Life Long Learning Courses Descriptions

Chicago Life Long Learning Courses

South Bend Life Long Learning Courses

 

CHICAGO

BUSINESS ETHICS Explores the ethical dimensions of business, applies normative ethical theories, examines stakeholders’ relevance, stimulates moral imagination and analyzes ethical leadership.

CORPORATE FINANCE Overviews the role of the financial manager; analyzes types of investing and financing decisions; uses a valuation model to measure the risk/return tradeoffs of those decisions.

CORPORATE GOVERNANCE Examines the role and function of the CEO, top management and board; explores shareholder and stakeholder theories of governance; discusses international governance trends; imparts an understanding of paradoxes, cutting-edge practices and prescriptions in governance.

ECONOMICS OF THE FIRM Uses theoretical and quantitative models to define goals (e.g. profit versus market share), the implications of pricing and the effects of market structure on operations, strategy and behavior.

EVALUATING FINANCIAL PERFORMANCE Addresses the accounting process, including alternative methods for measuring and reporting; reviews the construction and interpretation of financial statements and various ways that managers, investors and regulatory agencies analyze and use them.

LEADING INNOVATION Examines innovative and creative behaviors and their effect on organizational structure, tasks, incentives and leadership.

LEADING CHANGE Explores the key facets of successful management of organizational change to remain competitive in turbulent times; enables participants to make organizations more adaptable and innovative.

LEGAL ENVIRONMENT IN BUSINESS Covers employment, labor, anti-trust, contract, corporate, securities and consumer protection law; includes a backdrop of American legal principles and uses case studies for relevant applications.

MACROECONOMICS Lays the foundation for understanding the U.S. and global economies– the context in which business functions; addresses interrelationships among goods and services, inflation, interest rates, oil shocks and government policy.

MARKET DYNAMICS AND COMPETITIVE ANALYSIS Provides the skills executives need to analyze a firm, market dynamics and positioning and then to utilize all applicable resources to gain competitive advantage.

MERGERS AND ACQUISITIONS Overviews mergers and acquisitions involving issues of strategy, finance and accounting; uses several recent successful and failed transactions as a basis for discussion.

QUANTITATIVE ANALYSIS IN BUSINESS Introduces today’s widely used, key statistical techniques; explores their various applications in business.

STRATEGIC FINANCIAL ISSUES Analyzes corporate value drivers; measures value-added and other performance metrics; reviews mergers and acquisitions.

STRATEGIC MARKETING APPLICATION AND PROCESS Using dynamic simulation to augment learning, provides an operationally oriented, systematic process, incorporating analysis, design, implementation and strategic controls, to make marketing decisions in a real-world, competitive environment

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SOUTH BEND

CORPORATE FINANCE Overviews the role of the financial manager; analyzes types of investing and financing decisions; uses a valuation model to measure the risk/return tradeoffs of those decisions.

CORPORATE GOVERNANCE Examines the role and function of the CEO, top management and board; explores shareholder and stakeholder theories of governance; discusses international governance trends; imparts an understanding of paradoxes, cutting-edge practices and prescriptions in governance.

CORPORATE RESTRUCTURING In a project-driven format, examines opportunities for growth in profitability through strategic alliances, mergers and acquisitions, spin-offs, downsizing and more.

ECONOMICS OF THE FIRM Uses theoretical and quantitative models to define goals (e.g. profit versus market share), the implications of pricing and the effects of market structure on operations, strategy and behavior.

GLOBAL FINANCE Imparts the framework to understand problems facing financial managers in a global arena; examines international financial instruments and foreign exchange exposure management.

INVESTMENTS Introduces investments and develops problem-solving skills; addresses financial analysis from an investor's perspective; overviews financial instruments and marketplaces; discusses stock, bond, and options valuation, risk and return, portfolio theory, bond pricing, interest rate risk, hedging, financial engineering, options, and market efficiency

LEADING CHANGE Explores the key facets of successful management of organizational change to remain competitive in turbulent times; enables participants to make organizations more adaptable and innovative.

LEADING INNOVATION Examines innovative and creative behaviors and their effect on organizational structure, tasks, incentives and leadership.

NEGOTIATION Within an analytical framework and interactive setting–using simulations, role-playing and case studies–enhances negotiation preparation, strategy and implementation skills and tactics.

OPERATIONS MANAGEMENT Studies today’s competitive environment at three essential levels: process management, technology management and project management.

OPERATIONS STRATEGY Examines operations strategies that advance a firm’s overall corporate strategy; uses case examples in service and manufacturing organizations.

STRATEGIC COST MANAGEMENT Presents advances in cost accounting and key inputs in designing cost systems; covers varying decision- making settings; examines activity-based and target costing and customer profitability analysis.

STRATEGIC MARKETING APPLICATION AND PROCESS Using dynamic simulation to augment learning, provides an operationally oriented, systematic process, incorporating analysis, design, implementation and strategic controls, to make marketing decisions in a real-world, competitive environment

TECHNOLOGY LEADERSHIP Prepares participants to be facile in making technology decisions; addresses key issues, including how to identify technology threats and avoid disruptive technologies; imparts strategies to help participants decide whether to build proprietary technology or purchase off-the-shelf products; shares the innovation and knowledge base of Notre Dame faculty and IBM facilitators and the actual technology experiences of IBM client partners; uses modeling to focus on the technology decision-making and utilization processes.

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