Each location chosen for our GEMBA residencies offers a broad set of opportunities for building global awareness as well as allowing more integration opportunities across courses. Global Leadership Explorations are a series of courses that will leverage the "why" we are in a certain location and "what" we can learn about ourselves, our companies, business and our world.

Each location chosen for our GEMBA residencies offers a broad set of opportunities for building global awareness as well as allowing more integration opportunities across courses. Global Leadership Explorations are a series of courses that will leverage the 'why' we are in a certain location and 'what' we can learn about ourselves, our companies, business and our world.

This course gives students the guidance and hands-on experience that will allow them to communicate effectively as managers and leaders. Students will examine communication strategies essential for success in business, identify their personal strengths and goals, and practice activities that build upon proven competencies and offer practice in new approaches.

This course applies the ideas and methodologies of economics to the analysis of the business environment in which firms operate and managers make decisions. The course expands students' knowledge of global economies and markets in three dimensions. First, it delivers insights and tools for analyzing markets in the global economy by studying such topics as competition, market structure, efficiency, industry equilibrium, and change. Prerequisites: Restricted to Darden students.

This course applies the ideas and methodologies of economics to the analysis of the business environment in which firms operate and managers make decisions. The course expands students' knowledge of global economies and markets in three dimensions. First, it delivers insights and tools for analyzing markets in the global economy by studying such topics as competition, market structure, efficiency, industry equilibrium, and change. Prerequisites: Restricted to Darden students.

This course applies the ideas and methodologies of economics to the analysis of the business environment in which firms operate and managers make decisions. The course expands students' knowledge of global economies and markets in three dimensions. First, it delivers insights and tools for analyzing markets in the global economy by studying such topics as competition, market structure, efficiency, industry equilibrium, and change.

This corporate-finance course focuses on corporate policy and the tactics that increase the value of the corporation. The course starts by stressing how managers interface with the capital markets to learn the return required by the firm's different investors. This required return, or cost of capital, is used later as the key variable to assess whether capital-investment proposals can create value for stakeholders. Prerequisites: Restricted to Darden students.

This corporate-finance course focuses on corporate policy and the tactics that increase the value of the corporation. The course starts by stressing how managers interface with the capital markets to learn the return required by the firm's different investors. This required return, or cost of capital, is used later as the key variable to assess whether capital-investment proposals can create value for stakeholders. Prerequisites: Restricted to Darden students.

As the language of business and the cornerstone of the financial capital markets, accounting provides terminology, frameworks, and concepts with which to understand and analyze the financial consequences of business activities. As these activities have become increasingly complex and global, the task of presenting timely, relevant, and reliable financial information to interested internal and external users has become more challenging.

This course provides students with an introduction to consumer behavior and marketing analytics. Its goal is to expose students to difficult marketing issues that both U.S. and foreign companies face.Prerequisite: GBUS 7291

This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well. Prerequisite: Restricted to Darden students.

This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well.

This course is designed to convey to students both the fundamentals of operations and the understanding that the link between operations and firm performance is a crucial source of competitive advantage. Managing the underlying processes by which firms create and deliver value is at the heart of the operations function in every line of business, and this course focuses on how to do this well.

High-performing organizations are driven by leaders who enable people to be effective in their jobs. This course helps students cultivate mind-sets and use tools to influence behavior in organizations.

Business decisions, both tactical and strategic, are frequently made difficult by the presence of uncertainty in the resulting consequences. This course presents a philosophy for framing, analyzing, and proactively managing decisions involving uncertainty, whether the uncertainty results from general conditions or the actions of competitors. The course will focus on making the uncertainty explicit so that it can be objectively analyzed. Prerequisites: Restricted to Darden students.

Business decisions, both tactical and strategic, are frequently made difficult by the presence of uncertainty in the resulting consequences. This course presents a philosophy for framing, analyzing, and proactively managing decisions involving uncertainty, whether the uncertainty results from general conditions or the actions of competitors. The course will focus on making the uncertainty explicit so that it can be objectively analyzed.

The purpose of this course is to enable students to reason about the role of ethics in business administration in a complex, dynamic, global environment. Throughout the course, students will be encouraged to think deeply about the nature of business, the responsibilities of management, and how business and ethics can be put together. Cases without easy answers that raise a range of problems facing managers in the contemporary business environment will be used. Discussions will focus on developing a framework for analyzing the issues in moral terms and then making a decision and developing a set of reasons for why the decision was justified. Students will be pushed to think carefully about how they make decisions and develop their capacity to defend their decisions to other stakeholders. This is important as a way not only to foster integrity and responsible decision making, but also to push students to take leadership roles in dealing with complex and difficult choices they will face in their careers. Operating from a managerial perspective, students will address a range of themes in the class, including basic concepts in ethics, responsibilities to stakeholders and the building blocks of markets, corporate culture, the sources of ethical breakdowns in organizations, managerial integrity, value creation, and personal values and managerial choice.

This action-oriented, team-based course will engage students in a live field project over the course of seven weeks and will build upon the required First Year curriculum. IDEA is an innovative offering grounded in the approaches of design thinking, agile project management, data analytics, effectuation, and lean start-up. The course is centered on team-based field projects addressing real world global challenges.

This course is designed for the student who wants to be optimally prepared to perform quantitative analysis at a level consistent with (and exceeding) expectations for MBA interns in positions where quantitative sophistication is required. Its only prerequisite is the first-year Decision Analysis course; no additional quantitative experience or acumen is required. The course will focus primarily on data analysis, used to both gain useful insights into relationships and make better, more useful forecasts. In addition to more advanced treatment of regression analysis (the goal being for students to be able to build and apply sophisticated regression models), students will become familiar with other common approaches to forecasting, such as rudimentary time-series analysis. Students will also improve their ability to structure, analyze, and manage situations involving uncertainty and risk, using simulation (Crystal Ball), decision trees, and the other tools introduced in the required Decision Analysis course. Finally, the course will introduce students to the concepts of optimization using Excel's Solver add-in, used to determine how to optimally allocate resources in situations involving complex trade-offs.

This course is intended to provide students with a comprehensive conceptual and applied understanding of our society's accounting and financial reporting system and an in-depth look at the numerous factors that managers and executives must consider as they confront complex and difficult financial accounting and reporting issues. Students will examine significant financial accounting and reporting issues from both a rigorous theoretical perspective and an informed practical perspective. Students will explore such traditional issues as revenue recognition, inventory valuation, and leases, and such contemporary issues as mergers and acquisitions, intangibles, and financial derivatives. Although the primary focus of the course will be on accounting and reporting practices in the United States, students will also address selected differences between U.S. accounting standards and international accounting standards. How the major accounting scandals that have occurred in recent years have affected the financial reporting process and those who have the responsibility for insuring the accuracy of a company's published financial statements will also be addressed. [l1] By the conclusion of this course, students should be reasonably proficient at understanding, interpreting, and analyzing the information contained in corporate financial statements and their related footnotes, and also be able to assess the overall quality of a company's financial reporting, identify the critical accounting policies, and make an assessment regarding the reasonableness of those policies and their supporting estimates and judgments.

This course emphasizes the development of technical skills that enable students to improve their understanding of global financial markets. The course focuses on the key drivers of movements in currency and interest-rate markets around the world, as well as the important institutions and players that impact those markets. Students will examine how interest rates are impacted by such factors as central-bank behavior, fiscal policy, the state of the business cycle, productivity, inflation expectations, and international capital flows. For currencies, students will develop two related tool kits: one that is useful for understanding the drivers of orderly changes in exchange rates, and a second, through the construction of an early-warning system, that focuses on factors associated with large and potentially disorderly depreciations. Students will also investigate ways in which firms and investors manage interest-rate and currency exposure, as well as how countries manage exchange rates. The course, which includes both technical readings and cases, should appeal to a broad array of students, especially those who wish to pursue careers in investment banking, international finance, and general management.

This course focuses on how financial assets and firms are valued in financial markets. It directly extends and strengthens the corporate finance principles from the required first-year Financial Management and Policies course by applying valuation models to real financial data and assets. The course contains three modules: firm-valuation techniques, option-pricing principles, and fixed-income valuation. The first module extends the first-year finance course by considering more difficult firm valuations as well as alternate techniques for valuing firms. The second and third modules relate to the capital markets for which valuation principles from options and fixed-income instruments are used as building blocks to decompose the valuation of complex financial instruments.

Expanding on the model of first semester Management Communication, this course emphasizes how general managers can, through communicating with a consideration of changing contexts, further an organization's strategy and remove obstacles to implementing that strategy. Students will explore how in today's rapid pace of change in communication technology, the corporate communication function must communicate authentically to and align messages with all stakeholders while managers at every level will be increasingly expected to clearly articulate corporate strategy and goals. Many internships end with a presentation or report and seek three capabilities: mastery of key MBA concepts, solving an enterprise level problem, and superior communication skills. By moving from analysis to articulation and implementation, the communication perspective is especially suited to integrating key concepts in order to solve larger analytical problems. This class will use cases as a basis for such daily exercises as media training, financial conference calls, and action plan pitches and will conclude with a substantive presentation driven by student interests.

This course prepares first-year students for their summer internships. Using full-length feature films, the course shows students how to get the most out of their summer internships and, in the process, teaches them career-management skills that will help them become more effective leaders in their careers after Darden. The course addresses critical well-researched joining-up phenomena such as letting go of the current engagement, establishing credibility, learning organizational norms, socialization, self-management, the locus of control, the effects of compromise, joining work groups and teams, adult-learning theory, orientation to hierarchy and power distance, managing upward, abrasive personalities, and consolidating experience-based learning. It is designed to capitalize on the literature and research bases provided by neurolinguistic programming, habitual behavior, and rational-emotive-behavior constructs in order to ensure that students will fit in quickly, gain influence rapidly, learn consistently, and outperform their competition. The provocative films encourage student engagement and, perhaps, life-changing debate.

This course addresses topics and subjects likely to be experienced by MBAs seeking positions or internships in general-management career-development programs or consulting firms with a strong interest in good operations-analysis/management skills. The topics covered in this course are likely to be encountered by rising MBA students in their summer internships or by recent graduates in their first few years out of school. Topics will include, but will not be limited to, such areas as competitive cost analysis, lean thinking in services and manufacturing, and six-sigma project design and implementation. Prerequisites: Restricted to Darden students.

This course is about learning to think and act entrepreneurially in order to create new value in the world through new products, new solutions, new ventures, new business units, new distribution channels, new firms, new business models, new technologies, and business transformation. The emphasis will be on the art and science of 'creating something new from little.' The orientation in the course will be to challenge students to think about how they can create, finance, and build or change a productive business organization with commonly available resources (e.g., intelligence, insight, energy, initiative, and personal relationships). Students will learn to use this orientation wherever new-venture creation may occur, namely, through the actions of an independent entrepreneur or in a large, established firm.

This course is intended to introduce students to the consulting process and to help them identify and refine the skill sets necessary for successful consultation. The course is designed specifically for students interested in pursuing consulting internships and careers but who do not have significant consulting experience prior to Darden. Approximately half of the course will focus on the cognitive processes involved in framing and designing the engagement specifically, hypothesis generating and testing, using a set of video cases that track the work of actual consulting teams as they move through the processes of initiating and completing client projects. The other half will address a more tactical set of issues around engagement work-planning, data-gathering, field-interviewing, and communicating with clients. The course will include the use of cases and exercises and the completion of a final project presentation. Students will be assigned to a consulting team to work with throughout the course.

By exploring in more depth the strategies of communication framed in the First-Year Management Communication course, this course offers students the opportunity to obtain the polished presentation skills, particularly oral, so necessary for a successful career.

Through a combination of cases and experiential exercises this course brings to students what expert entrepreneurs have learned the hard way. Expert entrepreneurs are people who have built multiple ventures including successes and failures and taken at least one company public.

In these courses, students are engaged in applying the knowledge and experiences of the MBA Program within their business and job settings. Because participants in the MBA Program for Executives are employed on a full-time basis, they have the unique opportunity to immediately apply part or all of the learning.

The Leadership Residency 2 consists of three modules that support the main topic of the course and offer students an opportunity to reflect on various sides of changing. Leaders Changing Organizations explores different ways leaders can conceptualize change in order to implement it.

The course serves as both a capstone at the conclusion of the PTMBA students' core requirements and as a launch pad to prepare students for success in the impending electives portion of their Darden experience. Across modules, the week is designed to be active and experiential, getting the students out of their routine classroom environments and personal comfort zones.

A "deeper dive" into the strategy concepts introduced in the first year Strategy course, with an orientation towards the practice of consulting, translating analysis into recommendations. Heavy emphasis on problem definition & hypothesis testing in the first half. In the second half, explore effective strategies for articulating the findings & recommendations from strategic analyses, both verbally & through slides, spreadsheets, & graphics.

Course needed to confirm students' exchange program of study.

Exploration of the theoretical and conceptual foundations of corporate governance alongside contemporary issues and debates. Although the principal focus of this course is on the strategic role of corporate governance, the course materials and class discussions will reflect the fact that the study of corporate governance is a wide-ranging field that builds upon organizational behavior, ethics, law, finance, accounting, and other disciplines.

In this course, students will examine many behavioral anomalies and, more important, explore some frames that explain these apparently irrational behaviors. The emphasis of the course is on solving practical business problems.

Seasoned leaders will tell you that there were defining moments - those particular instances in which their values and judgment were tested in an inescapable way - that played a disproportionate role in how they and others thought about their success. Navigating these defining moments well usually requires strong communication. Economists Robert Schiller and Joseph Stiglitz state that economic inequality is the defining challenge of our time.

This course seeks to equip students with basic economic and development concepts and tools in order to enhance their problem-solving skills, and to deepen their understanding of socioeconomic issues and how business, entrepreneurs, and markets can promote human development and transform societies across the world. We will tackle issues in the social sector, sustainability challenges, problems of the underserved, and other urgent issues.

To prepare business students for engagement with China, this course explores the fundamental forces that shape its business environments. We start with an analysis of China's economic and political systems and then move to investigate the unique features of its labor, financial, and real estate markets. The course will also examine how foreign businesses succeed and fail in the world's most dynamic economy.

Strategy execution has become a critical differentiator among firms seeking breakthrough financial performance. In this course, we develop an analytic approach that combines four domains (alignment, architecture, activation, and ability) into an integrated approach to firm performance. Throughout this course we use cases and applications to translate concepts and frameworks into real-time action learning projects with sponsoring companies.

Every corporation must grapple with a host of strategic issues and the development of a strategy-the integrated set of actions required to achieve the vision of the company-is a complex exercise that is more than a set answer at a given moment in time. As setting and developing strategy is an on-going process, there are opportunities to approach it from many different approaches or with new conceptual tools.

The digital marketing course prepares students for the variety of ways interactive communication and positioning may be part of their future careers whether they are CMOs thinking strategically or CEOs asking the right questions of an ad agency. Interactive technology is driven by innovation, making it difficult to study one text or conclude that one static model works best.

This course introduces students to analytical techniques and terminology specific to the real estate industry. The real estate industry includes a broad range of real estate products, and each market for these products is unique. Students will consider such topics as an historical overview of the industry, techniques of financial analysis and financing alternatives, commercial and residential development, current concepts of real estate development, cap rates, appraisal methods, commercial products such as office buildings and retail, residential products such as apartments and houses, leasing, and property management. The course should appeal to a broad array of students especially those considering careers in real estate or who expect to be involved in real estate transactions. For those students with no prior experience in real estate but who want to enter the field, the course, with its exposure to the industry nomenclature, will be of tremendous value in the job search. The principal modes of instruction include readings, cases, and speakers from the industry.

The European Union (EU) is the second largest economy in the world after the United States and the second largest trading partner of the United States. The US and EU are each other's largest export markets. The EURO is the second most traded international currency after the $US. This course uses cases and other materials to explore the fundamental differences and similarities between the EU and the US.

Digital technologies are influencing every facet of business including Operations. This course will comprise a mix of case studies & guest speakers to enable a deeper exploration of the impact of emerging technologies on the operations function. Designed for those pursuing careers in General Management, Operations, or Consulting, the course will start with a strategic perspective of pure-play models & digital transformations of traditional players.

Leading a marketing organization presents a unique set of leadership challenges, which every aspiring marketing leader will need to understand and manage as they navigate careers as leaders in the most dynamic function in the modern business enterprise -- marketing.

This course will use a mix of case studies and simulation to understand the sustainable operations practices within the agriculture, apparel, electronics, energy, healthcare, and pharmaceutical sectors. It will bring together concepts on supply chain integrity; responsible business conduct; supply chain security and transparency; national and international regulations and policies that impact global value chains.

In spite of the saying, financial numbers rarely speak for themselves. Telling Financial Stories will help future consultants, bankers and general managers interpret financial data in a number of challenging settings in which strategic company and leadership objectives are on the line. Students will learn frameworks for messaging to inform and influence, with topics ranging from reporting corporate earnings to pitching a startup.

Working insight into the economic, strategic, and socio-political factors underpinning social impact. Students will learn to assess organizational capacity and the structures, processes and human capital necessary to effectively manage an enterprise. A deeper understanding of non profits and the environmental and social problems they address.Learn to adapt and fine tune their professional skills in a different sector.

Develop in students an understanding of the process view of innovation and how it is executed. Equip students with the tools to structure the "right" innovation processes for their own organization and to link innovation to the organization's business strategy. Enable students to view innovation management from the lenses of different individuals/functions in the organization.

Institutional investors increasingly rank serving a social purpose as a factor garnering high regard. How people define serving a social purpose varies widely however. Corporations have a unique value add in terms of expertise, human resources, public influence, and unrestricted funds. But do corporations embrace a social purpose in ways that deliver quantifiable outcomes for a range of stakeholders, as well as economic performance? This course provides an expanded vision of competitive strategy and ethics by incorporating social purpose as a source of new business opportunities, improved productivity, and competitive differentiation and at the same time minds the gap between policy and practice.

The course approaches digital product and technology creation through the lens of user experience (UX) design: the practice of placing people and their needs in the center of research and design work. Such work includes everything from creating enjoyable user experiences to ethical and safe interactions between the user and the product. Students learn to apply the insights from their quantitative and qualitative user research to design.

Applies financial methods and practices to the development of early-stage companies. The goal of EF is to help managers make better investment and financing decisions in an entrepreneurial setting. The course covers the stages of a venture's life from raising startup financing to arranging an exit. The course also provides an overview of the private equity industry and the institutional structure for raising early-stage financing.

Data visualizations weave information and visual storytelling into insights that add business-relevant value through compelling arguments that inspire people to action. This course will explore how to construct data visualizations by employing storytelling, visuals, color schemes, key verbs, call outs, BLUFs, and other related data visualization elements. Students will learn how to use data visualization tools and become better presenters.

This action-oriented course takes students through the key steps involved in developing a new product or service. The learning process will be highly experiential as students work in groups to develop a viable new product or service via a hands-on team project. Each team of students will identify market (user) needs, develop alternative product or service concepts to meet those needs, flesh out the concepts through a process of iterative design.

This course focuses on the human need to recover and restore energy on an ongoing basis. After all, when you feel overwhelmed or depleted, it's hard to communicate and lead at your best. The course begins by taking inventory of your resilience, communication and leadership practices, then encourages you to build on your strengths as you sample new methods designed to build resilience of body, mood, mind and spirit.

This course will introduce a strategic, resource-based approach to talent mgmt, which features generative practices that systematically bring out the best in people at work. We will focus on three core talent mgmt practices; alignment, engagement, and development. Through multimedia case studies and accompanying readings, students will examine how these interrelated practices help people "get connected" to work

In this course, students will explore marketing challenges and opportunities in several major areas of healthcare, examine similarities and differences between marketing in healthcare and in other sectors, and learn to apply traditional marketing strategy and tactics in novel ways that embrace the differences that exist between the marketing of health and care and in other sectors.

This course explores the financial decisions of firms facing exchange related risks in global capital and product markets. This course examines capital allocation and raising activities in international settings with particular attention to transaction and economic exposure, financial and operating hedging activities, capital budgeting analytics, and global capital sourcing.

We live in an increasingly globalized world, yet globalization is under attack in many countries. Has globalization gone too far? There is Brexit, rising economic nationalism in Europe and the United States, and we hear calls for far-reaching protectionism against Mexico and China by the Trump administration. It is time to reconsider the institutions of globalization (WTO, IMF, WB) and the role that international trade, migration, outsourcing

The purpose of this course is to deepen students' understanding of the role of ethics in management. The course builds on the conversations begun in the First Year Business Ethics course and addresses several key themes of interest for contemporary managers.

This course explores the influence of marketing on individuals and society more broadly. The course will begin at the individual level by covering the fundamental principles of consumer behavior. The course will conclude by introducing and analyzing pro-social marketing, which involves the application of marketing frameworks and techniques to promote individual and collective well-being.

The primary objective of the course is to allow students to walk a few steps in the shoes of an entrepreneur while learning how expert entrepreneurs build new ventures that endure. Cases, guest lecturers, and students' project work will allow them to explore financial, legal, interpersonal, and personal challenges likely to be encountered by the independent entrepreneur. This course draws from cognitive science-based research on how expert entrepreneurs think, decide, and act while starting new ventures. Key issues addressed will include risk perception and management, formulation of innovative stakeholder relationships, and the creation of new markets through new ventures. As part of the course, students will be required to come up with a venture idea and take the initial steps in actually starting it. The course is recommended for those interested in initiating a personal venture at some point in their lives working with or consulting for an early stage entrepreneurial team or seeking entry into Darden's Progressive Incubator.

The purpose of these courses is to expose students to a wide range of ideas about the practices of management from various points of view, both ancient and modern. The examples of management behavior and effectiveness studied range from outstanding to mediocre and from highly ethical to scurrilous. Students are responsible for reading one book a week chosen from the areas of management classics, classics of civilization, or current management thought and then preparing a one-page paper detailing their opinions about the book and any lessons contained therein. Seminar members meet in discussion groups to compare their thoughts and impressions. By practicing critical evaluation of and reflection on the works and engaging each other and faculty in intense, small group discussions of the concepts, students will be prepared to draw on a wide base for ideas when they face the complex and volatile work environment after graduation. The seminar participants include students and faculty from the Darden School along with interested University of Virginia alumni.

The purpose of these courses is to expose students to a wide range of ideas about the practices of management from various points of view, both ancient and modern. The examples of management behavior and effectiveness studied range from outstanding to mediocre and from highly ethical to scurrilous. Students are responsible for reading one book a week chosen from the areas of management classics, classics of civilization, or current management thought and then preparing a one-page paper detailing their opinions about the book and any lessons contained therein. Seminar members meet in discussion groups to compare their thoughts and impressions. By practicing critical evaluation of and reflection on the works and engaging each other and faculty in intense, small group discussions of the concepts, students will be prepared to draw on a wide base for ideas when they face the complex and volatile work environment after graduation. The seminar participants include students and faculty from the Darden School along with interested University of Virginia alumni.

The focus of the course is to learn to use well-researched theories about strategy, innovation, and management to understand why things happen the way they do in businesses, and to predict which tools, strategies, and methods will and will not be effective in the various circumstances in which students find themselves.

This course is to serve as a capstone for the students in the MBA/MED program. In addition, it will be open to any student who is interested in the education space. The focus of the course will be theories and tools for leadership and innovation in K-12 education, and some applications to higher education. The course will deal with how to lead in a world of multiple and often conflicting stakeholders, and in a world where education of children is high.

This seminar on leadership and management examines the life work of Thomas Jefferson by studying the many roles he played in the founding of our country. The basic scheme of the seminar dictates that the students read a book a week, write a one-page paper each week summarizing their impressions from the readings, and then engage in a discussion about their thoughts on leadership and management as related to the readings. The seminar meets in the Colonnade Club Pavilion on the Lawn at the University of Virginia, a setting that contributes to a means for Darden students to obtain a greater understanding of the culture and traditions of Mr. Jefferson's University. Reading selections are taken from the six-volume biography on Thomas Jefferson written by Dumas Malone, the book Undaunted Courage by Stephen Ambrose, the book Founding Brothers by Joseph Ellis, the book John Adams by David McCullough, and the two prize-winning films on Jefferson by Ken Burns. The seminar participants include students and faculty from the Darden School along with interested University of Virginia alumni.

This course is based on a pioneering new approach-using pre-scripting and rehearsal-to prepare business managers/leaders for values-driven decision-making and action. Rather than simply talking about these difficult decisions and conversations, you will have the opportunity to practice them.

This course will address the various requirements for operating in a crisis & leading in uncertainty. The course will help students frame uncertainty & how to bound the various uncertainties to be able to move forward & make decisions. It will also explore the differences in decision making when in a crisis & how to be better prepared for operating in that environment. Finally, it will address the need to be able to understand & fully manage an array of stakeholders.

The objective of the course is to present a disciplined, valuation based process for security analysis. The course will focus on melding theory and practice using examples across industries and geographies. Investing is as much art as it is science, and therefore, particular attention will be paid to both quantitative and qualitative aspects- including financial statement analysis, valuation methodologies, and competitive strategy.

Many of our most successful entrepreneurial companies have been founded and significantly influenced by professional venture-capital firms. This course focuses on the professional world of venture capitalists and how venture capitalists work with entrepreneurs to create substantial, enduring ventures. The course addresses three topics: how venture-capital firms are formed, funded, and managed; how firms manage their relationships with the limited partners who provide their investment capital; and how the parties work together to build successful major companies.

GEMstone is a second-year capstone course that builds on the monetary and financial electives offered in the GEM area, specifically Economics of Money and Banking (EMB) and Global Financial Markets (GFM). As a capstone, this course is designed to help students consolidate the knowledge they have accumulated over two years at Darden into an unshakable understanding of international finance and monetary economics.

This is a business-world-focused course on game theory: the mathematical modeling of strategic interaction among rational (and irrational) actors. Some of the common applications covered in the course include competition between firms, trading in financial markets, auctions, international politics, warfare, and artificial intelligence.

Leading with influence is a deep dive into the science and personal application of leadership, with a particular focus on facilitating ongoing leadership development and assessment beyond Darden. Leader development does not begin or end with business school; our behavioral tendencies were shaped before we got here, and our evolution will continue when we leave.

This course examines the benefits and shortcomings of markets as an institutional arrangement for improving social welfare, and it explores conditions under which government action helps direct better market outcomes. The textbook case for government intervention to correct market failures. It describes an idealized environment in which market outcomes are Pareto optimal.

The purpose of this course is to equip students to be the type of managers who understand government processes, are politically aware, are mindful of the interaction between media, government, and business and appreciate how business can gain strategic advantage by monitoring and working with government at all levels. The course will prepare students to meet these managerial requirements and to participate in complex decisions when changing laws, regulations, and other governmental factors that have major long-term implications. In addition to case situations and readings on current issues, selected speakers from business and government will add their expertise.

The objective of the course is to present a disciplined, valuation based process for security analysis. The course will focus on melding theory and practice using examples across industries and geographies. Investing is as much art as it is science, and therefore, particular attention will be paid to both quantitative and qualitative aspects- including financial statement analysis, valuation methodologies, and competitive strategy.

Strategic costing is concerned with use of internal cost accounting information to plan and evaluate strategic operations and interactions with stakeholders of the firm. The focus is on planning and strategic decision-making by the organization and on the accounting systems that managers have to assist them in their decisions about resource allocation and performance evaluation. The course is intended as an extension of foundational cost accounting.

In recent years, private market investing including real estate has risen strongly. Real Estate is linked closely with the fields of finance and business & leads to a specialized career. Curriculum is needed in order to recruit and support success in developing the next generation of responsible leaders in real estate. This course will allow students to interact with leading investment managers and experts in the area.

This course explores the myriad social, economic and cultural problems that our society currently faces and asks what business can do about it. Education, climate change, emerging technology, healthcare and more. What is the unique role that business can play and how can individual business leaders fully realize both the uniqueness and full potential of that role?

Sports contexts provide an excellent vehicle by which to study how to use analytics as part of a leader's decision-making toolkit. How, for example, do you evaluate talent analytically, and decide how to construct, motivate, and compensate members of a team? While we can't know with certainty how a professional player (i.e., employee) will perform in the future, models can be built to analyze the past, thus make powerful statistical predictions.

Situations requiring action vary in complexity and scope. The decision settings include a rich variety of dilemmas general managers inevitably face. This course focuses on general managers and the requirement that they take action in situations, which vary in complexity and scope. General Managers are defined as those managers who possess profit and loss responsibility at any level of the organization from first-level product-line managers to chief executive officers. General Managers must also manage the interfaces of the functional departments: marketing, operations, finance, and engineering or R&D. The goal in each class is for students to develop a plan of action and to think through the detailed steps, which would be needed to implement their plans. Students should be prepared to use current management tools, tried and true management philosophies, and all of the multidisciplinary tools they have internalized in their MBA education when deciding how to take action. The course requires students to capitalize on their entire Darden experience and polish their enterprise perspective. Prerequisites: Restricted to Darden students.

This course is open to students who have accepted summer employment in a country other than that of their permanent residence. It allows students to use their summer-employment experience as a way to increase their knowledge of a culture other than their own and address the challenges of working in that culture. Course content will involve preparation at the beginning of the summer when students will plan a program of readings and discussions supervised by a faculty member and make a personal statement of the learning expectations they have for this summer activity, a midsummer report about what they are experiencing. At the end of the summer, students will engage in a class discussion based on each student's in-class report about a significant and surprising aspect of their cultural experience and what was learned from it. Students also will be expected to write a final report reviewing their cultural experience and the extent to which their learning expectations were achieved. The report should also compare and contrast their job experience with what they might have experienced in their country of permanent residence. Prerequisites: Restricted to Darden students.

The purpose of this course is to build leadership skills and ethical analysis skills by reading, discussing, and performing dramatic scenes from great plays. The scenes will be chosen for their relevance to both leadership and ethics. The course is built around the conceptual apparatus in Dunham and Freeman (2000) that the task of the theatre director is akin to the task of the CEO. For example, students will examine how directors draw vision from particulars, emphasize good casting or 'getting the right people on the bus,' get the best out of their team, and approach work collaboratively. The class will examine theater companies as high-performance teams and attempt to construct such teams throughout the course. The course draws on the expertise of the artistic community in Charlottesville by providing several technical workshops on acting and directing. Prerequisites: Restricted to Darden students.

This course analyzes and applies tools and techniques to accounting data in order to derive measurements that aid in corporate valuation. Students will first develop a deeper understanding of accounting data by examining the incentives corporate officers face while making financial reporting choices as well as understanding the conceptual limitations of the financial reporting model.

The goals of this course are to help you think critically about how to build and maintain high quality relationships at work. In organizations, high quality relationships between people enable more effective performance, individual learning, and job commitment. They also pave the way for a more inclusive workplace where individuals feel like they belong and can bring their authentic selves to work.

This course adopts the perspective of a CFO of a publicly held corporation as the strategic partner to the CEO with an emphasis on the role of financial analysis in creating corporate value. It draws heavily from analytical techniques provided in Financial Management and Policies and Valuation in Financial Markets courses and extends the concepts introduced in those courses to examine key policy challenges that confront public corporations.Prerequisites: Restricted to Darden students.

This course will provide a deeper understanding of options, preferred approaches and best practices in managing conflict, and leveraging consensus. As conflict is an inevitable element in all human relations, students will explore how managers and leaders who effectively deal with both daily and systemic conflict enjoy a distinct competitive advantage in a variety of respects. These include: building and maintaining strategic alliances and networks; furthering team creativity and innovation; fostering collaborative organizational cultures and working relationships; containing financial and human costs; and, ultimately, improving business results. While rooted in negotiation and conflict theory, this course will provide pragmatic and practical general management skills and should therefore be of interest to all students, regardless of their specific career or personal goals. Bargaining and Negotiating is a prerequisite for this course. Principal modes of instruction are cases, readings, extended simulations, and in-class exercises.

The course gives students the opportunity to hear financial market experts discuss the most current financial issues in the headlines. Topics will span issues of concern to Wall Street as well as corporate America. Each class will feature a new speaker who will either introduce a new issue to the class or will bring a different perspective on the issue of a previous speaker.

This course explores a comprehensive set of financial situations that arise in high-growth and high-risk enterprises. It focuses primarily on the investment phase of the private equity cycle and examines the investment strategy, valuation, and structure of ventures in their formative stages prior to becoming public companies. A range of enterprises are examined from early stage (venture capital) to late stage (mezzanine financing and buyouts) to provide perspective on how the maturity of an organization influences the nature and structure of financing and valuation. Issues related to the measurement of returns in private equity funds, valuing enterprises at different stages of development, and structuring deals using various forms of financing are covered as well as the analytical methods to better measure performance and value enterprises. Students will examine how each party's view of the value of the enterprise forms a basis for negotiation upon which the percentage of equity participation and the terms of the contract are determined as well as how the pricing and terms depend not only the deal itself but also upon prevailing market conditions. As private equity firms are either rapidly growing or changing organizations, students will learn that there must be sufficient flexibility and appropriate incentives built into the current round of capital raising and the contract terms to carry the firm through its next stage of development.

The course gives students the opportunity to hear marketing experts discuss the most current marketing issues facing companies today. Each class will feature a speaker who will either introduce a new issue to the class or bring a different perspective on an issue already introduced by a previous speaker. The content of the course will vary according to what topics are in the news as well as the availability of speakers. Prerequisites: Restricted toDarden students.

The course offers a means for students to gain direct exposure to the world of practical affairs by engaging Darden alumni with expertise in technology and operations management. It will expose students to a range of emerging issues and topics in technology management and operations management and will be organized around four topic areas to enable in-depth discussions over multiple class sessions.Prerequisites: Restricted to Darden students.

The course focuses on capital raising in the United States and international markets and has as its ultimate goal a greater understanding of the capital acquisition process while it emphasizes capital raising in public markets. The course covers the institutional process of security issuance, the formal rules and regulations as well as the informal norms and practices of the marketplace. Issuance in public security markets entails strict adherence to these rules and regulations that govern the marketplace. While these rules place more limitations on managers' actions than private placements, the United States and the developed world's capital markets offer firms the broadest array of possible funding sources at the lowest cost. Students will survey a number of commonly used financing arrangements, such as follow-on equity issues, initial public offerings, ADRs, and several forms of straight and convertible debt. The course targets students with professional interests in corporate finance, commercial and investment banking, financial services, and management consulting.

Investors are increasingly interested in making investments that are consistent with their individual environmental, social and governance (ESG) goals. This course explores how public capital markets are designed and regulated so that these investor goals can be achieved with some assurance that firms will take desirable action.

To hone their skills for working with others successfully in business, students in this course will use recent research on cognition as well as experiential activities in group decision making to help students develop strategies to avoid mistakes and improve collaboration and thrive in ambiguous situations.

This is a survey course on the institutions and products that make up the capital markets. Major themes in the course include financial innovation and its role in making the financial markets and the economy more efficient. An emphasis is placed on the redistribution of risk among market participants and the reduction in the spread between what borrowers pay and what lenders receive. The course is designed as a broad overview and is not a technical course. It is valuable not only for students interested in finance but also for those with general management aspirations.

This course will cover the rapidly-expanding world of impact investing, focusing on the fundamentals underlying investment strategies for funds (and, to a lesser extent, companies) seeking to both create profit and generate social or environmental impact.

Each seminar is a course of study for students with special interests in business administration topics not currently included in the normal course offerings of the MBA Program. The seminar topics should be consistent with the objectives of the Second Year Program.

In the Darden Capital Management (DCM) course students will test their ability to value a stock and evaluate the appropriateness of an investment thesis for inclusion in a portfolio. The course prepares students in equity research, stock selection, and portfolio management in a real-world environment in which students manage funds from the Darden Endowment.

This Darden Worldwide Course aims to develop a deeper understanding of a particular global business environment, what it takes to successfully enter and understand new business contexts, and how to develop a mindset as a leader across different cultures and institutions. The course accomplishes this by immersing students on-site in a new context to study these issues through engagement with local executives, global and local companies and organizations, meeting with government and community leaders, exploring activities of cultural and historical significance, and meeting with peers.

This Darden PREP course, in partnership with Resilience Education, engages MBA students in transforming the way the business community understands incarceration and its societal impact. Students will work in teams to address reentry and employment challenges of our students or work on a project that builds on the work of the Darden Prisoner Reentry Education Program (PREP) and Resilience Education (RE) more broad.

The complete course in project management will include Monte Carlo simulation for project risk analysis within project planning, scoping, and network analysis. The critical path method will be employed. Topics of resource allocation, project monitoring, and real options thinking will be included.

This course is designed to provide students with a practical understanding of the merger and acquisition marketplace, addressing such topics as why companies grow through acquisitions, how acquisition or merger candidates are analyzed strategically and valued financially, and ultimately, whether and how mergers and acquisitions create value for stakeholders. Takeovers and mergers are a daily fact of life, have evolved into a critical part of every CEO or manager's strategic toolbox, and will most likely affect every person who enters the corporate world at some point in their career. Whether a student chooses to be a senior corporate manager, an M&A practitioner, or merely an informed armchair observer, the course is intended to provide the analytical framework to evaluate an acquisition from a strategic, financial, structural, tactical, legal, and ethical perspective. Students will apply learned content to real business situations, including the opportunity to develop, create, and present an acquisition proposal to an actual corporate client during the class.

This course is based on the assumption that nonprofit organizations benefit individuals and society in numerous ways. It is designed to introduce students to the scope and the diversity of nonprofit organizations, to the unique governance, communications, and financing structures inherent in them, and to the innovative and creative opportunities available in them for well-trained and flexible management professionals.

This course is designed to expose students to advanced quantitative techniques in marketing research. The course deals with how marketers can extract useful information from marketing data for designing marketing strategies. The emphasis in the course is on advanced data analysis relevant for marketing decisions. Topics will include techniques relevant for new product pretests, product line pricing, demand forecasting, market and customer segmentation, allocating resources for advertising and promotion, customer valuation, and evaluating marketing campaign performance. Course content will feature a combination of cases, exercises, lectures, and a group project. The course will use a very hands-on approach and a majority of the topics covered in this course will have direct applicability to those students concentrating in marketing in their future jobs. Students are advised to take the Marketing Intelligence course prior to this course.

In today's competitive business landscape, efficiency and productivity are paramount for success, and the ability to navigate complex operational challenges is critical. The vast array of choices available in decision-making processes often exceeds the capacity of manual analysis, necessitating the use of sophisticated optimization algorithms. This course explores business challenges that can be effectively solved using optimization techniques.

This course is a continuation of the Q2 course and provides an opportunity for students to further master interviewing, talent evaluation, verbal and written communication, marketing skills, and leadership skills. In addition, the course allows the students to deliver a meaningful and relevant recommendation to aid in the work of the Admissions Office.

This course will introduce students to capital structures of businesses with a focus on in-court and out of court restructurings. The course will discuss valuation, credit and leverage structures, the responsibilities and rights of each constituent in the capital structure, the methods and tools of restructuring and distressed investing.

Opportunity for structured practice on integrating three key capabilities for any digital program: product design, application development, and analytics. The focus of the student experience is on directed practice for deepening and integrating their foundation of understanding of product design, application development, and analytics.

"Creating a venture can be a lonely undertaking, leaving the Entrepreneur asking, "What to do Next?" We're going to turn venturing into a team sport and support each other as each student team builds their ventures towards viability as a side gig or a full time work. We will use the class to further develop entrepreneurial fundamentals like partnering, customer sales, and managing your affordable loss."

Creating a venture is ideally pursued with others. This course, designed for executive format students, turns venturing into a team activity, where founders support each other as they build their startups towards viability as a side gig or full time work. We will use the class to further develop entrepreneurial fundamentals around the principles of effectuation: bird-in-hand, affordable loss, lemonade, crazy quilt, and pilot-in-the-plane.

Students will be required to participate in student-led Darden Executive Fund management and related activities and learning to include creating and evaluating stock pitches, participate as part of a team in managing a fund, and provide regular updates on fund activities, goals, etc. to the Board of Trustees and other stakeholders.

The course applies financial methods and practices to the evaluation of early-stage companies. The goal of the class is to help managers make better investment and financing decisions in an entrepreneurial setting. The course covers the stages of a venture's life from raising startup financing to arranging an exit and provides an overview of the private equity industry and the institutional structure for raising venture capital financing.

This course will introduce students to alternate paradigms of thought regarding the nature and meaning of economics, work, and organizing. Adopting a feminist lens on the study of business will encourage students to consider how gender, race, class, and other categories of social difference work to structure power and privilege in economic contexts, as well as to imagine alternative possibilities.

Provide an opportunity for students to describe a specific business problem clearly, succinctly, and in a manner that fosters reflection, discussion, and learning. Challenge students to analyze and resolve an unstructured managerial problem and offer them an opportunity to work closely with a faculty member. Produce a case study of quality, focus suitable for inclusion in the MBA curriculum, together with a written analysis.

Provide an opportunity for students to describe a specific business problem clearly, succinctly, and in a manner that fosters reflection, discussion, and learning. Challenge students to analyze and resolve an unstructured managerial problem and offer them an opportunity to work closely with a faculty member. Produce a case study of quality, focus suitable for inclusion in the MBA curriculum, together with a written analysis.

This course focuses on the leadership qualities that are necessary to successfully design and implement strategic change and how being involved in the active leadership process requires individuals to be willing to define and declare themselves in strategic ways. The course is an elective and follows the format of the Leading Strategic Change course. It puts its emphasis on the need for students to think on personal, professional, and enterprise levels and to apply this thinking to the critical issues of leading and managing individual and organizational change. It is essential that students studying for an MBA develop a rich appreciation for the implications of personal and organizational change. Leadership is a personal declaration and as such is the essence of change. The principal modes of instruction are cases, lectures, and readings.

The course consists of a case and text-based learning experience that focuses on the leadership challenges involved in leveraging diversity. Students will learn how leaders must have the basic skills and the ability and willingness to recognize diversity and then leverage it through invitation, inclusion, and inspiration.

Today's leaders not only experience change, but are called upon to change themselves and the organizations in which they work. Leading through individual and organizational change can be challenging, but leaders do not have to face these challenges alone. In this course, you are invited to engage with a leadership coach in a creative and thought-provoking process that inspires you to reach your full potential.

The healthcare sector accounts for more than 20% of the US economy and demands substantial high skill management. Despite the enormous opportunities for MBA graduates, the healthcare sector is still an overlooked path for generalist top MBAs. This course aims to bridge the gap by mapping advanced finance topics into the healthcare space, preparing students for a successful career in healthcare management.

This course aims to helps students interested in technology build a better understanding of the complex ethical issues at the intersection of business and technology. The course will take a perspective based in psychology and the humanities to help students identify and manage ethical issues in their roles. Additionally, the course will feature alumni and speakers who work in organizations and roles where they aim to use tech for good.

This course focuses on pricing as a very powerful lever for profitability. Pricing is also amount the least understood areas of strategic and tactical execution: pricing decisions are made less thoughtfully and systematically than one would expect. Pricing Analytics concentrates on how a firm should set and update pricing and sales decisions across its various channels to maximize its profitability.

We will explore the economic foundations of the digital economy. We will discuss how they impact the structure of industries and the nature of competition. This course will hone students' ability to evaluate, design, and execute a firm's strategy in the digital age. The primary objective of the course is to further develop your strategic thinking skills.

The increasing globalization of business and heightened outsourcing in many industries has led to increased interest in supply chain management issues by the senior management of most companies. This course is designed to provide an understanding of the functional and strategic role of supply chains in both manufacturing and service industries, with emphasis on global supply chains originating or ending in North America. The course is oriented towards prospective general managers who desire to become more familiar with supply chain design and coordination as well as some of the major issues and managerial concepts relating to supply-chain management that are important sources of competitive advantage. The course is taught using textbook and article readings, cases, lectures, and guest speakers.

A learning experience about the collaboration and competition among a diverse set of global institutions that interact in Washington, DC in the pursuit of economic prosperity and social well-being. Students will learn from leaders of a subset of multilateral institutions (World Bank, IMF, OAS), government agencies/ministries (both foreign and US), multinational corporations, think tanks, non-government organizations and other leaders.

This course focuses on two-party negotiations in a wide variety of settings ranging from simple buyer-seller bargains to complex, multi-issue strategic relationships. Most class sessions revolve around the results of negotiations between class members that are conducted prior to class, as preparation for the session. The results of these negotiations are displayed each day and provide an opportunity for explicit feedback on each student's negotiating performance. Class discussion reviews the wide variety of experiences in the specific negotiation and develops and tests hypotheses regarding effective behaviors, tactics, and strategies. The resulting ideas are reinforced and further developed through a series of weekly readings. Finally, the course offers several frameworks for codifying each student's negotiation toolkit and for describing each student's negotiation behavior.

A Darden Independent Study elective includes either case development or a research project to be conducted by an individual student under the direction of a faculty member. Students should secure the agreement of a resident faculty member to supervise their independent study and assign the final grade that is to be based to a significant degree on written evidence of the individual student's accomplishment.

This course will survey the field of entrepreneurship and introduce the students to the classic books and ideas in the literature. The course will use a seminar format and will attempt to understand the meaning and content of the phenomenon of entrepreneurship, its processes and its consequences - for individuals and economies. Requirements include position papers on various topics and authors. Prerequisites: Restricted to Darden students.

The purpose of this course is to give the doctoral students an introduction to and survey of modern philosophy of science, so that their research will be informed by philosophical reasoning about science. The class will be managed as a discussion class based on an extensive set of readings.

An independent study course is a faculty supervised study in which students explore a specific topic in the area of business administration.

For doctoral research taken under the supervision of a dissertation director.