TheBerkeleyMBA - Full-time MBA Program, Haas School of ...

William “Rick” Cronk, BS 65, president of Dreyers
Grand Ice Cream, was one of many corporate leaders
who participated in Professor Jennifer
Chatman’s course, “Leading Change and
Leveraging Culture.”
Corporate Leaders
Come to Haas
Warren Hellman, Founder, Hellman &
Friedman LLC
William Dudley, Managing Director of
Economic Research, Goldman Sachs
John Chambers, CEO, Cisco Systems
Carly Fiorina, Chairman & CEO, Hewlett
Packard
David Pottruck, Co-CEO, Charles Schwab
John Gage, Chief Researcher and Director of
the Science Office, Sun Microsystems
Lawrence Summers, US Treasury Secretary
Alan Patricof, Chairman & Partner, Patricof &
Co. Ventures
Dr. Afredo Aho, Vice President of Computing
Sciences Research, Bell Labs
Pat House, Co-Founder & Vice President,
Siebel Systems
Stephanie DiMarco, Chairman, Advent
Software
Paul Newman, Actor and Philanthropist
Christos Cotsakos, Chairman and CEO,
E*TRADE
John Williams, Co-founder, Palm, Razorfish,
and iSpin, and current Senior Vice-President of
Strategic Alliances, Visa
Raymond J. Lane, General Partner, Kleiner
Perkins Caufield & Byers
Corinne Lyle, CFO, Tularik
Paul Dolan, CEO, Fetzer Vineyards
George Zimmer, CEO, The Men’s Warehouse
Geoffrey Ashton, Senior Vice President of
Marketing, Calvert Investment Funds
Pete Mountanos, President/CFO,
Charitableway.com
Ray Anderson, CEO, Interface
Rick Timmins, Vice President, Worldwide
Sales Finance, Cisco Systems
Degree
Requirements
and MBA
Courses
The MBA program requires satisfactory completion
of 55 semester units of coursework consisting
of 29 units of core courses, and 26 units
of elective courses. You must register and pay
fees for both fall and spring semesters in each
academic year (a total of four 15-week semesters).
There are no courses offered during the
summer. Credit may not be transferred from
other graduate or undergraduate courses.
Core Requirements
The core consists of thirteen courses numbered
200 through 207. Eleven of the thirteen courses
must be taken in the first year; the other two
must be taken in the fall semester of the second
year. The eleven courses required in the first
year of study are common to the schedule of all
first-year students in the program and provide
the foundation for the second year’s advanced
work. The minimum course load during the first
year is 13 units per semester.
Elective Requirements
Students may select from hundreds of elective
courses, both within and outside of the business
school, to fulfill the 26-unit requirement.
At least 18 of the 26 elective course units must
be taken in graduate business classes and at
least 2 of these units must be taken in one of
the 299 strategy offerings. The remaining units
may be taken as either graduate or upper-division
undergraduate courses in other departments
on campus. With the permission of the
MBA program director, students may take two
lower-division undergraduate language courses
and apply 60 percent of the credits earned
toward the 26-unit elective requirement.
Note: The Haas School will be renumbering the
MBA program courses during the 2001–2002
academic year. The new course numbers will
be available when specific course offerings for
Fall 2002 are announced.
Waiver Examinations
Students may substitute elective courses for
required courses if they demonstrate sufficient
mastery of the subject by passing a waiver
examination approximating the course final
examination. These exams are given during the
week before classes begin in August and
January. Short study guides are available for
each course..
Core Courses
200S. Introduction to Data Analysis for Management
(1.5). The objective of this course is to make
students critical consumers of statistical
analysis using available software packages.
Key concepts include interpretation of regression
analysis, model formation and testing,
and diagnostic checking. This course meets
for the first seven weeks of the fall semester.
200Q. Quantitative Methods (1.5). This class introduces
students to quantitative concepts,
techniques, and software with which all successful
managers should be familiar. It is
designed to improve their decision making by
introducing them to optimization techniques,
simulation and project management. It meets
for the last seven weeks of the fall semester.
200C-D. Management Development (2). This course
covers a variety of topics in the areas of managerial
communications and career planning.
It consists of four modules spanning both
semesters of the first year. Fall modules
include a workshop on the fundamentals of
public speaking with a focus on persuasion
and advocacy; Strategic Business
Interactions, concerned with developing
interpersonal and group skills important to
managing organizations; and a career planning
module consisting of a series of workshops,
panels and training in resume development,
networking techniques, and interviewing.
In the fourth module, students receive
feedback on writing style and clarity on
papers submitted for other core courses in
both Fall and Spring semesters.
201A. Economic Analysis for Business Decisions (3).
This course uses the tools and concepts of
microeconomics to analyze decision problems
within a business firm. Particular emphasis
is placed on the firm’s choice of policies in
determining prices and outputs. The basic
tools of competitive strategy analysis are
developed and students are expected to
apply these tools to several cases.
201B. Macroeconomics in the Global Economy (3).
Prerequisite: 201A or equivalent. This course
covers the determination of long-run productivity
and growth, short-run economic fluctuations
(in both closed and open economies),
exchange rates and the balance of payments,
the natural rate of unemployment, and the
causes and consequences of inflation.
Examples drawn from a variety of countries
are used to illustrate theoretical concepts.
202A. Financial Accounting (2). This course is
designed to acquaint students with the concepts
of financial accounting and to provide a
working knowledge of the construction of
financial statements and the uses that others
such as investors and creditors make of them.
202B. Managerial Accounting (2). Prerequisite:
202A or equivalent. This course emphasizes
the use of accounting information throughout
the planning, operation, and control stages of
managing an organization. The course is
divided into three sections to reflect the three
stages of management: 1) information for
planning and decision-making; 2) information
received during operations (cost accounting);
and 3) information for control and performance
evaluation.
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