Course Descriptions

Our general management curriculum ensures that students develop the strong grounding in all of the functional areas of business required of the general manager of an organization. Through the integrated and sequenced delivery of courses, students logically move from topic to topic, accumulating new knowledge, skills, and ideas throughout the program.

First-year courses

Term 1: July-December

  • Leadership & High Performance Teams
  • Managerial Statistics
  • Managing and Leading in Organizations
  • Microeconomics for Management
  • Financial Accounting

Term 2: January-May

  • Managing Operations
  • Business Strategy
  • Managerial Finance
  • Marketing Management
  • Electives

Second-year courses

Term 3: July-December

  • Valuation
  • Business, Government, and the Global Economy
  • Innovation & New Venture Creation Project
  • The Customer Experience
  • Advanced Strategic Analysis
  • Investment Banking Essentials
  • Designing Data Products

Term 4: January-May

  • Managerial Reporting
  • Brand Management
  • Corporate Governance
  • Cornell Management Simulation
  • Global Business Study
  • Electives

First-year Courses

Term 1: July-December

Leadership & High Performance Teams
The aim of this first course in the program is to provide theory and practice that will be useful while working in study teams throughout the program. The topics are also designed to be directly applicable to teams in the work environment. This course leads into the team coaching that will continue throughout the term.

Managerial Statistics
This course develops the analytical tools managers need to make decisions. Topics include descriptive statistics, probability, decision theory, hypothesis testing, and regression analysis.

Managing and Leading in Organizations
Participants study effective management of individuals and teams in the context of dynamic organizations. Topics include leadership, organizational design, structure, diversity, culture, change, evolution, and strategy.

Microeconomics for Management
This course explores the bases of economic decisions. Topics include consumer behavior, supply and demand, competitive industries, pricing and market power, strategic interaction, input markets, contracts and incentives, and the role of government.

Financial Accounting
This course prepares managers to make effective business decisions using the organization’s accounting data. Topics include balance sheets; income and cash flow statements; inventory, plant, and equipment; investment decisions; corporate structure; present value and financial statement analyses; and communicating accounting information.

Term 2: January-May

Managing Operations
Managing operations examines the management of processes: operations that convert inputs into outputs. Topics include process improvement, queuing theory, productivity, constrained optimization, inventory management, quality management, service operations, supply chain management, and the role of manufacturing in the firm.

Business Strategy
Students learn the tools and analytical techniques that managers need to assess and formulate effective strategies for their organizations. Topics include strategic analysis, industry analysis, value chains, core competencies, competitor analysis, scenario analysis, portfolio analysis, option analysis, and game theory. The focus is on analyzing and diagnosing business problems as well as developing and implementing effective strategic solutions.

Managerial Finance
Students develop the knowledge that managers require to make effective financial decisions and to operate in capital markets. Topics include capital budgeting, portfolio theory, risk and return, security valuation, asset pricing, raising capital, capital structure of the firm, interest rates, mergers and acquisitions, and international finance issues.

Marketing Management
Marketing Management examines how managers make marketing decisions in complex and competitive environments. Topics include consumer behavior, promotion and advertising; channels of distribution; international and competitive strategy; new product development; marketing of services; segmentation; and pricing strategies.

Second-year Courses

Term 3: July-December

This course provides an analysis of the various approaches to valuation used in investment banking and project evaluation. Focus is on publicly traded firms (or their divisions) or private firms that have publicly traded comparables using the methods of (1) discounted cash flow valuation and (2) valuation by multiples using comparables. Case studies and team projects give students the ability to apply and compare the methodologies.

Business, Government, and the Global Economy
This course examines the political economy of international business.  Today, firms increasingly rely on non-market strategies to help shape the playing field on which they compete.  The aim of this course is to examine how these non-market strategies interact with the market ones in a global economy that is strongly influenced by the “visible hand” of governments and international institutions.

Innovation & New Venture Creation Project
This project course focuses on the development of a business plan. Key topics in entrepreneurship are covered, including idea generation, identifying and screening opportunities, conducting customer development and market research, delivering an elevator pitch, and forming a management team. Over the course of the term, student teams generate a business plan and receive feedback from faculty. At the end of the term, the teams present their plan to a panel of professional and angel investors, entrepreneurs, class members, and professors.

Advanced Strategic Analysis

The Customer Experience

Investment Banking Essentials
This course provides students with real world investment banking experience in a structured academic environment. Students will work on “live” deals, learning how to structure and price IPO, Leveraged Buyout, and M&A transactions.

Designing Data Products
This course is your Data Science Quick Course. Learn why the business question is the important part in any data work. Understand the intuition behind models such as k-means, decision trees, regression and Naive Bayes. During the course you will build your own Data Product. (No programming knowledge required.)

Term 4: January-May

Managerial Reporting
This course examines the mechanics, power, and shortcomings of management accounting systems.  Accounting, budgeting, performance reporting, incentive, and internal control systems will be discussed throughout the duration of course.

Brand Management
Brand management addresses strategic branding decisions faced by an organization. The course seeks to increase understanding of issues in planning and evaluating brand strategies; studying theories, tools, and models for branding decisions; and providing a forum for students to apply these principles through cases and conceptual exercises. Particular attention is paid to psychological principles at the customer level to improve managerial branding decisions.

Corporate Governance
This course examines the means by which investors attempt to ensure that the corporation is managed in their best interests. Topics include the structure of the corporation; management incentives; the roles of the board of directors and others in monitoring management; the market for corporate control (e.g., mergers and acquisitions); and public policy issues including the Sarbanes-Oxley Act and its implications. Concepts learned in class are applied by studying the shift in focus from shareholders to creditors in bankruptcy proceedings, and cases in which the governance process may (or may not) have failed, followed by government action.

Cornell Management Simulation
This computer-based simulation provides participants with the opportunity to formulate a strategy for creating shareholder value through strategic and tactical decisions in a competitive business environment.

Global Business Study
In the final term of the program, students participate in faculty-led global business studies. The location and theme of these studies vary each year. Students are presented with multiple options and each student opts for the study that best aligns with his or her goals and interests.

Examples of Electives

Macroeconomics & International Trade
This course introduces basic concepts and tools from macroeconomic theory and applies them to current events.  Topics covered include economic growth, expansions and recessions, monetary and fiscal policies, inflation, unemployment, the public debt, interest rates, the trade balance, and global markets.

The purpose of this course is to develop an understanding of the theory and processes of negotiation as it is practiced in a variety of settings.  A basic premise of the course is that while a manager needs analytical skills in order to develop optimal solutions, a broad array of negotiation skills is needed for these solutions to be accepted and implemented.

Advanced Critical Thinking for Business Leaders
This course is based on the simple, yet essential, proposition that leading well requires thinking well.  The course includes an introduction to and practice using analytical frameworks that can be applied to any leadership challenge or opportunity, in order to solve problems and communicate proposed solutions effectively.

Oral Communication
In this course, students learn and practice strategies to become more effective communicators.  By the end of the course, students learn the steps to creating an effective presentation, become more aware of their strengths and challenges as a presenter, and become noticeably improved presenters.

Strategy and Innovation
This course examines key concepts in corporate strategy and technology-driven innovation.  Concepts include strategies, tactics, tools, and methods managers need to integrate strategy and innovation, while taking advantage of new technologies.

Mergers & Acquisitions
This course is designed specifically to take an interdisciplinary approach to understanding the problems of formulating and implementing successful acquisition strategies.  It introduces a framework for thinking about acquisitions as a strategic investment where the bottom line is superior shareholder performance.

Customer Insights for Marketing Strategy
Competitive strategy is driven by customer insights.  This course explores how to use customer insights for new product development, positioning, and pricing.  It also explores tools that can be used to gather these insights.

Managerial Decision Making
The objective of this course is to create better decision makers by providing students with tools to make good decisions. Concepts reviewed include framing the decision for stakeholders, identifying the typical shortcomings in intuitive judgment, learning from experience, and managing group decisions.

Strategy and Sustainable Business
The need to create sustainability initiatives presents both challenges and opportunities for managers.  This course examines the frameworks of sustainability, including how companies have successfully integrated new initiatives while remaining competitive.

Financial Analysis and Investment Management
This course aims to provide the basic tools of financial analysis and investment management with a particular emphasis on equities. Topics to be discussed include profitability analysis, cash flow analysis and key methods of valuation, all of which are approached from an investor’s perspective. Additional topics will include the role of investor biases, the strengths and limits of different approaches to investing, and current topics in investing like low-volatility strategies and the compressing fee structures.

Raising Capital
This course introduces the different ways in which corporations finance projects, and provides tools used to assess and negotiate financing terms. Case discussions in the course will illustrate tradeoffs that firms face when choosing different financing options and the way they assess the best financing opportunities.

Competition from Emerging Markets: The New Emerging Multinationals
This course, which uses a combination of case studies, class discussions, and small exercises as learning methods, discusses:

  • Business strategies for emerging markets
  • Internationalization drivers and preferred modes of entry
  • Reverse innovation and Blue Ocean Strategy

*Subject to change.