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

“My most formative experience
at Haas was working
on team projects. One project
in particular stands out
as an incredible learning
experience. It was a project
for Paul Tiffany’s
Competitive Strategy class.
My classmates and I helped
a startup in Los Angeles analyze its business
plan and develop its marketing strategy. The
technology we researched was IP telephony,
the ability to place phone-to-phone calls over
the Internet, specifically for the US and Asian
markets. The greatest learning from the project
was the passion and hard work necessary
to develop a startup. The Haas team
was able to help the founders focus on sustainable
competitive advantages.”
Following a stint as an investment banking
associate at Bank of America in San
Francisco, Chan has been working at Hewlett
Packard, where she provides financial support
for HP’s marketing business development
team. She and husband Tom have been
providing support of a different kind to their
first child, daughter Sydney, who was born
on July 1st.
Annie Chan, MBA 99
Business Development Analyst
Hewlett Packard
Mountain View, CA
236. Futures and Options Markets (2). Prerequisite:
233. Normative models for investment management,
valuation of securities, behavior of
security prices, the function and regulation of
security markets, and empirical studies on
securities prices and portfolio behavior.
Topics covered vary. Course may be repeated
for credit.
237. Advanced Topics in Corporate Finance (2).
Prerequisite: 234 or permission of instructor.
This course examines advanced topics in corporate
financial management, corporate control,
financial contracting, commercial and
investment banking, and financial market
innovation. Focus and topics vary with
instructor. Course may be repeated for credit.
239. Investment Strategies and Styles (2).
Prerequisites: 203 plus one additional graduate
finance course. 220 or 222 is strongly
recommended. Introduction to alternative
investment strategies and styles as practiced
by leading money managers. Practicing
money managers discuss their general investment
philosophies. Students analyze the
investment merits of specific companies via
in-class discussions with the instructor and
money managers.
240. Introduction to Management Science (3).
Prerequisites: 200 and 204, or equivalents.
Survey of management science and its application
to business problems. The techniques
covered include linear programming, integer
programming, nonlinear programming, network
optimization, project management,
queuing theory, simulation, dynamic programming,
and heuristics.
241. Strategic Planning of Production and Operations
(2). Prerequisite: 204. Strategic issues
involved in planning the production and logistics
of a firm and models of those functions
that are useful for the firm’s strategic planning.
Topics include models of a firm’s capacity
expansion, facility location, technology
selection decisions, learning curve strategies,
and industry cost models.
242. Introduction to Operations Management (3).
Prerequisite: 204 or consent of instructor.
This course is an introduction to production
and operations management that includes
two or three visits to manufacturing plants
and discussions of manufacturing systems
(continuous production, batch production,
multiple products, assembly line, and various
hybrids of pure systems). Special attention is
paid to the analysis of the technologies and
systems used in the plants visited.
243. Decisions, Games, and Strategies (3). The
course considers two techniques for guiding
a managerial decision maker who has to
make a choice now but will only know later
whether the choice was good. Decision
analysis helps if the outcome of the choice
depends on “nature;” game models help if the
outcome depends on human opponents (e.g.,
competitors). Foundations of the two techniques
and a variety of applications are studied.
248A. ITM: Data Management (4). Prerequisite:
208 or equivalent. The importance of data as
a corporate resource requires that it be effectively
managed by a business organization in
order to remain competitive. This course covers
the subject of data management in organizations,
with an emphasis on the process of
organizational information modeling through
the use of CASE technologies and its strategic
importance. Topics include information
modeling, CASE and other database strategies,
data communication issues, distributed
and client-server computing, business
process reengineering, legacy systems, and
data quality.
248B. ITM: Systems Analysis and Design (3).
Prerequisite: 208 or equivalent. The goal of
this course is to provide future general managers
and information systems specialists
with expertise in aspects of utilizing information
in decision making. Topics covered
include the role of information systems in
organizations; system analysis; trade-offs and
economic consideration in system development;
hardware selection; and review of technological
advancements relevant to modern
organizations. The practical value of the topic
is illustrated via term projects and guest lectures.
248C. ITM: Managerial and Organizational Issues
(2). Prerequisite: 208 or equivalent. The primary
purpose of this course is to provide an
understanding of how information technology
can be used within a business enterprise
to achieve competitive advantage. Topics
include strategic planning for the introduction
of advanced computer and communication
technologies, implementation of information
technology as an organizational change
process, and planning and forecasting for
emerging trends in information technology. A
management perspective is maintained
throughout; the technical issues introduced
are subordinate to this management perspective.
This course makes extended use of case
studies.
248D. ITM: Telecommunications and Distributed
Processing (3). Prerequisite: 208 or equivalent.
This course is intended for students who wish
to gain a better understanding of one of the
most important issues facing management
today – designing, implementing, and managing
telecommunication and distributed computer
systems. The following topics are covered:
a survey of networking technologies;
the selection, design, and management of
telecommunication systems; strategies for
distributed data processing; office automation;
and management of personal computers
in organizations. The course includes several
guest lectures by managers from various
companies.
251. Human Resources Management (3).
Prerequisite: 205 or consent of instructor. A
study of the problems and techniques associated
with managing the personnel function.
Topics include the processes of recruitment,
selection, placement, training, and evaluation
of people within organizations. The role of the
staff manager with respect to the planning
and design of tasks and the allocation of people
is considered, with emphasis on the implications
of research for management problems
and policies.
252. Negotiations and Conflict Resolution (3). A study
of the negotiations process, including negotiations
among buyers and sellers, managers
and subordinates, company units, companies
and organizational agencies, and management
and labor. Both two-party and multiparty
relations are covered. Coursework
includes reading, lectures, discussion of case
material, and simulations of real negotiations.
Emphasis on the role of third parties in resolving
disputes.
255. Employment and Pay Policy (3). A study of
employment discrimination and unemployment,
including analyses of wage and salary
administration and labor market behavior of
occupational groups (production and clerical
workers, managerial and professional workers);
as well as problems of wage and income
policies of the firm, union, and the national
economy.
257. Power and Politics in Organizations (3).
Prerequisite: 205 or consent of instructor.
This course addresses how organizations distribute
various resources and how managers
can learn where these resources are concentrated
and where they are scarce. Topics
include communication skills, control issues,
rewards and penalties, and politics within the
organization.
258. Creativity in Business (3). Prerequisite: 205
or consent of instructor. This course examines
the concept of creativity, bringing to light
its nature in individuals, groups, and organizations.
The course uses reading materials,
cases, classroom and home exercises to help
students understand and be able to use creativity
in their own working lives.
50