Program Topics and Faculty

• Sri Sridharan, Professor of Accounting Information & Management
• Karl Schmedders, Associate Professor of Management Economics &
  Decision Sciences
• Jim Schummer, Associate Professor of Managerial Economics & Decision Sciences
• Mike Mazzeo, Associate Professor of Management & Strategy
• Robert A. Korajczyk, Harry G. Guthmann Distinguished Professor of Finance,
  Senior Associate Dean for Curriculum and Teaching
• Timothy Calkins, Clinical Associate Professor of Marketing
• Thomas R. Prince, Professor of Accounting Information & Management,
  Professor of Health Industry Management
• J. Keith Murnighan, Harold H. Hines, Jr. Distinguished Professor of Risk Management

Sri Sridharan, Professor of Accounting Information & Management

Accounting For Decision Making (four sessions)

• Process used to construct and understand the financial reports of organizations.
• The decisions that must be made in the financial reporting process
• Understanding the breadth of accounting measurement practices and on being able to make the adjustments necessary for careful analysis.
• The linkages between accounting information and management planning, and decision making and control.

Managerial Accounting (four sessions)

• The use of accounting data in internal management planning and control.
• Accounting techniques that affect decisions about resource allocation and performance evaluation within a firm.
• The basic vocabulary and mechanics of cost accounting as well as the economic basis for managerial accounting techniques and the problems that should be anticipated in their use.

Cash Flow (one session)

• Integrating accounting concepts to understand cash flow

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Karl Schmedders, Associate Professor of Management Economics & Decision Sciences

Mathematical and Statistical Methods For Management Decisions (fourteen sessions)

• Basic concepts and tools of probability, statistics and decision theory used throughout the Kellogg program.
• Exploration of relationships between variables.
  
  Extensive use of spreadsheet statistical analysis software will occur. There will be a take home test on July 27, 2005)

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Jim Schummer, Associate Professor of Managerial Economics & Decision Sciences

Microeconomic Analysis (nine sessions)

• Economic analysis and optimal decisions
• Consumer choice and the demand for products
• Production functions and cost curves
• Market structures and strategic interactions, and pricing and non-price concepts

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Mike Mazzeo, Associate Professor of Management & Strategy

Business Strategy (eight sessions)

• Strategy as the set of objectives, policies and resource commitments that collectively determine how a business positions itself to create wealth for its owners.
• Principles and conceptual frameworks for evaluating and formulating business strategy.

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Robert A. Korajczyk, Harry G. Guthmann Distinguished Professor of Finance, Senior Associate Dean for Curriculum and Teaching

Finance (nine sessions)

• The effects of time and uncertainty on decision making.
• Discounted cash flow valuation, stock and bond valuation, the term structure of interest rates, bond duration, capital budgeting under certainty and uncertainty, portfolio theory, asset pricing models and efficient markets.

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Timothy Calkins, Clinical Associate Professor of Marketing

Marketing Management (nine sessions)

• An analytical approach to the study of marketing problems of business firms and other types of organizations.
• The influence of the marketplace and the marketing environment on marketing decision making
• The determination of the organization's products, prices, channels and communication strategies;
• The organization's system for planning and controlling its marketing effort.

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Thomas R. Prince, Professor of Accounting Information & Management, Professor of Health Industry Management

Information Systems (one session)

• Security
• Confidentiality Issues
• Backup and Support Services

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J. Keith Murnighan, Harold H. Hines, Jr. Distinguished Professor of Risk Management

Leadership in Organizations (nine sessions)

• Social science tools needed to solve organizational problems and influence the actions of individuals, groups and organizations
• How to best organize and motivate the human capital of the firm, manage social networks and alliances, and execute strategic change
• Competitive decision making, reward system design, team building, strategic negotiation, political dynamics, corporate culture and strategic organizational design

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