Unlike other evening or part-time programs in the country, students were required to meet the same admission requirements as established for the day-time MBA program. Classes for the evening MBA were held in downtown San Francisco until the school's present building complex was completed in , the final design of architect Charles Moore. Earl F. Cheit became the ninth dean of the school in Facing diminishing funding and budget pressures, Cheit lobbied and won increased salary scales for business faculty.
He also secured donations from Walter A. Haas to endow seven new chairs and to open a career planning and placement center. In , the school began to offer a Management of Technology program jointly with the College of Engineering.
Haas, Jr. In , the tenth dean of the school, Raymond Miles, began the school's first major capital campaign to raise money for a new building. The donation was the largest in the history of the university to that date. The school was renamed the Haas School of Business in honor of that gift.
The new building was designed by Charles W. Moore, former chair of Berkeley's Department of Architecture. Construction began in and the school moved into its new building complex in January Laura Tyson , a professor at Berkeley since and the chairman of the President's Council of Economic Advisers from to during the Clinton Administration , was the dean of the school from to The program lasted for ten years.
Tom Campbell served as dean of Berkeley Haas from , with the exception of a one-year sabbatical in during which he served as Director of the California Department of Finance. During this time, Richard Lyons served as interim dean. A six-story, 80, sq. Ann Harrison began her term as Berkeley Haas dean in January John C. Harsanyi — was a co-recipient with John Nash and Reinhard Selten in for his contributions to the study of game theory and its application to economics. Oliver Williamson was a co-recipient with Elinor Ostrom in for his "analysis of economic governance, especially the boundaries of the firm.
From Wikipedia, the free encyclopedia. Doctoral students.
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Retrieved March 26, The Economist. Retrieved December 19, Retrieved December 15, Bloomberg Businessweek. November 8, Retrieved November 21, News and World Report. Archived from the original on March 5, Retrieved November 20, March 13, Haas School of Business. University of California, Berkeley. Haas News Berkeley-Haas. March 22, Retrieved April 5, Quacquarelli Symonds.
Concentrates on the diagnosis, prescription and implementation of actions pertinent to business turnarounds, troubled companies, workouts, bankruptcies and liquidations. Case studies and readings guide the student through the maze of financial, ethical, legal, general business and strategic aspects of turnarounds, culminating in the student evaluating and developing a turnaround plan. Explores recent developments in financial management and financial analysis through the use of modern finance theory to make capital allocation decisions that lead to long-run value maximization for the corporation.
Focuses on applications and financial model building, risk analysis for valuation applications, and business strategies to measure and manage corporate value and value creation. Topics are relevant to value consultants, corporate managers and securities analysts. Implements financial management and economic principles to analyze real-world healthcare issues.
Emphasizes and encourages problem solving and creative thinking through the use of texts, cases and models of the healthcare industry. Students are exposed to financial, managerial and risk management strategies unique to the healthcare industry. Provides an overview of entrepreneurial finance with a focus on high technology companies. Specific topics covered include analyzing the financial needs of high technology ventures, including working capital management, risk analysis, capital budgeting, sources of financing, valuation; and exit strategies, including licensing, joint ventures, mergers and acquisitions, and initial public offerings IPOs.
Uses a combination of text material, books and cases.
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Offers an opportunity to learn how to build and lead different types of teams, including co-located, virtual, global and top management teams. Asks students to identify the roles and responsibilities of team members and leaders and to develop effective communication, collaboration, and commitment among team members and other constituencies. Also examines how to effectively facilitate coordination across functionally distinct teams. Focuses on issues that arise when a firm operates in multiple countries with cultures that are different from its home country.
Principally addresses the perspectives of U. A central issue is how corporate cultures evolve in the context of national cultures. Examines the actions that managers and their companies can take to effectively foster growth through innovation and new product development. Discusses issues that play an important role in enabling a company to compete successfully in international markets, defend its home market against overseas competitors, and understand the needs of the global customer.
Examines the idea that building a sustainable business enterprise often involves correcting market failures. Examines the responsibilities of the business enterprise to society at large. Also explores the causes of and remedies for market failures, such as immigration, education, healthcare, climate change and finance, and what these mean for governments, businesses and individuals.
Examines how healthcare organizations manage their resources and competitive environment to meet the goals of their many stakeholders. Applies three essential elements of strategic decision-making, environmental analysis, strategic formulation and strategy implementation—to the healthcare industry. Introduces the history and current status of information systems in healthcare: information architectures, administrative and clinical applications, evidence-based medicine, information retrieval, decision support systems, security and confidentiality, bioinformatics, information system cycles, the electronic health record, key health information systems and standards, and medical devices.
Examines the evolution of the U. Introduces students to the interactions of regulatory, economic, political and social aspects of the healthcare system. Compares current policies and proposals for health reform. Students are asked to analyze the impact and consequences of actions in one era on the structure and function of healthcare practice in later years and to project these trends into the future.
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Examines how organizational leaders influence decisions to advance an environmental agenda. Studies the scientific knowledge that organizational leaders must have to make effective sustainability decisions.
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Analyzes how a variety of organizations, including businesses, governments, government-sponsored enterprises and non-government organizations, interact on environmental issues. Examines how the environment affects corporate strategy, public policy and individual decision-making. Exposes students to the skills and knowledge needed to help organizations understand and act upon the principles of sustainability. Examines a variety of environmental problems, including global warming, use and disposal of toxic substances, and depletion of natural resources.
Also studies how companies solve these problems by reducing their impact on the environment through solutions such as zero emissions, green design and corporate environmental reporting. Covers the fundamentals for business law and contracts, structures and processes for corporate governance, and approaches to risk mitigation. Explores the development, protection and management of intellectual property across a variety of industry sectors and how such protections work or do not work in emerging markets.
Exposes students to the intersection of law, business and innovation. Prerequisite: Business Administration students only. Provides an overview of the major qualitative and quantitative marketing research methodologies available to marketing managers. Explores customer relationship management CRM and multivariate statistical techniques, including conjoint analysis, customer satisfaction, and service quality measurement.
Develops understanding of the opportunities and challenges facing the international marketing executive, the decision-making process in marketing goods abroad, and the environmental forces—economic, cultural and political—affecting the marketing process in the international marketplace. Focuses on the challenges and decisions new-product managers face as they take ideas through the new-product-development process. Companies need to create, develop, and market new products and services continually to compete effectively in a rapidly changing environment.
Provides an overview of the new-product-development process, with an emphasis on customer involvement in this process. Provides detailed insights on such topics as new-product strategy, idea generation, idea selection and evaluation, concept development and testing, product development and testing, and market testing. Intended for marketing specialists and non-specialists interested in incorporating a market focus from a general management or consulting perspective.
Provides students with knowledge of management needs and techniques associated with the service sector of the economy. Includes understanding the differences between goods and service marketing, and how these differences influence marketing strategy and the tactical design of marketing mix variables. Assists in understanding the difference between tangible goods and services, differences in the consumer evaluation process between goods and services, special marketing problems created by the differences between goods and services, and strategies that address the unique problems in service marketing.
Explores the latest trends in technology and new media, their effect on marketing goods and services, and how to deliver value to the customer using the latest technological innovations. Examines the latest trends in digital marketing, such as mobile marketing, and how the mobile platform can be used for branding purposes and to enhance customer relationships. Explores topics such as branding and advertising via mobile phones, online social networks and communities, technology adoption in global emerging markets, and how the Internet empowers customers and enables firms to engage in customer advocacy.
Also examines how marketing research is conducted for technological innovations and ethical concerns that arise with technology usage, such as privacy and security issues, identity theft and the role of trust in digital marketing. Exposes students to concepts, frameworks and theories critical to developing branding and advertising strategy in the twenty-first century, including brand positioning, target audiences definition, creative advertising, integrated marketing communications, the influence of social media, and assessing marketing and media effectiveness.
Examines the structure, operations, problems and potential of the several major modes of domestic transportation, and focuses on the interaction between transportation companies and shippers in the marketplace. Explores the major dynamics of the transportation marketplace and their impact on supply chain management. Provides students with a managerial perspective on controlling what is typically the most expensive component of supply chain management, transportation expenditures.
Analyzes the managerial activities of those involved in supply chain management operations and planning in companies involved in international commerce. Focuses on contemporary issues that affect the design of international supply chain systems, and examines the current status and future prospects of the modes of international transportation. Examines international trade and development issues, not only from the corporate perspective, but also in terms of government policy. Prerequisite: Business students.
This course covers the purchasing function from strategic viewpoint within a supply chain framework. First, this course describes the critical role that the purchasing function plays in selecting and sourcing raw materials that maximizes customer value-added and leads to competitive advantage in the market place. Second, it outlines how the purchasing function interfaces with other business functions such as marketing, finance, operations and logistics.
Finally, students are exposed to important current topics such as global sourcing, pricing and negotiations. This is a practically-oriented course which focuses on decision-making and problem-solving. Focuses on how to create sustainable supply chains that profitably yield high-quality, safe products without supply interruption while creating a net benefit for the employees, community and the environment.
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