Foundation or Prerequisites Courses

May not be necessary for MBA OR certificate students to take if previously taken or work experience is extensive

Required Courses

See our individual programs for exact requirements

Planning & Assessment

WGB 600

Professional Planning

2 CH

Students plan their MBA program based on personal and professional assessments. The course also introduces a management model, managerial thinking and the role of values and ethics in managerial work. Students review academic skills needed to successfully complete the program, complete self assessments, and develop plans for professional development and program completion. The action learning project is introduced, but students do not begin work on it until after completing WGB 640 and WGB 641 Dynamic Business Processes I & II.

Quantitative Competencies

WGB 602

Financial & Managerial Accounting

3 CH

Financial Accounting and Reporting: Learn how to prepare and interpret financial statements. Understand the theoretical framework and knowledge of US financial reporting standards. Managerial Accounting and Control: Introduce and explore the essentials of providing relevant and useful corporate managerial accounting information for business decision makers.

WGB 603

Corporate Financial Management

3 CH

Provides an introduction to three key areas in finance - financial markets, financial management and valuation- focusing on how capital is effectively raised and invested in a value based management framework. Topics covered include: analysis of firm performance using financial ratios and other measures; techniques to assess new opportunities including new product lines, projects or corporate investments; an introduction to global capital markets; the relationship between risk and return; determinants of a firm’s cost of raising capital and the basic factors impacting the value of financial securities.

Leadership Competencies

WGB 612

Leading & Influencing with Integrity

3 CH

Leaders and managers at all levels in organizations must influence others to enable achievement of the organization’s objectives. Leading and influencing with integrity requires understanding of one’s self, other people, the situational and cultural context, as well as both current and future impacts of actions taken. Through course learning experiences students develop individual and organizational strategies to influence others, shape culture, manage change, negotiate, and facilitate employee engagement and performance so that their organizations can contribute to society in ways that are effective, responsible and sustainable.

WGB 614

Social & Legal Responsibilities in Business

3 CH

Sustainable organizational practices require managers to pay attention to the economic, environmental and social impact of organizational strategies and actions. This course focuses on ethical and legal issues that organizations and individual managers face in achieving triple bottom line sustainability. Ethical decision-making frameworks provide principles for dealing with challenges posed by technology, globalization and societal changes and for fulfilling personal as well as corporate social responsibility. Legal topics survey business regulation and processes, forms of business organizations, intellectual property and commercial transactions.

Integrated Core

WGB 640 and WGB 641

Dynamic Business Management I and II

5 CH each, total of 10 CH

Must be taken in sequence.
Prerequisite: WGB 600, WGB 602, WGB 603.

Organizational success relies on effectively leading and managing holistically across many disciplines. The integrated core takes a process-based approach to present fundamental knowledge on accounting, finance, management, marketing, operations, and strategy. Classroom discussions are team taught with multiple professors and senior professional experts using real-life business simulations.
WGB 640 follows the process of developing new business sources, including new products and services. The viewpoint is from the top of the organization and how organizational leaders allocate resources. WGB 641 takes a more operational viewpoint. This includes the examination of processes involving order management, planning and budgeting, performance measurement, and talent management.

Capstone

WGB 691

Welch Competency Demonstration & Implementation

3 CH

The Capstone should be taken as one of the last two courses in the students’ program of study, and after students have successfully completed the breadth and integrated core courses.
Prerequisites: WGB 640 and WGB 641 Dynamic Business Management I and II

This is the capstone course of the MBA program. Through major interdisciplinary projects, cases, readings, and experiential exercises, students hone their strategic management skills and make presentations to business practitioners and faculty.  Seminar topics cover leadership, sustainability, and doing business globally. Students will demonstrate their learning in the program.

Internship

Our students have the advantage of studying with top professionals in their field in real-life work environments in Europe. Students are required to complete a 6-9 month internship, which usually starts in November and ends in July of the following year. For students not finding the ideal match, alternatives to an internship are available.

Finance Electives

Offered to MBA students (part-time or full-time), Corporate Finance and Modern Business Management certificate students.

FN 661

Global Financial Markets & Institutions

3 CH

Prerequisite: WGB 603.

Analyzes modern financial markets from the risk/management and risk measurement perspective. Presents overviews of key theories and recent developments in international securities markets. Emphasis is on managing risk on the balance sheet at various financial institutions. Implications of monetary policy decisions by international monetary authorities are also examined.

FN 662

Corporate Finance

3 CH

Prerequisite: WGB 603.

Examines corporate finance topics including working capital management, financial analysis, leverage, capital structure, capital budgeting and valuation. Emphasis is on creating financial models to analyze issues.

FN 663

Global Investments

3 CH

Prerequisite: WGB 603.

Course exposes students to the theory and practice of investments on a global scale. Key topics include: capital markets and instruments, efficient investment sets, basic equilibrium models such as CAPM and APT, bond prices and yields, equity valuation models, and an overview of portfolio theory and derivatives.

FN 665

International Financial Management

3 CH

Prerequisite: WGB 603.

A study of financial management concepts and techniques, applied to international operations. Topics include: foreign currency spot and forward trading; exchange rate systems and determination, and country risk assessment; taxation and regulatory issues of non-U.S. markets; and sources and uses of funds for multinational corporations.

FN 668

Portfolio Management

3 CH

Prerequisite: WGB 603.

Develops the student’s ability to evaluate securities in the context of a portfolio. Topics include: portfolio construction rules based on risk and return goals, valuation measures and risk-reduction techniques using derivative products.

FN 669

Alternative Investments

3 CH

Prerequisite: WGB 603.

Examines financial concepts applied to current issues in finance such as risk management products and techniques.

FN 670

Mergers & Acquisitions

3 CH

Prerequisite: WGB 603.

Examines the role of each of these strategies as part of the whole restructuring process faced by corporations in their attempt to compete and grow in the United States and abroad. Emphasis is on each method’s strategic and financial advantages. Group analysis of cases and computer applications are utilized.

FN 672

Derivatives

3 CH

Prerequisite: WGB 603.

An overview of derivative securities and their use in corporate strategy and risk management, this course employs quantitative methods to analyze, design, price and use derivative instruments in a managerial context. Basic derivative contracts such as forward, futures, options and swaps are covered, as well as the pricing of these claims, arbitrage, and hedging in these markets. Students apply the analytical models to real-life situations through case studies.

FN 673

Mathematics for Finance Practitioners

3 CH

Risk managers and other finance professionals need to have a sound understanding of mathematics and statistics. The course covers important statistical concepts including volatility, regression analysis and hypothesis testing. Popular models of risk measurement, such as Value-at-Risk, factor analysis, Monte Carlo simulations, and stress testing are studied. Functioning of the mathematical/statistical concepts is demonstrated with practical risk management problems, e.g. bond pricing, portfolio credit risk, optimal hedging.

FN 674

Advanced Risk Management

3 CH

Prerequisite: FN 673.

The complexity of the global financial system makes understanding risk management essential for anyone working in, or planning to work in, the financial sector. As the real economy is also exposed to financial risk, risk management has become more important to non-financial corporates and institutions. Students will become familiar with financial risk assessment and management and the regulations applicable for financial institutions. They will learn how important market participants, such as banks, insurance companies, pension funds, mutual and hedge funds, are looking at risk measurement and management. Risk mitigation strategies are explained. Various risk types such as market risk (interest rate risk, cross-currency risk, etc.), credit risk, operational risk, systemic risk are covered and risk management strategies and instruments are analysed. Recent risk management topics such as counterparty credit risk for derivatives, central clearing and collateralization will be covered. International regulations (Basel I-III, Dodd Frank Act) are studied in their historical development as well their most recent modifications meant to prevent further financial crises. Throughout the course case studies will put the theory learned into practice.

FN 699

Financial Crisis & Risk Management

3 CH

Risk management is becoming more important and more complex, while at the same time being viewed by regulators and investors as an essential and integral part of investment governance. The advent of new investment strategies (e.g., hedge funds and private equity) and new investment vehicles (e.g., CDOs and SIVs) has made risk more difficult to measure and to manage. This course reviews and assesses various techniques, both quantitative and qualitative, for the measurement and management of risk including how to price credit default swaps, counterparty credit risk, stress testing, and portfolio risk.

FN 699

Behavioral Finance

3 CH

A relatively new field in economics, behavioral finance studies how people’s behavior and decision-making process influence their investment choices. It challenges the claim that markets are fully rational and able to incorporate new information correctly into asset prices. The objective and purpose of this course is to provide an in-depth discussion of the modern development in behavioral finance. Both theory and empirical evidence will be discussed. We will review the decision-making process along with the different biases and paradoxes that go with it, learn about the major theories (Prospect Theory and SP/ A Theory), study the formation and burst process of speculative bubbles, and introduce the so-called Behavioral Portfolio Theory (BPT).

FN 699

Management of Resilient Portfolios

1 CH

The idea behind this series of four lectures is to convey some simple decision rules for investing money in the short-term while keeping an eye on the long-term objective of a portfolio. We will try to examine under which conditions a sequence of short-term decisions may lead to the satisfaction of a long-term investment objective, such as retirement.
In order to do that, we will rely upon samples of readable texts from well-known short-term market viewers such as editorials from the FT or Market Perspectives presentations from well known Market Strategists. We will also look into long-term issues, such as financial planning for retirement purposes in light of the behaviour of stock and bond markets over a 20 year period. The objective of the course is to deliver a toolbox complete with simple decision rules, to assist in the process of portfolio selection. It is intended to deliver “math-light” lectures. Students should understand the statistical concept of mean and variance and the financial concept of the discounting factor.

FN 699

Private Equity

1 CH

This course provides an overview of Private Equity (PE), Venture Capital (VC) and Infrastructure investments and funds. The course covers the actors of PE, their approach to structuring, managing and exiting investments. It focusses on type of investments targeted as well as investment structures, vehicles, set-ups and incentive mechanisms used. The course shows how capital is raised, deployed and harvested by PE and infra funds and which tools are used. It aims to provide an introduction to and understanding of the players and methods in PE and infrastructure as alternative asset classes. The is conceived as general introductory course into PE, it addresses: 1) students at the SHU that are interested in PE and would like to get an introduction on the subject and 2) financial sector professionals in Luxembourg wanting to get an overview of PE.

Management Electives

Offered to MBA students (part-time or full-time), Modern Business Management and Leadership certificate students

BU 610

Entrepreneurship

3 CH

Prerequisites: WGB 601 and WGB 603.

Students utilize their interdisciplinary business knowledge and creativity to evaluate an entrepreneurial opportunity, whether a new product/service/business, or a new application of an existing product or service.  In developing a comprehensive business plan student teams use their knowledge of the market and the competitive landscape, engage in research, develop financial models/forecasts, and gauge the project’s financial feasibility, taking into consideration inherent business risk and the likelihood of being able to raise venture capital.

BU 621

Comparative Management & Intercultural Communication

3 CH

Prerequisite: WGB521.

Sensitivity to different perceptions, values, traditions and ways of thinking are critically important in today’s global workforce and as organizations interact across cultures.  This course explores how culture affects individuals as well as organizations, and introduces frameworks for understanding how cultures may vary.  Students develop strategies for effectively communicating, working with and managing people of different cultural backgrounds.

BU 632

Managing Change

3 CH

Prerequisite: WGB 521.

Examines strategies and techniques for successfully introducing and managing change in organizations. Explores power, influence, leadership, motivation, and communication in the change process, as well as organization development, organizational learning, and innovation management. Student teams develop a framework for recognizing factors that influence change and a process map to manage change effectively.

BU 635

Human Resources & Career Development

3 CH

Prerequisite: WGB 521.

Focuses on the role of the contemporary human resources function in organizations. Emphasis is on analysis of policies related to the organizational life cycle from hiring through termination, workforce and succession planning, compensation and benefits, career development, labor relations and employee training. These concepts are discussed in light of working with and managing a multicultural workforce.

BU 664

Negotiations & Dispute Management

3 CH

Negotiation is the art and science of securing agreements between two or more Interdependent parties. Hence, the purpose of this course is to develop an under-Standing of the psychological and strategic dynamics of negotiation. The course is grounded in the major concepts and theories of bargaining, negotiation, and mediation and is designed to use a combination of simulations and analysis to build your own personal experience in the classroom and in the real world.

BU 671

Operations Excellence

3 CH

This course covers the theory and practice of operations improvement with the major improvement methodologies used to achieve operational excellence, like Lean, Total Quality Management, Six Sigma, Business Process Re-engineering, Systems Thinking, Theory of Constraints etc. The course will have a heavy emphasis on Lean Methodology and Lean Transformation of Enterprises, but when possible guest speakers will present their preferred improvement methodologies with practical illustrations. The course will attempt to cover different industries and business sectors ranging from industrial production to financial and other services. The practical objective of the course is to have the academic background be able to apply appropriate  improvement methodologies to real opportunities.

BU 687

Contemporary Issues in Global Management

3 CH

Prerequisite: WGB 521.

Explores a variety of current issues and emerging trends affecting global business, utilizing a cross-disciplinary approach to the management of today’s global enterprises.

BU 699

Knowledge Management

3 CH

Explores the origin and evolution of our ethics as they relate to the contemporary world of business. Emphasis is on decision-making, including situations where these decisions are complicated by issues of trust, fairness, right and wrong, integrity, social responsibility, personal conscience, or culture. Guest lecturers from various businesses and areas of responsibility are invited to present their views and experiences.

BU 699

Organizational Psychology

3 CH

Organizational psychology is the application of psychological theories to work environments aiming to improve organizational outcomes such as performance, satisfaction, health and well-being. This course will explore human behavior in the workplace including potential “spillover” effects on/from other life domains such as family and friends. The course modules introduce psychological concepts driving human behavior and their organizational applications for you to become a more effective leader for your Self and others.

BU 699

Team Management

1 CH

Achieve more & be a great team. You work with other people every day. Your interpersonal and team management skills determine what the performance of the team will be, how the progress of achieving targets will go, how much fun you have and how much you will learn. How other people feel when part of the same team with you also has a significant impact on the quality of your future relationships. In summary, your team management skills are a key factor for individual and organizational success. This course is designed for managers who dare to become aware and develop their interpersonal and team management skills and to discover ways to challenge themselves and others while seeking to further develop their career.

BU 699

Consulting

1 CH

This course aims to provide students a better understanding of what Management Consulting is about. It will guide students through the consultancy process, from the preparation of a proposal of assistance up to the delivery of the project. The course is built in a way that makes it as practical as possible supported by actual cases shared with the students in order to be discussed. Though it remains intellectually rigorous, providing theoretical background when needed and keeping a critical approach to the tools and techniques commonly used by professional practitioners.

BU 699

Corporate Sustainability

1 CH

The course provides participants with knowledge, insights, and experience necessary to be at the cutting edge of managing in a sustainable manner. It shares the state-of-art in integrating sustainability into decision making. The course introduces the term sustainability, with a special focus on environmental sustainability. It describes international norms and standards, sustainability ratings, and looks into their translation in today’s business world. The aim is to bring participants up to speed about current best practice in terms of sustainability and anticipate tomorrow’s challenges.

BU 699

Project Management

1 CH

This course takes a Project Management Approach which links with the Project Management Framework, Processes and Knowledge Areas as used in the PMBOK Guide. We look at the soft skills needed to manage a project, focusing on potential obstacles, thus enabling participants to avoid, anticipate or manage these. The approach is pragmatic, all concepts will be systematically translated into concrete applications and integrated in participants’ professional context. A wide variety of didactical tools will be used, respecting David Kolb’s experiential learning cycle. Followed by a delivering of a final assignment and possibly applying for the CAPM® Certificate exam.

BU 699

Negotiations

1 CH

You negotiate every day. Your negotiation skills determine what time you go for lunch with colleagues, when to have a department meeting, your salary and compensation, your portfolio of responsibilities, the terms of an acquisition or the strategy of your company. How other people feel when negotiating with you also has a significant impact on the quality of your future relationships. In summary, your negotiation skills are a key factor for individual and organizational success. This course is designed for managers who have the analytical skills to discover optimal solutions to business challenges seeking to further develop their negotiation skills to get these solutions better accepted and implemented.

BU 699

Innovation Management

1 CH

This one credit course aims to provide students a better understanding of what Innovation Management is about. It will guide students through the entire innovation process, from invention disclosure up to successful commercial transformation. Open innovation and co-development strategies will be included. Likewise strategies for protection and licensing of intellectual property. The course is built in a way that makes it as practical as possible supported by actual cases are shared with the students in to be discussed. Though it remains intellectual rigorous, providing theoretical background when needed and keeping a critical approach to the tools and techniques commonly used by professional practitioners.

BU 699

Luxembourg Labor Law

1 CH

What are the main challenges regarding the future of labor law? This course provides participants with an introduction to Luxembourg labor law by the means of the current main challenges facing the world of employment such as work life balance, the use of IT at work, the supervision of employees, the future of the employment relationship etc. The course also focuses on various discussions among the students based on articles regarding the above mentioned issues. During the last class there will be oral group presentations based on labor law cases and for which the students will be graded.

BU 699

International Business Strategy

1 CH

Boost your export with strategic intelligence. Your daily challenge is based on international business leadership. You understand that success in global markets today is mainly about cross cultural skills, true flexibility and personal capacity to navigate the complexities of multidimensional foreign markets. Your experience shows that skills which make a player successful in his domestic market may be the very reason for failure when approaching international clients. In summary, your international strategic intelligence is a key factor for individual and organizational success and your next challenge might be to adapt your knowledge to quickly understand a multicultural situation. In order to make those leadership competences a natural reflex, you are willing to gain new perspectives and expertise, bench-marking your individual management style against practical business cases from around the world.

BU 699

Social Entrepreneurship

1 CH

Positive Societal Impact by Design (not by Default). Business drives non-financial returns far beyond the creation of capital – for better and for worse. Government, NGOs and philanthropy together have not been able to address the system failures that have led to pervasive societal and environmental challenges of today. The private sector is invariably implicated in both the creation of the problem set—and the solutions. A global movement of impact economics addressing ‘Triple bottom line: People, Planet, Profit’ is driving the growth of new business and innovative business models, leveraging market forces to drive positive change. Harnessing the power of entrepreneurship to address societal problems has created a new breed of change-makers: social entrepreneurs. Using the mindset of entrepreneurial thinking to tackle problems as opportunities, these mission-driven entrepreneurs are creating a global buzz through their inspirational stories. The development of social ventures has created international attention and evolved into cross-sector collaboration with companies, investors and an engaged public sector. They have stimulated new forms of financing such as venture philanthropy and impact investing—seeking financial returns alongside measurable social or environmental returns. Students in the course will learn about the key trends in the Impact Economy and specifically how social entrepreneurs are actively designing and co-creating solutions solutions for the most pervasive societal failures. We will explore how financing and support structures have developed alongside these innovative and impactful structures.

Marketing Electives

Offered to MBA students (part-time or full-time), Modern Business Management and Leadership certificate students

MK 670

Digital Marketing

3 CH

This course is designed as an introduction to the rapidly evolving world of Digital Marketing. Changes in consumer behavior, opportunities, problems and tactics associated with incorporating digital technologies and methods into a firm’s marketing strategy are examined. Throughout the course, students will explore digital marketing tools such as search engine optimization, paid search marketing, online advertising, email marketing, social media marketing, web and social media analytics, viral marketing, online reputation management, and mobile marketing, from a hands-on perspective.

MK 673

Services Marketing

3 CH

What do The Geek Squad, UBS, Starbucks and GE have in common? They are all focused on providing services. Services dominate the advanced economies of the world, and virtually all companies view service as critical to retaining their customers -- both today and in the future. Services permeate every aspect of our lives; consequently, the need for services marketing knowledge is greater today than ever before. This course will examine the differences between marketing goods and services, how companies are building services around their core product offerings, the role of service delivery in satisfaction and loyalty, and how firms can recover when something goes wrong. This course focuses on the unique marketing challenges presented by services, and the expanding role of services in today’s economy. Topics include the differences between marketing goods and services, how companies are building services around their core product offerings, the role of service delivery in satisfaction and loyalty, and how firms can recover when something goes wrong in service delivery.

MK 669

Analysis of Consumer Decisions

3 CH

The course provides participants with knowledge, insights, and experience necessary to be at the cutting edge of managing in a sustainable manner. It shares the state-of-art in integrating sustainability into decision making. The course introduces the term sustainability, with a special focus on environmental sustainability. It describes international norms and standards, sustainability ratings, and looks into their translation in today’s business world. The aim is to bring participants up to speed about current best practice in terms of sustainability and anticipate tomorrow’s challenges.

MK 669

Branding

1 CH

Building strong brands. Consumers are exposed to an exponential number of choices in their customer journeys, with an increased number of touch point options when searching for products or services. From a branding perspective, this means that we need to create a truly distinctive and positive brand experience consistently across all touch points and channels. The focus of this interactive based class is to explore how to build strong brands in today’s market/ecosystem. We will be looking into the different aspects of branding such as: what are strong brands, brand identity & expressions, consumer perception & behavior, digital & social media branding, and brand measurement.

Concentrations

Offered to MBA students (part-time or full-time)

Students may choose among two concentrations: finance or management. There are some restrictions on available concentrations for students who intend to take their coursework exclusively at the Luxembourg campus location. Students who choose finance (FN) or management (BU) must take nine credit hours (CH) in electives in the respective discipline. MBA students are eligible to take elective courses in the MSHR and MSDM programs.

Students who do not meet the elective requirements for a concentration will simply receive an MBA.

Availability of Courses

Not all of the courses listed will be offered every academic year. Please check the current course schedule for the courses offered this year.

Courses Abroad

The option of a two -week study abroad trip exists, which consists of studying in either the US or ASIA with classmates.

Bonus Electives

Only available to Sacred Heart students in Luxembourg, enrolled students can take, on a PASS/FAIL basis, additional electives with no additional fees—even up to 6 months after graduating. Please note students may not postpone their graduation date to take additional electives.