Required Curriculum, Term 1 Course Descriptions

Finance 1

This course examines the role of finance in supporting the functional areas of a firm, and fosters an understanding of how financial decisions themselves can create value.

Topics covered include:

  • Basic analytical skills and principles of corporate finance.
  • Functions of modern capital markets and financial institutions.
  • Standard techniques of analysis, including capital budgeting, discounted cash flow valuation, and risk analysis.

Financial Reporting and Control (FRC)

Recognizing that accounting is the primary channel for communicating information about the economics of a business, this course provides a broad view of how accounting contributes to an organization.

Students will gain:

  • An understanding of the concepts and language of accounting so it can be used as an effective tool for communication, monitoring, and resource allocation.
  • Mastery of the vocabulary of financial statements and accounting reports.
  • Familiarity with how modern accounting and control theory is used in evaluating economic conditions and making organizational decisions.

Leadership and Organizational Behavior (LEAD)

This course focuses on how managers become effective leaders by addressing the human side of enterprise.

The first modules examine teams, individuals, and networks in the context of:

  • The determinants of group culture.
  • Managing the performance of individual subordinates.
  • Establishing productive relationships with peers and seniors over whom the manager has no formal authority.

The intermediate modules look at successful leaders in action to see how they:

  • Develop a vision of the future.
  • Align the organization behind that vision.
  • Motivate people to achieve the vision.
  • Design effective organizations and change them to achieve superior performance.

The final module introduces a model for strategic career management.


The objectives of this course are to demonstrate the role of marketing in the company; to explore the relationship of marketing to other functions; and to show how effective marketing builds on a thorough understanding of buyer behavior to create value for customers.

Students learn how to:

  • Make marketing decisions in the context of general management.
  • Control the elements of the marketing mix—product policy, channels of distribution, communication, and pricing—to satisfy customer needs profitably.
  • Use this knowledge in a brand management simulation. The course culminates in an examination of the evolution of marketing, particularly focusing on opportunities presented by the Internet.

Technology and Operations Management (TOM)

This course enables students to develop the skills and concepts needed to ensure the ongoing contribution of a firm's operations to its competitive position. It helps them to understand the complex processes underlying the development and manufacture of products as well as the creation and delivery of services.

Topics encompass:

  • Process analysis
  • Cross-functional and cross-firm integration
  • Product development
  • Information technology
  • Technology and operations strategy

Required Curriculum Term 2 Course Descriptions

Business, Government, and the International Economy (BGIE)

This course introduces tools for studying the economic environment of business to help managers understand the implications for their companies.

Students will learn the impact of:

  • National income and balance of payment accounting
  • Exchange rate theory
  • Political regimes

An examination of both the gains and problems arising from regional global integration covers:

  • International trade
  • Foreign direct investment
  • Portfolio capital
  • Global environmental issues


The objective of this course is to help students develop the skills for formulating strategy. It provides an understanding of:

  • A firm's operative environment and how to sustain competitive advantage.
  • How to generate superior value for customers by designing the optimum configuration of the product mix and functional activities.
  • How to balance the opportunities and risks associated with dynamic and uncertain changes in industry attractiveness and competitive position.

Students learn to:

  • Develop a mastery of a body of analytical tools and the ability to take an integrative point of view.
  • Use these tools to perform in-depth analyses of industries and competitors, predict competitive behavior, and analyze how firms develop and sustain competitive advantage over time.

Particular attention is paid to competitive positioning; understanding comparative costs; and addressing issues such as cannibalization, network externalities, and globalization.

The Entrepreneurial Manager (TEM)

This course addresses the issues faced by managers who wish to turn opportunity into viable organizations that create value, and empowers students to develop their own approaches, guidelines, and skills for being entrepreneurial managers.

The course teaches students how to:

  • Identify potentially valuable opportunities.
  • Obtain the resources necessary to pursue an opportunity and to create an entrepreneurial organization.
  • Manage the entrepreneurial organization once it has been established.
  • Grow the business into a sustainable enterprise.
  • Create and harvest value for the organization's stakeholders.

Finance II

This course builds on the foundation developed in Finance I, focusing on three sets of managerial decisions:

  • How to evaluate complex investments.
  • How to set and execute financial policies within a firm.
  • How to integrate the many financial decisions faced by firms.

The Finance II course is divided into four blocks of material:

  • Tools of financial analysis (credit market analysis, option pricing, valuation of interest tax shields, weighted average cost of capital)
  • Financial policy choices of firms (whether to finance with debt or equity, distributing cash to shareholders)
  • Financial market imperfections (costs of financial distress, transaction costs, information asymmetries, taxes, agency conflicts)
  • Deals and transactions (mergers and acquisitions, leveraged buyouts, hostile takeovers, initial public offerings)

Leadership and Corporate Accountability (LCA)

In this course, students learn about the complex responsibilities facing business leaders today. Through cases about difficult managerial decisions, the course examines the legal, ethical, and economic responsibilities of corporate leaders. It also teaches students about management and governance systems leaders can use to promote responsible conduct by companies and their employees, and shows how personal values can play a critical role in effective leadership.

FIELD Immersion

By deploying the “knowing by doing” pedagogical model, FIELD Immersion is a course designed to develop students’ ability to manage differences and operate effectively across cultures and business contexts.

This course meets periodically throughout the Spring term and culminates in an eight-day immersion in May.

Students will develop skills in:

  • Contextual intelligence - understanding historical, cultural, and socioeconomic trends, and the saliency of culture, race, class, religion, politics, and regionalism in general management decision-making processes.
  • Team effectiveness - leveraging their experiences in other RC course work, students will work to design, launch, and manage their teams making explicit choices about team design, norms, and processes.
  • Design thinking - through partnerships with small and medium sized companies in fifteen different cities, student-led teams will work closely with local businesses and communities to develop customer-centered ideas for new products, services, or customer experiences.