Nov - 25 - 2017

Class History

While education is no substitute for the experience of starting, owning, and managing a business, it is critical in assembling a repertoire of tools and techniques by which business problems can be conceptualized, analyzed, managed and solved. Since I sought my business degree after years of technical management and consulting I was able to place the tools and information in a context that would be unavailable to someone without the direct experience. I find my education coupled with my experience provides a powerful synergy that assists me in addressing business issues.

Selected Courses Grouped by degree & subject

Note: This is not a comprehensive list of the classes that I have attended. These classes were selected based on their applicability to my degrees and majors. 


 

Master of Business Administration (MBA)

Conferred August, 2011

Description from the OU Catalog:

The Full-Time MBA is Ohio University's residential M.B.A. program - an innovative and intense learning experience that can be completed in 13 months.

Through participation in work teams, you'll learn to research and solve authentic business problems. You'll be involved in crafting solutions for a range of actual businesses, guided and mentored by faculty and business people.  Your classroom experience is strengthened by the application of knowledge to issues facing operating businesses.  The integration of content-driven learning with real world application ensures you'll gain a thorough understanding of business practices and the tools necessary for personal and professional success.

 Class

 Description

Summer Orientation

(Summer Quarter)

Course work in accounting, economics, statistics and marketing

Instructors: Ken Cutright, David Kirch, Chris Moberg, Catherine Penrod, William Shambora

Once called "Business Boot Camp," this set of classes, 18 credit hours, functions to bring students to a common understanding of financial accounting principles, basic descriptive and inferential statistics, marketing concepts, supply chain management, micro and macro economics, and professional communication standards. This is a fast-paced, intense, and demanding process with multiple projects, a great deal of writing and analysis, and a lot of detailed work. For students such as myself, with a background in these topics, the quarter was only demanding. For some of the other MBA students, without an undergraduate degree in business, it was a Marathon. I am inspired by the work ethic and intelligence of the entire class. I now know what sets MBAs apart as a special type of business professional.

MBA 601 – Core I

(Fall Quarter)

Course work in Accounting, Marketing, Management, Finance,
Org. Behavior

Consulting work in the Appalachian Regional Entrepreneurship Group (AREG) section of the George Voinovich School of Leadership and Public Affairs (GVS)

Instructors: Khurrum Bhutta, Dawn Deeter-Schmelz, David Kirch, William Lamb, Jason Stoner, John Stowe, Kevin Aspegren, Bethany George

Continuing with the intense educational experience that started in the summer, this set of classes, 18 credit hours, brings education in corporate financial management, managerial accounting, value-chain concepts, market planning and strategy, and managerial considerations in organizational behavior. I was surprised that this quarter has been more intense than the summer "boot camp," and has proven challenging for everyone, even those of us with a business background.

At the half-way point in this quarter we started project work with Kevin Aspegren in preparation for our consulting experience at The Voinovich School of Leadership and Public Affairs (GVS). We will be working in a consulting capacity with regional businesses and entrepreneurs through The Appalachian Regional Entrepreneurship Group (AREG).

For our early clients, we start work under the direct supervision of the professional consultants at the AREG. As we demonstrate skills and become more versed in the AREG process we are given more autonomy to work with our clients while the professional consultants monitor our work and work products.

The GVS, its impact on the community, and the experiences to be gained there, are the reasons that, five years ago, I came to Ohio University.

 

MBA 602 – Core II

(Winter Quarter)

Course work in Corporate Financial Management, Operations, Strategic Management, Management Information Systems (MIS)

Continued consulting work in the AREG

Instructors: Khurrum Bhutta,  William Lamb, Greg Waller, Faizul Huq, Vic Matta, Kevin Aspegren, Bethany George, Paul Kinghorn

In the academic curriculum we have moved beyond basics and into more advanced topics. In Finance, for example, we are working with more complicated valuation problems, weighted average cost of capital (WACC) calculations, Cash Conversion Cycles, Capital Budgeting, and cash management. Operations focuses on process, inventory management, operational diagnostics, the "Theory of Constraints," and the application of statistical methods to inventory management and process controls.

All of these classes use a case-based educational methodology. It is rare to receive a "problem." In most cases, it is up to us to read the case, apply all of our tools, (management, marketing, financial analysis, operational analysis, and organizational behavior) to identify the issues presented by the case material, and then prioritize the problems and propose solutions. The only "clue" is that in a case presented in finance class, we should probably be focused on financial problems. That does not mean that we can fail to identify the other problems, but that most of our analysis should focus on the subject at hand.

There are significant inter-relationships between the classes. For example, the use of the Cash Conversion Cycle (Finance) to identify inventory management problems, and then the application of operational concepts to improve (reduce) inventory levels. Additionally, all of the elements of the academic curriculum are being applied to assist our clients at the GVS.

In the GVS curriculum, we are continuing to meet the clients we started with in the fall, but we have also begun the process of managing multiple projects through the introduction of new clients and teams. All of these projects tend to be in different stages of the consulting process. This multi-team/multi-client/multi-stage environment places significant demands our time, and our organizational skills.

Despite the increased demands from the GVS, our course work is not significantly reduced. Success depends not only on learning the course work, but careful time management among conflicting priorities as well. Overall, this is a continuously stressful environment. In January, we will also begin the planning and preparation process for our Joint Student Consulting Project (JSCP) in Wuhan, China. We are going to have to pick up enough Mandarin to get around the city and work with our in-country clients.

 

MBA 603 – Core III

(Spring Quarter)

 

Course work in Entrepreneurial Finance, Supply Chain Management, Corporate Strategy, Ethics.

Continued consulting work in the AREG

Instructors: Khurrum Bhutta,  William Lamb, John Stowe, Rosada Feger, Kevin Aspegren, Bethany George, Paul Kinghorn, Catherine Axinn, Dinesh Iyer

Academically, this quarter is the culmination of the master's level business curriculum. The work in entrepreneurial finance focuses on business lifecycle from development through maturity and harvesting with emphasis on term structure, deal points, and managing equity valuation and stock issuance through multiple capital rounds.

Corporate strategy focuses on various levels of corporate and operational relatedness with emphasis on matching H, U, and M-Form structures with appropriate levels of horizontal and vertical integration, economies of scale and scope, and matching incentive structures and control systems with competitive strategies.

Supply Chain Management focuses on various systemic drivers within the supply chain and strategies for developing those drivers into competitive advantages at both the business and corporate levels.

The ethics module focuses on cases in applied ethical analysis examining various systems of ethical thought and their application to complex business cases. This module was more practical than academic, and focused on historical real-world issues.

Our GVS involvement has moved from closely-supervised to independent consulting operations with inter-team consultation, and reviews by our project managers. At this point our class and the GVS are working as a professional consulting firm with peer reviews and briefings, partner oversight, and a focus on adding value to the client over academic "form." I believe that the GVS's contribution to the southeastern Ohio region is significant and important. We have helped many businesses improve their operational efficiency, focus their business strategy, achieve additional financing and, in a few cases, prevented mistakes that would have damaged the business. It has been an honor to work with this fine organization and to be a part of its mission.

MBA Joint Student Consulting Project

(Summer Quarter) 

As the final part of the OU Integrated MBA, students are required to engage in an international consulting project. This year we are going to Wuhan, Hubei Provence, in the People's Republic of China.

Faculty: Khurrum Bhutta, Hao Lou, Henry Heilbrunn

My group will be working with Wuhan Iron and Steel Company (WISCO). As part of the preparation for the trip we were assigned to complete a pre-trip report covering the PRC, some dominant industries,  and the steel industry in China.

Here is my report: Pre-trip Report. While I was in China I kept a travel log covering the entire experience. You can read it here.

 


 

Bachelor of Business Administration (BBA)

Majors: Management and Strategic Leadership, Finance, and Marketing

Conferred June, 2010

Graduation Honors: Summa cum laude

Class

Description

Major: Management and Strategic Leadership

Description from the OU Catalog:

Today’s dynamic and highly competitive businesses require energetic and capable leaders who can add value and create high performance at all levels of enterprise responsibility. The major in Management and Strategic Leadership is designed to create the foundations of knowledge and personal capability requisite to lifelong professional learning and career-long success in business leadership.

Success in strategic business leadership requires a broad base of conceptual knowledge, personal skills, and competencies. The required courses ensure a variety of rich developmental experiences that can include community service learning, individual leadership and emotional intelligence assessments, case analyses, research projects, team-based active learning projects, and guest speakers, in addition to traditional classroom lectures and discussions. The major places a strong emphasis on written and oral communications skills, teamwork, and personal initiative.

MGT 240 - Intro to Management and Organization

Provides an introductory coverage of topics in management. The course offers an early focus on teamwork and group dynamics to assist students when they take the integrated cluster. The course also includes specific assignments designed to enhance COB majors' Electronic Student Portfolios.

Instructor: Justin Davis

This class provided me with a theoretical foundation for management thought by tracing the history of management theory, and analyzing the strengths and weaknesses of various systems. The focus on group dynamics and needs theory was especially helpful in developing ethical and effective management techniques.

MGT 340 - Organizational Behavior

Examines the behavior of individuals and groups in organizations. Focus on high performance and satisfaction in the modern workplace, and in context of cultural diversity, globalization, ethical behavior, and social responsibility. Designed to enhance career readiness in management and team leadership.

Instructor: Amy Taylor-Bianco

Focusing on the application of organizational behavior theory to business problems, Dr. Taylor provided a series of problem-based analysis assignments. In continuing the OU COB focus on team work and group dynamics, several of the larger assignments were group assignments that required project planning and group accountability.

MGT 350 - Creativity and Innovation Management

Examination of the role of creativity and innovation in business with a particular focus on the management of the innovation process. Students will explore personal creativity, management practices that enhance or suppress creativity, the relationship between creativity and innovation, and the process of innovation in a business setting.

Instructor: Garth Coombs

This class focuses on the role of the corporate environment (corporate context) with relation to innovation and creativity. In particular, the focus was on creating a work environment where creativity and innovation can take place. We studied brainstorming and other best practices at IDEO, as documented by IDEO CEO Tom Kelly in his excellent book The Art of Innovation.

Additionally, we were assigned a group project that actually requires an act of innovation. In this assignment we were tasked with learning to work in SecondLife®, and then developing a business idea that would be profitable in SecondLife. Once the idea was chosen, we developed a business plan, revenue projections, and a pitch to seek capital funding. The pitch for funding was made to Dr. Coombs, and had to be presented in SecondLife. Developing a business plan for an idea that could make money in a virtual world, and then doing the presentation in the virtual world was an excellent way to not only teach the theory of innovation management, but to let the students experience the art of innovation first hand.

If you are interested in the business plan, authored by me and the rest of my work group, you can see it here.

This is a snapshot of our group doing the presentation in SecondLife (I'm the one on the left).

 

MGT 480 - Managing Transformations and Organizational Change

Examines theories, concepts, and applications relating to change leadership in the modern workplace. Focus on internal processes of organizational transformation, change, and development. Designed to improve leadership potential through understanding change models and strategies, resistance to change and change leadership roles in the context of a dynamic, uncertain, and ever-changing external environment.
Prerequisites: MGT 340

Instructor: Amy Taylor-Bianco

This was one of the most important classes in my education. Businesses must adapt to changing market conditions, customer preferences, financial situations, and a host of other forces. Even the natural growth of an organization from start up through maturity requires constant changes in the structure, the reporting hierarchy, and mission and vision. All of these changes can be difficult for the management and frightening to the employees. Ultimately all management must be rooted in change management and organizational development. This class focused on developing the skills to manage change effectively while maintaining employee morale and confidence.

The final project for this class was to manage the merger of two hospital emergency rooms through the use of the ExperiencePoint Healthcare simulation.

MGT 490 - Strategic Business Leadership

Examination of the leadership theories in the context of the strategic business challenges of increased global competition, advances in technology, and the importance of intellectual capital. The focus is on the executive ability to make strategic choices that generate superior performance within and by organizations.

Instructor: Patrick Kreiser

This is one of the capstone courses in the Management and Strategic Leadership major. As such, the material in this course is conceptual as opposed to technical, and the overall focus of the course involves taking the many topics covered in the major and synthesizing them into a well developed view of leadership in general, as well as focusing on your personal leadership style. Authors covered included Sun Tzu, Russoe, Niccolò Machiavelli, Peter Drucker, Confucius, Adam Smith, and many others.

The final team project was to examine a leadership topic of our choice using the materials discussed in the class. For our project we developed 'Leadership Lessons of Leonidas.'

MGT 491 - Seminar

Selected topics of current interest in management and organizational behavior area.

Instructor: John Kiger

This class was part of my "Global Competitiveness Program" at NOEA in Aalborg, Denmark. This component involved ongoing project management, professional client communication, and team participation.

 

Major: Finance

Description from the OU Catalog:

The Department of Finance offers courses in business financial management (both national and international), banking and financial institutions, investments and security markets, real estate finance, and risk and insurance.

Students graduating with a major in finance usually find positions in banking, insurance, investments, corporate finance, or government. They typically start as analysts, management trainees, strategists, budgeting officers, or planners.

FIN 325 - Foundations of Finance

Role of financial management in business enterprise; financial analysis; planning needs for short-term and long-term funds; planning for profits; capital budgeting; internal management of working capital and income; raising funds to finance growth of business enterprises.

Instructor: Scott Wright

This is the introductory finance course. This is also the course that made it clear to me that I needed to include finance among my major areas of study. This class provides the broad understanding of finance that all business majors must have. The description above covers the major's areas of focus. Dr. Wright also provided assignments requiring us to learn techniques needed to apply Microsoft Excel to various finance problems. Throughout the course we developed and managed a mixed-asset portfolio for a class competition rewarding the top three slots. Top prizes were +3, +2, and +1 % on your grade. I did not place.

FIN 327 - Financial Markets and Institutions

Flow of funds and interest-price movements in money and capital markets. Supply of loanable funds and demand for funds in mortgage loan market, consumer credit market, corporate securities markets, and markets for government securities and municipal obligations. Consideration of effects on financial markets of Federal Reserve and Treasury policies.

Instructor: Andrew Fodor

This class focuses on everything covered in the description, but more importantly, it required the synthesis of Financial and Economic theory. Taking this class during the economic upheavals of late 2008 and early 2009 made the class especially interesting. After taking this class I find myself examining the evening news with respect to how events affect economic conditions and financial markets.

FIN 341 - Investments

Principles in determination of investment media for individual and institutional portfolios. Sources of investment information, analysis of financial statements, investment risks and yields. Securities markets and their behavior.

Instructor: Natalie Chieffe

This class focused on investment basics like asset allocation theory, Markowitz Efficient Frontier, the statistical basis for diversification theory, the SML and CAPM, as well as basic equity valuation models such as the Gordon Growth Model. Class work focused on developing a diversified portfolio with positions in equity, fixed income, and money market funds, as well as a few individual equities. The ongoing project involved tracking the portfolio, calculating portfolio ß and other metrics, and differentiating between market and unique risks.

FIN 442 - Security Analysis

Equity security analysis using various quantitative and qualitative methods.

Instructor: Natalie Chieffe

While entitled "Security" analysis, this class focused on equity asset valuation based on various financial models. These models included Dividend Discount, Free Cash Flow (to the firm and to equity), Price Multiples (both intrinsic and relative valuations), and Residual Income models. The assignments focused on inferring market expectations based on current share price and evaluating those expectations in light of industry and company events and history.

Taking an equity valuation course in early 2009 was very interesting. During this time I read several articles in the Wall Street Journal quoting CEOs of large companies declining to provide earnings guidance because they could not reliably forecast their own earnings. If the CEO cannot forecast earnings then it is extremely difficult for an analyst to project future cash flows!

As part of the course we had to select several different companies, perform our projections and infer market expectations. One of the companies I selected, Smurfit-Stone Container Corp. (SSCC), went bankrupt, while another, General Motors (GM) became somewhat difficult to analyze due to looming bankruptcy and congressional interference.

If you are interested in my final project it is available here.

The text for this course was Equity Asset Valuation, by John D. Stowe, Thomas R. Robinson, Jerald E. Pinto, and Dennis W. McLeavey, all of the CFA institute. Coincidentally, the primary author (John Stowe) is the department chair in the OU department of finance. Mr. Stowe taught one of our class sessions. It was nice to have the person who wrote the book on equity valuation teach about the real-life application of these methods.

FIN 452 - Small Business Finance

Application of basic financial management techniques to small business environment (100 or fewer employees). Problems faced by persons who start small businesses and recommendations for alternative solutions to most commonly discovered problems. Microview, nuts-and-bolts approach used throughout course, but consistent with broad macro-overview set of company objectives.

Instructor: John D. Stowe

This was an excellent class focusing on the interaction between entrepreneurs and Business Angels and Venture Capitalists. Much of the work was based on structuring the initial deal and ownership to allow for appropriate ownership division at harvest. The class was structured around the legal, financial, and management issues at each point in the life-cycle of a firm as it grows from development through maturity and harvest.   

FIN 461 - Financial Management and Policy

Case study of financial management in business enterprises. Planning current and long-run financial needs, profit planning, allocation of funds, raising funds, dividend policies, expansion and combination, recapitalization and reorganization.

Instructor: Vinod Venkiteshwaran

Financial Management and Policy is exactly what the name implies. This course is about corporate financial policy with emphasis on shareholder value, project and firm valuation, and capital structure analysis with special emphasis on the appropriate levels of operating and financial leverage. This is a very hands-on course using actual historical business cases and financial information to develop a deep understanding of the implications of various financial management decisions. 

An example of a typical case analysis is available here.

FIN 465 - Mathematical Analysis of Financial Decisions

Application of quantitative methods to financial management, with special emphasis on systems approach to evaluating proposed financial decisions.

 Instructor: Miroslava Straska

This class focuses on developing mathematical models of various financial decisions from option strategies through firm valuation. The class is a mixture of advanced Excel techniques and mathematical modeling techniques ranging from sensitivity analysis to matrix Calculus solutions to the multiple asset portfolio optimization problem. When you are finished with this class you can drive excel like a master, and you can develop mathematical models of complex financial decisions. These models allow you to make better decisions and reduce decision risks.

The following link is a typical project modeling a company's debt ratio against various sales growth assumptions and dividend policies.  Project.

 

Major: Marketing

Description from the OU Catalog:

Marketing is the lifeline of any firm; it connects the organization with its customers. The marketing major prepares students for a variety of career opportunities in sales, product management, marketing research, retailing, advertising, business-to-business marketing, international marketing, or other aspects of the profession.

Students who major in marketing must complete at least 25 credit hours of upper-division courses in consumer behavior, business-to-business marketing, distribution management, services marketing, international marketing, and promotions management. All marketing majors are required to take professional selling techniques, marketing research, consumer behavior, and marketing strategy. The curriculum is revised frequently to keep pace with the changing business world.

MKT 202 - Marketing Principles

This course provides a broad understanding of marketing activities, decisions, and terms with an emphasis on the practices and problems of marketing managers and the analysis of the marketing environment.

Instructor: Jane Sojka

The Marketing Principles class provides a broad picture of all aspects of the field of Marketing. Starting from basics such as Positioning and developing into external and internal analysis, brand development, line extension and other basic topics of the marketing profession. This class explores many of the components the marketing concept.

MKT 358 - Professional Selling Techniques

This course combines personal selling theory with actual practice. Students learn skills needed for successful careers in sales and marketing.

Instructor: Jane Sojka

This is a professional selling class with particular emphasis on B2B sales techniques. Particular attention was paid to the SPIN technique, as well as relationship development, adaptive selling techniques, and personality-type reading and appropriate communication strategies. Exams in the class were minimized in preference to role playing in professional sales call and sales presentation techniques.

MKT 379 - Marketing Research

This course provides an introduction to the field of marketing research for effective decision-making. Students will learn techniques involved in collection, tabulation, and analysis of marketing information.

Instructor: Chris Moberg

This class requires the student to work with actual local business clients in the design, implementation, and statistical analysis of market research. We designed and implemented focus groups, depth interviews, and surveys. The focus was on bringing qualitative and quantitative methods together to deliver a causal analysis of market forces. Statistical analysis was performed using SPSS.

MKT 425 - Business to Business Marketing

This course introduces the field of business-to-business (B2B) marketing. The course answers the questions: What is business marketing? In what markets does it occur? Topics include: Organizational buyer behavior, methods of assessing business market opportunities, and business marketing strategies.

Instructor: Yong Wang

Since most business is B2B, and most marketing majors start their career in the B2B arena, this course is critical to the success of all marketing graduates. This course focused on studies from the textbook with supplemental reading from current journals as well as critical case analysis. 

MKT 444 - Consumer Behavior

This course illustrates the practical importance of understanding consumers' knowledge and attitudes, incorporating various approaches for assessing such knowledge and attitudes. It identifies major factors that influence how consumers process and learn marketing information and considers various techniques marketers can use to influence consumer attitudes and behavior.

Instructor: Maryam Ghaffari

In consumer behavior we study the concept that people do not always buy a product for the things it does for them. Instead, consumers sometimes buy a product because of what it says about them. Why buy a Rolex when a cheap Casio will also provide accurate time? Because when others see the Rolex, they know something about you, your financial status, the things you value, and the importance of style in your life. Understanding consumer behavior is at the core of the marketing concept.

MKT 450 - Management of Promotion

This course integrates communication theory, concepts and research with in-depth treatment of the following elements of the promotional mix: advertising, sales promotions, public relations, and point-of-purchase communications.

Instructor: Elizabeth Blair

In this class we study the promotion component of the marketing process with special emphasis on Integrated Marketing Communication (IMC) campaigns. The final project was to develop an IMC campaign for a local business. This was a team project. For our project we chose a local business providing professional resume services. The company's name was Resume Impressions.

Here is our final project.

MKT 463 - Marketing Strategy

This capstone course focuses on the integration of marketing knowledge accumulated as a marketing major. It includes situation analysis and development of strategic marketing plans. Consideration is given to the complex dynamic environment in which all marketing activities take place.

Instructor: Yong Wang

This capstone marketing class integrates all aspects of marketing to provide a breadth  to the already great depth of knowledge gained in the previous marketing classes. We worked with a green-solutions strategy consulting firm based in China.

 

Advertising

JOUR 250 - Advertising Principles

Introduction to the major theories and techniques used in advertising.

Instructor: Hong Cheng

This class focused on media purchasing, advertising design relative to Maslow's hierarchy of needs, and visual rhetoric. Advertising efficiency, scheduling, and mixed media were also studied. This class takes the perspective of an advertising purchaser as opposed to a creative.

 

Operations Management

OPN 310 - Production / Operations Management

More than any other function, operations provides an organization with the capability to compete successfully in the global marketplace. With proper operations management, the firm can provide a product or service of higher quality in less time and at less cost than the competition. Emphasis on conceptual understanding of the operations function and includes the following topics: product/process selection and design, facility location and layout, capacity, material and inventory management, quality, etc.

Instructor: Kathryn Marley

This class continued some of the thoughts that started in QBA 201. In particular, this class focused on the ideas of the Toyota Production System, the Theory of Constraints (Goldratt & Cox), and the application of statistical methods to quality control (control charts) and inventory management. One of the team projects involved going to a local business, in our case a restaurant, making observations and timing operations, and then providing a report recommending process changes to improve efficiency and reduce customer waiting times.

 

Business Administration

BA 340 - Integrated Business Cluster

An expanded version of BA 240 which is used only on the regional campuses. It also focuses on addressing integrated business problems in the context of cross-functional cluster projects. These projects will integrate on prior learning in marketing, management, information systems, and communication. Students will acquire basic business research skills, use analytical and problem-solving skills to approach cross-functional business problems, learn concepts related to managing effective teams, and acquire practical skills related to communication, networking, and ethical decision making.

Instructor of record: Mary Finney
Instructor for my section: William Lamb

This is one of the classes that makes the Ohio University College of Business unique. Real clients and real-world problems. We worked with a local non-profit analyzing the creation of a thrift store.  Since this was a real client we are covered by NDA, however the topics covered in our analysis included:

  • Market Sizing and segmentation strategy
  • Financial projection and what-if analysis
  • Store layout and retail-display design
  • Inventory management strategy and infrastructure specification
  • Advertising and promotion planning

BA 470 - Business Strategy

 Enables students to view organizations as integrated systems and apply key concepts from other business disciplines to complex business situations. Students will apply a holistic perspective of business and the global environment in which business operates, analyze complex, dynamic business situations and identify critical business issues that must be addressed, analyze an industry and forecast likely events in an industry's future, analyze a firm and identify its important competencies and weaknesses, and identify aceptable alternative strategies for a firm in its pursuit of competitive advantage.

Instructor:  Patrick Kreiser

This was an excellent class focusing on industry and business analysis with an intense focus on analyzing the performance of the current business strategy relative to the industry and competitors, and identifying required changes to enhance business performance. This is a capstone class that brings together management, finance, marketing, and all aspects of business thought. Special emphasis is placed on Porter's Five Forces analysis as well as generic strategy groupings.

This is a link to my analysis of the PC industry.

BA 491 - Seminar in Business Administration

Instructor: Scott Wright

This class was part of my "Global Competitiveness Program" at NOEA, in Aalborg, Denmark. This component focused on client communication, project planning and report preparation.

BA 498 - Internship

Instructor: William Lamb

This class was part of my "Global Competitiveness Program" at NOEA in Aalborg, Denmark. This component focused on gathering appropriate research and applying it to our client's needs. We had several on-site visits with our client to discuss the goals and objectives of the project. This defined the research scope and relevant data sets.

 

Accounting

ACCT 101 - Financial Accounting

Introduction to the accounting process and external financial reporting. Introduction to compound interest concepts.

Instructor: Susanne Freeland

This is the basic financial accounting class. Special attention is focused on creating standard financial statements from blank sheets of paper. This class does not use any computer resources. We worked with T-accounts and rulers. Setting down with blank sheets of paper and making GAAP-compliant financial statements such as balance sheets, statements of cash flows, income statements, and statements of owners equity is a great way to learn your way around basic accounting principles.

ACCT 102 - Managerial Accounting

Uses of accounting information for making managerial decisions. Study of cost behavior, overhead costs allocation, basic cost accumulation systems, elementary capital budgeting, master and flexible budgets, and cost control.

Instructor: Christine Kirch

Extending ACCT 101, this class focused on managerial accounting procedures such as cost accounting, cost allocation, contribution-margin income statements and other decision-support statements used in the management of a business. ACCT-101 and -102 provided the fundamental knowledge on which the financial major is based. When you arrive in a finance class you are expected to be able to read financial statements without question or hesitation.

 

Economics

ECON 103 - Principles of Microeconomics

Basic theory and economic analysis of prices, markets, production, wages, interest, rent, and profits. Analysis of how the capitalistic system determines what, how, and for whom to produce.

Instructor: Charlene Kalenkoski

Focusing on basic economic theory such as supply and demand, elasticity, specialization, and business structure, this class provides the basic economic theory needed to operate in the business world.

ECON 104 - Principles of Macroeconomics

Basic theory of national income analysis. Causes of unemployment and inflation. Monetary and fiscal policies of the federal government.

Instructor: Tony Caporale

Building on ECON 103, 104 focuses on topics such as the long and short-term Phillip's curves, monetary policy, international economics, and of course the Fisher equation.

ECON 305 - Managerial Economics

Analysis of decision-making in enterprise; market environment; measurement of influence of policy and nonpolicy variables on sales and costs; sales, cost, and profit forecasting; and empirical studies of market structure and pricing. Includes regression analysis.

Instructor: Rosemary Rossiter

An excellent class focusing on various elasticities, pricing and bundling strategies, and markup rules within the context of perfectly competitive markets, monopolistic markets, monopolistic competition, and oligopolies. The oligopolies section was particularly interesting because Dr. Rossiter taught the section using applied game theoretic modeling. The other market types were analyzed through differential calculus.

 

Management Information Systems

MIS 201B - Intro to Information Analysis and Design

This course introduces students to the systems development life cycle in the contest of preparing effective information designs to help solve business problems. Students critically analyze business problems and develop high quality information designs that inform and support management decisions using personal computer software tools.

Instructor: Lauren Krewatch

This class provides students with advanced training in the use of Microsoft® Office products such as Word, PowerPoint, Excel and Access. We also covered basic Photoshop® processes.

This class emphasized the visual design of data graphs to provide maximum clarity without the concealment or distortion of information.

MIS 202 - Business Information Systems

Addresses issues that arise in dealing with management information as a business resource. As an introduction to the field of management information systems, topics covered deal with computer technologies, information development, and impact of information systems on business organizations at a variety of levels, from personal information systems to organization information architectures. Major attention is given to the implications of information systems for achieving competitive advantage.

Instructor: Hao Lou

This class builds on the skills developed in MIS 201B as well as adding training on web design tools such as Microsoft Web Developer and integration with Access. Additionally, this class provided training in the use of Management Information Systems, such as Business Intelligence Software and enhanced accounting systems, to provide decision support to executive management.

 

Communications

COMS 103 - Public Speaking

Principles of public speaking, practice in presenting informative and persuasive speeches with emphasis on communicative process.

Instructor: Yuxia Qian

Public speaking with emphasis on audience analysis, speech design and preparation, and presentation. For our final speech, having already worked through the research and preparation steps, we were allowed to focus only on presentation. This allowed us to present historical speeches instead of working through the research and development phases on which we had already been drilled. I presented Patrick Henry's "Give Me Liberty or Give Me Death" speech.

ENG 151 - Writing and Rhetoric I

Practice in composing and revising expository essays that are well organized, logically coherent, and effective for their purpose and audience. Topics from personal experience or nonfiction reading.

Instructor: Heather Stachler

This class focused on "reflexive writing." The primary activity in this class involved critical analysis and reaction to various articles, often selected for their controversial nature. This class focuses on idea analysis and expressing complex thoughts in clear and succinct language.

PRCM 150 - Professional Communication

Introduces the basic business communication principles and practices and sets the communication standards in preparation for real world workplace experiences. Business-related cases are utilized for research, writing, and speaking activities. Some attention is given to early preparation for internship research.

Instructor: Christine Yost

This course is a business writing course with emphasis on grammar, punctuation, and memo structure. Additionally, this course involved developing presentation skills with the usual on-the-hot-seat questions and other issues that force a student to develop presentation skills.

 

Pure Mathematics

MATH 113 - Algebra

Topics in algebra including functions, linear equations and systems, polynomials, rational and radical expressions, quadratic equations, exponential and logarithmic functions, and inequalities. Graphing calculators are employed.

Instructor: Benigno Parra

College algebra.

MATH 163A - Intro to Calculus I

Presents a survey of basic concepts of calculus. For students who want an introduction to calculus, but do not need the depth of 263A-B-C.

Instructor: Jane Els

This class focused on differentiation and its application to business problems.

MATH 250 - Intro to Probabilities and Statistics I

Organization of data, central tendency and dispersion, probability, concept of random variables, binomial and normal probability distributions.

Instructor: Premjit Singh

This statistics class focused on probability, normal, Poisson, and binomial distributions, as well as confidence intervals and T and Z tests. This class provides the basic knowledge needed for QBA-201 and MKT 379.

 

Applied Mathematics

QBA 201 - Intro to Business Statistics

Sampling plans, sampling distribution, decision analysis, estimation and hypothesis testing (one and two population tests), simple linear regression analysis, nonparametric statistical tests.

Instructor: Pamela Boger

The QBA stands for "Quantitative Business Analysis." This class builds on the statistical skills developed in MATH 250, and applies these statistical techniques to business problems. The emphasis in this class is on the use of statistics to make informed managerial decisions. These concepts were further developed in OPN-310.

 

Law and Ethics

PHIL 130 - Intro to Ethics

Discussion of classic and/or modern philosophical views of human values, ideals, and morality. Provides introductory survey of some main problems, concepts, and results of ethics including selected philosophers of past and present.

Instructor: Wendy Parker

This class focused on the majors areas of ethical thought including Utilitarianism, Kantian thought, and systems of Character Ethics such as those proposed by Plato. The focus included not only the major systems of thought, but the standard methods of forensic analysis and attack involved in the debate of these systems. Heated debates were not uncommon.

BUSL 255 - Law and Society

Conceptual approach to origin, nature, structure, functions, and procedures of law, with study of ethics and introduction to constitutional, administrative, criminal, tort, contractual, international, and environmental law, as well as business organizations.

Instructor: Laura Myers

This is the basic business law class covering the U.S. Constitution, agency agreements, and basic contract law, as well as elements of civil, criminal, and common law. Dr. Myers often assigned teams or individuals to play the part of prosecution or defense, and to argue the various points of the case. Heated debates were not uncommon.

PRCM 325J - Business Communication

Provides opportunities to practice and improve written and spoken communication skills, both individual and collaborative, which are appropriate for career success. Utilizes strategic managerial communication skills in analyzing business problems or situations and choosing the appropriate communication processes, products, or events to meet organizational needs.

Instructor: Laura Myers

While this was listed as a professional communication class, the Ohio University College of Business was in the process of transitioning this requirement into a business ethics class. As a result, it was listed as PRCM 325J but taught as the new BA 325J, described below:

Considers the role of the business in modern society. A wide range of social and legal issues will be addressed during class discussions and assignments, including: environmental impact, discrimination, consumerism, workplace safety, worker rights, and the impact of globalization. Students are expected to research and write about issues from various sides, analyzing ethical dilemmas and the relative merits of possible solutions.

The writing component of this class involved critical analysis of both hypothetical and historical court cases, the development of supporting and deconstructive arguments, and careful argument presentation.

As in BUSL 255, Dr. Myers provided challenging cases and required us to provide legal and ethical analysis. Also we were sometimes required to play the role of prosecution or defense, and heated arguments were not uncommon.

In some cases, prosecution or defense, you found yourself having to argue a point that you did not actually believe. This was valuable because it gives you a sense of what it feels like to argue for something that you know is wrong. If I ever find myself having that feeling in a non-academic setting then I will know to stop and ask myself what I am doing.

 


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