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Sloan Core Courses

The Sloan Master's Program core courses are designed specifically for Sloan Fellows. The program requires 57 units to graduate, 37 of those earned in the required courses. For more information please visit the Sloan Program website.

 

 

ACCT 219. Accounting

A characteristic of business is the extensive use of accounting data. The financial accounting course develops students' understanding of the nature, scope, and limitations of accounting information. To achieve this objective the course attempts to: (1) develop students' understanding of the conceptual accounting framework, including the objectives of financial reporting, and (2) develop students' ability to understand and critically evaluate the financial disclosures made by corporations. An issue of particular interest is the managerial incentive aspects of accounting information and disclosures.

FINANCE 229. Finance

This course addresses a number of issues in finance with particular emphasis on corporate financial management. All issues are addressed in a modern financial setting, taking specific account of the many recent innovations in the financial sector. Topics include the determinants of demand for corporate securities, risk and return trade-offs, the valuation of financial assets and liabilities, capital budgeting, corporate capital structure, dividend policy, the valuation and use of derivative securities, and risk management.

MGTECON 209. Economics

The first portion of this course covers business decision making within the firm; behavior of individual markets reacting to supply and demand forces; consequences of alternative market structures and business policies; and interactions between the public and private sectors. Specific topics include supply and demand analysis, consumer behavior, theory of cost and production, pricing and competition, factor pricing, and the concepts of marginal analysis. The second portion covers the macro, or aggregative, aspects of the economy. Specific topics include national income accounts; the determination of the level of aggregate output, employment, and prices; the monetary system, including the effects of monetary policy; fiscal policy; economic growth; and international monetary economics.

MKTG 249. Marketing Management

The course covers the fundamental frameworks and concepts of marketing including segmentation and positioning and the marketing mix elements: product, price, promotion and place. Product policy including product portfolio management is discussed with case examples of products at different stages of their life cycle. Pricing strategies cover skimming and penetration strategies whereas the promotion module includes advertising and sales force issues. Within the distribution module, channel design and governance concepts are introduced. In the latter part of the course integrative cases cover concepts of brand management and international marketing.

OB 278. Managing Groups and Teams

This course is designed to introduce incoming students to the structures and processes that affect group performance as well as some of the common pitfalls associated with working in teams. Topics include understanding team culture, fostering creativity and coordination, making group decisions, and dealing with a variety of personalities. Students participate in a number of group exercises designed to illustrate principles of team work and to give students practice diagnosing team problems and taking action to improve team performance.

OIT 269. Modeling and Analysis

This course introduces modeling and managerial uses of computers. Three themes are developed: (1) the building, using, and interpretation of computer-based models which aid managers in making decisions under both uncertainty and certainty; (2) the analysis and interpretation of empirical data for use in computer-based models; and (3) organizational issues in implementing decision support systems combining data and models.

POLECON 239. Nonmarket Strategy

This course addresses managerial issues in the social, political, and legal environments of business. Most core courses focus on firms' interactions with customers, suppliers, and alliance partners in the form of mutually beneficial exchange transacted in markets. In contrast, this course considers the strategic interactions of firms with comparably important constituents, organizations, and institutions outside of markets. Markets and the business environment are increasingly interrelated: issues such as boycotts, legislation, regulation, judicial decisions, and trade policy directly affect firms' market performance. Conversely, the profit-maximizing activities of firms often give rise to issues that involve governments and the public. For example, the market strategies of some e-commerce firms have sparked debates ranging from intellectual property protection to Internet privacy. Cases and readings emphasize strategies to improve the performance of companies in light of their multiple constituencies, in both international and U.S. environments. Topics include integrated strategy, activists and the media, legislation affecting business, lobbying, regulation and antitrust, intellectual property, and international trade policy.

STRAMGT 258. Strategic Management

This course deals with the overall general management of the business enterprise. Extensive case studies of a variety of companies of differing size, industry, and current conditions provide the basis for the comprehensive analysis and establishment of a strategic management approach for the organization. Frameworks are presented for strategy identification and evaluation; assessing industry attractiveness; evaluating the firm's capabilities, resources, and position; determining the optimal horizontal and vertical scope of the firm; entering into strategic alliances and joint ventures; and formulating and implementing strategy in

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