Degree Plan

ECON 551 Managerial Economics (3-0-3)
Deals with the strategic application of microeconomic theory to management in markets where the firm has market/monopoly power. Covers sophisticated pricing policies, transfer pricing, dealing with competitors, corporation strategies, managing under uncertainty, asymmetric information and externalities. Examines how microeconomics may be used to enhance decision-making within the manager’s organization.

ACCT 551 Financial Accounting and Reporting (2-0-2)
This course will provide an overview of the corporate external financial reporting system to enable you to understand financial accounting and reporting from the perspective of the user and manager. The course covers the rules and guidelines that governs the preparation of financial statements and the concepts of asset, equity, liability, revenue, expense, and the accounting cycles that lead to the financial statements. It will also cover the effect of management decisions on the financial statements.

MGT 551 Behavior and Organization (3-0-3)
The course examines the role of organization as comprised of collective individuals, and how they function as teams and interact with systems to increase organizational effectiveness. Specifically, the course will explore the complexity of organizational dynamics as influenced by structure, systems and strategy and supported by people, purpose and process. Topics include individuals and teams, motivation, performance, rewards, problem solving, decision making, communications, corporate culture, diversity, power and influence, conflict and resolution as well as organizational design and change.

OM 551 Quantitative Methods (3-0-3)
Introduces the basic quantitative methods and techniques used in analyzing business and managerial problems. This will include decision analysis and modeling using some optimization techniques such as: Linear programming ‘LP’, duality and sensitivity analysis of LP, integer programming, network optimization, goal programming, and basic business statistics.

ACCT 552 Managerial Accounting (3-0-3)
This course primarily deals with the understanding, generating and analysis of data used in planning, decision making and control of operations. It also examines how accounting as well as non-accounting information is used by management in decision-making. Both the theoretical and practical aspects of the subject are appropriately blended to enable the students to understand how this knowledge is used in contemporary organizations.

MGT 554 Business Negotiations (2-0-2)
The course is designed to introduce participants to theories and processes of negotiation.
Emphasis will be placed on making it relevant to a broad spectrum of negotiation problems likely to be faced by managers. A basic premise of the course is that managers need analytic as well as interpersonal skills for effective negotiation. The course will allow participants the opportunity to develop these skills experientially and to understand negotiation in useful analytical frameworks.

FIN 554 Managerial Finance (3-0-3)
Applies various concepts and analytical tools pertinent to capital investments and financing decisions. The course addresses the theory and practice of financial management and the role of the financial manager in creating value. It provides the basic concepts of finance, including risk and return within modern portfolio theory, financing decisions through capital structure theory and dividends policy, and valuation of projects and securities.

OM 552 Operations Management (3-0-3)
An overview of several operations and supply chain management concepts including: process design and analysis, productivity competitiveness, operations strategy, forecasting, inventory management, quality management, scheduling, capacity planning, logistics and locations decisions, and project management. By focusing on the roles of different parties involved in operations and their interactions, the course will help develop the managerial insights for the supply chain management.

MGT 560 Ethics and Leadership (2-0-2)
Provides concepts of leadership and the essential skills required to become an effective leader/manager. Examines both classic and contemporary theories and models of leadership. It includes leadership styles, managing commitments, conflict resolution, emotional intelligence, and team dynamics. Explore theoretical concepts of ethics in business, as well as cases that represent the challenges they will likely face as managers. Focuses on the ways current emerging leaders can assess the values that influence their actions.

ECON 561 The Macro Environment of Business (2-0-2)
Prepares students to think systematically about the state of the economy, macroeconomic policy, and the economic environment. It includes the use of economic theory in understanding financial markets, the operation and impact of government policies that determine national income, employment, investment, interest rates, money supply, and inflation.

MGT 561 International Business and Globalization (3-0-3)
Addresses economic, political, legal, cultural, and managerial challenges and opportunities facing the firm in the international and global arenas.

MKT 561 Strategic Marketing Management (3-0-3)
Addresses the importance of organizations being market-driven and customer-focused and presents current theories and practices of marketing management. The course examines the topics of new product development, marketing resource allocation and competitive strategy. It deals with the formulation of strategic marketing as a key element of overall organization plans and policies, and focuses on balancing market opportunities and threats with resources available and alternative responses, including analysis of markets, product, promotion, distribution and pricing strategies.

FIN 562 Strategic Corporate Finance (3-0-3)
Integrative course that builds on materials covered earlier and addresses strategic corporate finance issues and decisions with emphasis on global perspectives. The course highlights analysis and the interactions of investment, financing, and dividend decisions as they affect firm value and develops student valuation skills. Other areas include mergers and acquisitions, lease analysis, options and futures, managing foreign exchange risk, and financial analysis and planning. It blends theory with practice through extensive use of case studies. The cases require student teams to draw on their personal experiences and integrate functional knowledge and diverse perspectives to address variety of issues raised.

MGT 562 Strategic Management (3-0-3)
The focus of this course is on the strategic management process which involves the overall mission and objectives of the organization, internal analysis to determine strengths and weaknesses, external analysis to determine opportunities and threats, formulating corporate, business, and functional strategies, implementation of chosen strategies and courses of action, and evaluation and control of strategies to take corrective actions. Global strategies and environments will be covered as well. Emphasis will be placed on the building blocks of competitive advantage (efficiency, quality, innovation, and customer responsiveness) that underlie most strategies.
Students will learn relevant concepts and techniques and will develop skills in strategic analysis and strategy formulation through variety of methods including business cases and simulation. Students will also learn to function as an effective member of a strategic team by working with others to analyze cases and solve business problems.

MGT 564 Corporate Governance (2-0-2)
This course describes the way corporate governance operates in today’s challenging business environment. It examines the means by which investors attempt to ensure that the corporation is managed in their best interests. Governance includes setting expectations, policies, standards, and ways to verify that these are met. Topics include the structure of the corporation; the roles of the board of directors and others in monitoring management. The course also includes topics related to Saudi business laws that permit or require the board of directors to consider the interests of stakeholders like shareholders’ rights. It also covers director’s and officer’s liability and fiduciary responsibility; and securities regulation.

MIS 564 Electronic Business Strategy (3-0-3)
Covers issues that the modern business manager must deal with in making strategic decisions concerning the choice, implementation, and execution of electronic business solutions. Strategic use of IT and its impact on business performance. Opportunities and inherent risks of IT use.
Electronic business models. Electronic value chain.