Learn More About Thunderbird

With the Thunderbird/IUKD dual-degree program, you get the best of both worlds: hands-on, real-world curriculum focused on the intricacies of global and domestic business - taught by world-renowned professors from two top-ranked institutions.

Core Curriculum

BUKD-C511 Leading Change
BUKD-C512 Managing in a Team_Based Environment
BUKD-C515 Human Resources
BUKD-C520 Quantitative Analysis
BUKD-C521 Managing Accounting Information
BUKD-C522 Information Technology for Managers
BUKD-C530 Economics
BUKD-C540 Financial Management
BUKD-C550 Business Law
BUKD-C562 Developing Strategic Capabilities
BUKD-C563 Enterprise Capstone
BUKD-C570 Strategic Marketing Management
BUKD-C571 Marketing Research for Decision Making
BUKD-C580 Operations Management

GF-5490 Global Management for the 21st Century
GM-4000 Global Political Economy
GM-4203 Global Financial Management
GM-4210 Global Economics
GM-4319 Operations Management
GM-4403 Global Enterprise
GM-4463 Global Organizational Behavior
GM-4501 Global Marketing Strategy
GM-4600/4620/4640/4650 Regional Business Environment
GM-4800 Cross-Cultural Communications
GM-4801 Global Negotiations I
GM-4802 Global Negotiations II
GM-5470 Global Strategy
GM-5486 Global Leadership

BUKD-C511 Leading Change (IUKD) 1.5

Today's business environment forces executives to use every tool at their disposal to create and maintain an effective and adaptable organization. A major source of effectiveness and adaptability is the way in which the company's efforts are organized-its systems, structures, management process, rewards and strategies. The primary job of senior management today is to design, build, and operate organizations that function effectively. What this means is that the organization is in a constant state of change. Understanding the change process is vital. Knowing the roadblocks to effective change is very important. The role of the manager as a change agent becomes critical. Often the problems arise not from the change itself, but the process of making the change. Individuals resist change. It is a natural phenomenon. How and why this change manifests itself is a central issue in this course. Developing the skills to move through the change process not knowing what roadblocks one might encounter is becoming incredibly valuable.

BUKD-C512 Managing in a Team-Based Environment (IUKD) 1.5

In the search for sustained competitive advantage, firms have established “high-involvement organizational structures and processes that draw heavily upon employee efforts, skills and abilities to attain corporate objectives. In particular, managerial efforts have centered on the design, development, and administration of team-based initiatives. This course introduces students to key managerial practices and principles that help establish and maintain effective team-based organizations. Students learn how to manage team-based organizations designed to contribute to different types of performance objectives: cost reduction, quality improvement, new product development, mass customization, and process re-engineering. These lessons are applied to manufacturing, service and not-for-profit organizations. Finally, the “basics” of team management are covered: to staff teams, facilitate team development, and lead teams for effective performance.

BUKD-C515 Human Resources (IUKD) 1.5

This course is designed to introduce and analyze human resources management utilizing am employment life cycle approach. Particular emphasis is placed on the legal environment inextricably intertwined with human resources management and the effect this relationship has on human resource practice. Human resources strategy and the function of human resources within the organization is also explored, focusing on employment law as a component in business strategy that should be utilized to solve issues both creatively and effectively.

BUKD-C520 Quantitative Analysis (IUKD) 3.0

In this course, we enhance the student's statistical and mathematical modeling skills covering the following topics: (1) probabilistic decision making (2) regression analysis (3) forecasting (4) simulation with @RISK (5) optimization modeling with the EXCEL Solver (6) making decisions when multiple objectives are involved, and (7) using neutral networks to improve forecasting. Applications from all major functional areas will be discussed.

BUKD-C521 Managing Accounting Information (IUKD) 3.0

Provides a user-oriented understanding of how accounting information should be managed to ensure its availability on a timely and relevant basis for decision making. The first part of the course reviews financial accounting and reporting while the second part of the course focuses on cost-benefit analysis for evaluating the potential value-added results from planning, organizing and controlling a firm's accounting information. The use of cases, forum discussions and computer support is used extensively.

BUKD-C522 Information Technology for Managers (IUKD) 3.0

Study of information systems management issues including enterprise support applications, systems acquisition and implementation practices, facilitating end-user support and telework and e-business opportunities. Readings and case analysis and one team project.

BUKD-C530 Economics (IUKD) 3.0

Economic decision making in the business firm, the strategic interaction of business firms in industries, the purchasing and behavior of individual consumers and consumers as a group, and the influence of public policy on market outcomes. Development of a fluency with the language of economics and a strong economic intuition, understanding of selected economics-based decision-making tools and the impact and interaction of the structure of an industry on competition, analysis of intra-industry rivalry, and improved understanding of public policy issues. Emphasis on the logical foundations of economic analysis and managerial decision making. Will promote understanding and application of various quantitative measures.

BUKD-C540 Financial Management (IUKD) 3.0

Provides a working knowledge of the tools and analytical conventions used in the practice of corporate finance; establishes an understanding of the basic elements of financial theory to be used in application of analytical reasoning to business problems; and explores the interrelationship among corporate policies and decisions. Course work will include problem sets, study group preparation of executive summary memos and critiques, and use of PC spreadsheets to develop a planning model for a case focusing on funds requirement.

BUKD-C550 Business Law (IUKD) 3.0

The objective is to provide the student of management with a basic knowledge of the American legal system, the legal process and relevant substantive law which is necessary to making informed and effective business decisions. The law develops and evolves in response to changing social, economic, political, and technological forces, and business decisions often carry long-lasting as well as delayed effects. This course emphasizes the study of the law of torts, contracts, and product liability. It is hoped that consideration of a study of these legal principles will give prospective managers insight into the dynamics of the legal process to enable them to predict as soundly as possible the future legal environment in which their present decisions will bear fruit.

BUKD-C562 Developing Strategic Capabilities (IUKD) 3.0

This course offers an introduction to tools for strategic management. It provides an introductory review of the complexities involved in determining long-term strategies. Rather than assessing the firm's environment in terms of broadly defined opportunities and threats, we will examine the dynamics of the competitive environment, how both the pace and direction of industry change are influenced by the resources, capabilities, and competitive interaction of rivals. The course uses discussion forums, team projects, and an interactive simulation.

BUKD-C563 Enterprise Capstone (IUKD) 3.0

Business development and venturing is the vehicle for our integrative capstone courses. Employing the tools learned and practiced throughout their program, students will work in small teams to develop business plans for new businesses, or entrepreneurial activities within larger organizations. There is also a business computer simulation that is designed to integrate the knowledge, skills and abilities learned in the program. Readings and other course materials will be assigned by the faculty instructor.

BUKD-C570 Strategic Marketing Management (IUKD) 3.0

An introduction to the process of creating a market-driven organization. Specific topics include marketing strategy, market research and analysis, and the development of products and services, pricing, distribution and promotion. The course employs lecture, classroom discussion through threaded discussion forums, case analysis and field research projects.

BUKD-C571 Marketing Research for Decision Making (IUKD) 1.5

This course covers the process of creating and using accounting information for long- and short-run decision making. Topics include cost allocations and their uses, cost behavior, relevant costs, and decision making.

BUKD-C580 Operations Management (IUKD) 3.0

Surveys the management of operations in manufacturing and service firms. Diverse activities, such as determining the size and type of production process, purchasing the appropriate raw materials, planning and scheduling the flow of materials and the nature and content of inventories, assuring product quality, and deciding on the production hardware and how it gets used, comprise this function of the company. Managing operations well requires both strategic and tactical skills. The topics considered include process analysis, workforce issues, materials management, quality and productivity, technology, and strategic planning, together with relevant analytical techniques. The course makes considerable use of business cases. Most classes will be spent discussing the cases assigned. For each case, students will be asked to review actual company situations and apply technical and managerial skills to recommending courses of action. Most cases will be taken from manufacturing, but some will be service-oriented. Several of the cases will focus on international companies or issues.

GF-5490 Global Management for the 21st Century (T-BIRD) 3.0

An integrative capstone seminar led by a team of Thunderbird faculty. It is intended to examine issues related to management strategies, human resource management, services management, and the relationship to economic decision making.

GM-4000 Global Political Economy (T-BIRD) 3.0

This course offers an introduction to the fundamentals of the international business environment and its three major aspects: (1) the institutional framework and policy management of international economic relations (2) risk assessment and strategic analysis of nation-states and (3) the operational and organizational concerns of the transnational enterprise. The purpose of the course is to provide the international manager with (a) an informed perspective on the institutions and policy processes that shape economic relations between international and national factors and among economic blocs as a foundation for further study in the Thunderbird program, and (b) the substantive base and analytical tools necessary for acquiring an informed perspective.

GM-4203 Global Financial Management (T-BIRD) 1.5

The third module of Finance examines corporate finance issues from managerial and strategic perspectives, and extends the concepts covered in the previous two modules to cross-border settings. Topics addressed include cross-border capital budgeting; foreign exchange risk management (including currency swaps); domestic and cross-border corporate valuation; corporate valuation in high-growth/high technology/dotcom settings).

GM-4210 Global Economics (T-BIRD) 1.5

This course investigates the nature of international financial markets; balance of payments; foreign exchange markets and hedging instruments; alternative international monetary arrangements and institutions; and the respective adjustment mechanisms in response to fiscal and monetary policy changes. Prerequisites: Macro/Micro Economics.

GM-4319 Operations Management (T-BIRD) 1.5

This course provides an overview of the design, control, and improvement of manufacturing and service productions systems. Topics include operations strategy, product design and process selection, quality management and statistical process control, materials requirements planning, lean thinking, theory of constraints, service delivery and service quality, and global supply chain management.

GM-4403 Global Entreprise (T-BIRD) 3.0

In a global economies, entrepreneurship is the engine of economic growth and prosperity. As emerging global leaders it is critical to explore underlying principles and concepts about entrepreneurship, the entrepreneurial process and how social responsibility and ethical values are woven into the fabric of entrepreneurial opportunity. This course provides an exploration into these basic concepts including how corporate and social organizations can act entrepreneurially. Specifically, the course covers the personal characteristics and qualities of the entrepreneur, innovation, creativity, global franchising, family business, feasibility and opportunity analysis.

GM-4463 Global Organizational Behavior (T-BIRD) 1.5

This course will continue into the advanced skills of negotiating in the global context, with students participating in a variety of hands-on activities, such as scenario-driven discussions, case discussions, and student-to-student negotiation exercises.

GM-4501 Global Marketing Strategy (T-BIRD) 1.5

This course focuses on developing competitive advantage by creating customer value. An understanding of customer relationships and their strategic implications is developed within the context of competitor and value-chain relationships. Emphasis is placed on: (1) developing an understanding of the analytical and managerial decision tools for creating competitive advantage, and (2) understanding the similarities and the differences in domestic and global marketing.

GM-4600/4620/4640/4650 Regional Business Environment (T-BIRD) 3.0

The Regional Business Environment courses deal with the political and social context in which business activities take place. This includes consideration of eight factors that shape or reflect the operational realities of management and business, including: Patterns of historical development cover political, social and economic events and structures. Geographic environment involves human and economic geography, covering population and natural resource distributions, regional financial and trade centers, and transportation systems. Political environment includes government structure, state role, interest groups, political parties and the policy-making process. Cultural traditions cover religious traditions and socio-cultural dimensions that have a direct impact on business operations. International environment includes regional organizations, regional political and economic trends, regional peace and conflicts, and the place of the region in the global system. For economic environment, economic policies, current economy patterns, and major industries are discussed. Under legal environment, major regional trade barriers, investment policies, and intellectual property protection issues are covered. There are also discussions on major current issues.

GM-4800 Cross Cultural Communication (T-BIRD) 1.5

This dynamic and interactive course provides managers with an effective framework for achieving their goals in competitive global business settings. The course assists students to prepare for and execute time-tested strategies for achieving communication competence with persons from different cultures. It will not only examine theories of culture and communication, but will also place students in an experiential situation to gain valuable skills for overcoming obstacles in global management environments. Through use of cases, multicultural team exercises, and simulations, this course will equip the global manager with tools to solve problems and take advantage of opportunities in a multicultural world.

GM-4801 Global Negotiations I (T-BIRD) 1.5

This course will focus on the introduction of negotiating in the global context. students will participate in a variety of hands-on activities, such as scenario-driven discussions, case discussions, and student-to-student negotiation exercises.

GM-4802 Global Negotiations II (T-BIRD) 1.5

GM-5470 Global Strategy (T-BIRD) 1.5

This capstone course helps the student understand the problems faced by, and the decisions made by, executive managers who have to balance the needs and desires of share-holders, customers, and employees with the requirements of local country mores and government regulations. It requires consolidation of skills and knowledge from a variety of disciplines including management, finance, marketing, and ethics. The course uses the case study approach supplemented by readings and lectures. The cases are directed toward evaluating the conflicting pressures that managers encounter, rather than a detailed analysis of a particular facet.

GM-5486 Global Leadership (T-BIRD) 1.5

This course provides practical insights into those factors, both external and internal, which impact leadership effectiveness. Topics covered include the achievements of leaders, characteristics of leaders, leading across cultures, leading change and relationship between leaders and followers.