| 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. Rangan
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) II. Lyon, Maher
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, Swaminathan
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 cycle and changes.
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. Rocke, 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. Topkis
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. 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. Suran
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.
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) Elsbach
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.
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.
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.
246. Negotiation and Team Building (3) III. Elsbach
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.
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.
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) The Staff
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) Biggart
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) Odean
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) The Staff
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) Griffin
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.
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, Rangan
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) Darrough
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) The Staff
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) 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.
281. Systems Analysis and Design (3) The Staff
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.
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.
291. Topics in Organizational Behavior (3) I. The Staff (Chairperson in charge)
Seminar--3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in social psychology and sociology of organizations. Varied topics to cover more extensively issues discussed in courses 201A and 201B, or current business interest topics in fields of organization design, strategy, development, or workplace processes.
292. Topics in Finance (3) I. The Staff (Chairperson in charge)
Seminar--3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Contemporary and emerging issues in finance. Application of modern techniques of finance to business problems. Use of appropriate electronic database and research techniques.
293. Topics in Marketing (3) I. The Staff (Chairperson in charge)
Seminar--3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Advanced topics in marketing, which may include marketing research, new product development, brand management, pricing, distribution management, service marketing, hi-tech marketing, advertising, sales promotions, marketing through the Web.
294. Topics in Accounting (3) I. The Staff (Chairperson in charge)
Seminar--3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Contemporary and emerging issues in financial management accounting. Application of modern techniques of evaluation and analysis of financial information. Use of appropriate electronic database and research techniques.
295. Topics in Information Technology (3) I. The Staff (Chairperson in charge)
Seminar--3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Applications of information technology to management and management of information technology. Adaptation to the dynamic nature of the field.
296. Topics in Technology Management (3) I. The Staff (Chairperson in charge)
Seminar--3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. Cyclical nature of innovation and technological change, features of innovative firms and industries, national innovation systems, and impact of information technologies on innovation processes.
297. Topics in International Management (3) I. The Staff (Chairperson in charge)
Seminar--3 hours. Prerequisite: completion of all first-year graduate courses at the Graduate School of Management or the equivalent. The broader environment in which U.S. firms and their foreign competitors operate. Integration of material from other topics courses (marketing, strategy, finance, accounting, information technology, technology management) into the international setting.
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 1999-2000 Online General Catalog. Posted July 30, 1999.
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Molly Theodossy, Keitha Hunter and Barbara Anderson, Editors
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