MSBA/MMS Dual Degree

1.00

SBS-700 is the first required course in Suffolk's graduate programs. The course is based on the precepts of experiential learning. Based on the idea that people learn best by participating in meaningful activities this course provides you with the opportunity to identify your strengths, interests, values, vision, and capabilities, and identify next steps to leverage your program and realize your professional goals.

MBA Students may not register for this course.

3.00

Students use various lenses and theories, case studies, and experiential exercises to explore human behavior within firms at three levels: the individual, the group, and the organization. This includes understanding employee and management attitudes, motives, and behaviors as they relate to workplace concepts such as leadership, motivation, power, perceptions, group dynamics, communication, culture, and decision-making.

3.00

Students learn and practice effective management skills including listening to and coaching others, time and meeting management, seeking, receiving, and delivering feedback, influencing (with or without formal authority), stimulating positivity in the workplace, and job crafting. The themes of self-awareness, professional development, and effective communication will be woven throughout the course.

3.00

This course introduces students to the concepts and applications of data analytics on large data sets for managerial decision making. Students will learn foundation skills needed to extract valuable information out of data, including various descriptive and predictive analytics techniques. Students develop knowledge of data visualization and interpretation coupled with conveying data, results and insights. Issues on data acquisition, storage and management will be discussed.

3.00

Analyzes various real world business problems and explores the full scope of MS Excel's formulas, functions and features to create data models and present solutions. Students analyze data, design custom charts, graphs, PivotTables and Pivot charts, create three-dimensional workbooks, build links between files and endow worksheets with decision-making capabilities. Students conduct What-If Analysis, utilizing Scenario Manager, Solver, Data Tables and Goal Seek. This course provides the skills necessary to pass the Microsoft Office Specialist Certification in Excel.

This course was formerly ISOM-815

3.00

Introduces the importance of information as an organizational resource, role of big data in organizations, and the application of tools to provide high quality information. Students will be able to select the most appropriate data management tool (e.g., SQL vs. non-SQL databases) to business scenarios. Develops the skills needed to succeed in today's big data environment through the application of data management techniques, cases and exercises. Students will become proficient in designing databases using entity relationship modeling and normalization, in building and querying databases of various sizes with Access and SQL (an industry standard), preparing high quality data and applying data visualizing techniques. Students will complete a series of business-oriented hands-on exercises, prepare cases, and complete projects on database design and big data.

3.00

Provides students with an understanding of the nature of enterprise integration and enterprise software, business process reengineering, the implementation within organizations, and strategies for maximizing benefits from enterprise systems. To manage complex business processes in today's multi-national, wired and wireless world, firms need integrated software packages to manage their global business. Enterprise Resource Planning (ERP) systems are used to support a wide range of business functions for all companies across industries. With ERP systems, business managers are able to make decisions with accurate, consistent, and current data. Intensive lab projects on the SAP ERP System with real life business scenarios are utilized to reinforce understanding of enterprise systems functionality and business process concepts.

3.00

This course teaches students how to build and maintain data warehouses, and how to analyze and use this data as a source for business intelligence and competitive advantage. Students study data mining concepts, Big Data environments and analytics, and the use of analytics tools and methods for producing business knowledge. Topics include extraction, transformation and loading; decision support systems; text, web and data mining models as well as data presentation/visualization including dashboards, scorecards and various charts. Students build a data warehouse and practice the extraction and transformation process used to produce high quality data warehouses. Students will also experience Big Data storage and processing of Big Data. Students will use tools such as MS Excel, Tableau, Hadoop, Hive, Pig, Spark, and SAP Business Warehouse.

3.00

Predictive analytics make predictions about unknown future events. It is crucial for companies to ask the right questions, perform rigorous analysis, and take actions that will result in the most desirable outcomes. This course develops students' capability in applying the core concepts and techniques of predictive analytics to identify opportunity, recognize patterns, predict outcomes, and recommend optimal actions within the context of organizational decision-making. Topics include: business analytics life cycle, data pre- processing, linear and nonlinear regression, tree-based methods, model assessment and selection, and resampling methods.

3.00

Most employees will encounter difficult interpersonal situations at some point in their careers. This course focuses on the high costs of incivility to employee well-being and productivity. Students will reflect on their experiences, learn techniques to improve their communication skills, and experientially practice having difficult conversations. Topics such as abusive supervision, sexual harassment, and abnormal psychology will also be covered. Students will gain insight into how to cope with challenging interpersonal situations, address problematic behaviors, and develop more positive relationships in the workplace.

3.00

Matters related to diversity and inclusion are increasingly salient to business, impacting companies' mission, brand, talent management strategies, and performance. In this class, we will learn about common dynamics that occur in diverse groups and organizations; explore the power of inclusion and the challenges to leveraging it; discuss relevant current events, their impact on business, and business' responses to them; and study best practices for building diverse and inclusive companies.

3.00

This course emphasizes the theory and skills of win-win negotiation. Students assess their own negotiation styles, analyze the process of negotiation, and apply theory-based skills for integrating problem solving approaches to negotiation. The course utilizes a mix of teaching tools, including readings, lectures, cases, exercises, videotapes, and role-playing.

MBA Students not eligble for this course.

3.00

This course takes multiple approaches to the exploration of leadership. Emphasis is put on individual self-awareness as a critical precursor to leadership success. A wide range of activities, exercises, cases, and simulations are used to develop understanding of the dynamics of leadership. Team building, both as an activity and a topic for study, is used as the model to develop, practice, and improve individual leadership skills.

3.00

Introduces the basic principles, tools and technique of the Project Management Life Cycle with practical real-life examples and scenarios. The basic concepts will be studied within the framework of the Project Management Book of Knowledge (PMBOK (R)Guide) guidelines set forth by the Project Management Institute (PMI). Other project management framework will be described though not in detail. The course will attempt to help students understand the relationship between good project management and successful software management, development and implementation, and the best practices at each stage of project planning, execution, control and closure. The course will also help build skills to research, analyze and report project management case studies that illustrate the topics covered in this course. PMP(R) and (PMBOK(R)Guide) are registered marks of the Project Management Institute, Inc.

MGT-610; MMS and GCLT students only

3.00

MGT 780 Client Consulting Capstone In this final course in the MMS curriculum students will demonstrate expertise, efficacy in leadership and management skills, and a well-rounded "sense of self" as a leader. This is achieved through two culminating projects that synthesize the concepts, principles, and practices from previous courses. Through several case studies and a real client project in a local firm, students analyze organizational and interpersonal systems and processes. Teams present and deliver to the client organization an analytical report including recommendations for a change management strategy. In addition, students develop a personal leadership philosophy and action plan that integrates models and theories of managing people, diversity, conflict, and projects with their own values, self-assessments, reflective assignments, feedback, and experiences accumulated in the degree program and workplace.

Take ISOM-835

3.00

This course is built upon the predictive modeling course and covers a broad collect of data mining and business analytics techniques, including estimation, classification, clustering analysis, network analysis, association rule mining, text mining, etc. It focuses on turning data into business insights and eventually use data and analytics to create business value. The course takes a holistic approach of business analytics, starting from identifying and defining business questions, evaluating data quality, cleaning and preparing data to selecting models, interpreting outcomes, and communicating analysis and results to technical and management audiences. Students also are reinforced in their familiarity of data ethics framework, communicating analytics results, and the implementation of analytics in business. Throughout the course, students are involved in hands-on analysis using large sets of real data from a variety of industries. Students are expected to complete a alaytics consulting project with an industry client and a formal presentation of the project.

3.00

This introductory-level accounting course provides students with a solid base in accounting fundamentals, including U.S. GAAP, the conceptual framework, nature of accounts, journal entries, and ultimately, financial statements. Provides in-depth coverage of the process by which accountants analyze, journalize, post, and summarize transactions. Reviews and analyzes multiple examples of current "real life" financial statements. The students would practice data analytics through the analysis of companies' financial ratios. The course includes a discussion of ethical issues facing accounting professionals and time value of money techniques. For MSA, GCA, & MST students, this is the first course in the financial accounting sequence. For MBA students, this potential elective course builds upon concepts learned in MBA 640.

ACCT-800 or MSA Program Director permission

3.00

This is the first of two intermediate-level accounting courses that build on students' learning in ACCT 800, going in-depth into measurement and reporting of asset, liability, and stockholders' equity accounts for external financial reporting purposes. Discusses pronouncements of authoritative sources such as the SEC, AICPA, and the FASB. Introduces students to IFRS and their similarities to and differences from U.S. GAAP. Develops strong critical thinking and problem-solving skills.

ACCT-801 or MSA Program Director permission

3.00

This is the second of two intermediate-level accounting courses. The critical thinking and problem-solving skills developed in ACCT 801 are broadened as this class tackles more complex accounting concepts, including: dilutive securities, earnings per share, investments, revenue recognition, income tax accounting, pensions and leases. Since accounting for many of these areas has been a source of substantial debate and major revisions in recent years, subject matter covered will be topical. Pertinent pronouncements of standard-setting bodies continue to be studied.

3.00

Examines the concepts and practices of cost measurement: variable costing, cost-volume-profit analysis, goal setting and performance monitoring, standard costing, and variance analysis. Students learn how to prepare a financial plan for a business by constructing operating, working capital, and capital budgets. Students study and practice Excel skills and how those are used to build a financial plan, analyze the sensitivity of the financial plan to different changes, examine performance, and measure and control overhead costs. Students study data analytics techniques and perform analyses in support of decisions, such as pricing, setting product line and customer profitability policy, sourcing of products and services, and matching costing systems to strategy. For MSA, GCA, & MST students this is the first managerial accounting course you will take. For MBA students, this potential elective course builds upon concepts learned in MBA 640.

ACCT-800 or MBA-640

3.00

Introduces the field of auditing, with a concentration in auditing historical financial statements in accordance with generally accepted auditing standards, and some exposure to auditing the internal control over financial reporting of large public companies. Covers the environment, standards, regulation, and law of auditing in the US, with some exposure to the international environment. Covers audit planning, risk, and materiality assessments, audit evidence, evaluation of internal control, documentation, and audit reports. Includes researching and resolving practice-oriented problems and practice in using computer-assisted audit techniques and electronic confirmations.

ACCT-800 or MBA-640

3.00

Examines the pervasiveness and genres of fraud and explores the motivations, opportunities, and rationalizations that facilitate fraudulent behavior. Covers methods of detection, investigation, and prevention of financial statement frauds and other types of financial-related frauds.

3.00

This course examines the techniques used by forensic accountants to conduct investigations of white collar crime. Students will learn what fraud is, how we prevent it, how we detect it, and how we document our findings. They will learn about the "elements of crime" that must be proven for a specific statute (e.g., Title 26 U.S.C. 7201 - Tax Evasion) to be successfully prosecuted. A case study will be utilized to demonstrate the investigative process from inception to conclusion. Through the case, students will learn how to: gather and document evidence; write memorandums, affidavits, and recommendation of prosecution reports; conduct investigative interviews by preparing an interview outline, building rapport, asking follow-up questions, and learning to detect deceit; and provide testimony in a mock trial to a (friendly) prosecutor and (aggressive) defense attorney.

MBA-650 or MSF Program Director Approval

3.00

An in-depth analysis of financial statements, this course is designed to help investors and managers in their assessment of a business entity. The course focuses on the analysis and interpretation of the balance sheet, income statement, statement of cash flows, and statement of shareholder's equity. The course also focuses on forecasting the financial performance and valuation of a company by combining the analytical work with a qualitative assessment of the economy and the industry in which the firm operates.

MBA-650

3.00

Students analyze markets for financial assets, including the money market and various bond and stock markets. They learn determinants of the level and structure of interest rates, the Federal Reserve impact on markets, how financial institutions operate with respect to their sources and uses of funds, essentials of the regulatory structure of financial markets, transaction costs, and interrelations among markets.

MBA-650

3.00

This course extends the body of knowledge acquired in MBA 650. Students expand knowledge of dividend theory, capital structure theory, capital budgeting, long-term financing decisions, cash management and corporate restructuring, market efficiency, and risk and liability management.

MBA-650 or MSF Program Director Approval

3.00

Students examine markets for investment procedures, valuation models, basic analytical techniques, and factors influencing risk/return tradeoffs. This course emphasizes the professional approach to managing investment assets. A variety of investment vehicles are discussed, including stocks, bonds, options, and futures.

MBA-650

3.00

Students examine techniques and decision-making rules for the evaluation and selection of long-term investment projects by corporations and the interaction of investment and financing.

MBA-650 or MSF Program Director Approval

3.00

Students explore the pricing of options and futures contracts, the characteristics of the markets in which these contracts are traded, options and futures strategies, and the application of these contracts in the hedging of financial positions. In addition, students are exposed to swap markets and a variety of swaps.

Take MBA-650;

3.00

The course introduces students to the structure and management of international financial-services firms and methods through which financial institutions manage risk. The course discusses tools for identifying, measuring, evaluating, and managing risks, such as interest rate, credit, foreign exchange, liquidity, market, sovereign, and operational risk. The course also introduces key regulations and discusses important ethical issues in the financial-services industry.

MBA-650

3.00

Students are introduced to mathematical statistics and basic econometrics. They study fundamental econometric tools as well as hypothesis testing, analysis of variance, linear regressions, simultaneous equations, and models of qualitative choice.

Take FIN-808, FIN-810, and FIN-814. (FIN-814 can be taken concurrently)

3.00

Students examine financial theories, techniques, and models applied to the study of corporate financial decisions, aspects of corporate strategy, industry structure, and the functioning of capital markets.

MBA-650 or MSF Program Director Approval

3.00

This course covers corporate financial decisions in an international setting with a focus on foreign exchange management and capital budgeting.

MBA-650 or MSF Program Director Approval

3.00

This course introduces students to the history, terminology, current developments, future challenges and opportunities related to the application of technology to financial discipline. With an emphasis of case studies and guest lecture, the class will discuss algorithmic trading, predictive behavioral analysis, data-driven decision making, mobile-only services, robo advisers, machine learning, artificial intelligence, cryptocurrencies, Blockchain, RegTech, InsureTech, innovations in lending, and cybersecurity. Students will be required to complete projects based on a statistical software package.

FIN-810

3.00

Students learn theory and techniques of scientific portfolio management, including the establishment of portfolio objectives, evaluation of portfolio performance, asset allocation strategies, and the use of derivative securities in portfolio insurance.

Take MBA-650

3.00

The nature, techniques, and problems of business forecasting. Covers indicators of business activity, short-run econometrics forecasting models, and the construction of aggregate forecasts as well as forecasts of major economic sectors. Includes long-term predictions and the application of aggregate and sector forecasts for particular industries and firms. Prerequisite: FIN 818.

Take MBA-650;

3.00

Students are introduced to the language and principles of real estate. Includes an overview of decision-making in the field, with particular emphasis on investment and asset management.

MBA-650

3.00

Students develop a framework for understanding, analyzing, and valuing modern financial instruments. Students examine several types of derivative securities and their use in managing financial risk. While the interests of issuers, intermediaries, and investors will all be considered, the primary emphasis will be on the perspective of corporate financial managers and the use of modern financial technology in the creation of value for shareholders.

Take FIN-810

3.00

The course is designed to provide information on various types of fixed income securities and markets, theories and concepts of the term structure of interest rates and valuation of fixed income securities, measurement and management of risk for traditional bonds and bonds with embedded options, understanding of the role of derivatives such as mortgage-backed securities, asset-backed securities, swaps and exotic options, credit analysis and bond rating, portfolio management and performance evaluation. This course is generally offered as an intensive elective.

MBA-650

3.00

The course introduces basic corporate valuation models and shows how risk arises in firms and how managing that risk can impact the firm's valuation. It shows different ways and contracts that can be used to change the risk profile of the firm. The course will introduce methods including using derivatives to hedge, and the use of insurance and hybrid insurance contracts, and through the adjustment of the capital structure and other financial policies of the firm (dividend payout strategies, optimal compensation, etc.). Throughout the course we will use various risk metrics to demonstrate the impact the risk management strategy has on the firm's exposure to risk and the value that is created by undertaking the activity.

Take FIN-810;

3

Students examine fundamental equity analysis as the convergence of a number of skills such as accounting, financial, and strategic analysis with detective work and experience. Students practice communicating and defending an argument, use a business analysis framework that helps tie together strategy and finance, practice model building and practical approach to profitability in the markets.

Take MBA-650

3.00

This course provides introduction to quantitative business analytics methods and their applications in credit risk analysis. It covers the steps involved in building, testing, and validating various credit risk models, as currently practiced in modern lending financial institutions. The course delves both into the theoretical and the practical aspects of each particular class of models, and emphasizes hands-on application of analytical tools and construction of models. Integral part of the course is the development and improvement of business analytics skills through projects using firm-, industry-, and macroeconomic data. The projects involve data preparation, analysis, and visualization, as well as result interpretation and communication. The primary computing tool for the course is R, which is widely used for data analysis in the corporate world, and is growing in popularity.

3.00

This course explores the origins, components, organization, and operation of the U.S. health system. It prepares students for subsequent healthcare administration courses that delve more deeply into key aspects of the health system. Topics include major current health and health system issues; the history and trends underlying those issues; and the organizations, professions, laws and policies, patients and consumers, payers and other aspects of the health system. Learning activities focus on the relationships among the many parts of the health system.

HLTH-705 (or HLTH-701)

3.00

Builds on Health Systems I: Healthcare in the U.S. by examining the system through the lenses of economics, law, and policy. In order for students to be better prepared to help their organizations adapt effectively to opportunities and constraints presented by the environments in which they operate, they must be able to analyze and evaluate current and evolving healthcare markets, laws and public policies, payment methods, mechanisms for bearing and sharing financial risk, and their impact on healthcare business models and organizational models.

MHA and MSBA students only. HLTH-705 (or HLTH-701) and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604).

3.00

Introduces students to concepts, analytic tools, and techniques in operations management, including project management, process documentation and analysis, process improvement tools, Lean Six Sigma methodology, queuing theory, forecasting, Theory of Constraints, and supply chain management. Students will understand patient flow and will learn to measure and compare productivity between departments and healthcare organizations, to map processes and identify improvement opportunities, and to apply quantitative methods for optimal managerial decisions. The course builds on the "Evidence-Based Healthcare Management" foundation course. Class exercises, applied concept assignments, and other learning tools enable students to understand ways to improve the effectiveness and efficiency of healthcare organizations.

HLTH-705 (or HLTH-701), and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604)

3.00

Introduces students to the new science of analytics in the context of the health and healthcare sectors. Building on the "Evidence-Based Healthcare Management" Foundation course, this course further develops students'competencies in seeking and analyzing data, and presenting findings. Analytics drives innovative solutions through its use of data science, information technology, and deep knowledge of a particular industry sector. This course focuses on applications in population health, community health, business intelligence, and behavior change. Students will have establish competency in obtaining information from multiple data sources, analyzing metrics, applying analytic tools, using systems thinking to frame and solve problems, evaluating the pros and cons of various analytics approaches, and creating solutions through the use of case narratives, use cases, and client presentations.

3.00

Introduces students to a wide range of current innovations as well as innovations that are expected in the future. The course builds students' skills to anticipate, adopt and manage innovation in healthcare. It covers innovation in the organization and delivery of healthcare services as well as in the pharmaceuticals, biotechnology, medical devices, and healthcare information technology. In particular, the course explores how innovation happens -- i.e., how players across the healthcare industry create, identify, pursue, and support or impede opportunities for innovation.

HLTH-705 (or HLTH-701), and HLTH-707 (or HLTH-812 or MBA-625 or SBS-604)

3.00

The "production" of healthcare is a service of significant personal and social consequence and the quality of that service is high on the agenda of every healthcare leader. A number of trends in the industry are interacting to provide both new challenges and new opportunities for managers in the areas of healthcare quality, patient safety and patient experience. Among those trends are new ways of organizing and delivering services, new technologies, the growth of consumerism and patient-centered care, and new standards and expectations. This course builds on Foundation and Core Level 1 courses as it focuses on the complexities and processes of assuring quality performance in healthcare organizations. Among the topics covered in this course are: creating a culture of safety; establishing and sustaining organizational alignment; quality/safety implications for accreditation and regulatory compliance; and measuring and improving the patient experience.

HLTH-705 (or HLTH-701) and HLTH-707 (or HLTH-812)

3.00

The success of any healthcare organization depends on the ability of its leaders and managers to continuously identify, evaluate and address the key issues facing the organization. Innovations in technology, products, practices, and organization, which are continuously reshaping healthcare, are among the most important issues. This course introduces students to these types of innovations, as part of the larger healthcare environment, and integrates them into the larger framework of strategic management of healthcare organizations. The course explores the essential elements of strategic management: systems thinking, strategic analysis, and strategy development and implementation. Using healthcare industry publications and provocative case studies, students conduct assessments of external trends, assumptions and implications; identify and assess organizational opportunities and challenges as well as strengths and weaknesses; identify strategic and operational issues; and review and develop strategies and actions to address the issues and achieve success.

3.00

England, as part of the United Kingdom, has a nationalized healthcare system. Given that it leads the systems in other countries on many aspects of care delivery and health outcomes, there is an advantage for healthcare administrators and policymakers in the U.S. to have exposure to this system for what they might learn and apply to improve our own healthcare system. Therefore, the purpose of this global travel seminar is to enable students to explore and answer one overarching question: What can we learn from the healthcare system in England that will enable us to better understand and make needed improvements to the healthcare system in the U.S.? At the macro level, students will learn about and analyze such features of the healthcare system in England as government ownership of healthcare delivery organizations, near-universal insurance coverage, allocation of resources according to national and regional budgets, and reforms to address serious quality and safety deficiencies. At the micro level, students will visit healthcare delivery organizations and meet with healthcare providers, managers and policy makers to get a close look at the realities of the healthcare system, including quality improvement and cost containment initiatives. By the end of this course, students will also understand how the healthcare system in England compares on key dimensions with the healthcare system in the U.S.

3.00

This course is introductory to use Python for business analytics, intended for students with little or no programming experience. Students will learn how to program with Python and how to use it in conjunction with scientific computing modules and libraries to compute, analyze, and visualize data to make analytics-driven decisions in finance, operations, marketing, accounting, and management. By the end of this course, students will have confidence and understanding of how to program in Python, know how to create and manipulate arrays using numpy library, know how to use pandas library to create and analyze data sets, know how to use matplotlib and seaborn libraries to create beautiful data visualization, and have an understanding of scikit-learn for data analytics.

3.00

Introduces the fundamental principles of information and big data security. Security vulnerabilities, threats and risks will be analyzed. Common types of computer attacks and counter-attacks will be identified. Security technologies such as biometrics, firewalls, intrusion detection systems and cryptography systems will be applied in conjunction with human based safeguards. Business continuity and disaster recovery planning will be covered. Students will then learn how to design and build a layered security defense combining several of the above controls to address the different challenges to data security. The managerial concerns of security and privacy of information will be stressed including the legal and privacy issues. Best practices for planning and auditing security and privacy will then be covered.

3.00

Introduces business intelligence and data analytics. Business intelligence and data analytics help organizations in strategic and operational decision making by improving performance management, optimizing customer relations, monitoring business activity, and improving decision support. On a macro-level, the class will discuss business cases for the adoption of business intelligence and data analytics. We will discuss technologies and processes for gathering, storing, accessing, and analyzing data to provide users with better insights and business decisions. On a micro-level, students will use a variety of tools to build their skills in analyzing data to solve business problems. In summary, this course provides a conceptual understanding of business data resources and the development of capabilities for data preparation, warehousing, selection, description, mining, interpretation, visualization, communication, and innovation.

3.00

Introduces the fundamental principles and concepts for effective management of supply chains via performance drivers such as procurement, facilities, inventory, transportation, and pricing. No company can do better than its supply chain, a complex network of organizations that collaboratively manage transformation processes to deliver products/services to customers. Managing a supply chain is a tremendous challenge for most firms which, paradoxically, can also be a crucial source of competitive advantage. This "how-to" course also offers hands-on familiarity with analytical models, data analysis, and interpretation from which supply chain managers can gain deep insights.

3.00

Introduces the basic principles, tools and technique of the Project Management Life Cycle with practical real-life examples and scenarios. The basic concepts will be studied within the framework of the Project Management Book of Knowledge (PMBOK (R)Guide) guidelines set forth by the Project Management Institute (PMI). Other project management framework will be described though not in detail. The course will attempt to help students understand the relationship between good project management and successful software management, development and implementation, and the best practices at each stage of project planning, execution, control and closure. The course will also help build skills to research, analyze and report project management case studies that illustrate the topics covered in this course. PMP(R) and (PMBOK(R)Guide) are registered marks of the Project Management Institute, Inc.

Instructor Permission

3.00

This elective course option involves a student initiated written proposal to a willing and appropriate full-time faculty member for a directed study project. The project should be completed during one semester. The faculty member and student must concur on a written proposal, final project and grading criteria. Approval by the Department Chair and the Dean is necessary before registration.

Approval of the student's Program Director and ISOM Department chair required.

0.00- 3.00

Provides a hands-on, practical learning opportunity for a student-initiated experience at a domestic or international organization. Students work closely with the department chair and faculty advisor regarding career-related learning outcomes. Over the course of a semester, students collaborate with their corporate internship supervisor and complete projects in either information systems, operations management, or business analytics. A final written report and presentation are mandatory if this course is taken for credit. Offered every semester.

MBA-625 or SBS-604 or ISOM-631 (may be taken concurrently)

3.00

This course provides students with Operations Management concepts, techniques, and tools to design, analyze, and improve operational capabilities in any organization. Students will understand and analyze common OM decisions on managing inputs (materials, information, finances, and human resources) and processes to deliver desirable outcomes to customers. Topics covered include operations strategy, process analysis, quality management and lean operations, capacity analysis, inventory management, product development, supply chain management, project management, revenue management and pricing, decision analysis, and forecasting. Software tools used may include MS Excel, MS Visio, and MS Project. This course will contain experiential learning components related to Boston's world-class industries, which may include guest lectures, simulation exercises, and/or visits to local organizations.

3.00

This course deals with the structure and information content of the three principal financial statements of profit-directed companies, namely the income statement, balance sheet, and statement of cash flows. It develops skill in using accounting information to analyze the performance and financial condition of a company, and to facilitate decision making, planning and budgeting, and performance appraisal in a managerial context. This course also contains an experiential component by offering guided inquiry and real company cases.

1 course from each of the following groups: MBA-615 or SBS-603; MBA-625, SBS-604, or ISOM-631; MBA-640 or ACCT-800; These courses may be taken prior to or concurrently with MBA-650.

3.00

This course introduces the basic principles of corporate finance. The main focus is on fundamental principles such as time value of money, asset valuation, and risk and return tradeoff. Topics to be covered also include cost of capital, capital budgeting, and capital structure.

3.00

At its core, marketing is about providing consumer value. The practice of doing this is changing constantly-driven by rapid and far-reaching changes in technology; globalization; and the evolution of consumer values, practices, and lifestyles. This course will present themes, theories, and trends that are critical for: 1. understanding the business of creating, capturing and sustaining value; 2. introducing students to the global, consumer, and technological realities of marketing in the 21st Century; and 3. providing students with a sound foundation to explore marketing in further depth in upper-level elective courses. This course also contains an experiential component. .

3.00

This course teaches students critical thinking and problem solving skills in the context of two essential ingredients of collaboration: leading people and teams, and managing projects. Students will learn concepts and processes that support building and launching high performing teams that can manage complex projects efficiently and effectively. Students will collaborate experientially to solve problems facing Boston's world-class industry clusters.

3.00

This course introduces students to three essential ingredients of innovation: Entrepreneurial Thinking, Information Technology in an Age of Disruption, and Law as Framework. Entrepreneurial thinking is a critical element in the creation, growth, and sustainability of an organization. In new ventures, entrepreneurs drive innovation with limited resources and within a flat organization. Information technology, strategically selected and implemented, can provide a significant, competitive advantage. Students will survey the increasingly complex, evolving, and highly competitive business environment in which ethical, legal, economic, and regulatory forces are continuously reshaping the global marketplace both to create and limit competitive opportunities. This course will contain experiential components, relating to Boston's world-class industries.

3.00

The Immersion course provides an opportunity for students to link their program work to hands-on experience and visits to real-life global companies. The highly experiential, intensive course combines classroom learning with a direct business and cultural experience. Students will work in teams directly for a client or several clients, solving real challenges, using their analytical skills, knowledge, and experience to develop feasible solutions. Required for all MBA students, the course will be offered globally or nationally to accommodate a variety of student needs.

SBS-700, MBA-701, MBA-710, MBA-615(or SBS-603), MBA-625(or SBS-604), MBA-635, MBA-640(or ACCT-800,) MBA-650, MBA-660, MBA-720(or MBA-721), MBA-730, and MBA-745(may be taken concurrently)

3.00

Students engage in a variety of learning activities, such as case studies, computer simulations, examinations, project reports, and most especially, experiential exercises involving competition. Students will develop a multi-functional general management perspective. The course is designed to help students integrate and apply their knowledge and techniques learned in the core courses of the MBA program into an overall view of the firm, evaluate the environment, and speculate on the future direction of the organization. Students will also learn about the principal concepts, frameworks, and techniques of strategic management, they will develop the capacity for strategic thinking, and they will examine the organizational and environmental contexts in which strategic management unfolds. This course will make extensive use of experiential activities and projects designed to get students to experience the dynamics of competition right in the classroom.

MBA-625, SBS-604, ISOM-631, OR MBA-622; AND MBA-660. MBA and Integrated Marketing students only.

3.00

This course explores the role of research in marketing decision-making, including the cost and value of information. The course uses cases and problems to explore problem definition, research design, sampling, questionnaire design, field methods, data analysis and reporting.

MBA-660. MBA & Integrated Marketing students only.

3.00

This course is designed to provide you with both a sound theoretical and an applied approach to developing and implementing marketing strategy at multiple levels of the organization - corporate, division, strategic business unit, and product. Special emphasis will be placed on dealing with contemporary marketing issues in the highly competitive global environment. The course presentation will combine lectures, case studies, guest speakers, and a semester-long, team-based project.

Take MBA-660, MKT-810, MKT-860

3.00

SBS graduate level Global Product Innovation (GMC) offers exciting, valuable, and practical global product innovation experience with international educational and/or corporate partners. This project-based course is organized by the Suffolk Marketing Department and an overseas partner school. Teams, consisting of Suffolk Business students and students from the partner school, work on new product or service development and marketing projects targeting one or multiple international markets. The focus will be on the marketing function's input to the innovation process during the pre-launch and launch stages, covering a wide range of issues (such as global market selection, concept generation and evaluation, design and positioning, test marketing, and product launch and tracking). Students will collaborate via virtual teaming technology throughout the semester and report product or service design and marketing plan to the business clients or entering the SBS New Product Competition in the end of the semester. Through a hands-on product innovation project in the global context, students will develop an understanding of the global market dynamism, the diversity of global consumer needs and business practices, and the challenges and advantages of cross-cultural team collaboration.

MBA-660

3.00

This course addresses the role of the sales manager in today's challenging business environment. As such, the course includes an understanding of direct sales, as well as all facets of sales management such as recruitment, compensation, and management of a sales force. The core of activity is lecture and case study.

SBS-604, MKT-810 and MBA-660

3.00

This course addresses the practical application of advanced digital marketing techniques. Topics include but are not limited to, advanced search engine optimization (SEO), design of search advertising campaigns across multiple digital platforms in highly competitive markets, analyzing the customer decision journey and, gleaning meaningful insights from user-generated content. Upon successful completion of this program, participants shall be able to independently apply a comprehensive set of digital analytics methodologies, to generate and interpret the actionable insights that enhances a firm's digital campaign and improve the customer experience in the digital space.

Take MBA-660

3.00

This course is aimed to understand how to formulate and formalize effective marketing strategies in a world dominated by exponential technological change, and how to understand the logics of this disruptive change. Some of the questions the course will explore are what exponential technologies are and the impact that they have on industries, customer needs and expectations, and how firms can leverage their position to take advantage of these technologies by formulating agile and proactive marketing strategies.

MBA-660

3.00

The foundational course in the digital marketing track this course focuses on the consumer of digital media and five big picture marketing strategy challenges confronting marketers in the new digital (mobile +social) marketing era. Challenge 1: Marketing to a smarter, more engaged, empowered consumer; Challenge 2: Marketing to a networked, collaborative, and more social consumer; Challenge 3: Marketing to a more distracted and fickle consumer; Challenge 4: Marketing to a unique, individual consumer; and Challenge 5: Marketing to prosumers or producer-consumers. The course takes on these big picture challenges thorough a deep engagement with and critical analysis of readings and cases. Given this focus the course demands thorough preparation for class and active engagement in the class discussion. The evaluation is assignment and project based.

3.00

This course is designed to help students better understand, practice, and evaluate qualitative market research. The course introduces established and emerging research techniques which require students to actively engage in the process of conducting qualitative research (e.g., study design, data collection, analysis, reporting and storytelling). Statistical approaches including automated text analysis and content analysis are emphasized.

MKT-810 previously or concurrently

3.00

In this course, students learn how data analytics transforms businesses and industries, using examples and case studies in multiple industries and contexts. Through applied examples, the use of statistical methods such as linear regression, logistic regression, factor analysis, decision trees, cluster analysis, and optimization will be demonstrated. Students will be using the statistical software, such as SPSS and R, to explore patterns in marketing datasets and build predictive models.

3.00

This course is required for MSA and MSF students and it is also a recommended elective for MBA students with a finance concentration. This course develops an understanding of the concepts, tools, and applications of economics at both the micro and macro level. The focus is on how economic analysis influences decision-making in the public and private sectors and how economic tools can enhance managerial effectiveness and organizational efficiency. The economic role of government and its impact on the business environment in a market economy, the factors that influence firm performance and competitiveness, and the role of financial institutions in the current economic environment are discussed throughout the course.

3.00

This course focuses on the federal income taxation of individuals with some discussion of business entity taxation where the topics are applicable to both areas of tax law. The course explores the basic structure of individual income taxation, including gross income, exclusions, deductions, credits, the alternative minimum tax and the tax formula. The course also covers a basic introduction to the taxation of property transactions which is the focus of TAX 802. It emphasizes professional tax practice by incorporating research, professional writing and communication skills and the preparation of complex tax returns. The attainment of these essentials skills is facilitated by the routine exposure to the interpretation of statutes of the Internal Revenue Code, the review of Treasury Regulations, and the exploration of various court cases and rulings as applied to various fact patterns and case studies.

3.00

The Immersion course provides an opportunity for students to link their program work to hands-on experience and visits to real-life global companies. The highly experiential, intensive course combines classroom learning with a direct business and cultural experience. Students will work in teams directly for a client or several clients, solving real challenges, using their analytical skills, knowledge, and experience to develop feasible solutions. Required for all MBA students, the course will be offered globally or nationally to accommodate a variety of student needs.

3.00

This course introduces learners to the concepts of Emotional Intelligence (EI). Learners will assess their own EI, examine how their EI impacts their performance in the workplace, and develop a plan to improve their own emotional intelligence. In addition, learners will study how EI concepts are applied in organizations via their use in selection, training, management development, coaching, and performance evaluation.

3

This course brings to light one of the most important yet vastly unmentionable topics of management: Failure. We will examine various aspects of failure from a sense making perspective at the organizational and individual levels, within emphasis on the latter. Examples of course questions include: What is failure? How do I usually handle it? Can I change if I want to? How? We will adopt an action learning pedagogical perspective so that students may enjoy the difference between mere knowing and understanding of material, on the one hand, and acting upon their understanding, on the other hand, to detect and possibly correct their frameworks for personal groundings, meaning-making, and failure handling strategies. There are no formal academic prerequisites for the course, except a desire for personal mastery and a white belt mentality.

3.00

This course introduces major and emerging topics in adult learning, talent development, and knowledge management in today's organizations. Our class will focus on strategies for building the capacity to learn and create value from knowledge- a key source of competitive advantage for individuals, teams, and organizations. Course topics will draw from research and practice in motivation, performance psychology, talent management, leadership, and organizational learning, with an emphasis on examples from knowledge-intensive organizations.

3.00

Corporate entrepreneurship refers to alternative approaches that existing firms use to innovatively generate new products, new services, new businesses and new business models. This course emphasizes the cultivation of each student's ability to evaluate innovations and business models for development in a corporate setting. It emphasizes various kinds of internal corporate ventures and multiple "external" collaborative approaches that include corporate venture capital investments, licensing and different types of alliances and formal joint ventures. Special emphasis will be placed on skills needed to promote and manage corporate entrepreneurship, including opportunity recognition, selling an idea, turning ideas into action, developing metrics for venture success and strategies for aligning corporate entrepreneurial projects with company strategies and growth opportunities and managing the conflicts that may arise between existing businesses and corporate entrepreneurial ventures. Students will also learn to identify the elements of an organization's culture, structure and reward and control systems that either inhibit or support the corporate entrepreneurship, and analyze how corporate entrepreneurial activities relate to a company's ability to drive innovation throughout the organization.

3.00

Corporations place high importance on innovation and new product development for competitiveness and profitability. Since many companies are operating in a global environment, there's a need to find ways to harness the talent of people at multiple locations. This course is designed to teach global innovation and new product development using "virtual team and connectivity" techniques involving multiple locations/countries, while equipping students with the necessary knowledge, expertise and capabilities towards this goal. This course may also be conducted with Suffolk Law School students.

3.00

Ever wonder what great breakthroughs are on the horizon to improve business thinking, processes, products, and services? If you have, this course is for you. We will learn about how businesses are using principles of design thinking and biomimicry to create entirely new ways of meeting the challenges of modern business: those are, needs to reduce costs, increase revenues, minimize waste & energy use, maximize novel approaches, & meet consumer and business needs. You may recognize the term "design thinking" if you are a follower of Apple, Inc. which has used this process in the development of all of their products and services over the past 15 years. Biomimicry principles are those that seek their inspiration from nature; after all, nature has been problem-solving for 3.8 billion years -- surely there is something to learn from this to be adapted to solving modern challenges. The course will be both conceptual and practical with various experiential learning opportunities.

Approval of the MMS Program Director or Management and Entrepreneurship Department Chair required. MBA students may not take this course.

3.00

The internship is a semester-long, hands-on, practical learning experience in a company or non-profit organization. It usually requires the equivalent of at least one day per week on site. The site cannot be a firm where the student is already employed, unless the internship is confirmed to be related to the degree, substantially differentiated from the student's current work, and sponsored by a different department or division. The internship project is described in a written proposal agreed upon by the company sponsor and sponsoring faculty member, and it includes degree-related and career-related learning outcomes. The intern completes several written reflection assignments, a final report, and a presentation.

3.00

The primary focus will be on understanding the operational and strategic leadership aspects of managing mission driven, public service organizations. Specific emphasis will be placed on nonprofit corporations, including coursework that explores the legal, structural, and operational issues that are particular to such organizations.

3.00

Students develop techniques and directives related to communication processing. Both interpersonal communication and electronic information flow will be examined. Communication skills, styles, and strategies will be stressed through use of all media. Students will also analyze the theory and practice of public service marketing in relation to the administration of multiple sectors including private, public, nonprofit and health care by looking at innovative public service products and services.

3.00

Workplace and labor law affects every manager's ability to achieve the goals and objectives of the organization. Ignorance of the relevant statutes and case law leads to misunderstanding, mismanagement, and substantial legal costs and controversies. This course reviews some of the more significant legal requirements associated with recruitment and selection, performance appraisal, discipline, wages and benefits, etc. Teaching method includes lecture and case analysis.