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 Kelley School of Business—Indianapolis 2003-2005 Academic Bulletin |
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Evening Master of Business Administration (M.B.A.) Courses
Accounting and Information Systems
Accounting and Information Systems
A510 Financial Accounting Theory and Practice I (3 cr.) An intermediate financial accounting course emphasizing financial statement preparation and analysis. Includes intermediate theory and problems, asset valuation, and income measurement, preparation and analysis of financial statements.
A515 Federal Income Taxes (3 cr.) Introduction to federal income taxation. Focus is on the income taxation of individuals and tax planning for individuals. The goal of this course is to introduce students to the federal income tax law of the U.S. The course provides an overview of the following elements of the tax computation: gross income, deductions, credits, property, transactions, alternative minimum tax, employment taxes, and an overview of the estate and gift tax. While the course primarily focuses on the income taxation of individuals, the basic treatment of other entities is considered, including the taxation of corporations, partnerships, limited liability companies, trusts and estates. Moreover, it should be emphasized that many of the basic tax rules examined apply to all entities. In addition, a portion of the course is devoted to tax research, enabling students to appreciate the sources of tax law such as the Internal Revenue Code, Regulations, administrative pronouncements, and case law. Normally A551 Tax Research is taken concurrently with A515.
A522 Federal Taxation of Partnerships and Partners (3 cr.) Tax aspects of the formation, operation, liquidation, and termination of partnerships and limited liability companies.
A523 Business Information Systems (3 cr.) An overview of accounting systems and their existence within businesses. The course includes discussions of system controls, transaction processing, business cycles, and issues related to development and installation of automated accounting systems.
A524 Managing Accounting Information for Decision-Making (3 cr.) P: A201. Provides a user-oriented understanding of how accounting information should be managed to ensure its availability on a timely and relevant basis for decision making. Focus is on cost-benefit analysis for evaluating potential value-added results from planning, organizing, and controlling a firm's accounting information. Group participation and computer support is used extensively. For M.B.A. students enrolled in Module II.
A565 Advanced Accounting Information Systems (3 cr.) A study of a variety of systems and technological topics that affect accountants and organizations. Topics may include using the Internet for financial reporting, EDI/electronic commerce, nontraditional attest functions, and other issues relevant to the current and anticipated technology environments.
A590 Independent Study in Accounting (cr. arr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision are arranged through the M.B.A. office and the student's faculty advisor.
A516 Federal Estate and Gift Taxation (3 cr.) Tax treatment of wealth transfers at death (the estate tax) and during lifetime (the gift tax), with emphasis on estate planning. Also includes an examination of the income taxation of estates and trusts.
A522 Federal Taxation of Corporations and Shareholders (3 cr.) Tax aspects of the formation, operations, distributions, redemptions, liquidation, mergers, acquisitions, and divisions of corporations, and the impact on shareholders.
S515 Telesystems (1.5 cr.) This course introduces students to a range of telecommunications technologies, including LANs, WANs, and the Internet, as well as the uses of those technologies in the organization.
S535 Advanced Topics in Information Systems—Data Management (3 cr.) The goal of this course is to familiarize students with the issues related to designing, using, and managing data through the facilities of a database management systems (DBMS).
S555 Information Technology for Managers—Part I (1.5 cr.) Study of information systems management topics, including computer and communications concepts, business application typologies, systems acquisition and implementation processes, end-user support structures, and strategic capabilities. Readings and case analysis. For M.B.A. students enrolled in Module III.
S590 Independent Study in Management Information Systems (cr. arr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision are arranged through the M.B.A. office and the student's faculty advisor.
Business Economics and Public Policy
G511 Microeconomics for Managers (3 cr.) For M.B.A. students enrolled in Module I. Economic decision making in the business firm, the strategic interaction of business firms in industries, the purchasing and consumption behavior of individual consumers and consumers as a group, and the influence of public policy on market outcomes. Development of a fluency with the language of economics and a strong "economic intuition," understanding of selected economics-based decision-making tools and the impact and interaction of the structure of an industry on competition, analysis of intra-industry rivalry, and improved understanding of public policy issues. Emphasis on the logical foundations of economic analysis and managerial decision-making. Will promote understanding and application of various quantitative measures.
G512 Macroeconomics for Managers (3 cr.) For M.B.A. students enrolled in Module II. This course develops a framework to analyze the external economic environment and to understand the major factors that cause macroeconomic change. The effects of monetary, fiscal, and trade policies in the U.S. will be examined with an awareness of the interdependency between world economies. Emphasis will be placed on integrating the implications of macroeconomic policy to the firm's capital decisions. Will promote the understanding and application of various quantitative measures.
G590 Independent Study in Business Economics and Public Policy (cr. arr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision are arranged through the M.B.A. office and the student's faculty advisor.
L512 Law and Ethics in Business (3 cr.) The objective is to provide the student of management with that knowledge of the American legal system—its processes and the substantive law itself—which is necessary to the making of informed and effective business decisions. Because the law develops and evolves in response to changing social, economic, political, and technological forces, and because business decisions often carry long-lasting as well as delayed effects, this course will emphasize the study of legal change. It is hoped that consideration of past legal developments will give prospective managers sufficient insight into the dynamics of this process to enable them to predict as soundly as possible the future legal environment in which their present decisions will bear fruit. For M.B.A. students enrolled in Summer Module I.
L590 Independent Study in Business Law (cr. arr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision are arranged through the M.B.A. office and the student's faculty advisor.
F509 Advanced Capital Budgeting (1.5 cr.) P: F523. This course develops a working knowledge of capital budgeting. The beginning of the course focuses on the application of traditional capital budgeting criteria, the determination of cash flows for capital budgeting purposes, and the determination of the appropriate cost of capital. Next, alternative methodologies/concepts such as adjusted present value (APV), economic value added (EVA), and valuing investment opportunities as real options are examined. Case studies are utilized to emphasize how these techniques can be applied to improve the capital allocation process.
F517 Venture Analysis (1.5 cr.) P: F523. This course will examine venture capital in financing entrepreneurial growth companies, how venture capital is raised, invested, and then harvested for reinvestment; how professional venture capitalists analyze and structure potential investments; how and when portfolio companies should execute an exit.
F520 Asset Valuation and Strategy (1.5 cr.) P: F523. The course begins with an introduction to the primary and secondary markets with an emphasis on the equity markets. Basic theories for valuing equity and derivative securities are presented. Covered in the equity arena are the Capital Asset Pricing Model, arbitrage pricing theory, and empirical tests of these models. Basic options, forwards, and futures are applied as risk management techniques in the equity and currency markets.
F523 Financial Management (3 cr.) Provides a working knowledge of the tools and analytical conventions used in the practice of corporate finance; establishes an understanding of the basic elements of financial theory to be used in application of analytical reasoning to business problems; and explores the interrelationship among corporate policies and decisions. Course work will include problem sets, study group preparation of executive summary memos and critiques, and use of PC spreadsheets to develop a planning model for a case focusing on funds requirement. For M.B.A. students enrolled in Module III.
F525 Corporate Financial Risk Management (1.5 cr.) P: F520. This course provides an introduction to risk management strategies. We will focus on two key questions: First, why is risk management important? Second, how can risk management strategies be implemented? The course will make extensive use of derivatives as risk management tools, but no technical knowledge of derivatives is required. Students will be introduced to commercial software such as JP Morgan's Riskmetrics and Creditmetrics. Finance F526 is recommended, but not required.
F526 Derivative Securities (1.5 cr.) P: F520. This course provides an introduction to derivative securities. We will focus on understanding the basic types of derivatives such as futures contracts, swaps, and options. We will make extensive use of the binomial and Black-Scholes models for pricing options. No prior knowledge of derivatives is required, and we will keep the mathematics to the essentials.
F528 Fixed Income Investments (1.5 cr.) P: F520. Explores the broad class of fixed income securities, the determinants of risk and pricing, theories of the term structure, and the management of portfolios of fixed income securities. Theoretical material is developed in the context of the market for treasury securities. The later part of the course is on institutional foundations of corporate bond, municipal bond, and mortgage-backed securities markets, as well as how the concepts are adapted to the valuation and management of these more complex securities.
F529 Equity Markets (1.5 cr.) P: F520. The conceptual and analytical frameworks for investing in equity securities are presented in this course. Coverage includes an overview of the security markets, equity valuation, investment strategies, and portfolio management for individuals and institutions. International equity investing is discussed in global portfolio context. Numerous examples are used to illustrate the practical application of valuation models and strategies.
F540 The Firm in the Capital Market (1.5 cr.) P: F523. An introduction to the fixed income markets and the derivative securities used to hedge interest rate risk is presented. The price/yield relationship, term structure of interest rates, and interest rate risk measurement are emphasized. Forwards, futures, options, and swaps are presented as risk management tools.
F548 Corporate Governance and Restructuring (1.5 cr.) P: F523. This course is designed to promote greater understanding of mergers and acquisitions, restructurings, and corporate governance activities. This includes exploring the theory and evidence regarding the motives for M&A/restructuring transactions, the sources of value-added, and managerial incentives to engage in or resist these activities. Participants will learn how to apply discounted cash flow techniques for valuation purposes. Case studies are utilized to incorporate financial theory and valuation techniques in real-world situations.
F570 International Financial Markets (1.5 cr.) P: F523. This course examines the international financial markets in which firms and investors operate and discusses how to assess the opportunities and risks of those markets. Topics to be discussed include balance of payments, international arbitrage relationships, exchange rate determination, currency crises, and international asset diversification.
F571 International Corporate Finance (1.5 cr.) P: F523, F570. This course examines how firms and investors manage their operations or investments in an international environment. Topics to be discussed include foreign exchange risk management, financing the global firm, foreign investment decisions, and multinational capital budgeting.
F590 Independent Study in Finance (cr. arr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision are arranged through the M.B.A. office and the student's faculty advisor.
D590 Independent Study in International Business (cr. arr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision are arranged through the M.B.A. office and the student's faculty advisor.
D594 Competitive Strategies in Global Industries (3 cr.) The objective is to develop an understanding of the contemporary challenges and opportunities associated with developing global strategies. In light of recent developments in the global marketplace, old ideas about competitive strategy and implementation have become largely obsolete. Through a study of competitive industry analysis, competitor analysis, and cooperative alliance analysis, we shall gain a grasp of the basic principles that are necessary in thinking about competing in a global business environment. We will identify how to do an industry analysis and a cooperative industry analysis. This course provides an opportunity to learn about the factors affecting firm capabilities that build on industrial economic theories and on emerging theories of cooperative alliances and joint ventures. For M.B.A. students enrolled in Summer Module II.
J501 Developing Strategic Capabilities (3 cr.) For M.B.A. students enrolled in Module I. This course offers an introduction to tools for strategic management. Because it comes at the beginning of the M.B.A. Program, it provides an introductory view of the complexities involved in determining long-term strategies. Rather than assessing the firm's environment in terms of broadly defined opportunities and threats, we will examine the dynamics of the competitive environment, how both the pace and the direction of industry change are influenced by the resources, capabilities, and competitive interactions of rival firms.
J506 Leadership and Ethics in the Business Environment (3 cr.) Modern business operates in an increasingly interdependent and dynamic environment. The modern, large firm is the major institution in most contemporary industrialized societies. Many actions of firms have a major impact on society as a whole, as well as on specific stakeholders. Corporate actions are increasingly subject to media, public, and government scrutiny. The nature of the constantly changing relationship between business and its major constituencies is the focus of the course. The ethical, political, economic, social, and technological considerations of various managerial decisions are investigated. The role of ethical leadership and how it relates to corporate purpose and responsibility will be a major theme of this course.
J522 Strategic Management of Technology and Innovation (1.5 cr.) Once upon a time, technology management was left to engineers, and innovation was something that came out of the R & D labs. Today, new technologies redefine industries and business practices daily, and nurturing innovation is the responsibility of all managers. Technology, innovation, and strategy have become intertwined as firms realize that distinctive organizational capabilities are the basis of competitive advantage. The importance of developing capabilities has, in turn, increased interest in a broader interpretation of innovation: organizational learning. This course examines the interrelationship of these concepts and explores how managers may use the development of technology to improve their firm's strategic position.
W511 Venture Strategy (3 cr.) This course is designed for those individuals interested in creating a new business venture, acquiring an existing business, or working in industries that serve the entrepreneur, or students wishing to familiarize themselves with concepts, issues, and techniques of new venture creation and entrepreneurship. There is also a strong focus on intrapreneurship, or innovation within a corporate environment. Because the sources of entrepreneurial and intrapreneurial motivation are often quite diverse, the learning goals and objectives of the students in this course are often similarly diverse. Therefore, the course is designed to offer a broad range of educational experiences, including case analyses, presenting and negotiating a financial deal, and creating a business plan or corporate change initiative.
W516 Organizational Development and Change (3 cr.) Today's business environment forces executives to use every tool at their disposal to create and maintain an effective and adaptable organization. A major source of effectiveness and adaptability is the way in which the company's efforts are organized—its systems, structures, management processes, rewards, and strategies. The primary job of senior management today is to design, build, and operate organizations that function effectively. With these needs in mind, W516 helps students to (1) understand the basic components of an organization and how they interrelate as a system, (2) learn tools for diagnosing organizational performance problems, and (3) practice applying organization design concepts to solve performance problems.
W590 Independent Study in Management and Administration (cr. arr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision are arranged through the M.B.A. office and the student's faculty advisor.
Z512 Leadership I (1.5 cr.) This course is devoted to the development of skills and perspectives that are important to professionals and leaders in business. The premise of the course is that to be a true leader you must first be able to lead yourself. Modules are devoted to both personal and professional skills that are required to be successful in business and in life. The course content focuses on leadership skills and styles, inward/self-reflection, professionalism, relationship building and strategies, oral communications, and self-leadership/time management. Each module requires active student involvement in experiences and exercises that enhance self-examination and encourage the development of programs for improvement.
Z520 Leadership II (1.5 cr.) P: Z512. This course is devoted to the development of skills and perspectives that are important to professionals and leaders in business. The course builds on the concepts learned in Z512. Modules are devoted to both personal and professional skills that are required to be successful in business and in life. The course content focuses on teambuilding and teamwork, employee development (coaching, counseling and mentoring), networking, leading and managing change, customer service—FISH! (internal and external), and the five temptations of a CEO. Each module requires active student involvement in experiences and exercises that enhance self-examination and encourage the development of programs for improvement.
Z590 Independent Study in Personnel and Organizational Behavior (cr. arr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision are arranged through the M.B.A. office and the student's faculty advisor.
M501 Strategic Marketing Management (3 cr.) For M.B.A. students enrolled in Module III. An introduction to the process of creating a market-driven organization. Specific topics include marketing strategy, market research and analysis, and the development of products and services, pricing, distribution, and promotion. The course employs lecture, classroom discussion, case analyses, and field research projects.
M503 Applied Marketing Research (1.5 cr.) P: M501. The basic objective of this course is to develop the student's understanding of marketing research as it applies to marketing decision making. The course covers principles of qualitative, experimental, and survey research designs, secondary and syndicated data sources, and questionnaire design. The major focus will be on the tools used to properly collect market research information.
M540 Service Marketing (1.5 cr.) This course focuses on the marketing problems and strategies of service and not-for-profit organizations. Subjects covered include the nature of services, organizing for services delivery, managing services demand, tailoring the customer mix, and managing supply.
M544 Managing Advertising and Sales Promotion (1.5 cr.) Theories and practices of advertising, sales promotion, and public relations as they relate to the overall marketing program. Emphasis is placed on policy planning, decision tools, and the legal and social environment.
M546 Marketing Strategy (1.5 cr.) The course provides a high-involvement simulation experience that emphasizes identifying, selecting, and implementing marketing strategies. The simulation provides the competitive environment that reflects many of the complex characteristics of real-world decision making.
M550 Customer-Oriented Strategies (3 cr.) Companies increasingly recognize the importance of being customer driven and the role that customer satisfaction plays in maintaining competitive advantage in the marketplace. This course provides students with a rich understanding of how this understanding can help managers make better business decisions. The course covers business-to-business, as well as individual consumer behavior.
M590 Independent Study in Marketing (cr. arr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision are arranged through the M.B.A. office and the student's faculty advisor.
M595 Special Topics in Marketing—Marketing Engineering (3 cr.) This course is designed to help students move from conceptual marketing to marketing engineering. It will help students in accessing and using computer-assisted models when making marketing strategic and tactical decisions, a skill that is in increasing demand in organizations today. Accordingly, it will deal with the use of data to make marketing decisions in such areas as segmentation/targeting, positioning, promotions, advertising, and new product forecasting.
M595 Special Topics in Marketing—Strategic Database Management (3 cr.) P: M501. This course is designed to help marketing managers understand one of the emerging trends in marketing, customer-driven database management. Departing from the traditional focus on mass marketing and brand equity, this course integrates the concept of Customer Equity and the empirical models used in Database Marketing. It enables marketers to manage customer portfolios across segments and over time, and gives marketers the means to lengthen customer life cycles, tailor the marketing mix, and balance customer acquisition and retention. This course is also related to Customer Relationship Management (CRM) by helping marketers know what customers want, through their attitude and actual behavior, and greatly increase the cost efficiency and effectiveness of marketing programs.
Operations and Decision Technologies
P501 Operations Management (3 cr.) For M.B.A. students enrolled in Module IV. Surveys the management of operations in manufacturing and service firms. Diverse activities, such as determining the size and type of production process, purchasing the appropriate raw materials, planning and scheduling the flow of materials and the nature and content of inventories, assuring product quality, and deciding on the production hardware and how it gets used, comprise this function of the company. Managing operations well requires both strategic and tactical skills. The topics considered include process analysis, workforce issues, materials management, quality and productivity, technology, and strategic planning, together with relevant analytical techniques. The course makes considerable use of business cases. Most classes will be spent discussing the cases assigned. For each case, students will be asked to review actual company situations and apply technical and managerial skills to recommending courses of action. Most cases will be taken from manufacturing, but some will be service-oriented. Several of the cases will focus on international companies or issues.
P510 Service Operations (1.5 cr.) P: P501. In contrast to most aspects of the other operations management courses, this one is devoted to the particular problems of designing and delivering services, as opposed to manufactured goods. Although some ideas from the management of manufacturing enterprise will spill over readily into this course, other aspects of service operations management will have no natural counterpart. The course will lean heavily on cases, and most class sessions will be devoted to discussions of cases assigned for each week. These cases will be the rallying point for our learning in the course; they are drawn from many different service environments and touch on numerous operations problems.
P552 Project Management (1.5 cr.) P: P501. This course begins with an introduction to project management and some of the skills and concepts surrounding good practice. Project management tools such as the critical path and Gantt charts will be reviewed as well as methods for controlling the four most important elements of any project: scope, time, cost, and resources. Various approaches to organizing projects will be introduced. The course will then move to an examination of new product development in a series of industries.
P540 Development of Operations Strategy (1.5 cr.) P: P501. Students are organized into teams to develop a strategy for actual companies. The strategy should represent a significant shift from current direction and practice. Done in three phases: (1) Vision, (2) Next-stage plan, and (3) Deployment.
P590 Independent Study in Operations Management (cr. arr.) For advanced M.B.A. students engaged in special study projects. Course admission and project supervision are arranged through the M.B.A. office and the student's faculty advisor.
A580 E-Commerce Security and Control (1.5 cr.) Web-based course overviews the fundamentals of e-commerce security: authentication, validity, confidentiality, privacy, and non-repudiation. E-commerce security technologies, including cryptography, public-key infrastructures, digital signatures, virtual private networks (VPN), and Web site certification are examined. Internet security threats such as viruses, worms, Trojan horses, and denial of service attacks will be discussed along with the countermeasures used to control these threats. The course also considers methods and protocols for secure electronic payments, including Electronic Data Interchange (EDI), Secure Sockets Layer (SSL), and Secure Electronic Transactions (SET) technologies, as well as security issues underlying e-cash, smart cards, and other electronic payment systems.
D503 Essentials of International Business (1.5 cr.) This Web-based course is designed to develop an understanding of the international business environment and the issues confronting business enterprises when they operate across borders. Through a study of current theories, trends, and events, students should gain a global perspective of business. Taught through Oncourse.
K510 Advanced Decision Models (1.5 cr.) This course is concerned with optimization modeling. Topics covered are optimal product mix, project scheduling, aggregate planning, financial models, capital budgeting, optimal portfolio mix, and multiple objectives optimization. This is an ADC course administered entirely through Oncourse, but it is not self-paced.
K516 Quantitative Decision Models (1.5 cr ) This course is concerned with probability and statistical modeling. Topics covered are the application of regression-based forecasting models, simulation models, and probabilistic causal models. This is an ADC course administered entirely through Oncourse, but it is not self-paced.
F528 Fixed-Income Investments (1.5 cr.) P: F540. A Web-based course utilizing an external text and bond valuation software. The course explores the broad class of fixed-income securities, the determinants of risk and pricing, theories of the term structure, and the management of portfolios of fixed income securities. Theoretical material is developed, but assignments will emphasize professional applications.
F529 Equity Markets (1.5 cr.) P: F520. Web-based course utilizing an external text and equity analysis software. The conceptual and analytical framework for investing in equity securities are presented in this course. Coverage includes an overview of the security markets, equity valuation, investment strategies, and portfolio management for individuals and institutions. International equity investing is discussed in global portfolio context.
S535 Advanced Topics in Management Information Systems—E-Commerce (1.5 cr.) The convergence of new Internet technologies and new ways of conducting business has led to unprecedented changes in the competitive environment of virtually every business. The primary objective of this course is for students to develop a working knowledge of e-business opportunities and threats for traditional and new businesses. We will begin with a brief overview of the current competitive and technological landscapes that constrain and enable today's e-business landscape, as well as some frameworks for analyzing a firm's e-business model. Then we will examine some successful (and unsuccessful) case examples of leveraging the Internet for business-to-consumer (B2C) and business-to-business (B2B) applications, including integrated e-business strategies in which these boundaries become fuzzier. Both cyber-based businesses and clicks-and-mortar firms will be examined via background readings, teaching cases, and Web-based research. The course requirements will include individual case study assignments, a short research paper, discussion forum postings, and an essay examination.
S556 Information Technology for Managers—Part II (1.5 cr.) Internet-based research of new information technologies and business applications. Identification of technology diffusion issues from an innovation theory perspective. Individual and team projects using computer tools. Required for M.B.A. students and may be taken in any module after Part I is taken.
W519 (W590) Knowledge Management (1.5 cr.) Knowledge Management (KM) is an emerging important management paradigm. With the advent of technology and global access to the Internet, organizations have been afforded an opportunity to expand their knowledge and to have alternate modes of disseminating their knowledge. Many organizations are looking at themselves as learning organizations and think of their capacity to learn as an important capability. This course will begin by defining organizational learning and then move toward helping the business professional to do a knowledge audit. Taught as a Web-based course through Oncourse.
W525 New Ventures and the Venture Community of Indianapolis (1.5 cr.) P: J501. This course is designed to support and encourage student participation in the Venture Club monthly lunch meetings. The Venture Club is a group of venture capitalists, entrepreneurs, bankers, consultants, and service providers (accountants, lawyers, etc.) who meet on a monthly basis in downtown Indianapolis. Meetings typically consist of a brief networking session, followed by two or three presentations by entrepreneurs seeking funding for business concepts, and a guest speaker. Sessions last a total of two hours, and have approximately 200 attendees. Following a brief meeting at the beginning of the semester, students would attend the monthly meetings of the Venture Club (September through April for eight meetings, 16 hours) and participate in online chat sessions following the meeting. Each meeting would have an associated reading from Harvard Business Review or a similar journal related to new venture development and financing. Note: This course is generally offered in an ADC or online format.
X511 Seminar in Management Issues (1 cr.)
X551 Career Management (1.5 cr.) This course is designed to provide M.B.A. students with the skills to successfully manage career development and is required to participate in Graduate Career Services. Includes mock consulting situations. Typically offered during the spring semester only.
X572 Value Chain in Health Care (1.5 cr.) A transdisciplinary overview of unique business issues in health care industries including pharmaceuticals, medical devices, biotechnology, health services delivery, managed care, and insurance. Students learn to formulate and communicate health care business strategy in terms of a value chain concept. The objective is to impart knowledge that equips a student to make astute management decisions in a health care or bioscience industry career.
X574 Special Topics (1.5-3.0 cr.)
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