International MBA Program
Core Curricula Descriptions
MOORE Internationalized Core Curriculum
The purpose of the business core is to build a fundamental knowledge base in the functional areas of business. A unique aspect of the core is the emphasis on global issues associated with each functional area.
Schedule for Language and Global Tracks
Students take a compliment of lock-step core business courses full-time from
the beginning of July until the end of the year. These classes usually have about 40
students in each section. All students take the same core business courses. Core classes meet
everyday of the week from 8:00a.m. until 12:30p.m. with some afternoon classes being held from
1:45-3:45. Emphasis the first year is on the development of analytical and functional skills.
Models and problem-solving tools learned in class are applied to real-world business situations.
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Program Timeline.
All students in the first year take a sequence of 13 courses for a total of
29 credit hours. In addition, students participate in communication workshops covering concepts of
communication strategies. Core classes include:
Provides students with a working knowledge of financial statements and the underlying accounting process used to generate financial statements. The focus is on understanding the accounting cycle used in preparing financial statements, familiarity with the terminology used in financial statements, being comfortable reading financial statements and the accompanying notes, being able to use the information in financial statements to make decisions and being aware of the underlying assumptions and limitations of financial statements. Students are expected to gain an understanding of the meaning of earnings management and earnings quality. Further, students are expected to grasp why these issues have taken on increased importance in the world economy and what is being done to curtail earnings management and improve earnings quality.
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Dr. Wendy Bailey,
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Global Strategic Management = DMSB 711
The primary objective of this course is to develop a fundamental understanding of the strategic management of an enterprise engaged in international business. This includes understanding how the competitive position of a firm is devised based on analyzing the industry structure, country-based sources of advantage and distinctive competencies of the firm. Further, translating strategy into organization action requires understanding the advantages and disadvantages of the many organizational forms and processes that may be used to attain the desired competitive position.
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Dr. Kendall Roth,
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Decision Analysis = DMSB 712
Managers are often called upon to turn a "mess" into a problem, that is, to discover what the problem really is and to use appropriate techniques to both discover the underlying relationships and make recommendations that lead to improvement. The problems defined by managers/decision makers in today's competitive environment are often very complex and can be addressed by many different courses of action. Identifying and evaluating the alternatives and choosing the best course of action is the essence of Decision Analysis. This course will provide an introduction to the most commonly used analytic techniques and show how these tools can be implemented within Microsoft Excel. The course includes basic statistics, hypothesis testing, regression analysis, decision theory, simulation, optimization, and project management.
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Dr. Patrick R. Philipoom
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Dr. Michael Galbreth
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Global Economics = DMSB 713
The purpose of this course is to provide the IMBA student with the basic foundation of International Economics. It is divided into two parts. Part one is, "Foundations of International Trade" and part two is, "Foundations of Global Macroeconomics". The first part is dedicated to the basic elements of microeconomics as it applies to firms and consumers operating in the world economy. Topics include: comparative advantage, the nature of exports and imports, relative prices, and tariffs. The second half deals with the determination of the exchange rate, the interest rate, unemployment, and the balance of payments. The principal focus is on the effects of monetary and fiscal policy on the national and world economies.
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Dr. John H. McDermott Professor of Economics
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Dr. Douglas P. Woodward, Professor of Economics and Director, Division of
Research
woodward@moore.sc.edu Woodward Bio |
International Management = DMSB 714
Focuses on the management of the multinational corporation (MCN). The objectives are to discuss specific managerial challenges and opportunities faced by MNV's, to provide knowledge and conceptual frameworks necessary for understanding and managing MNC's, and to train and develop skills for effective global leadership.
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Dr. Tatiana Kostova,
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Global Finance = DMSB 715
This course focuses on several important questions faced by corporations as well as individual consumers and investors. What assets should be acquired? How should they be acquired? How should they be financed? How much risk do various assets have? How might we control risks? These and other questions will be answered in an international context. Includes topics such as long-term financing, working-capital management, foreign-exchange risk management, and capital-market segmentation.
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Dr. Chuck Chun-Yau Kwok Professor
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Dr. Eric A. Powers,
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Global Marketing Management = DMSB 716
Marketing strategy and implementation is vital to all types of organizations (large/small, profit/non-profit, goods/services, industrial/consumer). The key contents, functions and processes of marketing with an emphasis on the relationship between marketing and shareholder value are examined in this course. Market analysis provides the foundation for understanding the customers value proposition and the actions needed to solve the problem of maximizing value to the firm's customers and shareholders. Global Marketing Management then focuses on developing, shaping, managing and delivering global marketing strategies and programs.
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Dr. Martin S. Roth,
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Dr. Satish Jayachandran
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Management Accounting in the Global Environment = 717
This course introduces students to the role of management accounting in business organizations. The focus of the course is on understanding and using management accounting concepts to increase organizational value. Course topics will be: cost determination, using managerial accounting information for decision-making, and management control systems.
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Dr. Scott B. Jackson,
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Operations Management = DMSB 718
Over the past two decades, U.S. firms have painfully realized that neglect of the operations function can erode long-term profitability and ability to compete in the global marketplace. World-class competition is fierce today, even for most remote operations. Delivering high quality products and services quickly, reliably, and at low cost are needed for survival. Firms that have used operations management as an effective competitive weapon, in conjunction with well-conceived marketing and financial plans, have made major penetrations into markets worldwide. This course is designed to address key operations issues in service and manufacturing organizations. These issues include both strategic and design decisions, and as such, make operations management an inter-functional concern that requires cross-functional understanding and coordination. A blend of theory, cases, analytical techniques, business examples, videos, and class discussions will be used to fulfill the objectives.
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Dr. Manoj K. Malhotra,
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Information Systems = DMSB 719
The rapid improvement of Information Technology's (IT) cost/performance ratio and the exponential growth of the Internet has led to IT's pervasiveness in all our lives. Annual investment in IT in the U.S. exceeds $250 billion, or nearly 40 percent of all capital expenditures. Today, IT includes a whirlwind of multimedia, voice, video, network, and computer technologies, which are vital to an organization's capability to compete. As a manager, you will be expected to make the "right" decisions concerning the application of IT. This course is designed to begin to provide you with the understanding to make IT related decisions as well as to facilitate an appreciation of the impact that Information Systems (IS) have within and between organizations.
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Dr. Mun Y. Yi,
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Global Entrepreneurship = DMSB 721
This course provides an overview of the accelerating role of entrepreneurship in the global economy, a practical model of entrepreneurship, introduces each element of that model, and uses a business proposition exercise wherein student teams apply these concepts to a potential venture they consider promising.
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Dr. Richard B. Robinson, Jr.,
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Globalization and Corporate Responsibility = DMSB 722
The integration of international trade and capital markets, commonly referred to as globalization, continues to be one of the most contentious and debated issues in the world today. The institutions driving globalizations include individual nations, regional trading blocs, multilateral bodies such as the World Trade Organization, World Bank, and International Monetary Fund, and of course multinational corporations. This course examines the evolving forces behind globalization and the role and strategies of multinational organizations in the changing global environment, with primary emphasis on corporate responsibility. The course will focus on frameworks for analyzing and understanding similarities and differences across countries, regions, instituions, and corporations. We will apply concepts, analytic frameworks, and intuition to the contemporary issues that these stakeholders face.
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Dr. Andrew Spicer,
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Leadership Skills and Ethical Leader Behavior = DMSB 723
Most masters-level students have found themselves in leadership positions in groups and/or organizations at some time over the course of their employment. Today, in a constantly changing environment, with more decentralized organizational structures, and with increased self-management, it is more important than ever for personal and organizational success for employees to be able to step into positions of leadership. This involves both taking initiative and mobilizing others' efforts to achieve organizational goals. This course strives to help individuals reach a better understanding of themselves as leaders, and how they might improve their leadership skills in organizational contexts. Special emphasis is placed on giving students an understanding of the ethical implications of business decisions. We start with the premise that whatever your current level of leadership ability is, it can be further improved and refined.
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Dr. David Sluss,
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