Professor Srinivasan serves as the Course Head for the required MBA course Financial Reporting and Control. He has previously taught the second year MBA elective Business Analysis and Valuation Using Financial Statements and teaches the executive education version Strategic Financial Analysis for Business Evaluation, a program that he co-chairs. He also chairs or co-chairs executive education corporate governance programs Making Corporate Boards More Effective, Audit Committees in a New Era of Governance, Compensation Committees: New Challenges, New Solutions, and a new program Developing Board Readiness. In addition, he teaches in other executive programs on leadership development, risk management, and family businesses. The course materials for these courses can be found below.
This course provides hands-on experience in financial statement analysis. Students are exposed to tools of financial analysis, theoretical concepts, and practical valuation issues. By the end of the course, students become comfortable with using firms' financial statements to draw an understanding of their performance and provide a basis for making reasonable valuation estimates. The course builds on RC courses, in particular, Finance I, Finance II, and Financial Reporting and Control (FRC), to expand understanding of financial statements and their use in valuation.
This course focuses on the tools used to create economic value. It presents frameworks for assessing strategy, monitoring performance, forecasting capital utilization, valuing strategic assets, and reviewing restructuring opportunities. Participants learn to apply rigorous financial analysis as they evaluate business performance, weigh potential acquisitions, and assess global competition.
While a corporate board may have broadly defined legal duties, its role in evaluating management, providing strategic oversight, and dealing with the complexity of today's regulatory environment has never been more tested—or more critically dependent on effective leadership. Whether the issue is financial resilience, corporate strategy, executive compensation, or regulatory compliance, this program is designed to help you promote sound governance. This course teaches what it takes to design an optimal board structure, lead the organization through periods of adversity and opportunity, and harness the considerable talents of board members to create a cohesive and forward-thinking unit.
Executive compensation has become a flashpoint issue for board members, institutional investors, regulators, and the media. Compensation committees are challenged to design compensation programs that not only tie business or corporate strategies to company performance, but also motivate top executives and valued employees. At the same time, committees must address investor expectations for what is appropriate against a backdrop of heightened regulatory activity and public awareness. This course moves beyond examining what creates problems in compensation arrangements to structuring more effective plans that drive long-term corporate performance, company profitability, employee satisfaction, and exceptional success. The program challenges the traditional approach to measuring and rewarding outstanding performance.
The last ten years has heightened demands on audit committees. Not only are they responsible for overseeing internal and external audits to ensure that investors receive accurate and transparent information, but they must ensure compliance with new accounting and regulatory rules and standards. This intensive program prepares audit committee members and chief financial officers to operate effectively in this new environment.
This course is a survey of financial accounting research intended for doctoral students. The primary purpose of the course is to introduce fundamental research themes and methodologies used in empirical financial accounting research. Participants will become acquainted with the relevant literature through classroom discussions of assigned readings, paper summaries, problem sets, and individual research proposals.
This course introduces students to basic functions of management and markets, including accounting and management, marketing, management, finance, and operations.
Financial Reporting and Control (FRC) covers topics about how managers can design and use performance measurement systems for external reporting and internal management to build more effective organizations. Throughout their careers, business leaders are required to measure and evaluate their organization's economic performance, improve resource allocation and strategy implementation within their organizations, and build accountability for performance through effective internal and external governance. Top leadership in most organizations must also communicate performance information to external investors and other capital providers to ensure that their organizations are able to access capital on favorable terms. In FRC, students learn key concepts and frameworks in financial reporting and management accounting that guide the effective design and use of performance measurement systems to accomplish these multiple complex goals.
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