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Business electives PDF Print E-mail

 

Teaching Method

The course is arranged in two parts. In part one, through text assignments, short case analyses, group presentations and directed discussion, students learn and practice analytical techniques for assessing and solving the problems faced by companies planning or undergoing international expansion. In the second part, students are required to analyze a comprehensive, timely case; usually involving the assessment and implementation of a change in global strategy for an enterprise. Teams of students compete to convince management of their superior analytical skills. Students alternately act out the roles of strategic consultants and management team in a realistic boardroom setting that is made more realistic through the presence of a recognized industry expert. Through role playing the students learn the various perspectives, goals, and problems the CEO as well as the various functional managers experience in initiating or altering the global strategy and the difficulties  consultants face in convincing management of their “value added” contribution.
The course features guest lecturers, lectures, discussion, group projects, intercultural teamwork, case studies, presentations, business simulation and roll playing.

Course Material

David, Fred. Strategic Management: Concepts and Cases (International Edition) 10th Edition, Prentice Hall (2004)
Hax, and Wilde. The Delta Project: Discovering New Sources of Profitability. Palgrave (2001)
Hax, Arnoldo, “Overcoming the Dangers of Commoditization” in Strategic Management, IMA (July 2005)
Dash, Kildore. McDonald’s in India, Thunderbird: The Garvin School of International Management (2005)
Michael H. Moffet and Kannan Ramaswamy, Anheuser-Busch and Harbin Brewery Group of China Thunderbird: The Garvin School of International Management (2005) http://www.thunderbird.edu/pdf/about_us/case_series/a07050003.pdf

 

Evaluation

Written case analysis, presentations, and business simulation

 

Financial Management
Course description and goals (final competencies)

Finance is an exciting, challenging, dynamic subject.  Over the past few years we have witnessed a dramatic rise and fall of the stock market, along with the collapse of such giants as Enron and WorldCom  as well as the loss of faith in public accounting firms and investment banks. As the excesses of the past decade unwind it is more important than ever for students to have a sold understanding of basic financial principles.
The overriding goal is to help students learn to make good financial decisions. The course introduces students to the key concepts of financial management and investment. Students get a basic grasp of finance principles and that go beyond just memorizing a number of facts and formulas.  The course equips students to better understand current events in finance and provides a solid framework for subsequent courses in finance taken here or at partner universities. The course provides a solid, enduring foundation of the tools of modern theory while at the same time developing the logic behind their use.
The second goal is to further develop the key financial concepts introduced in the quantitative and accounting modules. Expected value, variance, correlation and time value of money concepts covered in the quantitative methods module are extended to risk and return tradeoffs, asset valuation, portfolio diversification, capital structure, dividend policy and investment. The balance sheet, cash flow and income statement presentations developed in the accounting foundations module  are now analyzed and interpreted from management and investor perspectives. 

 

Table of contents

The course covers the following topics:
- An Overview of Financial Management
- Financial Statements, Cash Flow and Taxes
- Analysis of Financial Statements
- The Financial Environment
- Risk and Rates of Return
- Time Value of Money
- Bonds and Their Valuation
- Stocks and Their Valuation
- The Cost of Capital  
- The Basics of Capital Budgeting 
- Cash Flow Estimation and Risk Analysis
Capital Structure and Leverage


 
 
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