Owen

Graduate
School of
Management
Vanderbilt
University
2015/2016

Containing general information

and courses of study
for the 2015/2016 session
corrected to 2 July 2015
Nashville

The university reserves the right, through its established procedures, to modify the requirements for admission and graduation and to change other rules,
regulations, and provisions, including those stated in this bulletin and other publications, and to refuse admission to any student, or to require the withdrawal of a student if it is determined to be in the interest of the student or the university. All students, full time or part time, who are enrolled in Vanderbilt
courses are subject to the same policies.

Policies concerning noncurricular matters and concerning withdrawal for medical or emotional reasons can be found in the Student Handbook, which is
on the Vanderbilt website at vanderbilt.edu/student_handbook.

NONDISCRIMINATION STATEMENT
In compliance with federal law, including the provisions of Title VII of the Civil Rights Act of 1964, Title IX of the Education Amendment of 1972, Sections
503 and 504 of the Rehabilitation Act of 1973, the Americans with Disabilities Act (ADA) of 1990, the ADA Amendments Act of 2008, Executive Order
11246, the Uniformed Services Employment and Reemployment Rights Act, as amended, and the Genetic Information Nondiscrimination Act of 2008,
Vanderbilt University does not discriminate against individuals on the basis of their race, sex, religion, color, national or ethnic origin, age, disability, military
service, or genetic information in its administration of educational policies, programs, or activities; admissions policies; scholarship and loan programs;
athletic or other university-administered programs; or employment. In addition, the university does not discriminate against individuals on the basis of
their sexual orientation, gender identity, or gender expression consistent with the Universitys nondiscrimination policy. Inquiries or complaints should be
directed to the Equal Opportunity, Affirmative Action, and Disability Services Department, Baker Building, PMB 401809, Nashville, TN 37240-1809. Telephone (615) 322-4705 (V/TDD); Fax (615) 343-4969.

The text of this bulletin is printed on recycled paper with ink made from renewable resources.
This publication is recyclable. Please recycle it.

Copyright 2015 Vanderbilt University

Produced by Vanderbilt University Creative Services
Printed in the United States of America

Contents
Owen Graduate School of Management (OGSM) Academic Policies

Campus Resources for Students 8

Master of Business Administration (MBA) Program 16
Academic Policies 16
Required Courses 17
Concentrations 17
Specializations 21
Emphases 24
Exchange Programs 26
MBA Dual Degree Programs 27
Academic Awards and Academic Scholarships 28
Calendar 30
Executive Master of Business Administration (EMBA) Program

31

Americas Master of Business Administration (AMBA) Program

34

Master of Accountancy Program 37

Master of Accountancy Valuation Program 40
Master of Management in Health Care (MMHC) Program

43

Master of Science in Finance (MSF) Program 46

Courses of Study: Fall 2015 through Spring 2016

51

Administration, Endowed Chairs, and Faculty 67

Index 73

vanderbilt university

Owen Graduate School of Management (OGSM)

Academic Policies
The expectations and responsibilities in this chapter apply
to all OGSM students.
Professional Standards
OGSM students are expected to meet standards of personal
and professional integrity. This bulletin is designed to acquaint
OGSM students with the expectations of them and their
responsibilities as members of the university community. This
bulletin is available online on Blackboard, Owen Catalog 20152016, and all students receive a copy during orientation. It is
the students responsibility to become aware of this bulletins
contents. Ignorance of a policy or regulation is not an excuse
for failure to observe it.
The Honor System
Vanderbilt students are bound by the Honor System inaugurated in 1875 when the university opened its doors. Fundamental responsibility for the preservation of the system
inevitably falls on the individual student. It is assumed that
students will demand of themselves and their fellow students,
complete respect for the university Honor System. OGSM
students are expected to become familiar with the university
Honor System described in the Student Handbook available at
vanderbilt.edu/student_handbook.
Graduate and professional students are subject to the
jurisdiction of the student body that implements the Honor
System in the graduate and professional schools. OGSM
students are bound by regulations beyond those cited in the
Student Handbook. These regulations affect their studies and
require observance of the Owen Honor Code, available at
owen.vanderbilt.edu/about-us/honor-code.cfm. The student, by
registration, acknowledges the authority of the Owen Graduate School of Management Honor Council. OGSM students
must be familiar with the Owen Honor Code, have read it
before Orientation, and sign a pledge of compliance.
Student Conduct
Although the university values personal freedom, celebration,
and recreation, the policies and regulations that apply to student
conduct at Vanderbilt are also informed by principles that value
the health, safety, and well-being of students and other members
of the university community, as well as their academic and personal success. Standards for student conduct are derived from
tradition and evolve with contemporary practice. Accordingly,
grounds for action related to conduct are usually not made the
subject of precise statement; when commonly held standards
of conduct are broken, however, action must be taken for the
good of the community. When students fail to meet university
standards, they ultimately risk dismissal from the university.
The policies concerning student conduct matters can be
found in the Student Handbook available at vanderbilt.edu/
student_handbook/student-conduct.
Should a concern arise about whether an OGSM student
has failed to meet the standards of personal and professional
integrity, the matter will be brought to the attention of the
Office of Academic Programs. In cases where the conduct
of a student appears questionable, the Office of Academic

Programs will advise the student at the earliest reasonable date

and counsel the student concerning applicable standards of
conduct. The student will have the opportunity to be heard.
Should the seriousness of the conduct warrant, the Office of
Academic Programs will bring the concern(s) to the Office of
Student Accountability.
Student Records
Vanderbilt University is subject to the provisions of federal
law known as the Family Educational Rights and Privacy Act
(also referred to as FERPA). This act affords matriculated students certain rights with respect to their educational records.
The students rights are listed in the Student Handbook available at vanderbilt.edu/student_handbook. Questions about the
application of the provisions of the Family Educational Rights
and Privacy Act should be directed to the University Registrar
or to the Office of the General Counsel.
If a student believes the university has failed to comply
with FERPA, he or she may file a complaint using the Student
Complaint and Grievance Procedure as outlined in the Student
Handbook. If dissatisfied with the outcome of this procedure,
a student may file a written complaint with the Family Policy
Compliance Office, U.S. Department of Education, 400 Maryland Avenue SW, Washington, D.C. 20202-5920.
Transcripts
Academic transcripts are supplied by the University Registrar
on written authorization from the student. Details are available at registrar.vanderbilt.edu/transcripts.htm. All students
are assessed a one-time lifetime transcript fee of $30.00 during
their first semester. There is no additional fee for a transcript.
Student Responsibility for Meeting Graduation
Requirements
Students are encouraged to plan their course selection carefully, consult the Office of Academic Programs and the faculty
when appropriate, and study the course offerings and advisory
documents made available each module. Each student bears
the responsibility for fulfilling the graduation requirements.
The Office of Academic Programs and faculty are available
for consultation, but no official approval of course schedules
is required. The Office of Academic Programs audits student
records to confirm all graduation requirements have been
satisfied before graduation.
Registration
Registration for incoming students takes place in June and July.
Continuing students register on dates specified each semester
by the office of Academic Programs and as assigned in YES
(Your Enrollment Services, yes.vanderbilt.edu). Detailed information on registration is available on the University Registrar
website, registrar.vanderbilt.edu/registration/registrationinformation. A student whose registration choices are denied or
altered (cancelled class, lack of prerequisite courses, etc.) may
select alternate courses during the open enrollment registration period. It is the students responsibility to ensure that their
registration accurately reflects their intended enrollment. If a

Owen School / Academic Policies

students name does not appear on the instructors roster, it is

assumed that the student is not enrolled. Students will not be
permitted to attend classes for which they are not enrolled or to
visit classes on an ad hoc basis.
Credit Hours
Credit hours are semester hours, e.g., a three-hour course carries credit of three semester hours. One semester credit hour
represents at least three hours of academic work per week, on
average, for one semester. Academic work includes, but is not
necessarily limited to, lectures, laboratory work, homework,
research, class readings, independent study, internships,
practica, studio work, recitals, practicing, rehearsing, and
recitations. Some Vanderbilt courses may have requirements
which exceed this definition. Certain courses (e.g., dissertation
research, independent study, directed study, practica, internships, and special seminars) are designated as repeatable, as
they contain evolving or iteratively new content. These courses
may be taken multiple times for credit. If a course can be
repeated, the number of credit hours allowable per semester
will be included in the course description. For example, Independent Study and Directed Study courses may be repeated
for a total of 6 credits; 1-2 credits per module; maximum of 6
credits total for all modules.
Course Change PeriodDrop/Add
Changes may be made during the open enrollment period
(between registration and the first day of class) or the official
change period (drop/add: MondayThursday of the first
week of each mod). These dates are published in YES and are
confirmed by the Office of Academic Programs. A new course
may be added to the students schedule during the change
period or the drop/add period provided that the student does
not already have a full course load (four classes) and that other
registration requirements have been met (instructor permission if necessary, no class conflicts, prerequisites have been
met, etc.). A course dropped during the change period or
during drop/add does not show on a transcript.
Academic Advising
The Office of Academic Programs will assist students with registration, course selection and course load, specializations and
concentrations, and any academic questions or problems that
may arise. Admissions questions and policies can be found at
owen.vanderbilt.edu/admissions/.
Class Attendance
Students are expected to attend all sessions of each class in
which they are enrolled. Attendance is usually a factor in
determining the final grade in a course. A student who fails to
abide by the attendance policy set by the course instructor is
subject to removal from the course. Moreover, students who
miss the first day of an elective class are at risk of being withdrawn from the roster. If a class has a waiting list, and another
eligible student is ready to enroll in the class, the student who
missed class is subject to being dropped from the class. The
last day before and the first day after an official holiday are
considered to be the same as any other day on which classes
are scheduled. Assignments are made for classes scheduled on
these days, and tests may be given in them. Students must take
this fact into account in making travel plans.

Auditing Courses
Auditing a course is subject to the following conditions:
1. Consent of the instructor before the end of open
enrollment.
2. The instructor sets the conditions under which a course
may be audited. Failure to meet those conditions is justification for withdrawal of the audit designation.
3. Audits carry no credit. No grade is recorded for a
course that has been audited, although the course will appear
on the student's transcript.
4. Grading status may not be changed after open enrollment ends (i.e., an audited course cannot be changed to a
graded course or vice versa).
5. Auditing is not permitted for courses with a waiting list.
Course Withdrawal
A student may withdraw from an elective course after the
official change period and prior to the deadline for withdrawal
published by the Office of Academic Programsthe first
Thursday of the modwith no mark on the record. Students
may not voluntarily withdraw from core courses. The mark
of W is assigned to a student who seeks to withdraw from
a course after the deadline. Permission to withdraw from a
course may be denied for good reason, e.g., if a student is part
of a team and has accepted responsibility for group work or
a presentation. No withdrawals are permitted after the exam
period opens. W marks are not calculated in a students
grade point average.
Examinations
Each module is followed by three reading days and an official
exam period. The exam is considered part of the course, and
students will not be excused from exams in order to accommodate premature travel plans. All students must take the exam
at the scheduled time, as the Owen School does not publish an
alternate exam schedule. Students who miss their final exams
will be assumed to have defaulted, and the grade of F will be
assigned if the student could not pass the course even with the
final exam. All examinations are conducted under the honor
system. The exam schedule is distributed during the second
week of the module.
Incomplete Grades
An incomplete (I) is given only under extenuating circumstances beyond the control of the student that prevent the
student from meeting all course requirements and only when a
significant body of satisfactory work has been completed. The
I is not intended as a replacement for a failing grade, nor will
it be given to a student who defaults on a final examination.
The request for an incomplete is generally initiated by the
student and must be approved by the instructor. The instructor may initiate the assignment of an incomplete if warranted
by the students extenuating circumstances. These circumstances do not include leaving campus to go home before the
exam period ends or embarking on a school-related trip. In
assigning the grade of I, the instructor specifies (a) a default
grade that counts the missing work as zero and (b) a deadline
by which the missing work must be submitted. That deadline
must be no later than the tenth class day of the next regular
module in residence, assuming the student is able to return to
school for the next module. The incomplete can be extended
beyond the deadline only if the instructor and the assistant
dean of academic programs determine that an extension is

warranted. If the required work is submitted by the deadline

for removing the incomplete, the I will be replaced by the
grade earned. If the work is not completed by the deadline, the
default grade will become the permanent grade for the course.
Course Evaluations
Ten minutes of class time is provided at the beginning of each
course in the seventh (last) week of the module for completing
course evaluations. The online course evaluation system has
automatic reminders customized to each student. Student
feedback is essential both to instructors and to the Owen
administration. Course evaluations are managed by the Deans
Office in conjunction with Owen ITS. If students have questions
about evaluations or have system/access difficulties, they should
contact those departments.
Online Course Materials (Blackboard)
Online course materials are maintained only for the duration
of the course. Prior to the end of the final examination period
each term, please copy or print material you want to retain for
future reference.
Walker Management Library
Students enrolled in degree programs at Owen have use of the
world-class Walker Management Library. Students have access
to extensive library materials and study spaces, but the library
staff are the best kept secret. Vanderbilt librarians select databases, books, journals, and other resources to help students with
course work and research assignments. Students can stop by one
of the service desks or use our online Ask Us service for assistance and support. Librarians are subject specialists in many
areas. The library is the perfect spot if you need a quiet study
area, study room, or study carrel or need to reserve a meeting or
study space. www.library.vanderbilt.edu/management/
Courses Taken Outside the Owen Graduate School
of Management
Courses taken outside of Owen must be pre-approved by the
Office of Academic Programs and are recorded on the Owen
transcript as Pass/Fail. The minimum grade to qualify as passing
is a C or its equivalent. Courses taken on exchange or at Vanderbilt should be at graduate level and must be pre-approved by
the Office of Academic Programs. Language courses taken in
Vanderbilts College of Arts and Science must be intermediate
level or above in order to qualify for Owen credit.
Non-Owen Students in OGSM Courses
Enrollment in Owen courses is restricted to students who are
registered in postbaccalaureate degree programs, on a spaceavailable basis. Students in undergraduate degree programs at
Vanderbilt are not eligible to take courses at Owen unless they
are concurrently enrolled as a first-year Owen student in the
joint B.A./MBA degree program.
Financial Clearance
A student will not be permitted to attend classes for any
module if there is an outstanding unpaid balance on his/her
student account or if the student is on leave or withdrawn
from the university. Transcripts will not be released until
the account has been paid. Diplomas of graduating students
will not be released until all indebtedness to the university is
cleared.

vanderbilt university

Honors
Beta Gamma Sigma (BGS) is the international honor society for
students of business and administration. Its purpose is to reward
scholarship and accomplishment and to foster integrity in the
conduct of business operations. To be eligible for BGS, students
must rank in the top 20 percent of their graduating class. Students
are selected on the basis of their cumulative academic record.
Performance Reviews
Students are expected to maintain at least a 3.0 cumulative
GPA during the program and must have a 3.0 GPA to graduate. Students who are consistently at the lower grade levels will
be reminded of Owens expectations and encouraged to seek
extra help to improve their performance.
For courses that earn 2 credits, each F earned counts 1
strike, and each LP or its equivalent earned counts strike.
For courses that earn 1 credit, each F earned counts of a
strike and each LP or its equivalent earned counts of a
strike. A student will be dismissed if he/she has accumulated:
2 strikes at the end of Mod I or
2.5 strikes at the end of Mod II or
3 or more strikes at any time.*
In the event that a student reaches the strike limit, the
student will be withdrawn from any remaining (incomplete)
courses. If a course in which an F is earned is successfully
repeated at Owen then the strike associated with the initial F will
be excluded in calculating the students cumulative strike total.
*See EMBA/AMBA chapters for the application of the strike system in these two
executive MBA programs which are on a semester system.

Good Standing
Students are considered to be in good standing if they have
completed at least one module of coursework, met all financial
obligations, have no honor code or conduct code violations on
their records, and have at least a 3.0 cumulative Grade Point
Average (GPA).
Failure of a Course
A required course that is failed must be re-taken the next time
it is offered at Owen. The original failing grade will remain on
the transcript, but, upon successful completion of the course,
the grade F will not be calculated in the cumulative GPA and
the strike associated with the initial course failure will be
eliminated from the students cumulative strike total. If the
failed required course is not offered again during the students
traditional residency period, the student may petition the
Student Achievement Committee for a suitable alternative for
completion of the graduation requirement. Students may be
required to remain at Owen beyond their original graduation
date in order to meet their graduation requirements.
An elective course that is failed may be re-taken at Owen; the
original failing grade will remain on the transcript, but, upon
successful completion of the course, the grade F will not be
calculated in the cumulative GPA and the strike associated with
the initial course failure will be eliminated from the students
cumulative strike total. Alternately, an elective course that is
failed may be replaced by another course; the original failing
grade will remain on the transcript and will be calculated in the
cumulative GPA and the strike associated with the initial course
failure will remain in the students cumulative strike total.
Instructors may, at their discretion, alter the course
requirements for students who repeat a failed course.

Owen School / Academic Policies

Leave of Absence
Students who are temporarily unable to continue their course
of study or who, for personal reasons, need to leave school
temporarily must request a leave of absence. The request must
be made in writing and addressed to the Office of Academic
Programs. Leaves are granted on a case by case basis after a
student has been in attendance for one module. Leaves require
approval and are permitted for one semester or one academic
year if the student is in good standing, has no disciplinary
actions or honor code violations pending, and has met his or
her financial obligation. Students placed on leave of absence are
required to keep the Office of Academic Programs informed of
their plans to return to school. Students on leave who wish to
return must inform the school of their plans no later than July
1 for the fall semester or November 1 for the spring semester.
In consultation with the Student Achievement Committee, the
Office of Academic Programs may extend a leave of absence.
The mark W will be applied to courses that are not completed when a student has an approved leave of absence.
Courses that are not completed due to an unapproved absence
will result in the grade F.
The policies concerning withdrawal for medical or
emotional reasons can be found in the Student Handbook available at vanderbilt.edu/student_handbook/
university-policies-and-regulations.
Student Complaint and Grievance Procedure
If a student has a grievance, the student should first discuss his
or her concerns regarding an instructor or a course with the
instructor involved. If further discussion is needed, the instructor may consult with the teaching assistants. If the problem still
persists, the student should make an appointment with the assistant dean for academic programs. The assistant dean will discuss
the issue with the associate dean and, if appropriate, make an
appointment for the student to meet with the associate dean.
Prior to the appointment with the associate dean, the student
should send a written statement of the problem or grievance.
Dismissal
Students who discontinue class attendance without a leave of
absence, students who fail to register for a subsequent semesters work without a leave of absence, and students on a leave
of absence who fail to return to Owen following the period of
approved leave without requesting and receiving an extension
will be dismissed from the school. In order to return, such students must reapply for admission and, if applicable, financial aid.
Refunds of Tuition Charges
University policy for the refund of tuition charges provides
a percentage refund based on the time of withdrawal. Students who withdraw officially or who are dismissed from the
university may be entitled to a partial refund in accordance
with the established refund schedule, which may be viewed at
https://finance.vanderbilt.edu/stuaccts/withdrawal-schedule/.
Requests for refunds must be made before the last day of
classes of the semester in which the student was enrolled. Fees
and charges for books and materials are not refundable. Insurance coverage is generally non-refundable.
Commencement
All requirements for graduation must be met before a student
may participate in the ceremony. Students who are unsure

whether they have fulfilled all requirements should contact the

Office of Academic Programs before spring break. Official graduation dates at Vanderbilt are May, August, and December of each
year. A student completing degree requirements in the summer
or fall semester will be invited to participate in the following May
Commencement. Academic regalia is required for all graduates,
and rental information is provided in March of each year.
Vanderbilt University

Accreditation
Vanderbilt University is accredited by the Southern Association of Colleges and Schools Commission on Colleges to
award bachelors, masters, professional, and doctoral degrees.
Contact the Commission on Colleges at 1866 Southern Lane,
Decatur, Georgia 30033-4097, or call (404) 679-4500 for questions about the accreditation of Vanderbilt University. The
Owen School is accredited by the AACSB. Visit owen.vanderbilt.edu/about-us/facts-and-stats.cfm.

Mission, Goals, and Values

Vanderbilt University is a center for scholarly research,
informed and creative teaching, and service to the community
and society at large. Vanderbilt will uphold the highest standards and be a leader in the
quest for new knowledge through scholarship,
dissemination of knowledge through teaching and
outreach,
creative experimentation of ideas and concepts.
In pursuit of these goals, Vanderbilt values most highly
intellectual freedom that supports open inquiry,
equality, compassion, and excellence in all endeavors.

Degrees Offered by Vanderbilt University

The schools of the university offer the following degrees:
College of Arts and Science. Bachelor of Arts.
Blair School of Music. Bachelor of Music.
Divinity School. Master of Divinity, Master of Theological
Studies.
School of Engineering. Bachelor of Engineering, Bachelor of
Science, Master of Engineering.
Graduate School. Master of Arts, Master of Arts in Teaching, Master of Fine Arts, Master of Liberal Arts and Science,
Master of Science, Doctor of Philosophy.
Law School. Master of Laws, Doctor of Jurisprudence.
School of Medicine. Master of Education of the Deaf,
Master of Laboratory Investigation, Master of Public Health,
Master of Science in Applied Clinical Informatics, Master of
Science in Clinical Investigation, Master of Science in Medical Physics, Master of Science (Speech-Language Pathology),
Doctor of Audiology, Doctor of Medical Physics, Doctor of
Medicine.
School of Nursing. Master of Science in Nursing, Doctor of
Nursing Practice.
Owen Graduate School of Management. Master of Accountancy, Master of Business Administration, Master of Management in Health Care, Master of Science in Finance.
Peabody College. Bachelor of Science, Master of Education,
Master of Public Policy, Doctor of Education.
No honorary degrees are conferred.

vanderbilt university

Campus Resources for Students

ANDERBILT provides a full complement of auxiliary

services to meet the personal needs of students, to
make life on the campus comfortable and enjoyable,
and to provide the proper setting for academic endeavor.

The Commodore Card

The Commodore Card is the Vanderbilt student ID card. It
can be used to access debit spending accounts, VU meal plans,
and campus buildings such as residence halls, libraries, academic buildings, and the Vanderbilt Recreation and Wellness
Center.
ID cards are issued at the Commodore Card Office, 184
Sarratt Student Center, Monday through Friday from 8:30
a.m. to 4:00 p.m. For more information, go to vanderbilt.edu/
cardservices.
Barnes & Noble at Vanderbilt
Barnes & Noble at Vanderbilt, the campus bookstore located
at 2525 West End Avenue, offers textbooks (new, used, digital,
and rental), computers, supplies, Nook e-readers, dorm
accessories, licensed Vanderbilt apparel, and best-selling
books. Students can order online or in-store and receive
course materials accurately, conveniently, and on time. The
bookstore features extended hours of operation and hosts
regular special events. Visitors to the bookstore caf can enjoy
Starbucks coffees, sandwiches, and desserts while studying.
Free customer parking is available in the 2525 garage directly
behind the bookstore. For more information, visit vubookstore.
com, follow twitter.com/BN_Vanderbilt, find the bookstore
on Facebook at facebook.com/VanderbiltBooks, or call (615)
343-2665.
International Student and Scholar Services
International Student and Scholar Services (ISSS), located in
the Student Life Center, fosters the education and development of nonimmigrant students and scholars to enable them
to achieve their academic and professional goals and objectives. ISSS provides advice, counseling, and advocacy regarding immigration, cross-cultural, and personal matters. ISSS
supports an environment conducive to international education and intercultural awareness via educational, social, and
cross-cultural programs.
ISSS provides immigration advising and services, including the processing of immigration paperwork, to more than
1,500 international students and scholars. The office works
with admission units, schools, and departments to generate documentation needed to bring nonimmigrant students
and scholars to the U.S. Further, ISSS keeps abreast of the
regulations pertaining to international students and scholars
in accordance with the Department of Homeland Security
(Bureau of Citizenship and Immigration Services) and the
Department of State. ISSS coordinates semiannual orientation
programs for students and ongoing orientations for scholars,
who arrive throughout the year.
To help promote connection between international
students and the greater Nashville community, ISSS coordinates the First Friends program, which matches international

students with Americans both on and off campus for friendship and cross-cultural exchange. The weekly World on
Wednesday presentations inform, broaden perspectives, and
facilitate cross-cultural understanding through discussions led
by students, faculty, and staff. International Education Week
in the fall provides the campus with additional opportunities
to learn about world cultures and to celebrate diversity. The
International Lens Film Series (iLens) brings more than forty
international films to campus each year. ISSS provides a range
of programs and activities throughout the year to address
a variety of international student needs and interests. These
programs include International Orientation Leaders and a
selection of holiday parties. The Southern Culture Series is an
opportunity for students to experience Southern culture in
nearby cities such as Memphis, Chattanooga, and Atlanta.
Obtaining Information about the University
Notice to current and prospective students: In compliance with
applicable state and federal law, the following information
about Vanderbilt University is available:
Institutional information about Vanderbilt University,
including accreditation, academic programs, faculty, tuition,
and other costs, is available in the catalogs of the colleges and
schools on the Vanderbilt University website at vanderbilt.edu/
catalogs. A paper copy of the Undergraduate Catalog may be
obtained by contacting the Office of Undergraduate Admissions, 2305 West End Avenue, Nashville, Tennessee 37203-1727,
(800) 288-0432, (615) 322-2561, admissions@vanderbilt.edu.
Paper copies of the catalogs for the graduate and professional
schools may be available from the individual schools.
Information about financial aid for students at Vanderbilt
University, including federal and other forms of financial aid
for students, is available from the Office of Student Financial
Aid on the Vanderbilt University website at vanderbilt.edu/
financialaid. The Office of Student Financial Aid is located at
2309 West End Avenue, Nashville, Tennessee 37203-1725, (615)
322-3591 or (800) 288-0204.
Information about graduation rates for students at Vanderbilt University is available on the Vanderbilt University website at virg.vanderbilt.edu. Select Factbook, then Student,
then Retention/Graduation Rates. Paper copies of information about graduation rates may be obtained by writing the
Office of the University Registrar, Vanderbilt University, PMB
407701, 2301 Vanderbilt Place, Nashville, Tennessee 37240-7701
or by calling (615) 322-7701.
The Vanderbilt University Annual Security Report on
university-wide security and safety, including related policies,
procedures, and crime statistics, is available from the Vanderbilt University Police Department on the university website
at police.vanderbilt.edu/annual-security-report. A paper copy
of the report may be obtained by writing the Vanderbilt
University Police Department, 2800 Vanderbilt Place, Nashville, Tennessee 37212 or by calling (615) 343-9750. For more
information, see Vanderbilt University Police Department
in the following section of this catalog.
A copy of the annual Equity in Athletics Disclosure
Act Report on the Vanderbilt University athletic program

Owen School / Campus Resources for Students

participation rates and financial support data may be obtained

by writing the Vanderbilt University Office of Athletic
Compliance, 2601 Jess Neely Drive, P.O. Box 120158, Nashville,
Tennessee 37212 or by calling (615) 322-7992.
Information about your rights with respect to the privacy
of your educational records under the Family Educational
Rights and Privacy Act is available from the Office of the
University Registrar on the Vanderbilt University website at
registrar.vanderbilt.edu/academicrec/privacy.htm. Paper copies
of this information about educational records may be obtained
by writing the Office of the University Registrar, Vanderbilt
University, PMB 407701, 2301 Vanderbilt Place, Nashville,
Tennessee 37240-7701 or by calling (615) 322-7701. For more
information, see Confidentiality of Student Records in the
following section of this catalog.
The Writing Studio
The Writing Studio offers graduate students personal writing
consultations, fifty-minute interactive discussions about writing. Trained writing consultants can act as sounding boards
and guides for the development of arguments and the clarification of ideas. The focus of a consultation varies according to
the individual writer and project. In addition to the standard
fifty-minute consultations, the Writing Studio also offers
dissertation writers the possibility of having extended appointments with the same consultant on an ongoing basis. Fiftyminute appointments can be scheduled online at vanderbilt.
edu/writing. Extended appointments must be arranged in
advance through writing.studio@vanderbilt.edu and are
available on a first-come, first-served basis. Information about
other programs for graduate students, like the journal article
writing workshop and the annual dissertation writers retreat,
can also be found at vanderbilt.edu/writing.
Bishop Joseph Johnson Black Cultural Center
The Bishop Joseph Johnson Black Cultural Center (BJJBCC)
represents one of Vanderbilt Universitys numerous efforts
at acknowledging and promoting diversity. It does so by
providing educational and cultural programming on the black
experience for the entire Vanderbilt community. Dedicated
in 1984, the center is named for the first African American
student admitted to Vanderbilt University in 1953, Bishop
Joseph Johnson (B.D. 54, Ph.D. 58).
One of the centers aims is to provide cultural programming. It sponsors lectures, musical performances, art exhibitions, films, and discussions on African and African American
history and culture. The center also provides an office space
for a scholarly journal, the Afro-Hispanic Review, edited by
Vanderbilt faculty and graduate students.
Another of the centers aims is student support and
development. The center provides meeting spaces for numerous Vanderbilt student groups, including the Black Student
Alliance, Every Nation Campus Ministries, and Vanderbilt
Spoken Word. The center works with students on a wide range
of campus projects and community service opportunities. The
center also serves as a haven for students, with opportunities
for informal fellowship with other students of all levels as well
as with faculty and staff.
One additional aim of the center is community outreach
and service. To this end, the center reaches out to civic and
cultural groups. The BJJBCC facilitates tutoring and mentoring activities for young people from the Metro Nashville
Public Schools, the YMCA, and other community agencies.

Vanderbilt University students serve as tutors and mentors

to young people in the Edgehill community. The center also
helps promote student recruitment by hosting various precollege groups.
The center houses a computer lab, a small library, a seminar
room, an auditorium, a student lounge area, and staff offices.
The center is open to all Vanderbilt students, faculty, and staff
for programs and gatherings.
Margaret Cuninggim Womens Center
As part of the Office of the Dean of Students, the Margaret
Cuninggim Womens Center leads co-curricular campus
initiatives related to womens and gender issues. The center
partners with many departments, programs, and individuals
across campus to raise awareness about the ways in which gender shapes and is shaped by our lived experiences. Because its
aim is to make the Vanderbilt community more inclusive and
equitable, the center encourages all members of the Vanderbilt
community to take part in its events and resources.
The Womens Center celebrates women and their accomplishments and fosters empowerment for people of all identities. The center offers individual support and advocacy around
a variety of issues, including gender stereotyping, gender
equity, leadership, parenting, body image, disordered eating,
pregnancy and reproduction, sexual health, and more. The
Womens Center is open Monday through Friday, 8:00 a.m.
to 5:00 p.m. and is located at 316 West Side Row. For more
information, please call (615) 322-4843 or visit vanderbilt.edu/
womenscenter.
Office of LGBTQI Life
As a component of Vanderbilts Office of the Dean of Students,
the Lesbian, Gay, Bisexual, Transgender, Queer, and Intersex
(LGBTQI) Life office is a welcoming space for individuals of
all identities and a resource for information and support about
gender and sexuality. LGBTQI Life serves the entire Vanderbilt community through education, research, programming,
support, and social events. The office also serves as a comfortable study and socializing space, as well as a connection point
to the greater Nashville LGBTQI community. In addition,
LGBTQI Life conducts tailored trainings and consultations
for the campus and community and coordinates the Safe Zone
Ally program. The Office of LGBTQI Life is located in the K.
C. Potter Center, Euclid House, 312 West Side Row. For more
information, please visit vanderbilt.edu/lgbtqi.
Office of the University Chaplain and Religious Life
The Office of the University Chaplain and Religious Life
provides opportunities to explore and practice religion, faith,
and spirituality and to more deeply understand ones personal
values and social responsibility via educational programming,
encounters with various faith perspectives, and engagement
with religious and spiritual communities. The office welcomes
and serves all students, faculty, and staff and provides an intellectual home and ethical resource for anyone in the Vanderbilt
community seeking to clarify, explore, and deepen understanding of their lives and/or faith.
Recognizing the importance of exploring ones faith in
community, the office facilitates opportunities for individuals
of a shared faith to worship/practice their particular religious
tradition. Whether guided by one of our affiliated chaplains
or a student-run religious organization, these groups foster

10

a sense of community and common values. For a complete

listing of campus religious groups, resources, services, and
programming opportunities, visit vanderbilt.edu/religiouslife.
Schulman Center for Jewish Life
The 10,000-square-foot Ben Schulman Center for Jewish Life is
the home of Vanderbilt Hillel. The goal of the center is to provide a welcoming community for Jewish students at Vanderbilt
and to further religious learning, cultural awareness, and social
engagement. Vanderbilt Hillel is committed to enriching lives
and enhancing Jewish identity. It provides a home away from
home, where Jews of all denominations come together, united
by a shared purpose. The Schulman Center is also home to
Grins Cafe, Nashvilles only kosher and vegetarian restaurant.
For further information about the Schulman Center, please call
(615) 322-8376 or email hillel@vanderbilt.edu.
Parking, Vehicle Registration, and Alternative
Transportation
Parking space on campus is limited. Motor vehicles operated
on campus at any time by students, faculty, or staff must be
registered with VUPD Parking Services located in the Wesley
Place garage. A fee is charged. Parking regulations are published annually and are strictly enforced. More information is
available at vanderbilt.edu/parking.
Bicycles must be registered with the Vanderbilt University
Police Department.
All graduate and professsional students can ride to and
from the Vanderbilt campus free of charge on Nashvilles
Metropolitan Transit Authority buses. To use this service, a
valid student ID card is required for boarding the bus.
Psychological and Counseling Center
As part of the Vanderbilt University Medical Center, the PCC
supports the mental health needs of all students to help them
reach their academic and personal goals. Highly skilled and
multidisciplinary staff collaborates with students to provide
evidence-based treatment plans tailored to each individuals
unique background and needs. The PCC also emphasizes
prevention through outreach and consultation focused on the
development of the skills and self-awareness needed to excel in
a challenging educational environment.
The PCCs psychologists, licensed counselors, and psychiatric medical providers are available to any Vanderbilt student
and address a range of student needs including stress management, crisis intervention, substance abuse counseling, management of medications, individual counseling, group counseling,
biofeedback, emergency assessments, and psychiatric assessment and treatment. The PCC provides a team approach to the
care of students with eating disorders and students who have
experienced trauma as well as students needing both counseling and medication management. There is an on-call provider
after hours and on weekends for emergency calls.
The PCC provides screening and full assessment when
indicated for ADHD and learning disorders as well as assessment and support for reading and study skills.
A prevention program regarding substance use called
BASICS is provided by the PCC. Students who have questions
about their level of use may request an assessment through
BASICS to learn more about risk related to substance use.
The PCC also houses a Mind Body Lab. This room is
designed with the objective of enhancing mindfulness by

vanderbilt university

providing tools to manage stress, increase personal resilience,

and promote compassion and academic success. Students may
book a forty-five-minute session in the PCC Mind Body Lab by
calling the PCC at (615) 322-2571 or by stopping by the front desk.
Students are encouraged to make contact with the PCC
prior to the start of the school year if they have a history of
mental health care needs. This will help facilitate the transition of care and ensure that students are fully aware of PCC
resources. Contact the center at (615) 322-2571 for more
information.
There is no charge for services with the exceptions of
reduced fees for LD/ADHD screening and assessment. Over
the course of a year, approximately 20 percent of the Vanderbilt student population will seek out the services of the PCC.
Throughout the year, the PCC outreach coordinator and
other PCC staff also produce presentations, including educational programs, thematic presentations, and special events,
focused on education of the Vanderbilt community about
mental health issues and resources. The PCC is proud to
provide a program focusing on suicide prevention and mental
health awareness at Vanderbilt called MAPS: Mental Health
Awareness and the Prevention of Suicide.
For more information, visit medschool.vanderbilt.edu/pcc.
Project Safe Center
The Project Safe Center partners with students, faculty, and
staff to create a campus culture that rejects sexual violence and
serves as a resource for all members of the Vanderbilt community. Operating under the auspices of the Office of the Dean of
Students, the Project Safe Center provides support to survivors
of sexual violence and engages the campus community in
bystander intervention efforts and sexual assault prevention.
Green Dot, a bystander intervention program used by
colleges and communities nationwide, an online education
module addressing power-based violence, and a variety of
programs and presentations on consent, healthy relationships,
and violence prevention are available through the Project Safe
Center. A 24-hour support hotline answered by Project Safes
victim resource specialists is available at (615) 322-SAFE (7233).
The Project Safe Center located at 304 West Side Row is
open Monday through Friday, 8:00 a.m. to 5:00 p.m. For more
information, please call (615) 875-0660 or visit vanderbilt.edu/
projectsafe.
Student Health Center
The Student Health Center provides primary care services
for students and is staffed by physicians, nurse practitioners,
nurses, and a lab technician. The Student Health Center
provides services similar to those provided in a private physicians office or HMO, including routine medical care, specialty
care (e.g. nutrition and sports medicine), and some routine
lab tests. Most of the services students receive at the Student
Health Center are pre-paid, but those services that are not are
the responsibility of students to coordinate with their health
insurance.
When the university is in session, during fall and spring
semesters, the Student Health Center is open Monday through
Friday from 8:00 a.m. to 4:30 p.m., and Saturdays from 8:30
a.m. to noon. Students should call ahead to schedule an
appointment at (615) 322-2427. Students with urgent problems will be seen on a same-day basis. They will be given an
appointment that day, or worked in on a first-come, firstserved basis if no appointments are available.

Owen School / Campus Resources for Students

Emergency consultations services (at (615) 322-2427) are

available 24 hours a day, 7 days a week from on-call professionals. For more detailed information on the services available at the Student Health Center and information on other
health-related topics, please visit the Student Health Center
website at medschool.vanderbilt.edu/student-health.

Immunization Requirements
The State of Tennessee requires certain immunizations for all
students on university campuses. As such, Vanderbilt University will block student registration for those who are not in
compliance with the requirements.
The requirements include:
1. Varicella vaccine (two injections) is required for all students who have not had documented chickenpox. Any
waivers for this vaccine are very strict, and include only
certain religious or medical exemptions that must be
approved by the medical director of the Student Health
Center. For more information regarding this waiver,
please call the directors assistant at (615) 322-2254 or
email studenthealth@vanderbilt.edu.
2. Measles, mumps, and rubella (2 injections) for all incoming students. Any waivers for this vaccine are very strict,
and include only certain religious or medical exemptions that must be approved by the medical director
of the Student Health Center. For more information
regarding this waiver, please call the directors assistant
at (615) 322-2254 or email studenthealth@vanderbilt.edu.
The Student Health Center requires all incoming students
to complete a Health Questionnaire that includes further
information regarding the state-mandated vaccinations,
as well as information on other strongly recommended
vaccinations.
Information regarding this Health Questionnaire is communicated to students by email after admission to Vanderbilt
University. This Health Questionnaire must be returned to the
Student Health Center by May 15 with vaccination information.
Students should go to medschool.vanderbilt.edu/
student-health/immunization-requirements in order to access
more information regarding the immunization requirements.
This site also contains links to the PDFs of the required forms.
All vaccines can be administered at either a private provider office or at the Student Health Center. VUSN students
should review the immunization requirements in the Current
Student Requirements section of this catalog.

Student Injury and Sickness Insurance Plan

All students registered in degree programs for 4 or more
credit hours, or who are actively enrolled in research courses
(including but not limited to dissertation or thesis courses)
that are designated by Vanderbilt University as full-time
enrollment are required to have health insurance coverage.
The university offers a sickness and injury insurance plan that
is designed to provide hospital, surgical, and major medical
benefits. A brochure explaining the limits, exclusions, and
benefits of insurance coverage is available to students online at
gallagherstudent.com/vanderbilt or medschool.vanderbilt.edu/
student-health/student-health-insurance.
The annual premium is in addition to tuition and is automatically billed to the students account. Coverage extends
from August 12 until August 11 of the following year, whether
a student remains in school or is away from the university.

11

A student who does not want to subscribe to the insurance plan offered through the university must complete an
online waiver process at gallagherstudent.com/vanderbilt. This
process must be completed by August 1 for students enrolling
in the fall for annual coverage. Newly enrolled students for
the spring term must complete the online waiver process by
January 4. The online waiver process indicating comparable
coverage must be completed every year by August 1 in order
to waive participation in and the premium for the Student
Injury and Sickness Insurance Plan.
Family Coverage: Students who want to obtain coverage for
their families (spouse, children, or domestic partner) may do
so at gallagherstudent.com/vanderbilt. Additional premiums
are charged for family health insurance coverage and cannot
be put on a students VU account.

International Student Coverage

International students and their dependents residing in the
United States are required to purchase the universitys international student injury and sickness insurance. If you have other
comparable insurance and do not wish to participate in the
Student Injury and Sickness Insurance Plan offered through
the university, you must complete an online waiver process
(gallagherstudent.com/vanderbilt) indicating your other insurance information. This online waiver process must be completed no later than September 7 or you will remain enrolled
in the plan offered by the university and will be responsible for
paying the insurance premium. This insurance is required for
part-time as well as full-time students.
Services for Students with Disabilities
Vanderbilt is committed to the provisions of the Rehabilitation
Act of 1973 and Americans with Disabilities Act as it strives
to be an inclusive community for students with disabilities.
Students seeking accommodations for any type of disability
are encouraged to contact the Equal Opportunity, Affirmative
Action, and Disability Services Department. Services include,
but are not limited to, extended time for testing, assistance
with locating sign language interpreters, audiotaped textbooks,
physical adaptations, notetakers, and reading services. Accommodations are tailored to meet the needs of each student with
a documented disability. Specific concerns pertaining to services for people with disabilities or any disability issue should
be directed to the Disability Program Director, Equal Opportunity, Affirmative Action, and Disability Services Department
(EAD), PMB 401809, 2301 Vanderbilt Place, Nashville, Tennessee 37240-1809; phone (615) 322-4705 (V/TDD); fax (615)
343-0671; vanderbilt.edu/ead.
Nondiscrimination, Anti-Harassment, and AntiRetaliation
The Equal Opportunity, Affirmative Action, and Disability
Services Department investigates allegations of prohibited discrimination, harassment, and retaliation involving members of
the Vanderbilt community. This includes allegations of sexual
misconduct and other forms of power-based personal violence.
Vanderbilts Title IX coordinator is Anita Jenious, EAD director.
If you believe that a member of the Vanderbilt community
has engaged in prohibited discrimination, harassment, or
retaliation, please contact the EAD. If the offense is criminal in
nature, you may file a report with Vanderbilt University Police
Department (VUPD).

12

The EAD also facilitates interim accommodations for

students impacted by sexual misconduct and power-based
personal violence. Some examples of interim accommodations include stay-away orders, adjusted course schedules, and
housing changes.
Specific concerns pertaining to prohibited discrimination,
harassment, or retaliation, including allegations of sexual
misconduct and other forms of power-based personal violence,
should be directed to the Equal Opportunity, Affirmative
Action, and Disability Services Department (EAD), PMB
401809, 2301 Vanderbilt Place, Nashville, Tennessee 372401809; phone (615) 322-4705 (V/TDD); fax (615) 343-0671;
vanderbilt.edu/ead.
Student Records (Family Educational Rights and
Privacy Act)
Vanderbilt University is subject to the provisions of federal law
known as the Family Educational Rights and Privacy Act (also
referred to as FERPA). This act affords matriculated students
certain rights with respect to their educational records. These
rights include:
1. The right to inspect and review their education records within 45
days of the day the University receives a request for access. Students
should submit to the University Registrar written requests that identify the
record(s) they wish to inspect. The University Registrar will make arrangements for access and notify the student of the time and place where the
records may be inspected. If the University Registrar does not maintain
the records, the student will be directed to the University official to whom
the request should be addressed.
2. The right to request the amendment of any part of their education records that a student believes is inaccurate or misleading. Students who
wish to request an amendment to their educational record should write
the University official responsible for the record, clearly identify the part of
the record they want changed, and specify why it is inaccurate or misleading. If the University decides not to amend the record as requested by the
student, the student will be notified of the decision and advised of his or
her right to a hearing.
3. The right to consent to disclosures of personally identifiable information contained in the students education records to third parties, except
in situations that FERPA allows disclosure without the students consent.
These exceptions include:
Disclosure to school officials with legitimate educational interests. A
school official is a person employed by the University in an administrative, supervisory, academic or research, or support-staff position
(including University law enforcement personnel and health staff);
contractors, consultants, and other outside service providers with
whom the University has contracted; a member of the Board of Trust;
or a student serving on an official University committee, such as the
Honor Council, Student Conduct Council, or a grievance committee,
or assisting another school official in performing his or her tasks. A
school official has a legitimate educational interest if the official needs
to review an education record in order to fulfill his or her professional
responsibility.
Disclosure to parents if the student is a dependent for tax purposes.
Disclosure to appropriate individuals (e.g., parents/guardians, spouses, housing staff, health care personnel, police, etc.) where disclosure
is in connection with a health or safety emergency and knowledge of
such information is necessary to protect the health or safety of the
student or other individuals.
Disclosure to a parent or legal guardian of a student, information
regarding the students violation of any federal, state, or local law, or
of any rule or policy of the institution, governing the use or possession
of alcohol or a controlled substance if the University has determined
that the student has committed a disciplinary violation with respect to

vanderbilt university
the use or possession and the student is under the age of 21 at the
time of the disclosure to the parent/guardian.

FERPA provides the University the ability to designate

certain student information as directory information.
Directory information may be made available to any person
without the students consent unless the student gives notice
as provided for, below. Vanderbilt has designated the following as directory information: the students name, addresses,
telephone number, email address, student ID photos, major
field of study, school, classification, participation in officially
recognized activities and sports, weights and heights of members of athletic teams, dates of attendance, degrees and awards
received, the most recent previous educational agency or
institution attended by the student, and other information that
would not generally be considered harmful or an invasion of
privacy if disclosed. Any student who does not wish disclosure
of directory information should notify the University Registrar
in writing. No element of directory information as defined
above is released for students who request nondisclosure
except as required by statute.
The request for nondisclosure does not apply to class rosters in online class management applications, or to residential
rostersor rosters of groups a student may join voluntarily
in online, co-curricular engagement applications, or rosters
of other information on the websites of student organizations
that a student may join. Neither class rosters in online class
management applications, nor residential rosters in online cocurricular engagement applications, are available to the public.
As of January 3, 2012, the U.S. Department of Educations
FERPA regulations expand the circumstances under which
students education records and personally identifiable information (PII) contained in such recordsincluding Social Security
Numbers, grades, or other private informationmay be
accessed without consent. First, the U.S. Comptroller General,
the U.S. Attorney General, the U.S. Secretary of Education,
or state and local education authorities (Federal and State
Authorities) may allow access to student records and PII
without consent to any third party designated by a Federal or
State Authority to evaluate a federal- or state-supported education program. The evaluation may relate to any program that is
principally engaged in the provision of education, such as early
childhood education and job training, as well as any program
that is administered by an education agency or institution.
Second, Federal and State Authorities may allow access
to education records and PII without consent, to researchers
performing certain types of studies, in certain cases even when
the University objects to or does not request such research.
Federal and State Authorities must obtain certain use-restriction and data security promises from the third parties that they
authorize to receive PII, but the Authorities need not maintain
direct control over the third parties.
In addition, in connection with Statewide Longitudinal
Data Systems, State Authorities may collect, compile, permanently retain, and share without student consent, PII from
education records, and may track student participation in
education and other programs by linking such PII to other
personal information that they obtain from other Federal or
State data sources, including workforce development, unemployment insurance, child welfare, juvenile justice, military
service, and migrant student records systems.
If a student believes the University has failed to comply
with FERPA, he or she may file a complaint using the Student

Owen School / Campus Resources for Students

Complaint and Grievance Procedures as outlined in the

Student Handbook. If dissatisfied with the outcome of this procedure, students may file a written complaint with the Family
Policy Compliance Office, U.S. Department of Education, 400
Maryland Avenue SW, Washington, DC 20202-5920.
Questions about the application of the provisions of the
Family Educational Rights and Privacy Act should be directed
to the University Registrar or to the Office of General Counsel.

Vanderbilt Directory
Individual listings in the online People Finder Directory
consist of the students full name,Vanderbilt email address,
and campus mailing address, if available. Students may elect
to add additional contact information to their listings, including school, academic classification, local phone number,
local address, permanent address, cellphone, pager, and fax
numbers. Student listings in the People Finder Directory
are available to the Vanderbilt community via logon ID and
e-password. Students may choose to make their online People
Finder listings available to the general public (i.e., viewable
by anyone with access to the Internet), or to block individual
directory items. Students who have placed a directory hold
with the University Registrar will not be listed in the online
directory.
Directory information should be kept current. Students
may report address changes, emergency contact information,
and missing person contact information via the Web by logging in to YES (Your Enrollment Services) https://yes.vanderbilt.edu and clicking on the Address Change link.
Official University Communications
Certain federal statutes require that information be delivered
to each student. Vanderbilt delivers much of this information
via email. Official electronic notifications, including those
required by statutes, those required by University policy,
and instructions from University officials, will be sent to
students' Vanderbilt email addresses: user.name@vanderbilt.
edu. Students are required to be familiar with the contents of
official University notifications, and to respond to instructions
and other official correspondence requiring a response. Some
messages will include links to the YES Communications Tool,
which is a secure channel for official communication of a
confidential nature.
The university makes every effort to avoid inundating
students with nonessential email (often called "spam"), and
maintains separate lists from which students may unsubscribe
for announcements of general interest.
Vanderbilt Child and Family Center
The Vanderbilt Child and Family Center supports the health
and productivity of the Vanderbilt community by providing
resource and referral services and quality early childhood education and care to the children of faculty, staff, and students. The
centers website at childandfamilycenter.vanderbilt.edu provides
information concerning child care, elder care, summer camps,
tutoring services, and school-age child care. Care.com and
the Vanderbilt Sitter Service provide back-up care options for
dependents of all ages and evening, night, and weekend care.
The Child Care Center serves children ages six weeks
through five years. Applications for the waiting list may be
downloaded from the website. The Family Center offers a

13

monthly lunchtime series, Boomers, Elders, and More, and a

caregiver support group.
Vanderbilt University Police Department
The Vanderbilt University Police Department, (615) 322-2745,
is a professional law enforcement agency dedicated to the protection and security of Vanderbilt University and its diverse
community (police.vanderbilt.edu).
The Vanderbilt University Police Department comes under
the charge of the Office of the Vice Chancellor for Administration. As one of Tennessees larger law enforcement agencies, the Vanderbilt University Police Department provides
comprehensive law enforcement and security services to all
components of Vanderbilt University including the academic
campus, Vanderbilt University Medical Center, Vanderbilt
Health at One Hundred Oaks, and a variety of universityowned facilities throughout the Davidson County area.
The Police Department includes a staff of more than one
hundred people, organized into three divisions under the
Office of the Associate Vice Chancellor and Chief of Police:
Operations Division (Main Campus, Medical Center, and
100 Oaks Precincts), Administrative Division, and Auxiliary
Services Division. All of Vanderbilts commissioned police
officers have completed officer training at a state-certified
police academy and are required to complete on-the-job training as well as attend annual in-service training. Vanderbilt
police officers hold Special Police Commissions and have the
same authority as that of a municipal law enforcement officer,
while on property owned by Vanderbilt, on adjacent public
streets and sidewalks, and in nearby neighborhoods. When a
Vanderbilt student is involved in an off-campus offense, police
officers may assist with the investigation in cooperation with
local, state, or federal law enforcement. The department also
employs non-academy-trained officers called community
service officers (commonly referred to as CSOs) who lend
assistance 24/7 to the Vanderbilt community through services
that include providing walking escorts, providing jump starts,
and unlocking cars. For non-emergency assistance from a
community service officer, dial (615) 322-2745 (2-2745 from an
on-campus extension).
The Vanderbilt University Police Department provides
several services and programs to members of the Vanderbilt
community:
Vandy VansThe Vanderbilt University Police Department administers the Vandy Vans escort system at Vanderbilt
University. The Vandy Vans escort system provides vehicular
escorts to designated locations on campus. The service consists
of vans that operate from 5:00 p.m. to 5:00 a.m. GPS technology allows students to track Vandy Vans on their route via
computer or mobile phone, and to set up text message alerts to
let them know when a van will be arriving at their stop.
Stop locations were chosen based on location, the accessibility of a secure waiting area, and student input. Signs,
freestanding or located on existing structures, identify each
stop. A walking escort can be requested to walk a student from
his/her stop to the final destination. A van is also accessible to
students with mobility impairments. For complete information about the Vandy Vans service, including routes, stops,
and times, please visit vandyvans.com or call (615) 322-2554.
As a supplement to the Vandy Vans van service, walking
escorts are available for students walking to and from any
location on campus during nighttime hours. Walking escorts
are provided by VUPD officers. The telephone number to call

14

for a walking escort is (615) 421-8888, or 1-8888 from a campus

phone, after which, a representative from VUPD will be
dispatched to the callers location, or to a designated meeting
point to accompany the caller to his or her destination.
Emergency PhonesEmergency telephones (Blue Light
Phones) are located throughout the university campus, Medical Center, and 100 Oaks.
Each phone has an emergency button that when pressed
automatically dials the VUPD Communications Center. An
open line on any emergency phone will activate a priority
response from an officer. An officer will be sent to check on
the user of the phone, even if nothing is communicated to the
dispatcher. Cooperation is essential to help us maintain the
integrity of the emergency phone system. These phones should
be used only for actual or perceived emergency situations.
An emergency response can also be activated by dialing 911
from any campus phone. Cellphone users can dial (615) 4211911 to summon an emergency response on campus. Cellphone
users should dial 911 for off-campus emergencies. Callers
should be prepared to state the location from which they are
calling.
Security NoticesIn compliance with the U.S. Department of Higher Education and the Jeanne Clery Act, Security
Notices are issued to provide timely warning information concerning a potentially dangerous situation on or near Vanderbilt University. This information is provided to empower our
students and employees with the information necessary to
make decisions or take appropriate actions concerning their
own personal safety. Security Notices are distributed throughout Vanderbilt to make community members aware of significant crimes that occur at the university. They are distributed
through Vanderbilt email lists and through the departments
webpage, police.vanderbilt.edu/crime-info/crime-alerts.
Educational and Assistance ProgramsThe Crime Prevention Unit of Vanderbilt University Police Department offers
programs addressing issues such as sexual assault, domestic
violence, workplace violence, personal safety, RAD (Rape
Aggression Defense) classes, and victim assistance. VUPD
provides additional services including property registration
(for bikes, laptops, etc.), lost and found, weapons safekeeping,
and Submit a Crime Tip. For further information on available programs and services, call (615) 322-7846 or visit police.
vanderbilt.edu.
Additional information on security measures and crime
statistics for Vanderbilt is available from the Vanderbilt
University Police Department, 2800 Vanderbilt Place, Nashville, Tennessee 37212. Information is also available at police.
vanderbilt.edu.
Annual Security ReportThe Vanderbilt University
Annual Security Report is published each year to provide you
with information on security-related services offered by the
university and campus crime statistics in compliance with
the Jeanne Clery Disclosure of Campus Security Policy and
Campus Crime Statistics Act and the Tennessee College and
University Security Information Act.
This booklet is prepared with information provided by the
Nashville Metropolitan Police Department, the Department of
Student Athletics, Office of the Dean of Students, the Office of
Housing and Residential Education, and the Vanderbilt University Police Department. It summarizes university programs,
policies, and procedures designed to enhance personal safety
for everyone at Vanderbilt.

vanderbilt university

A copy of this report may be obtained by writing or calling

the Vanderbilt University Police Department, 2800 Vanderbilt
Place, Nashville, Tennessee 37212 or by telephone at (615)
343-9750. This report may also be obtained on the website at
police.vanderbilt.edu/annual-security-report.

Extracurricular Activities
Student Centers
A variety of facilities, programs, and activities are provided
in five separate student center locationsAlumni Hall,
The Commons Center, Kissam Center, Sarratt Student
Center|Rand Hall, and the Student Life Center.
Sarratt Student Center|Rand Hall is the main student
center hub, housing a 300-seat cinema, art gallery, art studios,
multicultural space, rehearsal rooms, large lounge spaces, large
and small meeting spaces, and a courtyard. The facility is also
home to Vanderbilt Student Communications, radio station,
TV station, Last Drop Coffee Shop, and the Pub at Overcup
Oak restaurant. Rand Hall houses the Rand Dining Center,
campus store, student-operated businesses, the Anchor
(student organization space), a multipurpose venue, meeting
and seminar rooms, plus large, open lounge space. Some of
the offices located in Sarratt Student Center|Rand Hall include
the Dean of Students, Greek Life, Leadership, and the Office of
Active Citizenship and Service. Also included in this facility is
a Ticketmaster outlet and a United States Postal Service office.
The Vanderbilt Student Life Center is the universitys
community keystone. It is both the fulfillment of students
vision to have a large social space on campus and a wonderful
complement to Sarratt Student Center|Rand Hall. The Student
Life Center has more than 18,000 square feet of event and
meeting space, including the 9,000-square-foot Commodore
Ballroom, which is one of the most popular spaces to have
events on campus. The center is also home to the Center for
Student Professional Development, International Student and
Scholar Services, Global Education Office, and Global Support
Services.
The Commons Center is the community crossroads of The
Ingram Commons living and learning community. It has it all:
the Dining Hall and great food; a living room with a concertgrade grand piano, and the occasional live musical performance; a small rec room with cardio equipment, free weights,
and weight machines; meeting and study rooms; and academic
support services like the Writing Studio, the Center for Student Professional Development, and the CASPAR premajor
advising center. The third floor of The Commons Center is the
home of the Department of Political Science.
Alumni Hall is a recent addition to the Vanderbilt student
centers family, although it was actually the original student
center on campus when the building opened in 1925. Reopened in fall 2013 after a yearlong renovation that transformed every space in the facility, Alumni Hall has returned
to its role as a student center after serving other purposes over
the years. In the newly renovated Alumni Hall, students now
have access to an exercise room as well as several new meeting
and event spaces and a new dining option known as Bamboo
Bistro. Offices in the building include the Tutoring Center, the
Writing Studio, and the new Vanderbilt Institute of Digital
Learning.

Owen School / Campus Resources for Students

Opened in fall 2014, Kissam Center is the fifth student center, and is part of the new Warren College and Moore College
residential living-learning communities. A completely new
facility, Kissam Center is home to more meeting and event
spaces as well as the Kissam Market and Kissam Kitchen.
Recreation and Sports
Physical education is not required for graduate and professional students, but almost two-thirds of Vanderbilt University students participate in sport clubs, intramurals, activity
classes, or other programs offered by Campus Recreation
at the Vanderbilt Recreation and Wellness Center (VRWC).
The large variety of programs available for meeting students
diverse interests include: forty-eight sports clubs with options
from traditional such as baseball, volleyball, and ice hockey to
nontraditional such as quidditch and capoeira; forty intramural sports (softball, flag football, basketball, table tennis, and
soccer); an aquatics program offering swimming lessons for all
ages and abilities as well as unique events like battleship. Red
Cross lifeguarding and CPR are also available. If being outside
is more your style, you can choose from one of more than
twenty adventure trips offered each semester or create your
own adventure and let Campus Recreation staff help with tips
and gear. Need a good workout? Campus Recreation offers
more than eighty group fitness classes a week and a variety
of wellness offerings from learn to box to healthy eating
through Vandy Cooks in the demonstration kitchen, Personalized Nutrition Coaching, and Nutrition Minute grab-and-go
information on a variety of nutrition topics.
The VRWC is a 289,000-square-foot facility that houses a
25 yard, 16 lane swimming pool; four courts for basketball, volleyball, and badminton; five racquetball and two squash courts;
a four-lane bowling alley; five group fitness class rooms, more
than 14,000 square feet of weight/fitness room space; rockclimbing wall; mat room; seven multipurpose rooms; locker
rooms; and a 120 yard turf field surrounded by a 300-meter
track in the indoor field house. Surrounding the VRWC is a
sand volleyball court and more than seven acres of field space
including three natural grass fields and one turf field.
All students pay a mandatory recreation fee which supports the facilities, fields, and programs (see the chapter on
Financial Information). Spouses must also pay a fee to use the
facilities.
For additional information, please visit vanderbilt.edu/
recreationandwellnesscenter.

15

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Master of Business Administration (MBA) Program

The expectations and responsibilities in the chapter Owen
Graduate School of Management (OGSM) Academic
Policies apply to all OGSM students. This chapter applies
to Master of Business Administration students.
The MBA program is a full-time, two-year program. Students
matriculate in early August and depart two years later in May.

Academic Policies
Degree Requirements
Candidates for the Vanderbilt MBA degree must receive the
favorable recommendation of the Owen School faculty, earn
a minimum of 62 credit hours, successfully complete all
required courses as well as an ethics course, earn a cumulative
grade point average of 3.0, complete at least one concentration,
earn fewer than three strikes, and meet all financial obligations to Vanderbilt University. Attendance at all orientationrelated events is required. All requirements must be completed
within three calendar years of the matriculation date.
NOTE: New course numbers took effect in fall 2015. Former course numbers are included in course descriptions in this catalog and at this website:
registrar.vanderbilt.edu/faculty/course-renumbering/course-lookup/.

Residence Requirement
The MBA program requires eight modulesthe equivalent of
four semestersof full-time study. Students may not enroll in
more than 10 credit hours per module and must be enrolled
in a minimum of 12 credit hours per semester to maintain
full-time status in the MBA program. Students may not exceed
18 credit hours per semester. (Short courses are excluded from
the 18-hour maximum.) Residence for two academic years
is required. The residence requirement is one and one-half
academic years for students in some dual degree and qualified
exchange programs and for graduates of Owens Master of
Science in Finance program.
Exemptions
The standards for exemption are set by the appropriate area
coordinator. Exemptions are granted either by credential or
exam. For MGT 6311 Introduction to Financial Accounting,
MGT 6381 Managerial Statistics, and MGT 6322 Managerial Economics, the Office of Academic Programs reviews all
incoming student transcripts to determine whether the student is exempt by credential. Exemption of MGT 6312 Introduction to Managerial Accounting and MGT 6321 Business in
the World Economy is predicated on passing the exemption
exam. The Office of Academic Programs notifies all students
regarding the schedule of exemption exams and exam results.
Students receive no credit for exempted courses.
Elective Courses
Students may not enroll in courses for which they do not have
the prerequisite course(s), and will be dropped from the course
roster if they have not completed the prerequisite course(s).

Pass/Fail Courses
Certain courses are designated as Pass/Fail. Students may not
take any other courses on a Pass/Fail basis.
Project Work and Independent Study Courses
All project work not associated with an established course
must be approved by the professor who will supervise such
work and the Office of Academic Programs. The Office of
Academic Programs provides guidelines for proposals to be
submitted for such projects. The Office of Academic Programs
will not accept proposals for project or independent study
courses after the first week of the module in which such work
is to be undertaken. Students may apply up to six credit hours
of project and independent study work combined toward fulfilling the MBA credit hour requirement. Independent study
work may not exceed two credit hours per module of study.
Transfer Credit
Up to 12 credit hours may be approved toward the MBA
degree if earned in a pre-approved dual degree program, a
qualified exchange program, or Owens Master of Science in
Finance program. Otherwise, transfer credit is not permitted.
Grades
Faculty use the following recommended grade distribution:
Letter grade

Numerical
weight

Percentages
Core course
Elective course

SP-Superior pass
HP-High pass
PA-Pass
LP-Low pass
F-Fail

4.0
3.5
3.0
2.5
0.0

Maximum 25%
40%

Maximum 30%
45%

At least 35%

At least 25%

Grade changes for clerical errors are permitted within two

weeks (14 calendar days from the date that grades are posted to
student records). This deadline applies even if school is not in
session. Extensions to this deadline are rare and are approved
by the Office of the Dean for extenuating circumstances that
confront the instructor or the student.
Grade Point Average (GPA)
Grade point averages are calculated using the indicated gradepoint values per credit hour:
Grade Abbreviation
SP
HP
PA
LP
F

Grade Description
Superior Pass
High Pass
Pass
Low Pass
Fail

Quality Points
4.0
3.5
3.0
2.5
0.0

MBA degree candidates must successfully complete a

minimum of 62 credit hours, including all required courses,
with at least a 3.0 cumulative grade point average. Exempted
courses, incompletes, and the grade Pass in Pass/Fail courses
are not included in the computation of grade point averages.
The grade Fail in Pass/Fail courses is entered into the GPA
calculation.

Owen School / Master of Business Administration (MBA) Program

17

REQUIRED
MBA students must complete the core and an ethics course:
Course Number
Course Title
Year 1
MOD I
MGT 6311
Introduction to Financial Accounting
MGT 6331
Managerial Finance
MGT 6342
Leading Teams and Organizations
MGT 6351
Management Communication
MGT 6381
Managerial Statistics
MOD II
MGT 6322
Managerial Economics
MGT 6361
Marketing Management
MGT 6371
Operations Management

MOD III
MGT 6312
Introduction to Managerial Accounting
MGT 6355
Strategic Management

MOD IV
MGT 6321
Business in the World Economy
Year 2
MOD I or MOD II
MGT 6456
Ethics in Business

Total Required Course Credit Hours

Concentrations
Concentrations are based on the foundational business disciplines and require a minimum of 12 credit hours in a single
discipline. Required electives are included in the 12 hours
needed for the concentration. Concentrations are prescribed
by area faculty. As stated in Degree Requirements, students
must complete at least one concentration. The course requirements for each concentration are provided in this section. In
planning course work, the student should note that not every
course is offered every year; check the Courses of Study section
of this bulletin and with the Office of Academic Programs. The
following concentrations are offered:

Credit Hours

2
2
2
1
2

2
2
2

2
2

2
23

Accounting
Finance
General Management
Health Care
Human and Organizational Performance
Marketing
Operations Management
Strategy
Students may double count one elective across two concentrations. For example, Corporate Valuation can be counted as
an elective in Finance and Strategy. No more than one elective
may be double-counted across two concentrations.

Accounting
REQUIRED
Course Number
MGT 6410
MGT 6411

Course Title
Financial Reporting I
Financial Reporting II

Credit Hours
2
2

ELECTIVES
8 additional hours from the following:
Course Number
MGT 6412
MGT 6413
MGT 6416
MGT 6417
MGT 6512
MGT 6513
MGT 6514
MGT 6518
MGT 6510

Course Title
Credit Hours
Taxation of Business and Investment Transactions
2
Advanced Management Accounting (Not offered 2015/2016)
2
Advanced Cost Accounting
2
Accounting Information Systems
2
Taxation of Business Entities
2
Financial Statement Analysis
2
Advanced Financial Reporting for the Multinational Corporation
2
Accounting and Finance for Entrepreneurs (Not offered 2015/2016)
2
Federal Income Taxation of Mergers and Acquisitions
2

18

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Finance
REQUIRED
Course Number
MGT 6430
MGT 6431

Course Title
Investments
Corporate Valuation

Credit Hours
2
2

ELECTIVES
8 additional hours from the following:
Course Number
MGT 6432
MGT 6433
MGT 6435
MGT 6436
MGT 6437
MGT 6438
MGT 6439
MGT 6508
MGT 6530
MGT 6531
MGT 6532
MGT 6533
MGT 6534
MGT 6535
MGT 6536
MGT 6537
MGT 6539
MGT 6545

Course Title
Credit Hours
Corporate Financial Policy
2
International Financial Markets and Instruments
2
Applied Investment Management
2
Bond Markets
2
Real Estate Financial Analysis
2
Real Estate Investment and Development
2
Advanced Real Estate Valuation
2
Health Care Finance and Accounting
2
Mergers and Acquisitions
2
Private Equity and Leveraged Buyouts (short course)
1
Risk Management
2
Derivatives Markets
2
Financial Data Analysis
2
Derivative Securities Valuation
2
Active Portfolio Management
2
Distressed Corporate Restructuring and Reorganization (short course) 1
Hedge Funds (Not offered 2015/2016)
2
Federal Income Taxation of Mergers and Acquisitions
2

General Management
General management is a customized concentration. A student in consultation with a faculty member and the Office of Academic Programs devises a
curriculum tailored to his/her needs. Guidelines for proposals are available in the Office of Academic Programs. The resulting proposal must be approved
by the professor charged with overseeing the students course of study and by the Office of Academic Programs.

Health Care
ELECTIVES
Choose 12 credit hours from the following:
Course Number
MGT 6012/6013
MGT 6014
MGT 6015
MGT 6473
MGT 6500
MGT 6501
MGT 6503
MGT 6504
MGT 6506
MGT 6507
MGT 6508
MGT 6509
MGT 6010/6011

Course Title
Credit Hours
Health Care Quality Improvement (1 credit hour per mod)
2
Health Care Marketing
2
Health Care Delivery Organizations
2
Health Care Operations
2
Health Care Technology Trends (Not offered 2015/2016)
2
Health Care Clinical Immersion
2
Health Care Innovation and Evaluation
2
Health Care Economics and Policy
2
Health Care Law and Regulation
2
Health Care Information Technology (Not offered 2015/2016))
2
Health Care Finance and Accounting
2
Modeling and Analysis of Health Care Data
2
Practice of Transplant Administration
4

NOTE: New course numbers took effect in fall 2015. Former course numbers are included in course descriptions in this catalog and at this website:
registrar.vanderbilt.edu/faculty/course-renumbering/course-lookup/.

Owen School / Master of Business Administration (MBA) Program

19

Human and Organizational Performance

REQUIRED
Course Number
MGT 6440

Course Title
Strategic Alignment of Human Capital

Credit Hours
2

MGT 6441
OR
MGT 6540

Managerial and Organizational Effectiveness

Leading Change

ELECTIVES
8 additional hours from the following:
Course Number
Course Title
Credit Hours
MGT 6441
Managerial and Organizational Effectiveness
2
MGT 6442
Talent Management
2
MGT 6443
Power and Influence in Organizations (Not offered 2015/2016)
2
MGT 6444
Leadership: Theory and Practice
2
MGT 6445
Talent Management
2
MGT 6446
Compensation Decision Making
2
MGT 6447
Labor and Employee Relations
2
MGT 6448
Negotiation
2
MGT 6449
Innovation Strategy
2
MGT 6456
Ethics in Business
2
MGT 6012/6013
Health Care Quality Improvement (1 credit hour per mod)
2
MGT 6015
Health Care Delivery Organizations
2
MGT 6544
Controversies and Debates in Business, Management, and Society
2
MGT 6546
Executive Coaching (short course)
1
MGT 6547
Training Systems Management (short course) (Not offered 2015/2016) 1
MGT 6548/6549
Special Topics in Organization Studies: Practicum on
Employment Discrimination: EEOC (1 credit hour per mod)
2

Marketing
ELECTIVES
12 hours from the following:
Course Number
MGT 6462
MGT 6463
MGT 6014
MGT 6460
MGT 6461
MGT 6464
MGT 6465
MGT 6467
MGT 6468
MGT 6560
MGT 6562
MGT 6568

Course Title
Credit Hours
Consumer Analysis
2
Quantitative Analysis for Marketing Decision Making
2
Health Care Marketing
2
Marketing Communications: Advertising and Social Media
2
Consumer Insights for Marketing Decision Making
2
Selling Strategy: Promotions, Persuasion, and Public Relations
2
Marketing Models
2
New Product Development
2
Brand Management
2
Marketing Strategy
2
Customer Relationship Management (Not offered 2015/2016)
2
Pricing Strategies
2

NOTE: New course numbers took effect in fall 2015. Former course numbers are included in course descriptions in this catalog and at this website:
registrar.vanderbilt.edu/faculty/course-renumbering/course-lookup/.

20

vanderbilt university

Operations Management
REQUIRED
Course Number
MGT 6472
MGT 6479

Course Title
Supply Chain Management
Management of Service Operations

Credit Hours
2
2

ELECTIVES
8 additional hours from the following:
Course Number
MGT 6475
MGT 6478
MGT 6492
MGT 6541
MGT 6550/6551
MGT 6572
MGT 6574
MGT 6575
MGT 6577
MGT 6012/6013
MGT 6473

Course Title
Credit Hours
Operations Strategy
2
Essentials of Project Management
1
Data Management and Business Intelligence
2
Product Design I
2
Consulting for Strategy and Operations Project (2 credit hours per mod)
4
Strategic Management of Technology
2
Spreadsheets for Business Analytics
2
Spreadsheet Macros (VBA) for IT Applications
2
Managing and Improving Processes
2
Health Care Quality Improvement (1 credit hour per mod)
2
Health Care Operations
2

Strategy
REQUIRED
Course Number
MGT 6526

Course Title
Corporate Strategy

Credit Hours
2

ELECTIVES
10 additional hours from the following:
Course Number
Course Title
Credit Hours
MGT 6420
The Future of Energy Markets in a Low Carbon Economy
2
MGT 6421
Financial Analysis of ESG Data
2
MGT 6423
Corporate Strategies for Environmental, Social,
and Governmental Issues
2
MGT 6425
Game Theory and Business Strategy
2
MGT 6426
Managing the Global Enterprise
2
MGT 6427
Life Cycle of an Enterprise
2
MGT 6428
Social Enterprise and Entrepreneurship
1
MGT 6429
Social Enterprise Project Planning
1
MGT 6431
Corporate Valuation
2
MGT 6440
Strategic Alignment of Human Capital
2
MGT 6441
Organizational and Managerial Effectiveness
2
MGT 6449
Innovation Strategy
2
MGT 6012/6013
Health Care Quality Improvement (1 hour per semester)
2
MGT 6475
Operations Strategy
2
MGT 6504
Health Care Economics and Policy
2
MGT 6508
Health Care Finance and Accounting
2
MGT 6530
Mergers and Acquisitions
2
MGT 6540
Leading Change
2
MGT 6544
Controversies and Debates in Business, Management, and Society
2
MGT 6545
Doing Business in China
2
MGT 6550/6551
Consulting for Strategy and Operations Project (2 credit hours per mod)
4
MGT 6559
Launching the Venture
2
MGT 6560
Marketing Strategy
2
MGT 6565
Internet Marketing (short course)
1
MGT 6568
Pricing Strategies
2
MGT 6572
Strategic Management of Technology
2
Strategy-related project courses do not count toward the 12-hour requirement in the strategy concentration unless approved by the area head.
NOTE: New course numbers took effect in fall 2015. Former course numbers are included in course descriptions in this catalog and at this website:
registrar.vanderbilt.edu/faculty/course-renumbering/course-lookup/.

Owen School / Master of Business Administration (MBA) Program

21

Specializations
Specializations are focused course tracks for students desiring
an in-depth study of the functional area for their chosen career.
Specializations are prescribed by area faculty. Specializations
typically require 20 credit hours of course work. The 20-credithour requirement represents the 12 credit hours earned in the
related concentration plus an additional eight hours. The course
requirements for each specialization are provided in this section.
In planning course work, the student should note that not every
course is offered every year; check the Courses of Study section
of this bulletin and with the Office of Academic Programs. The
following specializations are offered:

Brand Management
Corporate Finance
Human and Organizational Performance
Investment Management

Brand Management
REQUIRED
Course Number
MGT 6460**
MGT 6461*
MGT 6462*
MGT 6463*
MGT 6464**
MGT 6465*
MGT 6468*

Course Title
Credit Hours
Marketing Communications: Advertising and Social Media
2
Consumer Insights for Marketing Decision-Making
2
Consumer Analysis
2
Quantitative Analysis for Marketing Decision-Making
2
Selling Strategy: Promotions, Persuasion, and Public Relations
2
Marketing Models
2
Brand Management
2

* Recommended in Year One

** Recommended in Year Two
ELECTIVES
Choose three courses from the following:
Course Number
MGT 6013
MGT 6467
MGT 6560
MGT 6562
MGT 6565
MGT 6568

Course Title
Credit Hours
Health Care Marketing
2
New Product Development
2
Marketing Strategy
2
Customer Relationship Management (Not offered 2015/2016)
2
Internet Marketing (short course)
1
Pricing Strategies
2

Highly recommended electives that do not count toward the specialization:

Supply Chain Management (MGT 6472)

Game Theory (MGT 6425)
Negotiation (MGT 6448)

One additional accounting course from the following list (recommended but does not count toward the specialization):

Financial Statement Analysis (MGT 6513)

Financial Reporting I, II (MGT 6410 and 6411)

One additional HOP course from the following list (recommended but does not count toward the specialization):

Leadership Theory and Practice (MGT 6444) (Not offered 2015/2016)

Leading Change (MGT 6540)
Managerial and Organizational Effectiveness (MGT 6441)

NOTE: New course numbers took effect in fall 2015. Former course numbers are included in course descriptions in this catalog and at this website:
registrar.vanderbilt.edu/faculty/course-renumbering/course-lookup/.

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Corporate Finance
REQUIRED
Course Number
MGT 6410*
MGT 6411*
MGT 6412**
MGT 6430*
MGT 6431*
MGT 6432**
MGT 6433
MGT 6530**
MGT 6531**
MGT 6533**
MGT 6537**

* Recommended in Year One
** Recommended in Year Two

Course Title
Credit Hours
Financial Reporting I
2
Financial Reporting II
2
Taxation of Business and Investment Transactions
2
Investments
2
Corporate Valuation
2
Corporate Financial Policy
2
International Financial Markets and Instruments
2
Mergers and Acquisitions
2
Private Equity and Leveraged Buyouts (short course)
1
Derivatives Markets
2
Distressed Corporate Restructuring and Reorganization (short course) 1

ELECTIVES
Highly recommended electives that do not count toward the specialization:

Bond Markets (MGT 6436)

Applied Investment Management (MGT 6435)
Taxation of Business Entities (MGT 6512)
Financial Statement Analysis (MGT 6513)
Federal Income Taxation of Mergers and Acquisitions (MGT 6545)

Human and Organizational Performance

REQUIRED
Course Number
MGT 6440*
MGT 6445**
MGT 6446*
MGT 6447**

Course Title
Strategic Alignment of Human Capital
Talent Management
Compensation Decision-Making
Labor and Employee Relations

Credit Hours
2
2
2
2

Course Title
Managerial and Organizational Effectiveness
Leading Change

Credit Hours
2
2

Choose one course from the following:

Course Number
MGT 6441**
MGT 6540**

NOTE: New course numbers took effect in fall 2015. Former course numbers are included in course descriptions in this catalog and at this website:
registrar.vanderbilt.edu/faculty/course-renumbering/course-lookup/.
ELECTIVES
Choose 6 credit hours from the following:
Course Number
Course Title
Credit Hours
MGT 6441**
Managerial and Organizational Effectiveness
2
MGT 6444
Leadership: Theory and Practice
2
MGT 6448
Negotiation
2
MGT 6456
Ethics in Business
2
MGT 6012/6013
Health Care Quality Improvement (1 hour per semester)
2
MGT 6014
Health Care Delivery Organizations
2
MGT 6540
Leading Change
2
MGT 6546
Executive Coaching (short course)
1
MGT 6547
Training Systems Management (short course) (Not offered 2015/2016) 1
MGT 6548/6549
Special Topics in Organization Studies: Practicum on
Employment Discrimination: EEOC (1 credit hour per mod)
2
LOP 3270
Leading Globally Diverse Organizations (Peabody College)
3

* Recommended in Year One
** Recommended in Year Two

Owen School / Master of Business Administration (MBA) Program

23

Investment Management
REQUIRED
Course Number
MGT 6410*
MGT 6411*
MGT 6430*
MGT 6431*
MGT 6433**
MGT 6435**
MGT 6436**
MGT 6533*

Course Title
Financial Reporting I
Financial Reporting II
Investments
Corporate Valuation
International Financial Markets and Instruments
Applied Investment Management
Bond Markets
Derivatives Markets

Credit Hours
2
2
2
2
2
2
2
2

Course Title
Risk Management
Derivative Securities Valuation
Active Portfolio Management

Credit Hours
2
2
2

* Recommended in Year One

** Recommended in Year Two
ELECTIVES
Choose 2 credit hours from the following:
Course Number
MGT 6532
MGT 6535
MGT 6536

NOTE: A student taking two courses in this category is not required to take a secondary elective.
Secondary ELECTIVES
Choose 2 credit hours from the following:
Course Number
MGT 6432
MGT 6513
MGT 6530

Course Title
Corporate Financial Policy
Financial Statement Analysis
Mergers and Acquisitions

Credit Hours
2
2
2

Highly recommended electives that do not count toward the specialization:

Taxation of Business Entities (MGT 6512)

Private Equity and Leveraged Buyouts (MGT 6531) (short course1 credit hour))
Federal Income Taxation of Mergers and Acquisitions (MGT 6510)
Distressed Corporate Restructuring and Reorganization (MGT 6537) (short course1 credit hour)
Taxation of Business and Investment Transactions (MGT 6412)

NOTE: New course numbers took effect in fall 2015. Former course numbers are included in course descriptions in this catalog and at this website:
registrar.vanderbilt.edu/faculty/course-renumbering/course-lookup/.

24

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Emphases
Emphases allow students to gain exposure to an additional area
of interest and are prescribed by area faculty. Emphases require
eight hours of course work and do not replace the requirement
that at least one concentration and an ethics requirement be
completed to earn the degree. Students may complete more than
one emphasis, but the same course may be applied to only one
emphasis. Students may also request a customized emphasis in
a particular area. Students must work with a tenured or tenuretrack faculty adviser who will approve the 8 hours of course
work toward the emphasis. An emphasis may not be proposed
in an area that already supports a concentration or specialization.The course requirements for each emphasis are provided in
this section. In planning course work, the student should note
that not every course is offered every year; check the Schedule
of Classes published each semester. The following emphases are
offered:

Customized Emphases
A student may choose to customize an emphasis in an area
of interest, for example, Environmental Management. This
requires submission of an approval form and an area advisers
signature. For further information, contact the Office of
Academic Programs.

Entrepreneurship
International Studies
Real Estate
Entrepreneurship
8 hours of course work from the following:
Course Number
MGT 6426
MGT 6428
MGT 6449
MGT 6503
MGT 6518
MGT 6541
MGT 6542
MGT 6556
MGT 6558
MGT 6559

Course Title
Managing the Global Enterprise
Social Enterprise and Entrepreneurship
Innovation Strategy
Health Care Innovation and Evaluation
Accounting and Finance for Entrepreneurs
Product Design I
Product Design II
Introduction to Entrepreneurship
Writing a Business Plan
Launching the Venture

Credit Hours
2
2
2
2
2
2
2
2
2
2

Other recommended courses which do not count as part of the 8 hours toward the emphasis:
Course Number
MGT 6444
MGT 6479

Course Title
Leadership: Theory and Practice
Management of Service Operations

Credit Hours
2
2

NOTE: Students may petition to have a project course count as credit toward the entrepreneurship emphasis. The project course must have an entrepreneurship component in order to be considered for credit toward the emphasis. Other Owen and Vanderbilt courses will be considered for credit toward
the entrepreneurship emphasis on a case-by-case basis.

NOTE: New course numbers took effect in fall 2015. Former course numbers are included in course descriptions in this catalog and at this website:
registrar.vanderbilt.edu/faculty/course-renumbering/course-lookup/.

Owen School / Master of Business Administration (MBA) Program

25

International Studies
8 hours of course work from the following:
Course Number
MGT 6423
MGT 6426
MGT 6433
MGT 6475
MGT 6526
MGT 6552
MGT 6554
MGT 6555
MGT 6557
MGT 6903

Course Title
Credit Hours
Corporate Strategies for ESG Issues
2
Managing the Global Enterprise
2
International Financial Markets and Instruments
2
Operations Strategy
2
Corporate Strategy
2
Project Pyramid
2
Project Pyramid Immersion
1
International Business Seminar
2
Global Business Association Immersion Trip
1
International Exchange Programs and Maymester courses
Variable

Students are also encouraged to have competence in a foreign language and knowledge about non-U.S. culture, politics, history, and law. To facilitate development of this competence, students may take an upper-level course in history, law, or political science as an elective. If their program permits, students
may be authorized to take language courses for credit as electives for the MBA degree, with the following stipulations: course credit may not be earned for
a language course in the native language of the student, nor may a student earn course credit for an English language course. Elective language courses
must be at the intermediate level or above and approved by the Office of Academic Programs.

Real Estate
REQUIRED
Course Number
MGT 6437
MGT 6438

Course Title
Real Estate Financial Analysis
Real Estate Investment and Development

Credit Hours
2
2

Course Title
Commercial Real Estate Transactions
Property Law for Business
Advanced Real Estate Valuation
Real Estate Capstone (1 credit hour per mod)
Contemporary Issues in Real Estate

Credit Hours
1
1
2
2
1

ELECTIVES
Choose 4 credit hours from the following:
Course Number
MGT 6434
MGT 6438
MGT 6439
MGT 6739/6829
MGT 6939

Students may request to take courses in the Law School for credit toward the Real Estate Emphasis. Approval is required. Students are advised to check
with the Office of Academic Programs.
NOTE: New course numbers took effect in fall 2015. Former course numbers are included in course descriptions in this catalog and at this website:
registrar.vanderbilt.edu/faculty/course-renumbering/course-lookup/.

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vanderbilt university

Exchange Programs

Africa

Owen participates in exchange programs with the following universities. Exchange programs are permitted in the second year
of the MBA program. Students must be in good standing with
the university and have completed all first-year requirements
with a minimum 3.0 GPA to participate in exchange programs.
Students should review the fact sheet on exchange opportunities
available in the academic programs office and meet with the
Career Management Center, if interested in participating.

Asia

Latin America
INCAE BUSINESS SCHOOL
Alajuela, Costa Rica
http://incae.aac.cr
IPADE BUSINESS SCHOOL
Mexico City, Mexico
http://mba.ipade.mx
PONTIFICIA UNIVERSIDAD CATLICA DE CHILE (PUC)
Santiago, Chile
http://www.sol.facea.puc.cl
UNIVERSIDADE DE SO PAULO (USP)
So Paulo, Brazil
http://www.usp.br

Europe
COLE SUPRIEURE DES SCIENCES CONOMIQUES ET
COMMERCIALES (ESSEC)
Cergy-Pontoise, France
http://www.essec.fr
EUROPEAN BUSINESS SCHOOL (EBS)
Oestrich-Winkel, Germany
http://www.ebs.edu
BOCCONI UNIVERSITY
Milan, Italy
http://www.unibocconi.it
NORWEGIAN SCHOOL OF ECONOMICS AND BUSINESS
ADMINISTRATION
Bergen, Norway
http://www.nhh.no
UNIVERSITY OF KARLSRUHE
Karlsruhe, Germany
http://www.wiwi.uni-karlsruhe.de
WHUOtto Beisheim School of Management
Vallendar, Germany
http://www.whu-koblenz.de
Vienna University of Economics and Business
Administration
Vienna, Austria
http://www.wu-wien.ac.at>
ERASMUS UNIVERSITY, ROTTERDAM SCHOOL OF MANAGEMENT
Rotterdam, The Netherlands
http://www.fbk.eur.nl

WITS BUSINESS SCHOOL

Johannesburg, South Africa
http://www.ac.za.wbs

GUANGHUA SCHOOL OF MANAGEMENT, PEKING UNIVERSITY

Beijing, P. R. China
http://w3.gsm.pku.edu.cn/en/
NATIONAL UNIVERSITY OF SINGAPORE
Singapore
http://www.mba.nus.edu.sg/
INTERNATIONAL UNIVERSITY OF JAPAN
Niigata, Japan
http://www.iuj.ac.jp
FUDAN UNIVERSITY
Shanghai, China
http://www.fudan.edu.cn
HONG KONG UNIVERSITY OF SCIENCE AND TECHNOLOGY
Kowloon, Hong Kong
http://www.bm.ust.hk
KOREA UNIVERSITY BUSINESS SCHOOL
Seoul, Korea
http://biz.korea.ac.kr/en

Australia
MELBOURNE BUSINESS SCHOOL
Melbourne, Australia
http://www.mbs.edu

Additionally, students can participate in two-to-three-week

Maymester study abroad programs in various countries. Information on study abroad options is available from the Office of
Academic Programs.

Owen School / Master of Business Administration (MBA) Program

MBA Dual-Degree Programs

The MBA requires 62 credit hours (4 semesters) of course work.
When pursued as part of a dual degree, Owen will accept 12
credit hours from the partner school as electives, reducing the
Owen residence requirement to 50 credit hours (3 semesters).
Management/Divinity
A dual degree from Owen and Vanderbilt Divinity School
prepares students for management and ministry of a church
or for management work in social services or pastoral care.
By combining study in management with study in divinity, a
student can earn both the MBA and the M.Div. in a total of
four yearseight semestersinstead of the five years normally
required to complete the two degrees consecutively. MBA/M.
Div. students must apply separately to the Divinity School and
to Owen and be granted admission by both schools. Rejection by either school does not negate acceptance by the other
school, but this acceptance is to the regular degree program,
not the dual-degree program. It is recommended that students
begin their program at the Divinity School, given the tuition
arrangements in both schools. As with other dual professional
and graduate degrees, the number of hours required to earn
the MBA credential is reduced from 62 to 50 credit hours
because Owen will give credit for 12 hours of course work
from the Divinity School.
Management/Engineering
In the five-year dual-degree program in engineering and
management, the student spends three undergraduate years in
an engineering science major at Vanderbilt University School
of Engineering followed by two years at the Owen School.
Dual-degree students must enroll in all first-year required
courses used to meet the students elective requirements for
the B.S. in engineering science. Successful students receive
the B.S. from the School of Engineering after their first year
at the Owen School and the MBA from the Owen School the
following year. Application to the Owen School normally is
made during the students junior year. Successful completion
of the undergraduate curriculum in engineering science does
not ensure admission to the Owen School.
Management/Fisk University
Undergraduate students at Fisk University may be admitted to
the Owen School in their fourth year of undergraduate study.
During the fourth and fifth years, students pursue the MBA
curriculum. Applicants must complete course work in algebra
and calculus as part of their curriculum at Fisk before expected
enrollment at Owen.
Students normally apply to the Owen School for admission during their junior year and are subject to normal Owen
School admission requirements.
Management/Law
MBA/JD. By combining study in management with study in
law, a student can earn both the JD and the MBA in a total of four
years (eight semesters), instead of the five years normally required
to complete the two degrees. Students enroll for their first year
of study in the dual-degree program on a full-time basis in either
the Law School or the Owen School. Students should begin their
dual-degree studies in the Law School and then attend the Owen
School in their second year. All applicants to the dual-degree

27

program should notify the Owen School of their status at the time
of application.
The Owen School requires 62 hours for graduation and
the Law School requires 88 hours. The Law School will grant
transfer credit for 12 hours of course work taken at the Owen
School; similarly, the Owen School will grant transfer credit
toward the management degree for 12 hours of Law School
course work. Transfer credits must be the equivalent of a C
grade or better. Law School courses appear with the grade P
(Pass) on the Owen School transcript.
Applicants to the dual-degree program must make application to and be admitted by each school separately. Rejection by
one school does not negate acceptance by the other school, but
this acceptance would then be for the regular degree program,
not the dual-degree program.
MSF/JD. See page 49 for information on the MSF/JD
program.
Management/Medicine
By combining course work from both the Owen Graduate
School of Management and the School of Medicine, students
can pursue both the MBA and the M.D. in five years.
Dual-degree students spend their first three years in the
School of Medicine and apply to Owen in their third year.
They then enroll in the Owen School for year four and take
courses in both schools in year five, thus completing both
degrees in five years. The Owen School grants 12 hours (2
units) of transfer work for courses completed in the School of
Medicine; the School of Medicine, in turn, counts 12 hours of
Owen course work as 2 units toward the M.D.
Since MBA/M.D. students complete additional course work
and rotations in the summer semesters, students should contact
the School of Medicine for curriculum guidelines.
Management/College of Arts and Science
By combining one and one-half years of study in the Owen
School with three and one-half years in Vanderbilts College
of Arts and Science, students may obtain both the bachelor of
arts and the MBA in five years (ten semesters). The bachelor of
arts from the College of Arts and Science is awarded at the end
of the fourth year under the senior-in-absentia program, and
the MBA from the Owen School after the fifth year.
In accordance with regulations governing the senior-inabsentia program, all Arts and Science program requirements
plus 105 hours counting toward the degree from the college
with a grade point average of 2.0, must be completed by the
end of the first semester of the fourth year. Management
381 and 311 may be counted toward the 105 hours unless the
student has taken the Arts and Science equivalent(s) to that or
those course(s).
Students must apply to the Owen School for admission to
the five-year program during their junior year. Students are
subject to normal Owen School admission requirements, and
no student is assured of admission to the Owen School by
virtue of completion of the requirements listed above. Students
who are accepted will be registered in the Owen School for
three semesters (a minimum of 50 hours). Up to 15 hours of
Owen School courses approved by the College of Arts and Science may be counted toward completion of the undergraduate
degree. Upon acceptance to the Owen School, students should
contact the Office of Academic Programs at the Owen School
for an advising appointment.

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vanderbilt university

Financial Aid

Planning for the Program

The scholarship or other financial aid commitment of the College of Arts and Science will not be continued automatically
beyond the seventh semester for students enrolled in the fiveyear program. Eighth semester financial aid is the students
responsibility.

Students interested in this program must meet with Blair

Associate Dean Melissa Rose early in their B.Mus curriculum
for advice on planning undergraduate studies to meet the
MBA program requirements.

Management/Blair School of Music

The five-year dual-degree program with the Blair School of Music
allows a small cohort of particularly motivated students to overlap
their undergraduate coursework with work toward the MBA,
facilitating the earning of both the undergraduate and graduate
degrees in five years (ten semesters). By combining three and onehalf years in Vanderbilts Blair School of Music with one and onehalf years of study in the Owen School, students may obtain both
the bachelor of music and the master of business administration
in five years. The baccalaureate from the Blair School is awarded
at the end of the fourth year, and the MBA from the Owen School
after the fifth year. Students interested in pursuing this program
must be enrolled in the musical arts major.
Required course work includes the normal Blair course work
for the musical arts major, plus Business of Music and a graded
internship, for a minimum of 80 credit hours in music.
A curriculum plan, including recommended electives, is
provided in the Blair Student Handbook. Students must apply
to the Owen School for admission to the five-year program
during their junior year. Early application is recommended.
Acceptance into the five-year program is extremely competitive and requires advanced standing earned in undergraduate
courses and demonstrated excellence in quantitative courses
and team-based projects. Additionally, the Owen administration will look for professional maturity and a clear understanding of the rigor of the two-year MBA curriculum. The Summer
Business Institute (Accelerator) is strongly recommended for
five-year applicants prior to matriculating at Owen.
Students who are accepted to the five-year program will
remain registered as B.Mus. students through spring of junior
year and fall of senior year, and will register as Owen students in
spring of senior year. However, academically, students will take
a full semester load of required business courses both in fall and
spring of senior year while completing the final B.Mus. degree
requirements (normally, lessons and ensembles) in the musical
arts major. The completion of the B.Mus. degree requirements
prior to fall of the students fifth year is required for continuation in the MBA program.

Academic Awards and Academic

Scholarships

Tuition and Financial Aid

The scholarship or other financial aid commitment of the Blair
School will not be continued automatically beyond the seventh
semester for students enrolled in the dual-degree program.
Eighth-semester financial aid is the students responsibility.
Students should notify the Owen School with their application if they are interested in being a candidate for an Owen
scholarship during their MBA studies. Early application is
recommended. Need-based aid will still apply. Students pay
tuition to the undergraduate school for the fall semester
of their fourth year, after which all tuition is paid to Owen
(and reflects graduate school tuition rates). The Blair School
of Music will waive fees for the required MUSP instruction
during spring of the fourth year to facilitate completion of the
B.Mus. requirements.

Academic Awards (awarded at graduation)

FINANCIAL EXECUTIVES INTERNATIONAL AWARD
is presented to the graduating MBA student for outstanding
performance in accounting and finance courses and is chosen
by the Owen accounting and finance faculty.
FLOURNOY A. COLES JR. PRIZE is awarded annually to a
graduating student in recognition of outstanding performance
in international management studies and contributions to
the School. The prize is endowed, and honors the memory of
Flournoy A. Coles, Jr., professor of management, emeritus,
and a founding member of the Owen School faculty.
FOUNDERS MEDAL, signifying high honors, is bestowed
upon the graduating Owen student who, in the judgment of the
Dean and the Honors and Awards Committee, has achieved
the strongest record in personal, professional and academic
performance in meeting the requirements of the MBA.
H. IGOR ANSOFF AWARD is endowed by several members
of the Owen class of 1972, in honor of the first Dean of the
Graduate School of Management, and presented to a graduating student for original and creative contributions to the Owen
School. The award is not given every year; it is reserved for
recognition of extraordinarily exceptional service.
MATT WIGGINTON LEADERSHIP AWARD is presented
annually to a graduating MBA student in recognition of outstanding performance in finance. The award was established
in 1992 in memory of Madison S. Wigginton, a founder of the
Owen Graduate School of Management and a member of the
Vanderbilt University Board of Trust, 1960-1991.
OWEN SERVICE AWARD is presented to graduating students who have demonstrated outstanding effort and energy
in leadership and community involvement and passion for
student life. The awards are reserved for students who unselfishly focus on making the Owen Graduate School of Management a better place for everyone.
Academic Scholarships (based on academic performance
in the first year and awarded for the second year)
Scholarships to study at Owen are awarded upon acceptance to
the MBA program, and students should not expect to have an
increase in their admissions scholarship nor be offered a new
scholarship in the second year. There are four endowed meritbased academic scholarships that are awarded in the summer
prior to year two, and recipients stand in the top 10 percent
of their class GPA. No application is accepted; the Student
Achievement Committee selects recipients based on academic
standing at the end of year one.

Owen School / Master of Business Administration (MBA) Program

BRUCE D. HENDERSON SCHOLARSHIP is endowed by the

Boston Consulting Group to honor BCG founder and former
chairman and Vanderbilt graduate, Bruce D. Henderson
and awarded to the MBA student, who, during the first year,
achieved the strongest record in personal, professional, and
academic performance.
J. DEWEY DAANE SCHOLARSHIP honors emeritus faculty
member J. Dewey Daane for significant contributions to the
Owen Graduate School of Management. The scholarship goes
to a rising second-year MBA student with demonstrated interest in finance and international management.
MAX ADLER SCHOLARSHIP was established in 2007 through
the Max Adler Student Investment Fund. This fund was created
in 1982 through gifts from Mimi Adler, spouse of New York
businessman Max Adler, to provide students in the Vanderbilt
MBA Finance Club the opportunity to learn about investing in
a very practical way. The success of their investments led to the
creation of the scholarship in addition to the investment fund.
The scholarship is awarded to a second-year student based on
outstanding performance in the first year of the MBA program.
RICHARD S. WEINBERG SCHOLARSHIP. Classmates,
colleagues, family and friends of Richard S. Weinberg, Owen
85, created an endowment to fund a scholarship in Richies
memory. Richie was a member of the Owen Alumni Association Board of Directors and worked tirelessly on behalf of the
Owen School in the New York financial community. He died
suddenly in 1994. This scholarship is awarded to an outstanding rising second-year student concentrating/specializing in
finance.

29

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vanderbilt university

Calendar
MBA
(Information and dates subject to change)
Summer 2015
U.S. Business Communication
and Culture Program

Fall Semester 2015
Orientationall incoming students
First Day of Classes, Module I
Labor Day*
Last Day of Classes, Module I
Module I Exam Period
Short/Immersion Courses
First Day of Classes, Module II
Thanksgiving Break
Last Day of Classes, Module II
Module II Exam Period
Winter Break

July 15August 4
August 1014, MondayFriday
August 17, Monday
September 7, Monday*
October 1, Thursday
October 58, MondayThursday
October 1216, MondayFriday
October 19 Monday
November 20November 29, FridaySunday
December 10, Thursday (Health Care MBA, check with instructors)
December 1417, MondayThursday
December 18, 2015January 10, 2016, FridaySunday

*Classes meet on Labor Day, Monday, September 7, 2015.

Spring Semester 2016
First Day of Classes, Module III
MLK HolidayNo Classes**
Last Day of Classes, Module III
Module III Exam Period
Spring Break
First Day of Classes, Module IV
Last Day of Classes, Module IV
Module IV Exam Period
Commencement

January 11, Monday

January 18, Monday; classes will be held on Friday, January 22
February 25, Thursday (Health Care MBA, check with instructors)
February 29March 3, MondayThursday
March 513, SaturdaySunday
March 14, Monday
April 28, Thursday
May 25, MondayThursday
May 13, Friday

**Classes do not meet on Monday, January 18 (MLK holiday), but will meet on Friday, January 22.

31

Executive Master of Business Administration (EMBA)

Program
The expectations and responsibilities articulated in the chapter
Owen Graduate School of Management (OGSM) Academic
Policies apply to all OGSM students. This chapter applies
to executive Master of Business Administration students.
The Vanderbilt EMBA program is a full-time, two-year program. Students matriculate in July and depart in July, two years
later. Executive MBA students attend classes on alternating
Saturdays from 7:50 a.m. to 6:30 p.m., including two summer
sessions. Students have a four-week break each December and
from mid-July through early August between Year 1 and Year 2.

Academic Policies
Degree Requirements
Candidates for the Vanderbilt MBA through the EMBA program must receive the favorable recommendation of the Owen
School faculty, earn a minimum of 60 credit hours, successfully complete all required courses, earn a cumulative grade

point average of 3.0, earn fewer than three strikes, and meet
all financial obligations to Vanderbilt University. Attendance
at the July Math and Statistics Camp, the week in residence in
August, the international residency, and all class meetings are
required. All requirements must be completed within three
calendar years of the matriculation date.
NOTE: New course numbers took effect in fall 2015. Former course
numbers are included in course descriptions in this catalog and at
this website: registrar.vanderbilt.edu/faculty/course-renumbering/
course-lookup/.

Residence Requirement
The EMBA program requires six terms of full-time studytwo
fall and spring semesters and two summer terms. Students must
be enrolled in a minimum of 10 credit hours during fall and spring
semesters and 6 credit hours during summer semester to maintain
full-time status. Students must be enrolled in 32 credit hours in
the first year and 28 credit hours in the second year to maintain
full-time status. Residence for two calendar years is required.

REQUIRED
Course Number

Course Title

Year 1, Fall
EMGT 7711
Financial Accounting
EMGT 7722
Managerial Economics
EMGT 7744
Leadership
EMGT 7782
Statistics for Managerial Decisions

Year 1, Spring
EMGT 7712
Managerial Accounting
EMGT 7731
Managerial Finance
EMGT 7732
Corporate Value Management
EMGT 7745
Leadership Team Dynamics
EMGT 7749
Organizational Behavior
EMGT 7777
Operations Management

Year 1, Summer
EMGT 7721
Macroeconomics
EMGT 7761
Marketing Management

Year 2, Fall
EMGT 7727
Global Enterprise I
EMGT 7733
Corporate Financial Policy
EMGT 7742
Strategic Alignment of Human Capital
EMGT 7755
Business Strategy
EMGT 7779
Operations Topics

Year 2, Spring
EMGT 7728
Global Enterprise II and International Residency
EMGT 7754
Creating and Launching the Venture
EMGT 7758
Strategy Project I
EMGT 7762
Marketing Strategy
Year 2, Summer
EMGT 7740
Negotiation
EMGT 7746
Ethics in Business
EMGT 7747
Special Topics in Executive Management
EMGT 7759
Strategy Project II


Total Required Course Credit Hours

Credit Hours
4
4
1
4

2
2
2
1
2
4

2
4

2
2
2
4
2

4
2
2
2

2
1
1
2
60

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vanderbilt university

Exemptions
Course exemptions are not permitted.
Pass/Fail Courses
There is one Pass/Fail course in the EMBA curriculum: EMGT
7762 Marketing Strategy. No other course taken in the Owen
Graduate School of Management and used to meet graduation
requirements may be taken on a Pass/Fail basis.
Transfer Credit
Transfer credit is not permitted.
Grades
Faculty use the following recommended grade distribution:
Letter grade
SP-Superior pass
HP-High pass
PA-Pass
LP-Low pass
F-Fail

Numerical
weight
4.0
3.5
3.0
2.5
0.0

Percentages
Maximum 25%
40%
At least 35%

Grade changes for clerical errors are permitted within two

weeks (14 calendar days from the date that grades are posted to
student records). This deadline applies even if school is not in
session. Extensions to this deadline are rare and are approved
by the Office of the Dean for extenuating circumstances that
confront the instructor or the student.
Grade Point Average (GPA)
Grade point averages are calculated using the indicated gradepoint values per credit hour:
Grade Abbreviation
SP
HP
PA
LP
F

Grade Description
Superior Pass
High Pass
Pass
Low Pass
Fail

Quality Points
4.0
3.5
3.0
2.5
0.0

EMBA candidates must successfully complete the 60

required course credit hours with at least a 3.0 cumulative
grade point average. Incompletes and the grade Pass in Pass/
Fail courses are not included in the computation of grade
point averages. The grade Fail in Pass/Fail courses is entered
into the GPA calculation and remains on the transcript.
Performance Reviews
Students are expected to maintain at least a cumulative 3.0
GPA during the program and must have a cumulative 3.0 GPA
to graduate. Students who are consistently at the lower grade
levels (earning an LP or an F) will be reminded of our academic
expectations and standards for progression in the program and
encouraged to seek extra help to improve their performance.

In general, a course grade of F earns 1/2 strike per credit

hour and each LP earns 1/4 strike per credit hour. For example,
in 2-credit hour courses, each F earns 1 strike and each LP
earns 1/2 strike.
Students will be dismissed if they accumulate:
2.5 strikes at the end of the fall or spring terms or
3 strikes at any time in the program.
In the event that a student reaches the strike limit, the student
will be withdrawn from any remaining (incomplete) courses.
If the course in which the F is earned is successfully repeated
at Owen, then the strike associated with the initial F will be
excluded in calculating the students cumulative strike total.
EMBA Academic Awards
The DEANS AWARD FOR ACADEMIC EXCELLENCE IN
THE EXECUTIVE MBA is presented annually to a graduating
student from the Executive MBA program who has achieved
the strongest record in personal, professional, and academic
performance in meeting the requirements of the degree.
The MARTIN S. GEISEL AWARD FOR LEADERSHIP IN
EXECUTIVE EDUCATION was established in 1999 and is
endowed by Bill and Kelly Christie in memory of Dean Martin
S. Geisel, honoring over a decade of Dean Geisels leadership
at the Owen Graduate School of Management. The award is
nominated by the graduating class and awarded to a student
who has demonstrated leadership in executive education.

Refunds of Tuition Charges

Students who officially withdraw in writing by the fifth Saturday session of the fall or spring semesters will be eligible for a
partial tuition refund for that semester according to the tables
below. Any student attending any part of a scheduled class
session will be considered in attendance for the entire session.
Fees and charges for books and materials are not refundable.
Dropping by
Week in residence or 1st session
2nd session
3rd session
4th session
5th session
6th session

Refund %
80
70
60
50
40
0

Owen School / Executive Master of Business Administration (EMBA) Program

Calendar
Executive MBA
(Information and dates subject to change)
Summer 2015
Math and Statistics Camp,
Family BBQ follows
on July 11
June 27, July 11, and July 18, Saturdays

Fall Semester 2015
Week in Residence
(First-year Students)
August 28, SundaySaturday, First day of classes
First Day of Classes for
Second Year EMBAs
August 15, Saturday
Second Day of Classes at Owen August 29, Saturday
Third Day of Classes
September 12, Saturday
Fourth Day of Classes
September 26, Saturday
Fifth Day of Classes,
Partner Day follows
October 10, Saturday
Sixth Day of Classes
October 24, Saturday
Seventh Day of Classes
November 7, Saturday
Eighth Day of Classes
November 21, Saturday
Ninth Day of Classes
December 5, Saturday
Tenth Day of Classes
December 12, Saturday
Spring Semester 2016
First Day of Classes
Second Day of Classes
Third Day of Classes
Fourth Day of Classes
Fifth Day of Classes
Sixth Day of Classes
Seventh Day of Classes
Eighth Day of Classes
Ninth Day of Classes
Tenth Day of Classes
Summer Semester 2016
First Day of Classes
Second Day of Classes
Third Day of Classes
Fourth Day of Classes
Fifth Day of Classes,
Family BBQ follows
Friends and Family
Celebration Ceremony

January 9, Saturday
January 23, Saturday
February 6, Saturday
February 20, Saturday
March 5, Saturday
March 19, Saturday
April 2, Saturday
April 16, Saturday
April 30, Saturday
May 7, Saturday
May 21, Saturday
June 4, Saturday
June 18, Saturday
July 9, Saturday
July 16, Saturday
TBD

Americas MBA Residencies 20152016

Simon Fraser University (Vancouver, BC, Canada) August 1422, 2015
Fundao Instituto de Administrao (So Paulo, Brazil) October 1624, 2015
Instituto Tecnolgico Autnomo de Mxico (Mexico City, Mexico) January 2230, 2016
Vanderbilt University (Nashville, Tenn., USA) April 816, 2016

33

34

vanderbilt university

Americas Master of Business Administration for

Executives (AMBA) Program
The expectations and responsibilities articulated in
the chapter Owen Graduate School of Management
(OGSM) Academic Policies apply to all OGSM students.
This chapter applies to Americas Master of Business
Administration for Executives students.

The Vanderbilt AMBA program is a full-time, two-year program.

Students matriculate in July and depart in May, two years later.
For the first year, Americas MBA students attend classes on
alternating Saturdays from 7:50 a.m. to 6:30 p.m., including one
summer session. Students have a four-week break each December
and from mid-July through mid-August between Year 1 and Year
2. In the second year, students attend four in-country immersionsone at each host school: Canada (Vancouver), Brazil (So
Paulo), Mexico (Mexico City), and the United States (Nashville).

Academic Policies
Degree Requirements
Candidates for the Vanderbilt MBA through the AMBA program must receive the favorable recommendation of the Owen

School faculty, earn a minimum of 60 credit hours, successfully complete all required courses, earn a cumulative grade
point average of 3.0, earn fewer than three strikes, and meet
all financial obligations to Vanderbilt University. Attendance
at the July Math and Statistics Camp, the week in residence in
August, the four in-country residencies, and all class meetings
are required. All requirements must be completed within three
calendar years of the matriculation date.
NOTE: New course numbers took effect in fall 2015. Former course
numbers are included in course descriptions in this catalog and at
this website: registrar.vanderbilt.edu/faculty/course-renumbering/
course-lookup/.

Residence Requirement
The AMBA program requires six terms of full-time study.
Students must be enrolled in a minimum of 10 credit hours
during fall and spring semesters and 6 credit hours during
summer semester to maintain full-time status. Residence for
two calendar years is required.

REQUIRED
Course Number

Course Title

Year 1, Fall
EMGT 7711
EMGT 7722
EMGT 7744
EMGT 7782

Financial Accounting
Managerial Economics
Leadership
Statistics for Managerial Decisions

Credit Hours
4
4
1
4

Year 1, Spring
EMGT 7712
Managerial Accounting
EMGT 7731
Managerial Finance
EMGT 7732
Corporate Value Management
EMGT 7745
Team Dynamics
EMGT 7749
Organizational Behavior
EMGT 7777
Operations Management

2
2
2
1
2
4

Year 1, Summer
EMGT 7721
Macroeconomics
EMGT 7761
Marketing Management

2
4

Year 2, August
EMGT 7741
EMGT 7752

Cross Cultural Management

Global Strategy

2.5
2.5

Year 2, October
EMGT 7723
Corporate Social Responsibility
EMGT 7724
Strategic Management for Emerging Markets

2.5
2.5

Year 2, January
EMGT 7726
Competitiveness and Strategy
EMGT 7753
Family Business

2.5
2.5

Year 2, April
EMGT 7743
Leading a Global Innovation Strategy
EMGT 7756
Creating and Launching New Ventures

2.5
2.5

Capstone ProjectEMGT 7650 [2], 7651 [2], 7652 [2], and 7653 [2]runs throughout the program

Total Required Course Credit Hours

60

Owen School / Americas Master of Business Administration for Executives (AMBA) Program

Exemptions
Course exemptions are not permitted.
Pass/Fail Courses
There are no Pass/Fail courses in the AMBA curriculum. No
course taken in the Owen Graduate School of Management
and used to meet graduation requirements may be taken on a
Pass/Fail basis for AMBA.
Transfer Credit
Transfer credit is not permitted.
Grades
Faculty use the following recommended grade distribution:
Letter grade
SP-Superior pass
HP-High pass
PA-Pass
LP-Low pass
F-Fail

Numerical
weight
4.0
3.5
3.0
2.5
0.0

Percentages
Maximum 25%
40%
At least 35%

Grade changes for clerical errors are permitted within two

weeks (14 calendar days from the date that grades are posted to
student records). This deadline applies even if school is not in
session. Extensions to this deadline are rare and are approved
by the Office of the Dean for extenuating circumstances that
confront the instructor or the student.
Grade Point Average (GPA)
Grade point averages are calculated using the indicated gradepoint values per credit hour:
Grade Abbreviation
SP
HP
PA
LP
F

Grade Description
Superior Pass
High Pass
Pass
Low Pass
Fail

Quality Points
4.0
3.5
3.0
2.5
0.0

AMBA candidates must successfully complete the 60

required course credit hours with at least a 3.0 cumulative
grade point average. Incompletes and the grade Pass in Pass/
Fail courses are not included in the computation of grade
point averages. The grade Fail in Pass/Fail courses is entered
into the GPA calculation and remains on the transcript.

35

Performance Reviews
Students are expected to maintain at least a cumulative 3.0
GPA during the program and must have a cumulative 3.0 GPA
to graduate. Students who are consistently at the lower grade
levels (earning an LP or an F) will be reminded of our academic
expectations and standards for progression in the program and
encouraged to seek extra help to improve their performance.
In general, a course grade of F earns 1/2 strike per credit
hour and each LP earns 1/4 strike per credit hour. For example,
in 2-credit hour courses, each F earns 1 strike and each LP
earns 1/2 strike.
Students will be dismissed if they accumulate:
2.5 strikes at the end of the fall or spring terms or
3 strikes at any time in the program.
In the event that a student reaches the strike limit, the student
will be withdrawn from any remaining (incomplete) courses.
If the course in which the F is earned is successfully repeated
at Owen, then the strike associated with the initial F will be
excluded in calculating the students cumulative strike total.
AMBA Academic Awards
The DEANS AWARD FOR ACADEMIC EXCELLENCE IN
THE AMERICAS MBA is presented annually to a graduating
student from the Americas MBA program who has achieved
the strongest record in personal, professional, and academic
performance in meeting the requirements of the degree.

Refunds of Tuition Charges

Students who officially withdraw in writing by the fifth Saturday session of the fall or spring semesters will be eligible for a
partial tuition refund for that semester according to the tables
below. Any student attending any part of a scheduled class
session will be considered in attendance for the entire session.
Fees and charges for books and materials are not refundable.
Dropping by
Week in residence or 1st session
2nd session
3rd session
4th session
5th session
6th session

Refund %
80
70
60
50
40
0

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vanderbilt university

Calendar
Americas MBA
(Information and dates subject to change)
Summer 2015
Family Barbecue
Fall Semester 2015
First Day of Residency, SFU
Simon Fraser University
Vancouver, BC, Canada
Last Day of Residency, SFU

July 18, Saturday

August 14, Friday

August 22, Saturday

First Day of Residency, FIA

October 16, Friday
Fundao Instituto de Administrao
So Paulo, Brazil
Last Day of Residency, FIA

October 24, Saturday

Spring Semester 2016

First Day of Residency, ITAM January 22, Friday
Instituto Tecnolgico Autnomo de Mxico
Mexico City, Mexico
Last Day of Residency, ITAM January 30, Saturday

First Day of Residency, VU
April 8, Friday
Vanderbilt University
Nashville, Tenn., USA

Last Day of Residency, VU

Friends and Family

Celebration

April 16, Saturday

Late July, Saturday (TBA)

37

Master of Accountancy Program

The expectations and responsibilities in the chapter Owen
Graduate School of Management (OGSM) Academic
Policies apply to all OGSM students. This chapter applies
to Master of Accountancy (Accountancy) students.
The Vanderbilt Master of Accountancy program is a full-time,
twelve month program that includes both academic and extracurricular requirements. Students graduate in May and are
in residency through early August completing the Becker CPA
Review course and Certified Public Accounting (CPA) exam.
Students in the Master of Accountancy program aspire to
careers in the audit/assurance service line of an international
public accounting firm.

Academic Policies
Degree Requirements
Candidates for the Vanderbilt Master of Accountancy program
must receive the favorable recommendation of the OGSM

faculty, earn a minimum of 37 credit hours, successfully

complete all required courses, earn a cumulative grade point
average of 3.0, earn fewer than three strikes, and meet all
financial obligations to Vanderbilt University. Attendance
at all orientation-related events is required. All requirements
must be completed within two calendar years of the matriculation date.
NOTE: New course numbers took effect in fall 2015. Former course
numbers are included in course descriptions in this catalog and at
this website: registrar.vanderbilt.edu/faculty/course-renumbering/
course-lookup/.

Residence Requirement
The Master of Accountancy program requires four modulesthe equivalent of two semestersof full-time study.
Students must be enrolled in a minimum of 12 credit hours
per semester to maintain full-time status. Residence for one
academic year is required.

REQUIRED
Course Number

Course Title

ORIENTATION WEEK
MGT 6315
Communication, Leadership, and Ethics in Accounting

MOD I
MGT 6316
Engagement Documentation
MGT 6331
Managerial Finance
MGT 6410
Financial Reporting I
MGT 6415
Audit Institutions and Processes
MGT 6417
Accounting Information Systems

IMMERSION WEEK
MGT 6419
Advanced Audit Topics

MOD II
MGT 6317
Business Ethics in Accounting
MGT 6322
Managerial Economics
MGT 6411
Financial Reporting II
MGT 6412
Taxation of Business and Investment Transactions
MGT 6414
Research in Financial Reporting

MOD III
MGT 6515
Audit Internship (or electives)

MOD IV
MGT 6416
Advanced Cost Accounting
MGT 6418
Strategic Management
MGT 6511
Advanced Financial Reporting
MGT 6512
Taxation of Business Entities
MGT 6517
Introduction to Law and Business

Total Required Course Credit Hours

SUMMER (May through July)

Becker CPA Review course and Uniform CPA Exam (9 equivalency credit hours available)

Credit Hours
1

1
2
2
2
2

1
2
2
2
2

2
2
2
2
2
37

38

vanderbilt university

Exemptions
Exemptions of required courses are determined on an individual basis in consultation with the faculty director and the
Office of Academic Programs. A substitute course(s) must be
taken in place of the exempt course(s). The Office of Academic Programs reviews all incoming student transcripts to
determine whether the student is exempt by credential from
MGT 6322 Managerial Economics. All students are encouraged to review all other required courses before matriculating
in the program and to alert the MAcc faculty director when
their prior course work suggests they would be better served
exempting a required course(s).
Electives
Substitute courses taken in place of exempt courses and
courses that replace internship credits are elective courses.
Students may not enroll in courses for which they do not
have the prerequisite course(s), and will be dropped from
the course roster if they have not completed the prerequisite
course(s).
Pass/Fail Courses
There is one Pass/Fail course in the Master of Accountancy
curriculum: MGT 6515 Audit Internship. No other course
taken in the Owen Graduate School of Management and used
to meet graduation requirements may be taken on a Pass/Fail
basis.
Independent/Directed Study and Project Courses
Independent/directed study and project courses cannot be
used to meet graduation requirements. Such courses are
appropriate for students who find that they are short a modest
number of credit hours for CPA licensure.
Transfer Credit
Transfer credit is not permitted.
Grades
A common grading system is used in all Owen Graduate
School of Management courses. Grade assignment for MAcc
students differs from the other Owen degree programs in one
regard-traditional letter grades appear in the students transcripts instead of SP/HP/P/LP. Owen faculty use the following
recommended grade distribution:
Letter grade
A
AB
BF

Numerical
weight
4.0
3.5
3.0
2.5
0.0

Percentages
MGT 322 and 331 All other courses
Maximum 25%
Maximum 30%
40%
45%
At least 35%

At least 25%

Grade changes for clerical errors are permitted within two

weeks (14 calendar days from the date that grades are posted to
student records). This deadline applies even if school is not in
session. Extensions to this deadline are rare and are approved
by the Office of the Dean for extenuating circumstances that
confront the instructor or the student.

Grade Point Average (G.P.A)

Grade point averages are calculated using the indicated gradepoint values per credit hour:
Grade Abbreviation
A
A B
B F

Quality Points
4.0
3.5
3.0
2.5
0.0

Master of Accountancy candidates must earn a minimum

of 37 credit hours, including all required courses, with a
3.0 cumulative GPA. Exempted courses, incompletes, and
the grade Pass in Pass/Fail courses are not included in the
computation of grade point averages. The grade Fail in Pass/
Fail courses is entered into the GPA calculation and remains
on the transcript.
Master of Accountancy Academic Awards
The DEANS AWARD FOR ACADEMIC EXCELLENCE is
presented annually to a graduating student who has achieved
the strongest record in personal, professional and academic
performance in meeting the requirements of the degree.
OWEN SERVICE AWARD is presented to graduating students who have demonstrated outstanding effort and energy
in leadership and community involvement and passion for
student life. The awards are reserved for students who unselfishly focus on making the Owen Graduate School of Management a better place for everyone.

Refunds of Tuition Charges

University policy for the refund of tuition charges provides a
percentage refund based on the time of withdrawal. Students
who withdraw officially or who are dismissed from the university may be entitled to a partial refund in accordance with the
established refund schedule, which may be viewed at https://
finance.vanderbilt.edu/stuaccts/withdrawal-schedule/.
Requests for refunds must be made before the last day of
classes of the semester in which the student was enrolled. Fees
and charges for books and materials are not refundable. Insurance coverage is generally non-refundable.

Owen School / Master of Accountancy Program

39

Calendar
Master of Accountancy
(Information and dates subject to change)
Fall Semester 2015*
Orientation
First Day of Classes, Module I
Last Day of Classes, Module I
Module I Exam Period
Immersion Week

August 1014, MondayFriday

August 17, Monday
October 1, Thursday
October 58, MondayThursday
October 1216, MondayFriday

First Day of Classes, Module II

Thanksgiving Break
Last Day of Classes, Module II
Module II Exam Period

October 19, Monday

November 2029, FridaySunday
December 10, Thursday
December 1417, MondayThursday

Winter Break

December 19January 10 (Internships may start sooner)

Spring Semester 2015**

MAcc Internships

Early January (date determined by firm)Early March

First Day of Classes, Module IV

Last Day of Classes, Module IV
Module IV Exam Period
Commencement

March 14, Monday

April 28, Thursday
May 25, MondayThursday
May 13, Friday

Summer Semester 2016

CPA Exam Review and Exams

May 15Early August

*Classes meet on Labor Day, Monday, September 7.

**Classes do not meet on Monday, January 18 (MLK holiday) but will meet instead on Friday, January 22.

40

vanderbilt university

Master of Accountancy Valuation Program

The expectations and responsibilities in the chapter Owen
Graduate School of Management (OGSM) Academic
Policies apply to all OGSM students. This chapter applies
to Master of Accountancy (MAcc Valuation) students.
The Vanderbilt MAcc Valuation program is a full-time, twelvemonth program that includes both academic and extracurricular requirements. Students graduate in May and are
in residency through early August completing the Becker CPA
Review course and Certified Public Accounting (CPA) exam.
Students in the MAcc Valuation program aspire to careers
in valuation lines of international public accounting firms.

Academic Policies
Degree Requirements
Candidates for the Vanderbilt MAcc Valuation program must
receive the favorable recommendation of the OGSM faculty,

earn a minimum of 35 credit hours, successfully complete all

required courses, earn a cumulative grade point average of 3.0,
earn fewer than three strikes, and meet all financial obligations to Vanderbilt University. Attendance at all orientationrelated events is required. All requirements must be completed
within two calendar years of the matriculation date.
NOTE: New course numbers took effect in fall 2015. Former course
numbers are included in course descriptions in this catalog and at
this website: registrar.vanderbilt.edu/faculty/course-renumbering/
course-lookup/.

Residence Requirement
The MAcc Valuation program requires four modulesthe
equivalent of two semestersof full-time study. Students must
be enrolled in a minimum of 12 credit hours per semester to
maintain full-time status. Residence for one academic year is
required.

REQUIRED
Course Number

Course Title

PRE-MOD 1
MGT 6315
MGT 6401

Communication, Leadership, and Ethics in Accounting

Financial Economics I

Credit Hours
1
2

MOD I
MGT 6316
Engagement Documentation
MGT 6402
Financial Economics II
MGT 6405
Financial Modeling
MGT 6410
Financial Reporting I
MGT 6519
Audit Institutions

IMMERSION WEEK
MGT 6519
Audit Institutions, continued

MOD II
MGT 6410
Financial Reporting II
MGT 6412
Taxation of Business and Investment Transactions
MGT 6414
Research in Financial Reporting
MGT 6431
Corporate Value Management

MOD III
MGT 6516
Accounting Valuation Internship or electives

MOD IV
MGT 6416
Advanced Cost Accounting
MGT 6418
Strategic Management
MGT 6511
Advanced Financial Reporting
MGT 6513
Financial Statement Analysis
MGT 6517
Introduction to Law and Business

2
2
2
2
2

Total Required Course Credit Hours

SUMMER (June through August)

Becker CPA Review course and Uniform CPA Exam (9 equivalency credit hours available)

1
2
2
2
1

2
2
2
2

35

Owen School / Master of Accountancy Valuation Program

Exemptions
Exemptions of required courses are determined on an individual basis in consultation with the faculty director and the
Office of Academic Programs. A substitute course(s) must be
taken in place of the exempt course(s). Students are encouraged to review all required courses before matriculation in the
program and to contact the MAcc faculty director when their
prior course work suggests that they would be better served
exempting a required course.
Electives
Substitute courses taken in place of exempt courses and courses
that replace Internship Credits are elective courses. Students
may not enroll in courses for which they do not have the prerequisite course(s), and will be dropped from the course roster if
they have not completed the prerequisite course(s).
Pass/Fail Courses
There is one Pass/Fail course in the MAcc Valuation curriculum:
MGT 6516 Audit Internship. No other course taken in the
Owen Graduate School of Management and used to meet
graduation requirements may be taken on a Pass/Fail basis.

41

Grade Point Average (G.P.A)

Grade point averages are calculated using the indicated gradepoint values per credit hour:
Grade Abbreviation
A
A B
B F

Quality Points
4.0
3.5
3.0
2.5
0.0

MAcc Valuation candidates must earn a minimum of 35

credit hours, including all required courses, with a 3.0 cumulative GPA. Incompletes and the grade Pass in Pass/Fail courses
are not included in the computation of grade point averages.
The grade Fail in Pass/Fail courses is entered into the GPA
calculation and remains on the transcript.
MAcc Valuation Academic Awards
The DEANS AWARD FOR ACADEMIC EXCELLENCE is
presented annually to a graduating student who has achieved
the strongest record in personal, professional and academic
performance in meeting the requirements of the degree.

Independent/Directed Study and Project Courses

Independent/directed study and project courses cannot be
used to meet graduation requirements. Such courses are
appropriate for students who find that they are short a modest
number of credit hours for CPA licensure.

OWEN SERVICE AWARD is presented to graduating students who have demonstrated outstanding effort and energy
in leadership and community involvement and passion for
student life. The awards are reserved for students who unselfishly focus on making the Owen Graduate School of Management a better place for everyone.

Transfer Credit
Transfer credit is not permitted.

Refunds of Tuition Charges

Grades
A common grading system is used in all Owen Graduate
School of Management courses. Grade assignment for MAcc
students differs from the other Owen degree programs in one
regard-traditional letter grades appear in the students transcripts instead of SP/HP/P/LP. Owen faculty use the following
recommended grade distribution:
Letter grade
A
AB
BF

Numerical
weight
4.0
3.5
3.0
2.5
0.0

Percentages
Maximum 30%
45%
At least 25%

Grade changes for clerical errors are permitted within two

weeks (14 calendar days from the date that grades are posted to
student records). This deadline applies even if school is not in
session. Extensions to this deadline are rare and are approved
by the Office of the Dean for extenuating circumstances that
confront the instructor or the student.

University policy for the refund of tuition charges provides a

percentage refund based on the time of withdrawal. Students
who withdraw officially or who are dismissed from the university may be entitled to a partial refund in accordance with the
established refund schedule, which may be viewed at https://
finance.vanderbilt.edu/stuaccts/withdrawal-schedule/.
Requests for refunds must be made before the last day of
classes of the semester in which the student was enrolled. Fees
and charges for books and materials are not refundable. Insurance coverage is generally non-refundable.

42

vanderbilt university

Calendar
Master of Accountancy Valuation
(Information and dates subject to change)
Summer 2015
Financial Economics

August 314, MondayFriday

Fall Semester 2015*

Orientation
First Day of Classes, Module I
Last Day of Classes, Module I
Module I Exam Period

August 1014, MondayFriday

August 17, Monday
October 1, Thursday
October 58, MondayThursday

Immersion Week

October 1216, MondayFriday

First Day of Classes, Module II

Thanksgiving Break
CFA Exam Level 1
Last Day of Classes, Module II
Module II Exam Period

October 19, Monday

November 2029, FridaySunday
December 5, Saturday
December 10, Thursday
December 1417, MondayThursday

Winter Break

December 19January 10 (Internships may start sooner)

Spring Semester 2016**

MAcc Internships

Early JanuaryEarly March

First Day of Classes, Module IV

Last Day of Classes, Module IV
Module IV Exam Period

March 14, Monday

April 28, Thursday
May 25, MondayThursday

Commencement

May 13, Friday

CPA Review Course and Exam

May 15Early August

*Classes meet on Labor Day, Monday, September 7.

**Classes do not meet on Monday, January 18 (MLK holiday) but will meet instead on Friday, January 22.

43

Master of Management in Health Care (MMHC)

Program
The expectations and responsibilities in the chapter Owen
Graduate School of Management (OGSM) Academic
Policies apply to all OGSM students. This chapter applies
to Master of Management in Health Care students.
The Vanderbilt MMHC program is a full-time, twelve-month
program. Students matriculate in August and depart the following September.

Academic Policies
Degree Requirements
Candidates for the Vanderbilt MMHC degree must receive
the favorable recommendation of the Owen School faculty,
earn a minimum of 30 credit hours, successfully complete all

required courses, earn a cumulative grade point average of at

least 3.0, earn fewer than three strikes, and meet all financial
obligations to Vanderbilt University. Attendance at all class
meetings is required. All requirements must be completed
within two calendar years of the matriculation date.
NOTE: New course numbers took effect in fall 2015. Former course
numbers are included in course descriptions in this catalog and at this
website: registrar.vanderbilt.edu/faculty/course-renumbering/courselookup/.

Residence Requirement
The MMHC program requires six modulesthe equivalent of
three semestersof full-time study. Students must be enrolled
in a minimum of 10 credit hours per semester to maintain fulltime status. Residence for one calendar year is required.

REQUIRED
Course Number

Course Title

Credit Hours

MOD I
EMGT 7803
Economics of Health Care Delivery
EMGT 7821
Managerial Economics
EMGT 7874
Spreadsheets for Business Analytics I

MOD II
EMGT 7842
Leading Teams in Organizations
EMGT 7861
Strategic Marketing of Health Care Services
EMGT 7875
Spreadsheets for Business Analytics II

MOD III
EMGT 7850
Capstone Project
EMGT 7871
Operations Management
EMGT 7878
Configuring and Optimizing Health Care Operations

MOD IV
EMGT 7818
Financial Management of Health Care Institutions
EMGT 7831
Managerial Finance
EMGT 7851
Capstone Project (continued)

MOD V
EMGT 7809
Health Care Accounting
EMGT 7811
Financial and Managerial Accounting
EMGT 7852
Capstone Project (continued)

MOD VI
EMGT 7853
Capstone Project (continued)
EMGT 7856
Strategic Management
EMGT 7857
Strategies for High Performance Health Care Organizations

Total Required Course Credit Hours

2
2
1

2
2
1

1
2
2

2
2
1

2
2
1

1
2
2
30

44

vanderbilt university

Exemptions
Course exemptions are not permitted.
Pass/Fail Courses
There is one Pass/Fail course in the MMHC curriculum:
Spreadsheets for Business Analytics. No other MMHC courses
may be taken on a Pass/Fail basis

MMHC Academic Award

The DEANS AWARD FOR ACADEMIC EXCELLENCE IN
THE MASTER OF MANAGEMENT IN HEALTH CARE is
presented annually to a graduating student from the Master
of Management in Health Care program who has achieved
the strongest record in personal, professional, and academic
performance in meeting the requirements of the degree.

Transfer Credit
Transfer credit is not permitted.

Refunds of Tuition Charges

Grades
Faculty use the following recommended grade distribution:
Letter grade

Numerical
weight

SP-Superior pass
HP-High pass
PA-Pass
LP-Low pass
F-Fail

4.0
3.5
3.0
2.5
0.0

Percentages
Maximum 25%
40%
At least 35%

Grade changes for clerical errors are permitted within two

weeks (14 calendar days from the date that grades are posted to
student records). This deadline applies even if school is not in
session. Extensions to this deadline are rare and are approved
by the Office of the Dean for extenuating circumstances that
confront the instructor or the student.
Grade Point Average (GPA)
Grade point averages are calculated using the indicated gradepoint values per credit hour:
Grade Abbreviation
SP
HP
PA
LP
F

Grade Description
Superior Pass
High Pass
Pass
Low Pass
Fail

Quality Points
4.0
3.5
3.0
2.5
0.0

MMHC degree candidates must successfully complete the

30 required course credit hours with at least a 3.0 cumulative grade point average. Incompletes are not included in the
computation of grade point averages.

Students who officially withdraw in writing by the 5th bi-weekly

session will be eligible for a partial tuition refund for that semester according to the table below. Any student attending any part
of a scheduled class session will be considered in attendance for
the entire session. Fees and charges for books and materials are
not refundable.
Dropping by
Week in residence or 1st session
2nd session
3rd session
4th session
5th session
6th session

Refund %
80
70
60
50
40
0

Owen School / Master of Management in Health Care (MMHC) Program

CALENDAR
Master of Management in Health Care
(Information and dates subject to change)
Fall Semester 2015
Orientation
Module I
Module II

August 15
August 20
October 22

Thanksgiving Break

November 26

Winter Break

December 19, 2015January 10, 2016

Spring Semester 2016

Module III
Module IV

January 14
March 14

Summer Semester 2016

Module V
Module VI

May 16
July 21

45

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vanderbilt university

Master of Science in Finance (MSF) Program

The expectations and responsibilities in the chapter Owen
Graduate School of Management (OGSM) Academic
Policies apply to all OGSM students. This chapter applies
to Master of Science in Finance students.
The MSF program is a full-time, nine month program. Students
matriculate in early August and depart the following May.

Academic Policies
Degree Requirements
Candidates for the Vanderbilt MSF degree must receive the
favorable recommendation of the Owen School faculty, earn
a minimum of 33 credit hours, successfully complete all

required courses, earn a cumulative grade point average of 3.0,

earn fewer than three strikes, and meet all financial obligations to Vanderbilt University. Attendance at all orientationrelated events is required. All requirements must be completed
within two calendar years of the matriculation date.
NOTE: New course numbers took effect in fall 2015. Former course
numbers are included in course descriptions in this catalog and at this
website: registrar.vanderbilt.edu/faculty/course-renumbering/courselookup/.

Residence Requirement
The MSF program requires four modulesthe equivalent of
two semestersof full-time study. Students must be enrolled
in a minimum of twelve credit hours per semester to maintain
full-time status. Residence for one academic year is required.

REQUIRED
Course Number

Course Title

Credit Hours

ORIENTATION
MGT 6401
Financial Economics I
MGT 6406
Professional Development and Communication

MOD I
MGT 6311
Introduction to Accounting
MGT 6402
Financial Economics II
MGT 6403
Econometrics
MGT 6405
Financial Modeling


MOD II
MGT 6404 Econometrics
MGT 6431
Corporate Value Management
MGT 6533
Derivatives Markets

Total Required Course Credit Hours

2
1

2
2
2
2

2
2
2
17

Accounting Requirement
MSF students are required to complete two credit hours of accounting. Students may be exempt from MGT 6311 Introduction to Financial Accounting
based upon their previous accounting studies. Standards for exemption are determined by the MSF program committee, and individual exemptions must
be approved by the MSF program director. Students who are exempted from MGT 6311 Introduction to Financial Accounting are required to take MGT
6410 Financial Reporting and are strongly encouraged to take MGT 6411 Financial Reporting.

Owen School / Master of Science in Finance (MSF) Program

47

Electives
MSF students are required to take at least 16 credit hours of
elective courses. A minimum of 8 credit hours must be chosen
from the list of finance elective courses. Elective courses
approved by the MSF Program Committee may be used to
meet graduation requirements. To enroll in and receive credit
for a course that is not an approved elective, students should
consult with the program director. Students may not enroll in
courses for which they do not have the prerequisite course(s)
and will be dropped from the course roster if they have not
completed the prerequisite course(s).

ELECTIVES
MSF students must choose a minimum of eight credit hours from the following:
Course Number
MGT 6432
MGT 6433
MGT 6435
MGT 6436
MGT 6510
MGT 6530
MGT 6531
MGT 6532
MGT 6534
MGT 6535
MGT 6536
MGT 6537

Course Title
Corporate Financial Policy
International Financial Markets and Instruments
Applied Investment Management
Bond Markets
Federal Income Taxation of Mergers and Acquisitions
Mergers and Acquisitions
Private Equity and Leveraged Buyout (short course)
Risk Management
Financial Data Analysis
Derivative Securities Valuation
Active Portfolio Analysis and Trading
Corporate Restructuring (short course)

Credit Hours
2
2
2
2
2
2
1
2
2
2
2
1

OTHER APPROVED ELECTIVES

Course Number
MGT 6321
MGT 6322
MGT 6410/6411
MGT 6412
MGT 6413
MGT 6416
MGT 6421
MGT 6423
MGT 6434
MGT 6437
MGT 6438
MGT 6439
MGT 6511
MGT 6512
MGT 6513
MGT 6517
MGT 6538
MGT 6575

Course Title
Credit Hours
Business in the World Economy
2
Managerial Economics
2
Financial Reporting I and II (2 credit hours per mod)
4
Taxation of Business and Investment Transactions
2
Advanced Management Accounting (Not offered 2015/2016)
2
Advanced Cost Accounting
2
Financial Analysis of Environmental, Social, and Governance Data
2
Corporate Strategies for Environmental, Social, and Governance Issues 2
Commercial Real Estate Transactions (short course)
1
Real Estate Financial Analysis
2
Real Estate Investment and Development
2
Advanced Real Estate Valuation
2
Advanced Financial Reporting and Analysis
2
Taxation of Business Entities
2
Financial Statement Analysis
2
Introduction to Law and Business
2
Property Law for Business Students (short course)
1
Advanced Spreadsheets for IT Applications
2

The following courses are in high demand by MBA students as they satisfy curriculum requirements. Enrollment is limited and on a space-available
basis. Consult the Office of Academic Programs for further information.
MGT 6425
Game Theory and Business Strategy
MGT 6448
Negotiation
MGT 6456
Ethics in Business
MGT 6524/6525
Seminar in Monetary and Fiscal Policy (1 credit hour per mod;
both mods required)

2
2
2
2

NOTE: New course numbers took effect in fall 2015. Former course numbers are included in course descriptions in this catalog and at this website:
registrar.vanderbilt.edu/faculty/course-renumbering/course-lookup/.

48

vanderbilt university

Exemptions
Exemptions of required courses are determined on an individual basis in consultation with the MSF program director
and the Office of Academic Programs. A substitute course(s)
must be taken in place of the exemption(s).
Pass/Fail Courses
There is one Pass/Fail course in the MSF curriculum: MGT
6406, Professional Development and Communication. No
other credit-hour course taken in the Owen Graduate School
of Management and used to meet graduation requirements
may be taken on a Pass/Fail basis.
Independent/Directed Study, Capstone Courses,
and Project Courses
No more than 2 credit hours of project work not associated with
an established course may be used to meet graduation requirements. All project work must be approved by the professor who
will supervise such work and the MSF program director. The
Office of Academic Programs provides guidelines for proposals
to be submitted for such projects. Projects must be supervised
by a member of the finance faculty and cannot be graded on a
Pass/Fail basis. The Office of Academic Programs will not accept
proposals for project or independent study courses after the first
week of the module in which such work is to be undertaken.
Transfer Credit
Transfer credit is not permitted. (See MSF dual degree curriculum for transfer policy for MSF/JD candidates.)
Grades
Faculty use the following recommended grade distribution:
Letter grade

Numerical
weight

Percentages
Core course
Elective course

SP-Superior pass
HP-High pass
PA-Pass
LP-Low pass
F-Fail

4.0
3.5
3.0
2.5
0.0

Maximum 25%
40%

Maximum 30%
45%

At least 35%

At least 25%

Grade changes for clerical errors are permitted within two

weeks (14 calendar days from the date that grades are posted to
student records). This deadline applies even if school is not in
session. Extensions to this deadline are rare and are approved
by the Office of the Dean for extenuating circumstances that
confront the instructor or the student.
Grade Point Average (GPA)
Grade point averages are calculated using the indicated gradepoint values per credit hour:
Grade Abbreviation
SP
HP
PA
LP
F

Grade Description
Superior Pass
High Pass
Pass
Low Pass
Fail

Quality Points
4.0
3.5
3.0
2.5
0.0

MSF degree candidates must successfully complete a

minimum of 33 credit hours, including all required courses,
with at least a 3.0 cumulative grade point average. Exempted
courses, incompletes, and the grade Pass in Pass/Fail courses
are not included in the computation of grade point averages.
The grade Fail in Pass/Fail courses is entered into the GPA
calculation.
MSF Academic Awards
The DEANS AWARD FOR ACADEMIC EXCELLENCE
IN THE MASTER OF FINANCE is presented annually to a
graduating student from the Master of Finance program who
has achieved the strongest record in personal, professional,
and academic performance in meeting the requirements of the
degree.
OWEN SERVICE AWARD is presented to graduating students who have demonstrated outstanding effort and energy
in leadership and community involvement and passion for
student life. The awards are reserved for students who unselfishly focus on making the Owen Graduate School of Management a better place for everyone.

Refunds of Tuition Charges

University policy for the refund of tuition charges provides a
percentage refund based on the time of withdrawal. Students
who withdraw officially or who are dismissed from the university may be entitled to a partial refund in accordance with the
established refund schedule, which may be viewed at https://
finance.vanderbilt.edu/stuaccts/withdrawal-schedule/.
Requests for refunds must be made before the last day of
classes of the semester in which the student was enrolled. Fees
and charges for books and materials are not refundable. Insurance coverage is generally non-refundable.

Owen School / Master of Science in Finance (MSF) Program

MSF Dual Degree

Vanderbilt Law School students may apply to the dual finance
and law degree program in their second year of law school.
Successful candidates would be accepted into the MSF/JD
in the spring/summer of their second year of law school for
admittance to Owen in the fall of their third year. Students

49

would spend much of their third year at Owen in order to

prepare them for certain specialties, such as transactional law.
Students graduate at the end of their third year with both a
Master of Science in Finance and a Juris Doctor. Students who
are interested in this program should contact the Law School.

Curriculum Requirements
REQUIRED
A total of 24 credit hours at the Owen Graduate School of Management are required for the MSF/JD22 hours from finance courses and 2 hours from
an accounting course. 9 hours of transferred credit from the Law School will be granted to earn the 33 credit hours required for the degree. The
class schedule is as follows:
Course Number
ORIENTATION
MGT 6401

MOD I
MGT 6311
MGT 6402
MGT 6403
MGT 6405

MOD II
MGT 6404
MGT 6431
MGT 6533
MGT XXXX
MGT XXXX

MOD III
MGT XXXX

MOD IV
MGT XXXX

Course Title

Credit Hours

Financial Economics I

Introduction to Accounting
Financial Economics II
Econometrics
Financial Modeling

2
2
2
2

Econometrics
Corporate Valuation
Derivatives Markets
Elective
Elective

2
2
2
2
2

Elective

Elective

Total Required Course Credit Hours

24

ELECTIVES
MSF/JD students are required to take 8 credit hours of finance electives. These are listed below. Note that not all classes are offered in every mod.
Course Number
MGT 6432
MGT 6433
MGT 6435
MGT 6436
MGT 6510
MGT 6530
MGT 6531
MGT 6532
MGT 6534
MGT 6535
MGT 6536
MGT 6537

Course Title
Corporate Financial Policy
International Financial Markets and Instruments
Applied Investment Management
Bond Markets
Federal Income Taxation of Mergers and Acquisitions
Mergers and Acquisitions
Private Equity and Leveraged Buyouts (short course)
Risk Management
Financial Data Analysis
Derivative Securities Valuation
Active Portfolio Analysis and Trading
Corporate Restructuring (short course)

Credit Hours
2
2
2
2
2
2
1
2
2
2
2
1

MSF/JD students may take a maximum of one of the following electives with approval of the MSF program director:
MGT 6437
MGT 6438
MGT 6439

Real Estate Financial Analysis

Real Estate Investment and Development
Advanced Real Estate Valuation

2
2
2

NOTE: New course numbers took effect in fall 2015. Former course numbers are included in course descriptions in this catalog and at this website:
registrar.vanderbilt.edu/faculty/course-renumbering/course-lookup/.

50

vanderbilt university

CALENDAR
Master of Science in Finance
(Information and dates subject to change)
Summer 2015
MSF Orientation
Financial Economics I and
Professional Communication

Fall Semester 2015
Orientationall incoming students
First Day of Classes, Module I
Labor Day*
Last Day of Classes, Module I
Module I Exam Period
Short/Immersion Courses
First Day of Classes, Module II
Thanksgiving Break
Last Day of Classes, Module II
Module II Exam Period
Winter Break

July 31August 14, FridayFriday

August 314, MondayFriday
August 1014, MondayFriday
August 17, Monday
September 7, Monday*
October 1, Thursday
October 58, MondayThursday
October 1216, MondayFriday
October 19, Monday
November 2029, FridaySunday
December 10 Thursday (Health Care MBA, check with instructors)
December 1417, MondayThursday
December 18, 2015January 10, 2016, FridaySunday

*Classes meet on Labor Day, Monday, September 7, 2015.

Spring Semester 2016
First Day of Classes, Module III
MLK HolidayNo Classes**
Last Day of Classes, Module III
Module III Exam Period
Spring Break
First Day of Classes, Module IV
Last Day of Classes, Module IV
Module IV Exam Period
Commencement

January 11, Monday

January 18, Monday; classes will be held on Friday, January 22.
February 25, Thursday (Health Care MBA, check with instructors)
February 29March 4, MondayFriday
March 513, SaturdaySunday
March 14, Monday
April 28, Thursday
May 2-5, MondayThursday
May 13, Friday

**Classes do not meet on Monday, January 18 (MLK holiday), but will meet on Friday, January 22.

51

Courses of Study: Fall 2015 through Spring 2016

MBA, MAcc, and MSF
MGT 6311. Introduction to Financial Accounting. [Formerly MGT 311]
Studies the basic concepts and limitations of financial accounting. This
course covers the financial reporting process and the development, interpretation, and analysis of financial statements for external users, such as
investors and creditors. [2]
MGT 6312. Introduction to Managerial Accounting. [Formerly MGT
312] Focuses on internally available, generally proprietary, accounting information, which is not required for disclosure in the external financial statements. Users of these internal information sources are managers, directors,
investment bankers, consultants, internal and external auditors, and others.
This course is divided into two parts: decision making and performance
evaluation. We begin the course with a discussion of the basic vocabulary
and mechanics of managerial accounting systems. For the remainder of
the course, we focus on identifying and extracting relevant information from
managerial accounting systems as an input to decision making and performance evaluation. Course objectives are reinforced through the course
readings, case write-ups and discussions, problem solving, and exams.
Prerequisite: MGT 6311. [2]
MGT 6315. Communication, Leadership, and Ethics in Accounting
(MAcc). [Formerly MGT 315] The course focuses on helping students
develop their communication abilities, leadership skills, and ethical foundation to become successful accounting professionals. This interactive
learning experience incorporates videotaped presentations, detailed evaluations, and peer feedback. [1]
MGT 6316. Engagement Documentation (MAcc). [Formerly MGT 316]
This course develops the concept audit evidence then hones communication skills essential to obtaining and documenting audit evidence. The
context is understanding and testing the effectiveness business process
and related internal controls over financial reporting. The focus is client
inquiry and interview techniques typically deployed by an audit associate
in the practice of public accounting and the documentation of what is
learned. Prerequisite: MGT 6315. [1]
MGT 6317. Business Ethics in Accounting (MAcc). [Formerly MGT
317] The course is designed to help MAcc students explore business
leadership from an ethical perspective. We will address business leadership and ethics as a practical matter as it might affect you as an accounting professional. We will study a range of approaches people in businesses use to assure (and fail to assure) ethical business practice. This study
provides the opportunity to inquire into your own ethics and those you will
need in your accounting professional career. Prerequisite: MGT 6315. [1]
MGT 6321. Business in the World Economy. [Formerly MGT 321] Addresses the impact of national and global economic developments on the
business environment. The determinants of national income, inflation, interest rates, unemployment rates, business cycles, exchange rates, and
foreign investment are discussed, with particular attention to the increasingly important linkages among the worlds economies as well as some
key institutional differences across countries. Supplementary case studies
and debates provide opportunities to integrate theory with decision analysis. [2]
MGT 6322. Managerial Economics. [Formerly MGT 322] Teaches students to solve problems by (i) identifying profitable decisions using benefitcost analysis, and (ii) ensuring that employees have enough information
to make profitable decisions, and the incentive to do so. Specific topics include: investments, pricing, scale and scope economics, long-run
strategy, price discrimination, bargaining, auctions, supply and demand,
adverse selection, moral hazard, principal-agent relationships, and organizational design. [2]
MGT 6331. Managerial Finance. [Formerly MGT 331] This class provides the framework for analyzing the various components needed to value real assets, as well as an introduction to the valuation of financial assets.

Topics include the time value of money, capital budgeting, measuring risk
in financial markets, market efficiency and an introduction to options. [2]
MGT 6342. Leading Teams and Organizations. [Formerly MGT 342]
Exposes students to the principles of leadership and their application in
business contexts. Through experiential exercises and cases, students
are given the tools to analyze and develop their ability to lead others in
groups and organizations. A major emphasis is placed on the dynamics of
small group processes, with students provided the opportunity to become
aware of how they personally work in teams. [2]
MGT 6351. Management Communication. [Formerly MGT 351A] The
course helps students develop strong presentation and interpersonal
communication skills, a unique personal brand, and the ability to tailor their
communication style to the intended audience. Weekly oral presentations,
impromptu speaking exercises, videotape reviews, immediate feedback,
and peer ranking help students master a full range of communication tools.
[1]
MGT 6352. Managerial Writing. [Formerly MGT 352] The course advances business writing skills by exploring language constructs, audience
frames of reference, grammatical structure, and vocabulary. By identifying
individual strengths and weaknesses, each student creates an action plan
to improve their written communication skills. Students develop a portfolio of business writing examples. Each class session requires students
to submit a written deliverable based on applied business situations and
respond to detailed feedback. [1]
MGT 6355. Strategic Management. [Formerly MGT 355] This course
introduces tools and concepts for identifying, formulating, and implementing corporate strategy. This includes frameworks that tie together internal
capabilities, external conditions, and acquisition and deployment of assets
for the purpose of improving the performance of the organization. Skills
will be developed in conceptualizing strategy and thinking through the impact of changes in the internal and external environments of companies.
Students will apply critical thinking, problem solving, financial analysis, and
communication strategies to realistic management situations. Topics included are self-assessment, team building, case analysis, data gathering
and synthesis, management writing and presentations, and management
simulations. [2]
MGT 6361. Marketing Management. [Formerly MGT 361] Designed to
introduce students to basic marketing principles and concepts. Marketing
is the business function that manages customer value. Successful organizations integrate the objectives and resources of the organization with the
needs and opportunities in the marketplace to create customer value and
(thereby) create value for the firm. Effective implementation of marketing
concepts requires knowledge of key relationships between internal (company) and external (competitors and customers) environments and how they
are influenced by the marketing mix (product management, pricing, distribution channels and promotion strategy). Students are challenged to apply the
principles they learn in class to current, real world marketing situations. [2]
MGT 6371. Operations Management. [Formerly MGT 371] An overview
of operations management in both service and manufacturing organizations with an emphasis on international operations. Topics include operations strategy, process analysis, quality control, queuing, and enterprise
planning systems, lean manufacturing, and supply chain management. [2]
MGT 6381. Managerial Statistics. [Formerly MGT 381] This course
provides an introduction to how statistical methods provide a direct way
of dealing with a wide range of managerial problems. It focuses on exploratory data analysis, hypothesis testing, and regression analysis, and
uses these methods to study the most important types of business models, and to develop even better ones. Students have the opportunity to
use business data of their choice to construct models for estimation and
prediction that solve problems in which they have a particular interest. [2]

52
MGT 6401. Financial Economics I (MSF and MAccVal). [Formerly
MGT 401] This is an intensive one-week course offered prior to Mod 1
to provide students with an introduction to the central themes of finance.
We study the basic problems in corporate financial management and investments. The course is organized around the theme of asset valuation.
Topics covered include the time value of money, stock and bond valuation,
derivative pricing, and market efficiency. [2]
MGT 6402. Financial Economics II (MSF and MAccVal). [Formerly
MGT 402] This Mod 1 MSF course continues the study of corporate financial management and investments initiated in MGT 6401. In this course,
we focus on the yield curve, the price behavior of risky securities, the
Capital Asset Pricing Model, capital budgeting, and the investors portfolio
optimization problem. We also examine several advanced topics including
the Black-Scholes option pricing model and hedge funds. [2]
MGT 6403. Econometrics (MSF). [Formerly MGT 403A] Measurement,
specification, and estimation of microeconomic models for the purposes
of testing hypotheses and forecasting. Analysis of specification of errors
in single equation estimation of economic relations and an introduction to
the estimation and application of simultaneous equation models. [2]
MGT 6404. Econometrics (MSF). [Formerly MGT 403B] Measurement,
specification, and estimation of microeconomic models for the purposes
of testing hypotheses and forecasting. Analysis of specification of errors
in single equation estimation of economic relations and an introduction to
the estimation and application of simultaneous equation models. [2]
MGT 6405. Financial Modeling (MSF and MAccVal). [Formerly MGT
405] Financial modeling refers to the practice of building a mathematical
or computational model to assist in financial decision-making. The key
tools of financial modeling are statistics, regression analysis, optimization
techniques, and Monte Carlo simulation. This course focuses on the application of these tools to financial problems using Microsoft Excel and
real-time data. [2]
MGT 6406. Professional Development and Communications (MSF).
[Formerly MGT 404] The course teaches students to develop communication strategies for realistic business situations. Skills development focuses
on networking, personal branding, business writing, oral presentations,
and career management. Instructors use videotaping, feedback, and peer
evaluations extensively. [1]
MGT 6410. Financial Reporting I. [Formerly MGT 411A] This is the first
part of the financial reporting course. This two-mod course provides students
with refined tools to prepare, understand, and analyze financial statements.
The fundamentals of assets, liabilities, and equities covered in MGT 6311
will be reviewed, and the more complex issues surrounding these elements
will be unpacked, analyzed, and interpreted. In addition, students will be
exposed to the link between the economics of corporate transactions and
how those transactions are accumulated, summarized, and reported in the
financials of firms. The course considers the financial reporting framework
that has been established by International Financial Reporting Standards but
will primarily focus on the financial reporting standards established by the
Financial Accounting Standards Board (US GAAP). By the completion of this
course, students will be comfortable with the preparation of financial statements and the accompanying notes, as well as the economic implications of
transactions that are included therein. Students will improve their familiarity
with how accounting information is used to evaluate economic conditions
and make organizational decisions. Prerequisite: MGT 6311. [2]
MGT 6411. Financial Reporting II. [Formerly MGT 411B] This is the second part of the financial reporting course. This two-mod course provides
students with refined tools to prepare, understand, and analyze financial
statements. The fundamentals of assets, liabilities, and equities covered
in MGT 6311 will be reviewed, and the more complex issues surrounding
these elements will be unpacked, analyzed, and interpreted. In addition,
students will be exposed to the link between the economics of corporate
transactions and how those transactions are accumulated, summarized,
and reported in the financials of firms. The course considers the financial
reporting framework that has been established by International Financial
Reporting Standards but will primarily focus on the financial reporting
standards established by the Financial Accounting Standards Board (US
GAAP). By the completion of this course, students will be comfortable with

vanderbilt university
the preparation of financial statements and the accompanying notes, as
well as the economic implications of transactions that are included therein.
Students will improve their familiarity with how accounting information is
used to evaluate economic conditions and make organizational decisions.
Prerequisite: MGT 6311. [2]
MGT 6412. Taxation of Business and Investment Transactions. [Formerly MGT 412] This course focuses on the fundamental concepts of federal income taxation that apply to business and financial transactions typical
of most taxpayers, such as choice of business entity; measurement of taxable income (loss) from operations; acquisitions and dispositions of property; nontaxable exchanges; cost recovery; compensation and retirement
planning; and investment and personal financial planning. The objectives
of the course are to educate students about the role taxes play in financial
and managerial decision-making; provide them with a working knowledge
of those principles of tax law that are of wide application and importance;
develop their intuition about the likely tax consequences of business and
investment transactions; begin developing in them an appreciation of tax
planning as a process for maximizing wealth; and give them a good foundation for increasing their tax knowledge through advanced courses, selfeducation, or on-the-job training. To help students understand and become
conversant with the fundamental concepts of federal income taxation, the
instructor uses a problem-oriented approach that requires students to apply the more important principles of tax law to discrete factual situations.
Prerequisite: Mgt. 6311 or consent of the instructor. [2]
MGT 6413. Advanced Management Accounting. [Formerly MGT 413]
This course builds on the tools learned in MGT 6312, Introduction to
Managerial Accounting. The course has more of a marketing focus than
a manufacturing one and develops skills managers need to make profit
enhancing decisions. It uses case studies to explore in depth the actual
application of managerial accounting techniques to real world management problems. The cases relate to companies whose managers have
developed innovative ways of using financial data to run their companies.
Prerequisite: MGT 6311. [2] (Not offered 2015/2016)
MGT 6414. Research in Financial Reporting (MAcc). [Formerly MGT
414A] This accounting course is designed to provide students with the
ability to research and provide analytical accounting recommendations
for difficult and complex financial reporting issues. This course covers all
accounting standards issued regardless of whether the client is public or
private, or for-profit or non-profit, or national or international. Because of
the multiple numbers of standard setters that exist globally, students need
to understand how to find answers to critical issues. [2]
MGT 6415. Audit Institutions and Processes (MAcc). [Formerly MGT
415A] This course serves those entering the audit service line of an international public accounting firm. It fosters the development of a fundamental understanding of the assurance service market and associated
engagement-level processes. The focus is (1) the nature and value of external audits of corporate financial statements, (2) the structure and performance of the public accounting profession, (3) approaches to assessing
the risk of material misstatement and evaluating financial statement assertions, and (4) the conceptual and practical problems attest providers face.
The emphasis throughout the course is professional judgment as opposed
to off-the-shelf mechanical rules. [2]
MGT 6416. Advanced Cost Accounting. [Formerly MGT 416] Accounting addresses the measurement, aggregation, and evaluation of economic
information useful for decision making. This information is frequently consolidated, organized, and presented in the form of financial statements.
MGT 6410 and 6411 address general purpose external financial reports,
primarily the balance sheet, income statement, and statement of cash
flows. These statements are provided to individuals outside the firm who
do not have the authority to compel management to provide the information they desire. These statements are further described as external
because their primary users are groups and individuals outside of the firm,
such as shareholders, security analysts, and other interested parties. This
course focuses on internally available information, much of which is not
required for disclosure in the external financial statements. Analysis of
such proprietary, internal information, the product of the firms managerial
accounting systems, will be the course focus. Users of these internal information sources are managers, directors, investment bankers, consultants,

Owen School / Courses of Study: Fall 2015 through Spring 2016

53

internal and external auditors. This course is not available for students
who have taken MGT 6413. Prerequisite MGT 6311 or equivalent. [2]

attention is paid to understanding whether or not these activities provide

firms with a competitive advantage in the marketplace. [2]

MGT 6417. Accounting Information Systems. [Formerly MGT 417]

The development and implementation of integrated organizational computer-based information systems has had a significant impact on the field
of accounting. Accounting information systems must meet the multiple accounting needs of transaction processing, internal controls and audit, and
financial statement preparation and simultaneously support the needs of
decision makers in finance, operations, marketing, human resources, and
strategic management. The Sarbanes-Oxley Act makes corporate executives explicitly responsible for establishing, evaluating, and monitoring the
effectiveness of internal control over financial reporting. For most organizations, the role of IT will be crucial to achieving these objectives. This
course presents system and control concepts necessary for the design,
implementation, control, and audit of accounting information systems with
an emphasis on the accounting cycle, database design requirements, information system controls, financial reporting, and management responsibilities for compliance. The course includes a significant hands-on component using an accounting information system and relational database
implemented using Microsoft Access. [2]

MGT 6425. Game Theory and Business Strategy. [Formerly MGT 425]
Game theory is a discipline that offers a systematic way of analyzing problems of strategic behavior in interactive situations. This course develops
basic concepts from game theory and applies them to business strategy.
Some of the concepts to be considered include (1) decision tree analysis;
(2) looking forward and reasoning backward; (3) anticipating the moves
of the rival; (4) inducing cooperation; (5) strategic use of commitments,
threats, promises, and credibility; (6) preemptive moves and deterrence;
and (7) creating and using ones reputation strategically. The strategic significance of these concepts will be demonstrated through business case
studies. Prerequisite: MGT 6321. [2]

MGT 6418. Managerial Strategy (MAcc). [Formerly MGT 418] This

course will cover the fundamental issues in business strategy with additional
focus on how company strategies reveal themselves in financial statements.
In addition, this course will look at strategies for particular industries to help
auditors better recognize issues unique to particular settings. [2]
MGT 6419. Advanced Audit Topics (MAcc). [Formerly MGT 415B] This
course is a continuation of MGT 6415, Audit Institutions and Processes. It
advances students understanding of selected audit-related topics. Topics
include professional ethics, professional liability, boards of directors, and
fraudulent financial reporting. Ever present is professional formation, and a socialization into the public accounting profession. Prerequisite: MGT 6415. [2]
MGT 6420. The Future of Energy Markets in a Low Carbon Economy. [Formerly MGT 420] Every company, regardless of size or industry,
relies upon energy and creates carbon emissions in a variety of ways. Increasing demand for energy from emerging economies coupled with the
concern over climate change is rapidly changing the nature of energy supply and demand. Companies are increasingly turning to energy conservation, energy efficiency and renewable energy to both create new business
opportunities as well as reduce the risks of increasing costs or disruptions
in supply. This course will focus on this critical sector of the economy and
examine how leading businesses are acting to address this topic. [2]
MGT 6421. Financial Analysis of ESG Data. [Formerly MGT 421] Environmental, social and governance (ESG) performance metrics have traditionally been difficult to obtain in any comprehensive or consistent manner.
Over the years, standardized metrics have been developed through the
Global Reporting Initiative (GRI). Several thousand multi-national companies now report on ESG performance using the GRI framework and
Bloomberg is now making these metrics available to mainstream investors.
Traditional financial market research firms are beginning to use them to uncover risks and opportunities not previously available to the market. This
course provides students with background knowledge on ESG metrics
and experience applying standard financial models to analyze companies
and portfolios. [2]
MGT 6423. Corporate Strategies for Environmental, Social and
Governance Issues. [Formerly MGT 423] Explores this growing trend
and its implications for business in todays world and beyond. Environmental management, corporate social responsibility, transparency, and
corporate governance have traditionally been viewed as necessary evils
that add to the cost structure of business. In this old model, government
regulations, threats of consumer boycotts, and other forms of coercive activities were the driving force behind compliance and socially responsible
behavior. Many firms have begun to shed this old view of environmental,
social and governance (ESG) issues and are embracing ESG as a competitive strategy. We will explore what leading companies are doing in
areas such as fair wages, privacy concerns, affirmative action, sexual harassment, employee rights, worker safety, consumer safety, animal testing,
human rights, governance, and environmental considerations. Particular

MGT 6426. Managing the Global Enterprise. [Formerly MGT 426]

Managing the Global Enterprise. Evidence of business globalization is all
around us, the rise in foreign trade, the diversification of portfolio holdings,
offshoring, the ubiquity of made in China logos, the interconnectedness
of national business cycles, and even the share of foreign-born talent in
leadership positions among global corporations. This course focuses on
what is different about managing across borders. Besides the usual issues
of distance, language, time, entry mode, legal systems and bureaucratic
red tape, the course focuses on specific cross-border risks and opportunities, including management of exchange rate risk, cross-cultural risk,
and expropriation risk. This course may be applied to a concentration in
strategy or general management; or to an international emphasis. Prerequisite: MGT 6321 and 6331. [2]
MGT 6427. Life Cycle of an Enterprise. [Formerly MGT 427] The
course seeks to expand your understanding of the life cycle of enterprises
from start up to maturity, maturity to renewal or failure. We will explore the
methods and measures of how companies /management teams seek to
succeed in challenging stages of their existence. We will also learn how
management teams build strategies and how human capital plays a pivotal role in the success or failure of an organization. We will spend much of
our time looking at an organizations organic and strategic growth, including new market entry, acquisitions/mergers and their role in the growth
objectives of an organization. [2]
MGT 6428. Social Enterprise and Entrepreneurship. [Formerly MGT
428] Social Enterprise and Innovation will explore the spectrum of activity
in the growing social enterprise arena, where business models and entrepreneurial approaches are increasingly being used to directly address
social and environmental issues. Topics addressed will explore nonprofit,
hybrid, and for-profit social enterprise models, and the intersection of social entrepreneurship with capital formation issues, international development, technology and innovation, global health, cross-sector models, and
microfinance as a case study in social enterprise and innovation. Course
content will include a combination of instructor lecture, readings on focus
areas, guest speakers representing the leading social entrepreneurs and
social enterprises in the field, and a group project that will be integrated
with the other course curriculum. [1]
MGT 6429. Social Enterprise Project Planning. [Formerly MGT 428B]
This directed study course is for students desiring further study in the area
of social enterprise based on skills obtained in MGT 6428. [1]
MGT 6430. Investments. [Formerly MGT 431] Studies solutions to fundamental problems faced by individual and institutional investors. First, we
cover a number of topics in fixed income markets including the different
ways of computing bond yields, forecasts of interest rates using the yield
curve, and duration and convexity as measures of bond risk. Second, we
solve the asset allocation problem to determine an optimal portfolio mix.
We review the relevant theory, use an advanced spreadsheet to find an
answer, and discuss issues faced by portfolio managers. Third, we use
two methods to value options, the Black-Scholes formula and the binomial tree, and show how investors can use options to customize their riskreward profile. This course is equivalent to MGT 6404 so it is not available
for MSF students. Prerequisite: MGT 6331. [2]
MGT 6431. Corporate Valuation. [Formerly MGT 432A] This course
focuses on providing students with a strong theoretical and applied understanding of the key tools used in equity valuation and stock selection.

54
Approaches to valuation include dividend discount models, cash flow
models, and valuation by multiples. Financial statement data are used in
developing cash flow forecasts, and market data are used in estimating
the cost of capital. The effects of firm financing policy, corporate taxes,
and potential investment options are given special consideration. Applications include capital budgeting, the evaluation of potential mergers and acquisitions, and corporate restructuring. The objective of the course is to
show how to manage companies to add value. Prerequisite: MGT 6331. [2]
MGT 6432. Corporate Financial Policy. [Formerly MGT 432B] Examines major policies and financial decisions of a corporation. The topics
considered are corporate governance and management compensation
plans, optimal capital structure, uses of various financial instruments,
bankruptcy and reorganization, security issuance and going private, dividend policy, and repurchase decisions. Prerequisite: MGT 6431. [2]
MGT 6433. International Financial Markets. [Formerly MGT 433A]
Presents financial issues for firms and investors participating in global markets. The topics considered are the international monetary system, foreign
exchange markets and the determinants of exchange rates, managing exchange risk, international investments and raising capital in global financial
markets. Prerequisite or Corequisite: MGT 6431. [2]
MGT 6434. Commercial Real Estate Transactions. [Formerly MGT
439C] This course will provide a brief overview and introduction to selected topics in the law governing the purchase and financing of real estate,
with a particular focus upon commercial transactions. Topics will likely
include the following: negotiation and drafting of the purchase sale contract, the buyers due diligence investigation (including coverage of title
investigation and the role of title insurance), remedies for breach of contract, negotiation and drafting of the commercial lease, the mortgage deed
of trust, negotiation and drafting of mortgage documentation (e.g., mortgagees rights to rents, prepayment rights), foreclosure, and the impact of
bankruptcy upon the mortgagees rights. [1short course]
MGT 6435. Applied Investment Management. [Formerly MGT 435A]
The range of available investment opportunities continues to grow at an
increasing rate. The ability to (a) quantify the expected return/risk properties of these different opportunities, (b) decide on the optimal allocation
of investment funds across available opportunities, and (c) assess the
performance of specific strategies after the fact is called applied investment management. This course is intended to provide students with an
operational knowledge of applied investment management. The problems
addressed are those of the managers of pension funds, endowments, private wealth accounts, mutual funds, hedge funds, and the like. A variety
of quantitative techniques including simulation are used to show the actual
practice of investment management. Prerequisite: MGT 6430. [2]
MGT 6436. Bond Markets. [Formerly MGT 435B] Explores the government, municipal, and corporate debt markets. Topics reviewed include the
term structure of interest rates, interest rate risk, duration and convexity,
and mortgage backed securities. Prerequisite: MGT 6430. [2]
MGT 6437. Real Estate Financial Analysis. [Formerly MGT 437] The
purpose of this course is to introduce students to pro forma real estate
investment analysis and associated basic concepts and terminology. The
course will also incorporate an intensive introduction to ARGUS, the real
estate industry standard software for projecting cash flows, transaction
analysis, and valuation. Prerequisite: MGT 6432. [2]
MGT 6438. Real Estate Development. [Formerly MGT 438] This course
will provide an introduction to the practices of real estate investment and
development. The course will start by presenting the characteristics of the
various types of real estate and will make an effort to introduce students to
real-world examples of each property type. The course will then focus on
real estate development, from both an academic and a practical perspective. From an academic perspective, we will examine the development of
real estate as a component of the greater spectrum of available real estate
investments. We will then put this academic understanding to work by
examining the practicalities of developing real estate through a series of
cases and real-world situational examples. Finally, the course will explore
careers in real estate, from the perspective of MBA students looking to enter this fun and exciting field. This class does not count toward the finance
concentration. Prerequisite: MGT 6431 and MGT 6437. [2]

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MGT 6439. Advanced Real Estate Valuation. [Formerly MGT 439] The
course covers valuation, financing strategies and ownership structures
for the primary commercial property types. In addition, coverage of the
pricing and analysis of mortgages, leases, and mortgage-backed securities will be examined. Moreover, important elements in the management
of real estate portfolios will be introduced and discussed. Class has a
strong emphasis on outside speakers who are actively engaged in the
commercial real estate business. Prerequisite: MGT 6430 and MGT 6431
or permission of instructor. [2]
MGT 6440. Strategic Alignment of Human Capital. [Formerly MGT
440] The course is designed to help managers and entrepreneurs improve
business results by making better decisions about the management of human capital. Focus will be on mapping business models, identifying pivot
points where human capital investments have the highest marginal value,
and designing programs that align employees skills and efforts with the
achievement of organizational strategies. While students anticipating a career in human resource management and organizational development will
benefit from this class, it is explicitly designed to give general managers
the knowledge and skills they need to develop frameworks to diagnose
problems, propose solutions, and make effective resource allocation decisions. Prerequisite: MGT 6342. [2]
MGT 6441. Managerial and Organizational Effectiveness. [Formerly
MGT 441] Examines the effects of organization design on organizational
learning and performance. Traditional as well as innovative designs for
organizational structures and processes will be explored. Topics include
the impact of environment, technology, culture, and power and politics on
organizational design, and the emergence of new organizational designs.
Prerequisite: MGT 6342. [2]
MGT 6442. Talent Management. [Formerly MGT 442] The study of
the process by which firms project their human resource needs and the
policies and practices they use to meet these needs. Firms must identify,
acquire, develop, and allocate scarce and difficult-to-retain talent to ensure the achievement of business objectives. Topics include employment
branding, lateral hiring, talent shortages, career paths, internal development, and managing non-traditional sources of labor. This class will allow
current and future entrepreneurs, general managers, and human resource
professionals to design and implement effective, cutting-edge talent management systems. [2]
MGT 6443. Advanced Corporate Valuation. This course builds on Corporate Valuation (MGT 6431) by applying the methods of intrinsic valuation
(discounted cash flow) and relative valuation (multiples) to more interesting
and real world situations. Topics to be discussed include valuing young,
start-up firms, firms with abnormal or negative earnings, and distressed
firms. We will focus on the challenges in valuing these firms in simple
situations, but also discuss the implications of valuing these types of firms
in the context of leveraged buy outs. Assessment in this course will be
based on group project work, class participation, and an individual valuation project. Prerequisite MGT 6431 [2]
MGT 6444. Leadership: Theory and Practice. [Formerly MGT 444]
Focuses on leadership theory and its application to students careers.
Leadership concepts include traits, situations, communication, power, vision, integrity, emotional intelligence, and courage. Students develop a
fundamental understanding of theory and research, and acquire skills and
self-insight to become effective leaders. Prerequisite: MGT 6342. [2] (Not
offered 2015/2016)
MGT 6445. Talent Sourcing and Acquisition. [Formerly MGT 445] Talent sourcing and acquisition is the process by which organizations identify, recruit, evaluate, engage, and deploy talent. Students will develop a
practical understanding of employment law, job and competency analysis,
labor market segmentation, employment branding, internal and external
recruitment, talent assessment methods (biodata, personality testing, performance testing, structured interviews, and assessment centers), and
utility analysis. Emphasis will be placed on developing talent sourcing and
acquisition systems that are reliable, valid, legal, and useful. Prerequisite:
MGT 6342. [2] (Not offered 2015/2016)
MGT 6446. Compensation Decision-Making. [Formerly MGT 446]
Analysis of approaches to the motivation of human performance through

Owen School / Courses of Study: Fall 2015 through Spring 2016

reward systems, particularly compensation systems. Theoretical models
from economics, psychology, and sociology are integrated in analyses
of issues of wage structuring, the design of incentives, and wage level.
Practical exercises in the design of compensation systems are employed.
Prerequisite: MGT 6342. [2]
MGT 6447. Labor and Employee Relations. [Formerly MGT 447] This
course has two parts. The first half covers the basics of labor relations, including organizing, collective bargaining, and the grievance process. It also
covers the decline of unions and some of the issues that have developed
as a result of that decline. The second half covers the broader area of employee relations including arbitration, mediation, employee layoffs, performance appraisal, managing diversity, implied contracts, and statutory rights.
The course uses cases, but also is highly experiential, including simulations
for grievance handling, arbitration, and performance appraisal. Labor and
Employee Relations (LER) is useful for HR students, but also for operations
students (since many factories deal with the issues we cover in this class)
and those who expect to be managing large groups of employees (including those who may become corporate managers, or expect to manage their
own companies). For all students who are enrolled in the human capital
career specialization, LER is a required course. Prerequisite: MGT 6342. [2]
MGT 6448. Negotiation. [Formerly MGT 448] Designed to provide students from all functional backgrounds with skills needed to approach
negotiations with confidence. This includes a framework for analysis,
knowledge about ones own tendencies in negotiation, and a chance to
experiment with negotiating techniques in various contexts. Topics include
integrative and distributive negotiations, individual differences in bargaining styles, coalitions, team negotiations, negotiating through agents, and
ethical issues in negotiation. The course uses readings and cases, with
considerable emphasis placed on negotiation simulations. [2]
MGT 6449. Innovation Strategy. [Formerly MGT 449] This course is intended for students interested in improving innovation capabilities in complex organizations. The course presents a constraint-based model of innovation that diagnoses where innovation problems are likely to occur (i.e.
at the individual, group, organizational, industry, societal, or technological
level). In addition to learning how to manage innovative organizations and
lead creative teams, participants will also practice improving their own
creative abilities through the performance of an innovation project. While
we will discuss examples of technical innovation, this is not a technology
course; rather, this course is about understanding and managing people
who are engaged in the process of creation, innovation and change. [2]
MGT 6450. Learning to Thrive. [Formerly MGT 450] This course is designed help students think deeply about their lives and their goals over a
long time horizon. It will also better equip them to navigate the multiple
transitions they will face during their career. The course is organized into
three main sections: 1. Defining personal success, 2. Hitting the ground
ready to succeed, and 3. Maintaining momentum. The first section explores discovering their unique values and goals. The second section
looks at the critical issues to consider during the first 100 days of any new
opportunity. It applies many of the strategy concepts taught during the
curriculum but in the context of their own personal career decisions. The
last section helps create a long-term framework in which to balance work
and other life issues. This class is graded pass/fail. Designed for secondyear MBA students. [2]
MGT 6451. Advanced Management Speaking. [Formerly MGT 451]
This is a one-credit short immersion experience to advance second year
MBA students management speaking skills. This course will improve students ability to speak effectively in various managerial situations. Students
will learn the subtleties of effective speech organization, design, and delivery that build on skills learned in the first-year Management Communication course. Students will present multiple times and receive detailed
feedback from the instructor and their peers. The course employs a mix
of lectures, live cases, and hands-on exercises. This course is limited to
second-year MBA students. [1short course]
MGT 6454. The Law and Business of Climate Change. [Formerly MGT
455A] Climate change is now a major business issue that is affecting law,
policy and corporate strategy. Recent surveys of corporate executives
finds that the vast majority are concerned about global warming and are

55
increasing their firms spending on reducing greenhouse gas emissions.
Increasingly, they say that global warming and the environment is the social issue that will most affect shareholder value for companies in their
industry. This course will examine corporate responses to climate change
to assess the legal, economic, and social influences on firm environmental
behavior. Greenhouse gasses are coming under both state and federal
regulation in the US and abroad. In addition, much private regulation of
firm environmental behavior occurs in the shadow of public environmental
laws. Whether due to pressure from consumers, investors or the public at
large, firms are voluntarily reducing greenhouse gas emissions as well as
other forms of pollution beyond what is currently required under the law.
The course will draw on theoretical and empirical literature to explore the
incentives for firms to comply and over-comply with environmental laws,
to participate in voluntary programs, and to address environmental issues
in corporate transactions. The course is designed for both Owen and Law
students. It will be highly interdisciplinary, drawing upon fields such as
law, business, economics, and social psychology. Part one of a two-mod
course (Mods 1 and 2). [2 credits total; 1 credit per mod]
MGT 6455. The Law and Business of Climate Change. [Formerly
MGT 455B] The course is designed for both Owen and Law students. It
will be highly interdisciplinary, drawing upon fields such as law, business,
economics, and social psychology. This is part two of a two-mod course
sequence MGT 5454 and MGT 6455. [2 credits total; 1 credit per mod]
MGT 6456. Ethics in Business. [Formerly MGT 456] Considers management practice and business leadership from a personal ethical perspective.
We explore how ethical concerns color, change, detract, and/or add to
ones approach to life in work and other organizations, as both leader and
member. The issues raised and discussed create opportunities to inquire
into our own ethics and to gain insights into our own approaches to leadership and collaborative work. We consider a range of approaches people
in businesses use to assure (and fail to assure) ethical business practice.
Circumstances drawn from case studies and contemporary events, as
well as experiences of members of the class, are used as springboards for
discussions. This is a required course in the MBA curriculum. [2]
MGT 6460. Marketing Communications: Advertising and Social
Media. [Formerly MGT 460] This course covers the overall communications strategy with prime emphasis on the role of advertising and theories of how advertising works. Typical topics covered include targeting,
creative strategy, media strategy, including an emphasis on social media,
budgeting, setting communications objectives, and advertising agency
management. Complements MGT 6464, Sales Promotion. Assignments
include readings, cases, written case reports, and advertising group projects. Prerequisite: MGT 6361. [2]
MGT 6461. Consumer Insights for Marketing Decision-Making.
[Formerly MGT 461A] This course is designed to provide an overview of
qualitative marketing research and its use in making effective marketing
decisions. Because MBA students are not typically training for careers
in market research, the course emphasizes two things that are very relevant for a marketing manager: (1) how to evaluate the design of research
studies to assess whether the results are valid and meaningful, and (2)
how to analyze and interpret market research data for marketing decision
making. We examine a variety of qualitative research techniques including focus groups, observation, in-depth interviews, ZMET, and projective
techniques. This course provides students with hands on experiences
conducting actual research relevant to real world issues. Prerequisite or
corequisite: MGT 6361. [2]
MGT 6462. Consumer Analysis. [Formerly MGT 462] At its basic premise,
marketing is an attempt to influence consumers toward a purchasing act
(and oftentimes a non-act). This course seeks to provide insights into consumer pedagogies (e.g., psychology, sociology, social psychology) used
in developing effective marketing strategies. In addition to learning how a
deeper appreciation of consumer behavior analysis can inform the design of
effective marketing, you will also gain a better understanding of yourself as
a participant in marketing influence. Assignments include readings, cases,
written case reports, and group projects. Prerequisite: MGT 6361. [2]
MGT 6463. Quantitative Analysis for Marketing Decision-Making.
[Formerly MGT 461B] This course is designed to provide an overview of

56
survey research and its use in making effective marketing decisions. Because MBA students are not typically training for careers in market research,
the course emphasizes the analysis and interpretation of market research
data for marketing decision making, and the design of research studies
so that the results are both meaningful and valid. The course focuses on
descriptive research, primarily survey research, as well as touching briefly
on causal research (e.g., experimentation and test marketing). The best
way to learn the material in this course (even for a marketing manager who
may not actually engage in data analysis in the future) is through a hands
on experience. Towards this end, students will design and implement a
questionnaire, collect data, and analyze the data using statistical software.
The course will apply many of the statistical techniques learned thus far in
the Owen MBA program, such as t-tests, ANOVA, regression, and correlation. Additionally, we will discuss data reduction (e.g., factor analysis),
scale reliability (e.g., Cronbach alpha) and more advanced marketing data
analysis techniques, such as conjoint analysis, perceptual mapping, and
cluster analysis. The emphasis in this course will be on the interpretation
and proper use of marketing research techniques, with the goal of training
knowledgeable marketing managers who can evaluate the quality of marketing research conducted by others and use the information effectively in
making strategic marketing decisions. Prerequisite: MGT 6361.[2]
MGT 6464. Selling Strategy: Promotions, Persuasion and Public
Relations. [Formerly MGT 464] This course equips students with the
tools necessary to craft an effective integrated strategy for the promotion
of goods and services. Students will learn about the variety of consumer
and trade-oriented sales promotions available to marketers and how to
design such promotions for maximum sales as well as branding impact.
The course will also consider how business success can be facilitated by
a strong sales effort. To this end, the course will cover the role of selling
in the broader marketing plan, as well as principles of successful selling.
Sales promotion and selling are the two main foci of the course, but other
integrated marketing communications tools will be covered including public relations, direct marketing, sponsorships, and merchandizing. Although
the principles of effective advertising are exclusively covered in MGT 6460,
this course will cover optimal strategies for the integration of sales promotion and advertising, with particular focus on the life cycle of the brand.
The course serves as a complement to MGT 6460, but neither course
serves as prerequisite for the other. Prerequisite: MGT 6361. [2]
MGT 6465. Marketing Models. [Formerly MGT 461C] Marketing decisions are primarily the purview of CEOs, CMOs, consultants, and marketing managers, but, increasingly, marketing has permeated throughout
companies such that all managers must consider their customers. Marketing decisions are optimal when they are fact based, and marketing models
are informed by both data and judgment. Models will be studied, created, and tested for all elements of marketing: clustering customers into
segments, forecasting market sizes, customer relationship management
database systems, diffusion rates for new products, advertising budgeting,
pricing models, etc. Prerequisite: MGT 6361. [2]
MGT 6467. New Product Development. [Formerly MGT 467] The new
product development process is examined from idea to launch, covering
elements such as idea generation and screening to market scoping and
testing. As part of the course, students will collaborate in teams to work
on a new product development project for an actual company. Multiple
techniques will be applied, including concept testing, conjoint analysis,
forecasting, new product diffusion structures and rates, etc. Prerequisite:
MGT 6361. [2]
MGT 6468. Brand Management. [Formerly MGT 468] A business
thrives or withers as a function of the health and success of its brands.
This course will give students the tools to develop and execute effective
brand strategies in the aim of building and maintaining strong brands that
endure over time, and that can withstand competitive threats. Emphasis
will be given to category management, and students will learn how to develop and position product lines, when (and when not) to pursue brand extensions, and the principles of creating, preserving, and leveraging brand
equity. Prerequisite: MGT 6361. [2]
MGT 6472. Supply Chain Management and Information. [Formerly
MGT 472] An introductory course on managing material and information
flows throughout the supply chain, including aspects of product design

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and configuration, inventory planning, network configuration, and channel management. Topics include managing products with short life cycles,
strategic alliances and information sharing, supplier development, and
electronic supply hubs. Prerequisite: MGT 6371. [2]
MGT 6473. Health Care Operations. [Formerly MGT 473] The health
care industry is large and growing. Faced with rising costs and quality
issues, health care organizations are under unprecedented pressure to
improve efficiency and quality. Consequently, there is a big opportunity
for health care organizations to better manage their operations. In this
course, we will analyze operational issues in health care organizations using both qualitative and quantitative principles of operations management.
The course focuses on three areas of health care operations management: (1) designing health care delivery systems, (2) capacity planning and
decision making under uncertainty, and (3) process failure, learning, and
improvement. The course is largely case based. Case settings include
hospitals as well as other organizations such as pharmaceutical companies. Grades are based on class participation, three case write-ups (done
in groups), and a group project. The course builds on the core course in
operations management, and will benefit students interested in consulting,
operations management, and/or health care. Prerequisite: MGT 6371. [2]
MGT 6475. Operations Strategy. [Formerly MGT 475] Includes the importance of manufacturing strategy to overall business strategy, as well as
its relationship to other functional strategies in the firm. Additional topics
include management of process technology, location and capacity management, and manufacturing performance measurement and how these
issues affect competitive advantage. Lectures, outside readings, guest
speakers, and cases are used to illustrate these concepts. Prerequisite:
MGT 6371.[2]
MGT 6478. Essentials of Project Management. [Formerly MGT 478]
Using a mix of lectures, cases, and hands-on exercises, this intensive,
multi-day short course covers key concepts and issues in project management. The course emphasizes practical tools and techniques for leading a team through the initiation, planning, execution, and close-out phases of a project. As part of the course, students will collaborate in applying
selected team-based project management tools to a multi-segment case
scenario. Specific course topics include the role of projects in supporting organizational strategy, understanding and measuring project success,
elements of effective project initiation, stakeholder management, the work
breakdown structure, project uncertainty assessment, project scheduling
techniques, tools for project monitoring, project closure and learning, and
the skills and capabilities of the effective project manager. [1short course]
MGT 6479. Management of Service Operations. [Formerly MGT 479]
The service sector has become the dominant sector in the global economy, yet productivity growth in the service sector has consistently lagged
that of the manufacturing sector. Consequently, there is a big opportunity
for service firms to better manage their operations. Service operations differ fundamentally from manufacturing operations. For example, customers are often present and can participate in the delivery of a service. The
course focuses on three aspects of managing service operations: design
of service delivery systems, management of service capacity and demand,
and service quality and growth. The course uses a mix of lectures, cases, and simulations. The course covers a wide variety of service settings.
Grades are based on class participation, a simulation, two case write-ups
(done in groups), and a group project. Prerequisite: MGT 6371. [2]
MGT 6480. Business Forecasting. [Formerly MGT 480] Forecasting is an
integral part of managerial planning and decision making. Effective management decision making is dependent upon understanding what data are necessary to the business context and how that data must be transformed to
yield useful information. This course is designed to provide the conceptual
framework and practical experience that will enable the student to effectively use business data to make predictions and forecasts. It will introduce
those forecasting methods that have proven to be the most useful in practice: smoothing methods, multi-regression, time series regression, and BoxJenkins (ARIMA) models. Minitab will be used to make these techniques
accessible. Major topics include: (1) concepts of forecasting models, (2)
how to find the best model, (3) methods for evaluating model performance,
and (4) inferential procedures that gauge the accuracy of predictions and
the effects of predictors. Prerequisite: MGT 6381. [2]

Owen School / Courses of Study: Fall 2015 through Spring 2016

MGT 6492. Data Management and Business Intelligence. [Formerly
MGT 492] Introduces the principles of database management system development and use including an overview of different data models, and
methods for conceptual, logical, and physical design of databases. Issues in database administration and advances in database technology
(distributed databases, knowledge base systems, and heterogeneous
databases) are also addressed. [2]
MGT 6498. Business Analytics. [Formerly MGT 498] The effective utilization of business analytics has become a crucial component of management. Fundamental to business analytics is an understanding of (1)
organizational goals, (2) key performance indicators (KPIs) and the data
necessary to measure them, and (3) statistical and visual representations
to enable understanding of business performance and identification of
business problems, opportunities and directions for improvement. This
course introduces general principles of business analytics combined with
specific skills in commercially available data analytics tools including PowerPivot (Microsoft) and Google Analytics. A live case study project provides hands-on experience in developing and utilizing business analytics
within the marketing organization of an online business. [Short course -1]
MGT 6499. Innovation Realization: Commercializing Technology.
Innovation Realization is a new experiential learning course focused on
the business and legal issues involved in technology commercialization.
Throughout the course multidisciplinary teams of Ph.D., MBA, and J.D.
students will examine these issues in the context of dissertation research
conducted by the Ph.D. students. Issues considered will include identification of entrepreneurial opportunities, fundamentals of industry analysis, legal means of protecting intellectual property, customer discovery, alliances
and commercialization environments, and entrepreneurial finance. Students
must take both semesters of this class; there is no option to take of the
class. Each innovation team will be composed of a Ph.D. candidate, two
MBA candidates, and two J.D. candidates, and the teams projects will be
developed around the doctoral thesis research of the Ph.D. student. Enrollment is by application in the May each year. Limited enrollment course. [3]
MGT 6500. Health Care Technology Trends and Practices. [Formerly
MGT 500] The discovery, development, and commercialization of new
technologies drives innovation in the health care industry. Life sciences,
defined as biotechnology, pharmaceuticals, devices, and diagnostics, are
a critical component of the health care system. The real world orientation
of the class will allow students to bring to bear their core learning to date
in the context of a dynamic interactive and problem solving environment.
Multiple strategies exist for a budding company or promising product in its
growth cycle, but many viable options and resources are overlooked. Few
strategies can be executed successfully without a thorough understanding of the unique market dynamics and a focused tactical plan to address
the market demands. The class will explore and analyze: What drives this
market. What are the unique challenges? What creates a real barrier to entry? How are opportunities identified, their value assessed and protected,
and successful products/companies developed [2]
MGT 6501. Health Care Immersion. [Formerly MGT 501] Health Care Immersion is a required week long experience for all Health Care MBA students.
It is offered between Mods I and II in the fall of the first year. Students will
spend time in the ER, OR, physicians offices, LifeFlight operations, etc. [2]
MGT 6503. Health Care Innovation and Evaluation. [Formerly MGT
502] Health care is evolving with wave after wave of new technologies,
insurance models, information systems, governmental regulations, genetic discoveries, and institutional arrangements continuously impacting the system. Entire organizations in health care are devoted either to
promoting innovations (selling the latest drug, imaging system, medical
device, software package, or Internet site) or preventing innovations from
disrupting the status quo (by counter-detailing, keeping drug reps away
from doctors, requiring certificates of need, or disallowing reimbursement).
Successful innovation hinges on numerous factors, including serendipity of discovery, wise paths taken in the past, investment decisions in
the present, a vision of the future, and access to new technologies via
mergers and acquisitions and strategic alliances. These factors manifest
themselves in terms of favorable market structures, the possession of key
resources and capabilities, and successful ties with other organizations
upstream and downstream in the value chain. This course focuses on the

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current state of innovation within the health care industry worldwide with
very specific emphasis on the state of health care innovation in the U.S. [2]
MGT 6504. Health Care Economics and Policy. [Formerly MGT 503]
Introduces students to the institutional detail of the health care industry
which affects the fundamental business challenges in delivery, financing,
and technology companies. The objective of the course is to establish a
base comfort level and understanding of the complex interrelationships
among the players in the industry and how this structure has evolved over
time. Students will understand the shortcomings of current systems and
the important issues which must be addressed to create value in health
care systems. Students will leave the course with an improved ability to
frame the important questions in health care which will drive business
strategy. Prerequisite: MGT 6501. [2]
MGT 6506. Health Care Law and Regulation. [Formerly MGT 505] Provides a brief overview of the U.S. health care system and a focused look
at health care policy processes and implications. It includes an analysis of
what policy is, how it is implemented, the effects of various policy decisions, and real life examples of policy in action. The course recognizes that
health care services consume an ever-increasing percentage of the gross
domestic product and thus have far-ranging impact on the economy of
the United States and the lives of all of us as individuals. The course, therefore, is designed for graduate students from a variety of disciplines who
are interested in how policy affects the delivery of health services, the
economic landscape, and society in general. [2]
MGT 6507. Health Care Information Technology. [Formerly MGT 506]
The course is an introduction to the role of information technology in the
health care industry. Although designed around technology applications
for health care, the course focuses on critical issues around IT management applicable across any industry. Whether you are directly responsible
for managing an IT group or will interact significantly with an IT department,
the concepts developed in this course should prove valuable. Designed
around a strategic level, health care IT implementation project, the course
explores several IT related topics including the role of IT in organizational
strategy, technology procurement, needs assessment, project management, economic justification, user support and technology, and business
risk management. (Not offered 2015/2016) [2]
MGT 6508. Health Care Finance. [Formerly MGT 507] This course examines business opportunities within the health care industry and the financial
considerations necessary for effective management of health care service
sector businesses. Our rapidly changing health care industry increasingly
demands that executives consider financial implications when making informed business decisions. As such, this course relies on a case study
approach to give participants the opportunity to apply finance concepts
to scenarios faced by real world health care organizations. Course material, case studies, class discussions, and assigned projects will explore
various approaches for navigating the health care industry transformation
from volume to value through the application of patient-centered care delivery, clinical integration, and provider consolidation. Learning objectives
include the ability to evaluate hospital financial performance, recommend
improvements, and guide future forecasts; generate ideas to strengthen
physician alignment, identify important considerations in the development of
pay-for-performance compensation, and gain working knowledge of physician practice valuation; as well as discuss innovative business solutions that
address health care industry trends. [2]
MGT 6509. Modeling and Analysis of Health Care Data. [Formerly
MGT 509] This course will focus on the key managerial questions in the
health care industry, the unique institutional data that is available, and
how to develop models to address these questions. Topics will include
benchmarking financial, operational, and clinical performance at both and
organizational and market level. Students will be required to develop a
basic familiarity with SAS programming. [2]
MGT 6010. Practice of Transplant Administration. [Formerly MGT
605A] The Practice of Transplant Administration course links the clinical, financial, and operations functions of a hospital transplant center in
a real world setting. Through lectures on the business of transplantation
and transplant clinical processes, a strong understanding of the business
and clinical aspects will be gained. Attendance at the National Practice of

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Transplantation Workshop in San Diego in the fall is expected. This opportunity provides an immersion into transplant administration and the opportunity to interact with transplant business professionals from around the
country. This program is the first in the country to be offered at a graduate
business school and is done in partnership with the Vanderbilt Transplant
Center. [2 credits per mod] This is a two-mod course: 6010 and 6011.
MGT 6011. Practice of Transplant Administration. [Formerly MGT
605B] Continuation of MGT 6010 at the Vanderbilt Transplant Center [2
credits per mod] This is a two-mod course sequence that includes MGT
6010 and MGT 6011.
MGT 6012. Health Care Quality Improvement. [Formerly MGT 459C]
Students from the graduate schools of business, medicine, and nursing
will work together in teams throughout the course to facilitate interdisciplinary learning. Topics to be covered throughout the course include:
key readings in research and innovation in quality improvement science,
leadership and teambuilding for quality improvement, change management, organizational design for the continuous learning organization, and
the business case for quality improvement. Students will also participate
in an introductory simulation at Vanderbilts CELA lab and have access
to resources at VUMC to bring a real-world perspective to the course. [1
credit per mod] This is a two-mod course: 6012 and 6013.
MGT 6013. Health Care Quality Improvement. [Formerly MGT 459D]
Continuation of MGT 6012. [1 credit per mod] This is a two-mod course
sequence: MGT 6012 and MGT 6013.
MGT 6014. Health Care Marketing. [Formerly MGT 459E] The course
will examine marketing in the industry in three key aspects: 1) how purchasing decisions are made in health care; 2) how those decisions can be
influenced through use of marketing technologies and; 3) how to design,
budget for and execute marketing plans that meet strategic objectives.
The course will develop competencies in recognizing marketing problems
in business strategy, in asking the correct questions to understand marketing problems, in formulating effective value propositions for end-users
and channel controllers and designing efficient solutions to solving those
marketing problems. The course will have utility both for learners who expect to practice marketing in a health care setting and for learners who will
practice other disciplines in health care management, finance, information
technology and strategy. Marketing strategies that are clearly articulated,
supported by data, and insightful can lead to profitable results, competitive advantage and business success. Health care marketing theory and
models will be presented and discussed and set the stage for case exploration, individual and team assignments and exercises. A hallmark of
the course is active student engagement and participation. The course is
most valuable for students who will work for a health care organization, will
consult with health care organizations, or are with a company that offers
health care-related products or services. Others interested in understanding the dynamics of the market-driven forces in health care will also benefit.
Prerequisite: MGT 6361 or permission of instructor. [2]
MGT 6015. Health Care Delivery Organizations. [Formerly MGT 459F]
In recent years, there has been a surge in the efforts to apply management
principles to improve health care delivery. Although a growing number of
health care organizations have adopted various management innovations
(e.g., lean production, team-based structures, etc.), the resultsmeasurable improvements in the efficiency, efficacy, and quality of care delivery
have been mixed. This course examines the mixed results in the light of
the distinctive features of health care organizations. We will discuss how
these organizational features lead to ineffective implementation of management innovations, and identify managerial strategies for successfully
leading process improvement initiatives in health care organizations. [2]
MGT 6510. Special Topics in Accounting: Federal Income Taxation
of Mergers and Acquisitions. [Formerly MGT 539F] This course is designed primarily for the student who wants a general understanding of
the basic principles and concepts of federal income taxation that apply
to corporate mergers, acquisitions and LBOs. Topics include taxable and
tax-free stock and asset acquisitions, incorporation transactions, nonacquisitive reorganizations, current and liquidating distributions to shareholders, stock redemptions, and survival of net operating losses and other
tax attributes. To help students understand and become conversant with

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the fundamental concepts of federal income taxation, the instructor uses
a problem-oriented approach that requires students to apply the more
important principles of tax law to discrete factual situations. Prerequisite:
Mgt. 6311 or consent of the instructor. [2]
MGT 6511. Advanced Financial Reporting and Analysis). [Formerly
MGT 511] Examination of the nature and financial reporting aspects of various business transactions including corporate acquisitions, mergers, the formation of other strategic alliances, and accounting for governmental entities.
Topics include accounting for business combinations and consolidations,
joint ventures, and foreign currency translation, variable interest entities, derivatives and hedge accounting, and financial reporting under Governmental
Accounting Standards. Prerequisite: MGT 6410 and MGT 6411. [2]
MGT 6512. Federal Taxation of Business Entities. [Formerly MGT
512] This course focuses on the fundamental concepts of federal income
taxation that apply to corporations and shareholders. A cradle to grave
organizational approach is used, emphasizing organization and capital
structure of the corporation, dividends and other distributions, stock redemptions, corporate divisions, taxable and tax-free mergers and acquisitions, and liquidation of the corporation. The objectives of the course are
not to make students tax experts, but to sensitize them to the tax implications of transactions involving corporations and shareholders so that, as
business managers, entrepreneurs, or advisers, they can spot the tax concerns or opportunities, identify the major tax issues, ask good questions of
the tax experts, and understand the answers received as a critical step
in making business and financial decisions that maximize wealth. To help
students understand and become conversant with the fundamental concepts of federal income taxation, the instructor uses a problem-oriented
approach that requires students to apply the more important principles of
tax law to discrete factual situations. Prerequisite: Mgt. 6311 or consent
of the instructor. Mgt. 6412 is highly recommended. [2]
MGT 6513. Financial Statement Analysis. [Formerly MGT 513] Accounting addresses the measurement, aggregation, and evaluation of
economic information useful for decision making. In Financial Statement
Analysis, we will focus on a subset of this construct, which is labeled general purpose external financial accounting and reporting. General purpose
statements are those provided to individuals who do not have the authority to compel management to provide information they desire. These
individuals differ from taxing authorities or others who have not only specialized needs, but also the authority to compel enterprises to furnish the
information they desire. General purpose statements are those viewed as
suitable for investors, creditors, and other resource providers. External
statements are those available to individuals outside of the firm. Managers, directors, and others may have access to additional internal (and often proprietary) information. This course provides a broad framework for
using financial statements and other SEC-required regulatory disclosures
in business analyses. Emphasis is placed on developing a critical, general managers perspective for interpreting required financial disclosures,
understanding the types of financial information available in the public
domain and their purposes, developing an appreciation of (some of) the
inherent ethical conflicts that may color managers and sell-side analysts
disclosures, and formulating an approach to evaluating an enterprises
overall financial reporting and the implications of that analysis from the
perspective of a potential shareholder or creditor. The course objectives
are reinforced through the course reading materials, assigned problems,
in-class problem solving, and class discussions. This course is useful for
individuals planning careers in investment banking, portfolio management,
corporate finance, management consulting, and security analysis. Pre- or
corequisite: MGT 6410 and MGT 6411 (can be taken concurrently). [2]
MGT 6514. Advanced Financial Reporting for Multinational Corporations. Financial reporting information is organized and presented in consolidated financial statements. This course focuses on general purpose external financial reports, primarily the balance sheet, income statement, and
statement of cash flows. Emphasis is placed on key topics of interest to
the global financial executive for the purpose of becoming a discerning user
of this financial information. We develop a thorough understanding of the
consolidation process, whereby the financial statements of the parent entity
are combined with acquired subsidiaries over which the parent has control.
This process ensures individuals have a sound understanding of the acquisi-

Owen School / Courses of Study: Fall 2015 through Spring 2016

tion method, in particular the determination of goodwill, goodwill impairment,
and bargain purchase acquisitions. We address key differences between
International Financial Reporting Standards (IFRS) and United States Generally Accepted Accounting Principles (GAAP). We study foreign currency
transactions and the accounting-based hedging of these activities as well
as the translation of financial statements for subsidiary operations prepared
in a foreign currency. We conclude with a focus on the process underlying
segmental financial reporting. The course objectives are for individuals to
gain knowledge of the functions, limitations, and challenges of financial accounting, particularly in the context of accounting for business combinations
and accounting issues related to international operations. The course objectives are reinforced through the text readings, homework problems, class
problem-solving, and exams. Prerequisite: MGT 6311. [2]
MGT 6515. Audit Internship (MAcc). [Formerly MGT 415C] This course is
a supervised ten week internship in the audit service line of an international
public accounting firm. It promotes the application of concepts learned in
the classroom to real-world settings. The experience hones technical skills,
fosters professional development, and enhances communication, criticalthinking, and teamwork skills. Prerequisite: MGT 6419. [6]
MGT 6516. Accounting Valuation Internship. [Formerly MGT 415G]
This course is a supervised ten week internship in the valuation service line
of an international public accounting firm. It promotes the application of
concepts learned in the classroom to real-world settings. The experience
hones technical skills, fosters professional development, and enhances
communication, critical-thinking, and teamwork skills. Prerequisite: MGT
6519. [6]
MGT 6517. Introduction to Law and Business. [Formerly MGT 556]
Most business managers, as well as accountants, will frequently deal
with legal issues and with lawyers. This course provides an introduction
to many of the substantive areas of law that people in business are likely
to encounter, including contracts; sections of the Uniform Commercial
Code dealing with sales of goods, negotiable instruments, and secured
transactions; bankruptcy; agency; alternative forms of business organizations such as partnerships, corporations, and limited liability companies;
regulatory laws such as securities laws and antitrust; real property law;
and intellectual property, which has become increasingly vital in the information age. An additional goal of the course is to help students prepare
for the legal sections of the CPA exam. Due to the large number of topics covered, the course focuses on black letter rules of law rather than
in-depth analysis. Where appropriate, however, the instructor provides a
conceptual or policy framework to make the rules of law more understandable and easier to remember. [2]
MGT 6518. Accounting and Finance for Entrepreneurs. [Formerly
MGT 518] Covers the accounting and financial issues faced by rapidly
growing start-up firms. It deals with accounting systems, cash planning
systems, and financial issues managers must handle for the firm as it
grows its annual sales from zero to 20 million. Students learn how to dissect a term sheet that investors may offer, how to locate sources of startup funds, and how to select the right investor. This course does not count
for credit toward a finance concentration. Prerequisite: MGT 6311. [2]
MGT 6519. Audit Institutions. [Formerly MGT 415E] This course serves
those entering a valuation service line of an international public accounting
firm. It fosters the development of a fundamental understanding of channel 1
services. The focus is (1) the nature and value of external audits of corporate
financial statements, (2) the demand for channel 1 services, and (3) the basic audit strategy and the language attest providers use to scope a channel
1 engagement and use a channel 1 deliverable. The emphasis throughout
the course is the forest for the trees. Ever present is professional formation,
and a socialization into the public accounting profession. [1]
MGT 6524. Seminar In Monetary and Fiscal Policy. [Formerly MGT
524] Focuses on current fiscal and monetary problems and policies related to the functioning of and the outlook for the economy in which business
operates. The approach is pragmatic and institutional but also involves the
basics of how our monetary system operates and the theoretical concepts
as they apply to current problems and policies. Distinguished speakers,
including top-level Federal Reserve and Treasury officials and leading representatives of private research and financial organizations participate in

59
seminar presentations and discussions. This is a two-mod course with
MGT 6525. [1]
MGT 6525. Seminar in Monetary Fiscal Policy. [Formerly MGT 524A]
Continuation of MGT 6534. Students must take both mods of this course.[1]
MGT 6526. Corporate Strategy. [Formerly MGT 526] Focuses on the
challenges of formulating corporate-level strategies and their implementation. In contrast to business-level strategy, which addresses competitive
advantage in a single market or industry, we analyze how competitive
advantage can be created through the configuration and coordination of
activities across multiple markets and industries. As part of the course, distinctive challenges that face multinational corporations are also discussed.
Students will gain experience in discovering, diagnosing, and solving corporate-level problems including corporate diversification, strategic alliances,
multi-market interaction, and global strategies. Prerequisite: MGT 6355. [2]
MGT 6530. Mergers and Acquisitions. [Formerly MGT 530] Covers
some of the major corporate finance activities of investment banks including: mergers and acquisitions, and takeovers and takeover defenses,
as well as private financing, asset restructuring, capital restructuring, leveraged buyouts, management buyouts, and leveraged recapitalizations.
This course is meant to familiarize students with institutional details and to
present a variety of case situations in which corporate valuation, industry
and financial analysis, strategic decision making, and financial contracting
and design are practiced. Casework represents an integral part of this
course and is used to challenge students to structure their own analysis
of how corporate finance can be used to create value for shareholders.
Prerequisite: MGT 6431. [2]
MGT 6531. Private Equity and Leveraged Buyouts. [Formerly MGT
531] This course examines the financial, economic, and legal strategies that
underlie private equity transactions in the United States and other countries.
The course begins by examining how private equity firms raise money from
institutional and individual investors and structure private equity funds. We
will discuss the legal, financial, and economic motivation for the different
types of private equity fund structures. The course then turns to how private
equity funds select, invest, and manage their portfolio companies. We will
discuss how venture capital firms, a particular (and very important) type
of private equity investor, provide capital to start-up firms, and how other
private equity firms provide capital to help more established companies,
both public and private, grow and restructure. One common theme that
runs through this course is how financial instruments and legal contracts
between the parties involved in private equity transactions address predictable conflicts of interest. The course will center on the study of cases that
highlight important concepts and issues in private equity transactions using actual historical situations. Students are expected to do fundamental
analysis of the companies and transactions presented in the cases as well
as to discuss how the legal environment at the time of the case affects their
recommendations. Prerequisite: MGT 6431. [1short course]
MGT 6532. Risk Management. [Formerly MGT 532] Considers techniques
for risk management of financial institutions. Topics include value at risk systems for managing risk, the application of portfolio theory to risk management, forecasting risk and correlations, regulatory approaches to risk control,
and regulatory capital requirements. Prerequisite: MGT 6436, 6533. [2]
MGT 6533. Derivatives Markets. [Formerly MGT 435C] The objective of
the course is to provide students with a working knowledge of derivative
contract markets, valuation, and risk management. The course begins by
providing a description of derivative markets and why they exist. The focus
then turns to valuation. The reason is that it is only through understanding
valuation and its assumptions that risk exposures can be measured. And, it
is only through accurate risk measurement that risk can be managed. With
the tools of valuation and risk measurement in hand, the focus then turns
to a variety of actual valuation and risk management problems faced by
individuals, firms, institutions, and governments. Included among them are
hedging commodity price risks, valuing employee stock options, designing stock price collars, creating passive and dynamic portfolio insurance,
structuring protected equity notes, managing interest rate risk exposures,
swapping fixed for floating interest rate payments, and managing currency
risk exposures. Whenever possible, current derivatives market-related issues are integrated into classroom discussions. Prerequisite: MGT 6430. [2]

60
MGT 6534. Financial Data Analysis. [Formerly MGT 534] Introduces
students to the many databases used in empirical research in finance,
including CRSP, Compustat, TAQ (NYSE, Amex, and Nasdaq-NMS transaction data) and NASTRAQ (Nasdaq trades, inside quotes, and individual
dealer and ECN quotes). The course will use the SAS programming language to access these databases and to analyze the data. The course is
intended for MSF students and MBAs who are interested in more analytically oriented finance positions. Prerequisite: MGT 6331. [2]
MGT 6535. Derivative Securities Valuation. [Formerly MGT 535A] Examines the pricing of derivative securities. Focuses on futures, options,
and exotic securities. A number of valuation techniques are examined
which include numerical approaches. Prerequisite: MGT 6533. [2]
MGT 6536. Active Portfolio Analysis and Trading. [Formerly MGT 536]
Takes the perspective of a quantitatively oriented equities portfolio manager. It examines portfolio theory, portfolio selection models, equilibrium
asset pricing models such as the CAPM and the APT, earnings estimation,
and the evaluation of portfolio performance. The course is designed for
very quantitatively oriented students. Prerequisite: MGT 6331. [2]
MGT 6537. Corporate Restructuring. [Formerly MGT 539G] This
course is designed to provide students with a general understanding of a
variety of financial restructuring and reorganization techniques. Each topic
that we discuss describes a transaction that restructures or reorganizes
the firm in some particular way. The specific objectives of the course include (1) to help build a framework for analyzing various corporate restructuring transactions primarily through techniques of financial analysis,
(2) to provide a broad overview of corporate restructuring approaches
which can then be critically applied to solve business problems, and (3)
to establish an economic perspective from which to assess the corporate and social consequences of alternative corporate restructuring and
reorganization techniques. While corporate restructuring and reorganizations have become common, mainstream transactions, the course material is also designed to help students solidify their understanding of how
modern corporations should be managed under conditions of financial
distress. In order to fully understand financial and economic aspects of the
bankruptcy process, we will also examine the legal framework created by
the Bankruptcy Code. This link is important because the Code exerts an
important influence on the behavior of corporate managers in financially
distressed corporations. MGT 6431, Corporate Valuation should be taken
before enrolling in this class. [1short course]
MGT 6538. Property Law for Business Students. [Formerly MGT
439B] This course provides insights into some of the main issues or problems in American property law that can have the largest impact on real
estate development and leasing. Some foundational concepts and vocabulary are reviewed, and then the course focuses on potential legal pitfalls
in the formation and interpretation of real estate contracts, achieving compliance with zoning and environmental remediation requirements, the role
of easements and covenants (especially in the contexts of condominiums
and homeowners associations), and potential risks from and responses
to condemnation of property by the government and changes in regulations that reduce market value, such as down-zoning or building moratoria.
One goal of the course is to provide students with the resources to be
intelligent consumers of legal advice, and in particular to know when potentially difficult legal issues are implicated and an expert legal analysis is
required. Prerequisite: MGT 6331. [1short course]
MGT 6540. Leading Change. [Formerly MGT 540] Examines all aspects of dealing with the people aspects of organizational change from
the perspective of a change leader or consultant. This course is practical
and hands on with an audit of an organizational change, a corporate
turnaround simulation, videos, speakers, case incidents, and personal
feedback assessments. Topics covered include personal change, models and frameworks for change, new methods for changing corporate
culture and mindsets, approaches for strategy execution, and techniques
for implementing new organization designs and technologies. Prerequisite: MGT 6342 or permission of instructor. [2]
MGT 6541. Product Design I: Need finding and User-Based Design.
[Formerly MGT 541] This is the first in a two-course sequence in product
design and development. Part 1 of the sequence teaches a framework and

vanderbilt university
uses tested methods that aspiring innovators, entrepreneurs, and new
product developers can use to understand the needs that drive adoption
by users of a new product or service. The students will work in teams to
produce a design brief accompanied by a detailed set of specifications
for a new product or service. This requires us to choose a user group, to
gather a sufficient quantity and variety of data to understand them, to analyze the data, and then to articulate our findings in ways that make them
actionable and useful to designers. Methods we will learn and employ will
include camera studies, interviews, creating composite character profiles,
brainstorming, and user-driven prototyping. [1]
MGT 6542. Product Design IIDevelopment and Commercialization. [Formerly MGT 542] This is the second in the two-course sequence
in product design and development. Part 2 of the sequence takes as its
input the design brief and detailed specifications for an established user
need, and then guides students through an industry-tested process for
developing a complete product in prototype form. The process phases
include generating and testing product concepts, developing a prototype,
modeling the product and overall project financial returns, securing intellectual property, developing appropriate retail packaging, performing market
testing, and establishing an optimum product price. The course culminates
in a product fair in the Owen lobby where invited product development and
consumer marketing experts, acting as retail buyers, simulate the competitive process that decides those products will end up on shelves (and those
that wont). Prerequisite: MGT 6541 (no exceptions). [1]
MGT 6544. Controversies/Debates in Business, Management, and
Society. [Formerly MGT 544] This course is a vehicle for analysis and
debate on current, controversial issues related to business, management,
economics, and society. Course objectives blend skills and substance.
With respect to skills, there will be material on the nature of argument
and analysis, with a goal of creating meaningful improvement in students
ability to develop and deploy goal-directed persuasive arguments. With
respect to substance, an objective of the course is to expand students indepth knowledge of key issues of the day related to business, economics,
and management practice. Prerequisite: MGT 6342. [2]
MGT 6546. Executive Coaching. [Formerly MGT 546] Coaching is the
application of a set of concepts, skills, and activities to develop employee
knowledge, skill, or ability and to move employees from current performance to a higher level. The use of coaching to develop employees has
grown dramatically in recent years. As McKinsey & Companys War for
Talent survey reveals, executives believe that coaching is important for
their development and is far more beneficial than traditional training. However, most executives believe their companies do not do a good job of
providing coaching, and most employees report wanting more coaching
and better quality coaching than they are currently getting. This course focuses on the concepts, skills, and activities that constitute effective coaching and how to use coaching both to work on areas that need improvement and to build on employee strengths. In particular, we will explore the
following topics: theories of coaching, types of coaching, characteristics
of helping relationships, listening, questioning, assessment, feedback giving, goal setting, action planning, and ongoing support. [1short course]
MGT 6547. Training Systems Management. [Formerly MGT 547] Corporations invest over $50 billion per year for training and development
programs with estimates for increased funding needed for new employees as baby boomers begin to retire. As companies worldwide struggle
with an ever-mobile work force, the continuous search for skilled labor,
and rapid technological advancements, employee training has become a
key strategic focus in order to compete in the global marketplace. This
course will address all elements of a systematic process for managing
corporate training programs that meet targeted business needs including
organizational assessments, training budgets, training evaluation, ethical
considerations, generational and cultural issues, and strategic planning,
to name a few. All supervisors and managers need to have a solid understanding of the training process within corporations in order to stay
competitive and to recruit and retain a highly skilled workforce. Students
will be assessed on class participation, group activities, and a final paper.
[1short course] (Offered every other year; not offered 2015/2016)
MGT 6548. Special Topics in Organization Studies: Practicum on
Employment Discrimination: EEOC. [Formerly MGT 549A] The purpose

Owen School / Courses of Study: Fall 2015 through Spring 2016

of the practicum is to expose students to EEOC procedures, the kinds of
cases that result in discrimination complaints, and the ways in which these
cases can be resolved, through an internship at the Nashville office of
the Equal Employment Opportunity Commission. The practicum includes
training in EEO laws, observation of intake interviews, case analyses, and
case write-ups. Students may also be involved in attempts to mediate disputes. The practicum takes one semester to complete and requires about
5-6 hours a week of work (a half-course work-load). The course is limited
to three students per semester (see instructor for permission to register)
and is offered in the fall and the spring. [2]
MGT 6549. Special Topics in Organization Studies: Practicum on
Employment Discrimination: EEOC. [Formerly MGT 549B] This is a
continuation of MMGT 6549. [2]
MGT 6550. Strategy and Operations Consulting. [Formerly MGT
550A] This course focuses on the introduction to, and overview of, general
management consulting. The course is composed of two primary facets:
1) an overview of the management consulting industry (predominantly in
North America, but important global factors will be included as well); and
the 2) an introduction to practical dimensions of a consulting project, including required capabilities. The overview of the industry explores origin/
background, current industry and segments, principal participants, trends,
critical success factors and future predictions. The second section of the
course in mod II, MGT 6551, covers the entire life-cycle of a consulting
engagement. This course is delivered across mod I and II. Due to the
structure of the course practicum, students must enroll in both courses.
Students may be asked to withdraw at the end of mod I if they are unable
to be effective team members. Prerequisite: MGT 6355 and MGT 6371 [2]
MGT 6551. Strategy and Operations Consulting Project. [Formerly
MGT 550A] The course is a continuation of MGT 6550 and is required
as part of the two-course sequence. Prerequisite: MGT 6355 and MGT
6371 [2]
MGT 6552. Project Pyramid. [Formerly MGT 559A] Introduction to the
problem of poverty alleviation through business development. Topics include understanding the problem of poverty and developing a framework
for business applications for alleviating poverty. An overview of the business models to be developed during the course including micro-finance,
marketing, supply chain, and information technology. Students will also
explore the range of context factors which contribute to creating the conditions of poverty and may pose obstacles to its alleviation. [2]
MGT 6554. Project Pyramid International Immersion. [Formerly MGT
559D] This is an international or domestic trip over spring break. Students
work on projects formed in MGT 6552 with the goal of teaching the community sustainable skills and helping the community lead better lives. [1]
MGT 6555. International Seminar. [Formerly MGT 555] Focuses on issues
of business, management, culture, and political economy. Students work in
groups to (a) identify a management issue or research question to be addressed, (b) propose a methodology, (c) follow through with the proposed
analysis, and, (d) present findings. Students participate in a field research
trip to the region studied. Application required in the summer each year. [2]
MGT 6556. Introduction to Entrepreneurship. [Formerly MGT 554A]
This course exposes students to different types of entrepreneurs by bringing practicing entrepreneurs to class to tell about their experiences. Students learn about the legal issues involved in starting a business from
practicing attorneys who address the class, and they study two live case
studies, presentations by entrepreneurs looking for financing. Students
then decide how much to invest in each company. [2]
MGT 6557. Global Business Club Immersion Trip. [Formerly MGT
557] This international immersion trip provides students with opportunities
for hands-on learning via in-country meetings with U.S. and global company representatives. Students must attend pre-trip preparation sessions
during September and complete the week-in-residence. Topics include
business language and culture, recent economic and business developments, and other relevant topics. [1]
MGT 6558. Creating a Business Plan. [Formerly MGT 554B] A handson course in which students work in teams to develop a business idea.
The course uses a structured approach that students follow to build a

61
business plan, and students give frequent presentations of their ideas
to their classmates, investors, and experienced entrepreneurs for critical
feedback that accelerates the development of their business idea. At the
end of the course students present their plans to a panel of entrepreneurs
and investors. [2]
MGT 6559. Launching the Venture. [Formerly MGT 554D] Studies the
critical post-business plan and funding, pre-revenue stage of a start-up
venture, an extremely busy time in the companys life. This segment of
the companys life is often referred as the B-to-C round funding phase.
This course assumes that you, the entrepreneur, have your initial business
plan and your initial funding and that your venture is getting underway. It
focuses on the execution of the venture including product or service development, developing your go to market strategy, company and product/service positioning, identifying the market influencers and developing
effective strategies to win them over, company introduction to the market,
product and service introduction, later-stage business plan strategies, and
later-stage funding strategies. The course will run as a live simulation. [2]
MGT 6560. Marketing Strategy. [Formerly MGT 560] Builds on the
strategic groundwork laid in core marketing and offers students an opportunity to apply their marketing strategy skills. Students will compete in
an elaborate, multi-period marketing simulation (StratSimMarketing). As
in the real market, there will be winners and losers, and students grades
will be based partially on how well they perform against competitors in this
simulation. In addition, the course will introduce research on special topics such as competitive conjectures and response, channel management,
and multi-firm collaboration. Prerequisite: MGT 6361. [2]
MGT 6562. Customer Relationship Management. [Formerly MGT 562]
Provides an introduction to the study of customer satisfaction and customer
relationship management. Topics addressed included satisfaction measurement, linking satisfaction to firm performance, customer profitability and
lifetime value, and predictive analytics for database marketing. This course
is taught from a quantitative perspective, with particular emphasis placed
upon measuring (and ultimately optimizing) the behavioral and financial impact of customer satisfaction and loyalty programs. To this end, a variety of
data analysis techniques will be utilized throughout the term, including logistic regression, simulation, and optimization. Measurement (survey) methods
and issues are also an integral focus of the course. Prerequisite: MGT 6460
or 6462 or consent of instructor. [2] (Not offered 2015/2016)
MGT 6565. Internet Marketing Strategy. [Formerly MGT 565] This
covers the fundamentals of Internet Marketing, Search Engine Marketing,
Email Marketing, E-Commerce Promotions and Online Merchandising.
Well cover topics such as working with interactive agencies, structuring
Internet business development deals, creating online promotional campaigns, tracking and reporting online marketing initiatives, budgeting and
forecasting for online customer acquisition efforts, user interface and design strategies, and understanding key drivers of success for affiliate marketing, search engine marketing, email marketing, and new and upcoming
forms of online marketing within virtual worlds, online gaming, and social
media. Prerequisite: 6361. [1short course]
MGT 6568. Pricing Strategies. [Formerly MGT 568] Considers the
theory and practice of setting prices. We will bring together economic
frameworks and models of consumer behavior to analyze different pricing frameworks (e.g., value pricing, cost-plus) and tactics (segmentation,
bundling). Pricing examples from various industries and legal aspects of
pricing will also be discussed. Prerequisite: MGT 6355, 6361. [2]
MGT 6572. Strategic Management of Technology. [Formerly MGT
572] Focuses on the strategic management of technology and innovation in established firms. The conceptual framework of the course is an
evolutionary process perspective on technology strategy and innovation.
The fundamental ideas underlying this evolutionary perspective are (1) that
a firms technology strategy emerges from its technological competencies and capabilities, (2) that technology strategy is shaped by external
(environmental) and internal (organizational) forces, and (3) that the enactment of technology strategy, through the experience it generates, serves
to further develop the firms technological competencies and capabilities.
Cases, readings, and lectures are utilized. [2]

62
MGT 6574. Spreadsheets for Business Analytics. [Formerly MGT
574] Uses Microsoft Excel 2013 (with a comparison to 2011 for Mac users) to demonstrate the power of fast analytics for business intelligence.
Advanced features of Excel are coveredpivot tables, data tables, subtotals, form controls, auto and advanced filters, numerous advanced worksheet functions (including array functions), and efficient downloading of
data from the internet. Knowledge of these capabilities contributes to a
culture of data-driven decision making within companies. Illustrations from
actual company projects demonstrate the power and versatility of course
concepts. Applications include optimization modeling (linear, 0-1, and
nonlinear programming) and simulation of financial and operations problems. Financial applications include portfolio optimization, short-term cash
flow planning, capital budgeting, and arbitrage models. Operations applications include supply chain optimization, aggregate production planning,
facility location, and personnel scheduling. Prerequisite: A knowledge of
Excels SUM, MIN, MAX, and AVERAGE functions, copying and pasting
formulas with relative and absolute cell references (such as $A$1), and
formatting the number of decimal places in data cells. A test is available
from the instructor to determine whether students will need help from the
instructor to stay in the class. [2]
MGT 6575. Spreadsheet Macros (VBA) for IT Applications. [Formerly MGT 575] Covers the use of Microsoft Excel and the programming
language VBA (Visual Basic for Applications) within Excel for obtaining,
managing, and processing information. Example areas covered include
(1) automatically producing customized mass e-mails and summary reports, (2) updating Excel databases with 100 or more sheets, (3) copying
from a users workbook to a separate master workbook for analysis and
returning solutions, and (4) solving a series of optimization models for various exchange rates. Most of the managerial problems used for illustration
involve financial and operations applications. Illustrations from actual company projects demonstrate the power and versatility of course concepts
No prior exposure to VBA or any other programming language is required.
Prerequisite: MGT 6574. [2]
MGT 6577. Managing and Improving Processes. [Formerly MGT 577]
Processes are the fundamental way in which work gets done in organizations. This course is all about processeshow to analyze, control, and
improve them. Students learn to map a process, analyze it for waste and
value-added content, and apply essential principles of lean work systems
to bring about improvement. The course introduces the improvement
model and also covers statistical process controla foundational tool in
Six Sigma programs. Students learn how to construct, analyze and use
statistical process control charts in both manufacturing and service settings. The course includes opportunities for experiential learning: students
engage in a hands-on team-based process improvement simulation and
complete a field assignment in which they analyze a process in an organization. Prerequisite: MGT 6371. [2]
MGT 6599. Advanced Business Research. [Formerly MGT 599C] Ever
spend too much time looking for business information needed for a pitch
or proposal? Would you like to learn hands-on techniques to find the precise data you need? We all use the Internet yet it is only the tip of the information iceberg. Taking this course will teach you to use the Internet more
effectively and how to go beyond it to fee-based information resources.
You will learn where to begin your research when you arent familiar with a
topic, youll learn search techniques, and how to tap into the infinite world
of information industry. Real world business problems take creative solutions and knowing how to locate the right information quickly will improve
your effectiveness through better problem solving and decision making.
[1 short course]
MGT 6614. Independent Study in Accounting. [Formerly MGT 615]
Prerequisite: Consent of instructor. [Variable credit]
MGT 6635. TVA Investment Challenge. [Formerly MGT 635] Students
manage an investment portfolio for the Tennessee Valley Authority in competition with other universities in Tennessee. Prerequisite: Permission of
instructor. [2 credits in total over 4 mods, beginning in January and ending
in December]
MGT 6644. Independent Study in HOP. [Formerly MGT 645] [Variable
credit]

vanderbilt university
MGT 6654. Independent Study in Marketing. [Formerly MGT 655] Prerequisite: Consent of instructor. [Variable credit]
MGT 6739. Real Estate Capstone Project. [Formerly MGT 439D] This
is a project-oriented, two-mod course offered in conjunction with the University of Tennessee-Knoxvilles School of Architecture. Students will be
involved in proposing a comprehensive plan for a large-scale real estate
development project. There are no formal lectures for this course. Instead,
Owen student teams will be expected to work to meet various deadlines,
together with their counterparts at UT Knoxville. The deadlines will consist
of presentations of various aspects of the project as it progresses in stages.
The presentations will be made to a mixed audience of real estate professionals. This course does not count toward the finance concentration. [1]
MGT 6839. Real Estate Capstone Project. [Formerly MGT 439F] This
is the second half of capstone project continuing from MGT 6739. Prerequisite: 6739 [1]
MGT 6902. Practical Issues in Business Internships. [Formerly MGT
902] This course will examine common types of problems encountered by
managers in various business settings. To gain practical, hands-on experience, students will observe or act as business managers while interning
in an industrial, marketing, consulting, or financial firm for a two- to fourmonth period. Students will utilize the analysis and problem-solving skills
gained in their first-year curriculum to solve real-world business challenges
in an unfamiliar environment. The second part of the course will be discussions focusing on the internship experience. Critical to the discussion is
the focus on the interdisciplinary aspects of business problems and applicability of the integrative approach to problem solving required in most
firms over a wide range of industries. Students will be expected to write a
full report concerning their internship experience. This course is designed
for international students interested in Curricular Practical Training and the
credits earned do not apply to the hours for the MBA degree. [1]
MGT 6903. International Exchange. [Formerly MGT 903] Students participate in a module or semester term abroad as an exchange student
with one of our partner institutions. Credits taken on exchange must be
approved for MBA credit before they are applied to the MBA degree as
transfer courses. [Variable credit]
MGT 6906. US Business, Communication and Culture Program.
[Formerly MGT 907] This class is a three-week program for international
students prior to matriculation that serves to orient international students
to life and school in the United States and specifically at Owen. Students
will have language instruction, class simulations, lectures, field trips and
social events. For some students, this is a required condition of admission
to Owen. No academic credit.
MGT 6939. Contemporary Issues in Real Estate. [Formerly MGT
439G] This seminar course is designed to provide students in real estate
with real-time awareness of current issues in the field. The course will
begin with a review of current market trends in all product types (warehouse, industrial, multifamily, retail, office) and selected geographies. This
is facilitated by the Annual Urban Land Institutes report Emerging Trends.
This years offering will include speakers discussing current conflicts in
urban planning, the political landscape for real estate development, the
economics of green development and current financing trends. Its purpose is to bring soon-to-be graduates pursuing opportunities in real estate
up to speed on issues affecting the industry so they are better prepared
for interviews and job placement. The course is specifically designed for
2nd year MBA candidates who have taken the prerequisites of MGT 6437
(Real Estate Finance) and MGT 6438 (Development and Acquisition), but
other students with similar backgrounds may enroll with permission of the
instructor. [1]

Executive MBA and AMBA

EMGT 7711. Financial Accounting. [Formerly EMGT 711] Focuses on
managements use of accounting and financial reporting concepts. The first
part of the course deals with accounting tools and techniques that contribute to organizational efficiency including standard costs, budgeting, product
profitability analysis, and responsibility accounting. The second part of the

Owen School / Courses of Study: Fall 2015 through Spring 2016

course covers income measurement and asset valuation focusing on the
impact of alternative accounting practices on financial statements. [4]
EMGT 7712. Managerial Accounting. [Formerly EMGT 712] Intro to
managerial accounting: Focuses on internally available, generally proprietary, accounting information, which is not required for disclosure in the
external financial statements. Users of these internal information sources
are managers, directors, investment bankers, consultants, internal and
external auditors, and others. This course is divided into two parts: decision making and performance evaluation. We begin the course with a
discussion of the basic vocabulary and mechanics of managerial accounting systems. For the remainder of the course, we focus on identifying and
extracting relevant information from managerial accounting systems as an
input to decision making and performance evaluation. Course objectives
are reinforced through the course readings, case write-ups and discussions, problem solving, and exams. Prerequisite: MGT 7711. [2]
EMGT 7721. Macroeconomics. [Formerly EMGT 721] Studies the interrelationship of elements that influence global economies including business cycles, interest rates, exchange rates, inflation, employment, and
monetary and fiscal policies. Theory is related closely to current developments in the economy. [2]
EMGT 7722. Managerial Economics. [Formerly EMGT 722] Introduces
the economics of the firm including price theory, consumer behavior, theories of cost and supply, equilibrium under different market conditions, demand and supply factors of production, introduction to welfare economics
and its effects on modern organizations, game theory for decision-making,
and applied agency theory in organizations. [4]
EMGT 7723. Corporate Social Responsibility (AMBA). [Formerly
EMGT 723] In this course the student will understand the rationale and
concepts supporting a triple bottom line approach to measuring the
firms results, and will understand the challenges and approaches to mobilizing for change and interacting with stakeholders to develop sustainable
business practices, with a special emphasis on the relationship between
government, business and society in Latin America and in developing
countries in general. (FIA) [2.5]
EMGT 7724. Strategic Management for Emerging Markets (AMBA).
[Formerly EMGT 724] On completion of this course the student will have
an understanding of the challenges and practices in developing products,
services and business models to cater to the needs of dynamic emerging
markets, which combine wide extremes of purchasing power, as well as social and cultural differences, so as to achieve and maintain competitive advantages over the evolving life cycle of products and consumers. The rapid
growth of population in emerging economies makes this understanding an
essential knowledge component for the international manager. (FIA) [2.5]
EMGT 7726. Competitiveness and Strategy (AMBA). [Formerly EMGT
726] In order to thrive, firms, regions and countries need to constantly
find ways to remain competitive. This course will present the driving factors behind different level of competitiveness, and clarify the interaction
between these different levels. The course will provide alternative frameworks for analyzing the competitive environment, as well as tools to create
and implement strategic alternatives to prosper within a changing environment. (ITAM). [2.5]
EMGT 7727. Managing the Global Enterprise I. [Formerly EMGT 728A]
Examines motives and problems with entering and competing in foreign
markets including strategies for entry, operating in foreign markets, crossculture communication, as well as global marketing and staffing issues. [2]
EMGT 7728. Managing the Global Enterprise II and International
Residency. [Formerly EMGT 728B and EMGT 728C] Studies the management of the global organization including the international economic
environment and international operations. Related topics include international finance and economic strategies, the foreign exchange market and
factors affecting exchange rates, management of foreign exchange exposure, capital budgeting and financing of foreign projects, and management of intra-corporate fund flows. The course is designed to prepare you
to manage global financial risk whether executing an international strategy,
sitting on a board of directors, or managing investment assets, and begin
to prepare you for the next financial crisis. An international study trip is an

63
integral part of this course. Aside from an intense cultural immersion, the
week-long international residency is composed of about ten organized
corporate visits as a class, as well as time for each study group to set
up individual meetings. These meetings provide students with real-world
input for the global market entry plan they are working on for their specific course deliverables. Through this immersion program, students have
met with business leaders and alumni in Vienna, Budapest, Santiago, So
Paulo, Paris, Brussels, Amsterdam, Shanghai, and Hong Kong to discuss
business issues in an international context. The location of the residency is
determined in spring of the students first year by the Executive MBA program office. Criteria for this selection include timely global business trends
that will lead to the best learning experience and access to the expansive
global Owen alumni network. [4]
EMGT 7731. Managerial Finance. [Formerly EMGT 731] This class provides the framework for analyzing the various components needed to value real assets, as well as an introduction to the valuation of financial assets.
Topics include the time value of money, capital budgeting, measuring risk
in financial markets, market efficiency and an introduction to options. [2]
EMGT 7732. Corporate Value Management. [Formerly EMGT 732]
(Second course in a three-course sequence). This course focuses on
providing students with a strong theoretical and applied understanding of
the key tools used in equity valuation and stock selection. Approaches to
valuation include dividend discount models, cash flow models, and valuation by multiples. Financial statement data are used in developing cash
flow forecasts, and market data are used in estimating the cost of capital.
Applications include capital budgeting, the evaluation of potential mergers
and acquisitions, and corporate restructuring. [2]
EMGT 7733. Corporate Financial Policy. [Formerly EMGT 733] (Third
course in a three-course sequence). The course takes as given the real
assets purchased by a corporation to maximize the value of the company,
and then asks How should the firm pay for these assets? The topics will
include the mix of debt and equity (optimal capital structure), conflicts of
interest between bond and stockholders, dividend policy, corporate governance and executive compensation, and bankruptcy/reorganization. [2]
EMGT 7740. Negotiation. [Formerly EMGT 758] Designed to provide
students from all functional backgrounds with skills needed to approach
negotiations with confidence. This includes a framework for analysis,
knowledge about ones own tendencies in negotiation, and a chance to
experiment with negotiating techniques in various contexts. Topics include
integrative and distributive negotiations, individual differences in bargaining styles, coalitions, team negotiations, negotiating through agents, and
ethical issues in negotiation. The course uses readings and cases, with
considerable emphasis placed on negotiation simulations. [2]
EMGT 7741. Cross Cultural Management (AMBA). [Formerly EMGT
751] Cross Cultural Management (AMBA). In this course students will develop cultural intelligence through exposure to the dilemmas and opportunities that arise within international and multi-cultural work environments
needed when dealing with a global business environment. Strategies for
adopting organizational practices that address these issues will be discussed. The focus of the course is on the interaction between people
in international work settings rather than interactions between specific
countries and/or cultures. The second part of the course addresses the
human resources implication of global business, including the significance
of multinational complexity and diversity (cultural, economic, demographic,
etc.) as well as the interplay among human resource functions (employee
procurement, allocation, utilization), types of employees, and countries of
operation. (SFU) [2.5]
EMGT 7742. Strategic Alignment of Human Capital. [Formerly EMGT
742] Draws on the approaches learned in Organizational Behavior to provide
a critical view of HR practices in organizations. Topics include organizational and environmental factors affecting personnel, manpower planning,
career development, personnel selection, job design, performance appraisal, and reward systems. [2]
EMGT 7743. Leading a Global Innovation Strategy (AMBA). [Formerly
EMGT 743] Everybody wants innovationor do they? This course presents a framework for understanding how individuals and organizations sabotage their own best intentions to encourage creativity and outside the box

64
thinking. This course demonstrates that the antidote to this self-defeating
behavior is to identify which of the six major types of constraints are hindering innovation: individual, group, organizational, industry-wide, societal, or
technological. Once innovators and other leaders of organizational change
understand exactly which constraints are working against them and how to
overcome them, they can create conditions that foster innovation instead
of stopping it in its tracks. Upon completion students will be able to understand the most common causes of innovation failure, assess innovation
capabilities in themselves and their organizations, diagnose the constraints
that stand in the way of a successful innovation, become better at ideageneration and assessment, and develop a successful innovation strategy
for their organizations. [2.5]
EMGT 7744. Leadership. [Formerly EMGT 744] Focuses on leadership
and change in organizations. Taught as an intensive two-day module. The
course examines leadership qualities such as vision, communication, influence, self-awareness, leader self-management, and relationship building.
It covers strategies for leading change, including the creation of employee
readiness and buy-in, building coalitions, selling the vision, and short-term
wins. The course is taught via personal assessments, videos, readings,
cases, and deliberate practice exercises outside the classroom. [1]
EMGT 7745. Leadership Team Dynamics. [Formerly EMGT 744B] Focuses on team dynamics with special attention given to the dynamics in
each EMBA students C-team. This course asks students to observe and
use concepts such as self-managing team behaviors, team dysfunctions,
personality differences and team roles, individual separateness versus
team commitment, handling conflicts and differences in grade aspirations,
schedules, and agendas. This course occurs over the first year, and includes three sessions with the EMBA programs Group Doctor. [1]
EMGT 7746. Ethics in Business. [Formerly EMGT 746] We explore how
ethical concerns color, change, detract, and/or add to ones approach
to life in work and other organizations, as both leader and member. The
issues raised and discussed create opportunities to inquire into our own
ethics and to gain insights into our own approaches to leadership and collaborative work. We consider a range of approaches people in businesses
use to assure (and fail to assure) ethical business practice. Circumstances
drawn from case studies and contemporary events, as well as experiences of members of the class, are used as springboards for discussions. [1]
EMGT 7747. Special Topics in Executive Management. [Formerly
EMGT 799A] Various topics for further study in Executive Management. [1]
EMGT 7749. Organizational Behavior. [Formerly EMGT 749] This course
is about managing people in organizations. Topics include action planning,
managing groups and teams, how to motivate people, power and influence
in organizations, leadership, and managing oneself. The course uses cases
to analyze real-world managerial situations, and each student is asked to
analyze management situations in their current workplace. [2]
EMGT 7752. Global Strategy (AMBA). [Formerly EMGT 752] Examines
elements of strategic thinking, strategic analysis, the tasks and processes
associated with strategy formulation and implementation, and the implications of aligning operations and culture of an enterprise to match the
requirements of its strategy in a global context (SFU) [2.5]
EMGT 7753. Family Business (AMBA). [Formerly EMGT 753]Familyowned businesses thrive in Mexico, with a favorable regulation and trade
environment. At the end of this course, the student will know the particular
characteristics of family enterprises and will recognize their great potential
for development as well as the risks involved. The student will assimilate
basic ideas for the management of these enterprises, basically focused on
the prevention of conflicts, and will learn important elements to plan the
continuity of the company. For those who partner with family businesses,
students will gain an appreciation for the unique dynamics of managing
and evaluating these relationships. (ITAM) [2.5]
EMGT 7754. Creating and Launching the Venture. [Formerly EMGT
754] Studies the critical post-business plan and funding, pre-revenue
stage of a start-up venture, an extremely busy time in the companys life.
This segment of the companys life is often referred to as the B-to-C round
funding phase. This course assumes that you, the entrepreneur, have your
initial business plan and your initial funding and that your venture is getting

vanderbilt university
underway. It focuses on the execution of the venture including product
or service development, developing your go to market strategy, company and product/service positioning, identifying the market influencers
and developing effective strategies to win them over, company introduction to the market, product and service introduction, later-stage business
plan strategies, and later-stage funding strategies. The course will run as
a live simulation. [2]
EMGT 7755. Business Strategy. [Formerly EMGT 755] The first half of
a two-course sequence that culminates in the production of a strategic
plan for an organization. The sequence focuses on the role of the general manager to ensure the long-range viability and legitimacy of the firm
through goal setting and the formulation and implementation of competitive business strategies. It emphasizes strategy formulation and current
techniques of industry and competitor analysis. [4]
EMGT 7756. Creating and Launching New Ventures (AMBA). [Formerly EMGT 756] In this course students will develop cultural intelligence
through exposure to the dilemmas and opportunities that arise within
international and multi-cultural work environments needed when dealing
with a global business environment. Strategies for adopting organizational
practices that address these issues will be discussed. The focus of the
course is on the interaction between people in international work settings
rather than interactions between specific countries and/or cultures. The
second part of the course addresses the human resources implication of
global business, including the significance of multinational complexity and
diversity (cultural, economic, demographic, etc.) as well as the interplay
among human resource functions (employee procurement, allocation, utilization), types of employees, and countries of operation. [2.5]
EMGT 7758. Business Strategy Project I. [Formerly EMGT 757A] The
second half of a two-course sequence on business strategy. Students start
with some formal instruction then choose a firm to produce a formal strategic plan. The plan includes close analysis of business objectives, industry,
competitors, finances, operations, and marketing to formulate both shortand long-range goals. The final report is formally presented to senior managers of the business and to select faculty or industry analysts. [2]
EMGT 7759. Business Strategy Project II. [Formerly EMGT 757B] A continuation of the second half of a two-course sequence on business strategy.
Students work closely with a firm they have selected to produce a formal
strategic plan. The plan includes close analysis of business objectives, industry, competitors, finances, operations, and marketing to formulate both
short- and long-range goals. The final report is formally presented to senior
managers of the business and to select faculty or industry analysts. [2]
EMGT 7761. Marketing Management. [Formerly EMGT 761] Examines
the role of marketing in the firm. Topics include marketing planning and
decision making, product life cycles, brand management and service decisions, pricing, channels of distribution, and marketing communication. [4]
EMGT 7762. Marketing Strategy. [Formerly EMGT 762] Examines the
role of marketing in the firm. Topics include marketing planning and decision making, product life cycles, brand management and service decisions, pricing, channels of distribution, and marketing communication. [2]
EMGT 7777. Operations Management I. [Formerly EMGT 777] An overview for executive students of operations management in both service and
manufacturing organizations. Topics include process analysis, quality control,
queuing, enterprise planning systems, managing capacity and inventory, supply chain management, lean manufacturing, and time-based competition. [4]
EMGT 7779. Topics in Operations. [Formerly EMGT 779] The service
sector has become the dominant sector in the global economy, yet productivity growth in the service sector has consistently lagged that of the
manufacturing sector. Consequently, there is a big opportunity for service
firms to better manage their operations. This introductory course on service operations covers design of service delivery systems, management
of service capacity and demand, management of quality in services, and
management of global service operations. The course will further your
case analysis skills. [2]
EMGT 7782. Statistics for Managerial Decisions. [Formerly EMGT
782] This course provides an introduction to important methods of statistical inference and data analysis for managers. It begins with a study of

Owen School / Courses of Study: Fall 2015 through Spring 2016

65

conditional probability, probability trees, and important probability distributions. These ideas are used to study a wide range of managerial problems
and they provide a natural introduction to exploratory data analysis, hypothesis testing, and regression analysis. These statistical methods are
used to study the most important types of business models, and develop
even better ones. Students have the opportunity to use business data of
their choice to construct models for estimation and prediction that solve
problems in their own work. [4] [4] (Limited to first-year Executive MBA
students only)

EMGT 7821. Managerial Economics. [Formerly EMGT 821] Analysis

of resource allocation, relative prices, and the behavior of individuals,
firms, and markets. Topics include consumer choice: preferences and
constraints; expected utility theory and risk aversion; models of the firm:
production technology, investment, costs, and profit; industrial organization; partial equilibrium under competition and monopoly; information
economics: incomplete information; adverse selection, principal-agent,
signaling and screening models; non-cooperative game theory: Nash
equilibrium, sequential rationality, and bargaining. [2]

EMGT 7650. Capstone Project (AMBA). [Formerly EMGT 750A] Capstone Project (AMBA) Part one of a four part series. This course is an integrated cross-cultural strategy project that spans the entire curriculum. [2]

EMGT 7831. Managerial Finance. [Formerly EMGT 831] An analysis

of the basic problems in corporate financial management. The course is
organized around the theme of asset valuation. Topics covered include
stock and bond valuation, derivative pricing, capital budgeting, cost of
capital, market efficiency, and company valuation. The price behavior of
risky securities, bond valuation, the investors portfolio optimization problem, and optimum portfolio selection are also explored. [2]

EMGT 7651. Capstone Project (AMBA). [Formerly EMGT 750B] This

class is a continuation of EMGT 7650 [2]
EMGT 7652. Capstone Project (AMBA). [Formerly EMGT 750C] This
class is a continuation of EMGT 7651 [2]
EMGT 7653. Capstone Project (AMBA). [Formerly EMGT 750D] This
class is a continuation of EMGT 7652 [2]

MMHC
EMGT 7782. Statistics for Managerial Decisions. [Formerly EMGT
782] This course provides an introduction to important methods of statistical inference and data analysis for managers. It begins with a study of
conditional probability, probability trees, and important probability distributions. These ideas are used to study a wide range of managerial problems
and they provide a natural introduction to exploratory data analysis, hypothesis testing, and regression analysis. These statistical methods are
used to study the most important types of business models, and develop
even better ones. Students have the opportunity to use business data of
their choice to construct models for estimation and prediction that solve
problems in their own work. [4]
EMGT 7803. Economics of Health Care Delivery. [Formerly EMGT
803] This course introduces students to the institutional and regulatory
detail that impacts the fundamental business challenges within the health
care industry. The course will establish a base comfort level and understanding of the complex interrelationships among the players in the industry, how this structure has evolved over time, and how these system-wide
challenges are likely to affect business policy in the future. Students will
develop an improved ability to frame the important questions and utilize
innovative practices that will drive successful business strategy. [2]
EMGT 7809. Health Care Accounting. [Formerly EMGT 809] The impact of business issues facing the health care industry on service sector
organization will be addressed. Students will apply organizational frameworks to assess the effectiveness of alternative organizational models
including departmental organization, service line organization, and coordination of service delivery across functionally organized delivery to maximize delivery system performance. [2]
EMGT 7811. Financial and Managerial Accounting. [Formerly EMGT
811] Objectives are to gain knowledge of the functions, limitations, and
challenges of financial accounting and to develop the capability to evaluate critically and understand financial accounting theory and practice. It
will also introduce concepts in cost accounting that will develop students
ability to generate cost data from computerized systems and to creatively
use data for management decisions. The course uses real-world data
and examples to illustrate the analysis of cost and revenue data for profitmaximizing decisions. [2]
EMGT 7818. Financial Management of Financial Institutions. [Formerly EMGT 818] The course focuses on the unique attributes of financial management for health care organizations including the not-for-profit
nature of many service providers as well as the unique characteristics of
delivery channels and payer systems. This course utilizes real industry
data to explore financial and accounting practices and controls through
the eyes of the senior executives who use this information to assess company performance and plan for the future. [2]

EMGT 7842. Leading Teams and Organizations. [Formerly EMGT

842] Exposes students to the principles of leadership and their application
in business contexts. Through experiential exercises and cases, students
are given the tools to analyze and develop their ability to lead others in
groups and organizations. A major emphasis is placed on the dynamics of
small group processes, with students provided the opportunity to become
aware of how they personally work in teams. [2]
EMGT 7850. Capstone Project AMMHC. [Formerly EMGT 855A]
A year-long team-based strategy project on a specific area of study. [1]
EMGT 7851. Capstone Project BMMHC. [Formerly EMGT 855B]
A continuation of the Capstone Project. [1]
EMGT 7852. Capstone Project CMMHC. [Formerly EMGT 855C]
A continuation of the Capstone Project. [1]
EMGT 7853. Capstone Project DMMHC. [Formerly EMGT 855D]
A continuation of the Capstone Project. [1]
EMGT 7856. Strategic Management in Health Care. [Formerly EMGT
856] This course is designed to introduce you to central strategic challenges facing senior managers and CEOs in a variety of organizations. Through
the use of lectures, readings and case studies, the course aims to make
you proficient identifying roots of competitive advantage, evaluating the limits of that advantage, and developing decisions that create strategies that
are sustainable over time. A firms strategy can be defined by five basic
elements: where it competes, how it implements its strategy, what distinguishes its products or services from the competition and creates value for
its customers, its profit model and it plans for growing its business. We will
look at each of these elements of strategy and utilize a business simulation
to integrate the functional areas of businesses with strategy. [2]
EMGT 7857. Strategies for High-Performance Health Care Organizations. [Formerly EMGT 857] This course integrates operational process
based concerns around service delivery with the means for value creation,
inter-organizational linkages, and the structure of work among providers.
Particular focus will be on the structure of work, delegation and definition
of roles, reward and promotion, and studies of high performing health care
organizations. [2]
EMGT 7861. Strategic Marketing of Health Care Services. [Formerly
EMGT 861] Students will gain the knowledge and skills needed to effectively market health care services and products in both the nonprofit and
commercial environments. Students will learn how to use publicly available data and information to assess markets, identify opportunities for
growth, and develop integrated marketing strategies for both new and
current products and services. Students will be given tools to hone both
the strategic and tactical decision-making skills that will propel the business forward. [2]
EMGT 7871. Managerial Operations. [Formerly EMGT 871] An overview of operations management in both service and manufacturing organizations. Topics include process analysis, service operations management, waiting line analysis, supply chain management, lean manufacturing,
yield management, and service quality. The course uses a mix of lectures,
cases, and simulations. [2]

66
EMGT 7874. Spreadsheets for Healthcare Analytics. [Formerly EMGT
874A] This is part one of a two part course. Uses Microsoft Excel to teach
the power of fast analytics for health-care management decision making.
The goal will be to simultaneously introduce the topics of probability, statistics, optimization, simulation, and advanced features of Excel 2010 (upgrading to 2013 soon) for Windows users and 2011 for Mac users. Students in analytical fields will obviously benefit from this knowledge. Even
students who wont perform analyses directly will benefit, since they will
be able to supervise analysts properly and make sound judgments regarding software adoption. After introducing basic probability, the course will
cover statistics concepts, measures of centrality and spread, histograms,
the normal distribution, and an overview of confidence intervals. Optimization modeling will emphasize personnel scheduling, equipment rental, and
choice of vendors. Simulation models will illustrate queuing applications
for finding patients: waiting times. All examples will be in the medical context. Advanced features of Excel will be covered: pivot tables, conditional
formatting, auto and advanced filters, charts, text and other advanced
worksheet functions, and efficient downloading of data from the internet.
Knowledge of these contributes to a culture of data-driven decision making within companies. [1]
EMGT 7875. Spreadsheets for Healthcare Analytics. [Formerly EMGT
874B] This is the second part of the two course sequence with EMGT
7874. [1]
EMGT 7878. Configuring and Optimizing Health Care Operations.
[Formerly EMGT 878] This course will help students understand and assess the operational efficiency, effectiveness, and efficacy of health service
delivery. Conceptual frameworks from the operations course including
lean production will be extended and applied within the context of hospitals and other medical service providers, group practices, and insurance
companies. [2]

vanderbilt university

67

Vanderbilt University Board of Trust

MARK F. DALTON, Chairman of the Board, Scarsdale, NY
JACKSON W. MOORE, Vice Chairman, Memphis, TN
JON WINKELRIED, Vice Chairman, Aledo, TX
EDITH C. JOHNSON, Secretary, Nashville, TN
NICHOLAS S. ZEPPOS, Chancellor of the University, Nashville, TN

JOANNE F. HAYES E
Gulf Stream, FL

CAL TURNER
Franklin, TN

DAVID W. HEAD
Charlotte, NC

J. STEPHEN TURNER
Nashville, TN

M. CHANDLER ANTHONY
Ridgeland, MS

JOHN J. HINDLE
Nashville, TN

EUGENE H. VAUGHAN
Houston, TX

WILLIAM W. BAIN, JR. E

Naples, FL

JAY C. HOAG
Atherton, CA

THOMAS B. WALKER, JR.

Dallas, TX

LEE M. BASS
Fort Worth, TX

JOHN R. INGRAM
Nashville, TN

DUDLEY BROWN WHITE

Nashville, TN

MARY BETH ADDERLEY

La Jolla, CA
MICHAEL L. AINSLIE
Palm Beach, FL

DARRYL D. BERGER
New Orleans, LA

MARTHA R. INGRAM
Nashville, TN

W. RIDLEY WILLS II
Nashville, TN

CARROLL E. KIMBALL
Nashville, TN

J. LAWRENCE WILSON
Bonita Springs, FL

ADOLPHO A. BIRCH III

West New York, NJ

J. HICKS LANIER
Atlanta, GA

REBECCA WEBB WILSON

Memphis, TN

DENNIS C. BOTTORFF E
Nashville, TN

EDWARD A. MALLOY, C.S.C.

Notre Dame, IN

CAMILLA DIETZ BERGERON

New York, NY

LEWIS M. BRANSCOMB
La Jolla, CA

SHIRLEY M. COLLADO
Rutgers, NJ

EDWARD G. NELSON
Nashville, TN

THOMAS F. CONE
Nashville, TN

COURTNEY C. PASTRICK
Bethesda, MD

CECIL D. CONLEE
Atlanta, GA

ROSS PEROT, JR.

Plano, TX

BROWNLEE O. CURREY, JR.

Nashville, TN

KENNETH L. ROBERTS
Nashville, TN

CLAIBORNE P. DEMING
El Dorado, AR

JOE L. ROBY E
New York, NY

CHARLES H. ESSERMAN
Orinda, CA

JEFFREY J. ROTHSCHILD
Los Altos, CA

BRUCE R. EVANS
Boston, MA

SID SAPRU
Dallas, TX
E

H. RODES HART
Brentwood, TN

ROBERT C. SCHIFF, JR., M.D.

Cincinnati, OH
EUGENE B. SHANKS, JR.
Greenwich, CT

L. HALL HARDAWAY, JR.

Nashville, TN
E

RICHARD H. SINKFIELD
Atlanta, GA

Emerita/Emeritus Trustee

MARIBETH GERACIOTI, Secretary to the

Board of Trust

DAVID W. PATTERSON, M.D.

Great Falls, VA

DANIEL M. CROWN
New York, NY

JOHNR. HALL
Lexington, KY

WILLIAM M. WILSON
Nashville, TN

MARK P. MAYS
San Antonio, TX

FRANK A. GODCHAUX III

Houston, TX

ALEXANDER C. TAYLOR, JR.

Atlanta, GA

68

vanderbilt university

Vanderbilt University Administration

NICHOLAS S. ZEPPOS, J.D., Chancellor
SUSAN R. WENTE, Ph.D., Provost and Vice Chancellor for Academic Affairs
AUDREY J. ANDERSON, J.D., Vice Chancellor, General Counsel, and Secretary of the University
JEFFREY R. BALSER, M.D., Ph.D., Vice Chancellor for Health Affairs and Dean of the School of Medicine
BETH A. FORTUNE, M.A., Vice Chancellor for Public Affairs
ANDERS W. HALL, M.B.A., Vice Chancellor for Investments and Chief Investment Officer
ERIC C. KOPSTAIN, M.B.A., Vice Chancellor for Administration
JOHN M. LUTZ, A.B., Vice Chancellor for Information Technology
SUSIE S. STALCUP, B.B.A., C.F.P., Vice Chancellor for Development and Alumni Relations
BRETT SWEET, M.B.A., Vice Chancellor for Finance and Chief Financial Officer
DAVID WILLIAMS II, J.D., LL.M., M.B.A., Vice Chancellor for Athletics and University Affairs and Athletics Director

Deans
JEFFREY R. BALSER, M.D., Ph.D., Vice Chancellor for Health Affairs and Dean of the School of Medicine
MARK D. BANDAS, Ph.D., Associate Provost and Dean of Students
VANESSA BEASLEY, Ph.D., Dean of The Ingram Commons
CAMILLA PERSSON BENBOW, Ed.D., Dean of Peabody College
LAUREN A. BENTON, Ph.D., Dean of the College of Arts and Science
DOUGLAS L. CHRISTIANSEN, Ph.D., Vice Provost for University Enrollment Affairs and Dean of Admissions and Financial Aid
JOSEPH D. COMBS, M.A., Interim Dean of Libraries
PHILIPPE M. FAUCHET, Ph.D., Dean of the School of Engineering
JOHN G. GEER, Ph.D., Vice Provost for Academic and Strategic Affairs and Interim Dean of the Graduate School
CHRIS GUTHRIE, J.D., Dean of the Law School
M. ERIC JOHNSON, Ph.D., Dean of Owen Graduate School of Management
LINDA D. NORMAN, D.S.N., Dean of the School of Nursing
EMILIE M. TOWNES, Ph.D., Dean of the Divinity School
MARK WAIT, D.M.A., Dean of Blair School of Music

69

Owen Graduate School of Management

Administration

THE E. BRONSON INGRAM PROFESSOR OF ACCOUNTING

M. ERIC JOHNSON, Ralph Owen Dean of the Owen Graduate School of

Management; Bruce D. Henderson Professor of Strategy
SALVATORE T. MARCH, Associate Dean, Faculty and Research;
David K. Wilson Professor of Management
NANCY LEA HYER, Associate Dean, MBA Programs; Associate
Professor of Management
KARL E. HACKENBRACK, Associate Dean, Evaluation and Program
Development Associate Professor of Management; Faculty Director,
MAcc Program
KELLY M. CHRISTIE, Assistant Dean, Academic Programs and
Student Life
TAMARA T. FASSINGER, Chief Recruiting Officer
JANET L. JORDAN, Executive Assistant to the Dean

Currently held by Paul Chaney

THE E. BRONSON INGRAM PROFESSOR OF ECONOMICS
AND FINANCE
Currently held by David Parsley
THE E. BRONSON INGRAM PROFESSOR OF FINANCE
Currently held by Nick Bollen
THE E. BRONSON INGRAM PROFESSOR OF MARKETING
Currently held by Dawn Iacobucci

Endowed Chairs

THE E. BRONSON INGRAM PROFESSOR OF MARKETING

THE BROWNLEE O. CURREY PROFESSOR OF MANAGEMENT

Currently held by Steve Posavac

Currently held by Raymond A. Friedman

THE E. BRONSON INGRAM PROFESSOR OF OPERATIONAL

MANAGEMENT

Mrs. Frances Hampton Currey established this chair in memory of her

late husband, who founded Equitable Securities Corporation in 1933 and
served as its president until his death in 1952. Mr. Currey was active in
the Vanderbilt Alumni Association and was a member of the Vanderbilt
Board of Trust.

Currently held by Michael Lapr

These six chairs are newly endowed and a generous gift given to the
school to honor the memory of E. Bronson Ingram, former CEO of Ingram
Industries and former head of the Vanderbilt Board of Trust.

THE BROWNLEE O. CURREY JR. PROFESSOR OF MANAGEMENT

Currently held by Richard L. Daft and Bruce Barry
Mrs. Frances Hampton Currey established this chair in 2001 in honor of
her son and Nashville businessman, Brownlee O. Currey, Jr.
THE FRANCES HAMPTON CURREY PROFESSOR OF FINANCE
Currently held by William G. Christie
This chair was named in 1982 to honor the memory of Mrs. Currey and to
express the Owen Schools gratitude for her support and generosity. The
fund that supports this chair comes from a bequest in Mrs. Curreys will.
THE BRUCE D. HENDERSON PROFESSOR OF STRATEGY
Currently held by M. Eric Johnson
The chair was established in 2008 by Mrs. Bess Henderson to honor her
late husband., Bruce Henderson, who was one of the original founders of
the Boston Consulting Group and who taught a strategy class at Owen
in the 1980s.

THE WILLIAM C. OEHMIG PROFESSOR OF FREE ENTERPRISE AND

ENTREPRENEURSHIP
Currently held by Luke M. Froeb
This chair was established in 2000 with a gift from William C. (Billy) and
Margaret W. Oehmig. Billy (MBA 73) is a principal with the Sterling Group
in Houston, Texas, and has been an active leader at Owen since his graduation. In addition to this chair, the Oehmigs also established the William
C. Oehmig Scholarship at Owen in 1992. Billy and Peggy (an alumna of
the University of Texas) are lifetime members of the Chancellors Council
and the Owen Associates.
THE RALPH OWEN PROFESSOR OF MANAGEMENT
Currently held by M. Eric Johnson
This chair is named in honor of the late distinguished American businessman Ralph Owen, who served for twenty years as president of Equitable
Securities and eight years as chairman of American Express Company. A
life member of the Vanderbilt Board of Trust, Mr. Owen was a member of
Beta Gamma Sigma and the Chancellors Council. The Owen School was
named for Mr. Owen and his wife, Lulu Hampton Owen.

THE FRANK K. HOUSTON PROFESSOR OF FINANCE

Frank K. Houston, the late honorary chairman of the board of the Chemical Bank New York Trust Company, left funds to bring to the faculty an
exceptional individual in the fields of banking and finance. Mr. Houston
served on the Vanderbilt Board of Trust from 1937 until his death in 1973
and was one of the first to support the idea of a graduate school of management at Vanderbilt.

THE JUSTIN POTTER PROFESSOR OF AMERICAN COMPETITIVE

ENTERPRISE
Currently held by Mark A. Cohen
The late Mrs. Valere Blair Potter established this chair in memory of her
husband, who died in 1961. A Tennessee businessman and Vanderbilt
alumnus, Mr. Potter founded the Nashville Coal Company. Mr. Potter left
half of his estate to the Justin Potter Foundation for charitable purposes.

70

vanderbilt university

THE VALERE BLAIR POTTER PROFESSOR OF MANAGEMENT

THE DAVID K. WILSON PROFESSOR OF MANAGEMENT

Currently held by Robert Whaley

Currently held by Salvatore T. March

This chair, like the Justin Potter chair, was established through the generosity of Mrs. Potter.

Established in 2000 through the generosity of Mrs. Valere Blair Potter

and the Justin Potter Foundation, this Chair honors the many years of
outstanding contributions of the late David K. (Pat) Wilson (B.A. 41) to
the Owen Graduate School of Management. Mr. Wilson was Chairman of
Cherokee Equity Corporation, a life member of the Vanderbilt University
Board of Trust, and one of the founders of the Owen School in 1969.

THE DEAN SAMUEL B. AND EVELYN R. RICHMOND PROFESSOR OF

MANAGEMENT
Currently held by Bruce K. Cooil
This chair was established in 2004 by alumni David Ingram, MBA 89, and
John Ingram, MBA 86, to honor the Owen dean who served from 1976
until 1986.
JAMES A. SPEYER PROFESSOR OF PRODUCTION MANAGEMENT
Currently held by Gary D. Scudder
Jim Speyers family established this chair to honor his memory. Striving for
excellence in all aspects of his life, Jim was an honors student at Carnegie-Mellon University, where he received a B.S. and an M.S. in electrical
engineering and an M.S. in industrial administration. He was president of
several manufacturing and distribution companies, as well as a commercial instructor pilot. It is his familys wish that his chair will help others strive
for excellence in manufacturing.
THE CAL TURNER PROFESSOR IN MORAL LEADERSHIP
Currently held by Bart Victor
Cal Turner, Jr., established this chair in 1999 in affiliation with the Cal Turner Center for Moral Leadership. This Center of Excellence seeks to foster
an environment conducive to faculty research and teaching in areas associated with moral leadership, to develop students ability to provide moral
leadership within their chosen professions as well as within the broader
community, and to provide a resource to professionals in the community.
THE ANNE MARIE AND THOMAS B. WALKER JR. PROFESSOR
OF ACCOUNTING
Currently held by Richard H. Willis
Mr. Thomas B. Walker, Jr., managing partner of Goldman Sachs and
Company, and Mrs. Anne Marie Walker established this endowed chair at
the Owen School in 1980 as a living and continuing manifestation of their
loyalty and affection for Vanderbilt University and their deep faith in and
high esteem for business education in America.
THE ANNE MARIE AND THOMAS B. WALKER JR. PROFESSOR
OF FINANCE
Mr. Thomas B. Walker, Jr., managing partner of Goldman Sachs and
Company, and Mrs. Anne Marie Walker established this endowed chair at
the Owen School in 1980 as a living and continuing manifestation of their
loyalty and affection for Vanderbilt University and their deep faith in and
high esteem for business education in America.
THE MADISON S. WIGGINTON PROFESSOR OF MANAGEMENT
Currently held by Craig M. Lewis
This chair was created in 1995 through the generosity of Mrs. Valere
Blair Potter and the Justin Potter Foundation at the direction of David K.
Wilson. It honors Matt Wigginton (B.A. 22, M.A. 23), a life member of
the Vanderbilt Board of Trust, one of the founders of the Owen Graduate
School of Management, and the first chairman of the Owen Associates.

Faculty
YASIN ALAN,Assistant Professor of Management
B.Sc. (Texas A & M 2006); M.Sc., M.Sc., Ph.D. (Cornell 2008, 2012,
2012)[2012]
CLIFFORD A. BALL,Professor of Finance and Statistics; Faculty Director,
Ph.D. Program
B.S., M.S. (Nottingham [U.K.] 1974, 1975); Ph.D. (New Mexico State
1980)[1990]
BRUCE BARRY,Brownlee O. Currey, Jr., Professor of Management;
Professor of Management; Professor of Sociology
B.A., M.A. (Virginia 1980, 1981); Ph.D. (North Carolina 1991)[1991]
JOSEPH D. BLACKBURN, JR., James A. Speyer Professor of
Production Management, Emeritus
B.E. (Vanderbilt 1963); M.S. (Wisconsin 1964); Ph.D. (Stanford
1971)[1979]
JESSE A. BLOCHER,Assistant Professor of Management
B.S. (Virginia Polytechnic Institute 1997); M.S. (Massachusetts
Institute of Technology 1998); Ph.D. (North Carolina 2012)[2012]
JAMES F. BLUMSTEIN, University Professor of Constitutional Law
and Health Law and Policy; Professor of Medicine; Professor of
Management
B.A., LL.B., M.A. (Yale 1966, 1970, 1970)[1970]
GERMAIN B. BOER,Professor of Accounting, Emeritus; Senior Lecturer
in Management; Director, Center for Entrepreneurship
B.S. (Saint Edwards 1960); M.B.A. (Texas Tech University 1961);
Ph.D. (Louisiana State 1964)[1977]
NICOLAS P. B. BOLLEN,E. Bronson Ingram Chair in Finance; Professor
of Finance
B.A. (Cornell 1988); M.B.A., Ph.D. (Duke 1993, 1997)[2001]
MICHAEL W. BOWLING,Adjunct Professor of Management
M.B.A. (Vanderbilt 1997)[2009]
JAMES W. BRADFORD, JR.,Professor of the Practice of Management
B.A. (Florida 1969); J.D. (Vanderbilt 1973)[2002]
NICOLE BRANGER,Visiting Professor of Management
Abitur ( 1992); Diploma, Ph.D. (Karlsruhe [Germany] 1997, 2001);
Habilitation (Frankfurt [Germany] 2005)[2005]
MICHAEL R. BURCHAM,Senior Lecturer in Management/Policy
B.S. (Mississippi 1983); M.B.A. (Belmont 1989); D.H.A. (Medical
University of South Carolina 2003)[2004]
PAUL K. CHANEY,E. Bronson Ingram Professor of Accounting;
Professor of Accounting
B.S. (Indiana, Fort Wayne 1975); M.B.A., Ph.D. (Indiana, Bloomington
1977, 1983)[1984]
WILLIAM G. CHRISTIE,Frances Hampton Currey Professor of Finance;
Professor of Finance; Professor of Law
B.Comm. (Queens [Canada] 1978); M.B.A., Ph.D. (Chicago 1980,
1989)[1989]
CHERRIE C. CLARK, Associate Professor of the Practice of
Management
B.A. (Vanderbilt 1978); M.B.A. (Dartmouth 1981) [2015]
COREY M. CLEEK,Adjunct Professor of Management; Adjunct
Professor of Managerial Studies
B.S. (Tennessee 1995); M.B.A. (Duke 2000)[2009]
MARK A. COHEN,Justin Potter Professor of American Competitive
Enterprise; Professor of Management; Professor of Law
B.S.F.S. (Georgetown 1978); M.A., Ph.D. (Carnegie Mellon 1983,
1985)[1986]

Owen School / Administration, Endowed Chairs, and Faculty

BRUCE K. COOIL,Dean Samuel B. Richmond and Evelyn R. Richmond
Professor of Management; Professor of Statistics
B.S., M.S. (Stanford 1975, 1976); Ph.D. (Pennsylvania 1982)[1982]
NICHOLAS G. CRAIN,Assistant Professor of Finance
B.S.M.E. (Carnegie Mellon 2001); M.A. (Washington State 2007);
M.S., Ph.D. (Texas 2009, 2013)[2013]
J. DEWEY DAANE,Frank K. Houston Professor of Finance, Emeritus;
Adjunct Professor of Management
A.B. (Duke 1939); M.P.A., D.P.A. (Harvard 1946, 1949)[1974]
RICHARD L. DAFT,Brownlee O. Currey Jr. Professor of Management,
Emeritus; Principal Senior Lecturer
B.S.B.A. (Nebraska 1967); M.B.A., Ph.D. (Chicago 1971, 1974)[1989]
WILLIAM W. DAMON,Professor of Economics; Professor of
Management; Director, Managerial Studies
B.S. (Purdue 1965); M.B.A., Ph.D. (Cornell 1967, 1970)[1976]
EDWARD J. DEMARCO,Visiting Professor of Management
B.A. (Notre Dame 1982); Ph.D. (Maryland 1991) [2014]
BRYAN ECHOLS,Adjunct Professor of Management
B.S. (U.S. Air Force Academy 1976); J.D. (Vanderbilt 1981)[2014]
JENNIFER EDSON ESCALAS,Associate Professor of Marketing
M.B.A., B.A. (California, Los Angeles 1991, 1995); Ph.D. (Duke
1996)[2004]
RAYMOND A. FRIEDMAN,Brownlee O. Currey Professor of Management;
Professor of Management
B.A. (Yale 1980); A.M., Ph.D. (Chicago 1983, 1987)[1994]
LUKE M. FROEB,William C. Oehmig Chair in Free Enterprise and
Entrepreneurship; Associate Professor of Management
A.B. (Stanford 1978); Ph.D. (Wisconsin 1983)[1993]
ERICK GOSS,Adjunct Assistant Professor of Management
M.B.A. (Michigan 1999)[2008]
KARL E. HACKENBRACK,Associate Dean, Evaluation and Program
Development; Associate Professor of Management; Faculty Director,
MAcc Program
B.S. (Davis and Elkins 1979); M.B.A. (Shippensburg 1983); Ph.D.
(Ohio State 1988)[2002]
KELLY L. HAWS,Associate Professor of Management
B.B.A., M.B.A. (Mississippi State 1999, 2000); Ph.D. (South Carolina
2007)[2013]
JONI HERSCH,Professor of Law and Economics; Professor of
Management; Co-Director, Ph.D. Program in Law and Economics
B.A. (South Florida 1977); Ph.D. (Northwestern 1981)[2006]
STEVE HOEFFLER,Professor of Marketing
B.A. (San Diego State 1985); M.B.A. (California, Davis 1994); Ph.D.
(Duke 2000)[2006]
NANCY L. HYER,Associate Dean, Academic Programs; Associate
Professor of Operations Management
B.A. (Richmond 1977); M.B.A., Ph.D. (Indiana, Bloomington 1981,
1982)[1992]
DAWN IACOBUCCI,E. Bronson Ingram Professor of Marketing;
Professor of Management
B.S., M.S., M.A., Ph.D. (Illinois, Champaign 1982, 1985, 1985, 1987);
M.T.S. (Garrett Evangelical Theological Seminary 1999)[2007]
DEBRA C. JETER,Associate Professor of Accounting
B.S., M.B.A. (Murray State 1975, 1981); Ph.D. (Vanderbilt 1990)[1994]
M. ERIC JOHNSON,Dean of the Owen Graduate School of
Management; Professor of Management; Bruce D. Henderson
Professor of Management
B.S., M.S. (Pennsylvania State 1986, 1987); Ph.D. (Stanford 1991)[1991]
JAMES R. JONES,Adjunct Professor of Accounting
B.S. (Mississippi 1969); M.B.A. (Mississippi State 1971)[2012]
JESSICA KENNEDY,Assistant Professor of Management
B.S. (Pennsylvania 2004); Ph.D. (California, Berkeley 2012)[2014]
MUMIN KURTULUS,Associate Professor of Operations
B.S. (Ko University [Turkey] 1998); M.S. (Bilkent [Turkey] 2002);
M.S., Ph.D. (Institut Europen dAdministration des Affaires (INSEAD)
[France] 2002, 2005)[2005]
MICHAEL A. LAPRE,E. Bronson Ingram Research Professor of Operations
Management; Associate Professor of Operations Management
Ph.D. (Erasmus [Netherlands] 1991); Ph.D. (Institut Europen
dAdministration des Affaires (INSEAD) [France] 1997)[2001]

71
LARRY J. LEBLANC,Professor of Operations Management
B.S. (Loyola, New Orleans 1969); M.S., Ph.D. (Northwestern 1971,
1973)[1980]
CATHERINE F. LEE,Assistant Professor of Accounting
B.S.E. (Princeton 2003); M.B.A., Ph.D. (Chicago 2007, 2013)[2013]
JONATHAN L. LEHMAN,Adjunct Professor of Management
A.B. (Colgate 1982); M.B.A. (Harvard 1986)[2005]
CRAIG M. LEWIS,Madison S. Wigginton Chair in Management;
Professor of Management; Professor of Law
B.S. (Ohio State 1978); M.S., Ph.D. (Wisconsin 1982, 1986)[1986]
EDWARD W. LOMICKA,Adjunct Professor of Management
M.B.A. (Vanderbilt 1998)[2014]
PRAKASH LOUNGANI,Adjunct Professor of Management
B.A. (Elphinstone [India] 1980); M.A., Ph.D. (Rochester 1983,
1986)[2001]
SALVATORE T. MARCH,Associate Dean, Faculty and Research; David
K. Wilson Professor of Management; Professor of Management
B.S., M.S., Ph.D. (Cornell 1972, 1975, 1978)[2000]
BRIAN T. MCCANN,Associate Professor of Strategic Management
B.A. (Wright State 1990); M.B.A. (Vanderbilt 2004); Ph.D. (Purdue
2009)[2009]
RICHARD L. OLIVER,Professor of Management, Emeritus
B.S.M.E. (Purdue, Calumet 1967); M.B.A., Ph.D. (Wisconsin 1969,
1973)[1990]
DAVID A. OWENS,Professor of the Practice of Management and
Innovation; Professor of the Practice of Engineering Management
B.S., M.S., Ph.D. (Stanford 1987, 1993, 1998)[1998]
KIMBERLY PACE,Professor of the Practice of Management
B.A. (Millsaps 1992); M.M. (Shenandoah University 1994)[2005]
MIGUEL PALACIOS,Assistant Professor of Finance
B.S. (Universidad de Los Andes [Colombia] 1997); M.B.A. (Virginia
2001); M.A., Ph.D. (California, Berkeley 2005, 2009)[2009]
TAE-YOUN PARK,Assistant Professor of Management
B.A. (Chung-Ang [Korea] 2003); M.B.A. (Seoul National [Korea] 2005);
Ph.D. (Minnesota 2012)[2012]
DAVID C. PARSLEY,E. Bronson Ingram Professor of Economics and
Finance; Professor of Economics and Finance
B.S. (Kentucky, Lexington 1977); A.M. (Indiana, Bloomington 1979);
Ph.D. (California, Berkeley 1990)[1990]
STEVEN S. POSAVAC,E. Bronson Ingram Professor of Marketing;
Professor of Marketing
B.A. (Knox 1992); M.S., Ph.D. (Utah 1995, 1998)[2007]
DAVID L. RADOS,Professor of Management, Emeritus
B.S. (Massachusetts Institute of Technology 1955); M.B.A. (Harvard
1960); Ph.D. (Stanford 1968)[1977]
RANGARAJ RAMANUJAM,Professor of Management
B.E. (Anna [India] 1986); M.B.A. (Indian Institute of Management,
Calcutta 1988); M.S., Ph.D. (Carnegie Mellon 1995, 2000)[2008]
MARK BRIAN RATCHFORD,Assistant Professor of Marketing
B.A. (Virginia Polytechnic Institute 1994); M.B.A. (Rochester 2004);
Ph.D. (Colorado 2010)[2009]
WAYNE JOSEPH RILEY,Adjunct Professor of Health Care Management
B.A. (Yale 1981); M.P.H. (Tulane 1988); M.D. (Morehouse 1993);
M.B.A. (Rice 2002)[2007]
GARY D. SCUDDER,James A. Speyer Professor of Production
Management; Professor of Operations Management; Faculty Director,
International Programs
B.S., M.S. (Purdue 1974, 1975); Ph.D. (Stanford 1981)[1990]
JAMES K. SEWARD,Adjunct Professor of Management
Ph.D. (Wisconsin 1987)[2008]
JEFFREY SMILEY,Adjunct Professor of Management
B.S.E.E. (Lipscomb 1988); M.B.A. (Vanderbilt 1992)[2011]
RITA B. SOWELL,Adjunct Professor of Management
B.S. (Tennessee 1982); M.S. (Tennessee State 1991)[1994]
HANS R. STOLL,Anne Marie and Thomas B. Walker Jr. Professor of
Finance, Emeritus
B.A. (Swarthmore 1961); M.B.A., Ph.D. (Chicago 1963, 1966)[1980]
MICHAEL D. STUART,Assistant Professor of Management
M.Acct., B.S. (Brigham Young 2002, 2002); Ph.D. (Arkansas
2013)[2013]

72
RANDALL S. THOMAS,John S. Beasley II Professor of Law and Business;
Professor of Management; Director, Law and Business Program
B.A. (Haverford 1977); Ph.D., J.D. (Michigan 1983, 1985)[1999]
LARRY VAN HORN,Associate Professor of Management; Associate
Professor of Law; Associate Professor of Health Policy; Faculty
Director, Health Care Program
B.A., M.P.H., M.B.A. (Rochester 1989, 1990, 1992); Ph.D.
(Pennsylvania 1997)[2006]
BART VICTOR,Cal Turner Professor of Moral Leadership; Professor of
Moral Leadership
A.B. (California, Berkeley 1977); M.S. (Bank Street College of
Education 1979); Ph.D. (North Carolina 1985)[1999]
W. KIP VISCUSI,University Distinguished Professor of Law, Economics,
and Management; Professor of Management; Professor of
Economics; Co-Director, Ph.D. Program in Law and Economics
A.B., M.P.P., A.M., Ph.D. (Harvard 1971, 1973, 1974, 1976)[2006]
TIMOTHY J. VOGUS,Associate Professor of Organizational Behavior
B.A. (Michigan State 1995); Ph.D. (Michigan 2004)[2004]
ROBERT E. WHALEY,Valere Blair Potter Professor of Finance; Professor
of Management
B.Comm. (Alberta [Canada] 1975); M.B.A., Ph.D. (Toronto [Canada]
1976, 1978)[2006]
RICHARD H. WILLIS,Anne Marie and Thomas B. Walker Jr. Professor of
Accounting; Professor of Accounting
B.S. (South Alabama 1983); M.Stat. (Ohio State 1984); M.B.A. (Duke
1992); Ph.D. (Chicago 1998)[2006]
BURCH S. WOOD,Adjunct Professor of Management
B.A., M.B.A. (Vanderbilt 1998, 2010)[2014]

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73

Index
Academic advising 5
Academic awards 28, 32, 35, 38, 41, 44, 48
Academic concentrations 17
Academic policies 4, 16, 31, 34, 37, 40, 43, 46
Accounting concentration 17
Accreditation 7
Adding courses 5
Administration, Owen School 69
Administration, university 68
Americas MBA (AMBA) 34
Anti-harassment 11
Anti-retaliation 11
Attendance, class 5
Auditing 5
Awards 28, 32, 35, 38, 41, 44, 48
Bachelor of arts 27
Bachelor of music 28
Bachelor of science 27
Beta Gamma Sigma 6
Bicycle registration 10
Black Cultural Center, Bishop Joseph Johnson 9
Blair School of Music 28
Board of Trust, university 67
Bookstore (Barnes & Noble at Vanderbilt) 8
Brand Management specialization 21
Calendar
AMBA 36
EMBA 33
MAcc 39
MAcc Valuation 42
MBA 30
MMHC 45
MSF 50
Capstone project 34, 48
Chaplain 9
Child care 13
Class attendance 5
College of Arts and Science 27
Commencement 7
Commodore Card (ID card) 8
Communications, Official University 13
Concentrations 17
Confidentiality of student records 4, 12
Core course exemptions 8
Corporate Finance specialization 21, 22
Course change perioddrop/add 5
Course evaluations 6
Course failure 6
Courses of study 51
Courses taken outside the Owen School 6
CPA exam 37, 39, 40, 42
Credit hours 5
Customized emphases 24
Degree requirements 16, 27, 28, 31, 34, 37, 40, 43, 46, 49
Degrees offered, Vanderbilt 7
Directory, Vanderbilt 13
Disabilities, services for students with 11
Dismissal 7
Divinity School 27
Doctor of medicine 27
Dropping courses 5
Dual degrees 27, 28, 49

Elective courses 16, 18, 19, 20, 21, 22, 23, 25, 38, 41, 47, 49
Emergency phones 14
Emphases 24
Endowed chairs 69
Entrepreneurship emphasis 24
Equal opportunity 2, 11
Escort, campus walking 13
Examinations 5
Exchange programs 26
Executive MBA (EMBA) 31
Exemptions 16, 32, 35, 38, 41, 44, 48
Extracurricular activities 14
Faculty 70
Failure 6
Fees 15
FERPA 4, 12
Finance concentration 17, 18
Financial aid 28
Financial clearance 6
Fisk University 27
Five-year programs 27, 28
General Management concentration 17, 18
Good standing 6
Grade point average 116, 32, 35, 38, 41, 44, 48
Grades 5, 16, 32, 35, 38, 41, 44, 48
Graduation requirements, student responsibility for meeting 4
Grievance procedure 7
Health Care concentration 17, 18
Honor system 4
Honors 6
Human and Organizational Performance (HOP) concentration 17, 19
Human and Organizational Performance (HOP) specialization 21, 22
Incomplete work 5
ID Card 8
Independent study 16, 38, 41, 48
Insurance, student 11
International Student and Scholar Services 8
International Studies emphasis 24, 25
Investment Management specialization 21, 23
Jewish Life, Schulman Center for 10
Juris doctor 27, 49
Law School 27, 49
Leave of absence 6
LGBTQI Life, Office of 9
Management/Blair School of Music 28
Management/College of Arts and Science 27
Management/Divinity 27
Management/Engineering 27
Management/Fisk University 27
Management/Law 27, 49
Management/Medicine 27
Marketing concentration 17, 19
Master of accountancy 37
Master of accountancy valuation 40
Master of business administration (MBA) 16
Master of divinity 27
Master of management in health care (MMHC) 43
Master of science in finance (MSF) 27, 46

74
Maymester study abroad 26
Mission, goals, and values, Vanderbilt University 7
Non-Owen students in Owen courses 6
Nondiscrimination 2, 11
Online course materials (Blackboard) 6
Operations Management concentration 17, 20
Parking 10
Pass/fail courses 16, 32, 35, 38, 41, 44, 48
Performance reviews 6, 32, 35
Police department, Vanderbilt 13
Professional standards 4
Project Safe 10
Project work 16, 38, 41, 48
Real Estate emphasis 24, 25
Recreation facilities 15
Refunds 7, 32, 35, 38, 41, 44, 48
Registration system 4
Required courses 17, 18, 19, 20, 21, 22, 23, 24, 27, 28, 31, 34, 37, 40, 43, 46
Residence requirement 16, 31, 34, 37, 40, 43, 46
Scholarships 28
School of Engineering 27
School of Medicine 27
Secondary electives, investment management 23
Security notices 14
Specializations 21
Sports 15
Strategy concentration 17, 20
Student centers 14
Student conduct 4
Student Health Center 10
Student records, confidentiality of 4
Transcripts 4
Transfer credit 16, 32, 35, 38, 41, 44, 48
Tuition, Blair/Owen 28
Tuition refunds 7, 32, 35, 38, 41, 44, 48
University information 7,8
Vandy Vans 13
Vehicle registration 10
Withdrawal from a course 5
Women's Center, Margaret Cuninggim 9

vanderbilt university