Information Management Concentration Course Requirements
Students take five elective courses to fulfill
the requirements of the Information Management concentration.
Two of these courses are:
MIS 381N.1 Information Technology Management
MIS 381N.7 Information and Knowledge Management
Students should also choose two courses from
the following list:
MIS 380N.3 Business Process Excellence
MIS 382N.9 Business Intelligence with Data Mining
MIS 381N.3 Strategic Analysis for High Tech Industries
MIS 382N.5 Managing Complexity
MIS 383N Managing Business Process Outsourcing
The fifth course to fulfill the concentration
requirements should be chosen from the following list:
FIN 394.1 Advanced Topics in Corporate Finance
FIN 397.1 Investment Theory & Practice
FIN 397.4 Financial Risk Management
OM 386 Supply Chain Management
OM 386 Strategic Quality Management
MKT 382 Service Management
MKT 382 Strategic Marketing
MKT 382 Customer Insights
IB 395 Global Strategy and Marketing
ACC 380D Advanced Topics in Financial Reporting
ACC 387.1 Managerial / Cost Accounting
Contact Professor Anitesh Barua at
anitesh.barua@mccombs.utexas.edu
with any questions related to the Information Management concentration
course requirements.
Brochure
Course Descriptions
MIS 381N Information Technology Management
Professor Anitesh Barua
One half of all business investments involve IT. This course provides the framework and analytical tools that enable financial and general managers to understand the economic and strategic implications of those investments. You will assess the financial impact of emerging IT-driven business practices such as customer relationship management, supply chain management, and enterprise resource planning. You will learn how to identify the characteristics of IT innovation, the likely impact of that innovation, and how to choose and justify critical IT investments.
"You
sit in Professor Barua's class and you feel the energy that he provides,
you feel the passion that he has for his work, for technology, and to
improve business."
Purvi Shah, McCombs MBA 2007
MIS 381N.7 Information and Knowledge Management
Professor Reuben McDaniel
Innovation only happens when knowledge is shared. To maintain a competitive advantage, a corporation must create a culture where sharing and building knowledge are rewarded. Research and experience suggests that most “large, complicated, information-technology intense” attempts at knowledge management fail. This course reveals why this is true and provides good options for enabling better knowledge management. You will analyze strategies to encourage knowledge sharing. You'll also examine why smart people with good intentions often fail to use management strategies that work. Understanding and addressing these challenges is critical to management excellence.
“We
are shorthanded of U.S. engineers, and can only complete projects by
sharing work overseas. I make sure that about 50 engineers in
Houston are talking with 50 engineers in Beijing about ‘things of value
to the company,’ and that all are ‘doing what they know how to do.’
These are the two fundamentals I learned from Dr. McDaniel's Information
and Knowledge Management class."
Rockwell King, McCombs MBA 2003 Project Integration Engineer, WorleyParsons
MIS 380N Business Process Excellence
Professor Alina Chircu
Who enabled customers to track FedEx deliveries in real time? An executive who understood that business processes drive profit and create competitive advantage. When faced with a business process change, will you know how to assess its impact on internal operations, customer relationships, and corporate profitability? This course provides an executive perspective on improving business processes and realizing the associated business value. You will learn how information flow affects business processes and become familiar with the variety of systems that support them. The course consists of case study discussions and is based on input from leading corporations such as General Motors, Procter & Gamble, Samsung, Whole Foods, Pfizer, and others.
“Understanding our business processes has helped us prioritize our supply
chain issues and make the right changes in our manufacturing processes.
In the end, our production of fine jewelry has increased, defects have
decreased, and our management staff has developed better strategies
for our future growth."
Connie Fuentes, Director of Production, Emily Armenta Fine Jewelry
MIS 382 N.9 Business Intelligence with Data Mining
Professor Maytal Saar-Tsechansky
Innovative marketers constantly search for new ways to use data. Netflix and Amazon provide suggestions for new purchases based on your transaction history. Other marketers -- airlines, grocery stores, and department stores -- use your data to increase your loyalty by providing discounts, points, or merchandise. Newer applications of data mining have gone beyond transactional data, allowing other disciplines to benefit from systematic data analysis.
As future managers, you need to know what business intelligence can do for you, both tactically and strategically. This class will familiarize you with popular data mining methods used to produce relationship marketing programs, customer retention strategies, better business trend predictions, and enhanced financial portfolio management. You will learn when and how to use each technique to develop solutions to significant business problems. The class is taught with easy-to-use software and teamwork.
“I don't think any graduate imagines that the data mining methodology
or skills can save lives, but they sure will in this case as we work
on preventing sniper and IED attacks in Iraq."
Jim Farrell, McCombs MBA 2004 Major, Special Forces/Acquisition
Corps, US Army
MIS 381N.3 (MAN 385.9) Strategic Analysis for High Tech Industries
Professor Tim Ruefli
Did industry analysts and telecom competitors correctly assess the impact of the iPhone introduction? Will iPhone successfully create a new product category and maintain leadership of that category? In the world of high tech, product cycles are short, rivalry is intense, and strategic advantage is difficult to maintain. Whether you plan to manage an investment portfolio or market a new product line, this class provides the analytical tools you'll need to succeed. You will learn to conduct industry, company, and product analyses within a hyper-competitive market environment. You will participate in multi-functional team projects, similar to how such analyses are conducted within corporations, consultancies, and the financial sector. High tech industry guest lecturers provide real-world perspective and a framework for your future business decisions.
“Palm Inc., the maker of hand-held computers, has hired a top
Silicon Valley software designer as it seeks to respond to the challenge
posed by Apple’s new iPhone."
John Markoff, The New York Times, March 9, 2007
MIS 382N.5 Managing Complexity
Professor Reuben McDaniel
How do complex organizations adapt to new insights? What is the role of information when you are managing an organization during unpredictable times? Consultants and managers involved in long-term planning – financial, marketing, or operational – will benefit from this exploration of complex adaptive systems theory. This course emphasizes improvisation, thinking about the future, and designing substitutes for the traditional activities of command, control, prediction, and planning. You will explore key managerial approaches suggested by these ideas. The class utilizes a discussion format with students defining many of the topics.
MIS 383 N Managing Business Process Outsourcing
Professor Sirkka Jarvenpaa
When you call the customer service number on the back of your credit card, do you know where the call center is located? Today, most businesses outsource some of their processes, from manufacturing to the "virtual back office." The decision to outsource a business process involves every core discipline within the business unit, including accounting, finance, marketing, customer relations, supply chain management, research and development, and IT. This course develops the competencies and skills needed to make outsourcing decisions. You will learn how to manage both the transition and steady state in outsourcing relationships, including the establishment of a swift learning curve, mitigation of risk, protection of proprietary knowledge, and sustained innovation. The course utilizes case studies and is conducted in a seminar format.
“Managing
Business Process Outsourcing provides frameworks and real-world examples
to illustrate why businesses outsource and offshore, how they mitigate
the risks of these activities and how they derive value beyond labor
cost savings."
Michael Herring, McCombs MBA 2007
