Course Descriptions and prerequisites for School of Management courses can be found below and in the Boston University Undergraduate Bulletin. Click here to search course descriptions for all Boston University courses. Please see the University Class Schedule and the SMG Electives Chart to determine when courses are offered.

Table of Contents

Accounting (AC)
Career Management Seminars (SMx08)
Finance (FE)
Foundational Management Courses (SM131, SM151)
International Management (IM)
Management Information Systems (IS)



Marketing (MK)
Markets, Public Policy & Law (LA, PL)
Operations & Technology Management (OM)
Organizational Behavior (OB)
Quantitative Methods (QM, SM221, SM222)
Strategy & Innovation (SI)

Accounting

Prerequisite: SM121/122, or SM299, or SM131; CAS MA120, MA121 or MA123 previous or concurrent. Basic concepts underlying financial statements and accounting procedures used in preparing statements of financial position, income statements, and statements of cash flow. Stresses the interpretation, analysis, and evaluation of published financial statements. 4 cr.
Prerequisite: Sophomore standing; AC221; SM221 previous/concurrent. Introduces the basic principles, methods, and challenges of modern managerial accounting. Covers traditional topics such as job-order costing, cost-volume-profit analysis, budgeting and variance analysis, profitability analysis, relevant costs for decision making, and cost-plus pricing, as well as emerging topics such as Activity-Based Cost (ABC) accounting. The material is examined from the perspective of students preparing to use management accounting information as managers, to support decision making (such as pricing, product mix, sourcing, and technology decisions) and short- and long-term planning, and to measure, evaluate, and reward performance. Emphasizes the relationships between accounting techniques and other organizational activities (such as strategy and motivation). 4 cr.
Prerequisite: SMG AC 222. Required for Accounting concentrators. Provides foundation for solving financial reporting issues through the study of the conceptual framework of accounting, recognition and measurement of current and non-current assets, revenue recognition, and the development of the income statement and balance sheet. 4 cr.
Prerequisite: SMG AC 347. Required for Accounting concentrators. Continues with providing a foundation for solving financial reporting issues through the study of liabilities (including pensions, bonds, and leases), interperiod tax allocation, stockholder’s equity, and the statement of cash flows. 4 cr.
Prerequisite or Corequisite: SMG AC 348; Senior standing. Analysis of corporate financial statements. Includes profitability analysis, liquidity and solvency analysis, the incentives of management in corporate reporting, and the use of accounting information in efficient capital markets. 4 cr.
Prerequisite or Corequisite: SMG AC 348; Senior standing. Develops and practices research skills required of an accounting professional. Use accounting-related resources to research and understand accounting reporting issues and authoritative guidance for application of GAAP. 2 cr.
Prerequisite: SMG AC 347; Senior standing. Integrates knowledge from the fields of accounting, economics, and finance to investigate current issues related to management control, financial analysis and valuation, corporate governance, and strategic cost analysis. 4 cr.
Prerequisite or Corequisite:  SMG AC 347. Federal income tax law common to all taxpayers: individuals, partnerships, and corporations. Tax returns for individuals. Topics include tax accounting, income to be included and excluded in returns, tax deductions, ordinary and capital gains and losses, inventories, installment sales, depreciation, bad debts, and other losses. 4 cr.
Prerequisite or Corequisite: SMG AC 348; Senior standing. Examines accounting issues relating to business combinations and foreign operations (accounting for mergers and acquisitions, constructing consolidated financial statements, recording foreign-currency transactions and hedging exchange risk, translating foreign subsidiaries’ local currency financial statements), business segments, reporting for local governments, and the impact of the SEC and international standards on financial reporting. 4 cr.
Prerequisite: SMG AC 348. Principles of accounting and reporting for nonprofit organizations and local government. 2 cr.
Prerequisite or Corequisite: SMG AC 348. Introduces the basic concepts underlying auditing and assurance services (including materiality, audit risk, and evidence) and demonstrates how to apply those concepts to audit and assurance services through financial statement audits. 4 cr.
Prerequisite: SMG AC 469. Certain common and special Federal tax laws for individuals, partnerships, corporations, estates, trusts, and miscellaneous entities. Topics include income tax returns for partnerships, business corporations, special corporations, decedents, estates, and trusts. Survey coverage of corporate liquidations, pension and profit-sharing plans, IRS audits, and estate and gift taxes. 4 cr.
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Career Management Seminars

SMG freshmen only. Required for all SMG freshmen. Provides an overview of individual career management. It is the first course in a School of Management yearly progression designed to equip students with the necessary knowledge, tools, and skills needed to explore career opportunities and build a foundation of career management capabilities. Students will also develop an SMG-approved resume. 1 cr.
Prerequisite: SM108. Co-requisite: OB221. Builds upon SM 108 to provide students with fundamental tools to assist them with individual career management. It is the second course in the School of Management’s four year career management curriculum. Importantly, as sophomores, students will begin to chart their career path, work with The Feld Career Center (FCC), practice interviewing, develop a search strategy, and continue to build their personal “brand.” 1 cr. This course will be offered beginning in Fall 2014
Co-requisite: OB221. This seminar is intended for students who are taking OB221, and have not completed SM108. Combines the content of SM 108 and SM 208. Provides an overview of individual career management. Equips students with the necessary knowledge, tools, and skills needed to build a foundation of career management capabilities. Students will begin to chart their career path, work with the Feld Career Center (FCC), practice interviewing, develop a search strategy, and continue to build their personal “brand.” 2 cr. This course will be offered beginning in Fall 2014
Prerequisite: SMG SM208 or SM209; Junior standing. Required for all SMG Juniors who have completed SM208 or SM209. Course description TBD. Students who plan to take SM308 concurrently with Cross-Functional Core should register for SM308 after being notified of their Core AM/PM section assignment. 1 cr. This course will be offered beginning in Spring 2015
Prequisite: SMG SM308; Senior standing. Required for all SMG Seniors who have completed SM308. Course description TBD. 1 cr. This course will be offered beginning TBD
SMG students only; must take concurrently with SMG OB 221. Equips students with tools to become self-aware and market-ready when joining the work force, with a focus on résumé and cover letter development, research techniques, networking tips, and interviewing skills. 0.5 cr. ** This course was discontinued after Summer 2014
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Finance

Prerequisite: SM131 previous or concurrent (strongly recommended to be taken concurrently for non-SMG students). Required of all SMG freshmen. This course offers a rigorous overview of principles of finance, such as time value of money, interest rates, basic valuation of cash flow streams, and basic stock and bond valuation. It uses a combination of teaching materials including online problem solving and case writing that will help the student through the intensive syllabus. FE 101 and the redesigned FE 323 offer a comprehensive overview of finance to SMG students. 2 cr.
Prerequisite: SM121/SM122, or SM299, or FE101, IS223, SM131 and SM151; AC221; AC222; OB221; SM221; SM222/4; component of SMG SM 323, The Cross Functional Core. Introduces students to the themes of financial decision making: valuation and risk management. The focus is on the problems of forecasting, capital budgeting, working capital management, project risk management, and financing in a cross-functional context. A semester-long business-plan project explores the interaction between marketing, operations, management information systems, and finance decisions. The course compares the financial objectives of the manager and the investor. Introduction to the time value of money, securities valuation, portfolio diversification and the cost of capital. 4 cr.
Prerequisite: SMG FE 323. Required for International Management concentrators. Managing financial risk in the global environment. Introduction to foreign exchange markets, spot, forward, futures, options and swaps, and to the international bond and money markets. Discussion of market structure and participants, and main financial instruments. Analyzes and discusses tools of currency risk management. 4 cr.
Prerequisite: SMG FE 323. Covers the theory of futures pricing and option pricing, and applies the theory to develop a framework for analyzing hedging and investment decisions using futures and options. Attention is paid to practical considerations in the use of these instruments, especially in financial risk management. 4 cr.
Prerequisite: SMG FE 323. Required for Finance concentrators. The financial system and its functions. The role of money and the importance of interest rates in determining economic activity; determinants of level of interest rates. Operation of central banks; the goals and instruments of monetary policy. The roles, activities, and risk management of financial institutions. Instruments traded in money and capital markets, and their valuation. Role of derivative securities; systemic risk and other contemporary issues in the financial system. 4 cr.
Prerequisite: SMG FE 323. Required for Finance concentrators. Introduction to the investment management process. Defining investment objectives and constraints. Introduction to Modern Portfolio Theory, CAPM, APT, Efficient Markets, stock and bond valuation models. Immunizing interest-rate risk. Active vs. passive investment strategies, fundamental vs. technical analysis, trading practices, and performance evaluation. Introduction to the role of futures and options in hedging and speculation. Students are expected to become familiar with current events in the financial news. 4 cr.
Prerequisite: SMG FE 323. Required for Finance concentrators. Covers the financial manager’s role in obtaining and allocating funds. Includes topics such as cash budgeting, working capital analysis, dividend policy, capital investment analysis and debt policy as well as their associated risks. Valuation of companies, mergers and acquisitions, and bankruptcy are covered. The course requires using financial models and spreadsheets. Applications are made to current events and everyday business finance problems. 4 cr.
Prerequisite: SMG FE449; (meets with GSM FE850). Exposes students to, and demystifies, the world of Private Equity (PE). The focus is centered on LBOs and their position in the “alternative asset” class. Students learn about the activities of a PE firm including formation, fund-raising, investing (including deal structure, terms, due diligence, and governance), and exiting. Also discussed are what other industry sectors serve or are affected by PE and who the players are. Case study and class participation will be the primary modes of learning. 4 cr.
Prerequisite: SMG FE449. Provides an overview of the economic functions provided by investment banks including a history of the industry, current events, public policy issues and the difference between large, full service investment banks and smaller, boutique firms. Topics include: What do investment bankers do? What are the different types of analyses performed by investment bankers? What are the various types of financial securities? What is the underwriting process and how are securities priced? Focuses on the issuing process and pricing for equity, fixed income, and equity-linked securities. Also focuses on the role of investment banks in mergers, acquisitions, divestitures, and other restructuring. Additional topics include equity research, capital markets, institutional sales, trading, asset management, securitization, industry regulations, as well as typical career paths and opportunities. 4 cr.
Prerequisite: SMG FE323. Students will be expected to have mastered key finance concepts including cash flow analysis, NPV, IRR and basic option pricing theory prior to entering the course. Introduction to raising Angel funding and Venture Capital financing for start-up firms. Focus on capital structure analysis, capitalization tables, payoff diagrams, term sheets, equity incentives and negotiating with investors. Students are expected to prepare case studies for class discussion and become familiar with current events in the financial news about start-up company financings. 4 cr.
Prerequisite: SMG FE442. Covers the analytic techniques used in fixed-income markets to value and measure risk on traditional fixed-rate bonds, floating-rate notes, bonds having embedded options (callable and putable bonds), structured notes, and interest rate derivatives used to manage bond portfolios (primarily interest rate swaps, caps, and floors). Extensive use is made of Excel spreadsheet analysis, including the development of a binomial term structure model to value securities. Focus is on the impact of counterparty and issuer credit risk in fixed-income valuation. 4 cr.
Prerequisite: SMG FE323. Provides an introduction to and an understanding of real estate finance. Draws together and considers major functional areas including: structuring, ownership, finance, taxation, property valuation and analysis. The course provides a framework for decision making in the real estate investment and finance fields. The course is specifically designed to offer students interested in real estate careers a foundation from which to build. 4 cr.
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Foundational Management Courses:

** Required of all SMG freshmen. Introduces students to management through a cross-disciplinary curriculum, emphasizing the interdependencies within organizational systems. Includes weekly lectures that provide background information and theory and twice-weekly discussion sections that offer a close examination of assigned material in small classroom environments, inviting students to participate actively in the learning process. Required computer and professional skills laboratories provide students with essential computer, communication, and analytical skills. 6 cr. ** This course was discontinued after Fall 2012 SMG SM122: Management as a System ** Required of all SMG freshmen. Continuation of SMG SM121. Continues to introduce students to management through a cross-disciplinary curriculum, emphasizing the interdependencies within organizational systems. Includes weekly lectures that provide background information and theory and twice-weekly discussion sections that offer a close examination of assigned material in small classroom environments, inviting students to participate actively in the learning process. Required computer and professional skills laboratories provide students with essential computer, communication, and analytical skills. 6 cr. ** This course was discontinued after Spring 2013
Required of all SMG freshmen. Non-SMG students are strongly recommended to take FE101 concurrently with SM131. Students will explore the ethical problems facing global management. Through identification and discussion of the substantive disciplines relevant to business, students will uncover a complicated analysis necessary to make appropriate decisions and will highlight their interdependencies. This course stresses written and oral communication skills and logical reasoning as an ingredient for sound analysis and rational business planning. The course stresses teamwork because at the heart of modern management is the need to collaborate with others and to organize, motivate, and monitor teams of diverse people to accomplish shared goals. 4 cr.
Prerequisite: SM131; SMG students only. Required of all SMG freshmen. Designed to provide deep immersion into the forces shaping the new global economy while providing students with a platform from which to practice the critical business skills of writing, oral presentation and persuasion. Using the World Economic Forum as a backdrop, student will engage in independent inquiry, writing and debate focused on the digital technology, social enterprise and sustainability and health and life sciences sectors of the new economy. Through in-class discussion, lecture and small group work students will become familiar with the concepts of value creation and stakeholder theory and develop integrative, critical thinking and persuasion skills. 2 cr.
** Required of all students who did not enter as September freshmen and complete SMG SM 121/122. Prepares transfer students, from both inside and outside the Boston University community, for downstream coursework with the same level of skills and experience as those who matriculated at SMG from the beginning. Focuses on managerial functions and the relationships between those functions. The integration of perspectives is necessary to ensure that the individual student understands the complexity, challenge, and excitement of modern management in the global organization. Emphasis is placed on analytical skills, written analysis, oral presentation, and teamwork. 6 cr. ** This course will no longer be offered after Summer 2013
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International Management

Prerequisite: CAS EC 101, EC 102, junior standing. Required for International Management concentrators. Deals with international economic theories and explores the intersection between theory and practice. Determinants of international trade and payments: international trade theory and policy and balance-of-payments accounting. Explores the implications of trade-promoting and trade-inhibiting institutions and practices: WTO, NAFTA, European Union, etc. Introduces cultural, political, and demographic issues for international managers. 4 cr.
Prerequisite: CAS EC 101, EC 102, SMG FE 427 or CAS EC 392 or CAS IR 292 or equivalent for non-SMG students (may be taken concurrently), senior standing. This is heavily case-based course studying the business strategies of multi-national enterprises, particularly in high-growth and developing economies. Having worldwide operations not only gives companies access to new markets and diverse resources, it also opens up new sources of information and knowledge that stimulate innovation and operational strategies. Along with opportunities, we also look at the challenges to a more complex, diverse, and uncertain business than those faced by companies who focus primarily in their mature markets or even their own country. As a result of taking this course students will acquire skills, and perspectives that will help them as they pursue a career with a multi-national company. 4 cr.
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Management Information Systems

As a society, we have become dependent on computer applications in our personal and professional lives –from email programs and database software to the programs that drive the websites where we shop online. But what is computer software, and how is it developed? CS108 is an introduction to object-oriented and procedural programming that covers the fundamental constructs and patterns present in all programming languages, with a focus on developing applications for users. While learning to program, students also develop problem-solving skills and ways of thinking that can be applied to a variety of disciplines. (Cannot be taken for credit in addition to CAS CS 111.) For more information, please refer to the CS 108 information page.
This is the first course for computer science, mathematics, and physical science concentrators, and others wishing a more technical approach than CAS CS 101 through CAS CAS 108. Students develop basic skills in object-oriented computer programming using the Java programming language. For more information, please refer to the CS 111 information page.
Prerequisite: FE101. SMG students only. Provides students with an understanding of the important role that information and information technology play in supporting the effective operation and management of business. Elaborates on the themes of "place to space" and the implications for business of the digital enterprise. Focuses on learning IS concepts in the context of application to real business problems. 4 cr. Offered beginning in Summer 2014.
Prerequisite: SM121/SM122, or SM299, or SM131 and FE101; AC221; AC222; OB221; SM221; SM222/4; component of SMG SM 323, The Cross Functional Core. An introduction to computer-based information systems. Surveys the hardware, software, and systems used to solve business-related problems. Overviews the role of information systems in new product development, innovation, and competitive performance in a global environment. Develops skills for managerial use of decision support systems and systems development. Team project. 4 cr. ** This course was discontinued after Summer 2014
Prerequisite: Junior standing; IS223 or IS323; CAS CS108 or CAS CS111. Combines technical and business approaches to the management of information. It will address technical issues such as cryptography, intrusion detection, and firewalls along with managerial ideas such as overall security policies, managing uncertainty and risk, and organization factors. We will examine different aspects of computer security such as password, virus protection, and managing computer security in dynamic environments. Topics will also include network security and how to secure wireless application and services. These technical details will be placed in a business context. The class will have a practical focus as we examine current “best practices” in area. There will be several guest speakers in the security area. This will be a project-oriented class and students will present their research projects during the last several classes. 4 cr.
Prerequisite: CAS CS 108 or CAS CS 111, SMG IS223 or  IS323, and junior standing. Required for Management Information Systems concentrators. Provides a practical and theoretical introduction to data management focusing on the use of relational database technology and SQL to manage an organization’s data and information. Introduces recent topics such as data warehouses and Web databases. Includes a project to design and implement a relational database to manage an organization’s data. 4 cr.
Prerequisite: CAS CS 108 or CAS CS 111, SMG IS223 or IS323, and senior standing. Required for Management Information Systems concentrators. Introduces technologies, policies, and management and organizational concepts critical to understanding the role of data communications in a rapidly changing business and social environment. The materials focus on: the data communications industry; core technologies including mobile technology and the wireless Internet; management and use of communications technologies; policies; and organizational issues. 4 cr.
Prerequisite: CAS CS 108 or CAS CS 111, SMG IS223 or IS323, and junior standing. Required for Management Information Systems concentrators. Studies the process of designing and implementing management information systems. Students will learn to analyze organizational information requirements, develop specifications for information systems, manage systems development projects, and understand implementation issues. Key implementation concepts that affect management decisions will be discussed, and reinforced with programming examples. Design support tools will be used to support the design process. Includes a project to design an information system. 4 cr.
Prerequisite: SMG IS223 or IS323 and senior standing. The Internet has brought about significant change in the way business is conducted. The rules and business models, however, for the new economy are still in their infancy. This course provides a grounding in the concepts of electronic commerce, and then moves to an examination of the emergent and emerging business models. The IT/IS infrastructure that supports these various business models is addressed, particularly architecting systems including privacy and security issues. 4 cr.
Prerequisite: SMG IS223 or IS323, junior standing. Surveys the organizational implementation, uses, and impacts of advanced information technology including decision support systems, management support systems, and expert systems. Includes a group project to design and develop a decision support system. 4 cr.
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Marketing

Prerequisite: SM121/SM122, or SM299, or FE101, IS223, SM131 and SM151; AC221; AC222; OB221; SM221; SM222/4; component of SMG SM 323, The Cross Functional Core. Introduces students to the field of marketing management: analysis, planning and implementation of marketing strategies as the means for achieving an organization’s objectives. Students analyze cases and participate in workshops that focus on key marketing management tasks: marketing research, consumer behavior, segmentation and targeting, sales forecasting, product and brand management, distribution channels, pricing, and promotion and advertising strategies. A semester-long business plan project explores the interactions and the cross functional integrations between marketing, operations, information systems, and finance. 4 cr.
Prerequisite: SMG MK 323 or equivalent. Offered in Los Angeles. Survey of the music industry with a focus on understanding of its structure and the intersection of business and music. Discusses key areas of music marketing, including opportunities for musicians, including publicity, advertising, promotion (online and traditional), digital distribution, touring, licensing/synch, and radio. 4 cr.
Prerequisite: SMG MK 323. Provides insight into the motivations, influences, and processes underlying consumption behavior. Considers relevant behavioral science theories/frameworks and their usefulness in formulating and evaluating marketing strategies (i.e., segmentation, positioning, product development, pricing, communications). 4 cr.
Prerequisite: SMG MK 323. Required for Marketing concentrators. Introduces tools and techniques of marketing research as an aid to marketing decision making. Definition of research problems, selection of research methodologies, design of research projects, interpretation of research results, and translation of research results into action. 4 cr.
Prerequisite: SMG MK 323. Explores in-depth the unique aspects of marketing to business and institutional customers in an increasingly complex, competitive and global marketplace. The course exposes students to a wide range of industrial products and services, and the technology, demand, competition, and requirements for success that characterize each of them. Topics include marketing strategy, organizational buyer behavior, business market segmentation, market development, product development, B -to-B e-commerce, pricing, marketing channels, and business marketing communications, in the context of the U.S. as well as global markets. The course is taught through lectures, case discussions, and presentations and is designed to develop the analytical, decision-making, and communication skills of the students. 4 cr.
Prerequisite: SMG MK 323. Covers topics relating to customer service management and focuses on the role of marketing in managing services. Also covered are human resource, information management, operational, and financial overlaps with marketing throughout the course. Focuses on services, though there will be discussion of how services support products as well. Includes an applied service marketing team project for a real organization (for an organization which has requested a student team to address its customer service issues). The final deliverable for this project is a team consulting project for the organization and a final consulting report presentation to the class and the organization's representative(s). 4 cr.
Prerequisite: SMG MK 323. Provides insights into all phases of retail and the inter-dynamics of today’s retail organizations. It emphasizes the importance of retail strategy, careful planning, analysis and outstanding the execution in the retail environment. Focus will be on the tools that good managers use to insure success in the highly competitive retail marketplace. Students will increase their knowledge of how consumers make purchasing decisions and how retailers try to influence those decisions. 4 cr.
Prerequisite: SMG MK 323. This course is an introduction to personal selling and sales force management. It is divided into two parts. The first introduces students to good selling strategy, tactics, techniques, and skills. Topics addressed include leads generation and management; preparing and making sales presentations and sales calls; handling objections, networking; building relationships; closing deals; and ethics. The second part focuses on issues related to managing a salesperson or a group of salespeople: sales force sizing, recruitment, selection, and training; designing compensation and reward schemes; establishing sales objectives/quotas; supervising, mentoring, coaching, and motivating salespeople. The course employs a combination of cases, lectures, role plays, videos, and classroom exercises. 4 cr.
Prerequisite: SMG MK 323 (also offered in London in the Spring semester). Develops a critical appreciation of both the opportunities and challenges associated with the increasing globalization of markets. Students will learn about the key environmental forces shaping the needs and preferences of the global consumer and the impact of foreign, political, and economic factors on the marketing mix. 4 cr.
Prerequisite: SMG MK 323. Provides the insight and skills necessary to formulate and implement sound marketing strategies and marketing plans. The course includes case analysis, guest speakers and a marketing management simulation where students take the role of brand manager. The simulation allows students to make decisions and see results on key topics such as segmentation, positioning, managing a brand portfolio, integrated marketing communications, and marketing channels. Other key topics explored in the course include strategic planning, customer decision making, life cycle, market response, competitive behavior, new product development, and product line management. 4 cr.
Prerequisite: SMG MK 323. Marketing communication strategy has moved beyond advertising to include interactive marketing, sales promotions, direct marketing, public relations, the more. This course focuses on developing marketing communication strategy that integrates these tools for more efficient and effective communication. Topics include the establishment of objectives based on a situation analysis, developing subsequent messages, creative and media strategies, effectiveness testing, and client/agency relationships. 4 cr.
Prerequisite: SMG MK 323. Focuses on the practical needs of the marketing manager when making pricing decisions. Students learn the techniques of strategic analysis necessary to price more profitably by evaluating the price sensitivity of buyers, determining relevant costs, anticipating and influencing competitors' pricing, and formulating an appropriate pricing strategy. 4 cr.
Prerequisite: SMG MK 323. This course is a strategic look at internet marketing. Topics include an investigation of current e-business models, website analysis, customer acquisition and retention strategies, and consumer behavior on the Internet. Students explore internet marketing through lectures, class discussion, guest speakers, text readings, and cases. 4 cr.
Prerequisite: SMG MK 323. This is a course about the art and science of branding, and the strategies through which companies can create, capture, and sustain shareholder value through brands. Through a mixture of theory and real-world cases, the course examines brands from the perspectives of the cultures and consumers who help create them, and the companies who manage them over time. Basic branding disciplines including positioning and repositioning, brand equity measurement, brand leverage, integrated brand communications, brand stewardship, and brand architecture are considered, as are more contemporary topics such as brand parodies, brand community, and branded entertainment. Particular attention is paid to branding challenges associated with today’s interconnected, consumer-empowered, and transparent web-enabled world. 4 cr.
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Markets, Public Policy and Law

Prerequisite: sophomore standing. Sophomore requirement. Provides a broad overview of the American judicial system and fundamental legal issues. Examines dispute resolution, torts, contracts, criminal law, business organizations, employment law, intellectual property, and international law. The goal is to understand not only the basic rules of law but also the underlying social policies and ethical dilemmas. 4 cr.
Prerequisite: SMG LA 245 or consent of instructor and junior standing. Explores ideas of right and wrong, and how the law interacts with our morality. Examines contemporary social problems, such as whistle-blowing, business liability for crime, same-sex marriage, affirmative action, and capital punishment, from the perspective of the law. Also focuses on ethical issues facing businesses, such as leadership in a crisis, prosecution of corporations, and current events. Students read Supreme Court decisions, nonfiction accounts of litigation, and case studies, as well as watches films, in an effort to understand the law and analyze our ethical response to contemporary social issues. 4 cr.
Prerequisite: SMG LA 245 and junior standing. Intellectual Property, the Internet, and Public Policy explores the complex relationship between law and the Internet. Course readings introduce students to modes of Internet regulation, the legal framework erected in the U.S. to shield websites from liability for third-party content and conduct, and issues arising from extraterritorial application of geographic-based law. The course then uses legal disputes over intellectual property—primarily copyright, but also trademarks and patents—to illustrate how various stakeholders use lawsuits, legislation, and other modes of regulation to shape public policy and govern human behavior. Through research of specific online companies student teams will study how law affects business decisions, how public policy influences legal doctrines, and how changes in public policy might alter their target business’s prospects. The course culminates in team papers and presentations that tie each team’s analysis of their target company to the course’s major themes. 4 cr.
Prerequisite: SMG LA 245. An in-depth look at the legal issues involved in the employer/employee relationship. Such topics include: discrimination, affirmative action, harassment, the hiring process, employee testing, and terminating employees (for cause, layoffs). Discussions will focus on the duties and rights of both parties through the stages of employment, from hiring and managing your workforce, to benefits, conditions of employment, and downsizing. 4 cr.
Prerequisite: SMG LA 245. Real estate can generate spectacular wealth and contribute to unprecedented financial losses. Real estate is an essential component of every business that requires a physical location to operate. Real estate is where we sleep, where we attend school, where we work, where we play, where we go when we are sick -it quite literally is beneath everything we do. Every real estate transaction begins and ends with legal principles. Mastering the basics of property law puts one in a superior position. Knowledge of real estate law is imperative for those who plan to invest in or manage property on a larger scale. This course provides an overview of real estate law for tenants, present and future property owners, developers, investors, and public policy advocates. We examine the nature of real property and property ownership, residential and commercial real estate transactions, and selected issues of real estate development. 4 cr.
Offered in Los Angeles (Prerequisite for BU Students: SMG LA 245.) (Prerequisite for Non-Boston University Students: Introduction to Business Law.) Covers the basics of entertainment law, including constitutional, contracts, labor, and employment law and intellectual property rights. Students develop a clear understanding of the applicable laws and how these laws have been applied in the past, how they are applied today, and how they might be amended and applied in the future. Students learn applicable legal concepts, practical insights, and an appreciation of how to deal with lawyers and the law in their entertainment business futures. It is intended to provide a good conceptual understanding of the law and demonstrate its relevance through case study, reading, guest speakers, field trips, and intense discussion. The application of the law to the digital now, the digital future and the Internet now crucial, indeed central, to any discussion of entertainment will be included throughout and be the subject of an entire class toward the end of the course. The law to be explored will be constitutional, copyright, trademark, contracts, labor, employment, and remedies and their application to and use within the entertainment business. 4 cr.
Prerequisite: SMG LA 245. Takes a closer look at the legal issues surrounding businesses, from purchasing contracts, rights and responsibilities for breaches of those contracts, commercial financing, the Uniform Commercial Code, bankruptcy, products liability, real estate and more. The emphasis is on understanding legal issues as a component of good business planning. Group work to draft contracts and leases and negotiate terms. 4 cr.
Pilot course: Fall 2012. Prerequisite: FE323, IS323, MK323 and OM323. Provides an introduction to how individuals make decisions. Students will learn to identify predictable and systematic mistakes and errors of judgment that people make, including procrastination, status quo bias, and misperception. The course will focus on understanding how these biases affect decisions of individuals and firms, such as financial /investment decisions and project management. Students will learn to improve their own decision-making, identify business opportunities, and understand how law and regulation responds to limited decision-making ability. The course will consist of case discussions and lectures, and includes a project applying insights from the course to students’ topics of choice. 4 cr.
Pilot course: Spring 2015. Prerequisite: SMG SM299, or SM131 and FE101; and junior standing. Open to non-SMG students with junior standing with consent of the instructor. This course provides a dynamic introduction to the health sector, beginning with the burden and distribution of disease and current patterns of expenditures. While the primary emphasis will be on the U.S. healthcare system, a global context will be developed. The basic elements of insurance and payment, service organization and delivery, and life sciences products (drugs, diagnostics, and devices) will be described, and placed in the context of the unique economic structure of the sector. The intense challenges of the sector will be explored, including ethical, social and organizational dilemmas that arise as well as business opportunities that emerge. The roles that government policy, rapid technology growth, and practice development play as drivers of system change will be addressed throughout. 4 cr.
Pilot course: Spring 2012. Prerequisite: SMG SM 299, SMG LA 245 and junior standing. Open to non-SMG students with junior standing and a minor in business with consent of the instructor. The U.S. healthcare system is undergoing sweeping change as a result of the Patient Protection and Affordable Care Act of 2010. Knowledge of how the reform law is affecting healthcare organizations, health professionals, consumers, and American businesses is essential for everyone, especially those planning careers in management or business. This rigorous Law and Public Policy seminar provides an in-depth look at the economic, political and organizational challenges facing the nation as major reforms are implemented, including the creation of state health insurance marketplaces, the formation of accountable care organizations, and new methods of paying hospitals and physicians. Students read and analyze articles, business cases, issue briefs, and legal opinions from diverse perspectives to learn how the U.S. healthcare system came to be and how it will change in the future. 4 cr.
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Operations and Technology Management

Prerequisite: SM121/SM122, or SM299, or FE101, IS223, SM131 and SM151; AC221; AC222; OB221; SM221; SM222/4; component of SMG SM 323, The Cross Functional Core. Focuses on the elements of operations management that are of particular importance in the context of new product development. These include: product and process design, process analysis, supply chain configuration, inventory management, and capacity and production planning. A semester-long business plan explores the interaction between operations management and marketing, information systems, and finance decisions. 4 cr.
Prerequisite: SMG OM 323. Explores the ability of an organization’s operations to satisfy its strategic requirements by investigating the influence of decisions made about the structure capacities, facilities, technology, and vertical integration and infrastructure workforces, quality, production planning and control, and organization of an organization’s operations and its capabilities. These decisions are considered in the context of different types of performance improvement plans organizations use: quality management, lean, reengineering, supply chain management, strategic alliances, and performance management. 4 cr.
Prerequisite: SMG OM 323. Presents tools and modeling frameworks that are relevant to solving today’s supply chain problems. The class is a mixture of case discussions, lectures, games, and outside speakers. Case discussions cover subjects including designing new-product supply chains, optimizing inventory levels, quick response, and capacity management. Lectures provide the theoretical foundation for the course; the major subjects are inventory theory and forecasting. Although the course is not overly focused on mathematics, enough detail will be provided so that students can apply the material in practice. Games including the distribution game, the OPT game, and the Beer Game reinforce the concepts in a constructive way. Finally, outside speakers present real-world examples of how supply chain models are being developed in practice. This course is designed for students that will be working in consulting or supply chain management after graduation. For students majoring in areas like Finance or Marketing, it is a solid exposure to an area that is integral to any product-focused company. 4 cr.
Prerequisite: SMG OM 441 or OM 465; and instructor's consent. Provides hands-on exposure to modeling a real-world multi-echelon supply chain problem. Students work in teams and are assigned to solve a supply chain problem presented by a local company. The projects focus on determining the optimal solution as well as near-optimal solutions that can be more easily implemented in practice. 4 cr.
Prerequisite: SMG OM 323. Introduces students to the special challenges of managing service organizations. Structured around the service quality gap model, the course demonstrates that a service manager must combine operations, marketing, and human resource skills into an integrated “service system general manager” approach. The course incorporates the following topics: service strategy, service system design, service quality, multisite services and technology in service. 4 cr.
Prerequisite: SMG OM323. Focuses on project management from two perspectives. First, the course explores management of projects on a day-to-day basis at the functional, operational level, dealing with the management of tasks, resources, risks and timelines within an individual project. The course also covers project management on a more strategic level, program management, which identifies linkages between and among a portfolio of projects at the business unit or firm level. The course covers the tools, techniques, roles, and responsibilities that are critical in managing programs effectively and managing projects to completion. 4 cr.
Prerequisite: SMG OM 323. Six Sigma quality programs help companies deliver near-perfect products and services. People trained as Six Sigma experts are highly sought after on the job market. This course makes students proficient in Six Sigma including its underlying philosophies, tools (for example, statistical process control), and implementation. This course certifies students as Six Sigma Green Belts and is also designed to prepare students so that when they complete one or more quality improvement projects in a post-BU career, they will be ready to test for a “Black Belt.” 4 cr.
Prerequisite: SMG OM 323. Develops an understanding of the nature of international problems associated with the supply, distribution, and sourcing of products. Issues such as the operational support of market development in foreign countries, international sourcing, country analysis, and the management of supply and distribution activities are covered. A team project is required. 4 cr.
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Organizational Behavior

Prerequisite: Sophomore standing; SM121/122, or SM299, or SM131 and FE101; SM208 co-requisite for SMG students who have completed SM108. SM209 co-required for students who have not taken SM108. This is an experiential learning-based course that studies what people think, feel and do in organizational settings, focusing on individual, interpersonal, group and organizational processes. The primary objective is to help students understand and manage organizational dynamics as effectively as possible. This is done through: analysis of readings; reflecting on hands-on, real-time experiences in organizations and in teamwork here; practice opportunities in class sessions, creative applications and team exercises; and papers written by students and teams. The readings, discussions and lectures provide students with abstract knowledge about organizational behavior processes and structures; the semester-long "OB Team" experiences, working together as an intact team to address real-world problems, will provide skill-building opportunities to help manage one’s own and others' behavior in teams and organizations in the future. Major topics include personality, motivation, team dynamics, leadership and organizational change. 4 cr.
Prerequisite: SMG OB 221. Required for Organizational Behavior concentrators. Introduces students to the field of human resource management (HRM). Emphasizes the strategic importance of effective human resource management to the success of any organization. Specific topics covered include: job design and workforce planning, recruiting and selection, training and development, performance management and rewards, employee and labor relations, and retention. Particular attention is paid to the ways in which organizations’ strategies and practices around these issues contribute to the strategic objectives of the organization. Individual and group projects enable students to develop skills in making decisions from both the human resource manager’s and the general manager’s perspectives. 4 cr.
Prerequisite: SMG OB 221, junior or senior standing. Provides an opportunity for students to develop an in-depth understanding of creating, leading and maintaining high performance teams—and in particular, project groups that have clearly defined goals and deliverables. Students will learn to structure and organize high performance teams, develop and practice team interventions, and use teams effectively in organizational contexts. 4 cr.
Prerequisite: SMG OB 221. Examines the many dimensions of managing people in the global organization. Topics include understanding and valuing cultural differences, cross-cultural communication, managing cross-cultural teams, and career management in global organizations. 4 cr.
Prerequisite: SMG OB 221. Focuses on the problems and possibilities of effective negotiations, conflict management, and power and influence at work and in other settings. Emphasizes developing both intellectual knowledge of approaches to negotiation, conflict and organizational influences and practical skills in applying that knowledge to various situations. 4 cr.
Prerequisites:SMG AC 222 and SMG OB 221. A well-managed social enterprise can translate idealism into action. It can help create a world that is more sustainable, more compassionate, and more just. This course will explore the distinctive aspects of launching, leading, and growing an enterprise -- nonprofit or for-profit -- whose primary goal is social impact. We will study mission, strategy, cause marketing, social entrepreneurship, and scaling. We will learn that success for social enterprise is driven less by a compelling story or a charismatic advocate than by diligent management and insightful leadership. The course will use a variety of lively in-class learning activities and assignments, including debates, role plays, case studies, site visits, and guest experts. All students will conduct a research project on a social enterprise of their choice, culminating in a paper and presentation. 4 cr.
Prerequisite: SMG OB 221. Required for Organizational Behavior concentrators. Explores the nature of leadership in theory and practice. Emphasizes the perspective that leaders are needed at all levels in organizations. In addition to studying leaders, this course uses self-assessment as an initial step in creating a plan for personal leadership development. Students practice leadership by designing and executing a team community service project. 4 cr.
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Quantitative Methods

Prerequisite: SM121/SM122, or SM299, or FE101, IS223, SM131 and SM151; AC221; AC222; OB221; SM221; SM222; component of SMG SM 323, The Cross Functional Core. Teaches quantitative methods and modeling techniques that will improve the student’s ability to make informed decisions in an uncertain world. The two major modules of the course are models for optimal decision-making and decision-making under uncertainty. The first module focuses on methods and predictive models for decision-making; how optimization models are used to identify the best choice; and how choices change in response to changes in the model’s parameters (sensitivity analysis). The second module covers the measurement and management of risk and Monte Carlo simulation. Throughout the semester, we will perform hands-on analysis that will improve Excel modeling skills; discuss the ethical use of data analytics; and learn to recognize pitfalls and biases in quantitative decision-making. 4 cr. This course will be offered beginning in Spring 2015
Prerequisite: SMG FE 323, SMG IS 323, SMG MK 323 and SMG OM 323. Improves students’ ability to think logically about and to structure complex managerial problems; and to develop Excel-based spreadsheet models that can be used to significantly improve managerial decision-making. The course is taught almost entirely by example, using problems from the main functional areas of business: Finance, Operations, and Marketing. Students learn about the two main types of modeling approaches: optimization models which can help find the “best” solution, and simulation models which allow explicit consideration of risk trade-offs associated with alternatives. 4 cr.
Prerequisite: SM121/122, or SM299, or SM131; CAS MA121 or MA123 previous or concurrent. Exposes students to the fundamentals of probability, decision analysis, and statistics, and their application to business. Topics include probability, decision analysis, distributions, sampling, estimation, hypothesis testing, and chi-square. Please note: Students may not receive credit for both SMG SM 221 and CAS EC 305. 4 cr.
Prerequisite: Sophomore standing; SM221; CAS EC101. Examines the use of economic and statistical tools for making business decisions. Topics include optimization (including linear programming), multiple regression, demand modeling, cost modeling, industry analysis (including models of perfect competition, monopoly, and oligopoly), and game theory. The course emphasizes modeling with spreadsheets. 4 cr.
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Strategy & Innovation

Prerequisite: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323, senior standing. Provides students with a powerful set of tools which will prepare them to analyze, formulate, and implement business firm strategy with the aim of attaining sustainable competitive advantage. Adopts the perspective of the general manager, challenging student knowledge in each functional area in the effort to create integrative strategies that serve the needs of shareholders, as well as other stakeholders inside and outside the company. The course includes conceptual readings, which elucidate the fundamental concepts and frameworks of strategic management, as well as case analyses, which enable students to apply their knowledge to real-world situations and managerial decisions. The course culminates with a final project, which requires student teams to perform a complete strategic analysis on a public company, considering its industry environment and dynamics, its strategic positioning and internal resources, and proposing a course of action for the firm to respond to its strategic challenges. 4 cr.
Pre-reqs: SMG SM131 or SM121/122 or SM299; CAS GE150; ENG EK225. Required course for the Undergraduate Minor in Sustainable Energy. Serves as the capstone project providing students with a multidisciplinary experience that applies ALL three disciplines on the Undergraduate Minor in Sustainable Energy, i.e. Business, Environmental Sciences and Engineering. The practicum is offered in conjunction with a “sponsoring company” to provide students with a hands-on experience with a real-world sustainable energy project. 4 cr.
Offered in Los Angeles (Prerequisite for BU Students: SMG FE 323, SMG MK 323, SMG IS 323 or SMG OM 323.) (Prerequisite for Non-Boston University Students: Introduction to Finance, Introduction to Marketing, Introduction to Information Systems or Introduction to Operations Technology Management.) (Offered in Los Angeles) Surveys the application of management concepts and principles to the film, television, video, new media and music industry. This course examines administration and finance, development, production, and distribution, and introduces students to the organizations and people (such as studios, independent production companies, talent managers, and agents) who manage, invest, and eventually profit in this creative industry. Much of the class time is spent in discussion of current entertainment industry trends. Students gain the skills to achieve their own entertainment goals. 4 cr.
(Offered in Los Angeles) Using case studies and business models, students examine the manner in which critical players interact and attempt to work together in behalf of clients in an effort to make their "professional dreams" come to fruition. Participants will gain an understanding of the different areas of talent representation, how each one functions in the scope of a talent's career and what the responsibilities are for each position in each area of representation. Participants will also gain a clear view of what the business of Entertainment Representation has to offer as a chosen career. 4 cr. 4 cr.
Prerequisite: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323 and SMG SI444 or permission of the instructor. Focuses on sales strategy and execution, critical factors in building a successful business. The entrepreneur, having successfully created a novel offering, must create and keep a customer. This course provides students with effective sales skills to create traction with customers and maximize revenue growth. In addition, students learn new frameworks to evaluate the various market channels, trade-offs in strategic partnerships, and approaches to managing a field sales force. The course also addresses identifying early adopters, pricing strategies, and the selling process. Students engage in a field project assisting an entrepreneur with the go-to-market strategy. 4 cr.
Prerequisite: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323, and senior standing. Addresses the specifics of planning a business startup or expanding and altering an existing small business, including the feasibility of ideas, market definition, management, and operations and financing requirements. This is a hands-on, experiential learning course requiring integration of previous coursework into a coherent, realistic business plan. Helps students assess and develop their own particular idea and to consider the appropriateness for them of entrepreneurship as a career choice. 4 cr.
Prerequisite: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323. Designed to help students understand the intricacies of running a small company. The course addresses the major problem areas in smaller companies, including valuation, negotiation, deal structure, personnel and compensation, and marketing and financing. Exposes students to a wide range of business activities, emphasizing significant differences between large and small enterprises. The course uses a competitive computer simulation to provide students with the opportunity to “run” their own business. 4 cr.
Prerequisite: SMG FE323, SMG IS323, SMG MK323, and SMG OM323; or SMG SI480. This course examines how managers and leaders can create the conditions for innovation at the individual, team and organizational levels – and how those conditions differ for startup and mature organizations. Managing innovation includes the generation of ideas; the integration of those ideas into new product concepts; and the commercialization of those ideas. While core strategy courses address the questions of what innovations to pursue and whether and when those innovations will bring value, this course addresses the question of how managers can create organizations to deliver sustainable innovations of value. 4 cr.
Prerequisites: SMG SI 422 previous or concurrent. This course focuses on understanding the impact of regulations, customer preferences, and changing industry dynamics that increase the pressure for environmental sustainability in order to evaluate and craft recommendations for firm strategy. This course also helps prepare managers to better understand how to engage these issues with stakeholders, including investors, regulators, and nongovernmental organizations, as well as customers and suppliers. 4 cr.
Prerequisite: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323. This class builds upon the core course in strategic management by considering the special strategic implications of competing in high-technology environments. The course examines winner-take-all industries in which firms compete fiercely to have their product chosen as the dominant standard, and industries where success is determined not only by a product’s features and price, but also by the availability of complementary products and well-chosen alliances. 4 cr.
Prerequisites: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323. Real estate development is a process rather than a product. Too often, assumptions about occupancy, market absorption, rental income growth, valuation and competition are based on guesswork and interest in specific product types. The course reviews the underlying demographic market data that drives demand; utilizing data such as population and job growth, market and marketability analysis. The focus then shifts to site selection and feasibility analysis, the available methods of gaining site control and the process of assembling the professional team. Later, the course reviews the regulatory control process, along with budgeting and contract award and review of the construction control processes. The course is introductory in nature and assumes students have little or no knowledge about the development process. 4 cr.
Prerequisite: SMG FE 323, SMG IS 323, SMG MK 323, SMG OM 323. Designed for students who may at some point be interested in pursuing managerial careers in the international entrepreneurial sector, and covers the development of skills to identify, evaluate, start, and manage ventures that are international in scope. Over the course of the semester, the class “travels” to more than fifteen countries on five continents, and analyze operations at each stage of the entrepreneurial process. The course covers market entry, forming alliances, negotiations, managing growth, and cross-border financing. Support from local governments, and the cultural, ethical, legal, and human resource issues facing the entrepreneur is also covered. 4 cr.
Prerequisite: Junior standing. Open only to seniors and juniors in the College of Engineering. SMG students cannot take this course for degree credit. Provides an introduction to entrepreneurship and business for the engineer. Topics include finding business ideas; recognizing good from bad; understanding the importance of business model; turning technology into a business, including what to sell and how to sell it; the role of engineering within a business; business financial statements; and startups and venture capital, including starting a company or joining a startup. 4 cr.
Prerequisite: SMG FE 323; SMG IS 323; SMG MK 323; SMG OM 323; or SMG SI 480. Serves SMG students concentrating in entrepreneurship or who are interested in high-technology sectors, and ENG students who have taken SMG SI480. This course covers technology life-cycles, co-evolution of industries and technologies, strategies for commercialization of new technologies (appropriability, acquiring complementary assets and capabilities, managing technical teams, and impact of regulatory and other environmental factors on commercialization). Special emphasis is placed on joint learning and teamwork by students across ENG and SMG. 4 cr.

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