2010-2011
Business and Environment Club
Course Guidebook
Nicholas School Business and Environment Club Course Guidebook
TABLE OF CONTENTS
Procedures for Registration
Sanford School of Public Policy ........................................................... 2
Fuqua School of Business ..................................................................... 2
Pratt School of Engineering .................................................................. 2
Duke Law School.................................................................................. 2
UNC-Chapel Hill Kenan-Flagler Business School .............................. 2
NC State University .............................................................................. 3
Classes
Nicholas School of the Environment .................................................... 4
Sanford School of Public Policy ......................................................... 11
Fuqua School of Business ................................................................... 13
Pratt School of Engineering ................................................................ 19
Duke Law School................................................................................ 23
UNC Kenan-Flagler Business School ................................................ 24
NC State University ............................................................................ 28
1
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
PROCEDURES FOR REGISTRATION
Sanford School of Public Policy
 No form required
 Students may register for courses through ACES
 Courses restricted to only Master of Public Policy students will be indicated in ACES
 No instructor consent required unless indicated in ACES
Fuqua School of Business
 Course registration form required
o DUKE GRAD/PROF STUDENT COURSE REGISTRATION PERMISSION
FORM
 Instructor consent required before form is submitted
 Assistant Dean for Academic and Enrollment Services signature required
 Completed form may be submitted to Office of Academic and Enrollment Services,
Suite A116 LSRC OR Student Services Office, East Wing S09 OR faxed to 919-6607982
 The Registrar’s Office at The Fuqua School of Business will manually register students
for courses during the appropriate registration window; date varies by quarter and
available seats
Pratt School of Engineering
 Course registration form required
o NON-MEMP
GRADUATE
STUDENT
COURSE
REGISTRATION
PERMISSION FORM
 Instructor consent required before form is submitted
 Assistant Dean for Academic and Enrollment Services signature required
 Completed form must be submitted by student to 3120 Fitzpatrick Building (CIEMAS)
 Note: the acronym ‘MEM’ on the form refers to Master of Engineering Management,
and not Master of Environmental Management students
Duke Law School
 Course registration form required
o PERMISSION TO ENROLL IN DUKE LAW COURSE FORM
 Instructor consent required before form is submitted; Instructor signature required if
auditing
 Completed form must be submitted by student to the Law School Registrar’s Office,
Room 2027
UNC-Chapel Hill Kenan-Flagler Business School
 Course registration form required
o INTER-INSTITUTIONAL APPROVAL FORM
 Instructor consent required before form is submitted
 Assistant Dean for Academic and Enrollment Services signature required
 Departmental/Adviser’s approval is not required
2
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
PROCEDURES FOR REGISTRATION

Completed form may be submitted to Office of Academic and Enrollment Services,
Suite A116 LSRC OR Duke Registrar’s Office, 114 S. Buchanan Blvd., Smith
Warehouse, Bay 9, Room A289
North Carolina State University (NC State)
 Course registration form required
o INTER-INSTITUTIONAL APPROVAL FORM
 Instructor consent required for some courses and must be obtained before form is
submitted
 Assistant Dean for Academic and Enrollment Services signature required
 Departmental/Adviser’s approval is not required
 Completed form may be submitted to Office of Academic and Enrollment Services,
Suite A116 LSRC OR Duke Registrar’s Office, 114 S. Buchanan Blvd., Smith
Warehouse, Bay 9, Room A289
Notes
 Assistant Dean for Academic and Enrollment Services
o Cynthia A. Peters, Suite A116, LSRC
 Auditing may be permitted with instructor’s consent
 In most cases, an email from the instructor granting permission to enroll will be accepted
in lieu of an original signature
 Classes take about 2-3 weeks from the start of the semester to show up on student
schedules in ACES
Inter-Institutional Registration Policy (UNC-Chapel Hill and NCSU)
 The student must be registered for equal or more units at Duke University than the
visiting institution
 Online courses are not permitted
 The Duke Registrar’s Office will manually register students for Inter-Institutional courses
in ACES
 Students granted permission will receive an approval email from visiting institution,
which will include additional registration information specific to the student
Forms
 All forms are available at the NSOE website
o http://www.nicholas.duke.edu/people/students/admitted/orientationweek/enrollment-forms
o www.nicholas.duke.edu  academic programs  professional masters  for
current students  MEM/MF Advising  enrollment forms
 Registration forms are also available outside of the Office of Academic and Enrollment
Services office in the wall pockets
For questions and/or concerns, visit Office of Academic and Enrollment Services, Suite A116
LSRC, call 919-613-7459, or email lovel013@duke.edu
3
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
NICHOLAS SCHOOL OF THE ENVIRONMENT
Applied Data Analysis for Environmental Sciences
ENVIRON 210-001
Fall
Graphical and exploratory data analysis; modeling, estimation, and hypothesis testing; analysis
of variance; random effect models; nested models; regression and scatterplot smoothing;
resampling and randomization methods. Concepts and tools involved in data analysis. Special
emphasis on examples drawn from the biological and environmental sciences. Students to be
involved in applied work through statistical computing using software, often S-plus, which will
highlight the usefulness of exploratory methods of data analysis. Other software, such as SAS,
may be introduced.
Instructor: Song Qian
Skills: STATA / R Statistical Software, Linear Regression Modeling, Statistical Data Analysis
Green Futures: Exploring Environmental, Economic, and Social Sustainability
ENVIRON 249-01 (Taught at Marine Lab)
Fall
The primary goal of this course is to teach students how to research, evaluate, and implement
environmentally and socially sustainable practices within a variety of settings including
businesses, academic institutions, and their own personal lives. Students will critically evaluate
the term 'sustainability' and will learn how to assess real world examples that demonstrate the
pros and cons of implementing different environmental projects and programs. The course is
very interactive and students will have a chance to lead discussions, engage in ethical debates,
and prepare professional proposals for implementing projects of their choice.
Instructor: Noelle Boucquey and Amy Freitag
Resource and Environmental Economics
ENVIRON 270-001
Fall/Spring
This course provides a survey of environmental and natural resource economics. The course
covers conceptual and methodological topics and applies these skills to current issues in
environmental and resource policy. The course is roughly divided in thirds. The first third of the
course focuses on basic theory and methods of economic analysis of environmental problems.
What is the efficient level of environmental protection? How does cost-benefit analysis help
determine efficient policies? How is cost-benefit analysis implemented? The second third of the
course focuses on the economics of the environment, particularly the economics of pollution
control. We will evaluate several different methods for pollution control from an economic
perspective. The final third of the course focuses on natural resource management. What is the
optimal rate of extraction of oil? What is the optimal fishery or forest management policy? What
policy instruments can be used to attain these optimal management levels?
Instructor: Lori Bennear
Skills: Cost Benefit Analysis, Valuation of Environmental Goods and Policies, Computer
(Microsoft Excel)
4
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
NICHOLAS SCHOOL OF THE ENVIRONMENT
Evaluation of Public Expenditures
ENVIRON 272-001
Fall
Basic development of cost benefit analysis from alternative points of view, for example, equity
debt, and economy as a whole. Techniques include: construction of cash flows, alternative
investment rules, inflation adjustments, optimal timing and duration of projects, private and
social pricing. Adjustments for economic distortions, foreign exchange adjustments, risk and
income distribution examined in the context of present value rules. Examples and cases from
both developed and developing countries.
Instructor: Robert Conrad
Skills: Cost Benefit Analysis, Construction of Cash Flows, Financial Analysis
Social Science Surveys for Environmental Management
ENVIRON 280
Fall/Spring
This course presents social science research methods appropriate for collecting data useful in
environmental management and policy analysis. Topics will include sampling, survey design,
focus groups, pre-testing, survey implementation, and data coding, analysis and presentation.
The course will emphasize the development and practice of skills for conducting environmental
surveys with a socioeconomic focus.
Instructor: Randall Kramer
Skills: Data Collection, Communication, Writing, Statistical Data Analysis, Survey Skills,
Teamwork and Collaboration, Public Speaking
Environmental Conflict Resolution
ENVIRON 296-01
Fall/Spring
Practical techniques and scholarly underpinnings of environmental conflict resolution, including
interest-based negotiation, mediation, public disputes, science-intensive disputes, and negotiation
analysis. In-class time will be spent conducting negotiation role plays of increasing complexity
and then debriefing them. Outside of class, students will prepare for the role plays and read
background material to aid in debriefing. Students will keep a journal of their experiences.
Instructor: Andrew Gorge
Skills: Negotiation, Conflict Resolution, Persuasive Abilities
Understanding Energy Models & Modeling
ENVIRON 298-22
Content to be determined each semester.
Fall/Spring
Instructor: Timothy Johnson
Skills: Modeling
5
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
NICHOLAS SCHOOL OF THE ENVIRONMENT
Sustainable Cities & Urban Design
ENVIRON 298-37
Fall
Content to be determined each semester.
Instructors: Anthony Sease, Lincoln Pratson
Skills: Sustainable Design
Participatory Techniques in Environmental Decisions
ENVIRON 298-67
Content to be determined each semester.
Fall/Spring
Instructor: Mary Lou Addor
Skills: Communication
Program Management for Environmental Professionals
ENVIRON 302–001
Fall
Overview of principles of program management, with application to diverse environmental
professions. Lectures, case studies and discussion focus on topics including leadership,
organizational structures, managing complex systems, adaptive management, risk and
uncertainty, and advocacy within an organization. MEM and MF students only.
Instructors: Alan Boudreau, David Hinton, Deborah Gallagher, Emily Klein, Norman
Christensen, Rebecca Vidra
Skills: Public Speaking, Teamwork and Collaboration, Client Relations, Out-of-the-Box
Thinking, Writing, Leadership, Adaptive Management
Energy and Environment
ENVIRON 211–01
Spring
Overview of the challenges confronting humanity as a consequence of our reliance on energy.
Challenges include dwindling supplies, rising demand and environmental degradation. Realistic
responses require an understanding of the complexity of the energy system, including energy
resources, uses, and impacts, in the context of social, political and economic imperatives.
Lectures will be augmented by presentations from guest speakers from industry, government and
non-profit organizations.
Instructor: Lincoln Pratson
Skills: Public Speaking, Quantitative Analysis, Entrepreneurial Skills, Financial Analysis
6
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
NICHOLAS SCHOOL OF THE ENVIRONMENT
Economic Evaluation of Sustainable Development
ENVIRON 245-01
Spring
Examines how one could rationally defend a choice of 'sustainable development' policy. Applies
cost-benefit thinking in environment-natural-resources and development contexts. Presents
microeconomic concepts emphasizing logic and principles more than mechanics. Intertemporal
equity is a focus and equity-efficiency tradeoffs are a theme.
Instructor: Alexander Pfaff Talikoff
Skills: Cost Benefit Analysis
Sustainability and Renewable Resource Economics
ENVIRON 252-01
Spring
Economic theories of sustainability, contrasted with other scientific views. Focus on renewable
resource economics, modeling, and management. Prerequisite: Environment 270.
Instructor: Martin Smith
Skills: Modeling
Applied Regression Analysis
ENVIRON 255–02
Spring
Linear regression using both graphical and numerical methods. Model construction, critique, and
correction using graphical residual analysis. One-way and two-way analysis of variance;
introduction to design of experiments. Use of a standard statistical software package.
Instructor: Song Qian
Skills: Quantitative Analysis, Regression Modeling, Statistical Software
Applying Economic Analysis for Project Evaluation
ENVIRON 263-01
Spring
Course considers the importance of economic analysis, or cost-benefit analysis (CBA), for public
policy assessments focusing on health and environmental policy, and the steps in
identification/cataloguing, quantification, and monetization of impacts of potential policies and
projects. Covers: Economic rationale for CBA; Basic principles for assessing the economic
effects of projects; Techniques for valuing health and environmental impacts;
Intergenerational/philosophical concerns related to CBA; Social discounting; Risk and
uncertainty; Comparisons of CBA with other approaches.
Instructor: Marc Jeuland
Skills: Cost Benefit Analysis
7
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
NICHOLAS SCHOOL OF THE ENVIRONMENT
Economic Analysis of Resource and Environmental Policies
ENVIRON 271-01
Spring
Case and applications oriented course examining current environmental and resource policy
issues. Benefits and costs of policies related to sustaining resource productivity and maintaining
environmental quality will be analyzed using economic and econometric methods. Topics
include benefit-cost analysis, intergenerational equity, externalities, public goods, and property
rights.
Instructor: Caterina De Lucia
Skills: Cost Benefit Analysis, Econometric models
Professional Writing in Environmental Science, Management, and Policy
ENVIRON 298–10
Spring
Professional writing encompasses many styles of writing, from policy memos to manuals, blog
posts to technical reports. This course is designed to give you space to reflect on your own
writing as a process and not simply as a deliverable. For some, the course may serve as a tuneup; for others, a more significant remodeling. Through a series of modules, discussion and a
writing assignment, we will delve into the most important aspects of any piece of professional
writing: organization, use of evidence, clarity and cohesion, and giving and incorporating
feedback during the revision process. We will illuminate the art of citation and examine the
challenges and opportunities for you to publish your work. My goal is for your writing to
become clearer and more powerful as a result.
Instructor: Rebecca Vidra
Skills: Writing and Communication
Energy Systems Modeling
ENVIRON 298-29
Spring
Content to be determined each semester.
Instructor: Dalia Patino-Echeverri
Skills: Computer Modeling
Sustainable Business Strategy
ENVIRON 331–65
Spring
Businesses are increasingly applying strategic management tools to incorporate consideration of
sustainability into decision-making and operations. While some businesses incorporate
sustainable practices because of ethical convictions, most businesses are motivated to do so to
address pressures from stakeholders such as regulators, shareholders, customers and neighbors
and to exploit knowledge and experience for long term competitive advantage. Students will
8
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
NICHOLAS SCHOOL OF THE ENVIRONMENT
learn how businesses develop and implement strategies to promote sustainability by examining
roles and responsibilities of sustainable strategic managers and applying tools of strategic
business management to problems of sustainability.
Instructor: Deb Gallagher
Skills: Writing, Public Speaking, PowerPoint, Critical and Strategic Thinking and Analysis,
Teamwork, Research, Client Relations, Working under Time Pressure
Applied Qualitative Research Methods
ENVIRON 298–87
Spring
Qualitative and mixed method social science research methods for environmental management
and policy analysis. Project design, data collection, data coding, data analysis, interpretation.
Research projects emphasize development and practice of qualitative research skills. Training in
qualitative software program, NVivo8.
Instructor: Charlotte Clark
Skills: Qualitative Analysis, Research, Writing, Oral Communication, Computer- NVivo8
Software
Environmental Life Cycle Assessment
ENVIRON 298-92
Spring
Instructor: Dalia Patino-Echeverri
(Taught by Jay Golden in 2011)
Skills: Life Cycle Assessment
Art of Communicating Science
ENVIRON 301–25
Spring
Instructor: Timothy Lucas
Skills: Written and Oral Communication
Environmental Modeling
ENVIRON 303-01 (X-Listed with Biology)
Spring
Design, implementation, and interpretation of mathematical and computer models in
environmental science and management. Combination of lectures, discussion sessions, and
computer lab exercises. Goals of course are to develop skills: (1) to conceptualize environmental
problems and (2) to design, program, implement and interpret mathematical and computer
models to help solve environmental problems.
Instructor: James Reynolds
Skills: Mathematical and Computer Modeling
9
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
NICHOLAS SCHOOL OF THE ENVIRONMENT
Principles of Management
ENVIRON 303–01
Spring
Provides introduction to business terminology and practices for environmental professionals.
Introduce students to foundational concepts and language associated with the different functional
areas of the firm and to some of the processes and tools available to organizational managers to
enhance organizational effectiveness.
Areas covered include finance and accounting,
management and leadership, and organizations and strategy.
Instructor: James Emery
Skills: Finance & Accounting, Business Organization, Business terminology, and Strategy
Program Evaluations of Environmental Policies
ENVIRON 350–01
Spring
Designed to give students foundation in methods and applications of quantitative program
evaluation in environmental policy. Program evaluation seeks to identify casual effect of
program/regulation/policy on some outcome of interest using statistical methods. Students will
learn major empirical methods in program evaluation and apply them to current environmental
policies.
Instructor: Lori Bennear
Skills: Quantitative Program Evaluation, STATA Statistical software
Environmental Decision Analysis
ENVIRON 385-01
Spring
Quantitative methods for analyzing environmental problems involving uncertainty and multiple,
conflicting objectives. Topics include subjective probability, utility, value of information,
multiattribute methods. Students will apply these tools to an environmental policy decision in a
group project. Prerequisite: introductory applied statistics or equivalent.
Instructor: Lynn Maguire
Skills: Quantitative analysis of environmental problems
10
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
SANFORD SCHOOL OF PUBLIC POLICY
Understanding Ethical Crisis in Organizations
PUBPOL 203S-01 (X ETHICS 202S, POLISCI 225S, SOCIOL 202S)
Spring
This course examines the causes and consequences of ethical crisis across business, military,
higher education and religious institutions. Emphasis is on identifying why certain organizations
are more prone to ethical problems and certain organizations better able to manage them. A core
goal is to develop real-world solutions to ethical challenges organizations face in contemporary
societies worldwide.
Instructor: Rebecca Dunning
Skills: Managing ethical dilemmas, problem-solving
Evaluation of Public Expenditures
PUBPOL 261
Fall
Basic development of cost benefit analysis from alternative points of view, for example, equity
debt, and economy as a whole. Techniques include: construction of cash flows, alternative
investment rules, inflation adjustments, optimal timing and duration of projects, private and
social pricing. Adjustments for economic distortions, foreign exchange adjustments, risk and
income distribution examined in the context of present value rules. Examples and cases from
both developed and developing countries.
Instructor: Robert Conrad
Skills: Cost benefit analysis; net present value; basic accounting skills, project evaluation
Philanthropy: Powers of Money
PUBPOL 264S-26
Fall/Spring
This course is designed to enable graduate students and upper-level undergraduates to deepen
their understanding of philanthropy and its distinctive -- and important -- role in American
society. We will cover its history, cultural origins, influence on social policy, interactions with
government, how foundations work (and don't work), strategy formulation and execution and the
issues foundations face in maintaining legitimacy and efficacy. This is not an introductory course
and
familiarity
with
the
social
sector
is
required
for
registration.
The course will be broken into two back-to-back sections; one more theoretical/historical, the
other more operational/real-world. The second section will probably (as of this writing) include
working in teams, each to create a first-rank foundation established to solve, as much as possible,
a critical social sector issue. Please contact Prof. Ed Skloot for a permission number for the
course.
Instructor: Edward Skloot
Skills: Teamwork, real-world applications
11
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
SANFORD SCHOOL OF PUBLIC POLICY
Managing the Project Cycle
PUBPOL 383B.01
Spring
Instructor: Francis Lethem
Public Budgeting and Financial Administration
PUBPOL 384I.01
Fall
Instructor: Graham Glenday
12
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
FUQUA SCHOOL OF BUSINESS
Energy and the Environment
ENRGYENV 491C–601
Fall 1
Permits the study of special topics in energy and/or environment on an occasional basis
depending on the availability and interests of students and faculty.
Instructor: Lincoln Pratson
Managing Innovation in a Global Organization
MANAGEMT 328
Fall 2
This course is designed to do two things. First, to give you a sense of why building a rich
understanding of innovation is both exciting and critical to modern managerial practice, and
second, to give you a solid grounding in the tools necessary to manage it in large, established
organizations. In particular, there is no “one best way” to manage innovation -- for example, the
tools and techniques appropriate to managing incremental innovation are quite different from
those appropriate to managing radical innovation. Taking a management perspective, this course
complements approaches in marketing and strategy by focusing on process and organizational
issues related to innovation in a wide range of multi-national firms.
Instructor: Jonathon Cummings
Skills: Organizing for Innovation, Managing Incremental Innovation, Managing Radical
Innovation, Managing Innovation Development, and Managing Innovation across Boundaries
Negotiation
MANAGEMT 421
Fall 1 and Fall 2/Spring 1
Negotiation is the art and science of securing agreements between two or more interdependent
parties. The purpose of this course is to help you to understand the theory and processes of
negotiation as it is practiced in a variety of settings. This course will highlight the components of
an effective negotiation and teach students to analyze their own behavior in negotiations. The
course will be largely experiential, providing students with an opportunity to develop their skills
by participating in negotiation exercises and integrating their experiences with the principles
presented in the assigned readings and class discussions.
Instructor: Gregory W. Fischer and Staff
Skills: Negotiation, Oral Communication
13
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
FUQUA SCHOOL OF BUSINESS
Corporate Social Impact Management
MANAGEMT 491
Fall 2
Corporations are increasingly being challenged to act in ways that serve the best interests of
society. Many companies are aggressively seeking strategies that can allow them to “do well by
doing good,” leaving a positive “footprint” on the world and avoiding actions that could harm
consumers, employees, investors, competitors, suppliers, and the general public. In this course,
we will examine how corporations can become more effective at managing their social impact,
improving the relationships they have with all of their stakeholders in the process. Among the
corporate social impact challenges that will be addressed in the course will be: How to achieve
transparency without revealing proprietary information? How to look good on Wall Street when
pursuing social initiatives? How to differentiate a company/brand in the marketplace using social
involvement (e.g., cause marketing)? How to persuade consumers to engage in sociallybeneficial (e.g., healthier, environmentally-friendly) behaviors? How to avoid misinforming
consumers about product benefits and shortcomings? How to serve less-advantaged populations
at the “bottom of the pyramid” profitably? How to improve operational efficiency through
careful environmental management? How to protect the welfare and rights of workers? How to
manage and promote employee volunteering? How to avoid antitrust charges of collusion,
monopolization, or exclusionary behavior?
Instructor: Paul N. Bloom
Skills: Students should obtain (1) improved knowledge about the issues and debates covered in
the course and (2) improved ability to apply relevant theories and frameworks for choosing
among strategies for creating more desirable social impact.
Leadership Communication
MGMTCOM 394
Fall 1
MGMTCOM 394 introduces you to the foundations of effective management communication. It
focuses on helping you communicate clearly, strategically, persuasively and collaboratively in
professional business settings. During Fall Term 1 you will learn and practice a variety of
crucial communication skills in small sections. Topics include strategic management
communication; giving and receiving feedback; researching companies; uses of influence and
advocacy; individual and team presentation skills; cross-cultural communication; and career
management skills, such as networking, branding yourself, crafting resumes and cover letters,
and interviewing.
Instructor: Staff
Skills: strategic management communication; giving and receiving feedback; researching
companies; uses of influence and advocacy; individual and team presentation skills; crosscultural communication; and career management skills, such as networking, branding yourself,
crafting resumes and cover letters, and interviewing
14
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
FUQUA SCHOOL OF BUSINESS
Practicum in Small Business Consulting
MGMTCOM 490
Fall 2, 3 and 4
This course helps students learn about consulting and communication by giving them an
opportunity to provide help to a small business or non-profit organization in the Triangle area.
Student teams will meet with the clients and agree on a set of objectives, which are mutually
agreeable and conduct real consulting projects as the basis for their assignments. The project
culminates in delivery of a fully professional and persuasive Final Presentation to the client and
the instructors. The course develops students' abilities to collect information from the client, help
the client define the problem that needs to be addressed, and develop a timeline for deliverables.
Students will learn to analyze the audience, align and adapt to the needs of that audience,
influence the decision-makers in the client company with written documents and oral discussions
prior to the final presentation, and adapt to feedback and challenges throughout the project.
Students who are considering careers in consulting can polish the skills they are likely to use
throughout their careers. This course is suitable for any MBA student as they will learn skills
applicable in any business setting.
Instructor: William A. Sax
Skills: communication, leadership, team effort (coordination), analysis of business problems, and
project management
Operations Strategy
OPERATNS 471
Fall 2
Operations Management is a critical but often invisible aspect of the strategy of a firm delivering
products or services. A firm can often choose different operational capabilities. These imply
different costs and competitive position. In this course we will examine the operational side of a
firm’s strategy in two interpretations of the term – as a long-term plan to achieve predetermined
goals, and as competitive decisions when faced off against other firms.
We will examine strategy issues covering manufacturing and service industries - technology
manufacturing, pharmaceuticals, brokerage, banking, transportation, and others.
The first module will examine the choice of process, product-process technology strategies,
choice of management systems, the cost structure of operational capabilities, facilities strategy,
distribution operations, and linkages operations and other functional strategies. The second
module examines aspects of competitive strategy based on operational flexibility and time-based
competition. The final module examines the impact of technology, information systems, and the
Internet on operations strategy.
Instructor: Pranab Majumder
Skills: Strategy
15
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
FUQUA SCHOOL OF BUSINESS
Supply Chain Management
OPERATNS 476C
Fall 1
A supply chain is a network of organizations that are involved in the different processes and
activities that produce value in the form of products and services. Increased competition,
expanding product variety and more demanding consumers require more efficient supply chains.
Supply chain management is an essential competitive tool. Innovations arise from three main
sources: application of information technology; reconfiguration of the supply chain network; and
modification of incentives. Effective supply chain management can enable companies to
increase market shares, reduce costs, and improve customer service. In this course, we will
introduce main concepts, best practices, and key strategies of supply chain management.
Instructor: Pranab Majumder
Skills: Supply Chain Management, Operations management students and students interested in a
consulting career will find this course particularly relevant. Marketing students directed towards
brand management or channel management will find this course complementary to their
interests.
Modeling and Analysis for Environmental Sustainability
ENRGYENV 380-301
Spring 1
Instructor: Staff
Corporate Finance
FINANCE 351
Spring 1
Examines the implications of modern financial theory for various decisions faced by corporate
financial officers. The concept of NPV, suitably adjusted to account for taxes, uncertainty, and
strategic concerns, is used to analyze how investment and financing decisions interact to affect
firm value. Topics include valuation, capital budgeting, capital structure, leasing, the cost of
capital, mergers and acquisitions, and international financial management. Theory, empirical
evidence, and case analysis all play significant roles in the course. Theory and empirical
evidence together yield implications for corporate financial decision making. Case analysis
forces students to apply their knowledge of theory and evidence to real-world situations.
Instructor: Staff
Skills: Financial Analysis
16
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
FUQUA SCHOOL OF BUSINESS
Leadership
MANAGEMT 423
Spring 1
This course addresses leadership as a topic separate from management. Effective leadership
involves setting a tone, a focus, and a direction for an organization, its members, and other
stakeholders. In contrast, effective management involves executing against the direction and
tone set by leadership. To be effective in most business positions, we need a mixture of
leadership and management, and the exact mix depends upon the situation, the role and the
person. The purpose of this course is to provide not only knowledge about leadership and its
effects, but also opportunities for reflection, study, debate, and practice that provide students
with a context within which they can learn about leadership - both their own leadership and more
general principles of effective leadership. This is a course for students who wish to take the time
and exert the effort required to understand, confront and reflect on their own leadership strengths
and weaknesses, and begin the process of becoming a more effective leader.
Instructor: Staff
Skills: Leadership
Social Entrepreneurship
MANAGEMT 426
Spring 1
This course is about the efforts of private citizens to develop innovative solutions to social
problems. Social entrepreneurs are increasingly blurring the lines between the sectors, using forprofit and hybrid forms of organization to achieve social objectives. This creates new
opportunities for applying business skills in the social sector. The objectives of this course are to
introduce students to the concepts, practices, and challenges of social entrepreneurship, to equip
students with frameworks and tools that will help them be more effective in theses pursuits, and
to engage students in a joint learning process as we explore this emerging field.
Instructor: Dees
Skills: Entrepreneurship
Energy, Markets & Innovation
MANAGEMT 491
Spring 2
Instructor: Staff
17
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
FUQUA SCHOOL OF BUSINESS
Consumer Behavior
MARKETNG 362
Spring 1
The number one survival threat to organizations is losing touch with their customers. Successful
marketing strategies require a clear understanding of the thought processes, desires, and
emotions that drive consumer behavior. This survey course is designed to provide students with
a psychological framework for understanding - and specific techniques for influencing customer choice. We will cover basic topics form the psychology literature such as subliminal
perception, learning and memory, motivation, persuasion, and group influence. The goal of the
course is to provide you with a sophisticated understanding of consumer behavior, and a specific
set of tools you can use to predict and influence consumer choice.
Instructor: Staff
Skills: Marketing
Energy Industry in Europe
ENRGYENV 491-402
Spring
Permits the study of special topics in energy and/or environment on an occasional basis
depending on the availability and interests of students and faculty.
Instructor: Robert Clemen
18
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
PRATT SCHOOL OF ENGINEERING
Marketing
EGRMGMT 210
Fall
This course examines core concepts in marketing and marketing-oriented management. It
develops competence in the use of modern marketing techniques and their application in the
design, development, and commercialization of new products and services in rapidly changing
markets. The class combines lecture and cases, many of which focus on technology-based
products and services. Students learn the frameworks for analyzing market opportunities and
product potential. Other topics include consumer behavior, product management, pricing
strategies, direct and online selling, branding, channel management, and promotions.
Instructor: Julie Britton
Skills: Decision-Making
Finance and Accounting in High-Tech Industry
EGRMGMT 230
Fall
Review basic concepts of financial accounting and finance, with an emphasis on accounting
needed for effective financial analysis. Focus on issues of finance in high tech industries.
Emphases will include project financing, notions of options as applied to internal financial
analysis, allocation of costs and revenues for new high tech projects, valuing projects and
valuing firms when intellectual assets are a significant portion of total level value; corporate
control in high tech firms. Finance issues in mergers, acquisitions, and alliances. Prerequisite:
enrollment in the Master of Engineering Management Program.
Instructor: C.J. Skender
Skills: Financial Reporting
Advanced Finance in High-Tech Industry
EGRMGMT 232
Spring
The course provides an in-depth coverage of corporate finance. Topics include valuation, tools
of financial analysis and planning, working capital management, investment in capital assets,
cost of capital, capital structure, dividend policy, intermediate and long-term financing,
convertibles, exchangeables, warrants, mergers, corporate restructuring and international finance.
The purposes of this course are to reacquaint you with complex corporate financial reporting
requirements and techniques and to enable you to develop a framework for analyzing and
making intelligent decisions regarding advanced finance topics and issues. The concepts, theory,
and technical details will be examined carefully. Questions, problems and cases will provide
vehicles for class discussion. After successfully completing this course you will be comfortable
in a corporate finance decision-making capacity.
Instructor: C.J. Skender
Skills: Financial analysis, valuation, capital asset management
19
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
PRATT SCHOOL OF ENGINEERING
Management in High-Tech Industries
EGRMGMT 240
Spring
Management in High Tech Industries is a case-based course that focuses on managerial decisionmaking and organization building. With emphasis on professional service firms and high tech
companies, students learn the skills to coordinate and leverage human capital. Tactical,
operational, and strategic leadership is explored. Other topics include entrepreneurial decisionmaking, performance measures, managerial control, product strategies, management of strategic
change, and competitive analysis.
Skills: Coordinate and leverage human capital
Engineering Project Management
EGRMGMT 260
Fall
Projects are one of the key mechanisms for achieving organizational goals and implementing
change, whether it is the design and launch of a new product, the construction of a new building,
or the development of a new information system. This course will focus on defining project
scope, developing project plans, managing project execution, validating project performance and
ensuring project control. Additional topics covered include decision making, project finance,
project portfolio selection and risk management.
Instructor: Bradley Fox
Skills: Organizational and Management Skills
Operations Management
EGRMGMT 262
Fall
Operations management involves planning and controlling the processes used to produce the
goods and services provided by an organization. In essence, it is the management of all activities
related to doing the actual work of the organization. Managing these processes can be quite
challenging - they are often very complex, and can involve large numbers of people and
facilities, huge volumes of materials and great distance. Objectives of the course are to: i)
Introduce students to the functional area of operations and to increase their awareness of how a
firm's operations interface with the other functional areas of the organization, ii) Familiarize
students with the various issues and problems that traditionally arise in the management of
operations within both manufacturing and service organizations, iii) Acquaint students with some
of the terminology, modeling, and methodologies that often arise in the handling and resolution
of operations issues and problem.
Instructor: Otis Jennings
Skills: Operations management skills
20
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
PRATT SCHOOL OF ENGINEERING
Supply Chain Management
EGRMGMT 263
Spring
The objectives of this course are to develop conceptual and modeling skills for the student and
provide practical problem-solving tools, applicable to the design and analysis of supply chains.
Students will also identify how the existence of multiple (distinct) decision makers in the supply
chain can create misaligned incentives that harm supply chain performance and then learn how to
mitigate this problem. Examples will include technology supply chains, and supply chains for
innovative products. The course will balance modeling/quantitative problem solving with
conceptual frameworks. Prerequisite: Enrollment in the Master of Engineering Management
Program or permission of instructor.
Instructor: Li Chen
Skills: Modeling, design, and problem solving for supply chains
Commercializing Innovation: Turning Visions into Value
EGRMGMT 274
Fall
This course is designed to demystify and unify the journey from idea creation to value extraction
through the use of concrete tools and real-world exercise. Innovations have many sources (e.g.,
individuals, companies, universities, governments) and many vehicles for commercialization
(e.g., licensing, new products, enhanced products, and new ventures). Through this course,
students will learn to think more broadly about innovation and commercialization options and
strategies. Prerequisite: enrollment in the Master of Engineering Management Program
Instructor: Holmes
Skills: Innovation analysis, linking innovation to commercialization
Leading Teams in High Tech Industries
EGRMGMT 299.XX
Spring
This course examines core concepts in marketing and marketing-oriented management. It
develops competence in the use of modern marketing techniques and their application in the
design, development, and commercialization of new products and services in rapidly changing
markets. The class combines lecture and cases, many of which focus on technology-based
products and services. Students learn the frameworks for analyzing market opportunities and
product potential. Other topics include consumer behavior, product management, pricing
strategies, direct and online selling, branding, channel management, and promotions.
Skills: Organization and people management skills
21
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
PRATT SCHOOL OF ENGINEERING
Decision Models
EGRMGMT 280
Fall
Problems involving uncertainty and/or complex interactions can be too difficult to grasp
intuitively. This course introduces spreadsheet modeling, simulation, decision analysis and
optimization to represent and analyze such complex problems. First, the use of decision trees for
structuring decision problems under uncertainty is discussed. Next, Monte Carlo simulation, a
technique for simulating complex, uncertain systems is described. Finally, optimization is
examined. Microsoft Excel is used as a modeling environment, using add-in programs as
necessary. Prerequisite: Familiarity with Excel, Enrollment in the Master of Engineering
Management Program or permission of instructor.
Skills: Statistical simulation and analytics, risk assessment, optimization, complex problem
solving
Designing Customer Experience
EGRMGMT 299.01
Fall
Opportunity for study of advanced subjects related to programs within engineering management
tailored to fit the requirements of a small group. Permission of instructor required.
Instructor: Robert Twiss
Skills: Sensitization to consumer experience, creativity
Managing Product Development
EGRMGMT 299.03
Fall
Opportunity for study of advanced subjects related to programs within engineering management
tailored to fit the requirements of a small group. Permission of instructor required.
Instructor: Diana Requena
Skills: Innovation management, process management analytics
Competitive Strategies
EGRMGMT 299.06
Fall
Opportunity for study of advanced subjects related to programs within engineering management
tailored to fit the requirements of a small group. Permission of instructor required.
Instructor: Gregory Hopper
22
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
DUKE LAW SCHOOL
Environmental Law
LAW 235-01
Fall
Examination of rapidly growing body of law concerned with interrelationships between human
activities and the larger environment. Focus on rationales for environmental protection; risk
assessment and priorities.
Instructor: James Salzman
Skills: Legal writing, Analytical skills
23
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
UNC KENAN-FLAGLER BUSINESS SCHOOL
Analytical Tools
MBA 700
Analytical Tools is a basic course in statistics, decision analysis, and simulation modeling. The
course has the following principal objectives: To learn the basic techniques of data analysis,
sampling and estimation, hypothesis testing, multiple regression, decision analysis, and Monte
Carlo simulation; To apply these techniques to practical managerial decision problems; To learn
how the microcomputer can be used to assist in the analysis of these problems; To develop basic
skills in the use of Excel; and To see how quantitative methods impacts on the meaning of life.
Instructor: Alan Neebe or Adam Mersereau (two sections)
Skills: Hypothesis testing, regression analysis, time series, risk and decision analysis
Strategies in Sustainable Enterprise
MBA 815B
Spring 1
This course will provide students with an in-depth examination of the strategies companies are
using to advance the “triple bottom line” through a series of guest speakers representing multiple
industries. The pervasiveness of business claims about being “green” and increased societal
expectations for businesses to be “responsible” have brought sustainability into the mainstream.
Consequently, businesses that desire competitive advantage and leadership have embraced
sustainability as an integral component of their strategy. As a result of this course, students will
have familiarity with the strategies companies implement to accomplish goals such as to reduce
their environmental footprint, market to the “green” consumer, increase employee loyalty,
address social issues, and build shareholder value.
Instructor: Carol Seagle
Skills: Strategic thinking, problem-solving
Environmental Strategy
MBA 869
Fall 2
“Green" business and products have proliferated in recent years in parallel with an increasing
awareness of the reality of global climate change. Despite the popularity of the "green" label, an
understanding of environmental issues, agreement on the role of businesses in addressing
environmental problems, and the most effective strategies for doing so remain under developed.
Through readings of seminal texts, case studies, and a project which focuses on exemplar
companies, this course aims to impart an understanding of the most pressing environmental
issues and the relevance of these to business concerns. The focus of this course will be to explore
and evaluate possible solutions from the perspective of an executive decision-maker. Within the
context of an MBA education, this course has the following goals: to develop students' ability to
think critically, systematically evaluate complex issues, and weigh interconnected and
conflicting interests; to increase students' capacity to comprehend and make use of scientific and
24
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
UNC KENAN-FLAGLER BUSINESS SCHOOL
quantitative information to ground their decision-making; and to improve students' ability to
communicate their ideas clearly and effectively.
Instructor: Carol Seagle
Skills: Critical thinking, communication, use scientific and quantitative information to make
decisions
Sustainable Enterprise
MBA 815
Understand the challenges of co-alignment among business, society, and environment. Examine
the history and context of sustainable development as a model and perspective for commerce.
Explore alternative models of business and innovation pursed by sustainable enterprises.
Discover best practices in leadership and transformation. Survey models of innovation in
community competitiveness, technology, products, and revenue models to support next
generation business. Materials Covered: This course examines the origins, evolution, and
current schools of thought around sustainable development. Study and discussion of
sustainability as a theory of industrial development and accompanying models of commerce
provides a context for understanding current models of business and its effects on other systems.
The course also focuses on strategy, leadership, and innovation as applied to the Sustainable
Enterprise. Through example as well as application of management theory, we will examine how
today's leaders are creating programs of transformation for competition in the “next” generation
of industry and commerce.
Instructor: Albert Segars
Skills: Strategy, leadership, innovation
Investment Strategy for Sustainability
This seminar course will look at current best practice by asset owners and their asset managers in
integrating and aligning environmental, social and corporate governance factors [ESG] into
portfolio strategies and investment analysis, including: Defining “socially responsible investing”
[SRI] Identifying parameters of ESG investment mandates. Assessing the market opportunity set
for SRI across asset classes. Fundamentals of ESG research for investors. Performance
measurement and metrics of portfolios. Expected environmental and social impact. Addressing
trends in global SRI. Students will develop intellectual frameworks for understanding: the
market drivers for SRI in the U.S.; current best practices of SRI and ESG analysis; ESG analysis
as extra-financial research for fundamental analysts, especially on capital structure of the firm,
WACC, Beta, discount rate, risk management; models for quantifying the financial impacts of
social/environmental decisions; assessing the strengths and weaknesses of a portfolio strategy.
Skills: Risk management, assess decision models, market analysis
25
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
UNC KENAN-FLAGLER BUSINESS SCHOOL
Product Stewardship and Sustainability
This course will cover various elements related to the current and growing issues associated with
"product stewardship” as demonstrated through current company examples and case studies.
These elements impact salability, product and stakeholder risk, competitive advantage and
sustainable growth. Topics include product stewardship risk assessment and management,
product safety and regulatory/non-regulatory considerations (including in specific areas such as
green building, biotech, nanotech, agriculture, climate change, etc.), opportunities for growth and
competitive advantage through product stewardship, and product stewardship management
systems.
Skills: Value chain assessment
Leading Organizational Change
Leading Organizational Change helps students become effective change agents and leaders of
change in organizations. It is to help management consultants working to transform
organizations, those working in mergers and acquisitions understand the dynamics of change in
new and merged organizations, investment bankers assess plans for restructuring organizations,
and general managers understand how to assess the need for and the implications of change to
their organizations. Other topics will be: the roles of change agents and leaders; how to build a
case for change and develop a "guiding coalition" within an organization; how to deal with
resistance to change and how to affect the change in culture that will lead to enduring change.
Skills: Affecting change, leadership
Strategic Corporate Social Responsibility
MBA 831C
Fall 1/Spring 1
This course will look at how business leaders can create sustainable competitive advantage by
integrating and aligning corporate social responsibility inside organizations with: core business
objectives & core competencies; mainstream business functions such as sales, marketing,
operations & strategy; branding and reputation; reporting, communications and messaging;
expected financial impact; expected social/ environmental impact; and address trends in global
CSR; Students will develop intellectual frameworks for; current-case best practices of CSR,
across sectors; the broad and varied concepts in this field; the business drivers for CSR;
positioning CSR as a competitive advantage; creative thinking about relevant CSR strategy for a
given organization; assessing their own company’s level of strategic CSR; developing integrated
CSR within their own industries, sectors, and firms; assuming leadership in CSR strategy
development.
Instructor: Kellie McElhaney
Skills: Developing CSR strategy, business drivers for CSR
26
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
UNC KENAN-FLAGLER BUSINESS SCHOOL
Systems Thinking for Sustainability
MBA 833A
Spring 2
3 day seminar -- must attend all day friday/sat/sunday. As we work to create enterprises and
industries that enhance the sustainability of life on Earth, persistent challenges such as pollution,
resource consumption, and lack of motivation share certain characteristics: they defy quick fixes,
they build and dissipate slowly over time, they are rarely “owned” by any department or business
but affect all, and their components are tightly coupled. These challenges are often called
“systems problems.” One powerful approach to addressing these systems problems is “systems
thinking,” one thread of which, called “system dynamics” grew out of MIT 1950s. Systems
thinking uses diagramming and simulation modeling to understand how to improve the
performance of a social/physical system such as a business, an ecosystem, an industry, or the
Earth. Together with other approaches designed to accelerate learning among groups of people
(approaches such as visioning and reflective conversation), systems thinking can boost the
effectiveness of individuals and teams. This course will be offered in three day-long seminars
and will cover a systems perspective on management towards sustainability, mapping of
complex systems, and hands-on experimentation with a small computer simulation model.
Students must attend all three sessions to receive course credit.
Instructor: Andrew Jones
Skills: Computer modeling
Supply Chain Management
MBA 711
With the prevalence of the usage of the Internet for business, electronic business transformations
are occurring in every business. One of the fundamental enablers for electronic commerce is
effective supply chain management. This course considers management of a supply chain in a
global environment from a managerial perspective. The focus is on analysis, management and
improvement of supply chain processes and their adaptation to the electronic business
environment. The course is divided into six related modules, namely, Inventory and Information
Management, Distribution and Transportation, Global Operations, Supplier Management,
Management of Product Variety and Electronic Supply Chains. Several new concepts including
Prognostic Supply Chains, Build-to-Order, Collaborative Forecasting, Delayed Differentiation,
Cross Docking, Global Outsourcing and Efficient Consumer Response will be discussed.
Analytical and simulation approaches utilized in industry will also be introduced. At the end of
the course, a student will have the necessary tools and metrics to evaluate a current supply chain
and recommend design changes to supply chain processes.
Instructor: Eda Kemahlioglu-Ziya
Skills: Supply chain management
27
Course Guidebook 2010-2011
Nicholas School Business and Environment Club Course Guidebook
NORTH CAROLINA STATE UNIVERSITY
Managerial Finance
MBA 520
Fall
Investment and financing decisions by businesses with emphasis on technology-driven
organizations in rapidly changing environments. Cash as the basis of asset valuation. Time
value of money. Capital budgeting decisions under certainty and uncertainty. Capital market
theory. Cost of capital. Capital structure theory and dividend policy. Cash management.
Options and managerial implications. Derivatives and risk management.
Skills: Financial management
Advanced Corporate Finance
MBA 521
Fall
Overview of financial management. Evaluation of projects and valuation of real assets using
traditional discounted cash flow analysis and real options. Role of financial leverage; optimal
capital structure. Conflicts between security holders and management; stockholder-bondholder
conflicts; financial distress, bankruptcy and reorganization; corporate control and restructuring;
corporate governance issues.
Skills: Financial management, Decision making
Investment Theory and Practice
MBA 523
Advanced topics in investments with a focus on underlying theory and practical application
using real world data. Stock valuation models, bond valuation, derivatives, portfolio
performance evaluation, investment strategies, efficient market theory and other current issues in
investment finance. Prerequisite: MBA 520
Instructor: Richard Warr
Skills: Financial Management
Corporate Risk
MBA 527
Fall
Fundamentals of corporate risk management from a strategic decision-making perspective.
Emphasis on how exposures to financial risks (foreign currency, credit, interest rate, etc.) affect
the firm, and how risk exposures can be reengineered to enhance shareholder value. Topics
include the major sources of risk, the measurement of risk exposures, methods and strategies of
managing and controlling risk and tools of the financial engineer--futures, options, swaps, and
other derivatives.
Skills: Decision making
28
Nicholas School Business and Environment Club Course Guidebook
NORTH CAROLINA STATE UNIVERSITY
Business Process Design and Analysis
MBA 553
Fall
Identification, development, analysis, improvement and management of business processes.
Strategic and executional issues critical to high-performance processes. Lean tools. Six sigma.
Process redesign. Outsourcing. Service oriented architecture.
Instructor: Brian Ashford
Skills: Lean tools, Six sigma, Process redesign, Outsourcing, Service oriented architecture
Project Management
MBA 554
Fall
Life cycle view of organizing and managing technical projects, including project selection,
planning, and execution. Methods for managing and controlling project costs, schedules, and
scope. techniques for assessing project risk. Use of popular project management software tools.
Application of project management tools and methods to product development, software, and
process reengineering projects.
Instructor: Brian Ashford
Skills: Management and Organization
Product Design and Development
MBA 555
Fall
Total product realization process, including customer needs analysis, product design and
engineering, manufacturability assessment and marketing plan development. Definition of
relevant market, design and engineering principles, financial considerations and manufacturing
aspects of product development process. Application and integration of business, design and
engineering methodologies, concepts and tools on actual product design and development
project.
Instructor: John McCreery
Skills: Product development
29