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MBA Curriculum Rutgers Business SchoolACADEMICSABOUT RBS11/20/12 11:28 AMFACULTY & RESEARCHALUMNI & GIVINGRECRUITMENT & PARTNERSHIPSMYRBSMORESearch.Rutgers MBACurrent Location: Home › Academics › Rutgers MBA › MBA Curriculum ›TRADITIONAL FULL-TIMEMBAFLEX MBAMBA CurriculumMBA ADMISSIONSWHY A RUTGERS MBA28Take FinancialControl of YourLife03GraduateAdmissionsInformationSession: :LivingstonCampusNOVMBA CURRICULUMPre-2009 CurriculumDECProficiency RequirementsFlex MBA Online CoursesMBA CONCENTRATIONSDECCAREER MANAGEMENTSTUDENT ORGANIZATIONSRUTGERS MBA STUDENTSView All Events ›UPCOMING EVENTSWHO TO CONTACTREQUEST INFORMATIONNEWARK CAMPUSThe Traditional Full-Time MBA curriculum (as outlined below) is identical tothe Flex MBA curriculum (effective Spring 2009).To view the old Flex MBA curriculum, please click here. (The old FlexMBA curriculum applies to those students who entered the Flex MBA programprior to Spring 2009 and those who entered earlier but chose not to switch to thenewer curriculum.)Rutgers MBA Curriculum(19 credits)Rutgers MBA Student Blog#3Financial Times ranks RutgersExecutive MBA #3 inEconomics (2011).Learn more ›AFTER THE STORM:Newark and NewBrunswickSanofi's Anne Whitakeron leadership and agilityduring revolutionarychange in pharmaceuticalindustryMBA CoreBy students, for studentsSupport for studentsaffected by HurricaneSandyCOURSE #TITLECREDITS22:010:502/577Accounting for Managers322:373:623/628Ethics, Business & Society122:390:522/587Financial Management322:223:521/581Managerial Economic Analysis322:630:550/586Marketing for Decision Making322:799:564/580Operations Analysis322:620:540/585Organization Behavior3View All News ›Foundation Courses(3 courses / 6 Page 1 of 6
MBA Curriculum Rutgers Business School11/20/12 11:28 AMCOURSE #TITLECREDITS22:373:551Business Communications222:960:575Data Analysis & Decision Making322:198:609Information Technology forManagers222:553:533International Business222:373:592Law & Legal Reasoning222:620:542Strategic Management2Integrative Course Requirement(1 course / 3 credits)COURSE #TITLECREDITS22:390:674Evaluating New Ventures322:621:543Integrated Business Applications322:620:672Urban Entrepreneurship & EconomicDevelopment3Concentration / Elective Courses(Up to 32 credits)We currently offer the following list of concentrations:Accounting (Flex MBA Only)Analytics & Information ManagementEntrepreneurshipFinanceGlobal BusinessManagement & Business StrategyMarketingMarketing Research Insights and Analytics (Flex MBA Only)Pharmaceutical ManagementSupply Chain ManagementRutgers Customized MBAAdditional NotesDual ConcentrationsDual Concentrations require a minimum of 15 credits in each Concentration (30credits in total) except in the case of Pharmaceutical Management which requires18 credits (33 credits in total).Calculus / Statistics ProficiencyStudents who have completed prior 3-credit undergraduate level courses incalculus and/or statistics with a grade of "B" or better, and have done so within nomore than four years of date of admission (for statistics only; for calculus there ishttp://business.rutgers.edu/mba/curriculumPage 2 of 6
MBA Curriculum Rutgers Business School11/20/12 11:28 AMno time requirement) will have satisfied this requirement. Otherwise, allincoming students must complete two-credit courses in calculus and/or statisticsduring the first trimester of enrollment. The courses are offered in the evening falland spring trimesters. Credits for calculus and/or statistics courses taken atRutgers Business School — Newark and New Brunswick during the first trimesterof enrollment will count toward the degree, reducing the number of electivecredits needed.Learn more about proficiency requirementsCourse Descriptions22:010:502/577 - (3 cr)Accounting for ManagersIntroduces the basic concepts of financial and managerial accounting.Considerable stress is placed upon conceptual foundations, which are essential toaccounting as an information system for management. Major topics include theaccounting process, income determination, financial reporting, foundations ofmanagerial accounting, operations planning and control, and performanceevaluation.22:373:551 - (2 cr)Business CommunicationsSharpens the writing and speaking skills of MBA students so that they will bemore effective communicators. Assignments progress from simple to increasinglycomplex reports and include abstracts, case analyses, statistical analyses, andlibrary research. Class time is taken up with instruction on organizing writtenreports, analysis of samples of students’ writing, and oral presentations bystudents.22:960:575 - (3 cr)Data Analysis & Decision MakingIntroduces statistics as applied to managerial problems. Emphasis is onconceptual understanding as well as conducting statistical analyses. Studentslearn the limitations and potential of statistics, gain hands-on experience usingExcel, as well as comprehensive packages, such as SPSS . Topics includedescriptive statistics, continuous distributions, confidence intervals for meansand proportions, and regression. Application areas include finance, operations,and marketing. Introduces the basic concepts of model building and its role inrational decision making. Knowledge of specific modeling techniques, such aslinear and nonlinear programming, decision analysis, and simulation, along withsome insight into their practical application is acquired. Students are encouragedto take an analytic view of decision making by formalizing trade-offs, specifyingconstraints, providing for uncertainty, and performing sensitivity analyses.Students form groups to collect and analyze data, and to write and present a finalreport.22:373:623/628 - (1 cr)Ethics, Business & SocietyA major priority of the course is to equip students to make thoughtful andeffective arguments as to how to deal with business issues as to which there is noobvious, clear answer, and in which ethical, social, or political concerns arepresent. Learning in the classroom will take place primarily through discussingreadings, which should be read before class; lecturing will be secondary todiscussion.22:390:674 - (3 cr)Evaluating New VenturesThis multidisciplinary MBA course will provide students with the real world ge 3 of 6
MBA Curriculum Rutgers Business School11/20/12 11:28 AMand business acumen to screen, analyze, and invest in early-stage technology andlife-sciences start up companies. By the end of the semester, students will conducttechnical and financial due diligence around a Rutgers invention. They will inturn create a full-blown business plan that they will pitch to the BEST institute forfunding. The goal is to turn these real-world business plans into viable real-worldbusinesses.22:390:522/587 - (3 cr)Financial ManagementProvides a general survey of the field, including the basic principles of corporatefinance, financial markets and institutions, and investment theory. Corporatefinance topics covered include the objective of financial management, valuation ofassets and associated problems in the valuation of the firm, acquisition oflongtrimester assets (capital budgeting), management of short-trimester assets,capital structure, and financial statement analysis. Financial markets andinstitutions studied include money markets, stock and bond markets, derivatives,and the banking system. Investment analysis topics include portfolio theory andasset pricing models.22:198:609 - (2 cr)Information Technology for ManagersThe objective of this course is to study management’s role in the development anduse of information systems that help businesses achieve their goals andobjectives. Information Technology (IT) has been the driving force behind thenew way of doing business. IT has enabled modern organizations to maketremendous strides in productivity, has opened new markets, and has creatednew product and service opportunities. Managers should understand how ITcould help to organize the complexity of modern organizations, managerelationships with customers, suppliers, and employees, and improve workefficiency.22:621:543 - (3 cr)Integrated Business ApplicationsStudents consult with a private or public corporation or government agency on abusiness problem under a contract with the client institution. Requires studentsworking with a faculty member to undertake, analyze, and report on theassignment and present recommendations to executive managers from the clientorganization. Consulting assignments are completed in teams.Prerequisite: All MBA Core courses22:553:533 - (2 cr)International BusinessExposes students to numerous challenges a firm faces as it attempts tointernationalize its operations. At course end, student is expected to have a betterunderstanding of the microfactors that make management of internationalbusinesses distinct from domestic businesses. The topics include entry strategies,site selection, world trade organization, and ethics in international business.22:373:592 - (2 cr)Law & Legal ReasoningIntroduces the legal environment in which management functions. Studies thelaw of corporations as a system for affecting relationships among the corporation,its shareholders, employees, managers, and society. Exposes student tomanagerial aspects of antitrust and securities law as well as to current questionsregarding business's role in Page 4 of 6
MBA Curriculum Rutgers Business School11/20/12 11:28 AM22:223:521/581 - (3 cr)Managerial Economic AnalysisIntroduces the aspects of economics that are most relevant to the operation of theindividual firm or nonprofit organization. Covers theory of individual economicbehavior, demand theory and demand estimation, cost and supply, pricedetermination, production decisions, and industry structure.22:630:550/586 - (3 cr)Marketing for Decision MakingThe purpose of the course is to offer an understanding of the nature and role ofmarketing in the firm and in the society. Students will gain knowledge regardingthe marketing decisions of price, place, promotion, product, develop anunderstanding of consumer behavior, market research, social and cultural factorsaffecting marketing. The course will expose students to a series of marketingprincipals, frameworks, and analyses. These techniques will be applied to aseries of case studies to reinforce the concepts. At the end of the course thestudents should be able to develop effective marketing plans for products andservices.22:799:564/580 - (3 cr)Operations AnalysisCovers fundamentals of performance analysis for various operational issuesencountered in real life supply chain processes. The major topics include demandforecasting techniques, sales and operations planning (SOP), mathematicalprogramming applications and spreadsheet solutions, supply chain inventoryplanning, uncertainty, and safety stock management, project resource allocationand risk analysis, network design and facility location selections, and computersimulation and quality management. Harvard Business Cases on developing costeffective solutions for continuous improvement of a company’s operationalefficiency and strategic position in today’s highly dynamic and competitivemarketplace are used. The objective of the course is to help our students todevelop analytical thinking skills and to build the knowledge of businessperformance optimization toward operational excellence of supply chains.22:620:540/585 - (3 cr)Organization BehaviorExplores human dynamics by examining the role of management and learningstyles in the effective functioning of organizations.Topics include personalitytypes, motivation, cognition and learning, communication, team development,and leadership. Through class discussions, case analyses, simulations, and groupprojects, students learn critical managerial skills such as communication, decisionmaking, conflict resolution, and team building.22:620:542 - (2 cr)Strategic ManagementDiscusses skills and concepts needed to manage an organization to competeeffectively in its environment. Provides tools for identifying environmentalopportunities and threats and organizational strengths and weaknesses. Serves asa basis for the interfunctional management team consulting project.Prerequisite: All MBA Core courses22:620:672 - (3 cr)Urban Entrepreneurship & Economic DevelopmentThe purpose of this course is to study the many dimensions of urbanentrepreneurship and economic development through an exploration of thebusiness and policy issues, the use of action research methods, and thedevelopment and completion of consulting projects. It draws heavily on casehttp://business.rutgers.edu/mba/curriculumPage 5 of 6
MBA Curriculum Rutgers Business School11/20/12 11:28 AMstudies, experiential learning, and guest speakers.This course is based on the Rutgers-Newark campus to leverage the city as a livinglaboratory for the study of urban entrepreneurship and economic development.Students in this course will be directly involved in the economic developmentinitiatives of Rutgers-Newark and act as co-managers of the 1 million ProfetaUrban Investment Foundation at Rutgers Business School.This course is designed for students who exhibit high degrees of self-direction andsignificant interest in urban issues, entrepreneurship, and/or economicdevelopment. Students will be challenged to work individually and in teams onprojects, reports, and research at the intersection of business, communitydevelopment, new venture creation, urban policy, and economic development. Return to TopRutgers Business School-Newark and New BrunswickBACK TO TOPAcademicsResearch CentersAdmissionsUndergraduate - NewarkBlanche and Irwin Lerner Center for theStudy of Pharmaceutical ManagementIssuesUndergraduate AdmissionsUndergraduate - New BrunswickFuture Leaders MBA (BA/BS AcceleratedMBA for Undergraduates)Traditional Full-Time MBACenter for Governmental AccountingEducation & ResearchMBA and Graduate AdmissionsEMBA AdmissionsPhD AdmissionsCenter for Management DevelopmentFaculty & ResearchDual Degree MBACenter for Research in RegulatedIndustriesFaculty DirectoryProfessional Accounting MBACenter for Supply Chain ManagementExecutive MBAInstitute for Ethical LeadershipMACCY in Financial AccountingNetwork for Innovation ExpertiseDevelopment (NIED)Flex MBAMACCY in Governmental AccountingMACCY in TaxationMaster of Quantitative FinanceMaster of Information TechnologyMaster of Business and SciencePhDNew Jersey Small BusinessDevelopment Center @ Rutgers-NewarkRutgers Accounting Research CenterRutgers Center for Operations ResearchRutgers Financial Institutions CenterExecutive EducationRutgers University Technical AssistanceProgramAcademic DepartmentsTechnology Management ResearchCenterAccounting & Information SystemsFinance & EconomicsManagement & Global BusinessManagement Science & InformationSystemsFind RBS onPhD Faculty ResearchBusiness LibraryRBS ResourcesAcademic CalendarsBlackboardDirectionsEventsFinancial AidLibrariesMBA Student ServicesMedia CoverageMyRutgersThe Center for Urban Entrepreneurship& Economic DevelopmentNewsWhitcomb Center for Research inFinancial ServicesRegister for ClassesPeople (Search)Student OrganizationsMarketingWeb Mail (RBS)Supply Chain Management & MarketingSciencesWeb Mail (RU) 2012 RUTGERS, THE STATE UNIVERSITY OF NEW JERSEY, FOUNDED 1766 SITEMAP WEBMASTER CONTACT RBShttp://business.rutgers.edu/mba/curriculumPage 6 of 6
WHY A RUTGERS MBA MBA CURRICULUM Pre-2009 Curriculum Proficiency Requirements Flex MBA Online Courses MBA CONCENTRATIONS CAREER MANAGEMENT STUDENT ORGANIZATIONS RUTGERS MBA STUDENTS UPCOMING EVENTS WHO TO CONTACT REQUEST INFORMATION #3 Financial Times ranks Rutgers Executive MBA #3 in Economics (2011). Learn more › By students, for students .
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