| Upper Division Courses | Graduate Courses |
*Course not offered this academic year.
11A. Elementary Accounting (4) I, II. The Staff
Lecture--3 hours; discussion--1 hour. Basic concepts of accounting; interpreting and using financial statements; understanding accounting principles.
11B. Elementary Accounting (4) III. The Staff
Lecture--3 hours; discussion--1 hour. Prerequisite: course 11A. Product costing; using accounting information for decision making; planning and performance evaluation.
100. Introduction to Financial Accounting (3) The Staff
Lecture--3 hours. Course is open to all upper division undergraduate and graduate students, except those in the Graduate School of Management. Introduction to the concepts, methods, and uses of accounting and financial reporting. Preparation of financial statements, including balance sheet and statements of income and cash flow, as well as their analysis by investors and managers.
(Core Courses)
200A. Financial Accounting (3) I. Lyon
Lecture--3 hours. Prerequisite: graduate student in the Graduate School of Management. Introduction to the concepts and objectives underlying the preparation of financial statements. Topics include understanding the accounting cycle, measurement and valuation problems associated with financial statement components, consideration of the usefulness of financial statements in the analysis of a corporation's operations.
200B. Managerial Accounting (3) III. Darrough
Lecture--3 hours. Prerequisite: graduate student in the Graduate School of Management. Information managers should know to be effective, including: product costing, motivating people, and differential analysis for decision making. Includes team projects and written and oral presentations.
201A. The Individual and Group Dynamics (3) I. Palmer
Lecture--3 hours. Prerequisite: graduate student in the Graduate School of Management. Examines basic psychological and social psychological processes shaping human behavior and applies knowledge of these processes to the following organizational problems: motivation, job design, commitment, socialization, culture, individual and group decision making, and team building.
201B. Organizational Structure and Strategy (3) II. Biggart
Lecture--3 hours. Prerequisite: graduate student in the Graduate School of Management. Analysis of structural properties of organization including differentiation and vertical and horizontal integration. Alternative structural arrangements including functional, divisionalized, matrix, and hybrid structures. Relationship between environment, structure, and strategic objectives. Organization life cycles and change.
202A. Markets and the Firm (3) I. Bittlingmayer
Lecture--3 hours. Prerequisite: graduate student in the Graduate School of Management. Examines the interaction of consumers, firms and government, and the effect this interaction has on the use of resources and firm profitability. Fundamental economic concepts such as marginal analysis, opportunity cost, pricing, and externalities are introduced and applied.
202B. Business, Government, and the International Economy (3) II. Clark
Lecture--3 hours. Prerequisite: course 202A. Examines the influence of government and international factors on business. Topics include distribution of income, business cycles, inflation and interest rates, the federal debt, monetary policy and international trade and finance.
203A. Data Analysis for Managers (3) I. Tsai
Lecture--3 hours. Prerequisite: graduate student in the Graduate School of Management MBA program or consent of instructor. Introduction to statistics and data analysis for managerial decision making. Descriptive statistics, principles of data collection, sampling, quality control, statistical inference. Application of data analytic methods to problems in marketing, finance, accounting, production, operations, and public policy.
203B. Forecasting and Managerial Research Methods (3) II. Rocke, Tsai
Lecture--3 hours. Prerequisite: course 203A. Practical statistical methods for managerial decision making covers regression analysis, time series analysis and forecasting, design and analysis of experiments in managerial research and contingency table analysis. Application of these methods to marketing, finance, accounting, production, operations, and public policy.
204. Marketing Management (3) III. Hagerty
Lecture--3 hours. Prerequisite: graduate student in the Graduate School of Management. Analysis of market opportunities, elements of market research, development of marketing strategies, market planning and implementations, and control systems. Consumer and industrial markets, market segmentation, pricing strategies, distribution channels, promotion, and sales.
205. Financial Theory and Policy (3) III. Barber
Lecture--3 hours. Prerequisite: graduate student in the Graduate School of Management. Corporate financial policy and investment management. Covers capital budgeting, optimal financial structure, cost-of-capital determination, risk measurement. Develops basic valuation principles for investments with long-lived and risky cash-flows, and extends these to derivative securities, asset portfolios, investment management and hedging.
206. Decision Making and Management Science (3) II. Bunch
Lecture--3 hours. Prerequisite: graduate student in the Graduate School of Management MBA program or consent of instructor. Develops decision-making and problem-solving skills in conjunction with a quantitative model-building approach. Emphasizes how structured modeling techniques, probability forecasts, simulations, and computer optimization models are used in the overall process of making decisions in an uncertain environment.
207. Management Information Systems (3) II. Topkis, Woodruff
Lecture--3 hours. Prerequisite: graduate student or consent of instructor. Introduction to computer programming and data handling skills. Use of computer in organizations, emphasis on managerial aspects of computing. Standard and nonstandard uses of data files, centralization versus decentralization of computing, office automation, computer security.
(Second-Year Courses)
Students must complete the Management core course requirement before enrolling in any of the following courses, or petition with consent of the instructor.
215. Business Law (3) The Staff
Lecture--3 hours. Prerequisite: completion of Administration core requirements or petition with consent of instructor. Introduction to law and legal process in the United States. Sources of law. Structure and operation of courts, federal-state relationships, fundamentals of administrative law, fundamentals of business law.
216. Managing Professionals, Budgets, Controls and Ethics (3) I. The Staff
Lecture--3 hours. Prerequisite: graduate standing. Performance measures, budgetary controls and ethical pressures which occur at middle management levels in service-type operations. Addresses such organizations as engineering, medical groups, law offices, management consultants.
220. Public Budgeting and Finance (3) The Staff
Lecture--3 hours. Fiscal role of government in a mixed economy and democratic society; economics and politics of taxation and resource allocation; intergovernmental financial relations; budgeting activities of local governments.
223. Power and Influence in Management (3) Palmer
Seminar--3 hours. Prerequisite: consent of instructor. Investigation of the bases of power in organizations and the tactics used to translate power into influence. Topics include the control of resources (including information), social psychological processes (including commitment), the construction of meaning, and ethics.
*224. Human Resources Management (3) Biggart
Lecture--3 hours. Problems of recruiting, training, motivating, compensating, and separating workers in contemporary organizations. Topics include design of incentive systems, career management, professionalization, alienation, worker burnout, organizational deviance, and current issues such as affirmative action and the unionization of public employees.
*225. Labor Relations (3) The Staff
Lecture--3 hours. Course deals with labor organization, employment relationships, employer-employee negotiations, contracts, and litigation. Worker and management rights, and collective bargaining in the public and private sectors will be explored.
227. Managing a Diverse Workforce (3) I. Biggart
Lecture--3 hours. Prerequisite: graduate student. Reviews recent demographic changes such as increased ethnic diversity and an aging population in the regional and national labor force. The impact of these changes on hiring practices, internal labor markets, compensation and benefits issues, and non-traditional work arrangements.
228. Statistical Quality Control and Productivity Improvement (3) Rocke
Lecture--3 hours. Prerequisite: Statistics 106. Introduces concepts of quality and productivity improvement as applied to service and production industries and the public sector. Methods covered include statistical quality control techniques such as control charts and acceptance sampling, reliability, and graphical tools. (Same course as Statistics 228.)
229. Global Strategy (3) Biggart
Lecture--3 hours. Examines recent restructurings in the world economy including the European Economic community, East Asian economies of Japan, Taiwan, and South Korea, and changes in Eastern Europe.
*232. Urban Policy and Planning (3) The Staff
Lecture--3 hours. Analysis of public policy in an urban setting, focusing on the efficiency effects of such policies. Topics include urban spatial structure, growth-management policies, housing, transportation, environmental quality, local government finance, and urban planning.
*233. Regulation and Policy in Agriculture (3) The Staff
Lecture--3 hours. Implications for management of regulation and public policy on agricultural production choices, practices, processing, and marketing; influences on management strategy, organization, business practices, and resource productivity; trends in regulation and policy and their potential for management strategies are explored.
240. Management Policy and Strategy (3) I. Suran, Hagerty
Lecture--3 hours. Prerequisite: first-year core courses of M.B.A. program. Examines the scope of missions, objectives strategies, policies, structures, measurements and incentives which bear on the management of an organization. Real "client" organizations, in the private and public sectors, are assigned to student teams as the subjects of study.
241. Managerial Decision Making (3) Bunch
Lecture--3 hours. Develops analytical skills for evaluating decisions and solving problems in various managerial settings. Emphasis is on problem structuring, decision analysis, and implementation. Course examines individual decision strategies, group processes, and organizational decision making.
244. New and Small Business Ventures (3) Dorf
Lecture--3 hours. Emphasizes starting a new business venture or managing a small, ongoing business during its formative stages. The business plan. Legal forms, financial considerations, the management team. The entrepreneur. Students develop a detailed business plan.
245. International Marketing (3) II. Hagerty
Lecture--3 hours. Prerequisite: graduate student and course 204. Teaches marketing strategy and tactics applied across national borders. Includes lectures and cases on import/export, joint ventures, off-shore subsidiaries, management contracts, transfer pricing, and currency exchange. Gives methods of market research and competitor intelligence in diverse cultures.
247. Customer Service as a Marketing Tool (3) I. Gerstner
Lecture--3 hours. Understanding the distinct features of services, how to create value through service, methods of building strong relationships with customers, methods of measuring and building customer satisfaction, and measuring the financial impact of service improvement.
246. Negotiation and Team Building (3) III. Hagerty
Lecture--3 hours. Prerequisite: courses 202, 205. Teaches basic theory of negotiation; applies theory to process of building teams to achieve business purposes. Covers integrative and distributive strategies of claiming value, how to recognize bargaining tricks, uncovering hidden agendas, brainstorming to extend Pareto frontier.
248. Marketing Strategies (3) Gerstner
Lecture--3 hours. Examines process by which organizations develop strategic marketing plans. Includes definition of activities and products, marketing audits, appraising market opportunities, design of new activities and products, and organizing marketing planning function. Applications to problems in private and public sector marketing.
249. Marketing Research (3) Hagerty
Lecture--3 hours. Course addresses the managerial issues and problems of systematically gathering and analyzing information for making private and public marketing decisions. Covers the cost and value of information, research design, information collection, measuring instruments, data analysis, and marketing research applications.
250. Technology Management (3) Suran
Lecture--3 hours. Management of the engineering and technology activity. Functions of design, planning, production, marketing, sales, and maintenance. Technological product life cycle. Research and development activity. Project planning and organization. Manufacturing issues. Case studies.
251. Management of Innovation (3) Dorf
Lecture--3 hours. Managing innovative enterprise in changing and uncertain environments. Covers technology forecasting and assessment, program selection and control, financial management, regulation, and ethics.
252. Production and Operations Management (3) Woodruff
Lecture--3 hours. Explores methods of increasing operational efficiency in production and service organizations through planning and scheduling, materials management, inventory control, quality control, and distribution. Methodologies employed include such techniques as programming, simulation, systems analysis, queueing, and network models.
260. Financial Management (3) Castanias
Lecture--3 hours. Focuses on planning, acquiring, and managing a company's financial resources. Includes discussion of financial aspects of mergers and other forms of reorganization; analysis of investment, financial, and dividend policy; and theories of optimal capital structure.
261. Investment Analysis (3) Barber
Lecture--3 hours. Examines asset pricing theories and relevant evidence, including the investment performance of stocks and bonds. Topics include the efficiency of markets, domestic and international portfolio diversification, factors influencing the value of stocks and other investments, and portfolio management and performance.
262. Money and Security Markets (3) Bittlingmayer
Lecture--3 hours. Examines how money and securities markets are organized; how public agencies, businesses, others obtain and invest funds in those markets. Relationship between interest rates, monetary policy, government's role in improving capital markets, approaches to assessing changes in regulation of specific markets.
263. Options and Futures Markets (3) Clark
Lecture--3 hours. Studies the behavior of options, futures, and other derivatives securities markets; how public agencies, businesses, others use those markets. Studies nature of various strategies involving options, swaps, and financial futures contracts. Price determination in options and futures markets is also examined.
264. Business Taxation (3) Blumenfeld
Lecture--3 hours. Analysis of the impact of business taxation on investment, production, and finance decisions. Discussion of the relationship between business organization and tax liability. Course is not intended for tax specialists.
265. Theory of Financial Decision Making (3) Castanias
Lecture--3 hours. Prerequisite: course 207 or the equivalent. Theory of financial decision making.
266. International Finance (3) Castanias
Lecture--3 hours. Prerequisite: course 207 or the equivalent. Open economy macroeconomics, balance of payments theory, and financial decision making in multinational firms.
268. Management Communications (3) Kennedy
Lecture--3 hours. The theories, strategies, and skills necessary for effective communication in management. Students will learn to improve their business writing, and will deliver business presentations orally.
270. Corporate Financial Reporting (3) Griffin
Lecture--3 hours. Analyzes and evaluates contemporary issues in financial reporting and develops implications of those issues for business decision makers, investment managers, and accounting policymakers.
271. Accounting and Budgeting for Management Control (3) Maher
Lecture--3 hours. Examines concepts and techniques of accounting and budgeting for management decision making in the private sector. Topics include cost control, capital budgeting, performance evaluation, and the effects of uncertainty in achieving management objectives.
272. Evaluation of Financial Information (3) Griffin
Lecture--3 hours. Studies how investors, creditors, others use accounting and other information in making rational investment, lending decisions. Emphasis is placed on the analysis of financial information in a variety of contexts. Where applicable, recent research in finance and economics is discussed.
273. Accounting and Reporting for Government Nonprofit Entities (3) Maher
Lecture--3 hours. Concepts, methods, and uses of accounting and financial reporting by governmental and nonprofit entities. Introduction to budgeting and performance evaluation, and accounting for entities such as hospitals, universities, and welfare agencies.
274. Auditing, Internal Control, and Public Accounting (3) Lyon
Lecture--3 hours. Concentrates on role of the independent public accountant as auditor and consultant, from the perspective of an enterprise manager. Auditing standards, auditing procedures, and auditing control techniques are discussed. Emphasis is also given to current issues confronting the accounting profession.
276. Real Estate, Finance and Development (3) II. The Staff
Lecture--3 hours. Prerequisite: course 201A and 207. Focus on single family, attached, detached, multi-family, and light commercial development. Students will study factors which make up successful real estate developments. Course will consider financial aspects involved in land acquisition, land development, construction, and project lending.
*280. Data and File Management (3) Topkis
Lecture--3 hours. Concepts of information storage and retrieval on digital computers. Emphasis on file structures and their uses within organizations; applications drawn from both the public and private sector.
281. Systems Analysis and Design (3) Woodruff
Lecture--3 hours. Design and specification of computer-based information systems. Applications systems development life cycle, use requirements and feasibility assessment, logical and physical design, program development and testing, conversion and implementation.
*283. Optimization Theory and Applications (3) Topkis
Lecture--3 hours. Introduces applied optimization theory. Examines linear, nonlinear, discrete, and dynamic programming; optimality conditions; transportation, networks, and large-scale systems; and computer implementation. Applications are made to problems in private and public management.
284. Applied Linear Models for Management (3) Tsai
Lecture--3 hours. Covers regression, analysis of variance, and multivariate analysis. Topics will focus on applications to management and policy problems.
285. Time Series Analysis and Forecasting (3) Tsai
Lecture--3 hours. Considers application of time series methods to evaluation and forecasting problems. Covers univariate and multivariate ARIMA models and transfer function models. Applications will be in such areas as economics, finance, budgeting, program evaluation, and industrial process control.
286. Telecommunications and Computer Networks (3) Topkis
Lecture--3 hours. Prerequisite: course 280. Communication system components; common carrier services; design and control of communications networks; network management and distributed environment; local area networks; data security in computer networks.
287. Database Systems (3) Topkis
Lecture--3 hours. Prerequisite: course 280. Hierarchical, network, and relational models for database systems. Design and implementation of models. Performance evaluation and benchmarking. Query structures and languages. Data security and integrity. Application to managerial decision making and decision support systems.
*288. Special Topics in Management of Information Systems (3) Topkis
Lecture--3 hours. Managerial aspects of information systems. Topics stressing applications in organizations chosen from: economics of computers and information systems, decision support systems, management of computer-based information systems, office automation.
290. Seminar in Management (3)
Seminar--3 hours. Interdisciplinary case study of a real business or government enterprise.
298. Directed Group Study (1-5) The Staff
Prerequisite: consent of instructor.
299. Individual Study (1-12) The Staff
Prerequisite: consent of instructor. (S/U grading only.)
UC Davis 1998-99 Online General Catalog. Posted July 31, 1998.
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Keitha Hunter and Barbara Anderson, Editors
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