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| PROSPECTIVE MBA STUDENTS :: Executive Education :: Employers & Corporate Partners :: Alumni & Friends :: Current Students |
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| Full-Time Formats: MBA Course Descriptions |
Core Courses | Second Year and Elective Courses
Elective courses in each area of interest are offered every year. However, not all elective courses are offered on an annual basis. Current and recent course schedules are available for viewing at http://www.willamette.edu/agsm/students/schedule.htm
COURSE DESCRIPTIONS FOR FIRST YEAR REQUIRED CORE COURSES
Data Analysis, Modeling & Decision Making
GSM 503 - 3 credits
The techniques of quantitative analysis enjoy broad acceptance and wide-spread application in enterprises of all sizes and are deployed against problems in such diverse areas as – financial management, quality control, public budgeting, research and development, compensation analysis, and market research. Upon successful completion of this course, students should be an intelligent interpreter and user of data and statistical information. They should understand different types of data and how they are obtained and the range of statistical processes for transforming data into useful and actionable information; develop a working familiarity with basic computational tools of data summarization, analysis, and modeling along with a level of self-sufficiency in their use; and be able to effectively communicate the results of quantitative analyses and models, especially through the use of statistical graphics and other visualization tools.
Accounting for Managers
GSM 505 - 3 credits
This course provides managers with the fundamental tools and techniques they need from the discipline of accounting. Students have multiple opportunities to read, listen, write and speak in the language of accounting as much as possible. The main focus is how accounting information is used by managers. Students are introduced to the traditional tools and techniques of accounting that are used by managers including: financial statements, transaction analysis, GAAP “basis” vs. cash flow “basis”, internal controls, break-even analysis, budgeting, and variance analysis. We introduce the elements of a record-keeping system (journals, ledgers, etc) as well as “debits and credits”.
Human Resources and Organizational Dynamics
GSM 506 - 3 credits
GSM506 A and B focus on management issues as they apply to the private, public and not-for-profit sectors. GSM 506A uses a micro/meso approach and focuses on individuals and groups in organizations and related HR management processes. GSM 506B uses a macro approach and focuses on organizational design, change processes, and the broader context in which organizations operate. These management courses should make you a more effective manager, independently of the employment sector that you choose to you pursue.
GSM 506A: The goal of GSM506A is to enhance your knowledge of management concepts and theories so that you can increase organizational effectiveness by better managing yourself, other individuals, teams and stakeholders of the organization. This course also focuses on how to diagnose and analyze individual and group behavior from different perspectives (using strategic, political and cultural lenses) and how to prescribe appropriate courses of managerial action. As part of this course, you will also become familiar with a number of assessment tools and use interactive class exercises to develop your managerial skills. Selected cases and real life vignettes are used to apply management concepts to real-world applications. You will learn from your own pre-class readings and your interactions with a diverse group of peers.
GSM 506B: This course examines the behaviors of large formal organizations – whether public, private, or not-for-profit – in terms of their functioning, performance and accountability to their various stakeholders. The broad goal of the course is to sharpen your critical thinking regarding the intertwining relationships between: 1) organizations and society at large, and 2) between organizations and our personal biographies. Developing a keen appreciation of these connections and deepening your understanding of how organizations “really” work and change will inevitably improve your effectiveness both as a manager and as a member of an organization. To succeed in the world ruled and governed by formal organizations, one must posses a diversity of skills including how to work with other people, for other people, and through other people; how to set up structures that facilitate work; and how to deal with and accommodate change.
Marketing - Creating Satisfied Customers
GSM 507 - 3 credits
Marketing is not advertising. Marketing is not persuading customers to purchase your products. The essence of marketing is to create satisfied customers. From a marketer’s perspective a satisfied customer is any entity whose expectations for performance of the product or service you provide is exceeded by the actual performance of the product or service. The course begins by building a model for creating satisfied customers in a for-profit setting in order to make sure everyone in the course understands the model. The model is then extended to the international for profit, the not-for-profit, and government settings. Students will understand how the principles in the private domestic sector are applicable to the public, not-for-profit and international contexts.
Practical Applications for Careers and Enterprises I (fall semester)
PACE 1 - GSM 508a -
3 credits
Consulting for Non-Profit and Public Organizations, and Achieving Your Career Goals.
The project starts on the first day of class when each PACE team begins transforming their team of students into an organization of consultants who will provide management consulting services for a client organization. The service/consulting project provides a valuable opportunity to build real-world experience and contribute to the community through enhancing the operations of client service organization.
Practical Applications for Careers and Enterprises II (spring semester)
PACE II - GSM 508b -
3 credits
Developing a New Entrepreneurial Venture and Consulting for Non-Profit and Public Organizations.
Students who want to go from "thinking like an entrepreneur" to "being an entrepreneur" can implement their PACE plan or an entirely different plan of their choice in the two semester second-year elective course "New Ventures to Launch." The PACE I experience continues as students complete consulting projects with their not-for-profit or public clients. The end of the semester includes two major presentations: the delivering value for society presentation (describing the not-for-profit partnership) and the new ventures to market presentation (pitching business plans to a team of judges representing venture capitalists).
Economics, Finance and Markets
GSM 510 - 3 credits
This is a first course in finance and economics. Topics include building a financial model of a company, corporate strategy, valuation, analysis of risk and return, and the interaction of business, government, and society. Course materials include cases and a game of investing. Prerequisites: Fall core.
Operations and Systems Management
GSM 514 - 3 credits
This course is largely a survey of concepts, principles, tools, and techniques widely used in production and service delivery organizations. It adopts as a unifying theme a consistent focus on process: its organizational dimensions, its analysis, its management and its improvement. While some important concepts require some math and statistics, Operations Management is not a “quant course,” per se. Indeed, you’ll find that some of the “softer” ideas from organizational theory and behavior are equally important. Prerequisites: Fall core.
Public Policy Studies
GSM 601 - 3 credits
Studies the process of policy formation and the tools and methods used to conduct policy analysis. The course examines a variety of policy areas of current interest (such as poverty, health, energy, the environment, urban affairs). Students prepare position papers, diagnosing policy problems and evaluating alternative solutions in terms of their political, economic, legal, and administrative feasibility. Prerequisite: GSM 510 or GSM 513.
Seminar in Benefit-Cost Analysis
GSM 603 - 3 credits
Examines public cost-benefit analysis. Uses elementary capital budgeting, discounting, market analysis, and project costing to evaluate alternate public policies, and builds skills to communicate quantitative analysis clearly and persuasively to a lay audience. Topics include valuation of benefits and costs, including gains and losses to different groups, and the politics of cost-benefit analysis. Public policies examined include operating investments, physical investment and the environment, investments in human capital, intergovernmental grants, tax expenditures and social regulation. Prerequisite: GSM 503 and GSM 510
Fraud and Controls
GSM 604 - 3 credits
Provides an introduction to the purpose and role of auditing and internal controls within an organization, and discusses the importance of identifying and assessing the risks facing an organization, from both audit and management viewpoints. Students examine the professional standards and frameworks for auditing, information technology, risk and controls. Students gain perspective on the risks and impacts of fraud within an organization and how to effectively apply controls within business processes to mitigate potential fraud opportunities, and appropriate managerial responses when a fraud occurs within the organization. The course includes examples of fraud and internal control weaknesses in business, governmental and nonprofit organizations. Students will complete an experiential project which entails the planning and execution of an internal audit engagement that describes a business process and the risks associated with that business process, documents the process and the key controls over the process, creates and executes a testing plan and workpapers to support the findings, and communicates the findings and recommendations of the engagement in written and oral presentations. Prerequisite: GSM 505 or instructor's permission
Financial Reporting
GSM 605 - 3 credits
This advanced course begins by consolidating student knowledge of financial accounting and progresses to study the conceptual and practical limitations of GAAP (Generally Accepted Accounting Principles) reporting, including important recent and forthcoming changes both domestically and globally. We will explore where and how important events are recorded or not recorded and valued, including deferred tax assets and liabilities, environmental liabilities and contingencies, pension and other postretirement assets and liabilities, incentive stock options, convertible instruments, mergers, acquisitions, and divestitures, compensation disclosure, as well as non-GAAP reporting. In doing so, we will particularly emphasize the various numbers that are used and reorganized for valuation and other calculations. We will also give special attention to the rule changing activities of the FASB (Federal Accounting Standards Board), the SEC (Securities and Exchange Commission) and IASB (International Accounting Standards Board). Some topics will be coordinated with the application of accounting information to financial analysis done in GSM-680 Strategic Finance. In addition to an advanced textbook, course materials include 10-K reports, pronouncements from accounting and regulatory authorities, journal, newspaper, and Web articles, business cases, and applied exercises. Prerequisites: Core/required courses from the first-year curriculum.
Managerial Accounting
GSM 610 - 3 credits
Develops concepts and techniques necessary for measuring and reporting results of economic activity to support managerial decisions. Develops ability to determine economic performance criteria in light of short and long-term management objectives. An intermediate course. Prerequisite: GSM 505.
Managing Organizational Change
GSM 611 - 3 credits
Examines concepts and practices of planned organizational change and development. Course topics include methods and strategies for change, change recipients, entry processes, organizational diagnosis, intervention approaches, assessment of change and follow-up. Emphasizes the role of managers and their agents in designing, initiating and carrying out organizational changes. Prerequisite: GSM 506A and 506B.
Compensation and Rewards
GSM 615 - 3 credits
Introduces the "art" of managing compensation including internal consistency, external competitiveness, employee contributions, employee benefits, government role and compliance, and managing a compensation system. Course includes a comprehensive semester long case establishing a compensation system for a health care organization. Prerequisite: GSM 506A and 506B.
Business and Economic Forecasting
GSM 616 - 3 credits
Covers qualitative and quantitative forecasting techniques with emphasis on statistical modeling and interpretation of numerical data. Topics include multiple regression, exponential smoothing, decomposition methods, and Box-Jenkins analysis. Examples and case work are based on business and economic data at both the firm and macro-economic levels. Prerequisite: GSM 503.
Strategic Applications of Quantitative and Information Tools
GSM 617
The course draws from the topics of forecasting, database management systems, data mining, management science, enterprise resource planning, decision support systems, statistical modeling, web-based application development, linear programming and optimization to develop integrated solutions to strategic management problems. Students work in groups and as a class to design and assemble prototype systems. Students work in groups, design and assemble prototype systems, and use a variety of software tools for optimization, statistic modeling, and database management. Prerequisite: All first year core courses and and one or more of the following GSM 616 or GSM 619 or GSM 660.
Global Human Resource Management
GSM 618 - 3 credits
Reviews the impact of globalization on HR practice and focuses on the six knowledge and task domains of HR practitioners working at the international or global level: global HR strategic management; global organizational effectiveness and employee development; global staffing; global compensation and benefits; international assignment management; and employee relations and international regulations.
Management Science
GSM 619 - 3 credits
Investigates the use of analytical models to help frame and solve managerial problems; involves extensive use of spreadsheet and specialized modeling software. Decision theory; game theory; queuing theory; mathematical programming; risk analysis; Monte Carlo simulation of service delivery and production processes. Prerequisite: Core/required courses of the first year curriculum.
Administrative Law and Procedure
LAW 225
LAW 255
Please contact the College of Law for details.
Strategic Marketing for Non-Profit Organizations
GSM 631 - 3 credits
Identifies and examines processes for assessing, establishing and maintaining value-creating relationships among suppliers, providers and consumers of nonprofit organizations. Places particular emphasis on building productive exchange relationships with donors and clients. Fulfills integrated course requirement. Prerequisite: 507
Public Finance
GSM 632 - 3 credits
Builds on core financial management skills to provide basic tools of financial and budget analysis needed for careers in public management and consulting, or for service as an elected or appointed official or voluntary board member. The course includes the study of financial theory which is concerned with the sources and uses of funds (taxing, borrowing, the cost of capital, and cash budgeting) and budgeting (budget process, operational budgeting and capital budgeting). Prerequisite: GSM 505.
Credit Risk and Fixed Income
GSM 633 - 3 credits
This course focuses on credit risk, credit analysis, and fluctuations in interest rates, and the ways they combine to determine the profitability of lending and investing in various forms of debt. Debt is everywhere: governments, corporations, and households borrow large amounts of money from institutional investors such as commercial banks, investment banks, insurance companies, pension funds, and mutual funds. We will study how debt markets operate, how debt is valued, how interest rates are determined, and how to analyze the credit risk of borrowers. We will then apply our learning to the current credit turmoil and its implications for the private and public sectors of the economy.
Organization Design
GSM 634 - 3 credits
Examines the processes by which managers design (organize, reorganize) their organizations. Topics include factors that constrain design options, organizational properties that are amenable to being changed and likely outcomes of different design decisions. Emphasizes the managerial exercise of design options; implications for managerial performance are drawn. Fulfills integrated course requirement. Prerequisite: GSM 506A and 506B.
Operations Management
GSM 635 - 3 credits
Broadly speaking, Operations Management concerns the processes by which work and resources are directed toward the achievement of strategic objectives. It thus requires a fundamental understanding of organizational strategy, processes, and resources. In addition to an overview of competitive strategy, specific topics include: process modeling and improvement, product and service design, capacity planning and analysis, work scheduling, and inventory management. Topical coverage is intended to provide "equal time" to production and service operations, the latter including those in government and non-for-profits. Coverage will also attempt to balance theory and applications, with an emphasis on "best practices". In addition to readings, homework problems and a midterm exam, students will be responsible for an operational analysis of a local business or governmental agency.
HR Principles and Practices
GSM 636 - 3 credits
The course integrates critical new HR competencies, personnel skills and the application of business and policy knowledge along three HR processes: (1) acquiring and developing talent; (2) managing the employment relationship; and (3) strategic HRM.
This course prepares you to assume an HR generalist role in an organizational setting by developing your proficiency in the basic body of HR knowledge. The course is bundled with a practical action-based learning component, acquired through either a summer internship or value-added HR project. Prerequisite: GSM 506A and 506B.
Industry Analysis
GSM 641 - 3 credits
Value chain analysis from raw material to end user. The bulk of the grade based on detailed industry project (industry of your choice). Will cover all aspects of industry dynamic: Hyper Competition, Radical Innovation, Complimentary Products, and Vertical Integration.
Who makes the money? Who has the power? What are the trends? What will win next?
Prerequisite: Core/required courses of the first-year curriculum.
Sales Force Management
GSM 643 - 3 credits
Explores the importance of a well-managed sales force to the organization's viability and the applicability of various strategies, including structure, incentive, compensation, hiring, training, evaluation and forecast modeling, to the achievement of goals. All functional areas are impacted by the sales force's success in generating cost-effective revenues and long-term customer relationships. Thus, every professional benefits from a firm grasp of its management objectives and issues. Valuable for students whose success will be enhanced by understanding the sales force as a key internal customer as well as for those evaluating sales force management as a career choice. The course helps students to identify behavioral and analytical bases for successful sales force management and to become a knowledgeable user of both sales data and sales force input to the firm's business and marketing processes. Prerequisite: Core/required courses of the first-year fall semester curriculum.
Enterprise Architecture Management
GSM 644 - 3 Credits
This course seeks to use the concept of business architecture as a vehicle for performance analysis. Business architecture is defined as the organization’s design coupled with its information infrastructure design. To accomplish this, the course focuses first on transactional and decision making tasks in organizations and the underlying technical artifacts including the respective relational database and decision support systems design and implementation. This groundwork coupled with a basic understanding of organizational design is applied in a real-life setting where the student analyzes an enterprise’s architecture and its ability to support the organization’s mission. Prerequisite: GSM 514 or Permission of Instructor.
Management Control
GSM 645 - 3 credits
This course focuses on understanding the various informational problems within organizations, and how the design and use of management control mechanisms can affect shareholder value. Such mechanisms include strategic plans, SWOT analysis, delegation of authority, compensation and other monetary and nonmonetary rewards, budgets, transfer prices, and performance monitoring. Students will pay special attention to the influence of external factors such as customers, suppliers, technology, financial markets and regulatory constraints. Students will also examine similarities and differences between for-profit, non-profit and government organizations. Prerequisites: Core/required courses of the first-year curriculum.
Training and Development
GSM 648 - 3 credits
In knowledge-based enterprises competency management and human capital development are essential components of the firm's success and competitiveness. This course focuses on issues of training and development, as well as guidelines and techniques managers can utilize to enhance employee effectiveness. Course emphasizes the instructional design process. Learning outcomes include the development of a training program from design through implementation and evaluation. Prerequisite: GSM 503.
Project Management
GSM 649 - 3 credits
This course provides an overview of the fundamental tools of project management throughout the project lifecycle, from initiation through execution and control to close. Concepts are tied closely to the Project Management Body of Knowledge (pmi.org). Case studies of real organizations focus on specific issues associated with new product development, process redesign, systems implementation and other projects and include discussion of culture, conflict, risk and change management. The student will also be introduced to modern project management software. (Note: MS Project is a MS Windows based application.). Prerequisite: GSM 514 or Permission of Instructor
Strategic Management
(Second Year Required Course)
GSM 650 - 3 credits
Addressing the question of why some organizations succeed while others fail, we will develop our understanding of effective cooperation across functions, competitive strategy across organizations and strategy formation across time. We will apply models and insights from course material to case studies, creating effective new strategies and anticipating challenges to successful implementation. This involves comprehensive thought around the functional, competitive, technical, global, and corporate components of potentially successful strategy. The course includes application of these ideas and concepts to new enterprise development.
Required course. Prerequisite: Core/required courses of the first year curriculum and GSM 673 and GSM 698.
E-Commerce and E-Government: Strategy and Implementation
GSM 651 - 3 credits
This course provides an introduction to organizational designs, business processes and relationships that are enabled by Internet technology for all sectors and sizes of organizations. The course begins by providing an understanding of the underlying technologies. Organizations that have implemented novel designs, business processes and/or relationships in support of strategic goals are discussed. Supporting mechanisms and policies including payment systems, security, ethics and privacy will also be covered. Student projects provide the opportunity to gain insight into implementation and execution challenges for electronic enabled organizations. Prerequisite: GSM 514 or Permission of Instructor.
Seminar: Topics in Management
GSM 653 - 1-3 credits
Human Resource Experiencial:
Workforce Planning in the Public Sector
GSM - 653gg - 3 credits
This course focuses on the application of Human Resource concepts to workforce management issues in state government. Students will work directly with state agency managers and Human Resource professionals to examine data, identify issues, and work with state agencies on strategies to address workforce management issues. Prerequisite: GSM 506A and 506B, or Permission of Instructor.
Databases and Data Access for Managers
GSM 653hh - 3 credits
The general objective of this course is to help you become a wise "consumer" of data, databases, and database technologies.
Managers work in information rich environments and their capacity to add value to their organizations is determined by their ability to generate, interpret, and utilize information. The intent of this course is to help you become a wise consumer of data, databases, and database technology. This course will begin with an examination of the question 'what is data?' and include a definition of entities, values, and relationships. We will then move on to examine relational database structures and build our understanding of the concept of normalization. Next, enterprise data warehousing and enterprise application integration will be considered which will open up the doors to a discussion of two key data structures for analysis: dimensional models and multidimensional models. Along the way structured query language (SQL) will be introduced and the difference between transactional and analytical data will become clear.
This is not a course for computer programmers or aspiring DBAs (database administrators) although you may still find value in the content; this is a course for those who seek to generate value from data
Prerequisite: GSM 503.
Global Strategic Alliances
GSM 656A - 3 credits
The objective of Global Alliances is to provide you with substantial exposure and hands on experience to the high velocity, high complexity world of establishing and managing international collaborations. Cooperative business ventures are known by many names-joint ventures, partnerships, strategic alliances, consortia, and coalitions. Among the questions we will consider during this course are the following: Why have alliances become so prevalent recently? Given the economic rationales for alliances, why do so many alliances fail to meet partners' objectives? When are alliances superior and inferior investment vehicles? How can firms use alliances effectively within corporate and business level strategies? What are the limits or costs to collaboration? Which structures and types of partners are most appropriate? How do alliances evolve, and how might firms best manage alliances over time? By the end of the course, participants should have a good understanding of the strategic, organizational, and managerial implications of global strategic alliances.
International Finance
GSM 658 - 3 credits
Examines fixed and floating exchange rates and monetary unions. Develops: 1) an understanding of the strategic and tactical foreign exchange exposure of exporters, importers and international corporations; and 2) techniques for hedging foreign exchange exposure with financial derivatives. Course involves intensive computer gaming of international economic scenarios, including international trade and international financial flows. Prerequisite: GSM 510 or GSM 513 and competency in Microsoft Excel.
Research for Marketing Decisions
GSM 660 - 3 credits
Designed to help students become wise "consumers" or users of marketing research. Defines marketing research as a set of techniques and principles for systematically collecting, recording, analyzing, and interpreting data that can aid decision makers who are involved in the marketing of goods, services, and ideas. Emphasizes techniques that provide information which reduces uncertainty in the decision making process and shifts the basis for decision making from intuitive information gathering to systematic and objective investigation. Prerequisite: Core/required courses of the first-year curriculum.
Marketing Strategy
GSM 661 - 3 credits
Explores issues of strategic marketing and the formulation of marketing strategy. Key issues include new product introduction, managing an existing new product, using current strengths to enter new businesses/markets, and how organizational systems and processes relate to strategy formulation and implementation. The course involves case studies and a computer simulation called Markstrat. Students are expected to learn how to present persuasive oral and written reports. The course emphasizes learning-by-doing, and involves a substantial amount of work in teams. Prerequisite: GSM 507.
Integrated Marketing Communications
GSM 662 - 3 credits
Explores the role of communications in marketing management and the strategic integration of promotional tools, including public relations, advertising, sales promotion, personal selling, database and online marketing. Critically evaluates trends and the impact of marketing communications on individuals and on society as a whole. Through cases and projects, students will apply generic IMC concepts in various social and organizational contexts - commercial, non-profit, domestic, and international. Prerequisite: Core/required courses of the first-year fall semester curriculum.
Seminar in Marketing and Public Policy
GSM 663 - 3 credits
The U. S. legal and regulatory system has a pervasive impact on marketing activities. This course surveys, evaluates, and discusses the legal and regulatory environment relevant to product, pricing, promotion, and distribution decision-making. Emphasis will be given to developing a working knowledge of the risks and opportunities which inhere in our legal and regulatory system's impact on marketing activities. Class size limited to 20. Prerequisite: Core/required courses of the first-year fall semester curriculum.
Financial Derivatives and Risk Management
GSM 664 - 3 credits
Financial derivatives are options, futures, and swaps, and their use is widespread and growing. The purpose of the course is to help students become better managers through the informed use of financial derivatives to create value. Students explore the use of financial derivatives to hedge price risk, increase profitability, increase the value of a firm, and improve market efficiency. The course also focuses on learning how to avoid the dangers of financial derivatives that flow from their potential to bankrupt organizations, threaten the stability of the financial system, and contribute to fraud. Prerequisite: Core/required courses of the first-year curriculum.
Not-For-Profit Management
GSM 665 - 3 credits
Examines the formation, financing, management and leadership of not-for-profit organizations. Provides practical leadership and management training. Readings, in-class exercises, and case studies provide in-depth understanding of the most significant issues affecting not-for-profit organizations. Includes a major class project involving a nonprofit organization. Fulfills integrated course requirement. Prerequisite: Core/required courses of the first-year fall semester curriculum.
New Product Planning
GSM 667 - 3 credits
This course in product planning acquaints managers with the key issues in product, and brand management at various stages in the product lifecycle. Pedagogical tools used to teach the course include lectures and case studies. Particular emphasis is placed on a product planning tool called Stage Gate. Student performance will be assessed on in-class participation, exams, case analyses, and a cumulative course project. Prerequisite: GSM 507.
Leadership
GSM 668 - 3 credits
Analyzes current leadership theories and leadership roles in practical everyday situations (teams, meetings, change, etc.).
Prerequisite: Core/required courses of the first-year curriculum.
Value Chain Management
GSM 669 - 3 credits
There are three business terms that are used relatively interchangeably: logistics, supply chain management, and value chain management. However, they are very different things. Logistics is the work required to move inventory throughout the supply chain in the most efficient and cost effective manner. As such, logistics focuses on reducing the costs of moving physical inventories and the components of physical inventory as they make their way to the ultimate end-user. As such, logistics focuses a great deal on the costs of transportation and warehousing of physical inventories. Supply Chain Management focuses on the management of the relationships between firms in order to facilitate the movement of inventory and the components of inventory. As such the focus is still on the reduction of costs, but it focuses more on how to facilitate information flows to reduce costs of physical inventories and the processes associated order processing, inventory management, and forecasting end demand. Value Chain Management focuses on managing logistics and the supply chain to support a firm's strategic position in order to both reduce costs and enhance revenues.
In this course we will explore how logistics and supply chain concepts are used to support a firm's strategic position. The course will consist of lectures (by both the instructor and practitioners), simulations to illustrate important concepts, and case study discussions and exams designed to evaluate the understanding of students in the class. Class participation (not just attendance) will be expected and will be a significant component of the class. Prerequisites: 503, 505 and 507.
Data Mining Applications for the Marketing of Information Based
Products
GSM 672 - 3 credits
Recent advances in information technology have resulted in a whole new class of products that allows the producer of these products to gather data about the actual behavior of their customers and prospective customers during the purchase process. This data can be extremely useful in helping companies segment their markets and develop information based marketing strategies. This class explores a number of analytical tools to mine the data and develop behavior based marketing strategies. Specifically, the class explores how this data and these tools differ from traditional market research tools. Analytical tools discussed include: neural networks, association rules, decision trees and cluster analysis. Prerequisite: GSM 503.
PACE III: Leading an Ethical and Sustainable Organization
(Second Year Required Course)
GSM 673 - 3 credits
Required course. Prerequisite: First year core courses.
Students research and interview nominees and all relevant stakeholders of the nominees for Oregon Ethics in Business Awards. These activities provide an unparalleled opportunity for students to learn abouit ethics, see managers as ethical decision-makers, review organizational systems that encourage ethical behavior, and personally network with the people and leaders who play an important role in the region.
Strategic Finance
GSM 680 - 3 credits
This is an advanced course in corporate finance and the interaction of strategy and finance. Topics include non-GAAP accounting and its use in managing for value, modern techniques of valuation and determination of optimal capital structure, the value of managerial flexibility in corporate strategy, and specialized financing arrangements for acquisitions and divestitures. Course materials include cases and other complex real-world problems. Prerequisites: Core/required courses of the first-year curriculum, GSM-513 and
GSM-683.
New Ventures to Launch I and II
GSM 681 (fall semester) 3 credits
GSM 682 (spring semester) 3 credits
Ready FIRE Aim. This is an entirely hands on course facilitating the creation of the participants' venture opportunities. Primary efforts are to get your new venture up and running. Secondary efforts are to use learning opportunities from that work with real market participants to refine your business model and further master the details of your opportunity. We are not shopping for opportunities, we are executing opportunities.
Prerequisite GSM 681: Core/required courses of the first-year curriculum.
Prerequisite GSM 682: GSM 681.
Corporate Finance
GSM 683 - 3 credits
Students in corporate finance course will learn how to plan, implement, and evaluate financing, investing, and dividend payout strategies in domestic and multinational corporations. The course is set within an applied analytical framework. Integrating corporate governance, financial and strategic, and regulatory dimensions, course focuses on applying finance concepts, analytical tool, and valuation models to analyze specific situations. Students evaluate corporate finance decisions utilizing case method. The course topics include advanced capital budgeting, equity, debt, and hybrid financing, risk and cost of capital, capital structure and dividend policies, mergers and acquisitions, corporate governance, ethics, and government regulation of domestic and global corporate entities. Prerequisite: GSM 505 and GSM 510 or 513.
Effective Communication: Creating Organizational Dialogue
GSM 685A - 3 credits
Communication is essential for performance to occur across any organization; to assure that all organizational members are coordinated in what they do to achieve an overall result. However, for communication to be most effective, it needs to be more than just well composed and timed messaging and presentations. It needs to engage everyone's thinking and build commitment to a shared future. Dialogue is one of the most profound and time-honored methods used in building and sustaining high levels of engagement, tapping into the collective wisdom of an organization. Dialogue is essential for organizational learning and sustained performance of an enterprise over time. In this experiential course, participants should expect to be challenged in their assumptions and open to exploring a group process that often presents unexpected and profound possibilities for working together. Class size limited to 20.
Negotiation
GSM 686 - 3 credits
Provides experience negotiating: planning, evaluating and employing alternative strategies and tactics, and managing the process. Examines problems of competition and cooperation by using analytical frameworks such as theories of games, bargaining and coalitions. Class size limited to 32.
Conflict Management
GSM 688 - 3 credits
The course examines ways to manage conflicts that inevitably develop within and between organizations as a result of their strategies and management systems. Teams of students will participate in field projects for real organizations, conducting conflict management audits to identify recurring patterns of conflicts and how they are handled, then preparing recommendations about managing them productively. The course is predicated on the assumption that managerial implications for conflict should be considered as thoroughly as financial, human resource, marketing, and other factors when making business decisions. We review literature on the nature of conflict in organizations and systems for managing them, and we apply the lessons from the literature in the field projects.
Advanced Management Capability in Government
GSM 689 - 3 credits
Develops competencies in planning, negotiating and implementing programs by mobilizing staff and effectively using administrative processes. Covers topics such as continuous improvement, ethics, budgeting, program evaluation and related leadership skills. Emphasizes building trust with stakeholders and customers. Utilizes real situations and experiences. Applicable to management in public, nonprofit, and publicly-oriented business organizations. Prerequisite: Core/required courses of the first-year fall semester curriculum.
Foreign Language Study
GSM 690 - 3 credits
Provides advanced language training through the University's foreign language courses numbered 33l, 332, or higher. Graded Pass/Fail. An Atkinson grade of "pass" requires a grade of "B" or better in the class. The instructor has the right to assess and confirm the capacity of the student to take the course, and may require MBA students to complete additional coursework not required of undergraduates. A maximum of six credits of GSM 690 may be applied toward elective credits, but the total number of Pass/Fail credits must be within the Atkinson School academic regulations governing Pass/Fail courses. Prerequisite: Core/required courses of the first-year fall semester curriculum.
Investments
GSM 691 - 3 credits
This course brings together financial and macroeconomic analysis to design and implement investment strategies in stocks and exchange traded funds. Topics include economic outlook, company analysis and valuation, analysis of risk, and asset allocation. Students prepare research reports of companies and design a custom benchmark for the O'Neill Student Investment Fund. Together with GSM-692, this is a 6-credit finance experiential elective. Prerequisites: Core/required courses of the first-year curriculum and GSM-513. Corequisite: GSM-692 elective.
Student Investment Fund
GSM 692A (fall semester)
GSM 692 B (spring semester)
3 credits - year long course
This is a hands-on investment management course that meets once a week for the whole year. Students follow economic, financial, and company events and apply concepts and techniques from the GSM-691 Investments course and other courses to manage a real portfolio of stocks and exchange traded funds. At the end of each semester, students present their results and future plans to an outside panel.
GSM 692A (fall semester) and GSM 692B (spring semester) constitute a year-long course. Students who successfully complete both the fall and spring semester will receive 3 credits for the year. Students who do not successfully complete both fall and spring semester will receive zero credits.
Prerequisites GSM 692A: All of the following: core/required courses of the first-year curriculum, GSM-513, concurrent enrollment in GSM 691 for fall semester, and student must be enrolled for a minimum of 12 credits in addition to GSM 692A for fall semester.
Preqrequisite GSM 692B: GSM 692A
Public Relations and Crisis Communications
GSM 695 - 3 credits
Good managers need to be good communicators. This class explores the elements of effective communications in management and in leadership generally. Students will learn best practices about the role of research, key message development, targeting audiences. integrating messaging as well as effective writing, speaking and presentation techniques. The class provides practical advice and case examples, including on how to deal with a crisis that demands pinpoint, timely communications to preserve an organization's reputation and brand. Students will learn about media relations, investor relations and internal communications. There are segments about addressing public issues, reputation management and information design - a concept that involves designing An objective of the class is to give students the everyday tools to shape and execute strategic communication plans for marketing, image-building and issue management.
Sustainability Management and the Physical Sciences
GSM 696A - 3 credits
Sustainability Management
GSM 697 - 3 credits
This course is structured as a prerequisite for many of the other courses recommended for the sustainability management area of interest. The overall purpose of this program is to create change agents who have the knowledge and skills to build and/or execute business processes to enhance the viability of the organization and the broader system in which it operates. As such this overview course is designed to provide everyone a base level for understanding the issues involved in becoming an effective change agent.
Governance in a Global Environment
(Second Year Required Course)
GSM 698 - 3 credits
Collective choice processes are complex phenomena. They include informal rules of order as well as decision rules such as majority rule, consensus, and autocracy and implicit as well as explicit decision rights. Decision-making systems can be described by process flow charts or algorithms (these are real processes, i.e., non reversible) and equivalently and uniquely represented by a set of formulas.
Governance mechanisms and processes determine outcomes and results at every level of collective action from the family to the planet. This course will show you how to and dive you practice in analyzing formal decision rules, communicating, persuading, bargaining, and participating in adversarial processes.
Required course. Prerequisite: Core/required courses of the first-year curriculum.
Solving Global Challenges - Social Entrepreneurship
GSM 699 - 3 credits
Applying an entrepreneurial mindset to the opportunities and challenges facing our interconnected and interdependent world is perhaps more pressing than ever before. On the one hand, we face daunting challenges such as climate change, poverty, disease, education, and terrorism. On the other hand, we are living in a halcyon period of innovative breakthroughs in information technology, biotechnology, nanotechnology, and clean technology that provides opportunities to address these challenges with increasing efficiency and effectiveness. How do we creatively bridge these opportunities in a way that strengthens our capacity to build a more just and sustainable world? Social Entrepreneurship is about advancing social change through innovative solutions to society's most pressing problems. Social entrepreneurs are people who put innovative ideas into practice to try and solve those problems. Through multiple media and discussions, students will examine social entrepreneurship from multiple perspectives including small and large companies, developing and developed countries, and low and high technology approaches. Prerequisite: Core/required courses of the first-year curriculum.
International Exchange Program - Fall Semester
Bordeaux
School of Management
GSM 740 - 12 credits
MBA study at Bordeaux School of Management in Bordeaux, France. Courses are taught in English. Students must apply to and be selected by the Atkinson School International Exchange Program Committee to participate in an exchange program. The exchange program occurs during the fall semester of the second year of MBA study. The application and selection process takes place during spring semester of the first year of MBA study.
GSM 740 is graded Pass/Fail for MBA students. Passing grades received from the exchange university will be recorded as "Pass" on the Atkinson School transcript for MBA students. JD/MBA students will receive grades as assigned by the exchange university. A maximum of 12 credits (24 ECTS credits from BEM) of exchange course work may be applied to elective credits from the BEM fall semester exchange.
Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation.
Prerequisite: 30 credits of core course work, application and selection by the Atkinson School International Exchange Program Committee.
International Exchange Program - Fall Semester
Copenhagen
Business School
GSM 741 - 15 credits
MBA study at Copenhagen Business School in Copenhagen, Demark. Courses are taught in English. MBA students must apply to and be selected by the Atkinson School International Exchange Program Committee to participate in an exchange program. The exchange program occurs during the fall semester of the second year of MBA study. The application and selection process takes place during spring semester of the first year of MBA study.
GSM 741 is graded Pass/Fail for MBA students. Passing grades received from the exchange university will be recorded as "Pass" on the Atkinson School transcript for MBA students. JD/MBA students will receive grades as assigned by the exchange university. A maximum of 15 credits of exchange course work may be applied to elective credits.
Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation.
Prerequisite: 30 credits of core course work, application and selection by the Atkinson School International Exchange Program Committee.
International Exchange Program - Fall Semester
EM
Strasbourg School of Business
GSM 742 - 15 credits
MBA study at EM Strasbourg School of Business in Strasbourg, France. Courses are taught in English. MBA students must apply to and be selected by the Atkinson School International Exchange Program Committee to participate in an exchange program. The exchange program occurs during the fall semester of the second year of MBA study. The application and selection process takes place during spring semester of the first year of MBA study.
GSM 742 is graded Pass/Fail for MBA students. Passing grades received from the exchange university will be recorded as "Pass" on the Atkinson School transcript for MBA students. JD/MBA students will receive grades as assigned by the exchange university. A maximum of 15 credits of exchange course work may be applied to elective credits.
Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation.
Prerequisite: 30 credits of core course work, application and selection by the Atkinson School International Exchange Program Committee.
International Exchange Program - Summer
Semester
Copenhagen Business School
GSM 743 - 6 credits
MBA study at Copenhagen Business School in Copenhagen, Denmark. Courses are taught in English. MBA students must apply to and be selected by the Atkinson School International Exchange Program Committee to participate in an exchange program. The exchange program occurs during the summer semester between the first and second year of MBA study. The application and selection process takes place during spring semester of the first year of MBA study.
GSM 743 is graded Pass/Fail for MBA students. Passing grades received from the exchange university will be recorded as "Pass" on the Atkinson School transcript for MBA students. JD/MBA students will receive grades as assigned by the exchange university.
Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation.
Prerequisite: 30 credits of core course work, application and selection by the Atkinson School International Exchange Program Committee.
International Exchange Program - Summer
Semester
EM Strasbourg School of Business
GSM 744 - 6 credits
MBA study at EM Strasbourg School of Business in Strasbourg, France. Courses are taught in English. MBA students must apply to and be selected by the Atkinson School International Exchange Program Committee to participate in an exchange program. The exchange program occurs during the summer semester between the first and second year of MBA study. The application and selection process takes place during spring semester of the first year of MBA study.
GSM 744 is graded Pass/Fail for MBA students. Passing grades received from the exchange university will be recorded as "Pass" on the Atkinson School transcript for MBA students. JD/MBA students will receive grades as assigned by the exchange university.
Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation.
Prerequisite: 30 credits of core course work, application and selection by the Atkinson School International Exchange Program Committee.
International Exchange Program - Spring
Semester
Dual Degree Program at Bordeaux School of Management
GSM 746 - 15 credits
Spring semester MBA study for the MBA/M.Sc.dual degree exchange program with Bordeaux. Courses are taught in English. MBA students must apply to and be selected for dual degree exchange program by the Atkinson School International Exchange Program Committee to participate in this program.
Willamette MBA students selected for the program will complete fall and spring semester of their second year of MBA study at Bordeaux as an exchange student (GSM 740 and GSM 746). They will return to AGSM for the following fall semester for their fifth semester of study.
Successful completion of a total of 75 approved GSM credits is required to successfully complete this five semester program. Graduates receive the MBA degree from Willamette and the M.Sc. degree from Bordeaux.
GSM 740 and GSM 746 are graded Pass/Fail for MBA students. Passing grades received from the exchange university will be recorded as "Pass" on the Atkinson School transcript for MBA students. JD/MBA students will receive grades as assigned by the exchange university.
Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation.
Prerequisite: Selection for the dual degree program by the Atkinson School International Exchange Program Committee, completion of 30 credits of core course work and successful completion of 30 approved ECTS credits from fall semester exchange study at Bordeaux.
MBA/MIM Willamette - Bordeaux Dual Degree Program Spring
Semester (Spring)
GSM 748- 15 credits
Spring semester MBA study at BEM for the MBA/MIM dual degree program with Bordeaux.
GSM 748 is graded and students will receive grades as assigned by Bordeaux.
Prerequisite: Selection for the dual degree program by Willamette and Bordeaux, and successful completion of 15 approved GSM credits from the fall semester of study of the dual degree program at AGSM.
MBA/MIM Willamette - Bordeaux Dual Degree Program
Third Semester (Fall)
GSM 749 - 15 credits
Third semester MBA study (fall semester) at BEM or AGSM for the MBA/MIM dual degree program.
GSM 749 is graded and students will receive grades as assigned by Bordeaux or AGSM..
Prerequisite: Selection for the dual degree program by Willamette and Bordeaux, and successful completion of the first two semesters of the dual degree program.
Internships for Management I
GSM 750 - 3 credits
Internship I is for students participating in their first semester of internship with an employer. This course provides students the opportunity to undertake professional level employment that leverages their first year MBA studies and supports their career objectives while earning credits toward their degree. Upon successful completion of the course, students will have applied first year studies to the conduct of their internship and, specifically, to the production of professional level deliverables appropriate to their position and to their workgroup's function.
Internship I requires students to complete a significant work experience, check in with the “Contributing Assistant Professor for Internships and Projects” every 2 weeks, write a position plan, write a final paper (includes a SWOT, discussion of how the student applied their first year coursework to the internship, and takeaways from the internship), and participate in a final meeting with the “Contributing Assistant Professor for Internships and Projects.”
Students applying to register for Internship I must submit an internship proposal via Internwatch at http://agsm.willamette.edu/internwatch/ and complete an information meeting with the instructor. Students must demonstrate that the application and leverage of MBA level content will occur in depth.
Important note for international students: strict rules apply for students on an F1 or J1 visa. Please see the GSM-750 course syllabus for a summary of considerations and contact Chris Andresen, WU's Associate Director of International Education, for complete details.
Prerequisite: Registration for Internship I requires official approval from the “Contributing Assistant Professor for Internships and Projects,” completion of a at least 24 credits of the first-year curriculum, good standing, and a cumulative Atkinson grade point average of 3.00 or higher.
Research
GSM 751a - 1 credit
GSM 751b - 2 credit
GSM 751c -
3 credits
Student develops research proposal, carries out proposed research, analyzes data and prepares a comprehensive research report under the supervision of a faculty member. Research outcomes should make a contribution to management, the discipline and/or career preparation. Specifics of the project, including credits earned, are determined by the student and professor. Course is graded Pass/Fail. A maximum of six credits from the group of courses of Internship (750, 753, 754), Research 752 (a,b, or c) and Independent Study 752 (a,b,c) may be applied toward elective credits, and the total number of Pass/Fail credits must be within the Atkinson School academic regulations governing Pass/Fail courses.
Registration requires completion of "GSM 751 - Research Registration Form" and supervision by a member of the Atkinson School full-time faculty who is tenured or on a tenure track. Prerequisite: 24 credits of core/required courses of the first-year, 3.0 cumulative Atkinson School GPA and consent of professor.
Independent Study
GSM 752a - 1 credit
GSM 752b - 2 credits
GSM 752c
- 3 credits
Student studies a topic, not available in regular course offerings, under the supervision of a faculty member. Typically includes reading the relevant literature and completing an evaluative project such as a written exam or paper. Specifics of the project, including credits earned, are determined by the student and professor. Course is graded Pass/Fail. A maximum of six credits from the group of courses of Internship (750, 753, 754), Research 752 (a,b, or c) and Independent Study 752 (a,b,c) may be applied toward elective credits, and the total number of Pass/Fail credits must be within the Atkinson School academic regulations governing Pass/Fail courses.
Registration requires completion of "GSM 752 - Independent Study Registration Form." and supervision by a member of the Atkinson School full-time faculty who is tenured or on a tenure track. Prerequisite: 24 credits of core/required courses of the first year, 3.0 cumulative Atkinson School GPA and consent of professor.
Independent Study - Joint Degree
GSM 752J - 1-3 credits
Joint degree student studies a topic, not available in regular course offerings, under the supervision of a faculty member. Typically includes reading the relevant literature and completing an evaluative project such as a written exam or paper. Specifics of the project, including credits earned, are determined by the student and professor. Course is graded A-F. A maximum of six credits from 752J may be applied toward elective credits.
Registration requires completion of "GSM 752J - Independent Study - Joint Degree - Registration Form" and supervision by a member of the Atkinson School full-time faculty who is tenured or on a tenure track. Prerequisite: 24 credits of core/required courses of the first year, 3.0 cumulative Atkinson School GPA and consent of professor.
Internships for Management II
GSM 753 - 2 credits
Internship II is for students participating in their second semester of internship with an employer. Internship II is limited to students who successfully completed the requirements of Internship I.
In general, students in Internship II will be continuing a significant project or assignment started in Internship I, adding a new project or additional responsibilities to their Internship I experience, or working with a new supervisor or department.
Internship II requires students to complete a significant work experience, write a position plan that describes how the student will continue to grow in their position, provide monthly updates to the “Contributing Assistant Professor for Internships and Projects,” write a final paper that discusses integration and other observations (includes how their department interacts with other areas within the company and an analysis of the way in which their experience in this company parallels or differs from what they learn in the classroom), and a participate in final meeting with the “Contributing Assistant Professor for Internships and Projects.”
Students applying to register for Internship II must submit an internship proposal via Internwatch at http://agsm.willamette.edu/internwatch/ and complete an information meeting with the instructor. Students must demonstrate that the application and leverage of MBA level content will occur in depth.
Important note for international students: strict rules apply for students on an F1 or J1 visa. Please see the GSM-750 course syllabus for a summary of considerations and contact Chris Andresen, WU's Associate Director of International Education, for complete details.
Prerequisite: Registration for Internship II requires official approval from the “Contributing Assistant Professor for Internships and Projects,” successful completion of Internship I, good standing, and a cumulative Atkinson grade point average of 3.00 or higher.
Internships for Management III
GSM 754 - 1 credit
Internship III is for students participating in their third semester of internship with an employer. Internship III is limited to students who successfully completed the requirements of Internship I and II.
In general, students in Internship III will be continuing a significant project or assignment from Internship II, adding a new project or additional responsibilities to their Internship II experience, or working with a new supervisor or department.
Internship III requires students to complete a significant work experience, write a position plan that describes how the student will continue to grow in their position, provide monthly updates to the “Contributing Assistant Professor for Internships and Projects,” write a final paper (an overview of what they have learned about the role of their function within the company, the company within the industry, and the industry within the economy), and participate in a final meeting with the “Contributing Assistant Professor for Internships and Projects.”
Prerequisite: Registration for Internship III requires official approval from the “Contributing Assistant Professor for Internships and Projects,” successful completion of Internship II, good standing, and a cumulative Atkinson grade point average of 3.00 or higher.
Students applying to register for Internship III must submit an internship proposal via Internwatch at http://agsm.willamette.edu/internwatch/ and complete an information meeting with the instructor. Students must demonstrate that the application and leverage of MBA level content will occur in depth.
Important note for international students: strict rules apply for students on an F1 or J1 visa. Please see the GSM-750 course syllabus for a summary of considerations and contact Chris Andresen, WU's Associate Director of International Education, for complete details.
Prerequisite: Registration for Internship III requires official approval from the “Contributing Assistant Professor for Internships and Projects,” successful completion of Internship II, good standing, and a cumulative Atkinson grade point average of 3.00 or higher.
