Management

• BUS–J 304 Honors Integrated Business Core—Strategic Management (3 cr.) P: A100, A201, A202, T175, T275, D270, X271 or X272, G202, K201, L201, C104, C204, X201, ECON-E 201, ECON-E 370, ENG-W 131, MATH-M 118, MATH-M 119 (all with grades of C or better) and admission to the Business Honors Program. C: F304, M304, P304, and I304. Part of Honors I-Core; students should contact their Business Honors Program academic advisor to gain permission to enroll. A cross-functional survey of business management. This course is concerned with the roles and tasks of firm’s top managers (i.e., strategic decision makers). Designed to provide an appreciation for the total firm perspective and the means by which firms create and sustain competitive advantage in today’s increasingly challenging and complex business environment (domestic and global). Strategic management of the firm involves diagnosing the firm’s current situation and developing realistic solutions to the strategic and organizational problems that confront top managers. A desired outcome of this course is an enhanced appreciation for the complexities of managing a formal organization. The primary objective is to help develop analytical skills for identifying key strategic issues and formulating appropriate strategies given a firm’s situation. Credit not given for both J304 and (J370, J375, or J306).
• BUS–J 306 Strategic Management and Leadership (3 cr.) P: Junior standing. For non-business majors. Concerned with the roles and tasks of a firm’s top managers. This course is designed to provide an appreciation for the total firm perspective, the role of the general manager, and the means by which firms create and sustain competitive advantage. Strategic management of a firm involves diagnosing the firm’s current competitive situation and effectively responding to complex, real-world organizational problems. This course focuses on multiple organizational contexts, spanning a range from the entrepreneurial firm to the large, established organization. No credit toward a degree in business. Credits not given for both J306 and (J375, J304, Z302, or Z304).
• BUS–J 375 Strategic Management (3 cr.) P: I-Core. A cross-functional survey of business management. This course is concerned with the roles and tasks of firm’s top managers (i.e., strategic decision makers). Designed to provide an appreciation for the total firm perspective and the means by which firms create and sustain competitive advantage in today’s increasingly challenging and complex business environment (domestic and global). Strategic management of the firm involves diagnosing the firm’s current situation and developing realistic solutions to the strategic and organizational problems that confront top managers. A desired outcome of this course is an enhanced appreciation for the complexities of managing a formal organization. The primary objective is to help develop analytical skills for identifying key strategic issues and formulating appropriate strategies given a firm’s situation. Credit not given for both J375 and (J370, J304, or J306).
• BUS–J 411 Analysis of Business Decisions (1.5 cr.) P: I-Core. This course adds to the knowledge and skills gained in the strategy portion of I-Core (J370). It explores various strategic modes, concepts, and frameworks essential in analyzing complex, business problems. Students will learn how to use external and internal analyses as inputs into the strategic formulation and implementation processes.  J411/J420 - register for this pair of classes using BUS-BE 411. 
• BUS–J 420 Advanced Case Analysis and Effective Consulting Presentations (1.5 cr.)P: I-Core. This course builds on students’ prior and contemporaneous exposure to strategic tools and concepts (e.g., J375 or J411), with particular focus on developing skills in strategic analysis, teamwork, and presentation. Students will augment their knowledge base through in-class lecture/discussion and apply this knowledge through case discussions and team-based presentations. J411/J420 - register for this pair of classes using BUS-BE 411. 
• BUS–J 490 Independent Study in Policy (1–3 cr.) P: Consent of department chairperson and instructor. Supervised study and research in student’s special field of interest. The student will propose the investigation desired and, in conjunction with the instructor, develop the scope of work to be completed. Comprehensive written report required.
• BUS–X 100 Introduction to Business (3 cr.) IUB GenEd S&H. Business dynamics from the standpoint of a leader of a business firm operating in the contemporary economic, political, and social environment. No credit for juniors or seniors in the Kelley School.
• BUS–X 333 Managing Business Functions (3 cr.) Open to juniors in the Liberal Arts and Management Program only. Offering a variety of real-world and simulated projects that wrestle with the complex opportunities and problems facing business managers in a variety of settings, this course emphasizes the development of strategic focus and decision-making skills under conditions of ambiguity, change, and uncertainty. No credit toward a degree in business. 
• BUS–X 403 Management Consulting (1.5 cr.) P: 3.5 GPA or better (or faculty sponsorship), junior standing, I-Core, and admitted to the Consulting Workshop. Note that this course is an exclusive class for Consulting Workshop students. This course is designed to familiarize students with the consulting field. It combines research on specific firms with a trip to Chicago to meet with consulting firms to learn more about their practices, cultures, and working environments.
• BUS–X 404 Effective Case Interviewing and Interpersonal Interaction (1.5 cr.) P: 3.5 GPA or better (or faculty sponsorship), junior standing, I-Core, and admitted to the Consulting Workshop. Note that this course is an exclusive class for Consulting Workshop students. This course focuses on building student skill in two areas: (i) the structured thinking that underlies management consulting, and (ii) the interpersonal skills that are important to success in the field.  Specific topics covered include working with clients, change management, consulting in a cross-cultural environment, and ethics in consulting.
• BUS-X 418 Life Science Global Events and Trends (1.5 cr.)  This course is part of a 2 course program leading to a Certificate in the Business of Life Sciences.  For more information on the certificate program, please visit:  http://kelley.iu.edu/CBLS/students/page16560.html .  The course exposes students to a variety of trends driving change within the life sciences industry.  Topics to be reviewed include increasing worldwide cost pressures, shifts in population demographics, regulatory compliance and approvals, privacy and data protection, emerging market opportunities and ethical issues currently being faced.  Discussions will include how different companies are responding to these trends.  The course is organized by George Telthorst and taught by guest speaker who are subject matter experts drawn from different parts of the industry.  In addition to looking at “the big picture,’ student teams will work on a “real world” project focusing on at least one specific part of the value chain.  The course grade will be based on attendance, class participation and the team project.
• BUS-X 419 The Life Sciences Industry from Research to Patient (1.5 cr.) This course is part of a 2 course program leading to a Certificate in the Business of Life Sciences.  For more information on the certificate program, please visit:  http://kelley.iu.edu/CBLS/students/page16560.html . The course introduces students to the different parts of the life sciences industry and highlights some of the challenges and opportunities currently being faced.  Sections of the industry included are basic science, medical devices, pharmaceuticals/generic/biologics, distributors, health care providers, insurers, contract services and specialized suppliers.  The business of life sciences is made more successful when those involved in the industry recognize and understand the value added at each stage.  A Kelley student interested in a life science career will benefit from a deeper understanding of how the whole value chain/network functions.  The course is organized by George Telthorst and taught by guest speakers who are subject matter experts drawn from different parts of the industry.  In addition to looking at “the big picture”, student teams will work on a “real world” project focusing on at least one specific part of the value chain.  The course grade will be based on attendance, class participation and the team project.
• BUS–Z 302 Managing & Behavior in Organizations (3 cr.) P: Junior standing. Integration of behavior and organizational theories. Application of concepts and theories toward improving individual, group, and organizational performance. Builds from a behavioral foundation toward an understanding of managerial processes. For non-majors. Credit not given for both Z302 and (Z370 or Z304).
• BUS–Z 304 Managing & Behavior in Organizations: Honors (3 cr.) P: Junior standing. Integration of behavior and organizational theories. Application of concepts and theories toward improving individual, group, and organizational performance. Builds from a behavioral foundation toward an understanding of managerial processes. Credit not given for both Z304 and (Z370 or Z302).
• BUS–Z 340 Introduction to Human Resources (3 cr.) P: Sophomore standing and admission to the Kelley School of Business. Covers the nature of human resource development and utilization in American society and organizations; government programs and policies, labor force statistics, organizational personnel department, personnel planning, forecasting, selection, training, development, and integration of government and organizational human resource programs.
• BUS–Z 370 Integrated Business Core—Leadership. P: A100, A201, A202, T175, T275, D270, X271 or X272, G202, K201, L201, C104, C204, X201, ECON-E 201, ECON-E 370, ENG-W 131, MATH-M 118, MATH-M 119 (all with grades of C or better). C: F370, M370, P370, and T375. Students must apply online (http://kelley.iu.edu/Ugrad/Academics/Requirements/page39725.html) to take I-Core and, after getting permission, enroll using BUS-BE 371. Cross-functional survey of business management. The first part of the class introduces the concept of employees as a human resource and theories of how leaders can combine the personalities, knowledge, skills, and abilities of individual workers to achieve the firm’s goals. Then, students learn principles of peer-to-peer feedback and tools to analyze team effectiveness. With instructor guidance, they practice peer coaching and explore strategies for creating a culture conducive to the coaching and development of both individuals and teams. Finally, students focus on leadership in the environment of an organization, learning ways in which performance management systems shape behavior. By the end of the class, they will be able to: diagnose sources of conflict and prescribe/enact behaviors to resolve it; analyze and develop influence strategies within an organizational context; and implement strategies through which individuals and groups can attain innovative and creative outcomes. Students may not receive credit for both Z370 and (Z302 or Z304).
• BUS–Z 404 Effective Negotiations (3 cr.) P: Z302, Z370 or Z304. Provides exposure to the concepts of negotiations in both the national and international environments, including negotiation strategies and tactics, influence, third-party intervention, audience effects, nonverbal communication, and ethical and cultural aspects. Case studies, simulations, and guest speakers are used throughout the course.
• BUS–Z 447 Leadership, Teamwork, and Diversity (3 cr.) P: Z302, Z370 or Z304. In this course, students develop a “tool kit” of leadership behaviors to use in a variety of situations when those working with and/or for them need to be motivated toward a common good, particularly when that work involves the use of teams made up of diverse individuals.
• BUS–Z 490 Independent Student in Personnel Management and Organizational Behavior (1–3 cr.) P: Consent of department chairperson and of the instructor. Supervised individual study and research in student’s special field of interest. The student will propose the investigation desired and, in conjunction with the instructor, develop the scope of work to be completed. Comprehensive written report required.
• BUS–Z 494 Herman B Wells Seminar in Leadership (3 cr.) Open to seniors in the Business Honors Program. Topics may include leadership, globalization, and e-commerce.

Entrepreneurship

• BUS–W 212 Exploring Entrepreneurship (3 cr.) This course provides a survey of the basic concepts of starting a business. The course covers the personal origins for motivation for entrepreneurship and the skills, knowledge, and abilities of the entrepreneur. The course includes guests who have successfully started their own businesses and who speak with students about their experiences. The course concludes with students assessing their own potential and developing an idea for a new business.
• BUS–W 232 Venture Ideas (1.5 cr.) P: Admission to the Kelley School of Business and sophomore standing. This is an experiential course that explores the student’s creativity and skills to generate business ideas and concepts. Once ideas are developed, the class works on strengthening the ideas and concepts and developing these into prospects for start-ups. Finally, a venture screening filter is introduced and the field is narrowed to high potential businesses. An Idea Competition may be held within this course.  W232/W233 – register for this pair of classes using BUS-BE232.
• BUS–W 233 Venture Models (1.5 cr.) P: W232. A venture model is the story of a new business. This course explores various business models for new ventures and covers entry modes and franchise systems. Ideas developed, strengthened, and filtered from Venture Ideas are used to design model businesses and alternative modes of entry are examined. A Best Business Model competition may be held within this course.  W232/W233 – register for this pair of classes using BUS-BE232.
• BUS–W 300 New Venture Management (3 cr.)  For non-business majors only. This course provides an exploration into the fundamentals of effective small business management. Covers such diverse activities as management, marketing, finance, and operations. Topics such as growth, advertising, financial analysis, budgeting, purchasing, inventory management, and financial control are also covered. Explore some of the special issues facing small business owners and managers: technology, crime, risk management, family business, ethics, and the global marketplace. No credit toward a degree in business.
• BUS–W 313 New Venture Planning (3 cr.) P: W232 and W233. P: I-Core. This course focuses on the research, planning, and strategies that are key parts in the process of creating a new venture. The outcome for this class should be a complete business plan ready for outside review. Plans may be entered in the Johnson Center for Entrepreneurship & Innovation (JCEI) business plan competition.
• BUS-W 316 Sustainable Business Reports (3 cr.) By the end of the semester students should be able to solve a business-related sustainability problem as presented by an assigned client (community partner).  Specifically, they should be able to articulate measureable means by which a given business can brand itself as sustainable.
• BUS–W 406 Venture Growth Management (3 cr.) P: I-Core.  For students interested in a growth-oriented business.  Covers such areas as negotiation, acquisition, ethics and succession.
• BUS–W 409 Practicum in Entrepreneurship (3 cr.) P: W313 and permission of the instructor.  This course works on real world problems and issues of entrepreneurs.  Projects are generated from the Johnson Center for Entrepreneurship & Innovation (JCEI) and other sources and students are assigned to work on these projects “as if” they were either consultants to the business or actual entrepreneurs.
• BUS–W 420 Corporate Venturing (3 cr.) P: I-Core. This course takes the corporate perspective on entrepreneurship and examines the issues and challenges of starting a venture within an existing organization.
• BUS–W 430 Organizations and Organizational Change (3 cr.) P: I-Core.  Analysis and development of organization design and change in order to increase organizational effectiveness.
• BUS–W 490 Independent Study in Business Administration (1–3 cr.) P: Consent of the department chairperson and of the instructor. Supervised individual study and research in student’s special field of interest. The student will propose the investigation desired and, in conjunction with the instructor, develop the scope of work to be completed. Comprehensive written report required.

 International Business

• BUS–D 270 The Global Business Environment (1.5 cr., 8 wks) P: sophomore standing. This course is part of the sophomore Global Foundations Core and an I-Core prerequisite. The objective of this course is to familiarize students with the environments facing managers and corporations who are operating in the global economy. Thus, participants should acquire awareness of, and an appreciation for, the diversity and complexity of the global environment. More specifically, the successful completion of this course should enable participants to understand and analyze how global forces shape corporate strategy. This course should be of interest to all business students; as citizens, consumers, workers, and as future business leaders they must take account of domestic and global dimensions when making decisions.
• BUS–D 271 Global Business Analysis (1.5 cr.) P: D270 with C. Students apply the country analysis skills, learned in BUS-D 270 Global Business Foundations, to a specific country or region. Many Kelley departments offer versions of this course. This means that, while all versions focus on business analysis, each could emphasize a different field of business and/or region of the world. 
  • Sample Topics for D271: Identifying Optimal Markets for Global Growth; Global Business Analysis:  Doing Business in Latin America; Global Business Analysis:  Doing Business in China
• BUS–D 272 Global Business Immersion (3 cr., 8 wks plus travel) P: D270 with C. Students begin this course with eight weeks on campus, studying similar topics as those in Global Business Analysis.  In addition, after completing this on-campus work, students spend approximately 10 days – with the class – in the country they have studied.  There, they participate in cultural and business site visits while completing their assigned research
  • Sample Topics for D272:  Doing Business In Peru; Global Business Immersion: Social Entrepreneurship and Economic Development in Costa Rica
• BUS–D 311 Global Management (3 cr.) P: D270 and BUS-D271 or A271 or C271 or F271 or G271 or L271 or M271 or BUS-D 272 or A272 or C272 or F272 or G272 or L272 or M272 or D301. This course focuses on the management of multinational firms and the role of the global manager.  Students are placed in the role of the decision-makers responsible for solving the myriad of practical problems resulting from a globalized and highly interconnected business environment.
• BUS–D 312 Building Managerial Cross Cultural Competencies (3 cr.) P: D270 and BUS-D271 or A271 or C271 or F271 or G271 or L271 or M271 or BUS-D 272 or A272 or C272 or F272 or G272 or L272 or M272 or D301. This course focuses on the development of global leadership skills.  It will help students to:  understand the major trends affecting work; have a sense of cultural diversity and the interconnectedness of the world; foster effective communication; build teams quickly across multiple cultural environments; proactively manage their career progress.
• BUS-D 365 Cross Cultural Management (3.0 cr.)  This course is taught at Jesus College in Oxford in July of each year.  This course is taught by a Kelley faculty member and with guest lectures by Oxford faculty.  This course will help you develop a cross-cultural sensitivity and strengthen your cross-cultural knowledge and skills.  Through your assignments, guest speakers, and company visits, you will examine the implications of national culture on business practices, leadership approaches, communication, and interpersonal relations in various international settings.  For more information about this course please go to http://kelley.iu.edu/Ugrad/Academics/Abroad/page39657.html .
• BUS–D 411 International Competitive Strategy (3 cr.) This course is designed to provide an understanding of the interplay between the Multinational Corporation (MNC), the countries in which it does business, and the competitive environments in which it operates.  The course takes a top management-level perspective on the design and implementation of MNC strategy.
• BUS–D 488 Current International Topics (3 cr.) P: Departmental authorization and current/previous enrollment in an overseas study program or significant international experience (including experience of international students enrolled at IU). Online course. Lectures and discussion on current topics relating to the international environment of business, as well as to the cultural aspects of the area in which an overseas study program is located. (Formerly X488).
• BUS–D 490 Independent Study in International Business (1-3 cr.) P: Consent of department chairperson and of instructor. Supervised individual study and research in student’s special field of interest. The student will propose the investigation desired and, in conjunction with the instructor, develop the scope of work to be completed. Comprehensive written report required.
• BUS–D 496 Foreign Study in Business (2-6 cr.) P: Consent of instructor. Work in, or visits to, business firms; discussions with business executives and government officials. Prior background reading, orientation work, and approval of project required. Two credit hours for each three weeks of foreign residence.