Tuck's integrated core curriculum provides rigorous coverage of key functional areas and disciplines.
Courses are carefully integrated and complement each other. Students who have extensive background in a particular discipline and receive an exemption from one of the core courses take an elective course in its place.
This minicourse focuses on general management—what it is, what it means for people and organizations, why it’s important, and how it affects the identification of key problems and opportunities that help define whether companies will be winners or losers. The module has three primary goals: to introduce the notion of a general management perspective, to foster understanding of the general manager’s job, and to develop analytical skills for effective problem solving and opportunity identification.
Managers in any corporate function should understand the pricing of stocks and bonds. This course examines the complex interrelationships among equity and fixed-income markets. Topics include the cost of money (interest rates) in bond markets; how stocks and bonds should be priced, and why prices are sometimes not realized because of institutional factors or market inefficiencies; the optimal construction of portfolios of investments, emphasizing the trade-off between risk and return in great detail; and the pricing and uses of derivative assets, such as futures and options, and how they may be used to control financial risk in corporations.
Competitive and Corporate Strategy (CCS) offers the “essential” tool-kit of the executive involved in the strategy process—the key ideas, concepts, and tools that are necessary to properly exercise strategic leadership. The course is divided into two parts. The first focuses on the strategy problem at the business unit level. It is at the business unit level that many key strategic choices and actions are formulated and undertaken. This part of the course starts by proposing a vocabulary and an analytical structure that help define competitive advantage precisely. It then tackles the question of how a strategic leader can locate opportunities to achieve sustained competitive advantage. This part of the course concludes with a discussion of why strategic leaders should be not only competent “practitioner economists”––the ability to read market forces is the traditional focus of competitive strategy analysis and tools––but also competent “practitioner psychologists,” and what developing such competence entails. The second part of the course focuses on the challenge of managing multiple business units. In particular, it focuses on how a strategic leader can determine the ideal horizontal and vertical scope for her firm and what that implies for mergers, acquisitions, and various typologies of alliances.
This course discusses basic principles of corporate finance and provides practical tools for financial decisions and valuation. The course consists of five sections. The first, Capital Budgeting Decisions, shows optimal project acceptance criteria consistent with the objective of maximizing the market value of the firm. The second section, Estimating the Cost of Capital, extends the analysis from the Capital Markets course to the practice of estimating a project’s expected return, using factor models. The third part of the course, Valuation Techniques, develops several valuation methods used in practice, including WACC, APV, multiples, and real options. Part four, Capital Structure and Dividend Policies, involves a discussion of how capital structure and dividend decisions affect firm value and survey industry practice. Finally, part five of the course, Investment Banking, develops key principles and practices for raising capital, mergers and acquisitions, and modern restructuring techniques.
This course introduces the basic concepts of model building and encourages students to take an analytic view of decision making. The spreadsheet is used as the principal device for building models, and the course covers the concepts of effective spreadsheet design and use. With that background, students acquire knowledge about specific management science techniques, such as optimization and simulation, and the student builds spreadsheet models to identify choices, formalize trade-offs, specify constraints, perform sensitivity analyses, and analyze the impact of uncertainty.
This course develops the fundamental concepts and procedures underlying corporate financial statements (including the income statement, balance sheet and statement of cash flows) that are prepared under generally accepted accounting principles. It introduces tools for analyzing profitability and risk and for preparing projected financial statements, addresses the impact on corporate financial statements of alternative accounting choices available under generally accepted accounting principles, and explores the faithfulness with which a firm's financial reporting strategy represents its underlying economic circumstances.
The First-Year Project course challenges students, working on teams of five, to apply classroom learning, and utilize skills from their prior work experience, to solve complex business challenges for real clients, or for their own entrepreneurial endeavor. This experiential learning class is unique in that it allows individual students the opportunity to tailor the curriculum to their own interests and career goals. Under the guidelines of the course students can source their own project or select a project from the project portfolio, and join a team of their choice. Projects come from all industries; are local, national and global; are for non- and for-profit organizations; are with companies at all levels of business development, from early-stage to Fortune 100. Past project teams have analyzed new businesses, created launch strategies for new product or service offerings from an existing company, developed marketing strategies and implementation plans, and assessed the market potential for expansion into entirely new markets.
Global Economics for Managers will expand students' knowledge of economics in two directions. First, we expand the scope of inquiry to cover the economics of the nation in a global economy. This portion of the course will cover international economics and macroeconomics. We will study the larger economic forces that shape production, trade flows, capital flows, interest rates, exchange rates, and other variables that create the global economic landscape. The second direction is international microeconomics, which will apply the tools of microeconomics and international economics to illustrate how globalization influences performance, strategy, and policy within firms. Our ultimate objective is to help students develop a framework for analyzing both opportunities and risks in a global economic environment.
This course will provide students with conceptual frameworks for increasing individual and team performance. Topics include: managing individual motivation, dealing with interpersonal relations, individual and group decision-making, designing and structuring teams, managing team dynamics, and how to build and leverage social networks.
The purpose of this course is to help students develop leadership skills to create and sustain organizations by (1) introducing them to frameworks that are useful for diagnosing and managing organizational performance, and (2) helping them learn how to exercise leadership through organizational culture, organizational design, organizational politics, and organizational congruence.
This course is designed to provide Tuck students with immediately applicable skills for professional communication. You will complete the course with an understanding of and demonstrated improvements in overall communication, delivery and presentation skills. In addition, you will learn and practice effective techniques for delivering feedback. This mini-course is during the second half of Fall B to allow you to immediately apply your ManComm skills – during winter recruiting, your FYP and summer internship.
This course applies the ideas and methodology of economics to analysis of the firm, key decisions within the firm, and the industry. Topics covered include costs, pricing, competition, economic efficiency, and industry equilibrium and change. Particular attention is paid to behavior of the firm and industries when uncertainty and transaction costs exist. The course combines lectures/discussions of principles with cases covering both current and classic firm and industry dilemmas. Issues of public policy, especially regarding antitrust issues, are also covered.
This course introduces students to the role of marketing. Through assigned readings, lectures, case studies, and a simulation exercise, students learn and apply frameworks and analytical tools to solve marketing problems. Specific topics include market research, consumer decision making, market segmentation, targeting, positioning, communication/promotion, product development, pricing, and distribution.
Operations Management is the systematic management and control of the processes that transform inputs into finished goods or services. This course provides an introduction to the concepts and analytic methods that are useful in understanding the management of a firm's operations. The goals of the course are to familiarize students with the problems and issues confronting operations managers, and (2) provide them with language, concepts, insights and tools to deal with these issues in order to gain competitive advantage through operations. Because the course deals with the management of “processes,” it applies to both for-profit and non-profit organizations, to both service and manufacturing organizations, and to virtually any functional area or industry.
The objective of this course is for students to develop an understanding of their strengths and opportunities for improvement as leaders and to use that knowledge to identify actions that will advance their leadership potential. The centerpiece of the class is a comprehensive assessment of each student’s leadership skills, based on confidential evaluations completed by former bosses, co-workers, peers, and clients before the class begins. At the end of the course, students will develop a Leadership Development Plan, a specific and measurable plan for strengthening their leadership skills.
This course provides an in-depth introduction to statistics as applied to managerial problems. The emphasis is on conceptual understanding as well as conducting statistical analyses. Students will learn both the limitations and potential of statistics and how to interpret results. They will also gain hands-on experience using Excel as well as more comprehensive packages such as SPSS. Topics include descriptive statistics (central tendency, dispersion, skewness, and covariance), continuous distributions (especially the normal), confidence intervals for means and proportions, and regression analysis (model evaluation, coefficient evaluation and interpretation, prediction intervals, multicollinearity, omitted variables bias, indicator variables, and model building). Application areas include finance (for example, portfolio construction), operations (such as quality control), and marketing (for example, promotion and advertising response).