governmental, and social environments.
Business, Government, and the International Economy (BGIE)
This course introduces tools for studying the economic environment of business to help managers understand the implications for their companies.
Students will learn the impact of:
  • National income and balance of payment accounting
  • Exchange rate theory
  • Political regimes
An examination of both the gains and problems arising from regional global integration covers:
  • International trade
  • Foreign direct investment
  • Portfolio capital
  • Global environmental issues
The objective of this course is to help students develop the skills for formulating strategy. It provides an understanding of:
  • A firm's operative environment and how to sustain competitive advantage.
  • How to generate superior value for customers by designing the optimum configuration of the product mix and functional activities.
  • How to balance the opportunities and risks associated with dynamic and uncertain changes in industry attractiveness and competitive position.
Students learn to:
  • Develop a mastery of a body of analytical tools and the ability to take an integrative point of view.
  • Use these tools to perform in-depth analyses of industries and competitors, predict competitive behavior, and analyze how firms develop and sustain competitive advantage over time.
Particular attention is paid to competitive positioning; understanding comparative costs; and addressing issues such as cannibalization, network externalities, and globalization.
The Entrepreneurial Manager (TEM)
This course addresses the issues faced by managers who wish to turn opportunity into viable organizations that create value, and empowers students to develop their own approaches, guidelines, and skills for being entrepreneurial managers.
The course teaches students how to:
  • Identify potentially valuable opportunities.
  • Obtain the resources necessary to pursue an opportunity and to create an entrepreneurial organization.
  • Manage the entrepreneurial organization once it has been established.
  • Grow the business into a sustainable enterprise.
  • Create and harvest value for the organization's stakeholders.
This course focuses on developing negotiation skills and analysis. At its core are carefully structured negotiation exercises.
Students learn:
  • How to effectively negotiate through the use of exercises, cases, readings, and videos.
  • How external and internal negotiation has become a way of life for effective managers in a constantly changing business environment.
Finance II
This course builds on the foundation developed in Finance I, focusing on three sets of managerial decisions:
  • How to evaluate complex investments.
  • How to set and execute financial policies within a firm.
  • How to integrate the many financial decisions faced by firms.
The Finance II course is divided into four blocks of material:
  • Tools of financial analysis (credit market analysis, option pricing, valuation of interest tax shields, weighted average cost of capital)
  • Financial policy choices of firms (whether to finance with debt or equity, distributing cash to shareholders)
  • Financial market imperfections (costs of financial distress, transaction costs, information asymmetries, taxes, agency conflicts)
  • Deals and transactions (mergers and acquisitions, leveraged buyouts, hostile takeovers, initial public offerings)
Leadership and Corporate Accountability (LCA)
In this course, students learn about the complex responsibilities facing business leaders today. Through cases about difficult managerial decisions, the course examines the legal, ethical, and economic responsibilities of corporate leaders. It also teaches students about management and governance systems leaders can use to promote responsible conduct by companies and their employees, and shows how personal values can play a critical role in effective leadership.
Elective Curriculum: Course Descriptions
Accounting and Management
Accounting & Financial Communication
Business Analysis and Valuation Using Financial Statements
Competing and Winning through Customer Information

Wharton MBA Curriculum



The required, month-long Pre-Term session ensures that everyone in a diverse incoming class begins from a common knowledge base. Pre-Term, which begins in late July/early August, helps you and your class build a shared academic foundation, make friends, readjust to student life, and explore Philadelphia and the Wharton/Penn campus.

Pre-Term Courses

Pre-Term includes introductory and review courses in financial accounting, microeconomics, statistics, and financial analysis. Preparatory courses cover material not included in Fall coursework that students are expected to understand. In addition, Pre-Term includes classes on business history and languages, as well as short seminars in communication skills, computing technology, trading simulations, and career management.

Math Requirement

All entering MBA students must demonstrate proficiency in mathematics through an exam administered before the start of the program. Students whose self-administered assessment tests (taken before arriving for Pre-Term) indicate that they need a math refresher may register for optional, on-campus math review courses. Those who have never had a college-level calculus or statistics course are encouraged to take one before arriving on campus. Both courses provide an excellent foundation for the core curriculum.

Learning Team Retreat

This 2-day, off-campus retreat is an integral part of Pre-Term. The Retreat, held in a remote location in upstate New York, introduces students to their Learning Team members in an environment free of distractions where all members are on equal footing. Students begin the process of team formation and learn to lead in a peer environment throughout the 2-day program. This team-building and leadership learning is integral in shaping your first year.

Core Curriculum

Leadership Essentials
Ethics and Responsibility
Students examine difficult ethical conflicts and dilemmas faced by managers and organizations, anticipating issues they will confront in their careers. In doing so, they build a framework for thinking through the ethical implications of business decisions. Students take part in collaborative case discussions, exercises, and discussions of theoretical frameworks. This course cannot be waived.
Foundations of Leadership and Teamwork
Unpredictable work environments require leaders and teams to learn rapidly and change quickly. This course focuses on lateral and vertical leadership, team building and performance, and team leadership. This course cannot be waived.
The Governmental and Legal Environment of Business
Students gain a basic understanding of how the law and the political process affect business strategy and decision making. Topics include how market infrastructure (contracts, commercial law, intellectual property, fraud law, and securities law) influences business strategy, with special emphasis on differences among countries.
Management Communication
Designed to prepare business leaders for the communication challenges of the workplace, this course works with students to improve their oral presentation skills, regardless of current skill level. This course cannot be waived.
Management of People at Work
The way people are managed at work affects the quality of their lives, the effectiveness of organizations, and the competitiveness of nations. Students learn some of the basic principles of managing people, making use of theories that transcend the workplace, such as the psychology of individual and group behavior.
Analytical Foundations
Decision Models and Uncertainty
This management science course introduces simple models and ideas that provide powerful (and often surprising) qualitative insights into a large spectrum of managerial problems. It demonstrates the kinds of problems that can be tackled quantitatively, the methods and software available for doing so, and the difficulties involved in gathering the relevant data.
Managerial Economics
How can microeconomics enhance decision making in an organization? This course teaches students both how to understand the economic environment in which a firm operates and how to think strategically within it.
Statistical Analysis for Management
This course considers two key statistical methodologies: regression analysis and experimentation. Students learn techniques such as least-squares estimation, tests and confidence intervals, correlation and autocorrelation, co-linearity, and randomization.
Core Business Fundamentals
Competitive Strategy
This course focuses on issues central to an enterprise's long- and short-term competitive position. Students take the role of key decision makers and address questions related to the creation or reinforcement of competitive advantage.
Global Strategic Management
In an introduction to the strategic management of multinational corporations (MNCs), students learn how to create competitive advantage in a global context.
Financial Analysis
Finance 601 is an introduction to business finance (corporate financial management and investments); it prepares both majors and non-majors for upper-level course work. Students gain tools and frameworks to analyze financial decisions based on principles of modern financial theory.
Macroeconomic Analysis and Public Policy
Using economic theory, students learn how financial markets work and how government policies affect the business environment.
Financial Accounting
Financial Accounting is the accumulation, analysis, and presentation of an enterprise's relevant financial data for creditors, investors, and other external decision makers. Two versions of this core course are offered. In Accounting 620, students learn basic concepts, standards, and practices. Accounting 621 is a shortened version designed for students with prior knowledge of financial accounting.
Fundamentals of Managerial Accounting
Unlike Financial Accounting, with its focus on external parties, this course emphasizes the use of accounting information for internal planning and control purposes. Students learn how to use accounting data to evaluate business performance and make strategic decisions.
Operations Management: Quality and Productivity
This course emphasizes processes. In the first part of the course, students see examples of a number of processes and learn how to describe a process with a flow diagram. The second part of the course is focused on process improvement; it examines classic ideas in quality management, as well as recent ideas about restructuring processes for increased performance.
Operations Management: Supply Chain Management
Matching supply with demand is a primary challenge for any enterprise. In this course, students learn how to assess the appropriate level of supply flexibility for a given industry and explore strategies for increasing an enterprise's supply flexibility.
Marketing Management: Program Design
Students confront the challenge of designing and implementing a successful combination of marketing variables to carry out a firm's strategy in its target markets.
Marketing Management: Strategy
This course introduces the concepts and theories underlying marketing decision making. Building on Marketing Management: Program Design, students weigh considerations behind each element of the marketing plan.

Finance Major

The Finance major provides students with the analytic and theoretical tools currently required to master practical issues in finance, stressing financial management in business firms, financial institutions, and units of government.
The major offers courses relating to the financial organization, operations, and problems of the economy at large. While some attention is given to the descriptive, institutional, and historical aspects of the field, primary emphasis is placed on the analytical foundations of the discipline, stressing theory and methods of analysis and making extensive use of relevant techniques of economic analysis, mathematics, and statistics.
Graduates have entered their professional careers with positions in financial departments of general businesses, investment banking firms, broker-dealer firms, and management consulting firms, as well as various departments of commercial banks and other financial institutions, central banks, and international financial institutions.
Requirements for the major
The major requires five elective finance credit units unless you take both FNCE 601 and FNCE 602, in which case only four credit units of elective coursework in finance is required. If you take FNCE 621 (0.5cu) and FNCE602, the major still requires only four credit units of elective coursework in finance..

Corporate Finance

Courses in financial management seek to provide an understanding of the analytical framework underlying business financial decisions. While the program is oriented to the financial management of the corporation, much of the material is applicable to other organizations as well. The courses in this area cover the theory and practice of business asset management, budgeting, choice of capital structure, optimization problems, and the wider economic and social implications of financial management decisions. Central courses in this program include:

FNCE 726 Advanced Corporate Finance
FNCE 728 Corporate Valuation
FNCE 731 International Corporate Finance
FNCE 738 Funding Investments
FNCE 750 Venture Capital and the Finance of Innovation
FNCE 751x Finance of Buyouts & Acquisitions
These courses can be supplemented by related courses in other specialized areas of finance that serve the student’s needs and interests; relevant courses in accounting are also advised.

Investment Management
The courses in the investment management program analyze the functioning of security markets and provide the background and techniques for the valuation of securities and the management and control of portfolios of financial assets. Central courses in this program include:
FNCE 717 Financial Derivatives
FNCE 720 Investment Management
FNCE 725 Fixed Income Securities
FNCE 738 Funding Investments
FNCE 750 Venture Capital and the Finance of Innovation

Banking and Financial Institutions
Courses in this area are designed to develop an understanding of financial institutions and financial markets and their relationship to public policies and management policies. Included are studies of market structure, profit strategies, relationship of commercial banks and other financial institutions, problems of asset and liability management, and the theory of interest and asset prices. Central courses in this program include:
FNCE 602 Macroeconomics and the Global Economic Environment
FNCE 725 Fixed Income Securities
FNCE 732 International Banking
FNCE 738 Funding Investments

International Finance
Courses in international finance are designed both to extend the principles of finance to an international setting and to explore the issues peculiar to conducting business in an integrated world economy. Principal courses in this specialization include:
FNCE 719 International Financial Markets
FNCE 731 International Corporate Finance
FNCE 732 International Banking

NITIE PG Diploma in Industrial Management Programme

Subjects in the Curriculum
2. Course Bulletin (2008)

Communication Skills
Business Statistics
Marketing Management - I
Business Economics
Financial & Cost Accounting
Principles Of Organization & Management
Introduction to Industrial Engineering
Production & Operations Management
Data Communication
Software Engineering
Quality Management
Organizational Behavior
Industrial And Economic Environment
Financial Management
Procurement And Materials Management
Operations Research
Logistics Management
Human Resource Management
Marketing Management-II
Manufacturing & Enterprise Resource Planning
Environmental Management
Supply Chain Management
Project Management
Management Accounting And Control
Industrial Relations
Leadership Development
Global Economic Perspectives
Business And Commercial Laws
Business And Managerial Ethics
Strategic Management
1. Investment Analysis and Portfolio Management
2. Mergers and Acquisitions
3. Investment Banking and Management (Proposed)
4. International Finance
5.Financial Engineering
6. Business Analysis and Econometric Applications
7. Estimation Theory and Forecasting

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