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When it comes to numbers, there is always more than meets the eye. In operational finance, you will learn how to read the 鈥渟tory鈥� that the balance sheet and income statement tells about the company鈥檚 operations. The insights you gain from this 鈥渇inancial story鈥� will then become a tool for short-term decision-making at the top management level relating to current assets, current liabilities and the management of working capital. Finally, by the end of the course you will understand the financial consequences of managerial decisions on operations, marketing, etc.

Understanding who your customers are and what they need and want is at the heart of successful marketing strategies. In this course you will explore how to identify and classify customers and the different methods that marketing professionals use to shed light on how they make purchase decisions.

The course will cover the following: 1. Marketing Fundamentals 2. Product, Pricing and Channel Decisions 3. Building Strong Brands 4. Communication Strategy

Peter Drucker, a pioneer in the field of management, once said that people have a perverse tendency to behave like human beings. Of course, we are not machines, and certainly not programmable. But through the study of organizational behavior, we can gain insights into what makes people tick within a work context. Increasing your understanding of your own behavior and that of your colleagues, teams and leaders, is an important first step to bringing positive change to how you and your organization work.

The objective of this course is therefore to provide insight into four key areas: 鈥� Motivation. In this course segment we will understand the concept of motivation and review various perspectives that will help you understand how we can motivate others. 鈥� Leadership. In this part of the course, we will analyze the concept of leadership and consider various perspectives and approaches to help shed light on leadership emergence and effectiveness. 鈥� Teamwork. Here we look at team functioning and effectiveness. Using the widely used input 鈥� process 鈥� output model of team effectiveness, we consider such topics as team diversity, team processes, and team outcomes. 鈥� Culture. Finally, we'll move to the level of the organization and consider the concept of organizational culture, also touching upon the concept of national culture. We look at the various ways in which culture is expressed, and discuss the implications of culture for people within organizations and cross-cultural collaborations.

When does an opportunity to increase the bottom line become a liability for long-term brand sustainability and profitability? That is the question that GAS GAS, an off-road motorcycle manufacturer, is confronting.

In this culminating course, it鈥檚 time to use the business tools you have learned throughout the specialization to solve this real business problem. To help you as you develop a solution to the GAS GAS dilemma, in the Capstone you will also learn a six-step analysis of business problems methodology. By the end of the course, you will understand how to weave together considerations from accounting, finance, marketing and organizational behavior in order to arrive at a sound decision that will positively impact the firm鈥檚 future.