Managerial Finance Syllabus--MBA 510c Summer

By Derrick Brooks,2014-08-08 03:11
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Managerial Finance Syllabus--MBA 510c Summer

Web Site Contents MBA 510c: Managerial Finance ; Instructor's Manual

    ; Course Slides ; Course Grades

    ; Group Discussions

    Summer 2002 Dr. Pamela Hall

Don‟t forget to Course Objective

    ENROLL at the The objective of MBA 510c (Managerial Finance) is to further

    develop a student‟s financial management skills, as well as course website!

    develop an appreciation of the theories

    guiding financial management decisions.

    Objective/Learning Outcome

    (Assessment Method)

    1. Determine whether a firm should

    undertake a project--complex capital

    budgeting decisions in conjunction with risk

    analysis (Exams; Cases)

    2. Analyze and evaluate a firm using the

    free cash flow method (Exams; Cases)

    3. Construct pro forma financial Nature of the statements and determine a firm‟s external financing needs

    Course (Exams; Cases)

    This course is fast-4. Determine a firm‟s optimal capital structure (and understand paced. You will the theories/concepts behind the decision) (Exams; Cases) benefit greatly from 5. Determine a firm‟s dividend policy and understand the having read the

    pros/cons of such a policy (Exams; Cases) chapter prior to my

    6. Determine whether a firm should lease/buy an asset (Exams; lecture. I will

    lecture assuming you Cases)

    have done so. 7. To understand Office Hours: 11:20-12:20 MTR in AH deli; the legal, or by verbal appt Assessment regulatory and Method & global aspects of Home Phone: 647-5218 (between 8:30 a.m. and

    financial Weight 8:30 p.m.)


    (Exams; Cases) Office Location: N/A due to fire

    8. Effectively

    communicate Email:

    your ideas in a

    professional manner (Cases; Exams)

    9. Enhance your critical thinking skills and reasoning ability

    (Exams; Cases)

     spreadsheet is adaptable to the Exams

    manipulation of variables. A spreadsheet, There will be two exams, each worth 100 if poorly designed, can cause havoc in your percentage points. The exams will consist of analysis. essay questions and problems. I will provide a Your spreadsheet(s) should be list of potential exam questions about a week emailed to me the day after your before each exam. From the list of questions presentation so that I can check your provided, I will ask 8 questions per exam. work or determine where errors lie. Make every effort to be in class during exam 4. The nature of the cases causes them to be days. If you must miss an exam due to somewhat vague on certain points. You UNAVOIDABLE circumstances (a death in the may have to make assumptions about family, a jail sentence, nuclear war, or various issues, which is fine. Just state something of similar magnitude) notify me as your assumptions so that I can duplicate soon as possible so that we may schedule a your work, if needed. make-up. 5. Each team member will receive the same grade for the written portion of the case, Cases but may receive different scores for the The directed cases allow the students the presentation of the case.

    opportunity to apply the skills acquired in the 6. Due to the nature of the course (short course to a „real-life‟ scenario, and also four-week time frame) some cases may be evaluate your ability to coherently present presented only one or two days after the this information in a professional format. I material is covered in class. I have made don‟t mind offering suggestions or pointing an effort to prevent this from occurring, you in the right direction. I am interested in but in some situations it may be your being able to complete the cases unavoidable. Therefore, each team should (correctly) and gaining a great deal of immediately begin reviewing their case as understanding as to the type of analysis soon as case assignments are made. needed to correctly evaluate the cases. 7. Each team must:

    When preparing the cases, keep in mind the a) Submit a professional quality report following: to me thoroughly responding to the 1. Be very thoroughdefinitely answer all the questions contained in the case.

    questions asked and be prepared to field b) Present the results of your analysis to

    questions from the audience related to the class (approximately 30 minutes)

    those questions and any other issues in the and field questions during the Q/A

    case. session that follows (approximately 2. Carefully read the entire case (including 20 minutes).

    the questions) before beginning to work Use the first 5 minutes or so to the case. “set-up” the case—discuss the 3. Many of the cases were designed assuming issues at hand so that everyone the students had access to a spreadsheet has a broad overview of the case model. This spreadsheet model is not and your objective. available, so each team must 8. Other students must read/work each case create/replicate the data provided in the (at least calculate numbers and review case (if necessary) and create their own answers to non-numerical questions). The spreadsheet models. Thus, some of the audience members are expected to cases may state “If you are using the participate in the Q/A session at the end spreadsheet model…” You are using the of each case. I may ask audience model, it‟s just self-created. When members questions about the case, also. designing your spreadsheet, be sure the

    Course Introduction

    7/25 Chapter 1: Overview of Financial Mgt 1: Mini-case

    Time Value of Money (TVM) Review TVM: Slides 7/29 Chapter 2: Risk and Return 2: all 7/30 Chapter 11: Capital Budgeting: Decision Criteria 11: 2, 5, 9, 10, 12, 13,19, 20; MC

    Chapter 12: Capital Budgeting: Estimating Cash Flows and 12: 6, 8, 9; MC (in class) 8/1 Analyzing Risk (ethics)

    Chapter 12 continued

    8/5 Chapter 13: Option Pricing with Applications to Real Options 13: 1, 3; MC


    Exam 1 (Chapters 1, TVM, 2, 11, 12) 8/6 9: 11-14 (#15 in class); MC Chapter 9: Determining the Cost of Capital

    Chapter 8: Financial Planning & Forecasting Financial 8/8 8: 1-3, 6; MC (in class) Statements (legal and regulatory issues)

    Chapter 8 continued 8/12 14: 1, 3, 4; MC (in class) Chapter 14: Capital Structure Decisions: Part I

    Chapter 14 continued 8/13 Case 36A: Safe Packaging Corporation

    Case: Pexfly (on website) 8/14 Case 71: Northern Forest Products

    Case 38B: Medical Management Systems 8/15 Case 10A: Mountain Springs, Inc.

    Case 25A: The Western Company 8/19 Case 8A: Isle Marine Boat Company ;8/20 Exam 2 (Chapters 13, 9, 8, 14, 16)

     *The information scheduled to be covered on a particular date may change due to the pace of the course. **The answers to the end-of-chapter questions and problems are located on the course website. ;I will not lecture on this chapter; however, the material is not very quantitative, and the subject matter will be discussed (in part) in The Western Company case. Please read this chapter prior to The Western Company case presentation.

    ENROLLING AT THE COURSE WEBSITE ; Point your browser to

    ; Click on CREATE ACCOUNT and create a new account (If you already have a Blackboard

    account just login to get to the next step)

    ; Click OK to access your MY BLACKBOARD account

    ; Click the COURSES tab to access the Course Catalog

    ; Select College of Business and Economics

    ; Scroll down to the appropriate department and course (Master of Business

    Administration/MBA 510c: Managerial Financethe one with PAMELA HALL as the


    ; Click the small button on the right hand side of the screen beside the appropriate


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