The general objective of this course is to help you become a wise "consumer" of data, databases, and database technologies. Managers work in information rich environments and their capacity to add value to their organizations is determined by their ability to generate, interpret, and utilize information. The intent of this course is to help you become a wise consumer of data, databases, and database technology. This course will begin with an examination of the question 'what is data?' and include a definition of entities, values, and relationships. We will then move on to examine relational database structures and build our understanding of the concept of normalization. Next, enterprise data warehousing and enterprise application integration will be considered which will open up the doors to a discussion of two key data structures for analysis: dimensional models and multidimensional models. Along the way structured query language (SQL) will be introduced and the difference between transactional and analytical data will become clear. This is not a course for computer programmers or aspiring DBAs (database administrators) although you may still find value in the content; this is a course for those who seek to generate value from data. Prerequisite: GSM 5103.

Studies the process of policy formation, as well as the tools and methods used to conduct policy analysis. The course examines a variety of policy areas of current interest. Students prepare position papers, diagnosing policy problems and evaluating alternative solutions in terms of their political, economic, legal, and administrative feasibility. Course number prior to fall 2012: GSM 601.

Product Planning acquaints students with the key issues in product, brand and account management at various stages in the product life cycle. Places particular emphasis on marketing's role in introducing new product or service innovations. Course includes lectures and case studies and a project in which students develop a new product development plan. Course number prior to fall 2012: GSM 602A.

• Prerequisite(s): GSM 5107

Examines public cost-benefit analysis. Uses elementary capital budgeting, discounting, market analysis, and project costing to evaluate alternate public policies, and builds skills to communicate quantitative analysis clearly and persuasively to a lay audience. Topics include valuation of benefits and costs, including gains and losses to different groups, and the politics of cost-benefit analysis. Public policies examined include operating investments, physical investment and the environment, investments in human capital, intergovernmental grants, tax expenditures and social regulation. Enrollment cap: 20. Course number prior to fall 2012: GSM 603.

• Prerequisite(s): Core courses of the first-year fall semester.

Provides an introduction to the purpose and role of auditing and internal controls within an organization, and discusses the importance of identifying and assessing the risks facing an organization, from both audit and management viewpoints. Students examine the professional standards and frameworks for auditing, information technology, risk and controls. Students gain perspective on the risks and impacts of fraud within an organization and how to effectively apply controls within business processes to mitigate potential fraud opportunities, and appropriate managerial responses when a fraud occurs within the organization. The course includes examples of fraud and internal control weaknesses in business, governmental and nonprofit organizations. Students will complete an experiential project which entails the planning and execution of an internal audit engagement that describes a business process and the risks associated with that business process, documents the process and the key controls over the process, creates and executes a testing plan and work-papers to support the findings, and communicates the findings and recommendations of the engagement in written and oral presentations. Enrollment cap: 30. Course number prior to fall 2012: GSM 604.

• Prerequisite(s): GSM 5105

This advanced course begins by consolidating student knowledge of financial accounting and progresses to study the conceptual and practical limitations of GAAP (Generally Accepted Accounting Principles) reporting, including important recent and forthcoming changes both domestically and globally. We will explore where and how important events are recorded or not recorded and valued, including deferred tax assets and liabilities, environmental liabilities and contingencies, pension and other post-retirement assets and liabilities, incentive stock options, convertible instruments, mergers, acquisitions, and divestitures, compensation disclosure, as well as non-GAAP reporting. In doing so, we will particularly emphasize the various numbers that are used and reorganized for valuation and other calculations. We will also give special attention to the rule changing activities of the FASB (Federal Accounting Standards Board), the SEC (Securities and Exchange Commission) and IASB (International Accounting Standards Board). Some topics will be coordinated with the application of accounting information to financial analysis done in GSM-680 Strategic Finance. In addition to an advanced textbook, course materials include 10-K reports, pronouncements from accounting and regulatory authorities, journal, newspaper, and Web articles, business cases, and applied exercises. Enrollment cap: 30. Course number prior to fall 2012: GSM 605.

• Prerequisite(s): Fall semester core courses of the first-year curriculum.

This course presents the tools and techniques used to interpret publicly available accounting reports to evaluate the health and potential of organizations. Students will learn how to measure and analyze a firm’s current profitability and financial stability and how to forecast the firm’s future performance. They will learn how to benchmark a firm against its own past performance, competitor performance and industry performance, and how to apply financial statement analysis to financial statements of government and non-profit organizations. Upon completion of the course, each student will have the ability to generate logically consistent and defensible forecasts of a firm’s future financial performance. Permanent course number to be assigned in December 2011. Course number prior to fall 2012: GSM 653TT.

• Prerequisite(s): Core courses of the first-year curriculum. It is also recommended, but not required, that students complete "GSM 6205 Financial Reporting" prior to enrolling in this course.

Accounting for Decision Making focuses on providing information that aids managers in planning, decision making, and monitoring the organization’s performance. Analyses that support decision making are emphasized. The areas covered are cost behavior analysis, cost accounting systems, planning, and management control systems. Specific topics include Cost-Volume-Profit analysis, ABC costing, budgeting, variance analysis interpretation, short term decision making, and performance evaluation measures such as Return on Investment (ROI) and Economic Value Added (EVA). Additionally, the Balanced Scorecard and other managerial innovations will be covered. Applications for nonprofits and government organizations as well as for-profit firms are included. In addition to an intermediate managerial accounting text, course materials will include cases, applied exercises and current articles as appropriate. Course number prior to fall 2012: GSM 610.

• Prerequisite(s): Core courses of the first-year curriculum.

Examines concepts and practices of planned organizational change and development. Course topics include methods and strategies for change, change recipients, entry processes, organizational diagnosis, intervention approaches, assessment of change and follow-up. Emphasizes the role of managers and their agents in designing, initiating and carrying out organizational changes. Course number prior to fall 2012: GSM 611.

• Prerequisite(s): GSM 5101 and 5102

Introduces the "art" of managing compensation including internal consistency, external competitiveness, employee contributions, employee benefits, government role and compliance, and managing a compensation system. While offering an overview and theory of base-pay compensation, it is primarily designed to address the practical issues faced by practitioners in creating and administering a compensation program. Course number prior to fall 2012: GSM 615.

• Prerequisite(s): GSM 5101 and 5102

Covers qualitative and quantitative forecasting techniques with emphasis on statistical modeling and interpretation of numerical data. Topics include multiple regression, exponential smoothing, decomposition methods, and Box-Jenkins analysis. Examples and case work are based on business and economic data at both the firm and macro-economic levels. Course number prior to fall 2012: GSM 616.

• Prerequisite(s): GSM 5103

The course draws from the topics of forecasting, database management systems, data mining, management science, enterprise resource planning, decision support systems, statistical modeling, web-based application development, linear programming and optimization to develop integrated solutions to strategic management problems. Students work in groups and as a class to design and assemble prototype systems. Students work in groups, design and assemble prototype systems, and use a variety of software tools for optimization, statistic modeling, and database management. Course number prior to fall 2012: GSM 617.

• Prerequisite(s): Core courses of the first-year curriculum and one or more quantitative/technology elective courses, including, but not limited to -- GSM 6216, GSM 6219, GSM 6220, GSM 6222, GSM 6260, GSM 6272, GSM 6275 or instructor approval.

Reviews the impact of globalization on HR practice and focuses on the six knowledge and task domains of HR practitioners working at the international or global level: global HR strategic management; global organizational effectiveness and employee development; global staffing; global compensation and benefits; international assignment management; and employee relations and international regulations. Course number prior to fall 2012: GSM 618.

• Prerequisite(s): Core courses of the first-year curriculum.

This course involves the use of mathematical models to generate meaningful information and insight for a quantitative basis for decision making. This course is designed to provide the student with the skill to think quantitatively and analytically about managerial decision problems, understand the assumptions, advantages, and limitations of mathematical modeling, and finally an ability to recognize situations where this approach is useful. Spreadsheet based software will be used to introduce linear programming and its variations, decision analysis under uncertainty and simulation. The course will also integrate concepts from Operations Management, Finance and Marketing. Course number prior to fall 2012: GSM 619. Previous title: Management Science

• Prerequisite(s): Core courses of the first-year curriculum.

In this course, students will learn the concepts, frameworks, and problem-solving tools of Lean Six Sigma. Lean Six Sigma is a synergized managerial concept of Lean and Six Sigma that results in reducing waste and cost, improving quality and speed, improving business processes, and achieving high organizational performance. A typical Lean Six Sigma project comprises the Lean's waste elimination effort and the Six Sigma project based on the critical quality characteristics: The former aims at reducing or eliminating various types of waste (including defects, overproduction, waiting, nonutilized resources, transportation, inventory, motion, and excessive processing), while the latter aims at providing goods and service at a rate of 3.4 defects per million opportunities. This course should be useful for the students who are interested in pursuing their management careers in the area of Operations, Analysis and Systems or Sustainability Management. Course number prior to fall 2012: GSM 653CCC.

• Prerequisite(s): GSM 5103, 5110 and 5114

Integrated business planning (IBP) produces the numbers that top executives need to run the organization and provides a platform for deploying strategies. It is the process that enables an executive team to establish the desired levels of customer service, inventory investment, customer order backlogs, and the resulting financial performance --- and then proactively manage the business to achieve those targets. AMR Research calls Integrated Business Planning the "ultimate best business practice." This course is likely to be of interest to students interested in marketing, operations, finance, human resources, and entrepreneurship. Students will actively work with a client company as a live case. Students will be required to travel to Portland to observe the client company in action. In addition, some classes may be held at the Willamette University Portland Center. Course number prior to fall 2012: GSM 653OO.

• Prerequisite(s): Core courses of the first-year curriculum PLUS instructor permission. Requires a basic understanding of how customer serving organizations are structured and work, and an understanding of marketing, operations, engineering, finance or human resources. Students may find it helpful to have taken GSM 6249 and/or GSM 6269.

Business dynamics is an introductory class on "System Dynamics" - a method of understanding the world that embraces complexity, feedback, and endogeneity. The class will prepare you to solve complex problems using a system level view, translate your thinking into computer models, and evaluate competing explanations for surprising behavior. The class includes discussions and examples of government agencies, corporate entities, and non-profit groups that have used a system dynamics approach to solve problems facing them. The class will also feature "management flight simulators" that allow you to test strategies before implementing them in an organizations. Business Dynamics is NOT a math or computer computer programming experience. For more information about systems thinking see (http://www.systemdynamics.org/what_is_system_dynamics.html). Enrollment cap: 12 Course number prior to fall 2012: GSM 653AAA.

Database management is the foundation of any information system and plays a crucial role in the operations of all organizations in the business, government, and nonprofit sectors. This course introduces the fundamentals of modern database concepts and database development skills. Students learn to: analyze an enterprise’s data management requirements and integrate data management across functional areas; analyze the requirements of data management and design a conceptual database model using entity relationship modeling, relational design, and normalization; use the Structured Query Language (SQL), the current relational database standard, to implement the conceptual database model into a state-of-the art database management system such as MySQL or Microsoft Access; and use SQL to retrieve data to support business operations and decision making.

Experiential learning course where MBA students learn the strategies and details involved with investing in entrepreneurial ventures. Students are embedded as active investing members in Angel investment groups throughout the Pacific Northwest; evaluating deal flow, performing due diligence and making investment decisions. Investment decisions are made by the students with the oversight of the Advisory Board. Additionally, students work on cutting edge research in the fields of angel investing, venture investing, entrepreneurship and economic development. Course number prior to fall 2012: GSM 653UUA.

Experiential learning course where MBA students learn the strategies and details involved with investing in entrepreneurial ventures. Students are embedded as active investing members in Angel investment groups throughout the Pacific Northwest; evaluating deal flow, performing due diligence and making investment decisions. Investment decisions are made by the students with the oversight of the Advisory Board. Additionally, students work on cutting edge research in the fields of angel investing, venture investing, entrepreneurship and economic development. Course number prior to fall 2012: GSM 653UUB.

• Prerequisite(s): Core courses of the first-year curriculum PLUS instructor permission. Contact Professor Rob Wiltbank

The objective of the course is to understand how expert entrepreneurs think through opportunities and strategies as they create sustainable for-profit or not-for-profit organizations in an environment of uncertainty. The course will involve working sessions with entrepreneurs in the community, and involve sessions in Portland in addition to Salem class time. Areas of focus: business model design, venture finance, marketing in new organizations, and direct selling. Enrollment cap: 35. Course number prior to fall 2012: GSM 628.

• Prerequisite(s): Core courses of the first-year fall semester curriculum.

This is an introductory course about management consulting. The course focuses on understanding the management consulting profession, the ethics of consulting and the consultant/client relationship. Students will develop consulting skills and techniques to objectively diagnose, evaluate, and improve management and organizational performance. Students will learn how to identify and diagnose organizational performance weaknesses and how to assemble information to support and implement recommendations for change. Course number prior to fall 2012: GSM 653XX.

Over the last 20 years, increasingly intense competitive forces have cut the length of time a company stays at the top of its industry in half. Today, you can’t find a Fortune 500 company that doesn’t have dedicated competitive intelligence professionals on staff and dedicated teams focused exclusively on analyzing the competition. Competitive Intelligence is a course that will equip you with the tools, frameworks, and best practices to enable you to systematically analyze a competitive business environment. The course will show you how to generate meaningful recommendations and insights that matter to planning, marketing, sales, and executive teams. This course will also cover the ethical and legal considerations you have to keep in mind while doing this type of research. The course includes a plethora of hands on activities where you’ll learn practical and most importantly, real-world examples of competitive intelligence fieldwork and analysis techniques applicable across business and non-profit realms. A large percentage of the course grade is based on the production of a competitive landscape review covering two firms in an industry of your choice. Enrollment cap: 30. Course number prior to fall 2012: GSM 653BBB.

• Prerequisite(s): Core courses of the first-year fall semester curriculum

Identifies and examines processes for assessing, establishing and maintaining value-creating relationships among suppliers, providers and consumers of nonprofit organizations. Places particular emphasis on building productive exchange relationships with donors and clients. Course number prior to fall 2012: GSM 631.

• Prerequisite(s): GSM 5107

Builds on core financial management skills to provide basic tools of financial and budget analysis needed for careers in public management and consulting, or for service as an elected or appointed official or voluntary board member. The course includes the study of financial theory which is concerned with the sources and uses of funds (taxing, borrowing, the cost of capital, and cash budgeting) and budgeting (budget process, operational budgeting and capital budgeting). Course number prior to fall 2012: GSM 632.

• Prerequisite(s): Core courses of the first-year fall semester.

This course focuses on credit risk, credit analysis, and fluctuations in interest rates, and the ways they combine to determine the profitability of lending and investing in various forms of debt. Debt is everywhere: governments, corporations, and households borrow large amounts of money from institutional investors such as commercial banks, investment banks, insurance companies, pension funds, and mutual funds. We will study how debt markets operate, how debt is valued, how interest rates are determined, and how to analyze the credit risk of borrowers. We will then apply our learning to the current credit turmoil and its implications for the private and public sectors of the economy. Enrollment cap: 25. Course number prior to fall 2012: GSM 633.

• Prerequisite(s): GSM 5110

Examines the processes by which managers design (organize, reorganize) their organizations. Topics include factors that constrain design options, organizational properties that are amenable to being changed and likely outcomes of different design decisions. Emphasizes the managerial exercise of design options; implications for managerial performance are drawn. Course number prior to fall 2012: GSM 634.

• Prerequisite(s): GSM 5101 and 5102

Broadly speaking, Operations Management concerns the processes by which work and resources are directed toward the achievement of strategic objectives. It thus requires a fundamental understanding of organizational strategy, processes, and resources. In addition to an overview of competitive strategy, specific topics include: process modeling and improvement, product and service design, capacity planning and analysis, work scheduling, and inventory management. Topical coverage is intended to provide "equal time" to production and service operations, the latter including those in government and non-for-profits. Coverage will also attempt to balance theory and applications, with an emphasis on "best practices". In addition to readings, homework problems and a midterm exam, students will be responsible for an operational analysis of a local business or governmental agency. Course number prior to fall 2012: GSM 635.

• Prerequisite(s): Core courses of the first-year curriculum.

The course integrates critical new HR competencies, personnel skills and the application of business and policy knowledge along three HR processes: (1) acquiring and developing talent; (2) managing the employment relationship; and (3) strategic HRM. This course prepares you to assume an HR generalist role in an organizational setting by developing your proficiency in the basic body of HR knowledge. Course number prior to fall 2012: GSM 636.

• Prerequisite(s): GSM 5101 and 5102

This course focuses on the application of Human Resource concepts to workforce management issues in state government. Students will work directly with state agency managers and Human Resource professionals to examine data, identify issues, and work with state agencies on strategies to address workforce management issues. Course number prior to fall 2012: GSM 653GG.

• Prerequisite(s): GSM 5101 and 5102

Value chain analysis from raw material to end user. The bulk of the grade based on detailed industry project (industry of your choice). Will cover all aspects of industry dynamic: Hyper Competition, Radical Innovation, Complimentary Products, and Vertical Integration. Who makes the money? Who has the power? What are the trends? What will win next? Course number prior to fall 2012: GSM 641.

• Prerequisite(s): Core courses of the first-year curriculum.

Explores the importance of a well-managed sales force to the organization's viability and the applicability of various strategies, including structure, incentive, compensation, hiring, training, evaluation and forecast modeling, to the achievement of goals. All functional areas are impacted by the sales force's success in generating cost-effective revenues and long-term customer relationships. Thus, every professional benefits from a firm grasp of its management objectives and issues. Valuable for students whose success will be enhanced by understanding the sales force as a key internal customer as well as for those evaluating sales force management as a career choice. The course helps students to identify behavioral and analytical bases for successful sales force management and to become a knowledgeable user of both sales data and sales force input to the firm's business and marketing processes. Enrollment cap: 20. Course number prior to fall 2012: GSM 643.

• Prerequisite(s): Core courses of the first-year fall semester curriculum.

This course seeks to use the concept of business architecture as a vehicle for performance analysis. Business architecture is defined as the organization’s design coupled with its information infrastructure design. To accomplish this, the course focuses first on transactional and decision making tasks in organizations and the underlying technical artifacts including the respective relational database and decision support systems design and implementation. This groundwork coupled with a basic understanding of organizational design is applied in a real-life setting where the student analyzes an enterprise’s architecture and its ability to support the organization’s mission. Enrollment cap: 12. Course number prior to fall 2012: GSM 644.

• Prerequisite(s): GSM 5114

This is a seminar course that focuses on understanding the various informational problems within organizations, and how the design and use of management control mechanisms can affect shareholder value. Such mechanisms include strategic plans, SWOT analysis, delegation of authority, compensation and other monetary and nonmonetary rewards, budgets, transfer prices, and performance monitoring. Students will pay special attention to the influence of external factors such as customers, suppliers, technology, financial markets and regulatory constraints. Students will also examine similarities and differences between for-profit, non-profit and government organizations. Class size limited to 20. Course number prior to fall 2012: GSM 645.

• Prerequisite(s): Core courses of the first-year curriculum.

Human resources are an often-under utilized source of sustained competitive advantage. Competency management and human resource development are essential components of an organization’s success. This course focuses on enhancing employee and organizational effectiveness through human resource development. Utilizing the ADDIE (analysis, design, development, implementation, and evaluation) design process, this course will provide students with an in-depth study of the concepts, processes, statistical analytics, and common pitfalls associated with employee competency development and management. Course number prior to fall 2012: GSM 648.

• Prerequisite(s): GSM 5101 and 5102

This course provides an overview of the fundamental tools of project management throughout the project lifecycle, from initiation through execution and control to close. Concepts are tied closely to the Project Management Body of Knowledge (pmi.org). Case studies of real organizations focus on specific issues associated with new product development, process redesign, systems implementation and other projects and include discussion of culture, conflict, risk and change management. The student will also be introduced to modern project management software. (Note: MS Project is a MS Windows-based application). Enrollment cap: 12. Course number prior to fall 2012: GSM 649.

• Prerequisite(s): GSM 5114

This course examines the launch and management of business ventures that have international dimensions. The course will alert you to opportunities to internationalize company ventures, especially selling products and services abroad. We will focus on developing your knowledge to: identify internationalization opportunities; assess company readiness to internationalize; evaluate, launch, and manage international ventures; research and analyze key information; understand the complexities and challenges of international business; and learn about the various dimensions of key international markets, especially emerging markets and developing economies. Among other activities, students will devise an international business plan for the launch of an actual product or service in a foreign market. Enrollment cap: 30.

• Prerequisite(s): Open to second-year students. First-year students require instructor approval.

Examines fixed and floating exchange rates and monetary unions. Develops: 1) an understanding of the strategic and tactical foreign exchange exposure of exporters, importers and international corporations; and 2) techniques for hedging foreign exchange exposure with financial derivatives. Course involves intensive computer gaming of international economic scenarios, including international trade and international financial flows. Course number prior to fall 2012: GSM 658.

• Prerequisite(s): Core courses of the first-year curriculum, GSM 5110 and competency in Microsoft Excel.

Designed to help students become wise "consumers" or users of marketing research. Defines marketing research as a set of techniques and principles for systematically collecting, recording, analyzing, and interpreting data that can aid decision makers who are involved in the marketing of goods, services, and ideas. Emphasizes techniques that provide information which reduces uncertainty in the decision making process and shifts the basis for decision making from intuitive information gathering to systematic and objective investigation. Course number prior to fall 2012: GSM 660.

• Prerequisite(s): Core courses of the first-year fall semester curriculum.

Explores issues of strategic marketing and the formulation of marketing strategy. Key issues include new product introduction, managing an existing new product, using current strengths to enter new businesses/markets, and how organizational systems and processes relate to strategy formulation and implementation. The course involves case studies and a computer simulation called Markstrat. Students are expected to learn how to present persuasive oral and written reports. The course emphasizes learning-by-doing, and involves a substantial amount of work in teams. Enrollment cap: 35. Course number prior to fall 2012: GSM 661.

• Prerequisite(s): GSM 5107
• Each student will be required to purchase Markstrat on the first day of class. Students should expect an additional cost of approximately $25.

Explores the role of communications in marketing management and the strategic integration of promotional tools, including public relations, advertising, sales promotion, personal selling, database and online marketing. Critically evaluates trends and the impact of marketing communications on individuals and on society as a whole. Through cases and projects, students will apply generic IMC concepts in various social and organizational contexts - commercial, non-profit, domestic, and international. Enrollment cap: 30. Course number prior to fall 2012: GSM 662.

• Prerequisite(s): Core courses of the first-year fall semester curriculum.

The U. S. legal and regulatory system has a pervasive impact on marketing activities. This course surveys, evaluates, and discusses the legal and regulatory environment relevant to product, pricing, promotion, and distribution decision-making. Emphasis will be given to developing a working knowledge of the risks and opportunities which inhere in our legal and regulatory system's impact on marketing activities. Class size limited to 20. Course number prior to fall 2012: GSM 663.

• Prerequisite(s): Core courses of the first-year fall semester curriculum.

Financial derivatives are options, futures, and swaps, and their use is widespread and growing. The purpose of the course is to help students become better managers through the informed use of financial derivatives to create value. Students explore the use of financial derivatives to hedge price risk, increase profitability, increase the value of a firm, and improve market efficiency. The course also focuses on learning how to avoid the dangers of financial derivatives that flow from their potential to bankrupt organizations, threaten the stability of the financial system, and contribute to fraud. Enrollment cap: 25. Course number prior to fall 2012: GSM 664.

• Prerequisite(s): Core courses of the first-year curriculum.

Examines the formation, financing, management and leadership of not-for-profit organizations. Provides practical leadership and management training. Readings, in-class exercises, and case studies provide in-depth understanding of the most significant issues affecting not-for-profit organizations. Includes a major class project involving a nonprofit organization. Enrollment cap: 30. Course number prior to fall 2012: GSM 665.

• Prerequisite(s): Core courses of the first-year fall semester curriculum.

Design thinking is a proven process for practically and creatively solving problems. It is an interdisciplinary field of study, communication and action that seeks to connect the diverse arts and sciences with each other and the purpose of enriching human life. The process of design thinking relies on being able to see the world around you differently from the way most people see it. This "seeing differently" is the way innovators spot where improvement can be made and the way they imagine and refine products that enable change. The course starts with students learning about their thinking style and becoming a member of a team that maximizes thinking-style diversity. The teams then share their interests with each other and collectively choose an aspect of human life in which to find and solve a problem. Students are then coached in the design thinking process - a process that combines empathy (i.e., being in another's shoes), radical collaboration (a partnership between diverse thinkers, and co-production among traditional creators and users), creativity, rationality, analytical thinking and integrative thinking (creatively combining ideas from many sources) to meet human needs and drive collective success. Enrollment cap: 25. Course number prior to fall 2012: GSM 667.

• Prerequisite(s): Core courses of the first-year fall semester curriculum.
• Each student will be required to purchase XLMiner and PASW Modeler at the end of the first week of class. Students should expect an additional cost of approximately $102 to $132. For more information contact Professor Paul Dwyer.

Analyzes current leadership theories and leadership roles in practical everyday situations (teams, meetings, change, etc.). Enrollment cap: 25. Course number prior to fall 2012: GSM 668.

• Prerequisite(s): Core courses of the first-year curriculum.
• Each student will be required to purchase assessment inventories used in the course. Students should expect an additional cost of approximately $35 to $77.

There are three business terms that are used relatively interchangeably: logistics, supply chain management, and value chain management. However, they are very different things. Logistics is the work required to move inventory throughout the supply chain in the most efficient and cost effective manner. As such, logistics focuses on reducing the costs of moving physical inventories and the components of physical inventory as they make their way to the ultimate end-user. As such, logistics focuses a great deal on the costs of transportation and warehousing of physical inventories. Supply Chain Management focuses on the management of the relationships between firms in order to facilitate the movement of inventory and the components of inventory. As such the focus is still on the reduction of costs, but it focuses more on how to facilitate information flows to reduce costs of physical inventories and the processes associated order processing, inventory management, and forecasting end demand. Value Chain Management focuses on managing logistics and the supply chain to support a firm's strategic position in order to both reduce costs and enhance revenues. In this course we will explore how logistics and supply chain concepts are used to support a firm's strategic position. The course will consist of lectures (by both the instructor and practitioners), simulations to illustrate important concepts, and case study discussions and exams designed to evaluate the understanding of students in the class. Class participation (not just attendance) will be expected and will be a significant component of the class. Course number prior to fall 2012: GSM 669.

• Prerequisite(s): GSM 5103, 5105 and 5107

This course develops an economic view of strategic decision making for managers based on the theory of games. With a practical emphasis, we develop decision trees for ubiquitous problems including moral hazard, adverse selection, and optimal contingency planning. The same theory facilitates studying important properties of communication in strategic settings and auctions (explicitly designed markets that solve strategic problems). These topics permeate decision problems in the for profit, nonprofit, and public sectors. Specific cases for examination include (but aren't limited to) risk-sharing arrangements and insurance markets, the ”temptation” posed by inflation in monetary policy, M&A protocols, the informational content of corporate and political communications, an analysis of wireless spectrum auction design, and cap and trade systems. Course number prior to fall 2012: GSM 653EEE.

How do managers differentiate successful and failed policies/programs? Positive and negative outcomes only provide part of the answer: managers often cannot know what would have happened absent the intervention. Assessing the impact of a new policy/program thus represents a fundamental challenge for managers. This course teaches quantitative evaluation techniques for estimating the impact of policies, programs, and other interventions in for-profit, non-profit, and public enterprises. We will begin with designing interventions to facilitate easily measured effects. From this baseline, we will study modern statistical tools from structural equations modeling, causal and design-based inference, and measurement theory that allow managers to infer when interventions yield causal effects along with quantifying uncertainty about those effects. By using these tools to evaluate the impact of a policy or program intervention, managers can improve their decision making and optimize the allocation of scarce resources. Course number prior to fall 2012: GSM 653FFF.

Recent advances in information technology have resulted in a whole new class of products that allows the producer of these products to gather data about the actual behavior of their customers and prospective customers during the purchase process. This data can be extremely useful in helping companies segment their markets and develop information based marketing strategies. This class explores a number of analytical tools (XL Miner IBM SPSS Modeler) to mine the data and develop behavior based marketing strategies. Specifically, the class explores how this data and these tools differ from traditional market research tools. Analytical tools discussed include: neural networks, association rules, decision trees and cluster analysis. Windows software required. Enrollment cap: 25. Course number prior to fall 2012: GSM 672.

• Prerequisite(s): GSM 5103

This course focuses on the concepts of Human Resource management as they relate to public sector and nonprofit administration. People providing services are at the heart of most public and nonprofit organizations. The goal of the course is apply your knowledge of general Human Resource principles to public and nonprofit organizations. Understanding the legal and political environments within which public personnel and labor laws operate will allow you to more effectively manage the resources available to you. The course will also explore emerging trends in public and nonprofit workforce demographics. Course uses selected readings, case studies and interactive class activities to develop your knowledge and skills in managing people and programs in public and nonprofit organizations. Guest speakers who are experienced professionals in the field will also be utilized. Course number prior to fall 2012: GSM 674.

• Prerequisite(s): Core courses of the first-year curriculum.

Supply Chain Management (SCM) involves the flows of materials and information among all of the firms that contribute value to a product, from the source of raw materials to end customers. It integrates issues from finance (investments in productive assets), marketing (channels of distribution) and operations management to develop a broad understanding of a supply chain. The central objective of this course is to introduce the concepts and skills necessary to make good SCM decisions. Analytical foundations of SCM related to key concepts such as inventory, capacity, and quality will be introduced. Economic considerations in the investment of resources for configuration of processes, product designs, and development of partnerships with suppliers and channels of distribution will be explored. SCM technologies such as enterprise resource planning (ERP) systems, emerging technologies such as radio-frequency identification devices (RFID), and the challenges associated with “recycle and reuse” strategies into SCM objectives will be discussed. A variety of SCM examples from the private, public, and non-profit sectors, from simple to complex, will be explored and compared. By the end of the course, students will have an enhanced ability to use analytical tools and conceptual frameworks to make decisions in supply chain contexts as well as a better understanding of the major strategic issues and trade-offs that arise in supply chain management. Course number prior to fall 2012: GSM 675.

• Prerequisite(s): GSM 5103, 5110 and 5114

This course is a seminar course about the management of organizational social networks and structure (whether in public, private, or not-for-profit organizations) in the contexts of navigating your professional career and creating value for yourself and your organization through coordination and control. Social networks, or those relationships between social actors NOT prescribed by the formal organizational structure, have been shown to be highly reliable conduits of knowledge and information. Both scholars and practitioners by and large agree that informal relationships are the key to what does (or does not) get done in organizations. In this course, you will learn how to identify, map, describe, and analyze the structure of these relations. You will also learn how to make social networks work for you by examining the ways in which through such structures scarce resources (including promotions) are being allocated, decisions are being made, behavior is constrained and/or enabled, and competitive advantages in careers, organizations, and markets are channeled. Enrollment cap: 20. Course number prior to fall 2012: GSM 676.

• Prerequisite(s): Core courses of the first-year curriculum.

This course provides an advanced HR experiential learning opportunity for students prior to graduation based on the global concepts and tools developed in GSM 618. Students will undertake a real HR client project for an organization that operates internationally (choice of private, public, or non-profit sector). Course number prior to fall 2012: GSM 678.

• Prerequisite(s): GSM 5101, GSM 5102, and GSM 6218. In cases where GSM 6218 and GSM 6278 are offered in the same semester, GSM 6278 may be taken concurrently with GSM 6218.

This is an advanced course in corporate finance and the interaction of strategy and finance. Topics include non-GAAP accounting and its use in managing for value, modern techniques of valuation and determination of optimal capital structure, the value of managerial flexibility in corporate strategy, and specialized financing arrangements for acquisitions and divestitures. Course materials include cases and other complex real-world problems. Course number prior to fall 2012: GSM 680. NOTE - IF YOU ARE PLANNING TO TAKE THIS COURSE SPRING SEMESTER 2014, YOU WILL NEED TO UTILIZE ONE OF THE FOLLOWING TWO REGISTRATION OPTIONS FOR FALL AND SPRING SEMESTER: Option 1: Complete "GSM 6291- Investments" and "GSM 6292 - Student Investment Fund" in fall semester; and take both "GSM 6280 Strategic Finance" and "GSM 6283 -Corporate Finance" in spring semester. or Option 2: Take the all three of the following finance courses during spring semester: "GSM 6280 Strategic Finance" and "GSM 6283 -Corporate Finance" and "GSM 60X1 - Financial Analysis"

• Prerequisite(s): Prerequisite(s): Core courses of the first-year curriculum, GSM 5110 and GSM 6283.

Ready FIRE Aim. This is an entirely hands on course facilitating the creation of the participants' venture opportunities. Primary efforts are to get your new venture up and running. Secondary efforts are to use learning opportunities from that work with real market participants to refine your business model and further master the details of your opportunity. We are not shopping for opportunities, we are executing opportunities. Course number prior to fall 2012: GSM 681A.

• Prerequisite(s): Core courses of the first-year curriculum PLUS instructor permission. Contact Professor Rob Wiltbank.

Ready FIRE Aim. This is an entirely hands on course facilitating the creation of the participants' venture opportunities. Primary efforts are to get your new venture up and running. Secondary efforts are to use learning opportunities from that work with real market participants to refine your business model and further master the details of your opportunity. We are not shopping for opportunities, we are executing opportunities. Course number prior to fall 2012: GSM 681B

• Prerequisite(s): GSM 6281 or instructor approval.

Students in corporate finance course will learn how to plan, implement, and evaluate financing, investing, and dividend payout strategies in domestic and multinational corporations. The course is set within an applied analytical framework. Integrating corporate governance, financial and strategic, and regulatory dimensions, course focuses on applying finance concepts, analytical tool, and valuation models to analyze specific situations. Students evaluate corporate finance decisions utilizing case method. The course topics include advanced capital budgeting, equity, debt, and hybrid financing, risk and cost of capital, capital structure and dividend policies, mergers and acquisitions, corporate governance, ethics, and government regulation of domestic and global corporate entities. Course number prior to fall 2012: GSM 683.

• Prerequisite(s): GSM 5105 and GSM 5110

Provides experience negotiating: planning, evaluating and employing alternative strategies and tactics, and managing the process. Examines problems of competition and cooperation by using analytical frameworks such as theories of games, bargaining and coalitions. Class size limited to 32. Enrollment cap: 32. Course number prior to fall 2012: GSM 686.

• Prerequisite(s): Core courses of the first-year fall semester curriculum.
• Each student will be required to purchase assessment inventories and cases used in the course. Students should expect an additional cost of approximately $36.

Develops competencies in planning, negotiating and implementing programs by mobilizing staff and effectively using administrative processes. Covers topics such as continuous improvement, ethics, budgeting, program evaluation and related leadership skills. Emphasizes building trust with stakeholders and customers. Utilizes real situations and experiences. Applicable to management in public, nonprofit, and publicly-oriented business organizations. Prerequisite: Core/required courses of the first-year fall semester curriculum. Enrollment cap: 30. Course number prior to fall 2012: GSM 689.

• Prerequisite(s): Core courses of the first-year fall semester curriculum.

Provides advanced language training through the University's foreign language courses numbered 33l, 332, or higher. Graded Pass/Fail. An Atkinson grade of "pass" requires a grade of "B" or better in the class. The instructor has the right to assess and confirm the capacity of the student to take the course, and may require MBA students to complete additional coursework not required of undergraduates. A maximum of six credits of GSM 690 may be applied toward elective credits, but the total number of Pass/Fail credits must be within the Atkinson School academic regulations governing Pass/Fail courses. Course number prior to fall 2012: GSM 690.

• Prerequisite(s): Core courses of the first-year fall semester curriculum.

This course brings together financial and macroeconomic analysis to design and implement investment strategies in stocks and exchange traded funds. Topics include economic outlook, company analysis and valuation, analysis of risk, and asset allocation. Students prepare research reports of companies and design a custom benchmark for the O'Neill Student Investment Fund. Together with GSM-6292A/B, this is a 6-credit finance experiential elective. Course number prior to fall 2012: GSM 691.

• Prerequisite(s): GSM 5110, core courses of the first-year curriculum, AND must be taken concurrently with GSM-6292A.

This is a hands-on investment management course that meets once a week for the whole year. Students follow economic, financial, and company events and apply concepts and techniques from the GSM-6291 Investments course and other courses to manage a real portfolio of stocks and exchange traded funds. At the end of each semester, students present their results and future plans to an outside panel. GSM 6292A (fall semester) and GSM 6292B (spring semester) constitute a year-long course. Students who successfully complete both the fall and spring semester will receive 3 credits for the year. Students who do not successfully complete both fall and spring semester will receive zero credits. Course number prior to fall 2012: GSM 692A & 692B.

• Prerequisite(s): GSM 5110, core courses of the first-year curriculum, AND must be taken concurrenty with GSM 6291 for fall semester

The course involves analysis of corporate mergers, acquisitions, and takeovers, in addition to a broad array of topics including strategic alliances, financial re-capitalization, Leveraged buyouts, Management buyouts, Going private, Going public, and ESOPs. The course aims at achieving learning outcome for the students in terms of their developing ability to plan, evaluate, and execute corporate restructuring activities using financial modeling and quantitative techniques. The course integrates the corporate governance and agency dimensions, financial and strategic management aspects, and legal and accounting considerations into a unified framework for investigating issues such as, pre-merger planning, fact-finding, accounting and tax implications, antitrust problems, post-merger integration, and short-term and long- term shareholder wealth consequences. Enrollment cap: 40. Course number prior to fall 2012: GSM 693.

• Prerequisite(s): Core courses of the first-year curriculum.

This is a hands-on investment management course that meets twice per week from early June until late July. Students follow economic, financial, and company events and apply concepts and techniques to manage a real portfolio of stocks and exchange traded funds. Less quantitative than GSM692 A&B, the summer Student Investment Fund utilizes a text written by a high-level investment manager to value companies and make decisions on stock purchases. Students may continue the Student Investment Fund experience with GSM 6292A (fall semester) and GSM 6292B (spring semester), which constitutes a year-long course. Course number prior to fall 2012: GSM 694.

• Prerequisite(s): GSM 5110, core courses of the first-year curriculum.

This course is structured as a prerequisite for many of the other courses recommended for the sustainability management area of interest. The overall purpose of this program is to create change agents who have the knowledge and skills to build and/or execute business processes to enhance the viability of the organization and the broader system in which it operates. As such this overview course is designed to provide everyone a base level for understanding the issues involved in becoming an effective change agent. Course number prior to fall 2012: GSM 697.

• Prerequisite(s): Core courses of the first-year curriculum.

Sustainability management requires managers who have the knowledge and skills to make decisions in a way that maximizes the likelihood that both organizations and the wider system on which they depend thrive both in the present and the future. This course focuses on the study and exploration of three topic areas where science and sustainable business objectives intersect: water quality, alternative energy, and ecosystem function. For each topic students will 1) learn the basic science, 2) utilize techniques for collecting, analyzing and interpreting scientific data, and 3) apply their scientific understanding to one or more management case studies. This course is designed for people who do not have an extensive science background. Course number prior to fall 2012: GSM 696A.

MBA study at Bordeaux School of Management in Bordeaux, France. Courses are taught in English. Students must apply to and be selected by the Atkinson School International Exchange Program Committee to participate in an exchange program. The exchange program occurs during the fall semester of the second year of MBA study. The application and selection process takes place during spring semester of the first year of MBA study. GSM 7240 is graded Pass/No-Pass. Passing grades received from the exchange university will be recorded as "P" on the Atkinson School transcript for MBA students. Failing grades will be recorded as an "N" on the Atkinson School transcript. Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail or Pass/No-Pass courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation. A maximum of 12 credits (24 ECTS credits from BEM) of exchange course work may be applied to elective credits from the BEM fall semester exchange. Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation. Course number prior to fall 2012: GSM 740.

• Prerequisite(s): Core courses of the first-year curriculum, PLUS application and selection by the Atkinson School International Exchange Program Committee.

MBA study at Copenhagen Business School in Copenhagen, Denmark. Courses are taught in English. MBA students must apply to and be selected by the Atkinson School International Exchange Program Committee to participate in an exchange program. The exchange program occurs during the fall semester of the second year of MBA study. The application and selection process takes place during spring semester of the first year of MBA study. GSM 7241 is graded Pass/No-Pass. Passing grades received from the exchange university will be recorded as "P" on the Atkinson School transcript for MBA students. Failing grades will be recorded as an "N" on the Atkinson School transcript. Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail or Pass/No-Pass courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation. A maximum of 15 credits of exchange course work may be applied to elective credits. Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation. Course number prior to fall 2012: GSM 741.

• Prerequisite(s): Core courses of the first-year curriculum, PLUS application and selection by the Atkinson School International Exchange Program Committee.

MBA study at EM Strasbourg School of Business in Strasbourg, France. Courses are taught in English. MBA students must apply to and be selected by the Atkinson School International Exchange Program Committee to participate in an exchange program. The exchange program occurs during the fall semester of the second year of MBA study. The application and selection process takes place during spring semester of the first year of MBA study. GSM 7242 is graded Pass/No-Pass. Passing grades received from the exchange university will be recorded as "P" on the Atkinson School transcript for MBA students. Failing grades will be recorded as an "N" on the Atkinson School transcript. Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail or Pass/No-Pass courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation. A maximum of 15 credits of exchange course work may be applied to elective credits. Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation. Course number prior to fall 2012: GSM 742.

• Prerequisite(s): Core courses of the first-year curriculum, PLUS application and selection by the Atkinson School International Exchange Program Committee.

MBA study at Copenhagen Business School in Copenhagen, Denmark. Courses are taught in English. MBA students must apply to and be selected by the Atkinson School International Exchange Program Committee to participate in an exchange program. The exchange program occurs during the summer semester between the first and second year of MBA study. The application and selection process takes place during spring semester of the first year of MBA study. GSM 7243 is graded Pass/No-Pass. Passing grades received from the exchange university will be recorded as "P" on the Atkinson School transcript for MBA students. Failing grades will be recorded as an "N" on the Atkinson School transcript. Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail or Pass/No-Pass courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation. Course number prior to fall 2012: GSM 743.

• Prerequisite(s): Core courses of the first-year curriculum, PLUS application and selection by the Atkinson School International Exchange Program Committee.

MBA study at EM Strasbourg School of Business in Strasbourg, France. Courses are taught in English. MBA students must apply to and be selected by the Atkinson School International Exchange Program Committee to participate in an exchange program. The exchange program occurs during the summer semester between the first and second year of MBA study. The application and selection process takes place during spring semester of the first year of MBA study. GSM 7244 is graded Pass/No-Pass. Passing grades received from the exchange university will be recorded as "P" on the Atkinson School transcript for MBA students. Failing grades will be recorded as an "N" on the Atkinson School transcript. Students should refer to academic regulations regarding the maximum number of credits from Pass/Fail or Pass/No-Pass courses, internship, independent study, research, foreign language study, waived credits and transfer credits that can be applied toward graduation. Course number prior to fall 2012: GSM 744.

• Prerequisite(s): Core courses of the first-year curriculum, PLUS application and selection by the Atkinson School International Exchange Program Committee.

Internship I is for students participating in their first semester of internship with an employer. This course provides students the opportunity to undertake professional level employment that leverages their first year MBA studies and supports their career objectives while earning credits toward their degree. Upon successful completion of the course, students will have applied first year studies to the conduct of their internship and, specifically, to the production of professional level deliverables appropriate to their position and to their workgroup's function. Internship I requires students to complete a significant work experience, check in with the “Contributing Assistant Professor for Internships and Projects” every 2 weeks, write a position plan, write a final paper (includes a SWOT, discussion of how the student applied their first year coursework to the internship, and takeaways from the internship), and participate in a final meeting with the “Contributing Assistant Professor for Internships and Projects.” Students applying to register for Internship I must submit an internship proposal via Internwatch at http://agsm.willamette.edu/internwatch/ and complete an information meeting with the instructor. Students must demonstrate that the application and leverage of MBA level content will occur in depth. Important note for international students: strict rules apply for students on an F1 or J1 visa. Please see the GSM-7251 course syllabus for a summary of considerations and contact Chris Andresen, WU's Associate Director of International Education, for complete details. Course number prior to fall 2012: GSM 750.

• Prerequisite(s): Registration for Internship I requires official approval from the “Contributing Assistant Professor for Internships,” completion of at least 24 credits of the first-year curriculum, good standing and a cumulative Atkinson GPA of 3.00 or higher.

Internship II is for students participating in their second semester of internship with an employer. Internship II is limited to students who successfully completed the requirements of Internship I. In general, students in Internship II will be continuing a significant project or assignment started in Internship I, adding a new project or additional responsibilities to their Internship I experience, or working with a new supervisor or department. Internship II requires students to complete a significant work experience, write a position plan that describes how the student will continue to grow in their position, provide monthly updates to the “Contributing Assistant Professor for Internships and Projects,” write a final paper that discusses integration and other observations (includes how their department interacts with other areas within the company and an analysis of the way in which their experience in this company parallels or differs from what they learn in the classroom), and a participate in final meeting with the “Contributing Assistant Professor for Internships and Projects.” Students applying to register for Internship II must submit an internship proposal via Internwatch at http://agsm.willamette.edu/internwatch/ and complete an information meeting with the instructor. Students must demonstrate that the application and leverage of MBA level content will occur in depth. Important note for international students: strict rules apply for students on an F1 or J1 visa. Please see the GSM-7251 course syllabus for a summary of considerations and contact Chris Andresen, WU's Associate Director of International Education, for complete details. Course number prior to fall 2012: GSM 753.

• Prerequisite(s): Registration for Internship II requires official approval from the “Contributing Assistant Professor for Internships,” successful completion of Internship I, good standing and a cumulative Atkinson GPA of 3.00 or higher.

Internship III is for students participating in their third semester of internship with an employer. Internship III is limited to students who successfully completed the requirements of Internship I and II. In general, students in Internship III will be continuing a significant project or assignment from Internship II, adding a new project or additional responsibilities to their Internship II experience, or working with a new supervisor or department. Internship III requires students to complete a significant work experience, write a position plan that describes how the student will continue to grow in their position, provide monthly updates to the “Contributing Assistant Professor for Internships and Projects,” write a final paper (an overview of what they have learned about the role of their function within the company, the company within the industry, and the industry within the economy), and participate in a final meeting with the “Contributing Assistant Professor for Internships and Projects.” Prerequisite: Registration for Internship III requires official approval from the “Contributing Assistant Professor for Internships and Projects,” successful completion of Internship II, good standing, and a cumulative Atkinson grade point average of 3.00 or higher. Students applying to register for Internship III must submit an internship proposal via Internwatch at http://agsm.willamette.edu/internwatch/ and complete an information meeting with the instructor. Students must demonstrate that the application and leverage of MBA level content will occur in depth. Important note for international students: strict rules apply for students on an F1 or J1 visa. Please see the GSM-7251 course syllabus for a summary of considerations and contact Chris Andresen, WU's Associate Director of International Education, for complete details. Course number prior to fall 2012: GSM 754.

• Prerequisite(s): Registration for Internship III requires official approval from the “Contributing Assistant Professor for Internships,” successful completion of Internship II, good standing and a cumulative Atkinson GPA of 3.00 or higher.

Student studies a topic, not available in regular course offerings, under the supervision of a faculty member. Typically includes reading the relevant literature and completing an evaluative project such as a written exam or paper. Specifics of the project, including credits earned, are determined by the student and professor. Course is graded Pass/Fail. A maximum of six credits from the group of courses of Internship (7251, 7253, 7254), Research 7262 and Independent Study 7261 may be applied toward elective credits, and the total number of Pass/Fail credits must be within the Atkinson School academic regulations governing Pass/Fail courses. Course number prior to fall 2012: GSM 752.

• Prerequisite(s): Registration requires: core courses of the first-year curriculum, PLUS 3.0 cumulative Atkinson School GPA, PLUS supervision by a faculty member who is tenured or on a tenure track, PLUS completion of "GSM 7261 - Independent Study Form"

Global Study is a one credit Independent Study course that involves global study and group site visits in a specific country. The course is graded P/F. For spring semester 2013, this course involves global study and an international experience in Brazil. The course will include: 2 required three hour class meetings prior to the trip, 1 required three hour class meeting during or after the trip, and visits to numerous companies and other organizations in Sao Paulo and Rio de Janeiro, Brazil from March 23rd through March 31st (spring break). Students will study: fundamentals of international business, the environments and challenges of emerging markets, strategies and operations for succeeding in emerging markets, and specific aspects of business in Brazil, the world’s sixth largest economy. Participants in the course will pay charges as specified for the international trip (includes airfare, etc.). Tuition is not charged for this one credit course. In addition, credits from GSM7261G will not be counted toward academic regulations that limit the number of P/F, or internship, independent study and research credits that can be applied toward graduation.

• Prerequisite(s): Requires: Successful completion of at least one semester of Willamette MBA course work, good academic standing, good conduct standing, and submission of the online class application.

Student develops research proposal, carries out proposed research, analyzes data and prepares a comprehensive research report under the supervision of a faculty member. Research outcomes should make a contribution to management, the discipline and/or career preparation. Specifics of the project, including credits earned, are determined by the student and professor. Course is graded Pass/Fail. A maximum of six credits from the group of courses of Internship (7251, 7253, 7254), Research 7262 and Independent Study 7261 may be applied toward elective credits, and the total number of Pass/Fail credits must be within the Atkinson School academic regulations governing Pass/Fail courses. Course number prior to fall 2012: GSM 751.

• Prerequisite(s): Registration requires: core courses of the first-year curriculum, PLUS 3.0 cumulative Atkinson School GPA, PLUS supervision by a faculty member who is tenured or on a tenure track, PLUS completion of "GSM 751 - Research Form"