Burton Hollifield, Faculty Head
Jennifer Wegner, Executive Director
Program Office: Tepper Quad 2400
E-mail: uba@andrew.cmu.edu
https://www.cmu.edu/tepper/programs/undergraduate-business

The Business Administration Program in the Tepper School is intended for students interested in a broad undergraduate education experience based on quantitative reasoning, leadership development, and communications skills. The curriculum is rigorous and flexible to accommodate the interests of students with diverse goals, ranging from beginning a professional career to graduate study.

Tepper bases the curriculum around a central core of courses in the functional areas of business, economics, mathematics, and communications, as well as breadth courses in liberal arts and sciences.  Students complete an in-depth study in at least one functional business concentration along with additional business electives.  Students also complete a minor from outside the Tepper School of Business to obtain breadth and compliment their business education. The minor promotes students' intellectual confidence and leads to the broad knowledge that can last a lifetime. The curriculum structure helps Tepper graduates become leaders in increasing complex global business, technical, and political environments.

In addition to the major in Business Administration, we offer the opportunity for a minor and major to students in other programs of the university. 

B.S. Degree in Business Administration

To receive the B.S. degree in Business Administration, students must complete at least 364 units, consisting of the requirements for the Business Foundation, Business Core, Concentration Area, Breadth, and a Minor.

Business Foundations

Mathematics Units
21-120Differential and Integral Calculus10
21-256Multivariate Analysis9
or 21-259 Calculus in Three Dimensions
70-257Optimization for Business9
or 21-257 Models and Methods for Optimization
or 21-292 Operations Research I
Economics
73-102Principles of Microeconomics9
73-103Principles of Macroeconomics9
73-230Intermediate Microeconomics9
or 73-240 Intermediate Macroeconomics
Statistics
70-207Probability and Statistics for Business Applications9
or 36-200 Reasoning with Data
70-208Regression Analysis9
or 36-202 Statistics & Data Science Methods
Computing
70-110Business Computing9

Business Core

Units
70-100Global Business9
70-122Introduction to Accounting9
70-311Organizational Behavior9
70-332Business, Society and Ethics9
70-340Business Communications9
70-345Business Presentations9
70-371Operations Management9
70-381Marketing I9
70-391Finance9
70-105Business Leadership Endeavor: Intern1
70-205Business Leadership Endeavor: Analyst4
70-305Business Leadership Endeavor: Manager4
70-401Management Game12

Concentration 

Concentrations provide a focus of additional courses (both required and elective) that the student must complete in order to obtain in-depth knowledge of a particular function area. Students should review the required and elective courses for each concentration found on the program's website at the time of declaration to ensure appropriate understanding of course options which may change as curriculum adjustments are made.

Students must complete at least one of the following concentrations.  For students electing to complete an additional major, the concentration requirement is waived.

  • Accounting
  • Business Analytics
  • Business Technology
  • Entrepreneurship
  • Finance
  • Graphic Media Management
  • International Business
  • Leadership & Organizational Effectiveness
  • Marketing
  • Operations Management

Business Electives

Students must complete 27 units of Business electives that do not double-count with any other degree requirement. This may include 21-270 Introduction to Mathematical Finance and upper-level Economics courses (73-3xx and above) that do not double-count with any other degree requirement. A second concentration area may be completed in place of this electives requirement. 

Breadth 

Students must take one course from each of the five distribution categories (Science & Technology; Cognition, Choice, & Behavior; Political & Social Institutions; Creative Production & Reflection; Cultural Analysis) to meet these requirements. The website has  the current list of course offerings in each category. Further, students must complete the First-year Writing Requirement and Global Histories to fulfill the requirements for the BA degree.

The minimum number of units required to complete the breadth requirements is 63 units. 

First-Year WRITING
76-101Interpretation and Argument9
or 76-102 Advanced First Year Writing: Special Topics
or 76-106
76-107
Writing about Literature, Art and Culture
and Writing about Data
or 76-106
76-108
Writing about Literature, Art and Culture
and Writing about Public Problems
or 76-107
76-108
Writing about Data
and Writing about Public Problems
GLOBAL HISTORIES
79-104Global Histories9
Distributional CATEGORIES

Current course offerings can be on the program website.  Choose one from each category:

  • CATEGORY: COGNITION, CHOICE, AND BEHAVIOR - This requirement explores the process of thinking, decision making, and behavior in the context of the individual.
  • CATEGORY: CREATIVE PRODUCTION & REFLECTION - These courses foster creativity and provide exposure to artistic and intellectual products such as drama, literature, design, music, expository writing, and foreign languages. It also seeks to stimulate critical reflection on the process of creating, and inquiry into why one chooses certain kinds of creative productions.
  • CATEGORY: CULTURAL ANALYSIS - This requirement fosters deeper understanding of the role cultures play in shaping individual and social behaviors. 
  • CATEGORY: POLITICAL AND SOCIAL INSTITUTIONS - This requirement presents courses that analyze, through model-based reasoning, the processes by which institutions organize individual preferences and actions into collective outcomes. Choices draw upon such disciplines as political science, history, and policy analysis.
  • CATEGORY: SCIENCE & TECHNOLOGY - This requirement seeks to engage students in both exposure to substance, and the experience of, methods in science and technology through courses drawn from the natural and physical sciences, computer science, and engineering.

Minor 

In order to obtain the degree, students must complete a minor from another academic department. For students electing to complete an additional major, the minor requirement is waived.

Computing @ Carnegie Mellon

99-101 Computing @ Carnegie Mellon

This course is required of all students for them to learn about the campus computing environment (usually taken prior to one's first semester of first year).

Additional Major/Dual Degree

Additional Major in Business Administration

Students interested in the additional major in Business Administration can apply for the additional major with junior standing. Eligibility requirements include meeting the minimum QPA requirement and completion of Business Foundation and Core courses. Further information can be found in the Canvas site for additional majors.

The following courses are required for the Additional Major:

Business Foundations

Mathematics Units
21-120Differential and Integral Calculus10
21-256Multivariate Analysis9
or 21-259 Calculus in Three Dimensions
70-257Optimization for Business9
or 21-257 Models and Methods for Optimization
or 21-292 Operations Research I
Economics
73-102Principles of Microeconomics9
73-103Principles of Macroeconomics9
73-230Intermediate Microeconomics9
or 73-240 Intermediate Macroeconomics
Statistics
70-207Probability and Statistics for Business Applications9
or 36-200 Reasoning with Data
70-208Regression Analysis9
or 36-202 Statistics & Data Science Methods
Computing
70-110Business Computing9

Business Core

70-122Introduction to Accounting9
70-311Organizational Behavior9
70-332Business, Society and Ethics9
70-340Business Communications9
70-345Business Presentations9
70-371Operations Management9
70-381Marketing I9
70-391Finance9
70-401Management Game12

Business Electives

Students mus also complete a minimum of 18 units with a maximum of 21 units in Business courses (70-xxx). 

Double-Counting Restriction

No more than two business core/business elective courses may double-count toward any other major or minor requirements. There are no double counting restrictions between the additional major and a student's home college general education requirements.

Dual Degree in Business Administration

Students intending to pursue a Dual Degree in Business Administration apply in the same manner as the additional major. In addition to the student’s primary degree requirements, a student accepted for the Dual Degree is required to complete at least 454 units in total. All requirements for the Business Administration major including the breadth requirements, concentration area, and business elective requirements. The student’s primary major will substitute for the minor requirement. The student’s primary major must be completed prior to or at the same time as the dual degree in Business Administration to satisfy the minor requirement. The Business Administration dual degree cannot be certified if the primary degree is not completed.

Double-Counting Restriction

No more than two business core/business elective courses may double-count toward any other degree requirements.

Minors

Minor in Business Administration

Students interested in the minor in Business Administration can apply for the minor with sophomore standing. Eligibility requirements include meeting the minimum QPA requirement and completion of at least two business courses.

Required:

70-100Global Business 19
70-122Introduction to Accounting9
73-102Principles of Microeconomics9

1 70-100 Global Business is intended for first-year and sophomore students only.  Juniors and seniors interested in pursuing the business minor must replace the course with a constrained elective.

Constrained Elective - Choose one:

70-311Organizational Behavior9
70-371Operations Management9
70-381Marketing I9
70-391Finance9


Business Electives: Choose 18 units of 70-xxx courses.

  • The electives must NOT include: the Business Leadership Endeavor courses (70-105, 70-20570-305), 70-207 Probability and Statistics for Business Applications, 70-208 Regression Analysis, 70-340 Business Communications, 70-345 Business Presentations, 70-350 Acting for Business, and Independent Study/Internship courses.
  • Some courses have prerequisites that might include specific mathematics or other Business courses. These may be found in the course descriptions and should be discussed with a Business academic advisor.

Double-Counting Restriction

Students pursuing the minor in Business Administration may double-count one minor course with any other major or minor requirements. There are no double counting restrictions between the minor and the student's home college general education requirements.

Minor in Innovation & Entrepreneurship (IDeATe)

The minor in Innovation & Entrepreneurship is offered by the Tepper School of Business as part of the Integrative Design, Arts and Technology (IDeATe) network. IDeATe offers students the opportunity to become immersed in a collaborative community of faculty and peers who share expertise, experience, and passions at the intersection of arts and technology. Students will engage in active "learning by doing" in state-of-the-art maker spaces. The program addresses current and emerging real-world challenges that require disciplinary expertise coupled with multidisciplinary perspectives and collaborative integrative approaches.

The IDeATe undergraduate curriculum consists of eight areas, all of which can also be taken as minors. The themes of these areas integrate knowledge in technology and arts: Game Design, Animation & Special Effects, Media Design, Design for Learning, Sonic Arts, Innovation and Entrepreneurship, Intelligent Environments, and Physical Computing.

For more information about IDeATe, please see the Undergraduate Options section of the Catalog.

The minor in Innovation and Entrepreneurship is a cross-university initiative that brings together STEM disciplines with arts, humanities, and business.

In this minor, you will work collaboratively in hands-on explorations of the complete 21st century innovation ecosystem. You will experience integrated models of innovation that increase the likelihood of home-run products and services that will captivate society and/or the marketplace. Your contributions can fulfill deep-felt needs or connect culture and lifestyle in a way that galvanizes users and customers. Leveraging the diverse maker culture of Carnegie Mellon, this minor involves collaborative rapid prototyping and iteration.

Innovation & Entrepreneurship Minor Requirements

One Portal Course
For students with no prior economics or business coursework, one of the following: Units
70-100Global Business9
73-102Principles of Microeconomics9
For students with no prior design or product design coursework, one of the following: Units
15-294Special Topic: Rapid Prototyping Technologies5
51-236Information Design9
62-478IDeATe: digiTOOL6
For students with no prior programming or computer science coursework: Units
15-104Introduction to Computing for Creative Practice10
One Entrepreneurship Course
Units
70-414Entrepreneurship for Engineers9
70-415Introduction to Entrepreneurship9
70-420Entrepreneurship for Scientists9
70-421Entrepreneurship for Computer Scientists9
70-425Entrepreneurship for the Creative Industries9
One Venture Creation Course
Units
70-395Funding Entrepreneurial Ventures9
70-416New Venture Creation9
One Innovation Process Course
Units
70-438Commercialization and Innovation9
One Product Development Course
Units
49-300Integrated Product Conceptualization12
Practice/Experience

Multiple possibilities, including:

Double-Counting

No more than two minor courses may double-count toward a student's major core requirements or an additional minor's core requirements.

Minor in Operations and Supply Chain Management

Students interested in study with a focus mainly on operations, logistics, and supply chain may choose this alternative business-related minor. Even though one of the requirements is a course in engineering project management, the minor is NOT limited to engineering students.  Students interested in the minor can apply sophomore standing. Eligibility requirements include meeting the minimum QPA requirement and completion of at least two business courses.

Required:

73-102Principles of Microeconomics9
70-371Operations Management9
70-257Optimization for Business9
or 21-257 Models and Methods for Optimization
70-471Supply Chain Management9
70-460Mathematical Models for Consulting9
or 70-477 Real Options: Creating Value Beyond NPV

Engineering Project Management - choose one:

06-421Chemical Process Systems Design12
12-411Project Management for Construction9
18-540Rapid Prototyping of Computer Systems12
18-578Mechatronic Design12
19-451-19-452EPP Projects-EPP Projects24
24-370Engineering Design I: Methods and Skills12
27-399Professional Development II1
42-402BME Design Project9
88-451-88-452Policy Analysis Senior Project-Policy Analysis Senior Project24

Some courses have prerequisites that might include specific mathematics or other Business courses. These may be found in the course descriptions and should be discussed with a Business advisor.

Double-Counting Restriction

Students pursuing the minor in Operations and Supply Chain Management may double-count two minor courses with requirements outside the minor. There are no double counting restrictions between the minor and the student's home college general education requirements.

Undergraduate Business Administration Program Policies & Procedures

Selected curricular policies are listed below. The Student Handbook contains all policies for students pursuing the BA degree, additional major, and minor and should be consulted for the complete set of program policies.

Graduation Requirements

In order to graduate with the Bachelor of Science in Business Administration, students must meet all requirements specified for the program with a cumulative QPA of at least 2.00 and 364 earned units. Students must also meet all university residence requirements and all financial obligations to the university before being awarded a degree. 

Dean's List

Students who receive a semester QPA of 3.75 or higher (with at least 36 factorable units and receiving no grades of "incomplete") are placed on the Tepper School's Dean's List for that semester.

Academic Standing

At the end of each semester, the progress and performance of each student is reviewed by the UBA Academic Actions Committee.

Academic Progress

UBA students are expected to make adequate academic progress to ensure they complete their Business Administration degree. For most students, this means that they enroll and complete at least 45 units per semester. There are times when it is appropriate for students to enroll and complete less than 45 units and students should consult with their advisor to make the decision that is best for their immediate and long-term success. If a student enrolls and completes less than 45 units, they may be reviewed by the Academic Actions Committee to ensure they are making adequate progress toward degree completion.

Good Standing (Departmental Status)

To graduate within eight semesters, students need to earn an average of 45 units per semester and maintain at least a 2.0 QPA. Full time status as defined by the university is 36 units. Students must receive advisor approval to take less than 36 units per semester. 

Students who are not making adequate progress toward the degree, demonstrated either through QPA or semester course load, may receive a warning notification. Receiving this letter is a notice to the students that they need to consult with their advisor to address their progress and to determine a plan for completing their degree on time.

Academic Probation (Departmental Status)

Students whose semester QPA falls below 2.0 and/or did not earn at least 36 units are reviewed for departmental probation. Students with a cumulative QPA below 2.0 may also be placed on probation. When a student is placed on probation, the Academic Actions Committee may place conditions during the probation semester to support student success. Students with probation status are not permitted to overload.

Students with probation status will have their semester performance reviewed by the UBA Academic Actions Committee at the end of their probation semester. Students will return to good standing if they have earned at least a 2.0 semester QPA while earning at least 36 units and their cumulative QPA is at or above 2.0. The Academic Actions Committee may place conditions on students returning to good standing to support student success. 

Academic Suspension (University Status, Departmental Decision)

Students who do not meet the requirements for being removed from probation qualify for academic suspension. When a student is placed on academic suspension, they are strongly encouraged to meet with their academic advisor and the executive director to develop a plan for their future success which may include a request to enroll in transfer courses while on suspension.

From the University Policy: "University Suspension is a forced, temporary leave from the university…Academic Suspension is the result of poor academic performance or violation of academic regulations and is imposed by the student's college or academic department (see university and college academic policies)."

Suspended students may not:

  • register for courses;
  • attend classes;
  • live in student or fraternity/sorority housing;
  • use campus facilities, including athletic facilities, library and computer clusters;
  • participate in student activities;
  • be members of student organizations; or
  • have student jobs. (note: students on academic suspension may have a summer campus job if they accepted the job before they were suspended.)

To return from Academic Suspension, UBA students are required to submit material for review by the Academic Actions committee which will determine if a student is permitted to return. Information about the materials required to return from suspension and the deadline for submission are communicated within the academic actions letter.

Drop (University Status)

Drop means permanent expulsion from the University. This normally follows a student’s failure to meet minimal academic performance while on Probation after an Academic Suspension has been served. 

Appeals

Students have the right to appeal the decisions of the Academic Actions Committee to the Senior Associate Dean of Education of the Tepper School. All appeals must be received in writing and are reviewed by the Tepper School Dean’s Office. Additional information about appealing an Academic Actions’ decision is found in The Word: Student Handbook.

Transfer into Business

The undergraduate Business Administration Program accepts applications for transfer admission from any academic institution outside of Carnegie Mellon University on a limited basis. External transfer is limited to students who have just completed their first year of study in another institution. Students interested in transfer should contact Carnegie Mellon's Office of Admission.

The Program also accepts applications for transfer from current Carnegie Mellon students who are in other colleges, also on a limited basis. Current students interested in transferring must meet with a Business academic advisor to discuss their plans and qualifications as well as the application for transfer.  Successful transfer is limited by both space and academic performance criteria. 

Transfer of Course Credit

Courses taken at institutions of higher education outside of Carnegie Mellon can be considered for transfer credit if the courses and the institution offering them are of a comparable level and rigor as determined by CMU faculty. Transfer credit for any Business Administration course must be submitted by the posted deadlines and must be approved by the UBA process. Students must earn a final grade of C or higher to receive transfer credit unless otherwise noted by an individual class. If transfer credit is intended to be used to satisfy a requirement outside of the Tepper School, the respective department must approve the credit. Please refer to the Student Handbook for the complete policy including courses that must be taken at the Tepper School of Business and Carnegie Mellon.  

UBA students who entered Carnegie Mellon University in or prior to Fall 2015 can transfer a maximum of three courses total from institutions of higher education to be counted toward the UBA degree, with the exception of study abroad. UBA students who entered Carnegie Mellon University in or after to Fall 2016 can transfer a maximum of five courses total from institutions of higher education to be counted toward the UBA degree, including study abroad. Distribution of transfer courses are listed in the Student Handbook.

External transfer students admitted to UBA may transfer up to 182 units (including AP credit) for the BA degree. External transfer students are not permitted to earn additional transfer credit. Special exceptions will be considered for one course if a course previously approved for transfer credit is forfeited. Non-UBA students interested in pursuing a business minor/additional major can transfer, including study abroad, no more than one course toward the business minor and no more than two courses toward the additional major BA core requirements.

Pass/No Credit

Students may use a maximum of 9 units of grades of "P" (pass) credit towards their graduation requirement. This does not include the course 99-101/102, Computing@Carnegie Mellon.

The College Honors Program

Students with outstanding records (minimum QPA of 3.50) and with at least 270 units of credit are invited to undertake an honor's thesis project under the direction of a faculty member for 18 units of credit. Students meeting these criteria are highly encouraged to consider the honor's thesis option. For more information about the honor's thesis, please see the UBA Handbook.

Course Descriptions

Note on Course Numbers

Each Carnegie Mellon course number begins with a two-digit prefix which designates the department offering the course (76-xxx courses are offered by the Department of English, etc.). Although each department maintains its own course numbering practices, typically the first digit after the prefix indicates the class level: xx-1xx courses are freshmen-level, xx-2xx courses are sophomore level, etc. xx-6xx courses may be either undergraduate senior-level or graduate-level, depending on the department. xx-7xx courses and higher are graduate-level. Please consult the Schedule of Classes each semester for course offerings and for any necessary pre-requisites or co-requisites.

70-100 Global Business
Intermittent: 9 units
This course examines the fundamental issues in the development of new markets for products and services globally. It provides a foundation for understanding the functional areas of business and how they contribute to management of a firm. Students use this foundation knowledge to analyze cases and complete projects in order to gain an understanding of some of the key issues affecting a wide range of the most important global industries. First-year students also can gain a better understanding the vast array of career possibilities available to those who study business. PLEASE NOTE: this course replaces 70-101 (Introduction to Business Management) and will count toward the business minor. In the Fall semester, sections A and B are reserved for first-year business majors only. Sections C and D are for non-business majors.
70-105 Business Leadership Endeavor: Intern
Intermittent: 1 unit
Business Leadership Endeavor (BLE) is a 3-year undergraduate business course sequence that provides personal development and professional preparation. 70-105 Business Leadership Endeavor: Intern starts the BLE sequence, ideally in the first year. Students in 70-105 become familiar with leadership competencies that will contribute to achievement of personal goals, conduct a self assessment and put together a personal development plan. Students should expect to devote a minimum of 18 hours to preparation of their personal development plan, including attendance at class, events and presentations, self assessment, learning about activity opportunities, and discussing options with upper class students for completion over their sophomore and junior years. The outcome of the 70-105-205-305 BLE course sequence is student readiness for a professional life of leadership and global citizenship. This course is available to business students only.
70-110 Business Computing
Intermittent: 9 units
Students will learn how individuals and organizations use computing technologies to support and improve their businesses. At an individual level, students will build their skills with Microsoft Excel and other personal productivity tools. At an organizational level, the class looks at ways in which businesses of all sizes and types leverage computing technologies to run their businesses more efficiently, make better business decisions, and create new business opportunities. This course is reserved for first-year Business students; others may enroll by special permission from the UBA office only.
70-122 Introduction to Accounting
Intermittent: 9 units
This course provides the knowledge and skills necessary for the student to understand financial statements and financial records and to make use of the information for management and investment decisions. Topics include: an overview of financial statements and business decisions; the balance sheet, the income statement, and the cash flow statement; sales revenue, receivables, and cash; cost of goods sold and inventory; long-lived assets and depreciation, and amortization; current and long-term liabilities; owners' equity; investments in other corporations; an introduction to financial statement analysis and international issues dealing with financial statements.
70-160 Graphic Media Management
Intermittent: 9 units
This course covers fundamental topics related to graphic media. Modern graphic techniques are studied in context of the historical developments that underlie them. The greatest emphasis is placed on the current graphic processes, but studying their historical development gives the learner better understanding of their applications today, as well as a sense of the direction in which technology can be expected to move in the future. Information from this course can provide professionals in all industries with tactical advantages in choosing among graphic media options when allocating their media budgets. This course is designed to equip students with a measure of graphic literacy, which refers to the skills and knowledge needed to produce graphic documents that enhance the communication aims of the author. Graphic literacy is an invaluable skill for success in the communication age wherein most professionals are engaged in some aspect of producing graphic documents. Topics of investigation include: traditional printing methods, typography, color reproduction, digital photography, digital cinema, papermaking, electronic paper, graphic displays, inks & coatings, finishing techniques, document security, electrophotographic printing, inkjet printing, large format printing, and holography. Open to undergraduates of all class years. No prerequisites.
70-196 Publishing on the World Wide Web
Intermittent: 9 units
This is an introductory course in Publishing on the World Wide Web. The class has both a classroom component and a lab component. Over the past two decades, the World Wide Web has become an essential communications venue for private individuals and businesses alike. The classroom component of this course examines a variety of topics related to web publishing including: the design and usability of web sites, the appropriate use of file formats, the emergence of e-commerce, the integration of other media, the increased use of mobile devices, the sudden rise of social media, the increased use of 3D environments on the web, the delivery of streaming media across the web, and other topics. The lab component of the class takes the students through a series of exercises beginning with HTML and CSS and progressing to the use of Adobe Dreamweaver, one of the premiere web development software programs. Students use these tools to make well-designed functional websites exhibiting the principles learned in the classroom component of the class. The students are instructed in some of the latest web publishing methods, such as the use of HTML5, CSS3, and fluid grid design which allows the same HTML file to be automatically reconfigured for mobile devices, tablets, and desktop computers. Scripting languages and the development of databases for websites are beyond the scope of this class. Open to undergraduates of all class years. No prerequisites. Formerly course number 70-643.
70-205 Business Leadership Endeavor: Analyst
Intermittent: 4 units
Business Leadership Endeavor (BLE) is a 3-year undergraduate business course sequence that provides students with personal development and professional preparation. 70-205 Business Leadership Analyst is a 4-unit spring semester course that continues the BLE sequence for all Tepper School of Business BA students. Students registered for 70-205 track their progress on leadership development activities and competency building contributing to achievement of personal goals according to their development plan. Students should expect to devote time to planning, participating, and reflecting on activities in addition to completing an updated personal development plan for completion during their junior year. The outcome of the BLE course sequence is student readiness for a professional life of self reliant leadership and global citizenship.
70-207 Probability and Statistics for Business Applications
Spring and Summer: 9 units
Elementary ideas in probability, statistics, and data analysis are presented in the context of their importance to modern business management.
Prerequisites: 21-112 or 21-120
Course Website: http://tepper.cmu.edu/prospective-students/course-page/70207/probability-and-statistics-for-business
70-208 Regression Analysis
Fall and Summer: 9 units
This class focuses on the statistical analysis of the relationship between two or more random variables. In particular, we examine the estimation of the conditional mean of the dependent variable as a function of independent variables using linear regression. We draw on statistical theory to determine the precision of our estimates and to conduct inference about the population, and we examine a number of applications to business, finance, and economics throughout the course.
Prerequisites: (21-120 or 21-112) and (36-247 or 36-207 or 70-207 or 36-200 or 36-201 or 36-220) and (73-100 or 73-102)

Course Website: http://tepper.cmu.edu/prospective-students/course-page/70208/regression-analysis
70-257 Optimization for Business
Intermittent: 9 units
This course provides a mathematical foundation for the application of optimization techniques to business problems, as well as the practical implementation of these methods. Mathematical optimization techniques have been applied for decades in the context of logistics, supply chain management, and strategic planning, with great success. In recent years, the application of mathematical optimization has penetrated, and in some cases (re-)defined, many other areas such as the (financial) service industry, analytical marketing, health care, and web-based businesses. In this course, the most important methods and techniques underlying mathematical optimization are studied. These include linear programming, integer programming, and nonlinear programming as basic mathematical methodologies. Based on these, we also consider methodologies for particular problem classes such as network models and traveling salesman problems. During the course we will emphasize mathematical modeling, that is, creating a mathematical description that reflects a given practical problem described in words. Motivated by these mathematical models, we then discuss the necessary mathematical techniques for finding optimal solutions. Lastly, we consider the solution of these problems using optimization software, i.e., we represent the mathematical models in Excel and use Excel Solver to compute an optimal solution.
Prerequisites: 21-256 or 21-259
70-305 Business Leadership Endeavor: Manager
Spring: 4 units
Business Leadership Endeavor (BLE) is a 3-year undergraduate business course sequence that provides students with personal development and professional preparation. 70-305 Business Leadership Endeavor: Manager is a 4 unit spring semester course that completes the BLE sequence for all Tepper School junior BA students. Students registered for 70-305 synthesize their leadership development activities and assess achievement of personal goals according to their development plan and the BLE Competency Model. BLE Competencies are collaboration, innovation, critical thinking, network building, self-reliance and global citizenship. Students should expect to devote about 70 hours to professional development, leadership and service activities, self assessment, and presentation of insights about their future entry into professional life. BLE "managers" are instructive role models for BLE " interns" and " analysts", emblematic of how the BLE course sequence readies students for a professional life of leadership and global citizenship. This course is not available to non-business students.
Prerequisite: 70-205
70-311 Organizational Behavior
Intermittent: 9 units
This course examines the factors which influence individual, group and firm behavior in the context of the workplace. Topics covered include perception, group behavior, decision making, motivation, leadership and organizational design and change.
Prerequisites: 76-102 or 76-347 or 76-327 or 76-331 or 76-100 or 76-245 or 76-101
70-321 Negotiation and Conflict Resolution
Intermittent: 9 units
This course will complement the technical and diagnostic skills you have learned in other courses. A basic premise of the course is that, while you will need analytical skills to discover optimal solutions to problems, you will also need a broad array of negotiation skills to implement these solutions and make sure that they are truly effective. Your long-term effectiveness - both in your professional and personal life - is likely to depend on your negotiating abilities. This course will give you the opportunity to develop these skills experientially and to understand the analytical frameworks that underlie negotiations.
Prerequisite: 76-101
70-332 Business, Society and Ethics
Intermittent: 9 units
The course draws upon actual cases to explore fundamental questions faced by businesses operating in the United States and elsewhere in the world.  What justifies governmental regulation of your business? What are the rights of employers and employees? How does the law protect consumers?  What laws protect the environment?  How do you choose the best legal form for your business?  What are the lines of power within a corporation?  What protections are available to shareholders?  How do the antitrust laws protect competition?  What responsibilities does a business have to the community in which it operates? What is the ethical foundation on which business ought to be conducted?  The course puts businesses in their legal and ethical context.
Prerequisites: 76-102 or 76-101
70-339 FinTech
Intermittent: 9 units
The financial services industry is a leader in the use of information technology. Firms in banking, securities, investments, insurance and financial marketplaces are among the most information intensive and innovative users of technology. The course will examine the role and potential of technology in this industry. The course begins with a description of the financial markets, specifically equity, foreign exchange, and derivatives, and the systems that enable them. It considers exchanges, ECNs, ATS's Order Management Systems, Straight through Processing, Fix Protocol, and post trading clearance and settlement. It covers the design, evaluation and execution of popular trading strategies that are used by professionals in the various markets. There is increasing interest, in particular, on systematic trading strategies and execution systems because of their scalability and transparency. The course covers both Algorithmic and High Frequency Trading and analyzes issues regarding latency, scalability, and reliability.
Prerequisite: 70-391
70-340 Business Communications
Intermittent: 9 units
Business Communications develops and sharpens your written, oral, and interpersonal communication, introducing you to common forms of professional writing and speaking in specific business situations. The course explores crucial rhetorical issues that impact your ability to communicate and achieve your objectives as a business leader.
Prerequisites: 76-102 or 76-101
70-341 Team Dynamics and Leadership
Intermittent: 9 units
Much of the work in groups and organizations consists of communication. You communicate to get information that will be the basis of decisions, to provide a vision for the people who work for and with you, to coordinate activity, and to sell yourself and your work. The goal of this course is to identify sources of communication problems within an organization and ways to overcome them. To do this requires that we know how communication normally works, what parts are difficult, and how to fix it when it goes wrong. The focus of this course is on providing you with a broad understanding of the way communication operates within dyads, work groups, and organizations. This course is not a practicum in public speaking or writing, although you will get some experience writing, speaking and managing impressions. Rather the intent is to give you theoretical and empirical underpinnings for the communication you will undoubtedly do when you return to work. Readings come from both the research and the managerial literatures. Among the topics considered are managerial communication, persuasion and conformity, self presentation and person perception, social networks. Cases and group projects give you an opportunity to apply what you've learned.
Prerequisites: 36-220 or 36-200 or 36-225 or 36-247 or 36-201 or 36-207 or 36-217 or 70-207
Course Website: http://tepper.cmu.edu/prospective-students/course-page/70341/organizational-communication
70-342 Managing Across Cultures
Spring: 9 units
This course is designed for students who expect to do business in other countries or work with people from other cultures. It provides an intellectual framework for understanding other cultures (and eventually one's own), as well as detailed studies of particular countries. It discusses how culture defines organizations, contracts, personal relationships, attitudes toward authority, time and space, ethics, wealth, and subcultures, and how these affect business. Student teams study a culture of their choice and make presentations, based on interviews and literature research.
Prerequisites: 76-102 or 76-101
70-345 Business Presentations
Intermittent: 9 units
In this course, students prepare, present, discuss, and critique the different oral presentations currently practiced in business. Topics include developing verbal and physical presence; planning presentations based on audience needs and expectations; projecting personal credibility, professionalism, and appropriate emotional responses; and using various multi-media technology. Assignments and cases will cover informative and persuasive presentations, which will vary from term to term and may include talks such as formal public introductions; explanations of policy and/or procedures; employee training sessions; state-of-the-company addresses; sales presentations; team-driven strategic plans; public interviews with a hostile press; and talks on other more free-ranging topics.
Prerequisites: 70-340 or 73-270
70-347 Publishing Management in the Information Age
Fall and Spring: 9 units
In this course, the publishing industry is studied from a variety of perspectives, but, primarily, with reference to the changes that have been caused by the phenomenon referred to as the information age. The information age is characterized by the ability of individuals to transfer information freely and have instant access to knowledge that would have been difficult or impossible to find previously. The digitization of information and the rise of electronic media have confounded the traditional publishing houses who have struggled to find their footing in this new environment. The information age has also provided new forms of information dissemination and inexpensive means of self-publishing and on-demand publishing. This course examines the history of the publishing industry in western society including books, magazines, and newspapers. It then looks at the disruptive effect that the information age has had in this industry and at the new publishing paradigms that are evolving to take advantage of digital media. The course also includes lab experiences using Adobe InDesign to help students develop skills in designing and preparing pieces for publication by a variety of media. The lab experiences culminate in an independently published book that is written, designed, and assembled entirely by the students in this course. The book stands as a showcase for the research and journalistic skills of the students, as well as, a clear demonstration of the students' proficiency in the content and skills taught in this course. Although this course is open to undergraduates of all class years, it is aimed at 3rd and 4th year students. No prerequisites. The course has been previously listed as number 70-194.
70-348 Cross-Cultural Business Communications
Intermittent: 9 units
This course considers cultural behaviors, assumptions, values, and conflicts surrounding business communication across cultures. It will begin with an evolving definition of "culture" and consider several cultural variables that may affect communicative success (i.e. collectivist/individualist cultures, high-/low-context languages, monochronic/polychronic cultures). Students will research and present findings on the characteristics of specific cultures. They will prepare business documents and presentations that build on the knowledge and skills acquired in 70-340, Business Communication, and reflect new sensitivities to the needs of specific cross-cultural audiences. This course is offered only at the Carnegie Mellon-Qatar campus.
Prerequisites: 15-221 or 70-340 or 76-270
70-349 Color Reproduction & Management
Intermittent: 9 units
Today, we are bombarded by color media in many forms. In the competitive advertising world, the accurate reproduction of color in various media is both a challenge and a necessity. This course examines topics related to the use of color and its reproduction in a variety of media, including photography, print, television, cinema, the Internet. Of prime importance are issues related to the successful specification, transfer, measurement, and application of color to maximize communication efficiency. Students will study the physical nature of light and properties of color, as will the perceptual and psychological aspects of color. The separation of color and the control parameters for optimum color realism will be examined. Modern methods for managing color files to achieve consistent color appearance through different media will be an important focus of the course. The course contains a laboratory component consisting of a series of in-depth exercises in Adobe PhotoShop giving students an opportunity to apply color correction and image manipulation techniques, and to become more adept at using this important software tool. Although this course is open to undergraduates of all class years, it is aimed at 3rd and 4th year students.
70-350 Acting for Business
Intermittent: 9 units
Acting for Business (formerly entitled "Business Acting") is an opportunity to unlock your potential as a communicator through becoming proficient, thorough and masterful at the principles and through a practical interpretation of the techniques of Acting. The course concerns itself with: a new self-awareness and greater confidence in public communication; the expansion and diversification of one's range of personal expression; methods to more effectively shape a public performance and of empowering the student to put his/her best self forward when in contact with an audience; and a re-investment in passion. The course focuses on the goals of: 1) solving issues regarding personal confidence; 2) commanding the space; 3) expanding one's personal comfort zone; 4) achieving the "Audience-Pleasing Form;" 5) utilizing the V.A.T. Communication Tools and 6) beginning to learn the stages in the "Seven Stages to Executive Presence." The participants identify their individual challenges and confront those challenges head-on through the various assignments.
70-352 Business Acting
Spring: 3 units
This is a one-week course that is offered only at CMU in Qatar. This course provides a uniquely broadening educational experience for business students through an exploration & understanding of the process of Acting & the unique performer/audience relationship. Using techniques of Acting, the course will concern itself with: a new self-awareness & greater confidence in public communication; the expansion & diversification of one's range of personal expression; methods to more effectively shape a public performance & of empowering the student to put his/her best Self forward when in contact with an audience; & a re-investment in passion.
70-364 Business Law
Intermittent: 9 units
The external political, social and legal environment of the firm and its managers. Legal and regulatory matters, United States and multinational, will be considered, including restrictive trade practices laws and regulations, acquisitions and mergers, licensing, franchising, officers' and directors' responsibilities and liabilities, manufacturers' responsibilities and liabilities, securities regulation, environmental protection, intellectual property, labor unions, trade associations, employee rights and duties, the attorney-client relationship; values in a business society; social implications of business policies, and corporate social responsibility. The effects of laws upon day-to-day business administration. Contracts, sales, commercial paper, the Uniform Commercial Code, credit transactions, bankruptcy, insurance, agency, partnership, incorporation and corporate governance.
Prerequisite: 76-101
70-365 International Trade and International Law
Intermittent: 9 units
The course discusses the international legal system and laws that affect international trade. It covers the Foreign Corrupt Practices Act, treaties and concessions, shipping and customs, appointment of foreign sales agents, resolution of trade disputes, international mergers and joint ventures, international competition law, UN sales convention, international trade organizations (IMF, WTO, World Bank, etc.), risk insurance, cultural factors, international E-Commerce and intellectual property.
Prerequisites: 73-102 or 73-100
70-366 Intellectual Property and E-Commerce
Intermittent: 6 units
The course is intended to instruct students on the creation of the Internet and the World Wide Web, including the creation of the Domain Naming System. The course will provide an understanding of how the WWW "Web" operates (from its creation to the present), how the laws of various contries interact with the Web; how issues of privacy are addressed and the role of private parties and government in monitoring privacy. The course will examine how intellectual property is created and protected; who owns the property; and the role of ownership of the intellectual property interacts with antitrust laws. The course examines how contracts are formed and administered on the Web by entities created to minimize taxes and personal liability risks for the owners/shareholders of those entities.
Prerequisite: 76-101
70-371 Operations Management
Intermittent: 9 units
This course is an introduction to production and operations management that covers both manufacturing and services. It deals with strategic issues (design of flexible supply), planning issues (capacity management), and operational issues (inventory management and information). The linkage between strategy and tactics will be emphasized. The students will learn concepts and tools that will help them to manage from the "boardroom" to the "toolroom."
Prerequisites: 36-247 or 36-220 or 70-207 or 36-200 or 36-201 or 36-207 or 36-225
70-374 Data Mining & Business Analytics
Intermittent: 9 units
Interest in big data analytics has skyrocketed recently. The recent explosion in large-scale high-resolution data enables managers to ask and answer questions regarding businesses and consumers at a whole new level. Managers are faced with data about businesses and consumers that are growing faster than they can be utilized. Data mining enables business to extract useful consumer behavior and preferences from seemingly tremendous and unorganized data, which then can be utilized for data-driven decision-making and competitive advantage. Applications can be found in e-commerce, sales, marketing, finance, operations, etc. In this hands-on introductory class, you will learn the basic concepts and techniques of data mining in addition to when and how they can be applied to improve many aspects of business and consumers' welfare. We will discuss the marvelous power of data mining concepts and tools applied to data via troves of current real-world examples, such as recommender systems, customer segmentation, etc. Throughout the course, we will use R, a powerful open-source statistical language and one of the main tools in data mining and business analytics, fast becoming a mainstream tool. With this tool, you will learn about variety of exploratory and predictive data analytics techniques such as Naïve Bayes classifier, nearest neighbor approaches, decision trees, clustering algorithms, etc.
Prerequisites: 70-208 or 36-208 or 36-202
70-376 Energy Systems
Fall: 9 units
This course will provide students with an understanding of the systems and markets that provide energy to businesses and consumers. Students will be introduced to the sources and uses of energy, and how they have evolved and the possible paths over which they may evolve in the next decades. The course places an emphasis on electric energy, the single largest energy source in many industrial economies, but also covers natural gas, oil, and selected other primary energy sources. Students will learn the energy flows in the USA and the world, as well as the business-relevant characteristics of the engineered systems that provide the energy in various forms. Both traditional and emerging energy sources will be discussed, and students will understand the difference between an energy carrier and an energy source. We will also discuss some of the issues that arise without proper management of the physical risks of energy systems. Students will learn some of the history of electric power regulation and the inconsistent subsidy structures that have provided opportunities and challenges for energy companies and investors, including discussion of how emissions restrictions affect fuel, engineering, investment, and project finance choices. The history of electric power markets will be discussed, with an eye to examining the opportunities that market changes create for business.

Course Website: http://tepper.cmu.edu/prospective-students/course-page/70376/energy-systems
70-381 Marketing I
Intermittent: 9 units
An introduction to the nature and fundamentals of marketing and consumer behavior. Topics include an analysis of the economic and psychological factors influencing buyer behavior, marketing research, market segmentation, and the development of marketing programs (new product, price, advertising and distribution decisions).
Prerequisites: 76-102 or 76-101
70-385 Consumer Behavior
Intermittent: 9 units
Marketing, in particular, begins and ends with the consumer from determining consumer needs to ensuring customer satisfaction. In this course, we will explore the most recent scientific research in marketing, psychology, and behavioral economics on judgment and decision-making. We will develop your ability to understand and influence what people want, how people decide what and when to buy, and whether people will be satisfied or dissatisfied with their decisions. These psychological insights are particularly useful for marketing strategy, brand positioning, and marketing communication decisions, but also yield insight into common biases in judgment and decision making, beyond marketing, to which you would otherwise fall prey. Why people are willing to drive across town to save $5 on a tank of gasoline, for example, when they would not drive a minute to save $5 on a refrigerator. We will discuss some of these applications in class. In addition, we will examine the methodology of market research (specific to consumer behavior) to build the tools you will need to interpret and base decisions on it.
Prerequisite: 70-381
70-386 Applied Behavioral Decision Making For Business
Intermittent: 6 units
This course is intended to give future managers, consultants, and policy makers an introduction to the insights and applications of behavioral decision making. Behavioral decision making is the interdisciplinary study of how people make decisions. It draws together research from psychology, economics, political science, and management, among other fields. Topics include heuristics and biases in inference and prediction, risk perceptions and attitudes, and the roles of group and emotional processes in decision making. In this course we will address applications of these findings from the various behavioral sciences to the study of business.This course is offered only at the Carnegie Mellon-Qatar campus.
Prerequisites: (36-201 or 70-207 or 36-200) and 73-100
70-391 Finance
Intermittent: 9 units
Firms create value by making good investment decisions. Finance is the field of management science tasked with making this happen. It is a set of tools with which firms identify good investments and decide how to pay for them. Paying for them ultimately involves getting money from households. Therefore, finance also describes the investment decisions of households and the resulting allocation of the economy's resources across firms and time. This course is the introductory finance course in the undergraduate business program. The main topics covered in the course are Financial Markets, Net Present Value, The Objective of the Firm, Discounted Cash Flow, Portfolio Theory and the Cost of Capital, The Efficient Markets Hypothesis, The Capital Structure of the Firm, and Business Valuation. Time permitting, the course will also provide an introduction to option markets and derivative securities. Upon completing the course a student will be able to consider a large and complex business problem, make some assumptions, structure the firms' cash flows in a spreadsheet, calculate the value of different solutions to the problem, and make a decision.
Prerequisites: (73-102 or 73-100) and (36-200 or 36-201 or 36-217 or 70-207 or 36-207 or 36-225)
70-395 Funding Entrepreneurial Ventures
Intermittent: 9 units
So you want to do a startup and you know that you need funding. There are multiple ways to fund a new venture: bootstrapping, economic development, angels, venture capitalists. The question is what are these funders looking for in an early stage investment? What is important to them? How do they decide which companies to invest in and which not? This class looks at funding from the funder's point of view and provides the student with a framework of the investment process: investment criteria, sourcing, selection, due diligence, deal structure, valuation, post investment involvement. Real companies seeking funding are used for the final project in which students will be expected, as investment teams, to make investment decisions and convince their fellow investors (the class) to join them (or not). This is a highly interactive and project class. There will be multiple guest speakers. Prerequisites: Students are highly encouraged to take any of the introductory entrepreneurship classes offered in various schools and departments. While no financial background is required, this class will not cover the basics of entrepreneurship from the entrepreneur's perspective, but will be looking from the investor point of view.

Course Website: http://tepper.cmu.edu/prospective-students/course-page/70395/funding-entrepreneurial-ventures
70-398 International Finance
Intermittent: 9 units
International Finance is an elective course designed to give students the opportunity to analyze real-world problems in international capital markets. Topics covered include: exchange rate determination and quoting, international parity relations, foreign exchange hedging strategies using forwards and options, foreign exchange exposure management, international bond market, currency swap market, global equity market, international portfolio risk assessment and performance measurement. Students develop problem solving and communication skills with presentations and critical discussions of case studies.
Prerequisite: 70-391
70-401 Management Game
Intermittent: 12 units
This course is designed to integrate the managerial concepts and techniques studied earlier in the curriculum and to focus on elements of organizational structure and behavior. Student teams assume the role of top management of firms competing in an international economy simulated by the Carnegie Mellon University Management Game. Each team is responsible to a Board of Directors comprised of alumni of the MBA program and business masters students. Emphasis is placed on the development and implementation of sound organizational decision structures as well as the formulation of effective competitive strategies. The course is for senior-year business majors (including business additional majors). Other students who meet the course prerequisites may enroll only with permission of the instructor.
Prerequisites: 70-381 and 70-371 and 70-122 and 70-391
70-414 Entrepreneurship for Engineers
Intermittent: 9 units
This introductory course in entrepreneurship primarily targets non-business students and assumes no background in business. Students majoring in science, computer science, engineering, the humanities or the arts are exposed to fundamental concepts and issues around innovation and entrepreneurship. The course provides a foundation for starting a new venture and innovating new technologies and products within existing organizations. Topics covered will include: identifying a business opportunity, building a team, finance, equity investment, managing risk, market understanding, and competitive advantage. Emphasis will be on team projects, including developing an investor pitch for an original idea.

Course Website: http://tepper.cmu.edu/prospective-students/course-page/70414/entrepreneurship-for-engineers
70-415 Introduction to Entrepreneurship
Intermittent: 9 units
This course is designed primarily to provide an overview of entrepreneurship, develop an entrepreneurial frame of mind and learn the rudiments of how to differentiate an idea from an opportunity. Students come up with a business idea and explore its potential for becoming a viable business. They learn to do market research and experience first-hand the rewards and difficulties in dealing with people in the real world. They will meet entrepreneurs and business professionals as part of the course and learn how to make effective presentations - both written and oral. Other important aspects of the course include self-assessment to determine one's strengths and weaknesses, understanding the "magic" of leadership and gaining an entrepreneurial perspective on life.
70-416 New Venture Creation
Intermittent: 9 units
This course exposes students to the nuances of financing new ventures, getting them started legally and marketing their products or services. Students pull together all the ideas and information from different functional aspects of their projects into coherent and persuasive mini-business plans that serve as roadmaps for building their businesses; and useful instruments to find sufficient financing for the new ventures, so that they can convince the outside world that these opportunities are viable, with substantial potential for success.
Prerequisites: 70-421 Min. grade C or 70-425 or 70-415 Min. grade C or 70-420 Min. grade C or 70-414 Min. grade C or 15-390
70-420 Entrepreneurship for Scientists
Intermittent: 9 units
Entrepreneurship for Scientists is an introductory course in entrepreneurship. The course primarily targets non-business students and assumes no background in business. Students majoring in science, computer science, engineering, the humanities or the arts are exposed to fundamental concepts and issues around innovation and entrepreneurship. The course provides a foundation for starting a new venture and innovating new technologies and products within existing organizations. Topics covered will include: identifying a business opportunity, building a team, finance, equity investment, managing risk, market understanding, and competitive advantage. Emphasis will be on team projects, including developing an investor pitch for an original idea.

Course Website: http://tepper.cmu.edu/prospective-students/course-page/70420/entrepreneurship-for-scientists
70-421 Entrepreneurship for Computer Scientists
Intermittent: 9 units
This course is primarily for non-business school students; it includes most of Introduction to Entrepreneurship (70-415), assumes no background courses in business and involves additional sessions for core business concepts. Students with majors in science, technology, engineering or computer science are exposed to fundamental concepts and issues in innovation, business and entrepreneurship. Students can expect to gain a basic understanding of functional areas such as finance, funding, marketing, sales and management. Student Status: Sophomore year or higher.
70-422 Managerial Accounting
Intermittent: 9 units
The purpose of this course is to provide an introduction to the measurement and allocation of costs. Emphasis will be given to the use of cost information in decision making in organizations. The course will cover standard topics in cost accounting, such as cost behavior and relevant costs, and will connect these to broader issues in microeconomics, decision theory, corporate finance, and operations management. Classes will be a mixture of conventional lectures and laboratory experiments.
Prerequisites: (70-122 or 36-200 or 36-201) and (70-207 or 36-207)
70-423 Technology-Based Entrepreneurship
Spring: 9 units
This course is offered only at Carnegie Mellon's campus in Qatar. This course is designed as an introduction to entrepreneurship and basic business concepts for engineering and science students. There are no prerequisites. Students learn basic business concepts, business models, entrepreneurial thinking, idea generation, opportunity recognition, and the basics of accounting, marketing and strategy development. There is no final examination. Instead, students, working in teams, generate an original idea for a startup business and prepare a business plan and an investor presentation, which sets forth the basic strategies, business models and evaluates the opportunity afforded by their original idea. This course also is consistent with the broad mission of Carnegie Mellon University in Qatar's entrepreneurship program, which is described below. The broad mission of the entrepreneurship program at Carnegie Mellon University in Qatar is three-pronged: a.To encourage and develop entrepreneurial and innovative thinking in a business setting, whether or not it is a startup company; b.To obtain the basic skills to start a new venture; c.To stimulate self-evaluation for life direction.
70-424 Corporate Financial Reporting
Intermittent: 9 units
This course is designed to strengthen your ability to correctly interpret financial statements and their accompanying disclosures. The course is aimed at anyone whose career might involve working with accounting data, and should be especially useful for those interested in consulting and financial analysis. Throughout the semester we will discuss the key disclosure rules in the United States, the communication methods available to managers, managers' incentives and ability to exert discretion over reported earnings, and the interplay between a company's corporate strategy and its financial reporting policies and practices. The course emphasizes a number of topics of recent interest to the business community including the quality of earnings, mergers and acquisitions, purchased R&D, post employment benefits, executive compensation, and intangible assets.
Prerequisite: 70-122
Course Website: http://tepper.cmu.edu/prospective-students/course-page/70424/corporate-financial-reporting
70-425 Entrepreneurship for the Creative Industries
Intermittent: 9 units
This is an introductory course designed primarily for undergraduates in the College of Fine Arts who want to create new businesses, products, services, or thriving careers as independent artists. Students can expect to develop an entrepreneurial mindset, learn how creative firms and industries are structured, and build practical skills for finding, evaluating and putting entrepreneurial opportunities into action. We will analyze real world examples, for-profit and not-for-profit, from film, art, architecture, fashion, music, media, theater, retail, and design. The class will explore the core functional areas critical to building entrepreneurial entities, including teams, ideation, marketing and sales, financial analysis, and funding. Interdisciplinary teams will generate ideas and explore their potential as viable businesses or sustainable not-for-profits. Lectures, guest speakers, case studies, and exercises will also be integrated.
70-427 Modern Banks: Strategy and Regulation
Intermittent: 9 units
This course focuses on (1) the financial statement analysis of banks and bank-like financial institutions (thrifts, mortgage banks, and commercial banks); and (2) the accounting and disclosure rules for financial instruments they hold (interest rate risk disclosures, loan loss disclosures, fair value accounting for financial instruments, securitization accounting, derivatives and hedge accounting, and market risk disclosures). The main goal of the course is to provide students with an in-depth understanding of how financial reports provide unusually specific and detailed (but not perfect) information about certain risks and performance of these financial institutions. Their financial statements increasingly are based on fair value accounting and their financial reports include increasingly extensive risk and estimation sensitivity disclosures. Both fair value accounting and risk and estimation sensitivity disclosures are necessary ingredients for financial reports to convey financial institutions' risk and performance in today's world of complex, structured, value and risk partitioning financial instruments and transactions. While financial institutions often report imperfect (or worse) fair value measurements and risk and estimation sensitivity disclosures, careful joint analysis of the information they do provide invariably yields important clues about their risks and performance. While this course is most relevant to students interested in financial institutions, much of the accounting material also pertains to a varying extent to other types of firms. For example, many firms securitize their accounts receivable or hedge their commodity, interest rate, or foreign exchange risk using derivatives.
Prerequisites: 70-391 and 70-122
70-428 Financial Statement Analysis
Intermittent: 9 units
This course is about fundamental analysis using financial statements. We develop and apply technologies for understanding and identifying firm activities that generate shareholder value and for developing valuation benchmarks. The ultimate goal of such analysis is to aid the security valuation and risk analysis exercises. This course is intended to help students establish a good foundation and introduce students the basics of equity and debt analysis techniques. Taking Finance (70-391) before this course is recommended, though not a formal prerequisite.
Prerequisite: 70-122
Course Website: http://tepper.cmu.edu/prospective-students/course-page/70428/financial-statement-analysis
70-429 Accounting for Financial Institutions
Fall: 9 units
The banking sector is important because it drives the financial growth of an economy. This sector accepts deposits from the public and issues loans, and thus the banking sector expands in response to positive changes in retail, corporate and government business demand. Similarly, if a slowdown occurs this results in a reduction in demand for banking sector services. As a result, the important starting point for a financial analyst, who wants to assess current and future economic growth, are the financial statements of banks and the information they contain. To extract this information, however, requires being able to read and interpret the financial statements of a bank. These statements are very different from reading traditional corporate financial statements. As a result, the first objective of this course is to learn how to read financial statements generated from the banking sector including how to interpret and evaluate these statements. The banking sector in Qatar is unique because it has two important and separate subsectors —- Islamic and conventional banking. Each of these subsectors have a different banking business model which in turn generate differences in their financial statements. As a result a second important objective for this course is to learn how to read and evaluate the financial statements from each of these subsectors.
Prerequisite: 70-122
70-430 International Management
Intermittent: 9 units
This course uses the case method to examine the strategic and operational issues in management practice and decision-making that are important in operating a business that spans national borders. Topics include political and economic risk assessment, technology transfer, cultural analysis, negotiation, social responsibility, organization structure, supply chain management and trends in foreign direct investment and their impact on developing strategies for entering and becoming successful in international markets.
70-437 Organizational Learning and Strategic Management
Intermittent: 9 units
Managing knowledge effectively is key to the performance and competitiveness of both entrepreneurial and established organizations. The course examines why some organizations are better than others at learning from experience and developing new knowledge. The course focuses on how organizations innovate or create new knowledge, how they retain knowledge, and how they transfer knowledge throughout enterprises. Strategic implications of new results on organizational learning and knowledge management are also developed. Students will acquire a greater appreciation of the dynamics of organizations and factors contributing to their successful performance. A mix of lectures, cases and exercises are used to increase your ability to create, retain and transfer knowledge effectively in organizations.
Prerequisites: 36-202 or 36-217 or 36-208 or 36-220 or 36-225 or 36-226 or 70-208
70-438 Commercialization and Innovation
Intermittent: 9 units
This course targets innovators and entrepreneurs who are interested in introducing innovations to the marketplace through start-up, emerging and established organizations. Class participants will learn how to evaluate, develop and implement opportunities for innovation, using an emergent or iterative approach (the lean methodology). Selected industries of interest of importance for economic growth are analyzed. Opportunities for driving or anticipating change are examined using prevailing SET factors (societal, economic, technology). Students then learn a methodology to identify Signals of change involving three customer groups and one non-customer group - undershot customers, non-consumers, overshot customers, in addition to the nonmarket contexts. The Competitive set is analyzed and strategic choices are made. The Resources, Processes and Values (RPV) of the competitive set are analyzed and utilized for informed decision making.
Prerequisites: (73-102 or 73-100) and (70-414 or 70-415 or 70-421 or 70-420 or 70-425)
70-440 Corporate Strategy
Intermittent: 9 units
This course is designed to provide the student with a general management perspective and an understanding of the total business enterprise. It builds upon previous course work in functional areas and provides insights and analytical tools which a general manager should have in order to plan and implement successful business strategy. The student will analyze complex business problems and formulate realistic strategic solutions. Emphasis is placed on the practical application of business theory by the student in his/her business career.
70-443 Digital Marketing and Social Media Strategy
Intermittent: 9 units
This course explores issues related to digital and social media marketing. This is a hands-on class where you will use real world data, case studies and participation in Google online marketing challenge. The following topics would be covered in detail: (a) Search Engine Optimization - you will learn how search engines, keyword auctions, and search engine marketing work, and how to optimize your pay per click advertisement efforts; (b) Econo-Mining - you will also learn on how firms are getting or can get useful information from user generated content using text mining and opinion mining capabilities to drive their product development, placement and advertisement decisions. Using real world data you will analyze whether the traditional approaches for driving advertising or product development strategy are in alignment with what you learn from user generated content; (c) Social Media Marketing - you will learn how to design a social media marketing campaign. What are the key ingredients that make such campaigns successful? How do you run a campaign for a viral product; (d) Forecasting Demand Using Publicly Available Online Search Data - you will learn how to build better forecasting models for demand using Google search data (Google Trends and Insights); (e) Wisdom of the Crowds: we will cover how to design crowdsourcing contests, what and how to crowdsource. You will also learn what prediction markets are, how they work, how to design them, when prediction markets are successful and what kinds of questions are best suited for prediction markets.
70-447 Client Consulting Project: Strategic Management of the Enterprise
Intermittent: 12 units
This is a project course for senior business majors offered in partnership with real-world client companies. Teams of five to six students are given a client to engage with for the semester on a specific consulting project assignment. Students will learn about the challenges of the multi-dimensional and complex issues faced by managers, including learning the concepts and skills to handle ambiguity, perform a persuasive data analysis, and communicate the findings effectively. Students will develop a deeper understanding of how organizations can co-ordinate and leverage synergies across a range of disciplines by effective deployment of technologies and organizational structures and processes. Teams will have an opportunity to work with clients on a wide mix of problems spanning multiple functions, including strategy, operations, technology and marketing. Specifically, teams will address issues such as big data, mobile application strategies, supply chain, digital media, complexity management, health care delivery models and healthcare marketing strategy. Regular meetings with the instructor will be scheduled to guide teams during client engagement and co-ordinate with the executives at their client company. The deliverables will be in the form of a report/prototype and a final presentation to the client's executive team. No classes to attend, but weekly team meetings with times to be determined. The course is for undergraduate business seniors only, and enrollment is by special permission.
Prerequisites: 70-381 and 70-391 and 70-371
70-449 Social, Economic and Information Networks
Spring: 9 units
Interaction is a fundamental part of social science: firms market products to consumers, people share opinions and information with their friends, workers collaborate on projects, agents form alliances and coalitions. In this course, we will use the emerging field of social networks to put structure on this diverse mass of connections. Using a mixture of theoretical, empirical, and computational methods, we will learn about the structure and function of social networks. We will look at how an individual's position in a social network reflects her role in the community. We will learn to identify tastemakers and trendsetters by looking at how information moves through our increasingly connected society. We will consider how our own position in the social network affects our behavior, opinions, and outcomes. And we will explore where social networks come from, and what affects their structure. The material in this course will be interdisciplinary, drawn from the fields of math, computer science, physics, sociology, political science, and economics. By the end of the course, you will have the tools and knowledge needed to analyze social networks on your own. The course is capped with a project where you will use your skills to answer your own questions.
Prerequisites: (36-201 or 73-230 Min. grade C or 36-200) and (36-201 or 36-207 or 70-207)

Course Website: http://tepper.cmu.edu/prospective-students/course-page/70449/social-economic-information-networks
70-453 Business Technology for Consulting
Intermittent: 9 units
This course is designed to provide students with a basic understanding of how to develop and implement computer-based management information systems. Students will be introduced to a variety of system development concepts and techniques. These can include traditional approaches such as top-down or structured analysis, problem definition, feasibility analysis, enterprise analysis and data flow diagrams, as well as interactive and iterative development approaches such as prototyping and object-oriented concepts and techniques. The course also explores topics related to successful implementation of systems such as testing strategies, project management, user-oriented design and software maintenance. Students will work in teams to analyze, design and build a small information system.
Prerequisites: 70-451 or 70-110
Course Website: http://tepper.cmu.edu/prospective-students/course-page/70453/business-technology-for-consulting
70-455 Modern Data Management
Intermittent: 9 units
The goal of this class is to learn organizing, analyzing, querying, interpreting and drawing conclusions from structured data, and modeling business scenarios in relational databases. Thus, the notion of "Data Management" here includes both data analysis and synthesizing conclusions into fact-based, data-driven recommendations. CONTENT 1. advanced Excel functions (e.g., Pivot tables, lookup functions, connecting Excel to relational databases) 2. synthesis (i.e. the ability to create data-driven charts and top-down recommendations) 3. the use of SQL to create and query relational databases 4. data modeling and relational design, i.e. the abstraction and representation of business situations as Entity Relationship (ER) diagrams and the transformation of those into normalized database schemas. CLASSROOM EXPECTATIONS: 1) Cold-calling: I follow an active learning approach requiring high introspection/ reflection/ learning via readings/ preparations before classes, and high interaction during class where students share their insights. This "flipped classroom" requires that you learn the material I post before coming to class. In class, I like to focus on applying skills as much as possible. It also implies that I will cold call students as integral part of our classroom experience. 2) Final exam: This class has proctored midterm and final exams that are comprehensive and by design difficult. But class grades are "soft-curved," i.e. overall class participation and class performance across years determines cut-off percentages. One of the homeworks for this class is solving the final exam from a prior year. 3) The class cannot be audited nor taken pass/fail.
70-460 Mathematical Models for Consulting
Intermittent: 9 units
This course covers a wide variety of mathematical models and techniques used by consultants and which lie at the heart of much decision-support software. Building on the basic methods from the operations research courses, we will discuss the benefits and limitations of different modeling and solving techniques, e.g., linear, integer and stochastic models, to strategic, tactical and operational level decision making, and examine the most successful recent work from real life applications in detail. While doing so, we will follow primarily a practical spreadsheet-based approach to provide hands-on experience with software such as Excel Solver.
Prerequisites: 70-257 or 21-292 or 21-257
70-462 Stochastic Modeling and Simulations
Intermittent: 9 units
This is a hands-on course on modeling and simulation of business systems under uncertainty. It takes the perspective of the consultant whose job is to analyze existing or potential business processes and provide recommendations for managerial decision-making. Recognizing that most businesses are subject to high levels of variability, risk and uncertainty, it will adopt a stochastic approach to characterize the behavior of business systems and processes, and explore the effects of alternative decisions in this context. Two modeling methodologies will be covered: (i) stochastic modeling, and (ii) stochastic simulation. Examples are drawn from different managerial domains, such as supply chain management, risk management, marketing, and project management. The lectures, homework assignments, exam and term project will focus on modeling, computational, and analytical skills. Computational implementations will be done in Excel using the @Risk add-in (during the first half of the course to build simple simulation models) and the Arena software (during the second half of the course to build more complex models based on discrete-event simulation). Course objectives: 1. Recognize uncertainty in business systems and processes, and their impact on managerial decisions (e.g., demand uncertainty, financial risk, etc.) 2. Model uncertainty and risk quantitatively using probabilistic tools 3. Specify probabilistic distributions for inputs from available data 4. Generate probabilistic distributions for outputs and relevant performance metrics (e.g., average, standard deviation, distribution tails) 5. Develop computational models to simulate complex stochastic processes using appropriate software 6. Communicate outputs of uncertainty analyses and implications for managerial decision- making.
Prerequisites: 36-225 or 70-207 or 36-220 or 36-207 or 36-201 or 36-200
70-465 Technology Strategy
Intermittent: 9 units
This course is about business strategy for technology-intensive industries. Examples of such industries are computer hardware and software, media and entertainment, telecommunications and e-commerce. We will explore the unique economic circumstances facing firms in these industries and identify strategies that enable firms to succeed given these circumstances. You will learn to analyze pricing strategies including versioning and bundling; product standardization decisions; managing product complements; exploiting network effects; managing platform competition. This course will help you understand the unique economic characteristics seen in today's technology-intensive markets and how they impact the strategic interactions among firms and consumers. We will study, for example: Why firms in the IT industry give away their best products for free. Why makers of video gaming consoles subsidize end users (but tax game developers) while computer operating system makers subsidize software developers (but overcharge end users). Why Sony won the Blu-Ray format war against HD-DVD which was sponsored by a whole array of companies. In order to understand how firms strategically interact with consumers in technology-intensive industries this course will use a combination of simple but rigorous analytical models, emerging theories, and formal case studies.
Prerequisites: 21-120 and (21-259 or 21-256) and 73-100 and 73-230
70-471 Supply Chain Management
Intermittent: 9 units
During the course we will discuss the basic issues of Supply Chain Management like inventory management, risk pooling, network planning, and supply contracts as well as some of the more concurrent issues. In the face of a globalizing economy we will discuss procurement and outsourcing strategies, global logistics and risk management. As supply chains generally cross firm boundaries we will look at supply chain integration, and alliances from a supply chain perspective. Also, as more and more information can be gathered about customers you will learn how to judge the value of this information and whether or not one should adopt a customer specific pricing model. The above issues will be covered at a general strategic level but whenever possible you will also learn how to quantitatively make trade-offs between alternatives.
Prerequisite: 70-371
70-477 Real Options: Creating Value Beyond NPV
Intermittent: 9 units
Real options analysis is an approach to the management of operational assets that exploits managerial flexibility in decision-making and combines it with market-driven valuation of cash flows. This approach assumes that managers use all the available information when making decisions. It is thus particularly useful when managing projects that involve dynamic and state-contingent choices among alternatives (options), especially of a strategic nature. Examples include investing in and developing new products or technology, expanding/reducing manufacturing capacity, and suspending/resuming production. The valuation of financial options is the conceptual basis of real options management (but this course does not assume prior knowledge of this topic). Real options analysis extends this fundamental market-driven valuation approach to a much broader spectrum of business applications that feature dynamic decision-making. It thus contrasts the standard net present value rule used by static discounted cash flow analysis. The resulting managerial decisions and asset valuations can be very different when real options analysis is used rather than static discounted cash flow analysis. The course learning objectives are to (i) develop the students ability to take an unstructured problem and implement real options analysis in a structured manner; (ii) integrate market-driven valuation and dynamic decision-making techniques into a practical, yet rigorous, business analytics toolkit; and (iii) provide examples of successful practice and applications in a variety of industries.
70-480 International Marketing
Intermittent: 9 units
This course is designed to provide students with a basic understanding of global marketing opportunities, key issues, and strategies. It introduces the main characteristics of international markets and addresses the impact of global environmental factors (economic, social, legal, and cultural) on marketing decisions such as market entry, product development, pricing, promotion, and distribution. The objective of the course is to help students acquire knowledge of major international marketing concepts and develop cross-cultural sensitivities and skills that would enable them to identify, analyze, and solve international marketing problems.
70-481 Marketing Research
Intermittent: 9 units
The purpose of this course is to teach multiple research techniques used in marketing. This course is an applied marketing course that gives insight into how various techniques are used in marketing research firms. There are three projects and a final. The first project is designed to teach students about research survey methods. The second is an experiment in which the whole class is involved. The third, an individual project, is designed to teach quantitative research techniques.
Prerequisites: (36-202 or 70-208) and 70-381
70-482 Pricing Strategy
Intermittent: 9 units
Pricing is a critical marketing decision which enables a firm to translate customer value into profit. This course provides a first survey of pricing concepts. Instead of discussing pricing in isolation, we focus on the interplay between pricing and other aspects of marketing, such as positioning, branding and advertising. To this end, we provide a formal treatment of pricing concepts in the framework of game theory. Finally, we also discuss non-pricing tools that firms can use in order to capture customer value. Specifically, we cover cases wherein firms generate a profit while keeping their services free, a phenomena that is widely observed among Internet firms. This course has no formal prerequisite, but a willingness to study formal (i.e., mathematical) models is assumed. Any previous exposure to microeconomics analysis and game theory will be helpful.
70-483 Advertising and Marketing Communications
Intermittent: 9 units
"Integrated Marketing Communications (IMC) is a strategic business process used to plan, develop, execute, and evaluate coordinated, measurable, persuasive brand communication programs over time with consumers, customers, prospects, and other targeted, relevant external and internal audiences." (source: Don Schultz). IMC is specifically designed to ensure that all communication strategies and messages are unified and integrated across all channels and, importantly, begin with the consumer/customer. It is critical that marketers understand the limitations of marcom tactics as well as how to best leverage and integrate marcom tactics for the strongest, most consistent and authentic brand voice in the targeted marketplace. The entire IMC process is driven by the customer, and in the case of our discussions in this class, the consumer. The course is designed to help students understand the integrated marketing communications model, the strategy and tools of the marketing mix and what makes an iconic brand. The course is designed in five sections: Part One focuses on understanding brands - iconic brands, terminology and types of branding. Part Two focuses on the understanding of consumer behavior - one of the, if not the most critical part of understanding marketing. Brands are built and defined in the minds of consumers. Part Three focuses on IMC and the framework used by brand management to develop strategy, and understand audience segmentation and brand positioning to drive IMC. Part Four focuses on understanding the IMC tactics available to marketers including advertising, social media and digital marketing, events and public relations. Part five concludes with the deeper study of an iconic brand.
Prerequisite: 70-381
Course Website: http://tepper.cmu.edu/prospective-students/course-page/70483/advertising-and-marketing-communication
70-485 Product and Brand Management
Intermittent: 9 units
Product managers are essentially the "CEO" of the product line. Brand and product management provides strategic vision and leadership for the product and service, both 1) understanding the market opportunity and what must be done for successfully delivering on the brand promise and 2) leading across the organization, often without authority, to achieve that success. Product/service success in a dynamic market is subject to many factors, including marketplace needs, reactions and activities of competition, the strategy and change within one's own firm, operating and financial constraints, demand forecast uncertainty, and more. By taking this course, you will learn the principles of product and brand management and understand what it is like and what it takes to be a successful marketing leader.
Prerequisite: 70-381
70-488 Marketing Digital Media
Spring: 6 units
(Formerly titled "Interactive Marketing") In this course we analyze how marketing practice changes when products are distributed and consumed in digital formats. This course focuses on several areas where digitization is likely to have the most profound affect on the field of marketing. These areas include promotion, competitive strategy, channel conflict, pricing, and identifying and differentiating customers. We will use both lectures, cases, and analysis of real-world datasets to analyze these issues.
Prerequisite: 70-381
70-491 Responsible Finance
Fall: 9 units
One of the outcomes from the financial crash of 2008 and the resulting credibility gap faced by traditional financial institutions has been a strong growth in the Responsible Finance sector with Thomson Reuters estimating investments in this sector at US$59 trillion. The purpose of the Responsible Finance course is to introduce the students to this rapidly growing sector and help them gain an understanding of the driving forces behind the growth as well as the knowledge of the products in this space. The course be delivered in modules covering Islamic Finance, Social Banking and challenges posed by FinTech to the conventional Banking Market. Given that these markets are expected to challenge the traditional banking sector, this course complements our existing selection of finance electives to help students get a comprehensive view of the global financial sector and gain access to a broader job market that goes beyond traditional banking.
Prerequisite: 70-391
70-492 Investment Analysis
Intermittent: 9 units
Students build a strong foundation in Modern Portfolio Theory as well as equilibrium and no arbitrage approaches to asset pricing.  Common stocks and fixed income securities (including mortgage-backed securities) are the principal markets of interest, with tangential coverage of forward, option, and currency markets.  Empirical projects entail applications of trading strategies, portfolio management, and the characteristics of financial market data.
Prerequisites: 70-391 or 21-370
70-495 Corporate Finance
Spring: 9 units
Students develop an advanced financial perspective on how firms make investment, financing, and management decisions. The course starts with simple net present value rules and builds the theoretical framework to address more sophisticated issues and problems including risk management, mergers, acquisitions, executive compensation, corporate governance, and dividend payout policies.  Theory is supplemented with numerous case study examples.
Prerequisites: 21-370 or 70-391
70-496 Entrepreneurial Finance: Valuation & Deal
Spring: 9 units
This case-based course studies the financing and valuation of high-growth entrepreneurial firms in the venture capital market. We address the requirements and limitations of a wide array of valuation techniques from the perspective of both the demand and supply side of the market. The entrepreneur's perspective (demand) concerns identifying financing needs and value. The investor's perspective (supply) requires the use a set of tools to evaluate, structure and price financing deals. The tools include discounted cash flow, the VC method, comparables analysis and real options. Venture capitalists act as financial intermediaries and provide both capital and guidance to entrepreneurial firms. These facts introduce unique twists on valuation and deal selection. The course will include four cases over the mini which require group work, class participation and group presentations.
Prerequisite: 70-391
70-497 Derivative Securities
Intermittent: 9 units
In this course students will learn how to price derivative securities such as futures, options, volatility derivatives and credit default swaps. In addition to covering canonical valuation formulae, students will use numerical simulation methods. The course will also cover various aspects of using derivative securities for risk management purposes. The emphasis of the course lies in solving practical applications using Excel.
Prerequisites: 21-370 or 70-391
Course Website: http://tepper.cmu.edu/prospective-students/course-page/70497/derivative-securities
70-499 Internship
Intermittent: 3 units
Students doing a business-related internship for academic credit may enroll in this course for three units with a pass/no pass grade. Students must submit an internship agreement form to the instructor for approval prior to the start of the internship. A summary writing assignment must be submitted after the internship in order to receive credit. Business majors may enroll directly; non-business majors may enroll with special permission.
70-500 Honors Thesis I
Intermittent
Business students with outstanding academic records may undertake an Honors Thesis. The topic is of the student's choice but must have some original aspect in the question being explored, the data set, or in the methods that are used. It must also be of sufficient academic rigor to meet the approval of a faculty advisor with expertise in the project's area. Students enroll each semester in a 9-unit independent study course with their faculty advisor for the project (70-500 in the fall and 70-501 in the spring). Students and their faculty advisor develop a course description for the project and submit it for approval as two 9-unit courses to the BA department. Enrollment by permission of the BA Program.
70-501 Honor Thesis II
Intermittent
Business students with outstanding academic records may undertake an Honors Thesis. The topic is of the student's choice but must have some original aspect in the question being explored, the data set, or in the methods that are used. It must also be of sufficient academic rigor to meet the approval of a faculty advisor with expertise in the project's area. Students enroll each semester in a 9-unit independent study course with their faculty advisor for the project (70-500 in the fall and 70-501 in the spring). Students and their faculty advisor develop a course description for the project and submit it for approval as two 9-unit courses to the BA Director. Enrollment by permission of the BA Program.
70-502 Independent Study in Management
Fall and Spring
Students with a special interest in Management/Production not covered by a formal Business course may develop an Independent Study Course in that area. Readings and work to be completed are by agreement between the student and an individual faculty member. Enrollment by permission of the BA program.
70-503 Independent Study in Marketing
All Semesters
Students with a special interest in Marketing not covered by a formal Business course may develop an Independent Study Course in that area. Readings and work to be completed are by agreement between the student and an individual faculty member. Enrollment by permission of the BA Program.
70-504 Independent Study in Organizational Behavior
All Semesters
Students with a special interest in Organizational Behavior not covered by a formal Business course may develop an Independent Study Course in that area. Readings and work to be completed are by agreement between the student and an individual faculty member. Enrollment by permission of the BA Program.
70-505 Independent Study in Finance
All Semesters
Students with a special interest in Finance not covered by a formal Business course may develop an Independent Study Course in that area. Readings and work to be completed are by agreement between the student and an individual faculty member. Enrollment by permission of the BA Program.
70-506 Independent Study Management Information Systems
All Semesters
Students with a special interest in Management Information Systems not covered by a formal Business course may develop an Independent Study Course in that area. Readings and work to be completed are by agreement between the student and an individual faculty member. Enrollment by permission of the BA Program.
70-507 Independent Study in Business Communications
All Semesters
Students with a special interest in Business Communications not covered by a formal Business course may develop an Independent Study Course in that area. Readings and work to be completed are by agreement between the student and an individual faculty member. Enrollment by permission of the BA Program.
70-508 Independent Study in International Management
All Semesters
Missing Course Description - please contact the teaching department.
70-514 Independent Study: Graphic Media Management
Fall and Spring
This course enables students to independently pursue special topics related to graphic media. Enrollment is by permission of the Instructor and the Executive Director of the Business Administration program. Formerly course number 70-650.

Full-Time Faculty

MUSTAFA AKAN, Associate Professor of Operations Management – Ph.D., Northwestern University; Carnegie Mellon, 2008–

JAMES F. ALBERTUS, Assistant Professor of Finance – Ph.D., New York University; Carnegie Mellon, 2016–

LAURENCE ALES, Associate Professor of Economics – Ph.D., University of Minnesota; Carnegie Mellon, 2008–

KATHARINE ANDERSON, Assistant Professor of Economics and Entrepreneurship – Ph.D., University of Michigan; Carnegie Mellon, 2010–

JAY APT, Professor of Technology; Co-Director, Carnegie Mellon Electricity Industry Center – Ph.D., Massachusetts Institute of Technology; Carnegie Mellon, 2000–

LINDA ARGOTE, David M. Kirr and Barbara A. Kirr Professor of Organizational Behavior and Theory; Director, Center for Organizational Learning, Innovation and Performance – Ph.D., University of Michigan; Carnegie Mellon, 1979–

BRANDY L. AVEN, Associate Professor of Organizational Behavior and Theory – Ph.D., Stanford University; Carnegie Mellon, 2010–

EGON BALAS, University Professor of Industrial Administration and Applied Mathematics; Thomas Lord Professor of Operations Research – D.Sc.Ec., University of Brussels; D.U. (Math), University of Paris; Carnegie Mellon, 1968–

KATHRYN BARRACLOUGH, Distinguished Service Professor of Finance – Ph.D., Australian National University; Carnegie Mellon, 2015–

ILKER BAYBARS, Deputy Dean Emeritus, Tepper School of Business; George Leland Bach Chair; Professor of Operations Management – Ph.D., Carnegie Mellon University; Carnegie Mellon, 1979–

JAMES A. BEST, Assistant Professor of Economics – Ph.D., University of Edinburg; Carnegie Mellon, 2018–

CARLA BEVINS, Assistant Teaching Professor of Business Communication – Ph.D., University of Kentucky; Carnegie Mellon, 2017–

ANDREW BIRD, Assistant Professor of Accounting – Ph.D., University of Toronto; Carnegie Mellon, 2013–

PETER BOATWRIGHT, Carnegie Bosch Professor of Marketing – Ph.D., University of Chicago; Carnegie Mellon, 1997–

AISLINN BOHREN, Assitant Professor of Economics – Ph.D., University of California; Carnegie Mellon, 2018–

PIETRO BONALDI, Assistant Professor of Accounting – Ph.D., University of Chicago; Carnegie Mellon, 2017–

ARTHUR A. BONI, The John R. Thorne Distinguished Career Professor of Entrepreneurship, Emeritus – Ph.D., University of California, San Diego; Carnegie Mellon, 2001–

SERRA BORANBAY-AKAN, Assistant Professor of Economics, Carnegie Mellon-Qatar – Ph.D., Northwestern University; Carnegie Mellon, 2013–

CLARA BURKE, Assistant Professor of Business Communication – Ph.D., University of Wisconsin-Madison; Carnegie Mellon, 2015–

DAVID CHILDERS, Assistant Professor of Economics – Ph.D., Yale University; Carnegie Mellon, 2017–

SOO-HAENG CHO, Associate Professor of Operations Management – Ph.D., University of California, Los Angeles; Carnegie Mellon, 2008–

ROSALIND M. CHOW, Associate Professor of Organizational Behavior and Theory – Ph.D., Stanford University; Carnegie Mellon, 2008–

MILTON L. COFIELD, Distinguished Service Professor of Business Management, Carnegie Mellon-Qatar – Ph.D., University of Illinois; Carnegie Mellon, 2001–

TAYA R. COHEN, Associate Professor of Organizational Behavior and Theory – Ph.D., University North Carolina, Chapel Hill; Carnegie Mellon, 2010–

GERARD P. CORNUEJOLS, IBM University Professor of Operations Research – Ph.D., Cornell University; Carnegie Mellon, 1978–

CARLOS CORONA, Associate Professor of Accounting – Ph.D., Stanford University; Carnegie Mellon, 2010–

W. ROBERT DALTON, Associate Teaching Professor of Economics, Emeritus – Ph.D., University of Missouri; Carnegie Mellon, 1985–

ROBERT M. DAMMON, Dean; Professor of Financial Economics – Ph.D., University of Wisconsin, Madison; Carnegie Mellon, 1984–

TETIANA DAVYDIUK, Assistant Professor of Finance – Ph.D., University of Pennsylvania; Carnegie Mellon, 2017–

MATTHEW DENES, Assistant Professor of Finance – Ph.D., University of Washington; Carnegie Mellon, 2017–

TIMOTHY P. DERDENGER, Associate Professor of Marketing and Strategy – Ph.D., University of Southern California; Carnegie Mellon, 2009–

KENNETH B. DUNN, Professor of Financial Economics, Emeritus – Ph.D., Purdue University; Carnegie Mellon, 1979–

DENNIS N. EPPLE, Thomas Lord University Professor of Economics – Ph.D., Princeton University; Carnegie Mellon, 1974–

SELMAN EROL, Assistant Professor of Economics – Ph.D., University of Pennsylvania; Carnegie Mellon, 2017–

FUAD FAROOQI, Associate Teaching Professor of Finance, Carnegie Mellon-Qatar – Ph.D., Richard Ivey School of Business; Carnegie Mellon, 2013–

MARK FICHMAN, Associate Professor of Organizational Behavior and Theory, Emeritus – Ph.D., University of Michigan; Carnegie Mellon, 1980–

CHRISTINA FONG, Research Scientist, Department of Social and Decision Sciences, Dietrich College – Ph.D., University of Massachusetts; Carnegie Mellon, 2000–

JEFFREY GALAK, Associate Professor of Marketing – Ph.D., New York University; Carnegie Mellon, 2009–

JOHN GASPER, Associate Teaching Professor of Economics – Ph.D., Carnegie Mellon University; Carnegie Mellon, 2008–

MARTIN GAYNOR, E. J. Barone University Professor of Economics and Health Policy, H. John Heinz III College and Joint Appointment at the Tepper School of Business – Ph.D., Northwestern University; Carnegie Mellon, 1995–

BRENT GLOVER, Associate Professor of Finance; Richard C. Green Junior Faculty Development Chair in Financial Economics 2017-2019 – Ph.D., University of Pennsylvania; Carnegie Mellon, 2011–

MARVIN GOODFRIEND, The Friends of Allan Meltzer Professor; Professor of Economics – Ph.D., Brown University; Carnegie Mellon, 2005–

DEEKSHA GUPTA, Instructor of Finance – Ph.D. (expected), University of Pennsylvania; Carnegie Mellon, 2018–

OLIVER HAHL, Assistant Professor of Organizational Behavior and Strategy – Ph.D., Massachusetts Institute of Technology; Carnegie Mellon, 2013–

MAHER HAKIM, Associate Teaching Professor of Enterpreneurship, Carnegie Mellon-Qatar – Ph.D., Carnegie Mellon University; Carnegie Mellon, 1993–

DALE HERSHEY, Associate Teaching Professor of Law, Emeritus – LL.B., Harvard Law School; Carnegie Mellon, 1987–

GEOFFREY HITCH, Associate Teaching Professor of Acting and Business Communication – M.F.A., Carnegie Mellon; Carnegie Mellon, 1992–

BURTON HOLLIFIELD, Head, Undergraduate Business Program, PNC Professor of Finance; Professor of Financial Economics – Ph.D., Carnegie Mellon; Carnegie Mellon, 1998–

JOHN HOOKER, T. Jerome Holleran Professor of Business Ethics and Social Responsibility; Professor of Operations Research; Director, Center for International Corporate Responsibility – Ph.D., Vanderbilt University; University of Tennessee; Carnegie Mellon, 1984 –

YAN HUANG, Assistant Professor of Business Technologies – Ph.D., Carnegie Mellon University; Carnegie Mellon, 2018–

JOSEPH B. KADANE, Leonard J. Savage University Professor of Statistics and Social Sciences, Emeritus – Ph.D., Stanford University; Carnegie Mellon, 1969–

WILLIAM KAIGLER, Assistant Teaching Professor of Entrepreneurship – MSIA, Carnegie Mellon University; Carnegie Mellon, 2016–

KARAM KANG, Assistant Professor of Economics – Ph.D. , University of Pennsylvania; Carnegie Mellon, 2012–

STEPHEN A. KAROLYI, Assistant Professor Finance and Accounting – Ph.D., Yale University; Carnegie Mellon, 2014–

SHAM KEKRE, Distinguished Service Professor of Operations Management – Ph.D., University of Rochester; Carnegie Mellon, 2006–

SUNDER KEKRE, Director, PNC Center for Financial Services Innovation; Bosch Professor of Operations Management – Ph.D., University of Rochester; Carnegie Mellon, 1984–

ONUR KESTEN, Associate Professor of Economics – Ph.D., University of Rochester; Carnegie Mellon, 2006–

FATMA KILINC-KARZAN, Associate Professor of Operations Research – Ph.D., Georgia Institute of Technology; Carnegie Mellon, 2011–

TAE WAN KIM, Associate Professor of Ethics – Ph.D. , University of Pennsylvania; Carnegie Mellon, 2012–

CLAUDIA A. KIRKPATRICK, Associate Teaching Professor of Business Management Communication, Emerita – D.A., Carnegie Mellon University; Carnegie Mellon, 1982–

DAVID KRACKHARDT, Professor of Organizations, H. John Heinz III College and Joint Appointment at Tepper School of Business – Ph.D., University of California, Irvine; Carnegie Mellon, 1991–

ROBERT E. KRAUT, Herbert A. Simon Professor of Human-Computer Interaction, Emeritus, School of Computer Science and Joint Appointment at Tepper School of Business – Ph.D., Yale University; Carnegie Mellon, 1993–

YAROSLAV KRYUKOV, Assistant Professor of Economics – Ph.D., Northwestern University; Carnegie Mellon, 2008–

LARS-ALEXANDER KUEHN, Associate Professor of Finance – Ph.D., University of British Columbia; Carnegie Mellon, 2008–

ALEXEY KUSHNIR, Assistant Professor of Economics – Ph.D., Pennsylvania State University; Carnegie Mellon, 2014–

FINN KYDLAND, The Richard P. Simmons Distinguished Professorship; University Professor of Economics; Nobel Laureate (2004) – Ph.D., Carnegie Mellon University; Carnegie Mellon, 1977–

DAVID L. LAMONT, Associate Teaching Professor; Director, Management Games – M.S.I.A., Carnegie Mellon University; Carnegie Mellon, 1984–

JOHN R. LANKFORD, Distinguished Service Professor of Management – MBA, University of Michigan; Carnegie Mellon, 1998–

DOKYUN LEE, Assistant Professor of Business Analytics – Ph.D., University of Pennsylvania; Carnegie Mellon, 2015–

SUNKEE LEE, Assistant Professor of Organizational Behavior and Theory – Ph.D., INSEAD; Carnegie Mellon, 2017–

REBECCA LESSEM, Assistant Professor of Economics – Ph.D., University of Wisconsin-Madison; Carnegie Mellon, 2011–

HUI LI, Assistant Professor of Marketing – Ph.D., University of Pennsylvania; Carnegie Mellon, 2015–

ANDREW A. LI, Assistant Professor of Operations Research – Ph.D. , Massachusetts Institute of Technology; Carnegie Mellon, 2018–

PIERRE JINGHONG LIANG, Professor of Accounting – Ph.D., University of Florida; Carnegie Mellon, 1998–

ZACHARY CHASE LIPTON, Instructor of Business Technologies – Ph.D., University of California, San Diego; Carnegie Mellon, Expected 2018–

TONG (JOY) LU, Assistant Professor of Marketing – Ph.D., University of Pennsylvania; Carnegie Mellon, 2018–

CRAIG MARKOVITZ, Assistant Teaching Professor of Entrepreneurship – MBA, DePaul University; Carnegie Mellon, 2017–

JOHN H. MATHER, Teaching Professor of Marketing, Emeritus – Ph.D., University of Arizona; Carnegie Mellon, 1992–

DAVID S. MAWHINNEY, Associate Teaching Professor of Enterpreneurship; Director, Swartz Center for Entrepreneurship – MBA, Carnegie Mellon University; Carnegie Mellon, 2011–

BENNETT T. MCCALLUM, H. J. Heinz Professor of Economics, Emeritus – Ph.D., Rice University; Carnegie Mellon, 1981–

J. PATRICK MCGINNIS, Distinguished Career Professor of Business Management Communication, Carnegie Mellon-Qatar – M.A., Pittsburg State University; Carnegie Mellon, 1999–

ROBERT M. MILLER, Richard M. Cyert and Morris DeGroot Professorship in Economics and Statistics; Professor of Economics and Strategy – Ph.D., University of Chicago; Carnegie Mellon, 1982–

ROBERT T. MONROE, Teaching Professor of Business Technologies; Director, Part-Time Online Hybrid MBA Program – Ph.D., Carnegie Mellon; Carnegie Mellon, 2004–

ALAN MONTGOMERY, Professor of Marketing – Ph.D., University of Chicago; Carnegie Mellon, 1999–

BENJAMIN MOSELEY, Assistant Professor of Operations Research – Ph.D., University of Illinois; Carnegie Mellon, Expected 2018–

TRIDAS MUKHOPADHYAY, Deloitte Consulting Professor of e-Business; Professor of Business Technologies – Ph.D., University of Michigan; Carnegie Mellon, 1986–

NICHOLAS Z. MULLER, Associate Professor of Economics, Engineering, and Public Policy; Lester and Judith Lave Development Chair in Economics, Engineering, and Public Policy – Ph.D., Yale University; Carnegie Mellon, 2017–

MILDRED S. MYERS, Teaching Professor of Business Management Communication, Emerita – D.A., Carnegie Mellon University; Carnegie Mellon, 1984–

JOHN R. O'BRIEN, Associate Professor of Accounting and Experimental Economics; Associate Dean, Carnegie Mellon-Qatar – Ph.D., University of Minnesota; Carnegie Mellon, 1984 (Leave of Absence: AY 2013-14)–

CHRISTOPHER OLIVOLA, Assistant Professor Marketing – Ph.D., Princeton University; Carnegie Mellon, 2013–

JAVIER F. PENA, Bajaj Family Chair in Operations Research; Professor of Operations Research – Ph.D., Cornell University; Carnegie Mellon, 1999–

EVELYN M. PIERCE, Teaching Professor of Teaching Professor of Business Management Communication – M.F.A., University of Pittsburgh; Carnegie Mellon, 1993–

RONALD PLACONE, Associate Teaching Professor of Business Communications; Faculty Lead, Accelerate Leadership Center – Ph.D., Carnegie Mellon University; Carnegie Mellon, 2012–

R. RAVI, Andris A.Andris A. Zoltners Professor of Business; Rohet Tolani Distinguished Professor; Professor of Operations Research and Computer Science – Ph.D., Brown University; Carnegie Mellon, 1995–

DENISE M. ROUSSEAU, H. J. Heinz II University Professor of Organizational Behavior and Public Policy, Heinz College and Joint Appointment at Tepper School of Business – Ph.D., University of California at Berkeley; Carnegie Mellon, 1994–

BRYAN R. ROUTLEDGE, Associate Professor of Finance – Ph.D., University of British Columbia; Carnegie Mellon, 1995–

THOMAS G. RUCHTI, Assistant Professor of Accounting – Ph.D., California Institute of Technology; Carnegie Mellon, 2015–

MARYAM SAEEDI, Assistant Professor of Economics – Ph.D., University of Minnesota; Carnegie Mellon, 2012–

ALAN SCHELLER-WOLF, Professor of Operations Management; Head, Ph.D. Program – Ph.D., Columbia University; Carnegie Mellon, 1996–

NICOLA SECOMANDI, Professor of Operations Management – Ph.D., University of Houston; Carnegie Mellon, 2003–

DUANE J. SEPPI, BNY Mellon Professor of Finance; Professor of Financial Economics; Head, Master of Science in Computational Finance Program – Ph.D., University of Chicago; Carnegie Mellon, 1986–

CATHERINE SHEA, Assistant Professor of Organizational Behavior and Theory, Xerox Junior Faculty Chair – Ph.D., Duke University; Carnegie Mellon, 2017–

ALI SHOURIDEH, Assistant Professor of Economics, Frank A. and Helen E. Risch Faculty Development Professor of Business, AYs 2018-2020 – Ph.D., University of Minnesota; Carnegie Mellon, 2012–

PARAM VIR SINGH, Associate Professor of Business Technologies; Carnegie Bosch Junior Chair in Information Sciences – Ph.D., University of Washington, Seattle; Carnegie Mellon, 2008–

MARVIN A. SIRBU, Professor of Engineering and Public Policy, Electrical and Computer Engineering, Carnegie Institute of Technology and Joint Appointment at Tepper School of Business – Ph.D., Massachusetts Institute of Technology; Carnegie Mellon, 1985–

CHRISTOPHER SLEET, Professor of Economics; Head of Economics – Ph.D., Stanford University; Carnegie Mellon, 2005–

FALLAW B. SOWELL, Associate Professor of Economics – Ph.D., Duke University; Carnegie Mellon, 1988–

CHESTER S. SPATT, Pamela R. and Kenneth B. Dunn Professor of Finance – Ph.D., University of Pennsylvania; Carnegie Mellon, 1979–

STEPHEN E. SPEAR, Professor of Economics – Ph.D., University of Pennsylvania; Carnegie Mellon, 1982–

KANNAN SRINIVASAN, H. J. Heinz II Professor of Management, Marketing, and Information Systems – Ph.D., University of California, Los Angeles; Carnegie Mellon, 1986–

ANTHONY P. STANTON, Teaching Professor of Graphic Media Management; Director, Graphic Media Management Program – Ph.D., University of Pittsburgh; Carnegie Mellon, 1996–

V. EMILY STARK, Assistant Teaching Professor of Business Communication – Ph.D., Carnegie Mellon University; Carnegie Mellon, 2013–

PETER STUETTGEN, Assistant Teaching Professor of Marketing, Carnegie Mellon-Qatar

PETER STUETTGEN, Assistant Teaching Professor of Marketing, Carnegie Mellon-Qatar.

AUSTIN SUDBURY, Assistant Professor of Accounting – Ph.D., Ohio State University; Carnegie Mellon, 2014–

SRIDHAR R. TAYUR, The Ford Distinguished Research Chair; Professor of Operations Management – Ph.D., Cornell University; Carnegie Mellon, 1991–

RAUL TELANG, Professor if Information Systems, Heinz College, and by courtesy, Tepper School of Business – Ph.D., Carnegie Mellon University ; Carnegie Mellon, 2002–

CHRISTOPHER I. TELMER, Associate Professor of Financial Economics – Ph.D., Queen's University at Kingston (Canada); Carnegie Mellon, 1992–

MICHAEL A. TRICK, Dean, Carnegie Mellon University, Qatar, Faculty and Research; Harry B. and James H. Higgins Professor of Operations Research – Ph.D., Georgia Institute of Technology; Carnegie Mellon, 1988–

DAVID E. TUNGATE, Distinguished Service Professor of Law – LL.B., University of Illinois School of Law; Carnegie Mellon, 1991–

WILLEM-JAN VAN HOEVE, Associate Professor of Operations Research – Ph.D., University of Amsterdam; Carnegie Mellon, 2007–

STEPHEN VARGO, Assistant Teaching Professor of Business Administration, Carnegie Mellon-Qatar – Ph.D., Carnegie Mellon University; Carnegie Mellon, 1997–

BETH WALTER, Assistant Teaching Professor of Business Communication – Ph.D., Duquesne University; Carnegie Mellon, 2014–

SHU LIN WEE, Assistant Professor of Economics – Ph.D., University of Maryland; Carnegie Mellon, 2014–

LAURIE R. WEINGART, Interim Provost; Carnegie Bosch Professor of Organizational Behavior and Theory – Ph.D., Northwestern University; Carnegie Mellon, 1989–

GEORGE M. WHITE, Distinguished Career Professor of Entrepreneurship - Carnegie Mellon-Qatar – Ph.D., University of Oregon; Carnegie Mellon, 2007–

JEFFREY R. WILLIAMS, Professor of Business Strategy, Emeritus – Ph.D., University of Michigan; Carnegie Mellon, 1977–

ANITA WILLIAMS WOOLLEY, Associate Professor of Organizational Behavior and Theory – Ph.D., Harvard University; Carnegie Mellon, 2008–

JOSEPH XU, Assistant Professor of Operations Management – Ph.D., The University of Pennsylvania; Carnegie Mellon, 2016–

SEVIN YELTEKIN, Professor of Economics – Ph.D., Stanford University; Carnegie Mellon, 2005–

RICHARD O. YOUNG, Teaching Professor of Business Management Communication – Ph.D., Carnegie Mellon University; Carnegie Mellon, 1985–

ARIEL ZETLIN-JONES, Associate Professor of Economics – Ph.D. , University of Minnesota; Carnegie Mellon, 2012–

KAIFU ZHANG, Assistant Professor of Marketing – Ph.D., INSEAD; Carnegie Mellon, 2014–

Visiting Faculty

AHMAD ABDI, Post-Doctoral Fellow in Operations Research – Ph.D., University of Waterloo; Carnegie Mellon, 2018–

MANMOHAN ASERI, Visiting Assistant Professor of Business Technologies – Ph.D., The University of Texas at Dallas; Carnegie Mellon, 2018–

ROBERT C. BLATTBERG, Executive Director, Center for Marketing Technology and Information; Timothy W. McQuire Distinguished Service Professor of Marketing – Ph.D., Carnegie Mellon University; Carnegie Mellon, 2008–

STEPHEN M. CALABRESE, Visiting Associate Professor of Economics; Carnegie Mellon-Qatar – Ph.D., Carnegie Mellon University; Carnegie Mellon, 2007–

ELLA GLIKSON, Post-Doctoral Fellow, Organizational Behavior and Theory – Ph.D., Technion-Israeli Institute of Technology; Carnegie Mellon, 2017–

PHILIPP ILLEDITSCH, Visiting Assistant Professor of Finance – Ph.D., Texas A&M University; Carnegie Mellon, 2017–

STEFANUS JASIN, Visiting Assistant Professor of Operations Management – Ph.D., Stanford University; Carnegie Mellon, 2018–

BERTAN TURHAN, Visiting Assistant Professor of Economics – Ph.D., Boston College; Carnegie Mellon, 2018–

EMMA ZHAO, Post-Doctoral Fellow, Organizational Behavior and Theory – Ph.D., University of Melbourne; Carnegie Mellon, 2017–

Adjunct Faculty

ROBERT ALMGREN, Adjunct Professor of Finance – Ph.D., Princeton University; Carnegie Mellon, 1989–

SEAN AMMIRATI, Adjunct Professor of Entrepreneurship – B.S., Grove City College; Carnegie Mellon, 2002–

GERARD BEENEN, Adjunct Professor of Organizational Behavior and Theory – Ph.D., Carnegie Mellon University; Carnegie Mellon, 2008–

STEVEN BOLLINGER, Adjunct Professor of Entrepreneurship

RICHARD L. BRYANT, Adjunct Professor of Business; Executive Director, Master of Science in Computational Finance Program – M.B.A., Carnegie Mellon University; Carnegie Mellon, 1999–

LEONARD CARIC, Adjunct Professor of Entrepreneurship – M.S.I.A., Carnegie Mellon University; Carnegie Mellon, 1994–

CLYDE (NED) COLLINS, Adjunct Professor of Entrepreneurship – M.B.A., Carnegie Mellon University; Carnegie Mellon, 2004–

LLOYD CORDER, Adjunct Professor of Marketing – Ph.D., University of Pittsburgh; Carnegie Mellon, 2000–

TIM CUNNINGHAM, Adjunct Professor of Entrepreneurship – M.A., University of California, Los Angeles; Carnegie Mellon, 2014–

CHRIS CYNKAR, Adjunct Professor of Entrepreneurship – M.S.I.A., Carnegie Mellon University; Carnegie Mellon, 2008–

ROBERT DALEY, Adjunct Professor of Entreperneurship – M.B.A., Northwestern University; Carnegie Mellon, 2013–

L. FRANK DEMMLER, Adjunct Professor of Entrepreneurship – M.B.A., University of California at Los Angeles; Carnegie Mellon, 2002–

CLIFFORD T. EARLY, Adjunct Professor of Law – J.D., University of Pittsburgh; Carnegie Mellon, 2000–

CAROL B. GOLDBURG, Executive Director, Undergraduate Economics Program; Adjunct Professor of Economics – Ph.D., Carnegie Mellon University; Carnegie Mellon, 2005–

JOSEPH HORNACK, Adjunct Professor of Law – J.D., Rutgers University; Carnegie Mellon, 1981–

ELAINE HYDER, Adjunct Professor of Organizational Behavior and Theory – Ph.D., Carnegie Mellon University; Carnegie Mellon, 2009–

RAZI IMAM, Adjunct Professor of Entreperneurship – MBA, Indiana University of Pennsylvania;

ELIF INCEKARA, Adjunct Assistant Professor of Economics – Ph.D., Pennsylvania State University; Carnegie Mellon, 2007–

HARRIS JONES, Adjunct Professor of Entreperneurship – MBA, University of Virginia; Carnegie Mellon, 1991–

ROBERT E. KELLEY, Distinguished Service Professor of Organizational Behavior and Theory – Ph.D., Colorado State University; Carnegie Mellon, 1981–

HARSH MANGLIK, Executive in Residence and Adjunct Professor of Management – M.S.I.A., Carnegie Mellon University; Carnegie Mellon, 2013–

MELISSA MURPHY, Adjunct Professor of Marketing – B.A., University of Pittsburgh; Carnegie Mellon, 2013–

ROBB MYER, Adjunct Professor of EntrepreneurshipCarnegie Mellon, 2018–

ADAM PAULISICK, Adjunct Professor of Entrepreneurship

JAMES H. ROBERTS, Adjunct Professor of Law – J.D., Syracuse University School of Law; Carnegie Mellon, 2011–

JOSEPH RUDMAN, Adjunct Professor of Business Communication – D.A., Carnegie Mellon University; Carnegie Mellon, 1974–