NEW YoRK UNIVERSITY BULLETIN Leonard N. Stern School of

New York UNiversitY BUlletiN

Leonard N. Stern School of Business

THE UNDERGRADUATE COLLEGE

Leonard N. Stern

School of Business

The Undergraduate College

ANNOUNCEMENT FOR THE 114TH AND 115TH SESSIONS

TISCH HALL

40 WEST FOURTH STREET

NEW YORK, NEW YORK 10012

N E W Y O R K U N I V E R S I T Y B U L L E T I N

2 0 1 3 - 2 0 1 5

Notice: The policies, requirements, course offerings, schedules, activities, tuition, fees, and calendar of the school and

its departments and programs set forth in this bulletin are subject to change without notice at any time at the sole

discretion of the administration. Such changes may be of any nature, including, but not limited to, the elimination of

the school or college, programs, classes, or activities; the relocation of or modification of the content of any of the fore-

going; and the cancellation of scheduled classes or other academic activities.

Payment of tuition or attendance at any classes shall constitute a student’s acceptance of the administration’s

rights as set forth in the above paragraph.

N E W Y O R K U N I V E R S I T Y 2

An Introduction to New York University . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Leonard N. Stern School of Business: The Undergraduate College . . . . . . . . . . . . . . . . .8

Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Bachelor of Science Degree Business Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

Bachelor of Science in Business and Political Economy . . . . . . . . . . . . . . . . . . . . . . . .18

Academic Departments, Programs, and Initiatives

Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22

Economics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30

Global Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35

Information Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37

Management and Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40

Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43

Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47

Statistics and Actuarial Science . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49

Multidisciplinary Courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52

Cross-School Minors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57

Advanced Mathematical Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57

Business of Entertainment, Media, and Technology . . . . . . . . . . . . . . . . . . . . . . . .58

Public Policy and Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60

Social Entrepreneurship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61

Tracks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62

Asset Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62

Business Analytics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64

Corporate Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65

Digital Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .67

Entrepreneurship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69

Management Consulting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70

Real Estate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71

Faculty of the Leonard N. Stern School of Business . . . . . . . . . . . . . . . . . . . . . . . . . . .74

Admission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .82

Tuition, Fees, and Financial Aid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .88

Academic Advising, Registration, and Policies and Procedures . . . . . . . . . . . . . . . . . .92

Scholastic Achievement and Other Awards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .105

Stern Program for Undergraduate Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .106

Map & Key . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .107

Travel Directions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .109

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .110

TABLE OF

Contents

N E W Y O R K U N I V E R S I T Y 3

he founding of

New York Uni-

versity in 1831 by

a group of emi-

nent private citizens was a his-

toric event in American

education. In the early 19th

century, a major emphasis in

higher education was on the

mastery of Greek and Latin,

with little attention given to

modern or contemporary sub-

jects. The founders of New

York University intended to

enlarge the scope of higher

education to meet the needs of

persons aspiring to careers in

business, industry, science, and

the arts, as well as in law, med-

icine, and the ministry. The

opening of the University of

London in 1828 convinced

New Yorkers that New York,

too, should have a university.

The first president of New

York University’s governing

council was Albert Gallatin,

former adviser to Thomas Jef-

ferson and secretary of the

treasury in Jefferson’s cabinet.

Gallatin and his cofounders

said that the new university

was to be a “national univer-

sity” that would provide a

“rational and practical educa-

tion for all.”

The result of the founders’

foresight is today a university

that is recognized both nation-

ally and internationally as a

leader in scholarship. Of the

more than 3,000 colleges and

universities in America, only

60 institutions are members of

the distinguished Association

of American Universities.

New York University is one of

the 60. Students come to the

University from all 50 states

and from over 130 foreign

countries.

The University includes

numerous schools, colleges,

institutes, and programs at

major centers in Manhattan,

Brooklyn, and Abu Dhabi

(UAE). In the fall of 2013,

NYU in New York and NYU

Abu Dhabi were joined by a

third degree-granting campus

in Shanghai, China. In addi-

tion, the University operates a

branch campus program in

Rockland County at St.

Thomas Aquinas College. Cer-

tain of the University’s

research facilities, notably the

Nelson Institute of Environ-

mental Medicine, are located

in Sterling Forest, near

Tuxedo, New York. Although

overall the University is large,

the divisions are small- to

moderate-sized units—each

with its own traditions, pro-

grams, and faculty.

Enrollment in the under-

graduate divisions of the Uni-

versity ranges between 130

and 7,672. While some intro-

ductory classes in some pro-

grams have large numbers of

students, many classes are

small.

The University offers over

6,000 courses and grants more

than 25 different degrees.

AN INTRODUCTION TO

New York University

N E W Y O R K U N I V E R S I T Y 4

The Schools,

Colleges,

Institutes, and

Programs of

the University

(in order of their founding)

1832 College of Arts and Science

cas.nyu.edu

1835 School of Law

law.nyu.edu

1841 School of Medicine

school.med.nyu.edu

1854 Polytechnic School of

Engineering (January 2014)

poly.edu

1865 College of Dentistry

nyu.edu/dental

(including the College of

Nursing [1947],

nyu.edu/nursing)

1886 Graduate School of Arts and

Science

gsas.nyu.edu

1890 Steinhardt School of Culture,

Education, and Human

Development

steinhardt.nyu.edu

1900 Leonard N. Stern School of

Business

stern.nyu.edu

1922 Institute of Fine Arts

nyu.edu/gsas/dept/fineart

1934 School of Continuing and

Professional Studies

scps.nyu.edu

1934 Courant Institute of

Mathematical Sciences

cims.nyu.edu

1938 Robert F. Wagner Graduate

School of Public Service

wagner.nyu.edu

1960 Silver School of Social Work

socialwork.nyu.edu

1965 Tisch School of the Arts

tisch.nyu.edu

1972 Gallatin School of

Individualized Study

allatin.nyu.edu

1972 Liberal Studies

liberalstudies.nyu.edu

2006 Institute for the Study of the

Ancient World

isaw.nyu.edu

2010 New York University

Abu Dhabi

nyuad.nyu.edu

2013 New York University Shanghai

shanghai.nyu.edu

New York

University and

New York

NEW YORK UNIVERSITY

LIBRARIES

The Elmer Holmes Bobst Library,

Richard Foster, is the flagship of an

eight-library system that provides

access to the world’s scholarship.

Bobst Library serves as a center for

the NYU community’s intellectual

life. With 4.4 million print volumes,

146,000 serial subscriptions, 85,000

electronic journals, 900,000 e-books,

171,000 audio and video recordings,

and 40,000 linear feet of special col-

lections archival materials, the collec-

tions are uniquely strong in the

performing arts, radical and labor his-

tory, and the history of New York and

its avant-garde culture. The library’s

Web site, library.nyu.edu, received

2.4 million visits in 2011-2012.

Bobst Library offers approximately

2,500 seats for student study. The

Avery Fisher Center for Music and

Media, one of the world’s largest aca-

demic media centers, has 134 carrels

for audio listening and video viewing

and three multimedia classrooms.

The Digital Studio offers a constantly

evolving, leading-edge resource for

faculty and student projects and pro-

motes and supports access to digital

resources for teaching, learning,

research, and arts events. The Data

Service Studio provides expert staff

and access to software, statistical

computing, geographical information

systems analysis, data collection

resources, and data management serv-

ices in support of quantitative

research at NYU.

The Fales Library, a special collec-

tion within Bobst Library, is home to

the unparalleled Fales Collection of

English and American Literature; the

Marion Nestle Food Studies

Collection, the country’s largest trove

of cookbooks, food writing, pam-

phlets, paper, and archives, dating

from the 1790s; and the Downtown

Collection, an extraordinary multime-

dia archive documenting the avant-

garde New York art world since 1975.

Bobst Library also houses the

Tamiment Library, the country’s lead-

ing repository of research materials in

the history of left politics and labor.

Two fellowship programs bring schol-

ars from around the world to

Tamiment to explore the history of

the cold war and its wide-ranging

impact on American institutions and

to research academic freedom and pro-

mote public discussion of its history

and role in our society. Tamiment’s

Robert F. Wagner Labor Archives con-

tain, among other resources, the

archives of the Jewish Labor

Committee and of more than 200

New York City labor organizations.

Beyond Bobst, the library of the

renowned Courant Institute of

Mathematical Sciences focuses on

research-level material in mathemat-

ics, computer science, and related

fields. The Stephen Chan Library of

Fine Arts at the Institute of Fine Arts

(IFA) houses the rich collections that

support the research and curricular

needs of the institute’s graduate pro-

grams in art history and archaeology.

The Jack Brause Library at SCPS

Midtown, the most comprehensive

facility of its kind, serves the infor-

mation needs of every sector of the

real estate community. The Library of

the Institute for the Study of the

Ancient World (ISAW) is a resource

for advanced research and graduate

education in ancient civilizations

from the western Mediterranean to

China. Complementing the collec-

tions of the Division of Libraries are

those of the libraries of NYU’s School

of Medicine, Dental Center, and

School of Law. The Bern Dibner

Library serves NYU Poly. The New

York University Abu Dhabi library

provides access to all the resources in

BobCat and is developing its own col-

lection of books and other print mate-

rials in support of the school’s

developing curricula. The NYU

Shanghai library opened in fall 2013.

The NYU Division of Libraries

continually enhances its student and

faculty services and expands its

research collections, responding to

the extraordinary growth of the

University’s academic programs in

recent years and to the rapid expan-

sion of electronic information

resources. Bobst Library’s professional

staff includes more than 33 subject

specialists who select materials and

work with faculty and graduate stu-

dents in every field of study at NYU.

The staff also includes specialists in

undergraduate outreach, instructional

services, preservation, electronic

information, and digital information.

The Grey Art Gallery, the

University’s fine arts museum, pres-

ents three to four innovative exhibi-

tions each year that encompass all

aspects of the visual arts: painting

and sculpture, prints and drawings,

photography, architecture and decora-

tive arts, video, film, and perform-

ance. The gallery also sponsors

lectures, seminars, symposia, and film

series in conjunction with its exhibi-

tions. Admission to the gallery is free

for NYU staff, faculty, and students.

The New York University Art Collection,

N E W Y O R K U N I V E R S I T Y 5

ounded in 1958, consists of more

than 5,000 works in a wide range of

media. The collection primarily com-

prises late-19th-century and 20th-

century works; its particular

strengths are American painting from

the 1940s to the present and 20th-

century European prints. A unique

segment of the NYU Art Collection

s the Abby Weed Grey Collection of

Contemporary Asian and Middle

Eastern Art, which totals some 1,000

works in various media representing

countries from Turkey to Japan.

THE LARGER CAMPUS

New York University is an integral

part of the metropolitan community

of New York City—the business, cul-

tural, artistic, and financial center of

the nation and the home of the

United Nations. The city’s extraordi-

nary resources enrich both the aca-

demic programs and the experience of

living at New York University.

Professors whose extracurricular

activities include service as editors for

publishing houses and magazines; as

advisers to city government, banks,

school systems, and social agencies;

and as consultants for museums and

industrial corporations bring to

teaching an experience of the world

and a professional sophistication that

are difficult to match.

Students also, either through

coursework or outside activities, tend

to be involved in the vigorous and

varied life of the city. Research for

term papers in the humanities and

social sciences may take them to such

diverse places as the American

Museum of Natural History, the

Museum of Modern Art, a garment

actory, a deteriorating neighborhood,

or a foreign consulate.

Students in science work with

their professors on such problems of

immediate importance for urban soci-

ety as the pollution of waterways and

the congestion of city streets.

Business majors attend seminars in

corporation boardrooms and intern as

xecutive assistants in business and

financial houses. The schools, courts,

hospitals, settlement houses, theaters,

playgrounds, and prisons of the great-

est city in the world form a regular

part of the educational scene for stu-

dents of medicine, dentistry, educa-

tion, social work, law, business and

public administration, and the cre-

ative and performing arts.

The chief center for undergraduate

and graduate study is at Washington

Square in Greenwich Village, long

famous for its contributions to the

fine arts, literature, and drama and its

personalized, smaller-scale, European

style of living. New York University

itself makes a significant contribution

to the creative activity of the Village

through the high concentration of

faculty and students who reside

within a few blocks of the University.

University apartment buildings

provide housing for over 2,100 mem-

bers of the faculty and administra-

tion, and University student

residence halls accommodate more

than 11,000 men and women. Many

more faculty and students reside in

private housing in the area.

A PRIVATE UNIVERSITY

Since its founding, New York

University has been a private univer-

sity. It operates under a board of

rustees and derives its income from

tuition, endowment, grants from pri-

vate foundations and government,

and gifts from friends, alumni, corpo-

rations, and other private philan-

thropic sources.

The University is committed to a

policy of equal treatment and oppor-

tunity in every aspect of its relations

ith its faculty, students, and staff

members, without regard to race,

color, religion, sex, sexual orientation,

gender and/or gender identity or

expression, marital or parental status,

national origin, ethnicity, citizenship

status, veteran or military status, age,

disability, and any other legally pro-

tected basis.

Inquiries regarding the application

of the federal laws and regulations

concerning affirmative action and

antidiscrimination policies and proce-

dures at New York University may be

referred to Mary Signor, Executive

Director, Office of Equal Opportunity,

New York University, 726 Broadway,

7th Floor, New York, NY 10003;

212-998-2352. Inquiries may also be

referred to the director of the Office of

Federal Contract Compliance, U.S.

Department of Labor.

New York University is a member

of the Association of American

Universities and is accredited by the

Middle States Association of Colleges

and Schools (Commission on Higher

Education of the Middle States

Association of Colleges and Schools,

3624 Market Street, Philadelphia, PA

19104; 215-662-5606). Individual

undergraduate, graduate, and profes-

sional programs and schools are

accredited by the appropriate special-

ized accrediting agencies.

Senior University

Administration

John Sexton, B.A., M.A., Ph.D.,

J.D., President

David W. McLaughlin, B.S., M.S.,

Ph.D., Provost

Michael C. Alfano, D.M.D., Ph.D.,

Senior Presidential Fellow

Richard S. Baum, B.A., Chief of Staff

to the President

Robert Berne, B.S., M.B.A., Ph.D.,

Executive Vice President for Health

Martin S. Dorph, B.S., M.B.A.,

J.D., Executive Vice President, Finance

and Information Technology

Katherine Fleming, B.A., M.A.,

Ph.D., Deputy Provost and Vice

Chancellor, Europe

Richard Foley, B.A., M.A., Ph.D.,

Vice Chancellor for Strategic Planning

Alison Leary, B.S., Executive Vice

President for Operations

R. May Lee, B.A., J.D., Vice

Chancellor, Asia Strategic Initiatives

Linda G. Mills, B.A., J.D., M.S.W.,

Ph.D., Vice Chancellor for Global

Programs and University Life, NYU;

Associate Vice Chancellor for Admissions

and Financial Support, NYU Abu

Dhabi

Diane C. Yu, B.A., J.D., Deputy

President

Bonnie S. Brier, B.A., J.D., Senior

Vice President, General Counsel, and

Secretary of the University

Lynne P. Brown, B.A., M.A., Ph.D.,

Senior Vice President for University

Relations and Public Affairs

Jules Coleman, B.A., Ph.D., M.S.L.,

Senior Vice Provost for Academic

Planning

Norman Dorsen, B.A., LL.B.,

Counselor to the President

Paul M. Horn, B.S., Ph.D., Senior

Vice Provost for Research

Debra A. LaMorte, B.A., J.D., Senior

Vice President for Development and

Alumni Relations

Ron Robin, B.A., M.A., Ph.D.,

Senior Vice Provost for Planning; Senior

Vice Provost, NYU Abu Dhabi

Matthew S. Santirocco, B.A., B.A.

[Cantab.]; M.Phil., M.A. [Cantab.],

Ph.D.; hon.: M.A., Senior Vice Provost

for Undergraduate Academic Affairs

N E W Y O R K U N I V E R S I T Y 6

Deans and

Directors

oger Bagnall, B.A., M.A., Ph.D.,

Director, Institute for the Study of the

Ancient World

Gérard Ben Arous, B.S., M.Sc.,

Ph.D., Director, Courant Institute of

Mathematical Sciences; Vice Provost for

Science and Engineering Development

Lauren Benton, B.A., Ph.D., Dean,

Graduate School of Arts and Science

Charles N. Bertolami, D.D.S.,

D.Med.Sc., Herman Robert Fox Dean,

College of Dentistry

Alfred H. Bloom, B.A., Ph.D.; hon.:

L.D., Vice Chancellor, NYU Abu

Dhabi

Mary M. Brabeck, B.A., M.S.,

Ph.D., Gale and Ira Drukier Dean,

Steinhardt School of Culture, Education,

and Human Development

Mary Schmidt Campbell, B.A.,

M.A., Ph.D.; hon.: D.F.A., D.H.L.,

Ph.D., Dean, Tisch School of the Arts

Thomas J. Carew, B.A., M.A.,

Ph.D.; hon.: M.A., Dean, Faculty of

Arts and Science

Joy Connolly, B.A., Ph.D., Dean for

Humanities, Faculty of Arts and Science

ennis DiLorenzo, B.A., Interim

Dean and Vice Dean, School of

Continuing and Professional Studies

Sherry L. Glied, B.A., M.A., Ph.D.,

Dean, Robert F. Wagner Graduate School

of Public Service

Robert I. Grossman, B.S., M.D.,

Saul J. Farber Dean, NYU School of

Medicine; Chief Executive Officer, NYU

Hospitals Center

Cheryl G. Healton, B.A., M.P.A.,

Dr.P.H., Director, Global Institute of

ublic Health; Dean of Global Public

Health

Peter Blair Henry, B.A., B.A.,

Ph.D., Dean, Leonard N. Stern School of

Business

Michael Laver, B.A. (hons.), M.A.,

Ph.D., Dean for Social Sciences, Faculty

of Arts and Science

Jeffrey S. Lehman, B.A., J.D.,

M.P.P., Vice Chancellor, NYU Shanghai

Carol A. Mandel, B.A., M.A.,

M.S.L.S., Dean of Libraries

Geeta Menon, B.A., M.A., Ph.D.,

Dean, Undergraduate College, Leonard

N. Stern School of Business

Trevor W. Morrison, B.A. (hons.)

[British Columbia]; J.D., Dean, School

of Law

ichael D. Purugganan, B.S.,

M.A., Ph.D., Dean for Science, Faculty

of Arts and Science

Patricia Rubin, B.A., M.A., Ph.D.,

Judy and Michael Steinhardt Director,

Institute of Fine Arts

Fred Schwarzbach, B.A., M.A.,

Ph.D., Dean of Liberal Studies, Faculty

of Arts and Science

Katepalli R. Sreenivasan, B.E.,

M.E., M.A., Ph.D.; hon.: D.Sc.,

President, Polytechnic Institute of NYU;

ean of Engineering

. Gabrielle Starr, B.A., M.A.,

Ph.D., Seryl Kushner Dean, College of

Arts and Science

Eileen Sullivan-Marx, B.S.N., M.S.,

Ph.D., CRNP, RN, FAAN, Dean,

College of Nursing

Lynn Videka, B.S.N., M.A., Ph.D.,

Dean, Silver School of Social Work

Susanne L. Wofford, B.A.; B.Phil.

[Oxon.], Ph.D., Dean, Gallatin School

of Individualized Study

Yu Lizhong, B.Sc., Ph.D., Chancellor,

NYU Shanghai

Board of

Trustees

Martin Lipton, B.S. in Econ., LL.B.,

Chair

Ronald D. Abramson, B.A., J.D.;

hon.: D.F.A.

Khaldoon Khalifa Al Mubarak

Ralph Alexander, B.S., M.S., M.S.

Phyllis Putter Barasch, B.S., M.A.,

M.B.A.

Maria Bartiromo, B.A.

Marc H. Bell, B.S., M.S.

William R. Berkley, B.S., M.B.A.

Casey Box, A.A., B.A., M.P.A.

Bill Brewer, B.A., J.D., LL.M.

Daniel J. Brodsky, B.A., M.U.P.

Heather L. Cannady, B.A., J.D.

Sharon Chang, B.A., M.A.

Evan R. Chesler, B.A., J.D.

Steven M. Cohen, B.A., J.D.

William T. Comfort, III, B.S.B.A.,

J.D., LL.M. (in Taxation)

Michael R. Cunningham, B.B.A.,

M.A., Ph.D.

Florence A. Davis, B.A., J.D.

Michael Denkensohn, B.S.

Barry Diller

Gale Drukier, B.S.

Joel S. Ehrenkranz, B.S., M.B.A.,

LL.B., LL.M.

Laurence D. Fink, B.A., M.B.A.

Mark Fung, B.A., M.A., J.D., Ph.D.

Jay M. Furman, B.S., J.D.

H. Dale Hemmerdinger, B.A.

Jonathan M. Herman, B.A., J.D.

Charles J. Hinkaty, B.S., M.S.

Natalie Holder-Winfield, B.S., J.D.,

Executive M.B.A.

Mitchell Jacobson, B.A., J.D.

Boris Jordan, B.A.

Charles Klein, B.A., J.D.

Andre J. L. Koo, B.A., M.B.A.

Kenneth G. Langone, B.A., M.B.A.

Mark Leslie, B.A.

Brian A. Levine, B.S., M.S., M.D.

Jeffrey H. Lynford, B.A., M.P.A.,

J.D.

Kelly Kennedy Mack, B.A., M.B.A.

Mimi M. D. Marziani, B.A., J.D.

Howard Meyers, B.S.

Steven S. Miller, B.A., J.D.

Constance J. Milstein, B.A., J.D.

David C. Oxman, B.A., LL.B.

John Paulson, B.S., M.B.A.

Lester Pollack, B.S., LL.B.

Catherine B. Reynolds, B.A.

Brett B. Rochkind, B.S., M.B.A.

William C. Rudin, B.S.

Suresh Sani, B.A., J.D.

John Sexton, B.A., M.A., Ph.D.,

J.D.

Constance Silver, B.S., M.S.W.,

Ph.D.

Lisa Silverstein, B.A.

Jay Stein

Joseph S. Steinberg, B.A., M.B.A.

Judy Steinhardt, B.A., Ed.M.

Michael H. Steinhardt, B.S.

Chandrika Tandon, B.A., M.B.A.

N E W Y O R K U N I V E R S I T Y 7

aniel R. Tisch, B.A.

ohn L. Vogelstein

enliang Wang

asey Wasserman, B.S.

ina Weissberg, B.A., M.A.

nthony Welters, B.A., J.D.

helby White, B.A., M.A.

eonard A. Wilf, B.A., J.D., LL.M.

(in Taxation)

Fred Wilson, B.S., M.B.A.

amara Winn

harles M. Zegar, B.S., M.S, M.S.

Life Trustees

Diane Belfer

Mamdouha Bobst, B.A., M.A.,

M.P.H.; hon.: L.H.D.

John Brademas (President

Emeritus), B.A.; D.Phil. [Oxon.];

hon.: D.C.L., L.H.D., Litt.D., LL.D.

Arthur L. Carter, B.A., M.B.A.

Geraldine H. Coles

John J. Creedon, B.S., LL.B., LL.M.

Maurice R. Greenberg, LL.B.; hon.:

J.D., LL.D.

Henry Kaufman, B.A., M.S., Ph.D.;

hon.: L.H.D., LL.D.

Helen L. Kimmel, B.A.

Richard Jay Kogan, B.A., M.B.A.

Donald B. Marron

Thomas S. Murphy, B.S.M.E.,

M.B.A.

L. Jay Oliva (President Emeritus),

B.A., M.A., Ph.D.; hon.: D.H.L.,

Litt.D., LL.D., Ph.D.

Herbert M. Paul, B.B.A., M.B.A.,

J.D., LL.M.

E. John Rosenwald, Jr., B.A.,

M.B.A.

William R. Salomon

Marie Schwartz

Larry A. Silverstein, B.A., LL.B.

Joel E. Smilow, B.A., M.B.A.

Sheldon H. Solow

Lillian Vernon

Robert F. Wright, B.A., M.B.A.

William D. Zabel, B.A., LL.B.

Baroness Mariuccia

Zerilli-Marimò

Trustee Associates

Bruce Berger, B.S.

Leonard Boxer, B.S., LL.B.

Jane Eisner Bram, B.A., M.S.W.,

Ph.D.

Betty Weinberg Ellerin, B.A., J.D.

Norman Goodman, B.A., J.D.

Marvin Leffler, B.S., M.B.A.

y the turn of the

20th century, the

American busi-

ness organization

had grown in complexity,

prompting a need for more

sophisticated and scientific

approaches to its study. Yet,

there were few universities in

the country offering business

degree programs. Recognizing

this, representatives from the

New York State Society of Cer-

tified Public Accountants and

New York University came

together to start a new school –

one of the first of its kind –

that would offer professional

training to young business peo-

ple in New York City. Thus

began the long tradition of

business study at NYU, and in

1900 the NYU School of Com-

merce, Accounts, and Finance

was founded with Charles

Waldo Haskins as dean.

From its start, the School of

Commerce led the way in for-

mulating objective scholarly

standards of academic excel-

lence. It became a charter

member of The Association to

Advance Collegiate Schools of

Business (AACSB) and a pio-

neer by awarding a Bachelor of

Science degree that included a

solid grounding in the liberal

arts and sciences. With the

success of the undergraduate

School of Commerce came

demand for graduate course-

work, and in 1916 NYU’s

Graduate School of Business

Administration was estab-

lished as a satellite division

near Wall Street.

In the mid-1980s, the Col-

lege and the graduate school

received a major gift from alum-

nus Leonard N. Stern, chairman

and chief executive officer of the

Hartz Group, Inc. In recogni-

tion of Mr. Stern’s generosity,

the schools were unified under

one name—Leonard N. Stern

School of Business—and united

on NYU’s Washington Square

campus.

Now, more than 100 years

after the Undergraduate Col-

lege’s founding, the challenges

facing business leaders con-

tinue to grow in scope and

complexity amid unprece-

dented rates of technological

and social change. In response,

NYU Stern perseveres as an

innovator and remains com-

mitted to providing a first-rate

business education grounded

in a liberal arts foundation.

Engagement in NYU’s Col-

lege of Arts and Science con-

tinues to be a cornerstone of

the undergraduate experience,

as does a rigorous and chal-

lenging analytical approach to

the study of the business enter-

prise. These curricular cores are

complemented by global aca-

demic opportunities through

Stern Around the World, per-

sonal and professional ethics

exploration through four Social

Impact courses, and student

engagement and professional

development opportunities

take full advantage of our

prime New York City location.

At the NYU Stern Under-

graduate College, our vision is

to build, educate and inspire a

collaborative community of

socially engaged, intellectually

vibrant, global leaders and

thinkers. As part of this

vision, the Undergraduate

College abides by a set of

guiding educational principles

that play an integral role in

helping the School achieve its

academic mission. They are to

• Achieve proficiency—by

instilling professional levels

of competence in the core

functions of business,

• Encourage intellectualism—

by inspiring intellectual

curiosity, high levels of

engagement and open

mindedness to new ideas

and alternate points of view,

• Foster collaboration—by

developing skills to thrive in

groups, organizations and

communities, and

• Promote a social mindset—

by providing opportunities

for discussion and reflection

as well as frameworks for

understanding the role of

business within our global

society.

L E O N A R D N . S T E R N S C H O O L O F B U S I N E S S 8

Leonard N. Stern

School of Business

THE UNDERGRADUATE COLLEGE

L E O N A R D N . S T E R N S C H O O L O F B U S I N E S S 9

College

Administration

Ofﬁce of the Dean

Tisch Hall, Suite 600

0 West Fourth Street

212-998-0921

Geeta Menon, B.A., M.A., Ph.D.,

Dean of the Undergraduate College,

Leonard N. Stern School of Business

Rohit Deo, B.S., M.S., Ph.D., Vice

Dean of Academic Affairs and

trategic Planning of the

Undergraduate College, Leonard N.

Stern School of Business

Diann Witt, B.S., M.A., Assistant

Dean of Planning and Academic

ervices of the Undergraduate

College, Leonard N. Stern School of

Business

Tiffany Boselli, B.S., M.A., Assistant

Dean of Academic Advising and

Judicial Affairs of the Undergraduate

College, Leonard N. Stern School of

Business

Scott Stimpfel, B.S., M.B.A., Ed.D.,

Assistant Dean of Student

Engagement and Innovation of the

Undergraduate College, Leonard N.

Stern School of Business

Ofﬁce of Academic Advising

Tisch Hall, Suite 616

0 West Fourth Street

212-998-4020

Ofﬁce of International Exchanges

and Special Programs

Tisch Hall, Suite 616

40 West Fourth Street

212-992-6800

fﬁce of Student Engagement

Tisch Hall, Suite 203

40 West Fourth Street

212-998-0277

Accreditation

The Undergraduate College of the

Leonard N. Stern School of Business

is accredited by the Association to

Advance Collegiate Schools of

Business (AACSB). The College is

also accredited separately by AACSB

for its accounting programs of study.

C A L E N D A R 10

Calendar

Academic Year and Summer 2013-2015

(All dates are inclusive)

2013

Labor Day: Holiday Monday September 2

Fall Classes Begin Tuesday September 3

No Classes Scheduled Monday-Tuesday October 14-15

Midterm Grades Deadline Friday November 8

Registration for Spring 2013 Semester Begins Monday November 18

Thanksgiving Recess Thursday-Sunday November 28-December 1

Legislative Day Wednesday December 11 (classes

meet on a Monday schedule)

Last Day of Classes Friday December 13

Fall Semester Exams Monday-Friday December 16-20

Winter Recess Saturday-Sunday December 21-January 26

2014

January Term Monday-Friday January 6-24

Martin Luther King Day: Holiday Monday January 20

Spring Classes Begin Monday January 27

Presidents’ Day: Holiday Monday February 17

Spring Recess Monday-Sunday March 17-23

Midterm Grades Deadline Friday April 11

Last Day of Classes Monday May 12

Reading Day Tuesday May 13

Spring Semester Exams Wednesday-Tuesday May 14-20

Commencement Wednesday May 21

Memorial Day: Holiday Monday May 26

2014 Summer Session I Tuesday-Saturday May 27-July 5

2014 Summer Session II Monday-Saturday July 7-August 16

Independence Day: Holiday Friday July 4

Labor Day: Holiday Monday September 1

Fall Classes Begin Tuesday September 2

Fall Break Monday-Tuesday October 13-14

Midterm Grades Deadline Friday November 14

Registration for Spring 2015 Semester Begins Monday November 17

Thanksgiving Recess Thursday-Sunday November 27-30

Legislative Day Wednesday December 10 (classes

meet on a Monday schedule)

Last Day of Classes Friday December 12

Reading Day Saturday-Sunday December 13-14

Fall Semester Exams Monday-Friday December 15-19

Winter Recess Saturday-Sunday December 20-January 25

C A L E N D A R 11

2015

January Term Monday-Friday January 5-23

artin Luther King Day: Holiday Monday January 19

Spring Classes Begin Monday January 26

Presidents’ Day: Holiday Monday February 16

pring Recess Monday-Sunday March 16-22

Last Day of Classes Monday May 11

Reading Day Tuesday May 12

pring Semester Exams Wednesday-Tuesday May 13-19

Commencement Wednesday May 20

2015 Summer Session I Tuesday-Thursday May 26-July 2

emorial Day: Holiday Monday May 25

2015 Summer Session II Monday-Saturday July 6-August 15

Independence Day: Holiday Friday-Saturday July 3-4

Labor Day: Holiday Monday September 7

Fall Classes Begin Tuesday September 8

Fall Break Monday-Tuesday October 12-13

Midterm Grades Deadline Friday November 13

Registration for Spring 2016 Semester Begins Monday November 16

Thanksgiving Recess Thursday-Sunday November 26-29

Legislative Day Wednesday December 9 (classes

meet on a Monday schedule)

Last Day of Classes Friday December 11

Reading Day Saturday-Sunday December 12-13

Fall Semester Exams Monday-Friday December 14-18

Winter Recess Saturday-Sunday December 19-January 24

Additional Important Calendar Dates:

1. For refund schedule, see Refund Period Schedule in the Tuition, Fees and Financial Aid section on page 89.

2. For registration and drop/add schedules, consult the Stern Ofﬁce of Academic Advising, Tisch Hall, Suite 616, 40 West

Fourth Street; 212-998-4020.

he Stern School of

Business offers a

Bachelor of Sci-

ence degree that

integrates an

exceptional busi-

ness education with a grounding

in the liberal arts. By combining

courses in business fundamentals

with a broad-based liberal arts

foundation, future business leaders

are given the skills, expertise, and

intellectual sophistication needed

to advance in today’s dynamic

business environment. The cur-

riculum emphasizes global per-

spectives, social responsibility, and

professional ethics, as well as com-

munication and interpersonal

skills. Classes are taught by award-

winning faculty and respected

business thought leaders in New

York, nationally, and abroad. Stu-

dents can also explore interdisci-

plinary business topics through

seven academic Tracks that pro-

vide coursework in areas of interest

that cross traditional disciplines.

Stern students take elective

courses from across the

University to broaden their intel-

lectual experience. Students may

also pursue a minor or a second

major in the College of Arts and

Science in areas ranging from

psychology to the fine arts, or

they can choose to minor in a

subject at the Steinhardt School

of Culture, Education, and

Human Development or the

Tisch School of the Arts. Students

can also participate in one of

Stern’s many cross-school inter-

disciplinary minors offered in

conjunction with the College of

Arts and Science; the Steinhardt

School of Culture, Education and

Human Development; the Tisch

School of the Arts; and the

Wagner Graduate School of

Public Service.

Stern also offers a compre-

hensive variety of semester

abroad programs, short-term

immersion opportunities, and

the one-of-a-kind International

Studies Program. Stern students

are strongly encouraged to take

advantage of the numerous

global study opportunities

available to them through

NYU’s extensive network of

global academic centers, and

through Stern’s own exchange

partnerships with top business

schools around the world.

B A C H E L O R O F S C I E N C E D E G R E E P R O G R A M 12

Bachelor of Science Degree

Business Program

An Integrated

Four-Year

Curriculum

The Liberal Arts Core

(5 courses)

1. Mathematics:

• Calculus I or higher

2. Expository Writing Program:

• Writing the Essay or Commerce

and Culture

• Business and Its Publics:

Discourse and Business and Its

Publics: Plenary and Inquiry

3. Foundations of Contemporary

Culture*:

• Texts and Ideas

• Cultures and Contexts

4. Foundations of Scientific Inquiry*:

• An approved departmental

course in anthropology, biology,

chemistry, environmental sci-

ence, physics, or psychology, or

Natural Science I or II in the

College Core Curriculum of the

College of Arts and Science (for-

merly the Morse Academic

Plan)

Business Core (10 courses)

The Business core is the curricular

foundation of the Business Program at

Stern. As part of this core, students are

required to take the “key tools” courses

that serve as the essential building

blocks of any business concentration.

In addition to these, students are

offered a menu of six functional

courses from which they must choose

at least four to serve as the basis for

their selected concentration(s).

Business Tools (5 courses)

• Cohort Leadership Program

I & II

• Microeconomics

• Statistics

• Principles of Financial

Accounting

Functional Business Core

(6 courses)

Students may choose four of the fol-

lowing six courses; however, students

are encouraged to take all six to gain a

more solid foundation in business fun-

damentals, which can help them make

better informed decisions about which

Stern concentration(s) to pursue:

• Managerial Accounting

• Foundations of Finance

• Information Technology in

Business & Society

• Introduction to Marketing

• Management & Organizations

• Operations Management

Social Impact Core (4 courses)

The Social Impact Core is a four-

course sequence focusing on issues of

personal and professional ethics; cor-

porate social responsibility; the role of

law in business and commerce; and

the interconnections between corpo-

rations, markets, cultures, govern-

ments, and our global society. The

four courses include:

*Note: Students at the Stern School of

Business are required to take foundational

courses in the liberal arts through the general

education program of the College of Arts and

Science. This group of courses, formerly

known as the Morse Academic Plan, has

been renamed the College Core Curriculum of

the College of Arts and Science. Beginning in

spring 2014, the designator for courses for-

merly identified as MAP-UA will be

CORE-UA. Both designators appear in this

bulletin, with the former designator MAP-

UA appearing in parentheses.

B A C H E L O R O F S C I E N C E D E G R E E P R O G R A M 13

•

Business and Its Publics

• Organizational Communication

and Its Social Context

• Law, Business, and Society

• Professional Responsibility and

Leadership

Global Business Core

(2 courses)

The Stern experience is designed to

broaden each student’s view of the

world. Given the undeniably global

scope of business in the 21st century,

all students are required to satisfy the

two-course Global Business core. It

egins in the sophomore year with

the Economics of Global Business, a

course combining the study of macro-

economics and international trade. In

the spring term of junior year, stu-

dents take the International Studies

Program, a strategy-based course that

teaches them how to understand the

competitive positioning of a company

in its industry, country, and interna-

tional context. The course includes a

one-week visit to a country in Asia,

Europe, or Latin America to experi-

ence the culture firsthand and to meet

with the executives of a major corpo-

ration based in that country.

University Electives (44 units)

Additional elective coursework in lib-

eral arts or business studies completes

a student’s degree requirements. Stern

students are required to take at least

44 elective units, depending on their

concentration of study.

The elective

requirement allows students to pursue

a second Stern concentration, a Track

at Stern, or a major at CAS. This credit

can also be fulfilled with a minor in

another school or a cross-school minor,

or students can take a range of courses

for personal enrichment. Students also

commonly use their elective units

while studying away.

To complete their elective require-

ments, students may take courses in

the Stern School; the College of Arts

and Science (-UA); the Steinhardt

School of Culture, Education, and

Human Development (-UE); the

Tisch School of the Arts (-UT); the

Wagner Graduate School of Public

Service (-GP); and the Gallatin School

of Individualized Study (-UG) (a

minimum of 20 of the 44 units must

be taken from a non-Business area).

Students do not receive credit for

elective courses taken through the

School of Continuing and Professional

Studies.

CONCENTRATIONS, MINORS,

AND SPECIALIZATIONS

Every Business Program student at

Stern receives a primary major in

Business and must select one of the

business areas as a concentration.

Concentrations, with requirements

nd courses, are described within the

academic departments’ sections of

this bulletin. Students should consult

with their academic adviser at the

Stern Office of Academic Advising to

determine exact course sequence and

selection of electives. In addition to

the one required Stern concentration,

students may declare two other for-

ally recognized designations: a sec-

ond Stern concentration; a minor or

major in the College of Arts and

Science; a minor in the Steinhardt

School of Culture, Education, and

Human Development or the Tisch

School of the Arts; or a cross-school

minor in partnership with the

Wagner Graduate School of Public

Service, the College of Arts and

Science, the Tisch School of the Arts,

or the Steinhardt School of Culture,

Education, and Human

Development. A maximum of three

designations are included on the for-

mal NYU Stern record. Of the three

designations permitted, only a maxi-

mum of two concentrations can be

declared. However, students may also

pursue a specialization in Stern in

addition to two concentrations and

one minor.

Stern concentration areas include:

• Accounting (CPA B.S./M.S. or

General Accounting)

• Actuarial Science

• Economics

• Finance

• Global Business (must be taken

in conjunction with another

concentration)

• Information Systems

• Management and Organizations

• Marketing

• Operations

• Statistics

Majors at the College of Arts

and Science (CAS)

Stern students can major in any

department through CAS except eco-

nomics or computer applications.

Students interested in pursuing a

major within CAS should meet with

their academic adviser early on to

ensure they can fulfill all the require-

ments. Consult the Stern and CAS web

sites for more specific information.

Tracks

Tracks were developed by a committee

of Stern faculty to provide students

with a roadmap of coursework that

will help them develop both intellec-

tually and professionally in areas of

interest that cross traditional disci-

plines. Tracks were designed to be

ultidisciplinary, in-depth, and sup-

plemental to students’ business con-

centration(s). Completion of a track is

not noted on a student’s transcript.

Students may choose from the follow-

ing Tracks:

• Asset Pricing

• Business Analytics

• Corporate Finance

• Digital Marketing

• Entrepreneurship

• Management Consulting

• Real Estate

Cross-School Minors

These minors offer Stern students an

opportunity to broaden their aca-

demic interests beyond the traditional

fields. Cross-school minors allow stu-

dents to sample a variety of interre-

lated coursework that marry some of

the most pertinent subjects from

Stern and other schools at NYU. The

Stern cross-school minors are:

• Advanced Mathematical

Methods (with CAS)

• Business of Entertainment,

Media, and Technology (with

the Steinhardt School of

Culture, Education, and Human

Development and the Tisch

School of the Arts)

• Public Policy and Management

(with the Wagner Graduate

School of Public Service)

• Social Entrepreneurship (with

the Wagner Graduate School of

Public Service)

There are cross-school minors avail-

able through the other undergraduate

colleges as well. Visit nyu.edu/students/

undergraduates/academic-services/

undergraduate-advisement/

unique-academic-opportunities/

cross-school-minors for more informa-

tion on these options.

Students are encouraged to work with an

academic adviser and consult a curriculum

worksheet to determine their specific elective

requirements. Curriculum worksheets can

be obtained from the Stern Office of

Academic Advising or downloaded from the

Stern Undergraduate College web site at

stern.nyu.edu/ucadvising.

B A C H E L O R O F S C I E N C E D E G R E E P R O G R A M 14

Minors Through Other NYU

chools

• College of Arts and Science

(Stern students may not declare a

minor in computer applications, eco-

omics, or journalism. See CAS web

site for requirements and restric-

tions.)

• Steinhardt School of Culture,

Education, and Human

Development (See Steinhardt web

site for requirements and restric-

tions.)

• Tisch School of the Arts (See

isch web site for requirements and

restrictions.)

• Wagner Graduate School of

Public Service (See Wagner web

site for requirements and restric-

tions.)

THE LIBERAL ARTS CORE

Mathematics (4 units)

Students are required to take Calculus

I (MATH-UA 121) or a higher-level

mathematics. Beginning with the

class of 2016 and beyond, students

with a score of 4 or 5 on an AP BC

Calculus exam can apply credit to sat-

isfy the Calculus I (MATH-UA 121)

requirement.

Calculus I

MATH-UA 121 4 units.

Prerequisite: MATH-UA 9 with a grade

of C or better or equivalent; or AP

Calculus AB score of 3or better; or AP

Calculus BC score of 3 or better; or SAT I

Mathematics 650 or higher; or

ACT/ACTE 30 or higher; or SAT II

Mathematics score of 650 or higher; or

passing placement examination.

In this course, students learn deriva-

tives, antiderivatives, and integrals of

functions of one real variable;

trigonometrics, inverse trigonomet-

rics, logarithmics, and exponential

functions; applications, including

graphing, maximizing, and minimiz-

ing functions; and areas and volumes.

Expository Writing (8 units)

Stern students are required to take

two writing courses, one from the

Expository Writing Program (EWP),

and one through the Stern Social

Impact Core. Students must complete

the EWP course Writing the Essay

(EXPOS-UA 100) during their first

year. Students who qualify with a spe-

cific SAT Writing score may take

Commerce and Culture

(MULT-UB 100) in lieu of Writing

the Essay. International students for

whom English is a second language

may be eligible to satisfy the EWP

requirement by completing the two

semester sequence International

Writing Workshop I and II

(EXPOS-UA 4-EXPOS-UA 9). In

addition, students who have taken the

international writing sequence or

transfer students who did not take

Business and Its Publics in their

freshman year, are required to take a

Business and Its Publics intensive

course, SOIM-UB 3. Students in the

HEOP and C-Step programs satisfy

the EWP requirement by completing

the two semester Liberal Studies

Writing sequence (WRI-UF 1001-

1002). Students placed into the

Liberal Studies Writing or

International Writing Workshop

sequences must begin in their first

semester and must register for their

remaining writing course in the

semester immediately following.

Writing the Essay

EXPOS-UA 100 4 units.

Required of all Stern freshmen and trans-

fer students who have not completed an

equivalent course at another college. No

exemptions.

This is the foundational writing

course in expository writing. It pro-

vides instruction and practice in criti-

cal reading, creative thinking, and

clear writing. It also gives instruction

in analyzing and interpreting written

texts, using written texts as evidence,

developing ideas, and writing both

exploratory and argumentative essays.

This course stresses exploration,

inquiry, reflection, analysis, revision,

and collaborative learning.

Business and Its Publics: Plenary

and Inquiry

SOIM-UB 1 1 unit.

This is a required course for all Stern

freshmen. Plenary sessions are

designed to expose students to indi-

viduals who represent a distinct per-

spective on one of the central issues

related to business and its publics

while Inquiry sessions offer comple-

mentary and contrasting viewpoints

by raising these issues in the context

of real-life predicaments. The course

introduces students to the role of the

corporation, the many interconnec-

tions among business and other socie-

tal actors, and the expanded role that

companies play in society. Business is

viewed as a societal institution that is

dependent on other societal institu-

tions while also shaping those institu-

tions. This raises issues about the

appropriate role of businesses and

actions of those within business

organizations, which is used as a vehi-

cle for developing students’ critical

thinking skills. This course considers

the questions and challenges leaders

face throughout their careers and

works to develop a philosophy of busi-

ness, management, and stewardship

that will guide students’ day-to-day

decision making for years to come.

Business and Its Publics:

Discourse

SOIM-UB 125 3 units.

Prerequisite: EXPOS-UA 100

or equivalent.

The Business and its Publics

Discourse class sessions follow the

Plenary and Inquiry and links to the

key issues and topics discussed in

both. The course gives students the

opportunity to engage in critical

thinking and analytical reasoning

through writing as well as class dis-

cussion. Students develop the ability

to articulate and defend their own

personal perspective about the rela-

tion between business and society by

writing a series of essays, maintaining

weekly journals, and participating in

classroom exercises about this subject.

The Discourse sequence gives stu-

dents the opportunity to select issues,

conduct research, evaluate and docu-

CONCENTRATION INDICATOR LOCATION PAGE

Accounting ACCT-UB KMC

10-180 22

Economics ECON-UB KMC 7-160 26

Finance FINC-UB KMC 9-190 30

Global Business N/A N/A 35

Information Systems INFO-UB KMC 8-190 37

Management &

Organizations MGMT-UB KMC 7-150 40

Marketing MKTG-UB Tisch

8th & 9th ﬂoors 43

Operations OPMG-UB KMC 8-160 47

Statistics & Actuarial

Science STAT-UB KMC 8-160 49

KMC—Henry Kaufman Management Center, 44 West Fourth Street

Tisch Hall—40 West Fourth Street

For more information regarding the calcu-

lus placement examination, see the

Department of Mathematics web site at

math.nyu.edu.

B A C H E L O R O F S C I E N C E D E G R E E P R O G R A M 15

ent sources, and develop clear and

well-supported written arguments.

Business and Its Publics

SOIM-UB 3 2 units.

This is a required course for all Stern

students who do not take SOIM-UB

1 in the spring of their freshmen year.

It provides Stern students an intro-

uction to business and to the Social

Impact Core curriculum, and prepares

students for the remaining three

Social Impact Core courses. Students

watch plenary sessions and do reading

prior to in-class meetings; the in-class

focus is on discussion and exercise.

Key learnings include stakeholder

analysis, the logic of tradeoffs and

externalities, and how business lever-

ages scale to solve social problems and

create value. Students develop their

critical thinking skills by considering

questions concerning the appropriate

role of business in society.

Commerce and Culture

MULT-UB 100 4 units.

Prerequisite: 730 or higher on SAT-I

Writing.

This course explores representations

of American business in literature,

film, art, and architecture. These

artistic texts, placed in various busi-

ness milieus, act as resources for stu-

dents to develop their writing and

critical thinking skills. Three major

writing assignments ask students to

consider the role of commerce and

institutions in three aspects of mod-

ern life: individual identity and des-

tiny, expressions of culture, and as

sites for social and individual trans-

formation.

International Writing Workshop I

EXPOS-UA 4 4 units.

Prerequisite: Expository Writing Program

permission.

The first of two courses required for stu-

dents for whom English is a second lan-

guage. The Expository Writing

requirement for NYU undergraduates is

fulfilled with this course and

International Writing Workshop II.

This course provides instruction in

critical reading, textual analysis,

exploration of experience, develop-

ment of ideas, and revision. It stresses

the importance of inquiry and reflec-

tion in the use of texts and experience

as evidence for essays. Reading and

writing assignments lead to essays in

which students analyze, raise ques-

tions about, and reflect on written

texts, experience, and ideas in a col-

laborative learning environment. The

class discusses appropriate conven-

tions in English grammar and style as

part of instructor feedback.

nternational Writing Workshop II

EXPOS-UA 9 4 units.

Prerequisite: EXPOS-UA 4.

The second of two courses required for stu-

dents for whom English is a second lan-

guage. The Expository Writing

requirement for NYU undergraduates is

fulfilled with this course and

International Writing Workshop I.

This course provides advanced

instruction in analyzing and inter-

preting written texts from a variety of

academic disciplines, the use of writ-

ten texts as evidence, the develop-

ment of ideas, and the writing of

argumentative essays through a

process of inquiry and reflection. It

stresses analysis, revision, inquiry, and

collaborative learning. The class dis-

cusses appropriate conventions in

English grammar and style as part of

instructor feedback.

Writing I, II

WRI-UF 1001, 1002 4 units per term.

Completion of WRI-UG1001 and

WRI-UF1002 satisfies the Expository

Writing requirement for students in the

HEOP or C-Step program.

This course develops analytical think-

ing abilities in the context of aca-

demic essay writing by engaging

students in the use of writing to

express, explore, and develop ideas

through a variety of forms, including

informal writing (such as free writing

and journal writing). Students pro-

duce a wide range of writing, both in

and out of class, which forms the

basis for classroom activities. All

papers go through multiple drafts,

often with input from peers in addi-

tion to the instructor. In Writing II,

students develop their skills in analy-

sis and argumentation by exploring

ways in which the ideas of others can

be incorporated into their own writ-

ing. Students read and discuss longer,

more challenging texts, and are

expected to incorporate a broad range

of primary and secondary sources to

develop and support their increas-

ingly complex ideas, as well as

become familiar with a wide variety

of possible resources at the library and

learn the mechanics and conventions

of the academic research essay.

Foundations of Contemporary

Culture (8 units)

Students are required to take two

courses: Texts and Ideas CORE-UA

04XX (MAP-UA 04XX), and

Cultures and Contexts CORE-UA

05XX (MAP-UA 05XX).

Texts and Ideas

CORE-UA 04XX (MAP-UA 04XX)

4 units.

Texts and Ideas introduces students to

the ideals of liberal education and the

central role of humanistic study in

the liberal arts, while fostering appre-

ciation of the importance of humanis-

tic learning for society at large.

Students become acquainted with

some of the literary and philosophical

works that have been most influential

in shaping the contemporary world

and with significant instances in

which the ideas in these works have

been debated, developed, appropri-

ated, or rejected. This course is not a

survey, but rather an examination of

how texts influence subsequent

thinking, create traditions, and

reflect societal ideals. Texts and Ideas

thus aims to provide a richer under-

standing of how cultures are con-

structed, modified, and represented.

Cultures and Contexts

CORE-UA 05XX (MAP-UA 05XX)

4 units.

Cultures and Contexts prepares stu-

dents for life in a globalized world by

introducing them to the ways in

which humans come to understand

themselves as members of social, reli-

gious, national, and regional collec-

tives and by fostering their

appreciation of the dynamics of cul-

tural interaction and influence.

Individual sections focus on specific

social or cultural groups different

from the dominant traditions of con-

temporary North America. Each

examines different ways cultures have

interacted through trade, coloniza-

tion, immigration, religious disper-

sion, and media representation; how

such groups define themselves against

internal and external difference; and

how the dominant perspective of

Western modernity affects compre-

ACHELOR OF SCIENCE DEGREE PROGRAMS

Program HEGIS Code

Accounting-Dual Degree Program 0502

usiness 0501

Business and Political Economy 2204

Registered by the New York State Education Department, Office of Higher

Education, nysed.gov, 518- 474-3852

Higher Education General Information Survey

B A C H E L O R O F S C I E N C E D E G R E E P R O G R A M 16

ension of how people outside that

position understand, experience, and

imagine their lives. Offerings include

emergent traditions, diaspora forma-

tions, and societies understood as

nationally, geographically, or cultur-

ally distinct from the dominant tradi-

tions of contemporary North

America. Courses focusing on ancient

ivilizations are also included, as are

courses that address contemporary

challenges to traditional European

conceptions of national identity.

Foundations of Scientific

Inquiry (4 units)

Students choose one approved course,

with or without laboratory, in anthro-

pology, biology, chemistry, environ-

mental science, physics, or

psychology, or Natural Science I or II.

The requirement can also be satisfied

by appropriate Advanced Placement

credit (for information on AP credit,

refer to the chart on page 87 in the

Admissions section). Full course

descriptions for the following classes

below can be found at cas.nyu.edu.

Department of Anthropology:

Human Evolution

ANTH-UA 2 4 units.

Lecture and laboratory.

Department of Biology:

Human Biology

BIOL-UA 6 4 units.

Principles of Biology I

BIOL-UA 11 4 units.

Lecture and laboratory.

Department of Chemistry:

Introduction to Modern Chemistry

CHEM-UA 2 4 units.

Lecture and laboratory.

General Chemistry I

CHEM-UA 125 5 units.

Lecture and laboratory.

General Chemistry I Honors

CHEM-UA 127 5 units.

Lecture and laboratory.

Program in Environmental Studies:

Environmental Systems Science

ENVST-UA 100 4 units.

Department of Physics:

The Universe: Its Nature and

History

PHYS –UA 7 4 units.

Origins of Astronomy

PHYS-UA 8 4 units.

Sound and Music

PHYS-UA 10 4 units.

eneral Physics I

PHYS-UA 11 5 units.

Lecture and laboratory-recitation.

20th-Century Concepts of Space,

Time, and Matter

PHYS-UA 20 4 units.

Department of Psychology:

ognitive Neuroscience

PSYCH-UA 25 4 units.

The College Core Curriculum (formerly

the Morse Academic Plan):

Natural Science I

CORE-UA 02XX (MAP-UA 02XX)

4 units. Lecture and laboratory.

Natural Science II

CORE-UA 03XX (MAP-UA 03XX)

4 units. Lecture and laboratory.

BUSINESS CORE

Business Tools (5 courses)

Cohort Leadership Program I

MULT-UB 9 0 units.

Graded pass/fail.

Required for all freshmen.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Cohort Leadership Program II

MULT-UB 10 0 units.

Graded pass/fail.

Required for all sophomores.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Microeconomics

ECON-UB 1 4 units. Students may not

apply advanced standing credit (AP, A-

Levels, International Baccalaureate, etc.)

to waive out of this requirement.

Prerequisite: MATH-UB 121 or equiva-

lent (AP Calculus AB/BC scores of

4 or 5).

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103 6 units.

This course combines both Statistics

for Business Control (4 units) and

Regression and Forecasting Models

(2 units) into a single 6-unit course.

This 6-unit course is recommended.

tatistics for Business Control

STAT-UB 1 4 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

and

Regression and Forecasting

odels

STAT-UB 3 2 units.

Prerequisite: STAT-UB 1 or equivalent.

Required for students who have passed the

statistics proficiency examination.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Principles of Financial Accounting

ACCT-UB 1 4 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Functional Business Core

(6 courses—students must

choose at least 4)

Managerial Accounting

ACCT-UB 4 4 units.

Full course description can be found

in the Department of Accounting

section (page 22).

Foundations of Finance

FINC-UB 2 4 units.

Full course description can be found

in the Department of Finance section

(page 30).

Information Technology in

Business and Society

INFO-UB 1 4 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Introduction to Marketing

MKTG-UB 1 4 units.

Full course description can be found

in the Department of Marketing

section (page 43).

Management and Organizations

MGMT-UB 1 4 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Operations Management

OPMG-UB 1 4 units.

Full course description can be found

in the Department of Operations

section (page 47).

Students interested in pursuing a pre-

health curriculum are encouraged to refer to

page 92 for proper sequencing of Natural

Science coursework.

B A C H E L O R O F S C I E N C E D E G R E E P R O G R A M 17

SOCIAL IMPACT CORE

Business and Its Publics: Plenary

and Inquiry

SOIM-UB 1 1 unit.

Full course description can be found

in the Expository Writing section

(page 14).

Business and Its Publics:

Discourse

SOIM-UB 125 3 units.

Full course description can be found

in the Expository Writing section

(page 14).

Business and Its Publics

OIM-UB 3 2 units.

Full course description can be found

in the Expository Writing section

(page 15).

Organizational Communication

and Its Social Context

SOIM-UB 65 4 units.

Prerequisite: Sophomore standing.

Students learn how organizations

communicate with multiple types of

audiences, focusing on the intercon-

nections between business and soci-

ety. The course uses the stakeholder

model of the corporation to introduce

the strategic implications of commu-

nication for modern organizations.

Students focus on strategic and tacti-

cal aspects of corporate communica-

tion to study and practice the ways in

which organizations communicate to

their varied internal and external

stakeholders. Assignments develop

students’ abilities in speaking and

writing to these varied audiences,

both to inform and to persuade. The

course emphasizes bridging theoreti-

cal fundamentals while stressing

action learning, which includes

applying communication strategy to:

• oral and written business

assignments,

• presentation delivery

techniques,

• visual communication analysis

and practice, and

• team communication.

Contact the Department of Management

Communications at stern.nyu.edu/experi-

ence-stern/about/departments-centers-ini-

tiatives/academic-departments/managemen

t-communication for specific questions or

concerns regarding this course.

aw, Business, and Society

SOIM-UB 6 4 units.

Prerequisite: Junior standing.

This course builds on prior course-

work within the Social Impact Core

curriculum by challenging students

to think about legal systems and

appreciate how they have evolved and

continue to evolve in relation to busi-

ess and society. The interaction

between law and business is multi-

dimensional and involves social,

political, ethical, and technological

considerations. Students examine how

key areas of business law influence the

structure of domestic and interna-

tional business relationships, while

honing their analytical, communica-

tion, conflict resolution, and team

problem-solving skills. Students learn

how businesses play an active role in

shaping the very laws that govern

them through lobbying, public rela-

tions, and the media.

Professional Responsibility and

Leadership

SOIM-UB 12 2 units.

Prerequisite: SOIM-UB 6 and senior

standing.

Professional Responsibility and

Leadership is an interdisciplinary cap-

stone course that builds on prior

coursework within the Social Impact

Core curriculum as well as other

coursework both within Stern and

other NYU colleges. In this discus-

sion seminar, students analyze the

variety of ethical dilemmas that can

arise in the course of business prac-

tice, frame these dilemmas in refer-

ence to the different values and

principles that can inform decisions

and guide action in such ambiguous

situations, and gain experience mak-

ing decisions and defending courses

of action that are coherent with their

own values.

GLOBAL BUSINESS CORE

(2 COURSES)

Economics of Global Business

ECON-UB 11 4 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

International Studies Program

GMT-UB 11 4 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

B.S. in Business Learning Goals

The NYU Stern faculty developed

and approved the following four

guiding educational principles in

2005 as the foundational goals for the

Bachelor of Science in Business

degree program at NYU Stern. These

goals describe the knowledge, skills,

and values the School expects stu-

dents to have attained upon comple-

tion of their undergraduate program

study.

I. Achieve proficiency: Students

will achieve professional levels of

competence in core functions of

business

, including oral and written

communication.

II. Intellectualism: Students will

exhibit intellectual curiosity, high

levels of intellectual engagement, and

open-mindedness to new ideas and

alternative points of view.

III. Collaboration: Students

will develop the skills needed to

thrive in groups, organizations, and

communities.

IV. Social impact: Students will

achieve an understanding of the role

of business within our global society.

tern’s Bachelor of

Science degree pro-

gram in Business and

Political Economy

(BPE) is designed to

prepare students for

today’s increasingly complex

global business environment by

focusing on the intersection of

markets, governments, laws, and

cultures. The program features a

groundbreaking curriculum that

combines coursework in business,

politics, and economics. To foster a

unique global perspective, the

BPE program includes three full

semesters of global study at

NYU’s campuses in London and

then a choice of either Shanghai or

Washington, D.C., in addition to

the hallmark International Studies

Program (ISP).

Reflecting the interconnections

found in today’s globalized world,

the BPE degree seamlessly merges

liberal arts, social impact learning,

and co-curricular experiences. The

well-rounded BPE experience pre-

pares students for the broadest

array of careers—be it in multina-

tional corporations, government,

non-profit organizations, and

more. Students can also explore

interdisciplinary business topics

through seven academic Tracks

that provide coursework in areas of

interest that cross traditional disci-

plines. Stern students take elective

courses from across the University

to broaden their intellectual expe-

rience. Students may also pursue a

minor or a second major in the

College of Arts and Science in

areas ranging from psychology to

the fine arts, or they can choose to

minor in a subject at the

Steinhardt School of Culture,

Education, and Human

Development or the Tisch School

of the Arts. Students can also par-

ticipate in one of Stern’s many

cross-school interdisciplinary

minors offered in conjunction

with the College of Arts and

Science; the Steinhardt School of

Culture, Education, and Human

Development; the Tisch School of

the Arts; and the Wagner

Graduate School of Public Service.

Prospective students must

apply directly to the BPE pro-

gram when applying for fresh-

man admission to NYU Stern. It

is not possible to transfer into the

program. For more information,

visit stern.nyu.edu/portal-partners/

current-students/undergraduate/

academics/degree-programs/

business-political-economy-program.

B A C H E L O R O F S C I E N C E I N B U S I N E S S A N D P O L I T I C A L E C O N O M Y 18

Bachelor of Science in Business

and Political Economy

The Liberal Arts Core

(4 courses)

The cornerstone of the Stern curricu-

lum is a solid grounding in the liberal

arts and sciences. For students in the

BPE program, the Liberal Arts Core

includes four courses designed to

hone critical quantitative skills, pro-

mote creative and logical thinking,

and heighten cultural awareness,

focusing on the regions in which stu-

dents study abroad. The Liberal Arts

Core includes courses in calculus, sta-

tistics, European or Asian history, and

natural science. Courses include:

• Calculus I (or higher level math-

ematics course)

• Statistics

• Area Studies course (taken at a

study-away site)

• An approved departmental

course in anthropology, biology,

chemistry, environmental stud-

ies, physics, psychology, or

Natural Science I or II in the

College Core Curriculum of the

College of Arts and Science (for-

merly the Morse Academic

Plan).

Business Core (4 courses)

The Business Core provides an intro-

duction to the key business disci-

plines of accounting, finance, and

marketing, as well an introduction to

global business. After completing

these business fundamentals, students

choose additional business courses to

complete the Stern elective require-

ments. Courses include:

• Principles of Financial

Accounting

• Foundations of Finance

• Introduction to Marketing

• International Studies Program

Politics Core (4 courses)

The Politics Core introduces students

to the study of politics through

coursework covering political theory,

comparative politics, international

relations, and political economy.

Classes stress the challenges of global-

ization as well as focus on how poli-

tics, economics, and business interact

at the international level. Courses

include:

• Introduction to Economic and

Political Thought

• World Politics

• International Political Economy

• Political Economy area studies

(East Asia or Latin America)

Economics Core (4 courses)

The Economics Core exposes students

to the major concepts, tools, and

debates of economics today, with a

strong focus on global economic link-

ages and trends. Courses include:

• Microeconomics

• Introduction to Macroeconomics

• International Economics

• Economics elective

Social Impact Core (3 courses)

The Social Impact Core is a sequence

of courses focusing on issues of per-

sonal and professional ethics; corpo-

rate social responsibility; the role of

law in business and commerce; and

the interconnections between corpo-

rations, markets, cultures, govern-

ments, and our global society.

Coursework emphasizes writing,

ebate, and discussion. Courses

include:

• Business and Its Publics

• Organizational Communication

and Its Social Context

• Law, Business, and Society

• Professional Responsibility and

Leadership

Capstone (1 course)

The BPE senior seminar is a capstone

experience that draws on all the busi-

ness, politics, and economics course-

work students have taken throughout

their four years at Stern.

Cohort Leadership Program I

(1 course)

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

University Electives (44 units)

Electives are courses used to complete

a minor, fulfill the foreign language

proficiency, delve deeper into an area

of business, or sample an array of

intellectual perspectives. Two courses

should have an international focus

(not including foreign language

courses or courses required by a study

abroad site). Students are required to

take certain coursework towards their

elective area as part of the study away

experience. For example, if Shanghai

is chosen as a study abroad site,

required classes include Mandarin.

At least 12 units of electives must

be from Stern’s business classes (but

generally no more than 16 units).

These may be distributed broadly

or could be used toward a Track

(see below).

To complete their elective require-

ments, students take courses in the

College of Arts and Science (-UA);

he Steinhardt School of Culture,

Education, and Human Development

(-UE); the Tisch School of the Arts (-

UT); the Wagner Graduate School of

Public Service (-GP); the Silver

School of Social Work (-US); and the

Gallatin School of Individualized

Study (-UG). Students do not receive

credit for elective courses taken

hrough the School of Continuing

and Professional Studies.

A Second Major in the College

of Arts and Science (CAS)

It may be possible for a student to

omplete a second major through

CAS (except for economics or poli-

tics). Students interested in pursuing

a major within CAS should meet

with their academic adviser early in

their academic careers to ensure they

can fulfill all the requirements.

Consult the Stern and CAS web sites

for more specific information.

Tracks

Tracks were developed by a commit-

tee of Stern faculty to provide stu-

dents with a roadmap of coursework

to help them develop both intellectu-

ally and professionally in areas of

interest that cross traditional disci-

plines. With careful planning, a BPE

student may pursue a Track. More

information on Tracks can be found

in the Tracks section (page 62).

Cross-School Minors

These minors offer Stern students an

opportunity to broaden their aca-

demic interests beyond the tradi-

tional fields. Cross-school minors

allow students to sample a variety of

interrelated coursework that marry

some of the most pertinent subjects

from Stern and other schools at NYU.

he Stern cross-school minors are:

• Advanced Mathematical

Methods (with CAS)

• Business of Entertainment,

Media, and Technology (with

the Steinhardt School of

Culture, Education, and Human

Development and the Tisch

School of the Arts)

•

Public Policy and Management

(with the Wagner Graduate

School of Public Service)

• Social Entrepreneurship (with

the Wagner Graduate School of

Public Service)

There are cross-school minors avail-

able through the other undergraduate

colleges as well Visit nyu.edu/

students/undergraduates/academic-services/

undergraduate-advisement/unique-

academic-opportunities/cross-school-minors

for more information on these options.

Minors Through Other NYU

Schools

• College of Arts and Science

(BPE students may not declare a

minor in web programming and

applications, economics, or politics.

See the CAS web site for require-

ments and restrictions.)

• Steinhardt School of Culture,

Education, and Human

Development (See the Steinhardt

web site for requirements and

restrictions.)

• Silver School of Social Work (See

the Silver web site for requirements

and restrictions.)

• Tisch School of the Arts (See the

Tisch web site for requirements and

restrictions.)

• Wagner Graduate School of

Public Service (See the Wagner

web site for requirements and

restrictions.)

B A C H E L O R O F S C I E N C E I N B U S I N E S S A N D P O L I T I C A L E C O N O M Y 19

Course

Descriptions

THE LIBERAL ARTS CORE

Mathematics (4 units)

Students are required to take Calculus

I (MATH-UA 121) or a higher-level

mathematics. Students with a score of

4 or 5 on an AP BC Calculus exam (or

similar score on the IB HL Math or

GCE A Level Math) can apply credit

to satisfy the Calculus I

(MATH-UA 121) requirement.

Calculus I

MATH-UA 121 4 units.

Full course description can be found

on page 14.

Statistics (6 units)

Students may choose to take the sin-

gle course Statistics for Business

Control and Regression and

Forecasting Models, OR the two

courses Statistics for Business Control

and Regression and Forecasting

Models. The combined, 6-unit course

is recommended.

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103 6 units.

Full description can be found in the

Department of Statistics section

(page 49).

Or both of the following two classes:

Statistics for Business Control

STAT-UB 1 4 units.

Full description can be found in the

Department of Statistics section

(page 49).

and

Regression and Forecasting

Models

STAT-UB 3 2 units.

Full description can be found in the

Department of Statistics section

(page 49).

Area Studies elective (4 units)

Students are encouraged to learn

more about the culture, history, and

politics of the countries and regions

they visit while abroad. They choose a

course that focuses on one or more of

these areas. Some examples of accept-

able courses offered in the past

include:

• Architecture in London: Field

Study

• Writing London

B A C H E L O R O F S C I E N C E I N B U S I N E S S A N D P O L I T I C A L E C O N O M Y 20

•

East European Government and

Politics

• History of Modern China since

1840

• Global Media Seminar: Media in

China

• Topics in Environmental Values

& Society: Chinese

Environmental Governance

Natural Science (4 units)

Students take an approved depart-

mental course in Anthropology,

Biology, Chemistry, Environmental

Studies, Physics, Psychology, or

Natural Science I or II in the College

Core Curriculum of the College of

Arts and Science (formerly the Morse

Academic Plan.) See page 16 for spe-

cific information about the courses

available to Stern students to meet

this requirement.

BUSINESS CORE

Cohort Leadership Program I

MULT-UB 9 0 units. Freshman fall.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Principles of Financial Accounting

ACCT-UB 1 4 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Foundations of Finance

FINC-UB 2 4 units.

Full course description can be found

in the Department of Finance section

(page 30).

Introduction to Marketing

MKTG-UB 1 4 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

International Studies Program

MGMT-UB 11 4 units. Required for

the class of 2017 and beyond.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

POLITICS CORE

Introduction to Economic and

Political Thought

BPEP-UB 1 4 units. Freshman fall.

This course explores political theory

with an emphasis on modern theory

and issues of political economy. The

course has three main objectives.

First, students are introduced to dif-

ferent theories of politics. Second, the

course has a major writing compo-

nent and is designed to improve stu-

dents’ writing abilities. Third, the

course challenges students intellectu-

ally and asks them to analyze and

ebate ethical and moral issues cre-

ated by different economic and politi-

cal choices.

World Politics

BPEP-UB 9010 4 units. Sophomore

fall.

This course introduces the central con-

cepts and methods for studying inter-

national politics, comparative politics,

nd international relations. It discusses

how incentives, political institutions,

and domestic politics shape interac-

tions in the international arena, and

gives students analytical tools as a

means to evaluate political perspec-

tives based on logic and evidence.

International Political Economy

BPEP-UB 9011 4 units. Sophomore

spring.

This course gives student an in-depth

introduction to the interaction

between politics and economics in the

international system, with an empha-

sis on the application of economic

theory to the sub-field of interna-

tional political economy. It investi-

gates the effects of international

institutions on economic relations,

the causes of cooperation and conflict

in international trade and finance,

and the effects of domestic and inter-

national politics.

Political Economy of East Asia

BPEP-UB 9042 4 units. Junior fall.

This course uses theories of trade,

political economy, collective action,

and sectoral analysis to examine the

political economy of East Asia, specifi-

cally China. The three primary objec-

tives are to (1) understand the

historical trajectory of China’s develop-

ment path; (2) consider in what ways

and to what degree the growth experi-

ences of East Asia’s high-performing

economies helped inform China’s eco-

nomic policymakers’ decisions and

shed light on the prospects for the

long-term success of reforms in China;

and (3) assess the state of China’s con-

temporary political economy and the

government’s current role in generat-

ing or inhibiting economic activity.

Politics of Latin America

BPEP-UB 9044 4 units. Junior fall.

This course analyzes how political

power relates to social structure, eco-

nomic change, and international pres-

sures in Latin America. It presents case

studies of three to five Latin American

nations at distinct levels of social mod-

ernization. These comparative cases

illustrate trends including the struggle

for democracy, military interference in

politics, and party competition. This

course will cover political conditions

in Caribbean nations.

ECONOMICS CORE

Microeconomics

ECON-UB 1 4 units. Freshman year.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Introduction to Macroeconomics

PEP-UB 2 4 units. Freshman spring.

This course focuses on the economy as

a whole (the “macroeconomy”), start-

ing with the meaning and measure-

ment of important macroeconomic

data (such as unemployment, infla-

tion, and output) and moving on to

the basic theory of production and the

behavior of the overall economy.

Topics include long-run economic

growth and the standard of living;

the causes and consequences of eco-

nomic booms and recessions; the role

of the financial sector, the banking

system, and the central bank (the

Federal Reserve in the U.S.); and the

government debt and sovereign insol-

vency. The course examines the role of

government monetary and fiscal poli-

cies in the U.S. and around the world.

International Economics

ECON-UA 9238 4 units. Sophomore

fall.

Prerequisites: ECON-UB 1 and

BPEP-UB 2.

This course focuses on international

trade in goods, services, and capital.

Issues discussed include gains from

trade and their distribution; analysis

of protectionism; strategic trade barri-

ers; the trade deficit; exchange rate

determination; and government inter-

vention in foreign exchange markets.

Economics Elective

Students build on the previous

Economics courses by selecting an

upper-division Economics course of

their choice. See the Department of

Economics section on page 26 for

detailed information about available

Economics courses within Stern

and CAS.

SOCIAL IMPACT CORE

Business and Its Publics: Plenary

and Inquiry

SOIM-UB 1 1 unit. Freshman spring.

Full course description can be found

on page 14.

Business and Its Publics:

Discourse

SOIM-UB 125 3 units. Freshman

spring.

Full course description can be found

on page 14.

B A C H E L O R O F S C I E N C E I N B U S I N E S S A N D P O L I T I C A L E C O N O M Y 21

rganizational Communication

and Its Social Context

SOIM-UB 65 4 units. Sophomore year.

Full course description can be found

on page 17.

Law, Business, and Society

SOIM-UB 6 4 units. Junior year.

Full course description can be found

n page 17.

Professional Responsibility and

Leadership

SOIM-UB 12 2 units. Senior fall.

Full course description can be found

on page 17.

CAPSTONE

BPE Senior Seminar

BPEP-UB 8 4 units.

The seminar focuses on the major eco-

nomic, business, and political chal-

lenges facing the world today. The

mphasis in classroom discussions and

projects is on exploring the nature of

the challenges to prepare students for

their future careers as leaders in busi-

ness and government. Student semi-

nar papers focus on a current issue of

interest to the student as agreed upon

by the instructor.

.S. in Business and Political

Economy

Learning Goals

The NYU Stern faculty developed and

approved the following four guiding

educational principles in 2013 as the

foundational goals for the Bachelor of

Science in Business and Political

Economy (BPE) degree program at

NYU Stern. These goals describe the

knowledge, skills, and values the

School expects students to have

attained upon completion of their

undergraduate program of study.

. Achieve proficiency: Students

will achieve professional levels of

competence in core functions of busi-

ness

, including written communica-

tion skills, and understanding of the

principle theories of international

politics and economics.

II. Intellectualism: Students will

exhibit intellectual curiosity, high

levels of intellectual engagement, and

open-mindedness to new ideas and

alternative points of view.

III. Global experiences: Students

will demonstrate their understanding

of different cultural and political

nvironments around the world and

their ability to work professionally in

a cross cultural environment.

IV. Social impact: Students will

achieve understanding of the role of

business within our global society.

A C C O U N T I N G 22

Accounting (ACCT-UB)

Programs

of Study

GENERAL ACCOUNTING

CONCENTRATION

REQUIREMENTS (12 UNITS)

Financial Statement Analysis

ACCT-UB 3

Plus three accounting electives.

Students pursuing the general

accounting concentration should con-

sult with an adviser in the Stern

Office of Academic Advising by the

end of their sophomore year to ensure

that course distribution requirements

are being met and to formally declare

the general accounting concentration.

The Department of Accounting fac-

ulty adviser is available to advise on

general accounting course selection or

other matters general accounting stu-

dents may wish to discuss.

General Accounting

Concentration Elective Options

Managerial Accounting II

ACCT-UB 10

Financial Reporting and

Disclosure

ACCT-UB 21

Acquisitions, Other

Restructurings and Related Topics

ACCT-UB 22

Financial Modeling and Analysis

ACCT-UB 23

Advanced Financial Statement

Analysis

ACCT-UB 30

Entertainment Accounting

ACCT-UB 49

Accounting and Valuation in EMT

ACCT-UB 55

Taxation of Individuals

ACCT-UB 63

BACHELOR OF SCIENCE-

MASTER IN ACCOUNTING

DUAL-DEGREE PROGRAM

REQUIREMENTS (37 UNITS)

Financial Statement Analysis

ACCT-UB 3

Any Advanced Finance Course

FINC-UB XX

For course listings, see the Department of

Finance section (page 30).

Financial Statement Modeling

ACCT-GB 6300

Internal Controls and Accounting

Information Systems

ACCT-GB 6215

Financial Reporting and Analysis

ACCT-GB 6302

Auditing

ACCT-GB 6313

Accounting for Financial

Instruments

ACCT-GB 6317

Advanced Accounting Concepts

ACCT-GB 6326

Advanced Managerial Accounting

ACCT-GB 6331

Taxation of Individuals and

Business Income

ACCT-GB 6380

Topics in Advanced

Communication in Accounting

MCOM-GB 6205

Judgment and Decision-Making

MGMT-GB 6251

Collaboration, Conﬂict, and

Negotiation

MGMT-GB 6259

A student must complete 150 credit

hours to become a certified public

accountant (CPA) in New York State.

The full 150 required units are earned

through the completion of both the

Stern Bachelor of Science degree and a

specially designed Master of Science

degree in Certified Public Accounting

at the graduate Stern School of

Business. Additional policies and aca-

demic standards regarding the dual

degree program can be found in the

Academic Advising and Policies sec-

tion on page 99.

Certified Public Accounting

Dual-Degree Program students who

wish to apply for admission to the

CPA examination in New York State

must present evidence of successful

completion of a course of study in a

college or school of accountancy reg-

istered by the New York State

Education Department. The New

York University Certified Public

Accounting Dual-Degree Program is

so registered (HEGIS code

0502/0502). Interested students

should write to the New York State

Education Department (nysed.gov) and

request Handbook 14.

Students admitted to the B.S.-

M.S. in Accounting Dual-Degree

Program should consult with an

adviser in the Stern Office of

Academic Advising regularly to

ensure that course distribution

requirements are being met. The

Department of Accounting under-

graduate faculty adviser is available

to advise on CPA dual-degree course

selection or other matters dual-degree

students may wish to discuss.

Courses

CORE COURSES

Principles of Financial Accounting

ACCT-UB 1 4 units. Fall and spring.

Prerequisite: One semester of coursework at

NYU.

This course develops students’ abili-

ties to understand business transac-

tions and financial statements and to

determine the most appropriate

financial measures for those events. It

investigates the underlying rationale

for accounting practices and assesses

their effectiveness in providing useful

information for decision making.

Emphasis is placed on accounting

practices that purport to portray cor-

porate financial position, operating

results, cash flows, manager perform-

ance, and financial strength.

Managerial Accounting

ACCT-UB 4 4 units. Fall and spring.

Prerequisites: ACCT-UB 1 and

sophomore standing.

The main objective of this course is

for students to develop a comprehen-

sive framework to think about mana-

gerial accounting issues and

understand their broader implications

for the organization, so as to be able

A C C O U N T I N G 23

to make more informed (and, thus,

“better”) decisions in an uncertain

environment. The course is designed

to equip students with the knowledge

to understand, evaluate, and act upon

he many financial and non-financial

reports used in managing modern

firms. Along the way, students will

discover that many companies have

not provided their managers with

useful information. These managers

must rely on information systems

designed years ago for very different

business processes and with very dif-

erent technologies. The course takes

a look at a number of pitfalls these

systems can induce and at the dangers

in using these systems to make busi-

ness decisions. It also investigates

some modern ideas on how an organi-

zation’s information system should be

designed. To develop such a frame-

work, students are required to

become familiar with the mechanics

of a number of management account-

ing tools, but ultimately the empha-

sis is on obtaining a good grasp of the

key conceptual issues.

ADVANCED COURSES

Financial Statement Analysis

ACCT-UB 3 3 units. Fall and spring.

Prerequisites: ACCT-UB 1 and

sophomore standing.

This course is the first part of a two-

course sequence ideal for students

who wish to pursue careers in invest-

ment banking, investment manage-

ment, consulting, and accounting. In

addition to being a required course

for students concentrating in account-

ing, it is highly recommended for

those concentrating in finance, eco-

nomics, marketing, and information

systems. The course analyzes how

firms communicate through financial

statements. Students use financial

statement analysis as an integral part

of the strategic analysis of firms,

while understanding how accounting

regulations and managerial discretion

influence presented financial state-

ments. Course modules include

strategic analysis, risk and profitabil-

ity analysis using ratios, accounting

analysis, and prospective analysis.

By the end of the course, students can

interpret and analyze financial state-

ments, analyze cash flows, make

judgments about earnings quality,

uncover hidden assets and liabilities,

and use financial statement analysis

prospectively to forecast and value

firms using cash flow-based and

accounting-based valuation methods.

Managerial Accounting II

ACCT-UB 10 3 units.

Prerequisites: ACCT-UB 1 and junior

standing.

Not applicable to BS-MS Program.

his course helps students understand

internal accounting information and

its uses in operating a company.

Financial Reporting and

Disclosure

ACCT-UB 21 3 units.

Prerequisites: ACCT-UB 3 and

sophomore standing.

ot applicable to BS-MS Program.

This course is part of a sequence ideal

for students who wish to pursue

careers in investment banking,

investment management, consulting,

and accounting. In addition to being

a required course for students concen-

trating in accounting, it is highly rec-

ommended for those concentrating in

finance, economics, marketing, and

information systems. The prerequisite

for this course is Financial Statement

Analysis (ACCT-UB 3). Students

learn the financial reporting rules

associated with the concepts learned

in FSA. The course emphasizes the

relationship between financial state-

ments and the reporting rules on

which they are based.

Acquisitions, Other

Restructurings and Related Topics

ACCT-UB 22 3 units.

Prerequisites: ACCT-UB 3 and junior

standing.

Not applicable to BS-MS Program.

This course focuses on four major

issues in financial reporting: (1)

accounting for mergers and acquisi-

tions, (2) preparation for consolidated

financial statements, (3) translation of

foreign currency financial statements

and foreign currency transactions, and

(4) accounting for derivatives includ-

ing the use of derivatives in hedging

transactions.

Financial Modeling and Analysis

ACCT-UB 23 3 units.

Prerequisites: ACCT-UB 1, ACCT-UB

3, and FINC-UB 2.

Not applicable to BS-MS Program.

Making educated decisions today by

forecasting operating and financial

performance is a critical exercise for

owners, managers, consultants,

investment bankers, creditors, equity

and credit analysts, as well as

investors such as private equity

groups, hedge funds, institutional

investors, and individuals. Financial

projections are rarely perfect as the

future cannot be predicted, however

this course endeavors to model several

scenarios forecasted on historical and

anticipated results to derive various

conclusions. There are myriad vari-

ables that can be incorporated into

projections, but the best financial

model is always the one that is stable

and robust, yet simple and easy to

uild, navigate, and audit. The goal

of this course is to instruct step-by-

step how to build a comprehensive,

multi-purpose projection model in

Excel and subsequently interpret

selective operating, credit, and equity

valuation data. Based on this informa-

tion, students learn how to evaluate a

company’s operating and financial

erformance; how to develop an

appropriate capital structure by struc-

turing debt and equity transactions

which not only protect both the cred-

itors and shareholders, but also create

an appropriate risk and reward equi-

librium; and how to formulate an

educated investment opinion.

Advanced Financial Statement

Analysis

ACCT-UB 30 3 units.

Prerequisites: ACCT-UB 1 and

ACCT-UB 3.

Not applicable to BS-MS Program.

This course synthesizes financial state-

ment analysis, corporate finance, and

the valuation of stocks (i.e., invest-

ments). The content is advanced inso-

far that coursework in all three areas

are prerequisites. There are two parts

to the course. The first half is an

intensive and solid review of the core

knowledge in the three underlying

areas, including the concepts of dis-

count factors, alternative measures of

income in accounting practice, con-

cepts like enterprise cash flows and

residual earnings, and the centrality of

forward P/Es in equity valuation. The

second part is dedicated to student

presentation of actual cases in both

oral and written form.

Entertainment Accounting

ACCT-UB 49 2 units.

Prerequisite: ACCT-UB 1.

Not applicable to BS-MS Program.

This course is designed to enhance

students’ knowledge of the entertain-

ment, media, and technology (EMT)

industries by examining accounting

issues impacting these industries. It

explores accounting topics pertaining

to EMT industries such as revenue

recognition, capitalization versus

expensing costs, purchase accounting,

and impairment of intangibles and

long-lived assets. There is specific

accounting guidance related to enter-

tainment and media companies that

students will learn and use while ana-

lyzing financial statements of EMT

companies. The course focuses on film

and TV production, publishing,

music, new media, and broadcasting

A C C O U N T I N G 24

nd cable companies. Students learn

about business practices related to

these industries and how the account-

ing for business transactions impacts

a company’s financial statements.

This course is designed primarily for

students who expect to be intensive

users of financial statements as part of

their professional responsibilities.

Accounting and Valuation in EMT

ACCT-UB 55 2 units.

Prerequisite: Sophomore standing.

Counts towards accounting concentration

and business of entertainment, media, and

technology minor.

Not applicable to the BS-MS Program.

This course examines accounting and

valuation issues that are distinctive to

the various EMT industries. The first

part of the course describes financial

economic phenomena that are com-

mon to these industries, such as the

nature and importance of tradeoffs

between fixed and variable cost struc-

tures, significant contingent aspects

of compensation and financing con-

tracts, and the tension between accel-

erating and delaying investments

given potential first mover advan-

tages but high uncertainty. The sec-

ond part of the course discusses

special rules that govern financial

accounting in these industries.

Emphasis is placed on the limitations

of accounting numbers given the

largely intangible nature of the eco-

nomic assets (e.g., subscriber bases,

libraries, and brands) in these indus-

tries. The third part of the course is

devoted to valuation of EMT firms

using discounted cash flow, account-

ing-based and non-financial meas-

ures-based valuation approaches.

Taxation of Individuals

ACCT-UB 63 3 units.

Prerequisites: ACCT-UB 1 and junior

standing.

Not applicable to BS-MS Program.

This course is part of a sequence ideal

for students who wish to pursue

careers in investment banking, invest-

ment management, and consulting,

and who have a strong interest in

accounting. It provides a cursory

understanding of taxation for individ-

uals, corporations, and partnerships

and is highly recommended for those

majoring in finance, economics, mar-

keting, and information systems.

Financial Statement Modeling

ACCT-GB 6300 3 units.

Prerequisite: ACCT-UB 3.

The goal of this course is to instruct

step-by-step how to build a compre-

hensive, multi-purpose projection

model in Excel and subsequently

interpret selective operating, credit,

nd equity valuation data. Based on

this information, students learn how

to (i) evaluate a company’s operating

and financial performance, and (ii)

develop an appropriate capital struc-

ture by structuring debt and equity

transactions, which not only protect

both the creditors and shareholders

but also create an appropriate risk and

eward equilibrium.

Internal Controls and Accounting

Information Systems

ACCT-GB 6215 4 units.

Prerequisites: ACCT-UB 3 and

sophomore standing.

Information technologies impact

every aspect of accounting, including

financial reporting, managerial

accounting, auditing and tax. The

storage of business assets and financial

information has led to recent profes-

sional pronouncements requiring that

accounting professionals understand

the technology controls used to

process and record this information.

As information increasingly becomes

digitalized, significant opportunities

exist for accounting professionals and

their firms to leverage technology

tools to become more efficient in per-

forming traditional services and open

opportunities for new client services.

The purpose of this course is to help

students understand how to use and

participate in the design of accounting

information systems and how to audit

these systems. The course will also

help students learn how to assess and

consider the impact of IT governance,

risk, and compliance on accounting

functions, focusing on how IT affects

business process and controls as well

as the impact on financial reporting.

The course also enables students to

understand issues and developments

in IT Auditing so that as practition-

ers, they can properly determine how

to assess accounting system controls to

effectively address the adequacy of

controls in audited systems or for

those systems that they have manage-

ment responsibility.

Financial Reporting and Analysis

ACCT-GB 6302 3 units.

Prerequisites: ACCT-UB 3 and

sophomore standing.

This course is part of a sequence ideal

for students who wish to pursue

careers in investment banking,

investment management, consulting,

and public accounting. In addition to

being a required course for students

concentrating in accounting, it is

highly recommended for those con-

centrating in finance, economics,

marketing, and information systems.

The course complements Financial

Statement Analysis (ACCT-UB 3) by

roviding a more extensive analysis of

financial statements and their under-

lying financial reporting rules. It uses

tools learned in Financial Statement

Analysis, such as ratio and accounting

analysis, to discuss financial reporting

principles, emphasizing the link

between reporting principles and

financial statements. Students learn

ow management uses financial

reporting decisions to influence

reported income and asset and liabil-

ity values, and they gain the tools

necessary to analyze the impact of

alternative reporting decisions on

financial statements.

Auditing

ACCT-GB 6313 3 units.

Prerequisite: ACCT-UB 3.

This course is an intensive study of

fundamental concepts and principles

underlying the examination of the

financial statement by the independ-

ent public accountant. It analyzes

auditing and reporting standards and

the responsibilities assumed by the

auditor in the attest function within

the broad framework of the code and

principles of professional conduct.

Emphasis is on the evaluation of evi-

dential matter and the system of

internal control. Students examine

current literature, including the pub-

lications of the AICPA Auditing

Standards Board.

Accounting for Financial

Instruments

ACCT-GB 6317 3 units.

Prerequisite: ACCT-UB 3.

This course provides a conceptually

sound and comprehensive treatment

of the complex, developing, and

imperfectly consistent financial

reporting rules for financial instru-

ments and particularly structured

financial transactions. Two related

facts provide the context for this

course: (1) market participants con-

tinually design new financial instru-

ments and transactions; and (2) the

half-life of new financial reporting

rules for financial instruments is

about five years. Given these facts,

the course aims to provide students

with the intellectual tools to under-

stand new financial reporting rules

for financial instruments and transac-

tions as they are written and to

understand how newly developed

financial instruments and transactions

can stress existing financial reporting

rules. Such understanding requires an

awareness of the economically impor-

tant features of the transactions and

how these features generally are (and

logically can be) only partly captured

by financial reporting rules.

A C C O U N T I N G 25

dvanced Accounting Concepts

ACCT-GB 6326 3 units.

Prerequisite: ACCT-UB 3.

This course focuses on four major

issues in financial reporting: (1)

accounting for mergers and acquisi-

tions; (2) preparation of consolidated

financial statements; (3) translation of

foreign currency financial statements

nd foreign currency transactions; and

(4) accounting for derivatives, includ-

ing the use of derivatives in hedging

transactions.

Advanced Managerial Accounting

ACCT-GB 6331 3 units.

Prerequisites: ACCT-UB 2 and junior

standing.

This course focuses on decision mak-

ing in single- and multi-period envi-

ronments where there are

uncertainties and complex combina-

tions of costs. It considers examples

involving service and financial insti-

tutions and highlights current prac-

tices in performance management and

evaluation.

Taxation of Individuals and

Business Income

ACCT-GB 6380 3 units.

Prerequisites: ACCT-UB 1 and junior

standing.

This course helps students develop a

basic conceptual understanding of

federal income taxation and provides

tools for practical application to busi-

ness and nonbusiness situations.

Topics include capital asset and prop-

erty transactions, business and per-

sonal deductions, depreciation,

depletion, accounting methods and

periods, retirement plans, tax units,

and the alternative minimum tax sys-

tem. While emphasis is on taxation of

individual business income, the

course also provides an introduction

o the taxation of corporations and

partnerships. During the fall semes-

ter, students are required to enter the

annual tax tournament scheduled for

late November. Students in the

spring semester are required to com-

plete a group take-home project simi-

lar to the tax tournament case study.

opics in Advanced

Communication in Accounting

MCOM-GB 6205 2 units.

Prerequisite: ACCT-UB 3.

Persuasive communication is vital to

many aspects of business life. This

advanced course blends theoretical

models for effective persuasion with

practical application of course mate-

rial in simulated accounting settings.

Exercises focus on communicating to

potential audiences of internal and

external colleagues, including peers,

senior managers, clients, and poten-

tial new business partners.

Judgment and Decision-Making

MGMT-GB 6251 2 units.

Prerequisite: ACCT-UB 3.

Successful business management

depends on a thorough understanding

of how people make decisions.

Although traditional “rational” mod-

els of human reasoning make clear

predictions about how people should

make decisions, these models fail to

fully capture how people actually

make decisions in the real world.

This course seeks to inform future

accountants of the sometimes coun-

terintuitive but often predictable

rules, processes, and heuristics that

guide everyday decision making, as

well as how knowledge of these rules

can be utilized to improve accuracy

and effectiveness within the account-

ing field.

ollaboration, Conﬂict, and

Negotiation

MGMT-GB 6259 2 units.

Prerequisite: ACCT-UB 3.

Successful business managers and

consultants must know how to col-

laborate effectively with others and

how to resolve conflicts construc-

tively. This course teaches students

he fundamentals of managing collab-

oration and conflict in one-on-one

and small group settings. It aims to

enhance students’ interpersonal skills

at their jobs. Drawing from the latest

findings in managerial psychology,

the course covers the fundamentals of

effective negotiation, communication,

and persuasion. Special topics include

getting buy-in, coping with resist-

ance, and building coalitions.

Independent Study in Accounting

ACCT-UB 94, 98, 99 1-3 units.

Prerequisite: Permission of the department

chair or co-chair.

Independent study provides an oppor-

tunity for a select group of upper-

classmen each year to work

one-on-one with a faculty member on

a topic selected by the student and

approved by the supervising faculty

member. Each student is expected to

spend as much time on the independ-

ent study as would be spent on a reg-

ular course, and the topic selected

may not replicate an existing course.

An information sheet with important

guidelines about Independent Study

is available at

stern.nyu.edu/cons/groups/content/

documents/webasset/con_039995.pdf.

Further information regarding the

policies surrounding Independent

Studies can be found on page 94.

E C O N O M I C S 26

Economics (ECON-UB)

Programs

of Study

Economics is a broad field that

encompasses theory, policy, and

applied interests. The Stern program

allows students to select an approach

to the study of economics that is most

suitable to their personal aptitudes

and interests. In addition to the Stern

business economics concentration,

there is a concentration in economic

theory designed for students who are

considering graduate study in eco-

nomics. Each concentration is

described below. In addition, students

may choose to fulfill the College of

Arts and Science (CAS) Department

of Economics requirement for a

major in Economics (either the policy

or theory track), which includes the

departmental honors program.

Interested students should consult the

CAS bulletin for details.

BUSINESS ECONOMICS

CONCENTRATION

REQUIREMENTS (12-15 UNITS)

A concentration in business econom-

ics is well suited for students who

have a general interest in understand-

ing economic problems and policies

and are interested in careers in busi-

ness, law, public policy, or any other

field in which a thorough under-

standing of economic problems and

the economic way of thinking would

be beneficial.

In addition to the two required

core courses, Microeconomics

(ECON-UB 1) and Economics of

Global Business (ECON-UB 11), a

minimum of four upper-level courses,

as outlined below, are to be taken at

the Stern School economics depart-

ment or from the designated lists of

other Stern courses and CAS courses

in Economics. At least two of the four

upper-level courses must be taken in

Stern (-UB).

Note: Many CAS electives require either

Intermediate Macroeconomics (ECON-UA

12) or Intermediate Microeconomics

(ECON-UA 10) as prerequisites;

Microeconomics (ECON-UB 1) is accepted

as a prerequisite in lieu of Intermediate

Microeconomics (ECON-UA 10).

At least one of the four courses must

be taken from the following list:

Intermediate Macroeconomics

ECON-UA 12

Competitive Analysis

ECON-UB 15

Time Series Tools for

Macroeconomics and Finance

ECON-UB 232

Macroeconomic Foundations for

Asset Prices

ECON-UB 233

Advanced Topics in Modern

Macroeconomics

ECON-UB 234

Advanced Microeconomics and

Competition Law

ECON-UB 236

Game Theory

MULT-UB 20

Global Macroeconomic Issues

MULT- UB 230

Students can fulfill the remaining

elective course requirements by

choosing courses from the following

list, including any other courses from

the list above.

Note: Students who also concentrate in

finance or global business cannot double-

count any courses taken toward the comple-

tion of their business economics

concentration toward completion of their

other concentration.

Any Stern Economics Elective

Course

ECON-UB XX

Any CAS 200- or 300-level

Economics Courses*

ECON-UA 2XX or ECON-UA 3XX

(All prerequisites must be observed.)

The Financial System

MULT-UB 27

Topics in Emerging Financial

Markets

FINC-UB 23

Behavioral Finance

FINC-UB 29

*Note: The following 200- and 300-

level CAS economics courses are not open to

Stern students: Money and Banking

(ECON-UA 231), International

Economics (ECON-UA 238), and

Financial Economics (ECON-UA 368).

Stern core business program students are

not to take Economic Principles I or II

(ECON-UA 1 or ECON-UA 2),

Intermediate Microeconomics (ECON-UA

10), or Statistics (P) (ECON-UA 18).

ECONOMIC THEORY

CONCENTRATION

REQUIREMENTS (28 UNITS)

The economic theory concentration is

intended for the student who wishes

to begin the formal study of economic

reasoning with an emphasis on mas-

tering the analytical tools. This pro-

gram of courses relies on a higher

level of abstraction and emphasizes

the techniques of economic analysis

rather than the study of specific eco-

nomic problems or institutions. It is

particularly well suited for students

who intend to pursue a professional

career in economics, who are consid-

ering graduate study in economics, or

those pursuing careers or higher

degrees in highly quantitative aspects

of fields such as finance. Because the

economic theory concentration

involves a sequence of courses that

develop the analytical techniques of

economics, students should embark

on the program as early as possible in

their Stern careers

The required courses in the eco-

nomic theory concentration are listed

below. Under certain circumstances,

substitutions can be made with the

prior approval of the Stern Economics

department faculty adviser. Note that

Stern students pursuing the economic

theory concentration are not required

to take STAT-UB 103 (or STAT-UB 1

and STAT-UB 3). This requirement is

satisfied by taking both ECON-UA

20 and ECON-UA 266.

Stern Economics core courses:

Microeconomics (ECON-UB 1) and

Economics of Global Business

(ECON-UB 11)

Mathematics for Economics I*

MATH-UA 211

E C O N O M I C S 27

Mathematics for Economics II*

MATH-UA 212

icroeconomic Theory

ECON-UA 11

Macroeconomic Theory

CON-UA 13

Analytical Statistics

ECON-UA 20

Introduction to Econometrics

ECON-UA 266

Plus two Stern Economics elective

courses (ECON-UB XX) or CAS 200-

or 300-level Economics courses

(ECON-UA 2XX or

ECON-UA 3XX).

All prerequisites must be observed.

*Note: Students who choose the concentra-

ion in economics theory may take

Calculus I, II, and III

(MATH-UA 121, 122 and 123) in

lieu of the Mathematics for Economists

sequence (MATH-UA 211 and 212)

with academic and faculty adviser

approval.

CHOOSING BETWEEN OR

CHANGING ECONOMICS

CONCENTRATIONS

Students who are unsure about which

concentration is appropriate for their

nterests should seek advice from

both the Stern Office of Academic

Advising and the economics depart-

ment faculty adviser. Transferring

between economics concentrations

can be complex, especially when

switching from the business econom-

ics to the economic theory area.

Students should discuss such changes

ith an adviser and are urged to do so

early in their Stern careers.

Courses

The list of courses below is divided

into four sections: (I) Stern economics

core courses; (II) Stern economics

elective courses and other Stern

courses that satisfy the requirements

for the Stern economics concentra-

tions; (III) CAS economics elective

courses that satisfy the Stern concen-

tration requirements; (IV) CAS eco-

nomic theory courses.

(I) STERN ECONOMICS CORE

COURSES

Microeconomics

ECON-UB 1 4 units. Fall and spring.

Prerequisite: MATH-UA 121 or equiv-

alent (AP Calculus AB/BC scores of

4 or 5).

This course covers basic microeco-

nomic principles including applica-

tions of supply and demand analysis;

consumer choice; theory of the firm

under perfect and imperfect competi-

tion; game theory and strategy; and

theory and policy issues in market

imperfections, such as monopoly and

antitrust, externalities and regulation,

imperfect information and regulation,

and income distribution.

Economics of Global Business

ECON-UB 11 4 units. Fall and spring.

Prerequisites: ECON-UB 1 and sopho-

more standing (or ECON-UA 2).

This course examines the forces driv-

ing globalization—the integration of

national business activities into glob-

ally competitive markets. The first

part of the course discusses interna-

tional trade—the role of comparative

advantage and the gains from trade

and the reasons for and effects of gov-

ernment policies that create impedi-

ments to trade. The second part of the

course provides an overview of macro-

economic measurement and basic the-

oretical concepts of macroeconomics.

The third part of the course surveys

the role of money and finance in global

economic activity. Topics discussed

include the role of exchange rates and

international flows of capital.

(II) ECONOMICS AND THEORY

ELECTIVE COURSES

Competitive Analysis

ECON-UB 15 3 units.

Prerequisite: ECON-UB 1 or

ECON-UA 2.

Counts toward business economics, market-

ing, and management concentrations.

This course offers an economics

approach to analyzing the way firms

make marketing decisions and inter-

act strategically with each other in

the marketplace. The main goal of

the course is to develop the basic

intuition for pricing and other forms

of strategic behavior on the part of

firms.

Economics of Sex, Drugs, and

Rock & Roll

ECON-UB 210 3 units.

Prerequisite: ECON-UB 1.

This course shows students how eco-

nomics can be used as an aid in

understanding almost every aspect of

human behavior: drug addiction,

drug policy, crime, marriage, divorce,

pornography, prostitution, suicide,

religion, assisted reproduction, abor-

tion, sports, gambling, and rock and

roll music. With special attention

paid to the evolution of economic

ideas, as well as state-of-the-art eco-

nomic theory and empirical analysis,

the value of economics in shedding

analytical light on these behaviors is

demonstrated. Further, this course

provides students with sufficient

knowledge to decipher between the

economic facts and economic myths

that pervade popular news media,

particularly on topics such as the

legalization of drugs and the advan-

tages and disadvantages of capital

punishment.

Sports Economics

ECON-UB 211 3 units.

Prerequisites: ECON-UB 1 and

STAT-UB 1.

This course applies microeconomic

theory and econometric analysis to

sports and explores some public pol-

icy issues that have arisen in the

design of sports competitions. The

course is divided into four main parts:

the structure of sports leagues, labor

market issues, college sports, and the

market for sports betting.

Psychology and Economics

ECON-UB 213 3 units.

Prerequisite: ECON-UB 1.

The interface of psychology and eco-

nomics has a long history. In the 19th

century, classic economics texts by the

likes of Adam Smith, Alfred Marshall,

and Francis Edgeworth contained psy-

chological insight and did not insist

that individuals were always rational

or self-interested. In the 20th century,

however, psychology and economics

took different paths as psychologists

used experiments to chart how people

think and behave while economists

turned to highly simplified models of

individual agents as building blocks

for theories of markets and strategic

behavior. One view is that psychology

emulated biology, accumulating care-

fully documented facts, while econom-

ics aspired to be like a physics of social

life. This course explores the modern

attempt to draw the disciplines back

together, which is most commonly

termed ‘behavioral economics.’ This

body of research incorporates psycho-

logical regularities into economics

while being formal and predictive.

Global Perspectives on Enterprise

Systems

ECON-UB 220 3 units.

Prerequisite: ECON-UB 1.

This course compares the develop-

ment of rich and “emerging market”

countries over time. Through both

macro- and microeconomic perspec-

tives, it examines political, cultural,

and economic similarities and differ-

ences of national enterprise systems,

paying special attention to impacts of

government, financial institutions,

entrepreneurship, and management.

E C O N O M I C S 28

sian Economies

ECON-UB 222 3 units.

Prerequisite: ECON-UB 1,

ECON-UB 11, or equivalent.

This course covers the economic

development and current structure of

East Asian nations, as well as the rise

of regional economic interaction. It

examines when, why, and how these

conomies began the process of eco-

nomic development, exploring why

many of them have been so successful

at growing and industrializing

quickly and how these economies

operate today. For the purpose of this

course, “Asia” consists of Japan,

China, South Korea, Taiwan, Hong

Kong, and the nations of Southeast

Asia belonging to the Association of

Southeast Asian Nations (ASEAN).

Social Enterprise & Economic

Development: The Indian Context

ECON-UB 223 3 units.

Prerequisites: ECON-UB 1 and sophomore

standing. Corequisite: ECON-UB 11 or

equivalent.

This is a course on economic develop-

ment and the role that private social

enterprise (both for-profit and not-

for-profit) can play in promoting

development. The course has the

three-fold goals of (1) introducing

students to the academic discipline of

human and economic development,

(2) focusing on the role of the private

sector in promoting development

through social enterprise, all while (3)

utilizing the context of India – one of

the oldest and longest living human

civilizations. This course includes a

one-week trip to India.

Business and the Environment

ECON-UB 225 3 units.

Prerequisite: ECON-UB 1.

Environmental problems typically

arise from “market failures.” This

course examines several environmen-

tal issues at local, national, and inter-

national levels, such as smog, acid

rain, energy, fishing, and global cli-

mate change. Drawing on the theories

of externalities, market failure, and

mechanism design, students explore

the causes of these problems and some

of the potential remedies, including

government regulation, voluntary

associations, treaties, and markets for

emissions, as well as potential related

business opportunities.

Business in Transition Economies

ECON-UB 231 3 units.

Prerequisites: ECON-UB 1,

ECON-UB 11, and junior standing.

The collapse of the Soviet Union has

been followed by the establishment of

independent republics in Central and

Eastern Europe and Asia that have

eplaced their failed planned

economies with market economies.

The difficulties of the transition follow

directly from the discredited planned

economy. This course provides the

framework for understanding the tran-

sition by providing a basic knowledge

of the administrative-command mech-

anism identified with central plan-

ing. Against this background,

students explore the economics of

transition—including issues of privati-

zation, demonopolization, and macro-

economic stability, as well as the

appropriate speed of transition.

The following three courses consti-

tute the frontiers of macroeconomics

sequence.

This sequence is designed to teach

advanced quantitative skills to students

interested in attending graduate school or

pursuing quantitative careers in economics

or finance. Although some knowledge of

calculus, linear algebra, and probability

theory is expected, a willingness to engage

in quantitative thinking is more impor-

tant and the prerequisites are only the

Stern Core Economics courses. If a student

takes more than one of these courses, the

courses may be taken in any order.

Time Series Tools for

Macroeconomics and Finance

ECON-UB 232 3 units.

Prerequisites: ECON-UB 11 and

sophomore standing.

Time series analysis provides the lan-

guage for virtually all of modern

macroeconomics and finance, whether

in the academic world or industry.

Two workhorses — Markov chains

and stochastic linear difference equa-

tions — are tickets to nearly every

key application. In this course, stu-

dents develop these tools and apply

them to a wide range of applications,

including macroeconomic prediction,

the term structure of interest rates,

and the permanent income theory of

consumption. The course conveys

knowledge of both the theory and the

computer skills needed to creatively

implement the theory. Matlab, in par-

ticular, is used to bring to life the

mathematical objects and statistics

that compose the theory.

Macroeconomic Foundations for

Asset Prices

ECON-UB 233 3 units.

Prerequisites: ECON-UB 11,

MATH-UA 121 or higher, and

sophomore standing.

The term “business cycles” refers to

the ups and downs of the aggregate

economy: fluctuations, in other

words, in the growth rate of GDP.

Prices of bonds, equity indexes, and

options on equity indexes are closely

elated to these fluctuations. We

develop the tools needed to establish

a statistical connection between busi-

ness cycles and asset prices and a the-

oretical foundation for it. Numerical

computations are used to develop the

theory in realistic ways. The course

gives students a deeper understand-

ing of macroeconomic fluctuations

nd asset pricing, the tools needed to

develop this understanding, and

extensive experience programming

with Matlab.

Advanced Topics in Modern

Macroeconomics

ECON-UB 234 3 units.

Prerequisites: ECON-UB 11 and

sophomore standing.

Much of modern macroeconomics is

concerned with economic fluctuations

(aggregate risk) and the role of mar-

kets and government policy in its

allocation across individuals (individ-

ual risk). In this sense, the fields of

macroeconomics and finance are

closely intertwined. This course uses

mathematical and statistical tools to

throw a floodlight on some key

issues: fiscal and monetary origins of

the price level; interest rates; the

stock market; intergenerational

arrangements associated with social

security; government debt; origins of

financial crises and government poli-

cies to attenuate them; and unem-

ployment, including its duration and

distribution across people of different

skills. The class makes extensive use

of mathematical methods, including

the method of dynamic program-

ming, which provides insights into a

host of situations in which individu-

als face intertemporal trade-offs.

Advanced Microeconomics and

Competition Law

ECON-UB 236 3 units.

Prerequisites: ECON-UB 1 and sopho-

more standing.

This course is an introduction to the

regulation of market power in the

U.S. economy and the economic

analysis that informs that regulation.

The focus is on the U.S. Antitrust

Laws, as embodied in the Sherman

and Clayton Acts. These laws provide

the basis for the civil and criminal lit-

igation directed at price-fixing, mar-

ket division agreements, bid-rigging,

anticompetitive mergers, joint ven-

tures, exclusive dealing provisions,

refusals to deal, patent licenses, and

many other forms of conduct that

may diminish market competition.

The objective of the course is to pro-

vide an economics-focused introduc-

tion to the contemporary regulatory

environment. This background is

intended to be useful to students con-

E C O N O M I C S 29

idering careers in economic and liti-

gation consulting, law (i.e. going to

law school), or those working in

industries where the regulatory envi-

ronment is a significant feature of the

business setting.

Independent Study in Economics

ECON-UB 94, 98, 99 1-3 units.

rerequisite: Permission of the department

chair or co-chair.

Independent study provides an oppor-

tunity for a select group of upper-

classmen each year to work

one-on-one with a faculty member on

a topic selected by the student and

approved by the supervising faculty

member. Each student is expected to

spend as much time on the independ-

ent study as would be spent on a reg-

ular course, and the topic selected

may not replicate an existing course.

An information sheet with important

guidelines about Independent Study

is available at stern.nyu.edu/cons/

groups/content/documents/webasset/

con_039995.pdf. Further information

regarding the policies surrounding

Independent Studies can be found on

page 94.

Other Stern Business Economics

Concentration Electives

Game Theory

MULT-UB 20 3 units.

Prerequisite: Sophomore Standing.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

he Financial System

MULT-UB 27 3 units.

Prerequisites: FINC-UB 2 and

ECON-UB 11.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Global Macroeconomic Issues

ULT-UB 230 3 units.

Prerequisites: ECON-UB 11 and sopho-

more standing.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Topics in Emerging Financial

Markets

FINC-UB 23 3 units.

Prerequisites: ECON-UB 11 and

FINC-UB 2.

Full course description can be found

in the Department of Finance section

(page 30).

Behavioral Finance

FINC-UB 29 3 units.

Prerequisite: FINC-UB 7.

Full course description can be found

in the Department of Finance section

(page 30).

(III) CAS ECONOMICS

ELECTIVE COURSES

For an updated list of Economics elec-

tive courses offered by the College of

Arts and Science, see the department’s

web site at econ.as.nyu.edu/page/ugprog.

(IV) ECONOMIC THEORY

CONCENTRATION COURSES

For course descriptions of MATH-UA

courses, see the College of Art and

Science Mathematics department web

site at math.nyu.edu/courses/

ug_course_descriptions.

athematics for Economics I

MATH-UA 211 4 units. Open to

freshmen and sophomores only.

Mathematics for Economics II

MATH-UA 212 4 units. Open to

freshmen and sophomores only.

Prerequisite: MATH-UA 211.

or course descriptions of ECON-UA

courses, see the College of Arts and

Science Economics department web

site at econ.as.nyu.edu/page/ugprog.

Microeconomics Theory and

Analysis

ECON-UA 11 4 units.

Prerequisites: ECON-UA 5,

ECON-UA 6, ECON-UA 20, and

MATH-UA 123 or equivalent.

Macroeconomics Theory and

Analysis

ECON-UA 13 4 units.

Prerequisites: ECON-UA 5,

ECON-UA 6, and MATH-UA 123.

Analytical Statistics

ECON-UA 20 4 units.

Prerequisite: MATH-UA 122.

Corequisites: ECON-UA 6 and

MATH-UA 123. Restrictions: This

course is not open to any student who has

taken ECON-UA 18; it is a more ana-

lytically-oriented course than

ECON-UA 18.

Introduction to Econometrics

ECON-UA 266 4 units.

Prerequisites: ECON-UA 6 and

ECON-UA 20.

F I N A N C E 30

Finance (FINC-UB)

Program

of Study

In general, finance can be divided

into two subfields - corporate finance

and investments/capital markets. The

finance chart on page 34 lists the

advanced electives by the subfield to

which they belong and the associated

prerequisites. Note that the material

in several courses overlaps both sub-

fields. The two-course sequence of

Foundations of Finance (FINC-UB 2)

followed by Corporate

Finance (FINC-UB 7) also provides

an excellent overview of these two

areas within finance for students who

are not pursuing this concentration.

Students concentrating in finance

should consult with their adviser in

the Stern Office of Academic

Advising by the end of their sopho-

more year to ensure that course distri-

bution requirements are being met

and to formally declare the finance

concentration. A Department of

Finance undergraduate faculty adviser

is always available to advise on

finance course selection or other mat-

ters students may wish to discuss.

FINANCE CONCENTRATION

PROGRAM REQUIREMENTS

(12 UNITS)

Students who decide to concentrate in

finance must take 12 units (the

equivalent of four 3-unit courses) in

finance in addition to the required

core course, Foundations of Finance

(FINC-UB 2). These 12 units must

include the following:

Corporate Finance

FINC-UB 7

Plus 9 units from among the courses

listed in the Advanced Courses sec-

tion below.

No more than 18 units (the equiva-

lent of six 3-unit courses) of finance

courses, excluding the required core

course, can be taken as part of a stu-

dent’s program of study.

Courses

CORE COURSE

Foundations of Finance

FINC-UB 2 4 units. Fall, spring, and

summer.

Prerequisites: STAT-UB 103 or

STAT-UB 1, and STAT-UB 3 or

ECON-UA 18 or ECON-UA 19, and

ECON-UB 1 or ECON-UA 2 or

ECON-UA 5, and sophomore standing.

Corequisite: ACCT-UB 1.

This is a rigorous course which helps

students develop the basic concepts

and tools of modern finance. It

explores in detail basic concepts of

return and risk with a view to under-

standing how financial markets work

and how different kinds of financial

instruments are valued. These instru-

ments, including equities, fixed

income securities, options, and other

derivative securities, become vehicles

for exploring various financial mar-

kets and the use of these markets by

managers in different kinds of finan-

cial institutions to enhance return

and manage risk.

REQUIRED COURSES FOR

FINANCE CONCENTRATION

Corporate Finance

FINC-UB 7 3 units. Fall, spring, and

summer.

Prerequisite: FINC-UB 2.

This course helps students develop an

analytical framework for understand-

ing how organizations make invest-

ment and financing decisions.

Students also learn the theory and

practice of various valuation tech-

niques. There is an emphasis on

understanding the theory and its

applications to the real world as well

as appreciating the limitations of the

tools in practical settings. Specific

topics include capital budgeting,

investment decision rules, discounted

cash flow valuation, real options, cost

of capital, capital structure, dividend

policy, and valuation methods such as

WACC and APV.

ADVANCED COURSES

Advanced Corporate Finance

FINC-UB 8 3 units.

Prerequisite: FINC-UB 7.

The purpose of this course is to famil-

iarize students with the core concepts

and theory underlying much of the

general understanding of corporate

finance and its impact on corporate

valuation. The first part of the course

consists of lectures on corporate

finance theory which explore the links

between a firm’s financing decisions,

its investment decisions, and corporate

structure through the lenses of taxes,

information asymmetries, and the con-

flicts of interest between its various

stakeholders. The second part of the

course consists of case studies which

illustrate the relevance of the theoreti-

cal framework for (understanding and

designing) real-world corporate finan-

cial strategy and for (understanding

and dealing with) strategic issues in

corporate valuation. The course mate-

rial is organized around central corpo-

rate finance “concepts” (debt overhang,

risk-shifting, managerial agency,

adverse selection, etc.) and “applica-

tions” (bankruptcy and restructuring,

IPOs and valuation, M&A, corporate

governance, etc.).

Alternative Investments I:

Principles and Strategies

FINC-UB 15 3 units.

Prerequisite: FINC-UB 2.

This course provides both a theoreti-

cal and practical look into the world

of managing alternative investments,

in particular, hedge funds. The course

is organized from the perspective of

an asset manager (e.g. pension fund,

endowment, family office, fund of

funds, etc.) having to choose amongst

a cross-section of hedge funds.

Students are introduced to the

dimensions and institutional features

of the hedge fund sector, and then

proceed to study how various classic

hedge fund strategies are executed as

well as more advanced quantitative

strategies. Performance evaluation,

risk management, and due diligence

in the formation and execution of

strategies are also covered. Students

will have access to a proprietary soft-

ware platform (Focus/Vidrio) that

helps them work through and under-

F I N A N C E 31

tand various aspects of the manager

selection and due diligence process.

This course is cross-listed with and

meets jointly with MBA students in

FINC-GB 2350.

Alternative Investments II:

Practice and Applications

FINC-UB 16 3 units.

rerequisite: FINC-UB 15.

This is the second half of the two-

semester sequence on Alternative

Investments. This course is designed

to offer students practical hands-on

experience for the identification and

vetting of a fund manager suitable for

an institutional investor mandate.

Teams of students are assigned an

investment strategy and supervisor at

Focus/Vidrio. Using their theoretical

and empirical knowledge of the

hedge fund sector and data available

through the platform, students select

an appropriate manager for their

assigned strategy and then undertake

a complete due diligence process to

assess the manager’s suitability to

meet an investment mandate as well

as other essential fiduciary considera-

tions. The process includes on-site

visits with the investment manager

and others (i.e. risk manager, compli-

ance officer, auditor, etc.) involved in

the investment process. Students

present their class project to a panel

of professors and investment profes-

sionals. This course is cross-listed

with and meets jointly with MBA

students in FINC-GB 2351.

Risk Management in Financial

Institutions

FINC-UB 22 3 units.

Prerequisite: FINC-UB 2.

This course examines the manage-

ment of risks in a wide range of finan-

cial activities, with a particular focus

on market risk, credit risk, and liq-

uidity risk. It uses quantitative mod-

els to estimate credit losses, economic

capital and value at risk, and to per-

form stress tests and scenario analysis.

The course also analyzes the conse-

quences of technological change,

globalization, monetary policy, and

the entry of new types of institutions

into existing financial markets. It

emphasizes the importance of sys-

temic risk, moral hazard, and new

regulations in light of the recent

financial crisis.

Topics in Emerging Financial

Markets

FINC-UB 23 3 units.

Prerequisites: FINC-UB 2 and

ECON-UB 11.

The perspective in this course is that

of an investment manager specializ-

ing in emerging and frontier markets

and responsible for optimizing per-

formance of investment portfolios at a

ank, pension, endowment, or

mutual fund. Investment opportuni-

ties in emerging financial markets

around the world are examined in the

context of performance optimization

and global risk diversification against

a typical backdrop of high per capita

income growth, low leverage, favor-

able demographics, accelerating

rbanization, and improving trans-

parency at both the macro-policy and

corporate governance levels.

Challenges considered include politi-

cal risk, currency risk, asymmetric

information, speculative pressure, and

market manipulation. Liquidity limi-

tations, legal constraints, and varying

accounting rules and standards also

pose challenges to emerging market

investors. These unique challenges

also provide unique opportunities not

available in developed markets. Asset

classes range from equities, curren-

cies, bonds, and derivatives to real

estate and private equity. Class dis-

cussion and reading focus on both the

theoretical background as well as

practical knowledge necessary to suc-

cessfully navigate the opportunities

and pitfalls of emerging and frontier

market investing. The course also

includes a select group of guest

speakers who share their firsthand

knowledge and accounts of investing

and operating in emerging markets.

Debt Instruments

FINC-UB 26 3 units.

Prerequisite: FINC-UB 2.

This course describes important fixed

income securities and markets and

develops tools for valuing debt

instruments and managing interest

rate risk. The course covers tradi-

tional bond pricing, term structure,

and interest rate risk concepts. It also

covers the analytical and institutional

aspects of fixed income derivatives,

such as interest rate swaps, forwards,

futures, and options, as well as bonds

with embedded options and mort-

gage-backed securities. Topics also

include credit risk, bond portfolio

management, financial engineering,

and international fixed income. The

study of fixed income is quantitative

and technical by nature.

Behavioral Finance

FINC-UB 29 3 units.

Prerequisite: FINC-UB 7.

This course uses human psychology

and market frictions to shed light on

asset returns, corporate finance pat-

terns, and various Wall Street institu-

tional practices. It starts with

motivating evidence of return pre-

dictability in stock, bond, foreign

exchange, and other markets. The

course then proceeds to themes

including the role of arbitrageurs in

financial markets, the psychological

nd judgmental biases of average

investors, and the financing patterns

(such as capital structure and divi-

dend policies) of firms that raise capi-

tal in inefficient securities markets

and/or are led by irrational managers.

International Financial

Management

INC-UB 30 3 units.

Prerequisites: FINC-UB 7 and

ECON-UB 11.

This course examines the operation of

international currency exchange and

capital markets and applies financial

management principles to the finan-

cial decisions of multinational corpo-

rations. It addresses such topics as

economic determinants of exchange

rates, currency market efficiency,

exchange rate forecasting, techniques

for measuring and managing expo-

sure to exchange and political risk

and financing alternatives and capital

budgeting decisions of multinational

corporations. Readings and case stud-

ies are employed.

Real Estate and Investment

Strategies

FINC-UB 35 3 units.

Prerequisite: FINC-UB 2.

Recommended: FINC-UB 38.

This course is designed for students

with a strong interest in real estate

capital markets. Its target audience is

students specializing in real estate for

whom this is a capstone course, but it

is also open to finance-oriented stu-

dents who wish to gain an in-depth

understanding of real estate invest-

ment analysis. Topics covered span

the real estate equity and debt mar-

kets, both public and private. The

bulk of the course focuses on com-

mercial real estate, but some time is

spent studying the housing markets.

There are three major sections in the

course: (1) structured finance and the

CMBS market, (2) REITs and

Publicly-Traded Real Estate, and (3)

the Private Real Estate Market. The

class will contain a mixture of stan-

dard lectures, guest speakers, and case

discussions. It meets once per week

for three hours to accommodate the

relatively high number of guest

speakers and cases in the course.

Real Estate Capital Markets

FINC-UB 38 3 units.

Prerequisite: FINC-UB 2.

This course introduces students to real

estate securitization from both an

equity and debt perspective. It ana-

lyzes alternative types of equity secu-

ritization vehicles including real

estate investment trusts (REITs), com-

mingled real estate funds (CREFs),

real estate limited partnerships

(RELPs), master limited partnerships

(MLPs), and real estate swaps. The

F I N A N C E 32

ourse also introduces students to

mortgage-backed securities (MBSs) as

an example of real estate debt securiti-

zation, and explores differences in

their cash flows, prepayment, and

default probabilities. It discusses the

dynamics of mortgage prepayments

and pricing the embedded call option

in a mortgage, followed by real-world

pplications. Students explore such

mortgage derivatives as mortgage

pass-throughs, interest-only and prin-

cipal-only strips, floaters and inverse

floaters, and various types of collater-

alized mortgage obligations such as

planned amortization classes.

Real Estate Primary Markets

FINC-UB 39 3 units.

Prerequisite: FINC-UB 2. Corequisite:

FINC-UB 7.

This course covers the theory and

measurement of return and risk on

real estate financial decisions. Topics

include loan valuation theory, deter-

mination of future costs, discounting

procedures for cash flows of income-

producing properties, and utilization

of negative cash flows. Finance theory

is applied to real estate decisions

regarding land subdivision, property

development, lender strategies, and

the role of government agencies in

real estate.

Equity Valuation

FINC-UB 41 3 units.

Prerequisite: FINC-UB 7.

This course covers the valuation of

stocks and businesses. Real life valua-

tions of companies are an inherent

part of the content. By the end of the

course, students should be able to: (1)

apply discounted cash flow analysis to

find the intrinsic value of an asset; (2)

define, describe, analyze, and apply

any multiple (PE, Value/EBITDA,

Price/Book Value, etc.) to find the

relative value of an asset; (3) value any

publicly traded firm, small or large,

domestic or foreign, healthy or trou-

bled; (4) value any private business

for owners or investors (private

equity, venture capital, IPO); and (5)

separate fact from fiction, sense from

nonsense, and real analysis from sales

pitch in equity research reports, valu-

ations, and general discourse.

Microﬁnance

FINC-UB 42 3 units.

Prerequisite: FINC-UB 2.

Microfinance refers to the provision of

financial services to low-

income clients. This course is

designed to analyze the economics of

microfinance and a range of related

course issues, including product

design and strategic choices for reach-

ing clients, the impact of culture and

regulation, the feasibility of for-profit

r venture models of microfinance,

and the impact of microfinance on

economic growth and poverty.

Futures and Options

FINC-UB 43 3 units.

Prerequisite: FINC-UB 2.

This course covers the theoretical and

practical aspects of futures, options,

nd other derivative instruments,

which have become some of the most

important tools of modern finance.

While the primary focus is on finan-

cial derivatives, contracts based on

commodities, credit risk, and other

nonfinancial variables are also cov-

ered. Topics include market institu-

tions and trading practices, valuation

models, hedging, and other risk man-

agement techniques. The course

requires relatively extensive use of

quantitative methods and theoretical

reasoning.

Investment Banking

FINC-UB 45 3 units.

Prerequisites: FINC-UB 7 and junior

standing.

This course provides a broad overview

of investment banking and of the

forces that are continuing to change it

worldwide. It focuses on three big

questions: (1) How are things done in

this business? (2) Why are they done

that way? (3) How are they likely to

be done in the future? The approach

is to examine each of the principal

businesses in which various financial

service firms have been involved,

including raising capital, financial

advisory, broker/dealer positions,

trading, investing the firm’s own cap-

ital, managing the assets of others,

both institutions and individuals, and

risk management. Throughout, there

are a number of overarching themes.

Among these are the interplay of reg-

ulation, politics, globalization, and

technology; the emergence of private

equity funds and hedge funds as both

critical clients and potential competi-

tors for the major investment banks;

the search for new, high-margin prod-

ucts, and whether that process has

reached its limits; and the changing

relationships among the different

groups within the financial service

company.

Mergers, Acquisitions, and

Restructuring

FINC-UB 50 2 units.

Prerequisite: FINC-UB 7.

This course presents the theories and

empirical evidence on mergers, acqui-

sitions, and restructuring, and ana-

lyzes the effects of various policy

options on the stock values of

acquirer and target companies.

Findings about the reaction of stock

prices to information on control

ransactions are used to analyze the

effects of various policy options in

such transactions. Topics related to

M&A include evaluating acquisition

targets, methods of payment in acqui-

sitions, acquisition strategies, the use

of leverage in acquisitions and the

effects of acquisitions on bond values,

major legal issues, case law, and

efensive measures against hostile

acquisitions. The course combines

lecture material, case analysis, quanti-

tative and qualitative analysis, and

discussions of relevant news of such

transactions. There is an emphasis on

fundamental concepts of valuation

and other areas of corporate finance

related to M&As.

Topics in Entrepreneurial Finance

FINC-UB 61 3 units.

Prerequisite: FINC-UB 7.

This course seeks to provide an

understanding of the financial and

transactional skills required to fund

new businesses and mature firms. The

course integrates both an academic

and practitioner view of the chal-

lenges facing entrepreneurs and

investors involved in business start-

up, venture capital, and private

equity investment activities. The

course presents frameworks and tech-

niques needed to evaluate high-risk

opportunities and structure appropri-

ate investment transactions.

Hedge Fund Strategies

FINC-UB 66 3 units.

Prerequisite: FINC-UB 7.

This course aims to provide an in-

depth understanding of the strategies

used by hedge funds, employing a

hands-on approach based on case

studies and real data. The hedge fund

industry has grown rapidly over the

last decade aided in part by the pri-

vate nature of funds and light regula-

tion that has enabled managers to

employ strategies not available to tra-

ditional fund managers. The course

examines critical aspects of hedge

fund investment styles including the

trading mechanism, risk-return pro-

files of investment styles, trading

costs, risk management and perform-

ance measurement. Strategies covered

include event driven strategies,

equity, debt, FX, cross-market strate-

gies, global macro, and shareholder

activism. Distinguished guest speak-

ers discuss key issues and provide

real-life perspectives.

Independent Study in Finance

FINC-UB 94, 98, 99 1-3 units.

Prerequisites: FINC-UB 7 and permis-

sion of the department chair or co-chair.

Independent study provides an oppor-

tunity for a select group of upper-

classmen each year to work

F I N A N C E 33

ne-on-one with a faculty member on

a topic selected by the student and

approved by the supervising faculty

member. Each student is expected to

spend as much time on the independ-

ent study as would be spent on a reg-

ular course, and the topic selected

may not replicate an existing course.

An information sheet with important

uidelines about Independent Study

is available at stern.nyu.edu/cons/

groups/content/documents/webasset/

con_039995.pdf. Further information

regarding the policies surrounding

Independent Studies can be found on

page 94.

ADDITIONAL COURSES

THAT CAN BE TAKEN AS

ADVANCED FINANCE

ELECTIVES

Financial Modeling and Analysis

ACCT-UB 23 3 units.

Prerequisites: ACCT-UB 1,

ACCT-UB 3, FINC-UB 2.

Full course description can be found

in the Department of Accounting

section (page 22).

Macroeconomic Foundations for

Asset Prices

ECON-UB 233 3 units.

Prerequisite: ECON-UB 11.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

The Financial System

MULT-UB 27 3 units.

Prerequisites: FINC-UB 2 and

ECON-UB 11.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

lobal Macroeconomic Issues

MULT-UB 230 3 units.

Prerequisite: ECON-UB 11 and sopho-

more standing.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Risk & Portfolio Management

ith Econometrics

MATH-GA 2751 3 units.

This course provides a comprehensive

introduction to the theory and prac-

tice of portfolio management - the

central component of which is risk

management. Econometric tech-

niques are surveyed and applied to

these disciplines. Topics covered

include factor and principal-compo-

nent models, CAPM, dynamic asset

pricing models, Black-Litterman,

forecasting techniques and pitfalls,

volatility modeling, regime-switch-

ing models, and many facets of risk

management, both in theory and

practice.

Derivative Securities

MATH-GA 2791 3 units.

This course is an introduction to arbi-

trage-based pricing of derivative secu-

rities. Topics covered include

arbitrage; risk-neutral valuation; the

log-normal hypothesis; binomial

trees; the Black-Scholes formula and

applications; the Black-Scholes par-

tial differential equation; American

options; one-factor interest rate mod-

els; swaps, caps, floors, swaptions, and

other interest-based derivatives; and

credit risk and credit derivatives.

ontinuous Time Finance

MATH-GA 2792 3 units. Fall term.

Prerequisites: MATH-GA 2791 and

MATH-GA 2902 or equivalents.

This is a second course in arbitrage-

based pricing of derivative securities.

Students study the Black-Scholes

model and its generalizations, which

include equivalent martingale meas-

res, the martingale representation

theorem, the market price of risk, and

applications such as change of

numeraire and the analysis of quan-

tos. The course also covers interest

rate models such as the Heath-

Jarrow-Morton approach and its rela-

tion to short-rate models, and

applications including mortgage-

backed securities. Other topics

include the volatility smile/skew and

approaches to accounting for it -

underlyings with jumps, local volatil-

ity models, and stochastic volatility

models.

Students may request a complete list of

approved courses from the Undergraduate

Advising Office. Courses are reviewed for

applicability towards the concentration on

an ongoing basis by faculty advisers.

Students may also seek out additional

courses for review by faculty regarding

their applicability towards the concentra-

tion. No more than one non-Stern course

may be counted towards the concentration.

Note: Requests to take graduate-level

courses must be processed through the Stern

Undergraduate Advising Office. Please

consult an academic adviser for further

information.

F I N A N C E 34

Advanced Finance Electives Chart

G L O B A L B U S I N E S S 35

Global Business

Program

of Study

Understanding the global nature of

usiness activity remains a critical

element of business education. With

required courses in Economics of

Global Business and the

International Studies Program, the

Stern Undergraduate College curricu-

lum provides students with an excel-

lent introduction to many of the

basic principles of international busi-

ness. Yet, the continued globalization

of business suggests that many stu-

dents can benefit by extending their

study of international business

beyond the required courses. The

substantial global research interest of

Stern faculty provides unparalleled

opportunity for additional rigorous

coursework on international topics.

The concentration is most effective

when studied in conjunction with an

additional Stern concentration.

Therefore, students who wish to pur-

sue the Global Business concentration

must also complete an additional

Stern concentration.

GLOBAL BUSINESS

CONCENTRATION

REQUIREMENTS (12-17 UNITS)

International Business

Management

MGMT-UB 4

and at least one of the following:

International Financial

Management

FINC-UB 30

Global Marketing Management

MKTG-UB 64

Global Perspectives on Enterprise

Systems

ECON-UB 220

Plus two electives:

At least one additional Stern course

chosen from the approved Stern

Global Business electives listed

following (may be one of the above

courses that were not selected to

count towards the core of the

concentration).

Both additional electives may be

aken at Stern, however, it is recom-

mended that students expand their

Global Business knowledge by taking

one course towards the concentration

from outside of Stern in one of the

following approved areas:

• Foreign language through the

College of Arts and Science: To sat-

isfy the Global Business concentra-

tion requirement, a student must

take either two 4-unit language

courses in the same language (e.g.

Elementary French I & Elementary

French II) or one intensive, 6-unit

language course (e.g. Intensive

Elementary French).

• Comparative Politics or

International Politics through the

College of Arts and Science: Any

courses numbered as POL-UA

5XX/95XX (Comparative Politics

courses taught in New York or at a

study away site) or POL-UA

7XX/97XX (International Politics

courses taught in New York or at a

study away site). For more informa-

tion regarding these courses, consult

the Department of Politics web site

at politics.as.nyu.edu/page/home.

• Certain courses in the following

schools/departments have been

approved. For a specific list of

approved courses, please consult

with a member of the Stern

Undergraduate Academic Advising

Office. As a frame of reference,

when looking for courses, students

should note that appropriate courses

are those that have relevance to

global business in the 21st century.

Courses that center on history or

time periods prior to the 21st cen-

tury or those that primarily focus on

the arts (e.g. literature, film, etc)

without relating the subject matter

back to its relevance on the greater

society will most likely not be

approved.

College of Arts and Science:

Social and Cultural Analysis

[Africana Studies/Asian, Pacific,

American Studies/Latino

Studies/Metropolitan Studies]

(SCA-UA), Anthropology

(ANTH-UA), Art History

(ARTH-UA), East Asian Studies

(EAST-UA), Economics (ECON-

A), Environmental Studies

(ENVST-UA, European Studies

(EURO-UA), French Studies

(FREN-UA), German Studies

(GERM-UA), Hebrew Language

& Literature (HBRJD-UA),

Spanish Language and Literature

(SPAN-UA), Italian Studies

(ITAL-UA), Middle Eastern &

Islamic Studies (MEIS-UA),

Religious Studies (RELST-UA),

Russian & Slavic Studies

(RUSSN-UA), Sociology (SOC-

UA). For more information, con-

sult the CAS web site at

cas.nyu.edu.

Steinhardt School of Culture,

Education, and Human

Development: Media, Culture,

and Communication (MCC-UE).

For more information, consult

the MCC web site at

steinhardt.nyu.edu/mcc.

Wagner School of Public

Service: Select courses numbered

UPADM-GP.For more informa-

tion, consult the Wagner web

site at wagner.nyu.edu/undergrad/

minors#sec-SE.

Students may seek out additional

courses for review by the faculty

adviser on a case-by-case basis

regarding applicability towards the

concentration

Note: A Stern elective course may satisfy

only one concentration requirement (e.g.,

International Financial Management can

count toward the Global Business concen-

tration requirement OR as an advanced

finance elective, but it cannot satisfy both

requirements). Refer to page 100 in the

Policies and Procedures of the College sec-

tion of this bulletin for more information

about the restrictions on double-counting

Stern coursework.

CORE COURSES

International Business

Management

MGMT-UB 4 3 units.

Full course description can be found

in the Department of Management

section (page 40).

G L O B A L B U S I N E S S 36

nternational Financial

Management

FINC-UB 30 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Global Perspectives on Enterprise

Systems

CON-UB 220 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Global Marketing Management

MKTG-UB 64 3 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Below is a list of Stern courses that would

satisfy the required Stern component of the

concentration elective requirements.

Social Enterprise & Economic

Development: The Indian

Context

ECON-UB 223 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

usiness in Transition Economies

ECON-UB 231 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Asian Economies

ECON-UB 222 3 units.

Full course description can be found

n the Department of Economics sec-

tion (page 26).

Topics in Emerging Financial

Markets

FINC-UB 23 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Microﬁnance

FINC-UB 42 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Global Outsourcing

INFO-UB 70 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

lobalization of the

Entertainment Industry

MKTG-UB 46 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

The Financial System

MULT-UB 27 3 units.

ull course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

The Middle East: Culture,

Markets, and Strategy

MULT-UB 45 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Global Macroeconomic Issues

MULT-UB 230 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

I N F O R M AT I O N S Y S T E M S 37

Information Systems (INFO-UB)

Program

of Study

Information Technology permeates

most modern business organizations,

forming the foundation of how the

rganization conducts their business.

Technology enables an organization

to interact with its customers and

suppliers in new and efficient ways.

The advent of the worldwide web

and, more recently, social media has

dramatically increased the use of

technology. New industries seem to

be forming overnight based on rap-

idly changing technology. The

Information Systems concentration

provides students with an under-

standing of these technologies and

their implications for business man-

agers. Due to the rapidly changing

nature of technology, new courses are

often introduced. Check the Stern

web site for the most recent list.

INFORMATION SYSTEMS

CONCENTRATION

REQUIREMENTS (12 UNITS)

Students who choose to pursue an

information systems concentration

must take four information systems

electives in addition to the required

core course, INFO-UB 1, Information

Technology in Business and Society.

Students may also substitute computer

science electives with the permission

of the undergraduate faculty adviser.

INFORMATION SYSTEMS

AREAS OF STUDY (9 UNITS)

The Information Systems department

offers different areas of study, which

are separate from the information sys-

tems academic concentration. They

are designed for students who want or

need some knowledge of technology

to augment another concentration.

Each area of study requires 9 units of

Stern information systems electives

selected from the courses listed for

that area of study. Typically, at least

one of the courses is required.

Students may not complete more

than one area of study. The areas of

study and courses toward the concen-

tration are listed below.

Financial Systems

This area of study is designed for stu-

ents who want to focus on systems

in the financial services industry.

Trading Strategies and Systems

MULT-UB 35 (required for area

of study)

Computational Approaches to

Financial Engineering

INFO-UB 55

Dealing with Data

INFO-UB 46

Data Mining for Business

Analytics

INFO-UB 57

Decision Models: Spreadsheets

and Analytics

MULT-UB 7

Enterprise Systems

This area of study is designed for stu-

dents interested in the implementa-

tion and implications of

enterprise-wide systems and tools for

personal productivity. The courses are

especially useful for students who

wish to enter a career in consulting.

Social and Digital Marketing

Analytics

INFO-UB 38 (required for area of

study)

Systems Analysis and Design

INFO-UB 43

Dealing with Data

INFO-UB 46

Financial Information Systems

INFO-UB 50

Data Mining for Business

Analytics

INFO-UB 57

Practical Data Science

INFO-UB 59

Decision Models: Spreadsheets

and Analytics

MULT-UB 7

Global Outsourcing

INFO-UB 70

Web-Based Systems

This area of study is designed for stu-

dents who want a deeper understand-

ing of Internet technologies. The

Internet has become the standard

method of delivering content to both

internal and external users, as well as

the basis for new standards for inter-

facing between business processes.

This area of study includes courses

that cover both development tech-

niques for web-based systems as well

as business applications.

Design and Development of Web

and Mobile Apps

INFO-UB 22

Fundamentals of Computer

Systems

INFO-UB 35 (required for area

of study)

Social and Digital Marketing

Analytics

INFO-UB 38

Dealing with Data

INFO-UB 46

Networks, Crowds, and Markets

INFO-UB 60

Search and the New Economy

MULT-UB 36

Electronic Communities

MULT-UB 37

I N F O R M AT I O N S Y S T E M S 38

Courses

FUNDAMENTAL COURSE

Information Technology in

Business and Society

INFO-UB 1 4 units. Fall and spring.

This course provides the background

necessary to make decisions about com-

puter-based information systems and to

be an “end-user.” Two major parts of

the course are hands-on experience

ith personal computers and informa-

tion systems management. Group and

individual computer assignments

expose students to electronic spread-

sheet analysis and database manage-

ment on a personal computer.

Management aspects focus on under-

standing computer technology, systems

analysis and design, and control of

information processing by managers.

ADVANCED COURSES

Design and Development of Web

and Mobile Apps

INFO-UB 22 3 units.

The internet has become the most

common way to distribute applications

to end users, whether they are web-

based applications or mobile device-

based applications. This course covers

application development, from a web

page to a web site, including mobile

applications. Students have access to a

cloud environment in which to experi-

ment with their ideas. Custom servers

can be built for individual projects,

depending on the needs of the project.

Access to the cloud remains available

for eight months after the course has

officially ended for those groups pursu-

ing financing.

Fundamentals of Computer

Systems

INFO-UB 35 3 units.

This course provides an introduction

to programming languages and to

software design methods. The pro-

gramming language of choice is

Python; however, the course intro-

duces students to the fundamental

programming concepts appearing in

various other programming lan-

guages, including Java and C, that go

well beyond the specifics of Python.

Upon completion of this course, stu-

dents will be able to acquire practical

programming skills in Python and

understand the principles of struc-

tured software development. They

will also understand the principles of

designing large software systems and

what it takes to plan, analyze, design,

implement, and support large

Information Systems throughout their

entire System Development Lifecycle.

Social and Digital Marketing

Analytics

INFO-UB 38 3 units.

Prerequisite: Sophomore standing.

The internet continues to revolution-

ze the way people, businesses, and

governments interact with each other.

From Twitter to Facebook to Google,

the shared infrastructure of IT-

enabled platforms are playing a mas-

sive transformational role in today’s

digital age. The web is now encroach-

ing upon core business activities such

as new product design, advertising,

arketing and sales, word-of-mouth,

and customer service. It is fostering

newer kinds of community-based

business models. There is a signifi-

cant amount of economic value accru-

ing from the content generated in

spaces mediated by social media, and

there are tangible means for moneti-

zation of such content through newer

forms of online and mobile advertis-

ing. These processes are just begin-

ning and will have enormous impact

on daily activities and the way users

relate to people and organizations.

This course examines the major

trends in electronic and mobile com-

merce and the emerging phenomena

of user-generated content. In addition

to internet marketing strategies and

business applications, the course cov-

ers the business implications of social

media such as blogs and microblogs,

wikis, social networking sites, search

engine and display advertising, and

other multimedia content emerging

on mobile phone-based platforms.

Systems Analysis and Design

INFO-UB 43 3 units.

Prerequisite: INFO-UB 1.

This course stresses concepts and

methods used in the analysis and

design of computer-based informa-

tion systems. It explores the major

issues at each stage in the design of a

system, including the management of

the implementation process. Various

technical tools ranging from flow

charts and decision tables to auto-

mated design techniques are dis-

cussed. The course emphasizes the

importance of users in the design

process and focuses on approaches

that improve the successful imple-

mentation of a computer system. A

team project provides students with

an opportunity to apply the concepts

learned in class to a systems analysis

and design problem. (This course is

usually taught in summer and cross-

listed as the MBA course

, Business

Process Design and Implementation,

INFO-GB 3356).

Dealing with Data

INFO-UB 46 3 units.

Many courses spend time on the con-

cepts and techniques of analyzing data,

but not many focus on how to handle

he data and store it in forms to be

analyzed. This course focuses on how

one deals with data, from its initial

acquisition to its final analysis. Topics

include data acquisition, data cleaning

and formatting, common data formats,

data representation and storage, data

transformations, database management

systems, “big data” or nosql solutions

or storing and analyzing data, com-

mon analysis tools including excel, sas

and matlab, data mining, and data

visualization. The course will be

taught in an interactive lab-learning

environment, and after the first few

classes, some class time will be spent

working as teams on small assign-

ments. Students should have notebook

computers that are powerful, have ade-

quate ram and disk space and wifi.

Most recent notebooks should be suffi-

cient. In addition to students’ personal

systems, the class will have access to

several servers and a “big data” cluster

to use in assignments and projects.

This course should be valuable back-

ground for students in information

systems, business analytics, market

research, operations, finance, market-

ing, and accounting.

Financial Information Systems

INFO-UB 50 3 units.

The financial services industry is

being transformed by regulation,

competition, consolidation, technol-

ogy, and globalization. These forces

are explored with an emphasis on how

technology is both a driver of change

as well as the vehicle for its imple-

mentation. Coursework focuses on

payment products and financial mar-

kets, their key systems, how they

evolved and where they might be

going, algorithmic trading, market

structure dark, liquidity, and elec-

tronic markets. Straight-through pro-

cessing, risk management, and

industry consolidation and conver-

gence are also examined in light of

current events. The course brings

both the business practitioner and

technologist closer together and uses

a combination of lectures, readings,

news, case studies, and projects.

Computational Approaches to

Financial Engineering

INFO-UB 55 3 units.

Prerequisites: STAT-UB 103 or STAT-

UB 1 and FINC-UB 2.

This course introduces students to a

variety of financial engineering prob-

lems and solution approaches using

software systems such as Excel,

I N F O R M AT I O N S Y S T E M S 39

Matlab, and SAS. Emphasis is on the

underlying data and how to access it,

as well as techniques for attacking

common problems such as the pricing

of derivatives, evaluating risk,

approaches to building quantitative

trading systems, and monte carlo sim-

ulation approaches in Value at Risk

alculations. While by its nature, the

course requires some mathematical

skills and understanding of probabil-

ity theory, there is no assumption that

students have a background in many

of the advanced mathematical con-

cepts used in the theory of financial

engineering. Students should either

be taking Futures and Options

(FINC-UB 43) or have a basic famil-

iarity with the concept of options and

other financial derivatives.

Data Mining for Business

Analytics

INFO-UB 57 3 units.

This course teaches students how to

structure and solve business problems

using data-driven analysis and model-

ing. The course has three closely

related goals: (1) to introduce stu-

dents to state-of-the-art data-mining

methods that support decision mak-

ing by extracting useful knowledge

from the increasingly large volume of

data that organizations collect; (2) to

provide an analytical framework

within which students can apply

these data-mining techniques success-

fully to data-rich business problems;

(3) to give students hands-on experi-

ence with using the techniques to

extract knowledge from data.

Emphasis is on creative problem for-

mulation and analysis. The course

assumes prior knowledge of Microsoft

Excel and the fundamentals of

finance, marketing, and operations at

the level of the Stern core courses.

Prior experience with a programming

language or with data mining is use-

ful but not necessary.

Practical Data Science

INFO-UB 59 3 units.

This class is an introduction to the

practice of data science, during which

students acquire a broad set of practi-

cal data analytic skills based on build-

ing real analytic applications of real

data. These skills include accessing

and transferring data, applying vari-

ous analytical frameworks, applying

methods from machine learning and

data mining, conducting large-scale

rigorous evaluations with business

goals in mind, and the understand-

ing, visualization, and presentation of

results. Students gain experience pro-

cessing “big data,” the latest buzz

concept in a field awash with buzz.

Specifically, they will be able to ana-

lyze data too big to fit in a computer’s

memory which therefore thwarts

many standard analytical tools.

Students will learn about unstruc-

tured data, such as processing text for

applications like “sentiment analysis”

f user-generated content on the web.

Students will program throughout

the course and are expected to have

some prior programming experience

or a keen desire to learn on the fly.

The emphasis of the course is on rigor

and practical usefulness. This is not a

replacement for a class on machine

learning, database, data mining the-

ory, or algorithms.

Networks, Crowds, and Markets

INFO-UB 60 3 units.

Counts toward information systems con-

centration and digital marketing track.

This is a course on how the social,

technological, and natural worlds are

connected, and how the study of net-

works sheds light on these connec-

tions. Topics include social network

structure and its effects on business

and culture; crowdsourcing; games on

graphs; the propagation through net-

works of information, fads, and dis-

ease; small worlds, network effects,

and “rich-get-richer” phenomena; the

power of networks for prediction; the

power of the network for web search;

networks and social revolutions, and

the melding of economics, machine

learning, and technology into new

markets, such as “prediction markets”

or markets for online advertisements.

Global Outsourcing

INFO-UB 70 3 units.

This course focuses on the rapidly

growing phenomenon of global out-

sourcing and offshoring of profes-

sional jobs in IT, finance, accounting,

biotechnology, engineering, human

resource management, and customer

support, often involving such popular

destinations as India, China,

Philippines, Russia, Brazil, and

Canada. It draws on economic and

management theories as well as real-

world examples to explore both socio-

economic impacts of offshoring and

managerial practices that service buy-

ers and providers can employ to

improve organizational outcomes.

Independent Study in Information

Systems

INFO-UB 94, 98, 99 1-3 units.

Prerequisite: Permission of the department

chair or co-chair.

Independent study provides an oppor-

tunity for a select group of upper-

classmen each year to work one-on-

one with a faculty member on a topic

selected by the student and approved

by the supervising faculty member.

Each student is expected to spend as

much time on the independent study

as would be spent on a regular course,

and the topic selected may not repli-

ate an existing course. An informa-

tion sheet with important guidelines

about Independent Study is available

at stern.nyu.edu/cons/groups/content/

documents/webasset/con_039995.pdf.

Further information regarding the

policies surrounding Independent

Studies can be found on page 94.

ADDITIONAL COURSES THAT

CAN BE TAKEN AS

ADVANCED INFORMATION

SYSTEM ELECTIVES

Decision Models: Spreadsheets

and Analytics

MULT-UB 7 3 units.

Prerequisites: OPMG-UB 1 and junior

standing.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Advanced Decision Models

MULT-UB 16 3 units.

Prerequisites: OPMG-UB 1 and

MULT-UB 7.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Trading Strategies and Systems

MULT-UB 35 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Search and the New Economy

MULT-UB 36 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Electronic Communities

MULT-UB 37 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Note: Juniors and seniors may also register

for selected MBA courses with the permis-

sion of the undergraduate faculty adviser.

M A N A G E M E N T A N D O R G A N I Z A T I O N S 40

Management and

Organizations

(MGMT-UB)

Program

of Study

Choosing a concentration in

Management enables students to

understand how organizations work

in any industry (e.g., financial serv-

ices, consumer products, new tech-

nology), how to make them more

effective, how to direct their own

careers, as well as collaborate effec-

tively with peers and ultimately lead

those who work for them.

The management course program

helps students develop a repertoire of

skills to anticipate, address, and

resolve the central challenges of run-

ning organizations in the 21

cen-

tury. They will learn how to identify

(and implement) the best strategy for

a firm. They will also examine ways

in which people work as individuals,

as team members, and as organiza-

tional members.

CAREER PREPARATION

All careers involve the management

of individuals and groups. The man-

agement program is designed to pro-

vide students with both practical

skills and an understanding of the

underlying theory that will make

them effective individual contribu-

tors and managers. Students learn to

view the business as a whole, to eval-

uate the overall needs of an organiza-

tion (for-profit, and not-for-profit,

and government), and to define sup-

porting objectives. They will develop

an outlook that enables them to per-

ceive and anticipate opportunities to

innovate and the need for change.

As management always involves

people, courses present the most

recent theories concerned with

human behavior along with current

practices that affect and influence

behavior in work organizations. The

management course program comple-

ments the more specialized focus that

necessarily characterizes courses in

other functional areas. It helps stu-

dents prepare and succeed in a mana-

gerial career that leverages, but is not

limited to a functional specialization.

MANAGEMENT

CONCENTRATION

REQUIREMENTS (12 UNITS)

Students who decide to concentrate

in management must take four

courses (12 units) in advanced man-

agement electives after completing

the required core course Management

and Organizations (MGMT-UB 1).

Some multidisciplinary (MULT-UB)

courses have also been approved to

count toward fulfilling management

concentration requirements. These

are listed at the end of this section.

Students pursuing a concentration

in management and organizations

should consult with their adviser in

the Stern Office of Academic

Advising by the end of sophomore

year to ensure that course distribution

requirements are being met and to

formally declare the management con-

centration. The Department of

Management and Organizations

undergraduate faculty adviser is

always available to advise students on

which management courses best fulfill

their individual objectives.

Courses

CORE COURSE

Management and Organizations

MGMT-UB 1 4 units. Fall and

spring.

Highly recommended for all sophomores.

In this course, students attain an

understanding of the key factors that

contribute to organizational success

and the role that managers play in

helping their organizations become

more successful. The better a student

understands these issues, the more

effective they can be in their future

careers. More specifically, the course

explores how organizational leaders

develop winning strategies, and then

design their organization in a way that

aligns structures, social relationships,

tasks, human resource practices, and

people to achieve those strategies. In

exploring these issues, students will

identify the challenges that organiza-

tional leaders and managers encounter

as they try to make good decisions in

the face of a constantly evolving indus-

try environment, competing goals and

agendas, and an increasingly diverse

and global workforce.

International Studies Program

MGMT-UB 11 4 units. Spring.

Prerequisites: SOIM-UB 65,

ECON-UB 11, and junior standing.

The International Studies Program

(ISP) builds on the historical and cul-

tural courses of the first two years of

undergraduate study and on

Economics of Global Business

(ECON-UB 11). Students develop

frameworks and techniques for ana-

lyzing how countries differ and the

impact of those differences on oppor-

tunities for the growth and prof-

itability of multinational firms

headquartered or investing in differ-

ent countries. Students also develop

concepts and tools useful in formu-

lating competitive strategy for multi-

national firms competing in global

industries. Working in teams, stu-

dents carry out an in-depth study of

a company located in a foreign coun-

try. This study consists of three parts:

(1) a written proposal; (2) research

and data collection from secondary

sources, augmented by primary

research on-site in the foreign coun-

try during spring semester break;

and (3) preparation of a final report

and oral presentation of findings.

Teamwork and oral and written pres-

entation skills are an integral part of

ISP. This course cannot be taken to

meet any elective requirements for

the management concentration.

ADVANCED COURSES

International Business

Management

MGMT-UB 4 3 units.

Prerequisites: MGMT-UB 1,

ECON-UB 11, and sophomore standing.

This course focuses on the strategic

and organizational challenges facing

the multinational firm. Types of ques-

tions addressed in the course include:

(1) What are the sources of competi-

tive advantage in a global context?

(2) What differentiates a global from a

domestic industry? (3) How

does/should a multinational operate in

these different environments?

M A N A G E M E N T A N D O R G A N I Z A T I O N S 41

anaging People and Teams

MGMT-UB 7 3 units.

Prerequisite: MGMT-UB 1.

This course combines skill building

though experiential exercises and an

understanding of the underlying the-

ory to help students learn how to be

effective managers and team mem-

bers in today’s technology-enabled

eam context. Topics include issues

such as managing collaboration in

and across teams, motivating effort,

performance, social judgment, and

cross-cultural issues. Students learn

how organizations can improve their

effectiveness through better manage-

ment of people and how individual

managers can be more effective in

working with and leading others.

Managing Innovation

MGMT-UB 8 3 units.

Prerequisite: MGMT-UB 1.

The success of firms, managers, and

individual contributors depends on

their ability to identify innovative

products, processes, or both.

Research has shown that managing

innovation requires a learning mind-

set attuned to new experiences,

entrepreneurial thinking, and prag-

matic leadership. Some of the specific

questions considered in this course

are: How does design thinking

impact the understanding of strategy

and organization design? What roles

do the project, middle, and senior

management play in the innovation

process? How does one decide which

ideas are worth pursuing? How do

firms choose among multiple attrac-

tive innovation projects? What are

the best ways to protect a firm’s

intellectual property?

Managing in Creative Industries

MGMT-UB 9 3 units.

Prerequisite: MGMT-UB 1.

The purpose of the course is to

expose students to the dynamics of

cultural industries (e.g., art, theater,

music, film, photography, architec-

ture, etc.) and to train students to

think strategically about the nature

of cultural products, including what

drives their supply and demand, the

factors that affect the value of cul-

tural products, and how firms can

profit from them. To address these

issues, it is important to understand

that a key feature of these industries

is that symbolic and aesthetic attrib-

utes are at the very core of value cre-

ation. This implies that the value of

cultural products depends largely on

third parties, such as critics, dealers,

foundations, and users. Some of these

parties act as powerful intermediaries

or gatekeepers as they control critical

material and symbolic resources firms

need to continue to produce cultural

products.

trategic Analysis

MGMT-UB 18 3 units.

This course emphasizes the need to

look outward to the environment and

inward to a firm’s resources, capabili-

ties, and operating policies. It

describes a firm’s strategy as the for-

mulation of “competitive strategy”,

“corporate strategy,” and “organiza-

ional strategy.” Competitive strategy

involves identifying structurally

attractive industries and developing

the most attractive position within

that industry - where attractiveness is

driven by absolute conditions com-

bined with the resources and capabil-

ities the firm brings to that position.

Businesses create value by operating

in positions within industries that,

by virtue of the characteristics of

industry, the position, and the firm,

are defensible from the encroachment

of competitors and deterioration of

the environment as a whole.

Corporate strategy focuses on the

management and understanding of

multi-product, multi-location, and

multi-business firms. Organizational

strategy involves developing policies

within each functional area of the

business unit that are integrative and

consistent with the firm’s plan for

creating value.

Managerial Skills

MGMT-UB 21 3 units.

Prerequisite: MGMT-UB 1.

Increasing self-awareness and open-

ness to feedback are important first

steps in leading today’s business for

tomorrow’s results. Many companies

bestow a management title on key

talent and expect appropriate behav-

ior to follow, but that is not the most

effective way to develop future busi-

ness leaders. In this course, students

focus primarily on the practical

aspects of managing. While based on

solid research, the course stresses a

hands-on approach to improving stu-

dents’ management skills. Each ses-

sion focuses on developing (1)

personal skills: self-awareness, man-

aging stress, solving problems, and

creativity; (2) interpersonal skills:

coaching, counseling, supportive

communication, gaining power and

influence, motivating self and others,

and managing conflict; and (3) group

skills: empowering, delegating, and

building effective teams.

Managing Change

MGMT-UB 25 3 units.

Prerequisite: MGMT-UB 1.

Recommended: Junior standing.

Managing change is a central concern

for today’s managers as well as the pri-

mary focus of the management con-

sulting industry. To effectively

manage change, managers need a solid

understanding of what change is

bout, what are its critical aspects,

and how one can lead change initia-

tives in a disciplined and successful

way. Case analysis and applied projects

are the major vehicles for learning in

this course. Note: This course is particu-

larly relevant for students who plan to

pursue careers as general managers or

management consultants.

Managing Family Businesses and

Privately Held Firms

MGMT-UB 28 3 units.

Corequisite: MGMT-UB 1.

In this course, students develop an

understanding of how privately held

firms and family businesses differ

from their for-profit competitors.

The course consists of four modules,

which address the following ques-

tions: (1) How does family control

affect strategy and management deci-

sions such as diversification, M&As,

or financial policies? (2) How can

growth in family businesses be man-

aged and financed? (3) What struc-

tures and mechanisms can be put in

place to manage family dynamics in a

productive way? (4) How can succes-

sion be managed to ensure continuity

in family business systems? (5) How

can family ownership and control be

transferred from one generation to

another? Students who want to pur-

sue a general management, consult-

ing, or finance career have a high

probability of working at or with a

family-controlled business. Whatever

their future role, students will find it

useful to understand the uniqueness

of these companies, and why they

may or may not want to be involved

with them.

Negotiation and Consensus

Building

MGMT-UB 30 3 units.

Not Applicable towards BS-MS

Accounting Program.

Effective negotiation and consensus-

building skills are essential for suc-

cess in almost any life domain—

whether the goal is to be an entrepre-

neur, film producer, business man-

ager, or political leader. In this

course, students study how people

reach agreement and develop an ana-

lytical approach for reaching more

effective agreements in organizational

settings. The course draws from

research in psychology and economics

to provide academic content, while

making use of role-playing exercises

and experiential learning to empha-

size key applied lessons.

Growth Strategy and Management

MGMT-UB 35 3 units.

Prerequisites: MGMT-UB 1 and sopho-

more standing.

In this course, students learn how to

devise and implement strategies that

M A N A G E M E N T A N D O R G A N I Z A T I O N S 42

nable businesses to make the leap

from entrepreneurial ventures to suc-

cessful, professionally managed Small

and Medium Size Enterprises. The

course addresses (1) Why do some

entrepreneurial ventures successfully

transition to small, medium, and

large-scale enterprises while others

do not? (2) What are the challenges

nd opportunities of each growth

stage? (3) How do firms successfully

make the transition from each

growth stage to the next?

Power and Politics

MGMT-UB 66 3 units.

Prerequisites: MGMT-UB 1.

Politics is not a dirty word! People

just need to learn how to play good

politics and keep out bad politics. By

the same logic, power by itself does

not necessarily corrupt, though

absolute power may corrupt

absolutely. In other words, this

course is about how to conquer the

world, or at least how to survive the

corporate jungle without losing one’s

soul. Even those who don’t want to

play politics, good or bad, need the

skills from this course to ensure they

don’t become a victim of politics. By

the end of this course, students will

(1) not only have a conceptual under-

standing of what power is within an

organizational context, but also a

practical grasp of what the actual

sources of power are; and (2) have

gained substantial insight into how

best to harness their political skills

for effective management of their

chosen career path.

Patterns of Entrepreneurship

MGMT-UB 85 3 units.

Prerequisite: Sophomore standing.

This course offers a framework for

understanding the entrepreneurial

process and exposes students to chal-

lenges, problems, and issues faced by

entrepreneurs who start new busi-

nesses. Case studies are the principal

eaching method, supplemented by

lectures, business cases, and guest

speakers. Students learn to identify

and evaluate business opportunities,

develop a business concept and assess

and obtain the required resources, and

manage the growth of new ventures.

Independent Study in

anagement

MGMT-UB 94, 98, 99 1-3 units.

Prerequisites: MGMT-UB 1 and

permission of the department chair or

co-chair.

Independent study provides an

opportunity for a select group of

upperclassmen each year to work

one-on-one with a faculty member on

a topic selected by the student and

approved by the supervising faculty

member. Each student is expected to

spend as much time on the inde-

pendent study as would be spent on a

regular course, and the topic selected

may not replicate an existing course.

An information sheet with important

guidelines about Independent Study

is available at stern.nyu.edu/cons/

groups/content/documents/webasset/

con_039995.pdf. Further information

regarding the policies surrounding

Independent Studies can be found on

page 94.

ADDITIONAL COURSES THAT

CAN BE TAKEN AS

ADVANCED MANAGEMENT

ELECTIVES

Competitive Analysis

ECON-UB 15 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Casing Method: Data Analysis &

Presentation

MULT-UB 5 2 units.

Prerequisite: Sophomore standing.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

ecision Models: Spreadsheets

and Analytics

MULT-UB 7 3 units.

Prerequisites: OPMG-UB 1 and junior

standing.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

dvanced Decision Models

MULT-UB 16 3 units.

Prerequisites: OPMG-UB 1 and

MULT-UB 7.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Game Theory

MULT-UB 20 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Electronic Communities

MULT-UB 37 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Entrepreneurship for the New

Economy

MULT-UB 40 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

M A R K E T I N G 43

Marketing (MKTG-UB)

Program

of Study

Marketing is the functional area that

generates revenues for an organization.

It is also the functional area that serves

as an interface between the organiza-

tion and its most valuable asset – the

customer. At its broadest level, mar-

keting is responsible for determining

consumers’ needs, translating their

needs into products and services the

firm can offer, and effectively deliver-

ing and promoting those offerings to

the marketplace. Marketing’s activities

are both strategic and tactical. At the

strategic level, it bears primary respon-

sibility for determining the product

/market choices the firm makes based

on analysis of demand, competition,

economics, and the firm’s unique abil-

ity to secure a competitively defensible

position in the marketplace. At the

tactical level, it plans for and imple-

ments such activities as marketing

research, distribution, pricing, adver-

tising, and sales promotion, which

ensure the success of the firm and its

offerings in the marketplace.

The undergraduate concentration

in marketing prepares students for all

the different aspects of the field.

Students develop knowledge of the

analytical tools needed to understand

marketing problems as well as the nec-

essary skills for solving the problems.

MARKETING

CONCENTRATION

REQUIREMENTS (12 UNITS)

Students who wish to concentrate in

marketing must take 12 units of mar-

keting courses in addition to the

required Business Core course

Introduction to Marketing (MKTG-

UB 1). These 12 units include the

following courses:

Consumer Behavior

MKTG-UB 2

Marketing Research

MKTG-UB 9

In addition to the above, students need

to take 6 units of advanced marketing

electives. Students may take market-

ing electives in any combination of 3-

unit courses or 2-unit mini-courses.

Students pursuing marketing

should consult with their adviser in

the Stern Office of Academic

Advising during sophomore year to

ensure course distribution require-

ments are being met and to formally

declare the marketing concentration.

The Department of Marketing’s

undergraduate faculty adviser is avail-

able to advise on marketing course

selection or other matters marketing

students may wish to discuss.

Students interested in augmenting

their studies of marketing research are

encouraged to consider a double con-

centration in marketing and statistics.

Students interested in this area of

study should meet with the faculty

advisers for both marketing and statis-

tics as well as their academic adviser

to discuss how this combination may

impact their chosen curricular path.

Refer to page 49 for more information

on the Statistics concentration.

Courses

CORE COURSE

Introduction to Marketing

MKTG-UB 1 4 units.

Prerequisite: Sophomore standing.

This course evaluates marketing as a

system for the satisfaction of human

wants and a catalyst of business activ-

ity. It presents a comprehensive

framework that includes (1) research-

ing and analyzing customers, com-

pany, competition, and the marketing

environment; (2) identifying and tar-

geting attractive segments with a

strategic positioning; and (3) making

product, pricing, communication,

and distribution decisions. Cases and

examples are utilized to develop

problem-solving abilities.

FUNDAMENTAL COURSES

Consumer Behavior

MKTG-UB 2 3 units.

Prerequisites: MKTG-UB 1 and sopho-

more standing.

This course presents a comprehensive,

systematic, and practical conceptual

framework for understanding people

as consumers—the basic subject mat-

ter of all marketing. It draws on the

social sciences to evaluate the influ-

ence of both individual and ecological

factors on market actions. Students

discuss relevant psychological and

sociological theories and study how

they can be used to predict con-

sumers’ reactions to strategic market-

ing decisions. Basic methodologies

for research in consumer behavior are

developed and applied. Course

emphasis is on developing applica-

tions of behavioral concepts and

methods for marketing actions.

Marketing Research

MKTG-UB 9 3 units.

Prerequisites: MKTG-UB 1 and either

STAT-UB 1 or STAT-UB 103, and

sophomore standing.

This course provides students with

both research and managerial per-

spectives in the development and

application of marketing research

tools and procedures. It describes the

development of research designs from

problem formulation to analysis and

submission of the research report. It

also covers the analysis of techniques

in marketing research, such as focus

groups, experimental design, surveys,

sampling, statistical analysis, and

reporting. Cases are utilized in the

development of methods and in spe-

cific areas of application.

ADVANCED COURSES

(REQUIRES SOPHOMORE

STANDING)

Advertising Management

MKTG-UB 3 3 units.

Prerequisite: MKTG-UB 1.

This course provides students with a

comprehensive framework and tools to

understand the advertising process and

to appreciate managerial and theoreti-

cal perspectives in advertising. It tack-

les the stages in developing an

advertising plan - from analyzing the

situation and defining clear advertis-

ing objectives to execution. Students

learn tools related to various skill areas

in advertising, including account plan-

ning, media planning and buying, and

M A R K E T I N G 44

opywriting/art direction, while devel-

oping a broader appreciation of how

each skill area fits into the overall

structure of the advertising process.

Coursework involves a comprehensive

group project that utilizes learning in

all functional areas of advertising,

while simulating the development of

an advertising campaign.

Managing Creative Content

Development

MKTG-UB 4 2 units.

Prerequisite: Sophomore standing.

This course provides students with an

opportunity to learn about the indi-

vidual and collaborative services pro-

vided by professional managers

within the EMT industries. Through

discussions with and lectures by

entertainment and media lawyers,

accountants, talent and literary

agents, studio executives, producers,

and publicity and advertising special-

ists, students learn about the diversity

of talents required to complete a proj-

ect or develop creative content pro-

tectable as intellectual property. This

analysis covers activities across vari-

ous entertainment industry sectors

including movies, television, music,

publishing, electronic games, theater,

and related businesses. Assignments

allow students to test their own cre-

ative abilities and understand the

functions of the various professionals

that form teams for managing and

producing successful creative content

for distribution and revenue.

Business of Publishing

MKTG-UB 19 2 units.

Prerequisite: Sophomore standing.

This course provides students with

working knowledge of the publishing

industry comprising newspapers, mag-

azines, and books. It explores tradi-

tional business models and how

disruptive forces including digitaliza-

tion, consumer generated content, low

barriers to entry, and changing media

consumption patterns are reshaping

the industry. By the end of the course,

students understand the operations of

media companies and can speak to the

opportunities and challenges facing

the industry, engage in discussions on

the economics, terms, and metrics, and

explain emerging business models.

Business of Film

MKTG-UB 20 2 units.

This course is designed to provide

both business and film students with

a systematic overview of the modern

day filmed entertainment

business. The course covers the tradi-

tional “Hollywood System” operating

out of Los Angeles and also examines

the independent film model, while

taking a critical look at the financing,

roduction, marketing, and distribu-

tion of filmed entertainment. Focus is

on the various revenue streams inher-

ent in the exploitation of such prod-

uct, both in the domestic marketplace

and in the international arena. The

course provides students with real life

experiences, practical realities, and a

keen understanding of how things

ctually work in the film business. It

gives students a basic background

and orientation necessary for an

entry-level position in a film produc-

tion or distribution company, an

international sales organization, or

related support organizations.

Entertainment Finance

MKTG-UB 21 2 units.

Prerequisites: ACCT-UB 1 and junior

standing.

This course provides a basic financial

understanding of a variety of enter-

tainment subcategories, including

film, television, music, cable, and the

Internet. In addition to text materi-

als, real life examples are presented

and include vignettes ranging from

blockbuster films, television commer-

cials, and Internet successes and fail-

ures. Accounting and finance

principles are also introduced and

applied throughout the course.

Movie Marketing

MKTG-UB 22 2 units.

This course gives students a basic

understanding of key business issues

relating to producing, distributing,

marketing, and exploiting feature

films. The course examines key

aspects of the movie business, includ-

ing managing a creative enterprise,

deal making, acquiring rights, build-

ing a library, branding, and all aspects

of effective marketing. The concepts

developed in the course are applied in

a group project presentation.

Impact of Technology on

Entertainment and Media

MKTG-UB 23 2 units.

Throughout the industry value chain,

from content creation to distribution

and consumption, technology has

changed the way consumers view and

use entertainment. Technology has

also changed the advertising industry,

which is a major source of revenue for

the entertainment industry. This

course explores the impact of technol-

ogy, such as interactivity and VOD,

on audience trends and fragmentation.

The course provides a brief introduc-

tion to each of these industries and

examines the impact that technology

has had on them, including assess-

ment of possibilities for the future.

usiness of Broadway

MKTG-UB 25 2 units.

This is a specialty marketing course

that provides students with a frame-

work for understanding the dynamics

of Broadway and live theater. The

focus is on understanding the devel-

opment and application of the eco-

nomics, finance, structure,

mplementation and staging of per-

formances, as well as the marketing

strategies and tactics for gaining

audience awareness and decision to

purchase. The course examines fund-

ing, marketing, branding, product

positioning, and the global distribu-

tion of live theatrical entertainment.

It covers the history, venues, vocabu-

lary, players, business and creative

structures, budget development, sup-

plementary revenue streams, successes

and failures, relationship with the

movie and music industries, the

important figures and support sys-

tems that make the system work,

global reach, and other topics.

Entertainment and Media

Industries

MKTG-UB 40 2 units.

This course provides students with a

framework for understanding the eco-

nomics and key strategic issues facing

organizations in the entertainment

industry. It establishes a basis for the

formulation of marketing tactics and

strategies for firms competing for con-

sumers’ discretionary spending. Recent

developments in major sectors of the

entertainment industry are covered,

including movies, television and cable,

theater, and sports. Issues that cut

across all types of entertainment indus-

tries are examined, including licensing,

promotion, and new technologies.

Media Planning and Research

MKTG-UB 41 2 units.

This course provides a framework for

understanding the role of strategic

media planning in the overall context

of marketing and advertising deci-

sions. It covers audience research as

well as selection, evaluation, and

planning of all major advertising

media, while considering various

decisions and problems that arise in

the media planning process. The

knowledge gained in this course is

useful for those interested in any

career that requires them to interact

with the media industries, such as

brand management, advertising,

research, as well as the media and

entertainment industry.

Television Management

MKTG-UB 44 2 units.

This course covers the television

industry, focusing on network televi-

sion, cable, and satellite. It primarily

M A R K E T I N G 45

urveys the American market and

investigates new technology includ-

ing digitization and HDTV, while

providing some comparison with the

international broadcast market.

Students explore the organization,

programming, and revenue strategies,

as well as marketing innovations and

competition in the newly configured

roadcast landscape. Important legis-

lations including the

Telecommunications Act of 1996 are

also examined. The recent volume of

mergers and acquisitions in the

broadcast industry are studied for

their impact on the domestic enter-

tainment landscape.

Social Media Strategy

MKTG-UB 45 2 units.

The course covers marketing, adver-

tising, and communications strategies

in the new media landscape where

traditional media (e.g., television,

print) and the online social media

(i.e., Web 2.0; e.g., online social net-

works, user-generated content, blogs,

forums) co-exist. Students are

expected to have knowledge about

the fundamentals of traditional adver-

tising methods and strategies. With

this background knowledge, the pri-

mary focus of the course is on under-

standing social media, developing

social media marketing strategies,

and tracking their effectiveness. This

course does not look at more tactical

aspects of advertising/communica-

tions such as creative, message man-

agement, and publicity.

Globalization of the Entertainment

Industry

MKTG-UB 46 2 units.

This course provides a framework for

understanding the global expansion

of media and entertainment compa-

nies. It looks into the impact on the

U.S. economy due to the significant

export growth of American leisure

products and services. Students ana-

lyze several leading entertainment

and media multinational companies,

and examine the development of their

businesses within the major world

economic zones.

Sports Marketing

MKTG-UB 47 2 units.

This course provides an overview of

sports marketing as a component of a

fully integrated marketing communi-

cation strategy. Students study the

history and contemporary application

of sports marketing as a method to

achieve goals. The curriculum

addresses corporate as well as sporting

property use of sports marketing

strategies to achieve business objec-

tives. The course examines strategies

that address critical business con-

tituencies, consumers, trade factors,

employees, and the financial commu-

nity. Also covered are sports market-

ing within the context of special

sporting event sponsorships, profes-

sional sports teams as well as govern-

ing organizations, sports media

(broadcast, print, and Internet),

licensing, and hospitality.

Business of Producing

MKTG-UB 49 2 units.

This is a specialized EMT course that

provides students with a framework

for understanding the dynamics of

producing (as a business profession),

creating a finished creative product in

the entertainment and media indus-

tries, developing a business model,

and generating an income stream to

repay and provide investors with a

profit. The course explores script

selection, finance, budgeting,

timetable development, team build-

ing, talent selection, sales, contract

and union negotiation, regulations,

technology, and other relevant core

competencies.

Craft and Commerce of Cinema:

Tribeca Film Festival

MKTG-UB 51 2 units.

This is a specialized EMT course,

designed in coordination with the

Tribeca Film Festival board, that pro-

vides students with a framework for

understanding the dynamics of the

independent film industry, and how

producers and directors are able to

utilize the infrastructure of the festival

to bring their work to market.

Students are selected for this course on

the basis of essays, internships, indus-

try work experience, and career focus.

In the classroom, students meet with

key business and creative executives

from the Festival for discussions. The

talks and assignments prepare stu-

dents for film screenings and partici-

pation in panels during the two-week

period of the Tribeca Film Festival.

Pricing Strategies

MKTG-UB 53 3 units.

Prerequisite: MKTG-UB 1.

This course provides students with

the frameworks, techniques, and lat-

est thinking on assessing and formu-

lating pricing strategies. The

emphasis is on (1) gaining a solid

understanding of pricing practices

across different industries, (2) learn-

ing state-of-the-art frameworks for

analyzing pricing issues, and (3) mas-

tering the tools and techniques for

making strategic and profitable pric-

ing decisions.

ata-Driven Decision Making

MKTG-UB 54 3 units.

Prerequisite: MKTG-UB 1.

With recent technological

advances and developments in cus-

tomer databases, firms have access

to vast amounts of high-quality

data which allows them to under-

stand customer behavior and cus-

omize business tactics to

increasingly fine segments. Much

of the promise of such data-driven

policies, however, has failed to

materialize because managers find

it difficult to translate customer

data into actionable policies. This

course aims to fill this gap by pro-

viding students with the tools and

techniques used in making busi-

ness decisions. The emphasis of the

class is on applications and inter-

pretation of the results for use in

making real-life business decisions.

Brand Strategy

MKTG-UB 55 3 units.

Prerequisites: MKTG-UB 1 and two

advanced marketing courses.

This marketing elective focuses on the

three major activities common to the

marketing planning process across

firms and industries: (1) analysis of

market information, (2) development

of brand and marketing strategy, and

(3) programming of the strategy and

implementation of the marketing pro-

grams. The unifying framework for

these activities is the annual market-

ing plan. Thus, the course simulates

the product/brand/marketing man-

ager’s job through the development

and implementation of a marketing

plan for a particular good or service.

Digital Business Strategies

MKTG-UB 56 2 units.

This course covers the digital tech-

nology industry (e.g. consumer elec-

tronics, software) from a strategic and

marketing perspective. The objectives

are to understand how these indus-

tries function, the unique challenges

they face, and how digital technology

companies can leverage their

strengths to achieve success in the

marketplace. The focus is on under-

standing the interactions between

competition, technology evolution,

and firm capabilities.

Digital Marketing

MKTG-UB 57 3 units.

Prerequisite: MKTG-UB 1.

This course teaches students to ana-

lyze and develop sophisticated inter-

active marketing programs. It

introduces students to digital adver-

tising and marketing theories as well

as best practices in digital marketing,

and provides opportunities to apply

this knowledge to building or

M A R K E T I N G 46

mproving the marketer’s use of digi-

tal media. The course is designed to

be a practical mix of strategic and tac-

tical practice, and gives students a

greater understanding of the role of

social media in a marketing and com-

munications mix.

New Product Development

KTG-UB 60 3 units.

Prerequisite: MKTG-UB 1.

Maximizing the success of new prod-

ucts and services can drive growth and

shareholder value, lead to significant

competitive advantage, and leapfrog a

company ahead of its competitors.

Innovation is risky, however, and most

new products fail in the marketplace.

Thus, expertise in the design and mar-

keting of new products is a critical

skill for all managers, inside and out-

side the marketing department. This

course focuses on the tools and tech-

niques associated with analyzing mar-

ket opportunities as well as on

designing, testing, and introducing

new products and services. Both quan-

titative and qualitative approaches are

covered. In particular, the course cov-

ers the new product development

process, strategic opportunity identifi-

cation, how to generate new product

concepts and ideas, mapping customer

perceptions, segmentation, product

positioning, forecasting market

demand, product design, market entry

strategies, and testing.

Global Marketing Management

MKTG-UB 64 3 units.

Prerequisite: MKTG-UB 1.

This course examines specific issues

involved in entering international

markets and conducting marketing

operations on an international scale.

Attention is focused on problems, such

as identifying and evaluating opportu-

nities worldwide, developing and

adapting market strategies in relation

to specific national market needs and

constraints, and in devising and coor-

dinating global marketing strategies.

Emphasis is placed on strategic issues

relating to international operations

rather than on technical aspects of

exporting and importing.

Decision Making Strategy in

Marketing and Management

MKTG-UB 65 3 units.

Prerequisite: MKTG-UB 1.

This course is intended for future

marketing managers, industry ana-

lysts, and management consultants

interested in developing and evaluat-

ing marketing and business strategies

based on Nobel Prize-winning

research on judgment and decision

aking. The purpose of this course is

to inform future managers and con-

sultants of people’s decision rules and

their associated biases and to enable

these future managers and consultants

to incorporate such insights in their

business and marketing strategies.

The course has two facets. First, it

gives students a broad overview of

mportant results from various behav-

ioral sciences (e.g., social and cogni-

tive psychology, behavioral decision

research, consumer research) that clar-

ify how people really make decisions.

Second, it investigates how these

results can be leveraged to design

original and more effective marketing

and business strategies.

Leisure Marketing

MKTG-UB 80 2 units.

This course provides students with a

framework for understanding the

dynamics of marketing in leading

sectors in the leisure industry. It cov-

ers recent activities in key sectors of

the leisure industry, including casi-

nos, cruise ships, theme parks, eco-

tourism, themed restaurants, resorts,

leisure hotels, and time shares. The

course also explores marketing tech-

niques that apply across leisure com-

panies, including licensing,

sponsorships, line extensions, and

promotion. Students examine the

evolution and current status of these

sectors through lectures, case studies,

readings, and projects.

Luxury Marketing

MKTG-UB 85 2 units.

Prerequisite: MKTG-UB 1.

This course provides students with an

understanding of the fundamentals of

luxury. By the end of the course, stu-

dents develop (1) an appreciation of

the history of the luxury industry, (2)

an understanding of the luxury seg-

ment in a variety of industries (deco-

rative objects, accessories, jewelry,

beauty products, hospitality, automo-

tive, etc. Fashion will be discussed as

well, but the conversation will be

limited to the true luxury fashion

houses.), (3) the ability to identify

luxury in a product (regardless of

industry) and articulate what differ-

entiates luxury products in terms of

technique, design, and materials, and

(4) the critical skills to identify

potential new luxury products and

how they relate to a variety of mar-

kets, including emerging markets.

ndependent Study in Marketing

MKTG-UB 94, 98, 99 1-3 units.

Prerequisites: MKTG-UB 1, MKTG-

UB 2, MKTG-UB 9, six additional

units of marketing electives, and permis-

sion of the department chair or co-chair.

Independent study provides an oppor-

tunity for a select group of upper-

classmen each year to work

ne-on-one with a faculty member on

a topic selected by the student and

approved by the supervising faculty

member. Each student is expected to

spend as much time on the independ-

ent study as would be spent on a reg-

ular course, and the topic selected

may not replicate an existing course.

An information sheet with important

guidelines about Independent Study

is available at

stern.nyu.edu/cons/groups/content/

documents/webasset/con_039995.pdf.

Further information regarding the

policies surrounding Independent

Studies can be found on page 94.

ADDITIONAL COURSES THAT

CAN BE TAKEN AS

ADVANCED MARKETING

ELECTIVES

Competitive Analysis

ECON-UB 15 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Decision Models: Spreadsheets

and Analytics

MULT-UB 7 3 units.

Prerequisites: OPMG-UB 1 and junior

standing.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Advanced Decision Models

MULT-UB 16 3 units.

Prerequisites: OPMG-UB 1 and

MULT-UB 7.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Search and the New Economy

MULT-UB 36 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

O P E R AT I O N S 47

Operations (OPMG-UB)

Program

of Study

Operations is concerned with the pro-

duction and delivery of both physical

oods and services. Operations may

be viewed as an organization’s way of

aligning global corporate strategy

with implementable day-to-day activ-

ities and actions. While it is critical

to understand how to provide the

right capital for the firm, how to pro-

mote demand, and how to manage

human resources, it is equally impor-

tant to master the knowledge of how

to facilitate production and service

delivery and ensure that the corre-

sponding processes are aligned with

the overall corporate strategy.

OPERATIONS

CONCENTRATION

REQUIREMENTS (12 UNITS)

Students who wish to concentrate in

operations must take 12 units of

operations courses in addition to the

required Business Core course

Operations Management (OPMG-UB

1). Of the 12 units taken towards the

concentration, 6 units must be taken

from these courses, however, it is

encouraged that 9 of the 12 units be

taken from this list when possible:

Decision Models: Spreadsheets

and Analytics

ULT-UB 7

Advanced Decision Models

MULT-UB 16

Revenue Management & Pricing

MULT-UB 30

Supply Chain Management

OPMG-UB 6

Operations in Financial Services

OPMG-UB 15

Real Estate Development &

Entrepreneurship

OPMG-UB 60

OTHER COURSES THAT CAN

BE TAKEN TO FULFILL THE

REMAINING ELECTIVE

REQUIREMENTS:

Social and Digital Marketing

Analytics

INFO-UB 38

Global Sourcing and Open

Innovation

INFO-UB 70

Managing Innovation

MGMT-UB 8

Data-Driven Decision Making

MKTG-UB 54

Students pursuing the operations con-

centration should consult with their

adviser in the Stern Office of

Academic Advising during sopho-

more year to ensure course distribu-

tion requirements are being met and

to formally declare the operations

concentration. The Department of

Operations Management’s undergrad-

uate faculty adviser is available to

advise on operations course selection

or other matters operations students

may wish to discuss.

Courses

CORE COURSE

Operations Management

OPMG-UB 1 4 units.

Prerequisites: STAT-UB 103 (or

STAT-UB 1 and STAT-UB 3) and

sophomore standing.

This course gives students a better

understanding of how firms can gain

competitive advantage from their

operations function. Typically this

requires the firm to achieve - at a

minimum - cost, quality, and ecologi-

cal parity; responsiveness and adapt-

ability to customer needs and desires;

rapid time to market; process tech-

nology leadership; and sufficient and

responsive capacity. A problem-solv-

ing framework is developed that

enables students to undertake mana-

gerial and technical analysis that

should result in the desired compara-

tive advantage. Both service and man-

ufacturing case examples are utilized.

FUNDAMENTAL COURSES

Supply Chain Management

OPMG-UB 6 3 units.

Prerequisite: OPMG-UB 1.

The function of supply chain manage-

ment is to design and manage the

flow of material and information,

starting from the raw materials until

finished goods reach customers.

Typically, logistics-related costs

account for 20 to 25 percent of firms’

total costs. On the revenue side, the

supply chain decisions have a direct

impact on market penetration and

customer service. With the globaliza-

tion of the economy and advances in

information technology, supply chain

design and coordination have become

important tools for gaining competi-

tive advantage. Therefore, the objec-

tives of the course are to (1) develop

an understanding of individual com-

ponents of the supply chain (such as

order management, transportation,

network design, distribution channel

management, after-sales service, and

customer service strategy) and their

interrelationships with other func-

tions of firms, such as marketing,

manufacturing, and accounting; (2)

impart analytical and problem-solv-

ing skills necessary to develop solu-

tions for a variety of logistics

problems; (3) understand the com-

plexity of interfirm and intrafirm

coordination in implementing pro-

grams such as quick response and

vendor-managed inventories; and (4)

develop the ability to design logistics

systems and formulate integrated

supply chain strategy, so that all com-

ponents are not only internally syn-

chronized but also tuned to fit

corporate strategy, competitive reali-

ties, and market needs.

O P E R AT I O N S 48

perations in Financial Services

OPMG-UB 15 3 units.

Prerequisite: OPMG-UB 1.

This course focuses on operational

issues in financial services. It first

goes into operational strategies for

various financial services (including

retail banks, investment banks, bro-

kerage houses, and insurance compa-

ies). It then discusses the

product-process matrix for financial

services and covers the operations

management of the distribution

channels of various products offered

by the financial services (checking

accounts, trading accounts, credit

cards, mortgages, etc.). Such channels

include branch networks, ATMs, call

centers, and the Internet. The

methodologies used in the analysis of

the distribution channels include the

Data Envelopment Analysis (to do

productivity measurements of differ-

ent branches in a network), priority

queuing (to analyze call center behav-

ior), and others. The second half of

the course focuses on Total Quality

Management and Operational Risk.

The methodologies used in

Operational Risk analysis include

Extreme Value Theory (EVT) to ana-

lyze the probabilities of catastrophic

events occurring and the measures to

mitigate and protect against such

events (such as hedging and insur-

ance). This course discusses

Operational Risk cases in trading as

well as retail banking.

Real Estate Development and

Entrepreneurship

OPMG-UB 60 3 units.

This course introduces students to the

broad aspects of real estate develop-

ment from an entrepreneurial per-

spective. Operations involves

decisions made at the operating level

of a business or project to assure the

attainment of higher level goals and

strategies. In real estate development,

hese operating decisions can deter-

mine whether or not a deal will be

successful and meet overall financial

goals. Many students may choose to

pursue investments in real estate, and

often to actually operate and manage

the properties. Although some stu-

dents will not work full-time in the

real estate industry, property invest-

ents will arise as opportunities to

increase passive income and wealth.

Understanding how these deals are

created and managed will allow

investors to choose deals with the

highest probability of success. The

real estate topics discussed in the

course include all types of develop-

ment: residential, hotel, office, retail,

land, and industrial properties.

Independent Study in Operations

OPMG-UB 94, 98, 99 1-3 units.

Prerequisite: Permission of the department

chair or co-chair.

Independent study provides an oppor-

tunity for a select group of upper-

classmen each year to work

one-on-one with a faculty member on

a topic selected by the student and

approved by the supervising faculty

member. Each student is expected to

spend as much time on the independ-

ent study as would be spent on a reg-

ular course, and the topic selected

may not replicate an existing course.

An information sheet with important

guidelines about Independent Study

is available at

stern.nyu.edu/cons/groups/content/docu-

ments/webasset/con_039995.pdf.

Further information regarding the

policies surrounding Independent

Studies can be found on page 94.

Decision Models

MULT-UB 7 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

dvanced Decision Models

MULT-UB 16 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Revenue Management & Pricing

MULT-UB 30 3 units.

Full course description can be found

n the Multidisciplinary Courses sec-

tion (page 52).

ADDITIONAL COURSES THAT

CAN BE TAKEN AS

ADVANCED OPERATIONS

ELECTIVES

Social and Digital Marketing

Analytics

INFO-UB 38 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Global Sourcing and Open

Innovation

INFO-UB 70 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Managing Innovation

MGMT-UB 8 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Data-Driven Decision Making

MKTG-UB 54 3 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

S TA T I S T I C S A N D A C T U A R I A L S C I E N C E 49

Statistics and Actuarial

Science

(STAT-UB)

Programs

of Study

he two possible concentrations

within this department are statistics

and actuarial science. Students who

wish to obtain a stronger background

in statistics to complement their

other concentration would select the

statistics concentration. Students who

are interested in pursuing an actuarial

career would select the actuarial sci-

ence concentration. For more infor-

mation on both concentrations,

students should consult the

Department of Statistics and

Actuarial Science undergraduate fac-

ulty adviser.

STATISTICS CONCENTRATION

REQUIREMENTS (12 UNITS)

It is highly recommended that students

concentrating in statistics complete a

second concentration within Stern.

Some examples of double concentration

combinations include: statistics and

finance; statistics and marketing; and

statistics and economics.

Students concentrating in statis-

tics should consult with an adviser in

the Stern Office of Academic

Advising by the end of sophomore

year to ensure course distribution

requirements are being met and to

formally declare the statistics concen-

tration. The Department of Statistics

and Actuarial Science undergraduate

faculty adviser is always available to

advise on statistics concentration

course selection or other matters stu-

dents pursuing statistics may wish to

discuss.

Students interested in augment-

ing their studies of marketing

research are encouraged to consider a

double concentration in both market-

ing and statistics. Students who wish

to choose this area of study should

meet with the faculty advisers for

both marketing and statistics as well

as their academic adviser to discuss

how this combination may impact

their chosen curricular path.

To complete a statistics concentra-

tion, a student must take 12 units of

statistics courses, which include the

following:

Regression and Multivariate Data

Analysis*

STAT-UB 17

tatistical Inference and

Regression Analysis†

STAT-UB 15

lus any three of the following

courses:

Regression and Multivariate Data

Analysis*

STAT-UB 17 if not already selected

Forecasting Time Series Data*

STAT-UB 18

Applied Stochastic Processes for

Financial Models*

STAT-UB 8

Mathematics of Investment†

STAT-UB 27

Introduction to the Theory of

Probability

†

STAT-UB 14

Statistical Inference and

Regression Analysis†

STAT-UB 15

Introduction to Stochastic

Processes†

STAT-UB 21

Life Contingencies†

STAT-UB 37

Computational Approaches to

Financial Engineering*

INFO-UB 55

Data Mining and Business

Analytics*

INFO-UB 57

Decision Models: Spreadsheets

and Analytics†

MULT-UB 7

ACTUARIAL SCIENCE

CONCENTRATION

REQUIREMENTS (31 UNITS)

Students concentrating in actuarial

science should consult with an adviser

in the Stern Office of Academic

Advising by the end of sophomore

year to ensure course distribution

requirements are being met and to

formally declare the actuarial science

concentration. The Department of

Statistics and Actuarial Science

undergraduate faculty adviser is

always available to discuss actuarial

science course selection or other mat-

ters students may wish to discuss.

Statistics courses count as liberal arts

electives.

o complete the actuarial science

concentration, students must com-

plete the following courses:

ntroduction to the Theory of

Probability

STAT-UB 14

Mathematics of Investment

STAT-UB 27

Corporate Finance

FINC-UB 7

(This course from the Department of

Finance covers topics that appear on the

actuarial examinations. For full course

description, refer to the Department of

Finance section on page 30.)

Calculus I

MATH-UA 121

Calculus II

MATH-UA 122

Calculus III

MATH-UA 123

Linear Algebra

MATH-UA 140

Plus two of the following four

courses:

(Note: students are encouraged to take all

four of these courses, although only two are

required for the concentration.)

Statistical Inference and

Regression Analysis

STAT-UB 15

Regression and Multivariate Data

Analysis

STAT-UB 17

(Note: STAT-UB 15 is preferred.

STAT-UB 17 can be taken if STAT-UB

15 is not being offered that semester.)

Forecasting Time Series Data

STAT-UB 18

Life Contingencies

STAT-UB 37

Introduction to Stochastic

Processes

STAT-UB 21

* Courses that only require the Business Core

at Stern.

†

Courses that have additional mathematics

and other prerequisite requirements.

S TA T I S T I C S A N D A C T U A R I A L S C I E N C E 50

CORE COURSE

Statistics for Business Control and

egression and Forecasting

Models

STAT-UB 103 6 units.

Note: This course combines STAT-UB 1

and STAT-UB 3.

This course examines modern statisti-

cal methods as a basis for decision

making in the face of uncertainty.

Topics include probability theory,

iscrete and continuous distributions,

hypothesis testing, estimation, and

statistical quality control. With the

aid of computers, these statistical

methods are used to analyze data.

Also presented is an introduction to

statistical models and their applica-

tion to decision making. Topics

include the simple linear regression

model, inference in regression analy-

sis, sensitivity analysis, and multiple

regression analysis.

Statistics for Business Control

STAT-UB 1 4 units.

This course is not to be taken by students

who have taken STAT-UB 103.

This course examines modern statisti-

cal methods as a basis for decision

making in the face of uncertainty.

Topics include probability theory,

discrete and continuous distributions,

hypothesis testing, estimation, and

statistical quality control. With the

aid of computers, these statistical

methods are used to analyze data.

Regression and Forecasting

Models

STAT-UB 3 2 units.

This course is not to be taken by students

who have taken STAT-UB 103.

Prerequisite: STAT-UB 1 or equivalent.

This course presents an introduction

to statistical models and their appli-

cation to decision making. Topics

include the simple linear regression

model, inference in regression analy-

sis, sensitivity analysis, and multiple

regression analysis.

ADVANCED COURSES

Applied Stochastic Processes for

Financial Models

STAT-UB 8 3 units.

Prerequisite: STAT-UB 103 or

STAT-UB 3.

This course presents a mathematical

background for the stochastic

processes that are widely employed as

modeling tools in finance. The

emphasis is on an intuitive approach

and examples rather than on proofs

and mathematical rigor. Topics

include random walks, martingales,

Markov chains, Poisson process and

other continuous time Markov chains,

Brownian motion, geometric

Brownian motion, and other diffusion

processes. The relevance of the con-

sidered processes to financial model-

ng is stressed throughout. In

particular, applications to pricing of

derivative securities and to modeling

of the term structure of interest rates

are discussed.

Introduction to the Theory of

Probability

STAT-UB 14 3 units.

rerequisites: MATH-UA 121 and

MATH 122; also suggested

STAT-UB 103.

This course covers the basic concepts

of probability. Topics include the

axiomatic definition of probability;

combinatorial theorems; conditional

probability and independent events;

random variables and probability dis-

tributions; expectation of functions of

random variables; special discrete and

continuous distributions, including

the chi-square, t, F, and bivariate nor-

mal distributions; law of large num-

bers; central limit theorem; and

moment generating functions. The

theory of statistical estimation is

introduced with a discussion on max-

imum likelihood estimation.

Statistical Inference and

Regression Analysis

STAT-UB 15 3 units.

Prerequisites: MATH-UA 121,

MATH-UA 122, MATH-UA 140,

and STAT-UB 14.

This course consists of two distinct

components: statistical inference and

regression analysis. Statistical infer-

ence topics include the principles of

statistical estimation and inference,

Neyman Pearson Lemma, testing of

means, variances, tests of independ-

ence, and nonparametric methods.

Regression analysis discusses the gen-

eral linear regression model, least

squares estimation, departures from

standard assumptions, autocorrela-

tion, multicollinearity, analysis of

residuals, choice of variables, and

nonlinear models.

Regression and Multivariate Data

Analysis

STAT-UB 17 3 units.

Prerequisite: STAT-UB 103 or

STAT-UB 3.

This is a data-driven, applied statis-

tics course focusing on the analysis of

data using regression models. It

emphasizes applications to the analy-

sis of business and other data and

makes extensive use of computer sta-

tistical packages. Topics include sim-

ple and multiple linear regression,

residual analysis and other regression

diagnostics, multicollinearity and

model selection, autoregression, het-

eroscedasticity, regression models

using categorical predictors, and

logistic regression. All topics are

llustrated on real data sets obtained

from financial markets, market

research studies, and other scientific

inquiries.

Forecasting Time Series Data

STAT-UB 18 3 units.

Prerequisite: STAT-UB 103 or

STAT-UB 3.

his course is an exposition of time

series and forecasting techniques with

emphasis on ideas, methods, and

interpretations. Students discuss the

determination of the best analytical

model for a given problem and the

application of this model in the deci-

sion-making process for purposes that

include description, explanation, and

control of time-dependent data. It

illustrates all techniques with case

studies and uses computer program

packages as an aid for obtaining solu-

tions. The major focus is the Box-

Jenkins approach to modeling and

forecasting time series. Major topics

include model building, model

selecting, descriptions of timing and

correlation relationships among data

sets and forecasting models, estima-

tion, and diagnostic checking. Other

topics are seasonal adjustment, expo-

nential smoothing models, state space

models, and nonlinear models.

Introduction to Stochastic

Processes

STAT-UB 21 3 units.

Prerequisites: MATH-UA 121,

MATH-UA 122, and STAT-UB 14.

This is an introductory course in sto-

chastic processes. It presents classes of

stochastic processes, which are widely

used as modeling tools in many fields

of application, including finance, eco-

nomics, accounting, and actuarial sci-

ence. Students learn basic theory of

discrete and continuous time Markov

chains, Brownian motion and its gen-

eralization, and martingales. Also dis-

cussed are statistical aspects of these

processes. In the final part of the

course, students are introduced to the

idea of stochastic integration and

learn the rules of stochastic calculus.

If time permits, the course also con-

siders some stochastic differential

equations.

Mathematics of Investment

STAT-UB 27 3 units.

Prerequisites: MATH-UA 121 and

MATH-UA 122; FINC-UB 2 also

suggested.

This course discusses the mathemati-

cal and technical aspects of invest-

ments. Topics include measurement

of interest and discount rates, accu-

Courses

S TA T I S T I C S A N D A C T U A R I A L S C I E N C E 51

ulated value and present value,

annuities, sinking funds, amortiza-

tion of debt, and determination of

yield rates on securities. Applications

include bond evaluation, mortgages,

capital budgeting, and depreciation

methods.

Life Contingencies

TAT-UB 37 3 units.

Prerequisites: STAT-UB 14 and

STAT-UB 27.

This course applies probability and

mathematics of investment to prob-

lems of premiums and reserves on

annuities and insurance policies.

Topics include probabilities of mor-

tality, laws of mortality, joint life

probabilities and annuities, and mul-

tiple decrement theory. Applications

to pension plans are discussed. The

course covers an introduction to

Markov Chains and Poisson Processes

with application to risk management

and insurance.

ndependent Study in Statistics

STAT-UB 94, 98, 99 1-3 units.

Prerequisite: Permission of the department

chair or co-chair.

Independent study provides an oppor-

tunity for a select group of upper-

classmen each year to work

one-on-one with a faculty member on

a topic selected by the student and

pproved by the supervising faculty

member. Each student is expected to

spend as much time on the independ-

ent study as would be spent on a reg-

ular course, and the topic selected

may not replicate an existing course.

An information sheet with important

guidelines about Independent Study

is available at stern.nyu.edu/cons/

groups/content/documents/webasset/

con_039995.pdf. Further information

regarding the policies surrounding

Independent Studies can be found on

page 94.

ADDITIONAL COURSES THAT

CAN BE TAKEN AS

ADVANCED STATISTICS

ELECTIVES

Decision Models: Spreadsheets

and Analytics

MULT-UB 7 3 units.

Prerequisites: OPMG-UB 1 and junior

standing.

Full course description can be found

in the Multidisciplinary Courses sec-

ion (page 52).

Computational Approaches to

Financial Engineering

INFO-UB 55 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Data Mining for Business

Analytics

INFO-UB 57 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Advanced Decision Models

MULT-UB 16 3 units.

Prerequisites: OPMG-UB 1 and

MULT-UB 7.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

ultidisciplinary

courses may

count toward

multiple con-

centrations and/or are special-

ized classes that do not neatly

fit into a given department.

Past course offerings are listed

below. Students are encour-

aged to research the multidis-

ciplinary courses offered each

semester on the Stern web site

and on Albert.

M U LT I D I S C I P L I N A R Y C O U R S E S 52

Multidisciplinary Courses

Casing Method: Data Analysis &

Presentation

MULT-UB 5 2 units.

Prerequisite: Sophomore standing.

Counts toward management concentration.

Case methodology is a critical tool for

analysts, managers, and entrepre-

neurs. This course explores how

strategic frameworks are applied to

high level business problems. Case

interviews and case competitions are

used as models for learning. Students

study the principles behind creating

and delivering effective visual slide-

based presentations via mock deliver-

ies. Class time focuses on concept

lectures and skill-building through

individual and group exercises with

self-critique. Assignments focus on

creating and editing data-based pre-

sentations. This course is highly rec-

ommended for students who wish to

participate in case competitions.

Decision Models: Spreadsheets

and Analytics

MULT-UB 7 3 units.

Prerequisites: OPMG-UB 1 and junior

standing.

Counts toward statistics, information sys-

tems, marketing, management, and opera-

tions concentrations. Counts towards

Corporate Finance, Business Analytics,

Digital Marketing, and Asset Pricing

tracks.

This course introduces the basic prin-

ciples and techniques of applied

mathematical modeling for manage-

rial decision making (models used in

fields such as finance, operations, and

marketing). Students learn the use of

important analytical methods (e.g.,

spreadsheet modeling, using the opti-

mization solver, running Monte Carlo

simulations) to recognize their

assumptions and to employ them in

decision making. Emphasis is placed

on model formulation and interpreta-

tion of results, not mathematical the-

ory. The course is hands-on and

focuses on problem solving. While

aimed at undergraduates with little

prior exposure to modeling and quan-

titative analysis, it is appropriate for

all students who wish to strengthen

their quantitative skills.

Cohort Leadership Program I

MULT-UB 9 0 units. Graded pass/fail.

Required for all freshmen.

The purpose of the Cohort Leadership

Program, Introduction to Markets,

Professionalism, Analysis, Community,

and Teamwork (IMPACT), is to facili-

tate community building among

Stern freshmen. IMPACT achieves its

mission by cultivating an education-

ally stimulating environment of cur-

ricular and co-curricular

experiences. IMPACT’s dynamic plat-

form exposes students to Stern

Undergraduate College’s values:

Explore, Collaborate, and

Engage. Freshmen explore some of the

central tenets of business through

academic theory, collaborate to develop

a real-world strategy based on social

impact, and engage in the implemen-

tation and launch of their strategy.

Cohort Leadership Program II

MULT-UB 10 0 units. Graded

pass/fail.

Required for all sophomores.

Cohort Leadership Program (CLP) II:

GO LEAD (Global Opportunities for

Leadership, Ethics, and Academic

Development) builds upon the strong

foundation in business ethics, social

responsibility, and leadership that

students develop during their fresh-

man year through the Cohort

Leadership Program and Business and Its

Publics courses. GO LEAD is a

required comprehensive semester-

long program that actively engages

Stern sophomores in curricular and

co-curricular learning experiences.

Integrated within the Office of

Student Engagement and the Office

of Academic Affairs, GO LEAD

encourages students to take an active

role in their leadership, ethics, and

academic development through the

exploration of global opportunities in

both the private and public sectors.

Advanced Decision Models

MULT-UB 16 3 units.

Prerequisites: OPMG-UB 1 and

MULT-UB 7.

Counts toward statistics, information sys-

tems, marketing, and management concen-

trations. Counts towards Asset Pricing

and Corporate Finance tracks.

This course is designed for students

who have taken Decision Models

(MULT-UB 7) and would like to fur-

ther develop their quantitative model-

ing skills for managerial decision

making. Students learn more advanced

modeling tools including: static sto-

chastic optimization, two-stage sto-

chastic optimization with recourse,

chance-constrained stochastic opti-

mization, and dynamic programming.

Students explore their applications in

various business domains, such as mar-

keting, finance, inventory manage-

ment, revenue management, supply

chain management, and project man-

agement, among others. Students also

learn how these models can be solved

using Risk Solver Platform for Excel, a

powerful tool for risk analysis, simula-

tion, and optimization. The emphasis

throughout the course is on model for-

mulation, solution methods, and man-

agerial interpretation of the results,

rather than on the mathematical algo-

rithms used to solve the models.

M U LT I D I S C I P L I N A R Y C O U R S E S 53

ame Theory

MULT-UB 20 3 units.

Prerequisite: Sophomore standing.

Counts toward business economics and

management concentrations

. Counts

towards Corporate Finance track.

This course introduces the basics of

game theory. It focuses on fundamen-

tals of game theory, covering basic con-

epts and techniques through a mix of

lectures, exercises, and case discussions.

Students also think about how the les-

sons learned may apply to other con-

texts, such as politics. The course

equips students with game theory

techniques for making good business

decisions by learning how to recognize

and model strategic situations and to

predict when and how actions will

influence the decisions of others.

Law through the Lens of Film

MULT-UB 23 2 units.

Prerequisite: Sophomore standing.

Counts as Stern elective.

The layman often perceives the law as

a mysterious abstraction - something

one hears about on a news report

about the Supreme Court or in rela-

tion to criminal law or perhaps some-

thing one hopes to avoid just by not

having any traffic violations.

Although law is not always visible in

everyday life, it is also not so esoteric

as to be beyond the layman’s under-

standing. This course aims to develop

a more educated perception of the law

so that it becomes less intimidating,

and to equip students with a basic

level of savvy and analytical ability in

relation to law. Over the course of the

semester, students watch films and

learn to spot legal issues in a variety

of scenarios, from personal life to

business transactions. Discussions

will then go into how such issues can

impact the individuals and entities

involved, how they can be resolved,

what the ramifications of those issues

are in the bigger scheme of society,

and what kind of examples actually

do exist in both historical and con-

temporary case law. While this is a

Stern course, it is not limited to busi-

ness law; rather, it is a broad overview

of law as viewed through film.

The Financial System

MULT-UB 27 3 units.

Prerequisites: FINC-UB 2 and ECON-

UB 11.

Counts toward business economics, finance,

and global business concentrations. Counts

toward Corporate Finance and Asset

Pricing tracks.

The financial crisis has shown both

how important the financial system is

to the global economy and how com-

plicated it is. Financial systems are

centered around financial institutions

and capital markets, but they also

nvolve governments, public policy,

and regulation. They span the globe

from the US, the EU and Japan, to

Russia, China, and the Emerging

Markets. In key areas, country-level

financial architectures are integrating

to form a more seamless high-per-

formance whole, but this integration

also amplifies problems during times

f crisis. This course provides stu-

dents with a broad and rigorous

understanding of (1) how the global

financial system works and what pur-

poses it serves, (2) who the major

players are and how they operate, and

(3) what challenges the system creates

for public policy. In doing so, the

course helps students understand and

make the most of their own opportu-

nities in the financial system.

Revenue Management and Pricing

MULT-UB 30 3 units.

Prerequisite: OPMG-UB 1.

Counts toward operations concentration.

Revenue Management and Pricing

(RMP) focuses on how firms should

manage their pricing and product

availability policies across different

selling channels to maximize per-

formance and profitability. One of the

best-known applications of RMP is

yield management whereby airlines,

hotels, and other companies seek to

maximize operating contribution by

dynamically managing capacity over

time. For example, American Airlines

estimates that its pricing and revenue

management practices have generated

more than $1.4 billion in additional

incremental revenue over a three-year

period. Furthermore, the restless evo-

lution of information technologies

and software development have fueled

the rapid growth of commercial RMP

systems and related consulting serv-

ices. Through lectures and case stud-

ies, the course develops a set of

methodologies that students can use

to identify and develop opportunities

for revenue optimization in different

business contexts including the trans-

portation and hospitality industries,

retail, media and entertainment,

financial services, health care, and

manufacturing. The course places

particular emphasis on discussing

quantitative models needed to tackle

a number of important business prob-

lems including capacity allocation,

markdown management, dynamic

pricing for ecommerce, customized

pricing, and demand forecasts under

market uncertainty.

Trading Strategies and Systems

MULT-UB 35 3 units.

Prerequisite: Sophomore standing.

Counts toward information systems con-

centration and Asset Pricing track.

This course describes how equity and

erivatives markets work and the

commonly employed trading strate-

gies used by professionals in these

markets. The course focuses on how

to construct indicators that measure

the state of a market, the develop-

ment of trading strategies based on

these indicators, and the measure-

ment and management of risk associ-

ted with the strategies. The course is

useful to anyone interested in hedge

funds, sales and trading, operations,

and technology.

Search and the New Economy

MULT-UB 36 3 units.

Prerequisites: INFO-UB 1 and sophomore

standing.

Counts toward information systems and

marketing concentrations. Counts towards

Business Analytics and Entrepreneurship

tracks.

This course introduces students to the

changes search technology has

brought upon business and society.

Search engine companies like Google,

Yahoo, and Microsoft are rapidly

changing the way companies market

their products, how consumers pur-

chase products, and how businesses

produce and deliver products. The

amount of data being generated and

maintained by these companies has

also forced them to develop com-

pletely new approaches to managing

systems and data. These approaches

are now being used in other indus-

tries, in particular, pharma and finan-

cial services. The course covers the

basic elements of search technologies

and how they are impacting the many

emerging new industries such as

social networks, mobile advertising,

text messaging, and search engine

optimization.

Electronic Communities

MULT-UB 37 3 units.

Counts toward information systems and

management concentrations.

An eCommunity is a group of people

organized online around a topic or

issue. In this course, students are

introduced to the landscape of online

communities and social networks.

Examples and case studies of online

communities are discussed and ana-

lyzed to identify the characteristics of

effective communities and methods

for evaluation. Students review and

interact with several online platforms

used to design, develop, and maintain

an online community. Students then

use this knowledge to design and/or

redesign an online community for a

business client. Working in teams

with a small business owner or organ-

ization leader, students will analyze

their online community presence as

well as their competitors’, and pro-

pose and potentially implement a

M U LT I D I S C I P L I N A R Y C O U R S E S 54

ew online community strategy.

To provide cutting edge perspectives,

industry professionals are invited

to lead class discussions on special

topics.

Entrepreneurship 2.0

MULT-UB 39 2 units.

Prerequisite: Sophomore standing.

ounts toward Entrepreneurship track.

Entrepreneurship 2.0 studies the

process to launch and build a com-

pany. Technology and the Internet

continue to accelerate rapid innova-

tion that is disrupting most industries

and creating many new ones. There

has never been a better time to launch

a business, and with so many rela-

tively inexpensive technology tools

available, most entrepreneurs today

are entering markets with a lean,

rapid and agile approach. In short,

startups research their market to

become “Ready”, test their product by

firing away “FIRE”, and use the real

market feedback to improve their

“Aim”, and then they repeat the

“Ready-FIRE-Aim” loop until they

have the best product-market fit. This

course, taught by experienced entre-

preneurs, mixes lectures, office-hours,

case studies, and guest entrepreneur

presentations in an interactive and

collaborative classroom environment.

The students will form startup teams

to brainstorm business ideas, research

and test their products, and create a

business summary for a live presenta-

tion to the class. Guest entrepreneurs,

investors and your instructor will

review your presentations to provide

feedback and direction.

Entrepreneurship for the New

Economy

MULT-UB 40 3 units.

Prerequisite: Sophomore standing.

Counts toward management concentration,

social entrepreneurship minor, and

Entrepreneurship track.

This course discusses how the

Internet has created a truly global and

completely interconnected world

economy.

The ability to reach and tar-

get customers is much greater and the

cost to sell products is much cheaper,

creating businesses that can get to

market rapidly, build scale with capi-

tal efficiency, and create value for

founders and investors. The course

focuses on the dynamics of this new

business environment and the steps

necessary to build a business in a Web

2.0 economy, as well as what to evalu-

ate when launching a new venture

and how (and when and whether) to

secure financing.

ocial Entrepreneurship

MULT-UB 41 3 units.

Prerequisite: Sophomore standing.

Counts toward social entrepreneurship

minor and Entrepreneurship track.

Social entrepreneurship is an emerg-

ing and rapidly changing business

field that examines the practice of

identifying, starting, and growing

uccessful mission-driven for-profit

ventures. This course provides a

socially relevant academic experience

to help students gain in-depth

insights into economic and social

business creation across a number of

sectors/areas including poverty allevi-

ation, energy, and sustainability.

Through case studies, lectures, and

classroom dialogue, students learn to

think strategically and act oppor-

tunistically with a socially conscious

business mindset.

The Middle East: Culture,

Markets, and Strategy

MULT-UB 45 3 units.

Counts toward global business

concentration.

This course provides an introduction

to business in the Middle East and

North Africa (MENA). It examines

key cultural, economic, political, and

social structures and trends in the

region and explores their implications

for business strategies. Students study

key events that have shaped the region

beginning from the influence of Islam

and the control by the Ottoman

Empire through the colonial period to

today. Issues covered may include

political developments in the region

such as the recent Arab spring, the

Arab-Israeli peace process, the geopol-

itics of oil, economic development and

competitiveness, the business environ-

ment, cultural issues, demographic

patterns, water and agriculture, and

consumption patterns.

Entertainment Law

MULT-UB 48 2 units.

Prerequisite: Sophomore standing.

Counts toward business of entertainment,

media, and technology minor.

Law inevitably touches all fields in

some way, and mass media and enter-

tainment is no exception. This course

examines the inner workings of the

entertainment business from a legal

perspective. Major topics include con-

tracts, torts (defamation and privacy),

and intellectual property. It also

focuses on the relationships between

various parties in the entertainment

field (e.g., the artist, manager, and

agent), the protection of intellectual

property interests, and various aspects

of the recording industry (e.g., con-

tracts and royalties). Ultimately, this

course prepares students for general

analysis of a wide variety of entertain-

ment law issues. Dealing with more

arrow topics, such as constitutional

concerns or union representation,

requires additional, specialized inde-

pendent study. This class also helps

students further develop their reason-

ing and communication skills.

Real Estate Transactions

MULT-UB 51 3 units.

rerequisite: SOIM-UB 6.

Counts toward Real Estate Track.

This course examines the legal issues

of real estate financing with an

emphasis on commercial transactions.

The main topics covered are acquisi-

tion, development, construction, per-

manent financing, and management.

The course focuses on these topics

from a legal perspective and students

will develop the ability to use legal

concepts in real estate transactions.

The final part of the course covers

some aspects of taxation specific to

real estate.

Social Innovation Practicum

MULT-UB 70 3 units.

Prerequisite: Sophomore standing.

Counts toward social entrepreneurship

minor.

This course is designed to help stu-

dents gain actionable insights into

the nexus between economic and

social value creation. Specifically, the

course provides students with hands-

on exposure to the entrepreneurial

pursuit of social impact and innova-

tion. Students gain increased ability

to recognize and critically assess vari-

ous forms of social enterprise strate-

gies as tools of economic development

and social transformation; greater

understanding of growing and sus-

taining a social enterprise, as well as

special insights into enterprise devel-

opment and growth; improved con-

sulting skills, including project

planning, issue and stakeholder

analysis, formulation of strategic and

tactical recommendations, and client

relationship management.

Entrepreneurship and Law in

Practice

MULT-UB 86 2 units.

Prerequisites: MGMT-UB 85 (only if a

student wishes to count it as an elective

toward the management concentration)

and sophomore standing.

Counts toward social entrepreneurship

minor and Entrepreneurship track.

The course is designed around two

games: the law game and the entre-

preneurship game. The entrepreneur-

ship game focuses on the legal and

financial issues an entrepreneur con-

siders in starting a business (teams

follow the life-cycle of a business they

create. Students are encouraged to go

on to create companies started in the

game!). The law game simulates a

civil trial from inception to end.

M U LT I D I S C I P L I N A R Y C O U R S E S 55

esearch Seminar in Finance

MULT-UB 210 3 units.

Prerequisites: FINC-UB 7 and

sophomore standing.

Counts towards finance concentration.

This course is an advanced elective

designed to introduce students to the

excitement of doing research in the

field of finance. The course will usu-

lly focus on a sub-category of

Finance, such as Corporate Finance,

Asset Management, Market

Microstucture, or other topics

depending upon the faculty interest.

Students are required to read original

research articles and develop an

understanding of the research process

including the development of testable

hypotheses, collection of suitable

data, application of appropriate ana-

lytic or statistical methodology, and

ultimately reach an understanding of

research findings and their limita-

tions. Deliverables in the course will

typically include written literature

surveys and projects that replicate

classic research studies or develop

new research ideas. For more infor-

mation about Research Seminars and

other SPUR programming, please see

page 106.

lobal Macroeconomic Issues

MULT-UB 230 3 units.

Prerequisites: ECON-UB 11 and

sophomore standing.

Counts toward business economics, eco-

nomic theory, and finance concentra-

tions. Counts towards Corporate Finance

and Asset Pricing tracks.

This course introduces students to

nternational macroeconomics and

analyzes current international macro-

economics and financial issues, poli-

cies, and events, including current

global economic conditions in the

United States, Europe, and Asia and

emerging market economies; interest

rates, exchange rates, and asset prices

in the global economy; causes and con-

sequences of trade deficits and external

imbalances; emerging market

economies; financial crises; causes of

currency, banking, and financial crises;

short- and long-term effects of mone-

tary and fiscal policy asset bubbles,

credit booms, and financial crises; and

the globalization of financial markets.

These topics are integrated into a theo-

retical framework that stresses interna-

tional factors from the start. Examples

from the United States, Europe, Japan,

China, and emerging market

conomies are used to enhance knowl-

edge of the world economy.

Getting to Launch! The Lean

Startup Lab

MULT-UB 301 3 units.

Prerequisite: Sophomore standing.

Counts toward social entrepreneurship

minor and Entrepreneurship track.

his course broadly focuses on venture

creation and guides students through

the thrilling ride that is the entrepre-

neurial startup process. Students

explore the how-to’s of identifying

and evaluating opportunities, devel-

oping innovative business models,

concept testing, gaining early cus-

tomer feedback, and then rapidly iter-

ating to better address market

demand and meet competitor chal-

lenges. Emphasis is placed on com-

pleting a feasibility analysis that

examines “will it fly?” and on creating

a strategic plan for launching, operat-

ing, and financing a business, be it a

web 2.0, traditional brick and mortar,

for-profit, or social impact venture.

Executive

Practitioner &

Experiential

Learning

Seminars

Executive Practitioner and Experiential

Learning Seminars offer eligible stu-

dents opportunities

to have meaningful

collaborations

with practitioners and

organizations; to learn first-hand from

leading practitioners, entrepreneurs,

and top faculty in their fields; and to

apply the skills acquired in the class-

room to real-world problems.

Each semester new and innovative

seminars will be announced prior to

the registration period. All courses in

this category will be identified as

Multidisciplinary (MULT-UB). Some

may require application processes or

prerequisites. Some may satisfy spe-

cific area of study elective require-

ments, while others will count

towards Stern elective requirements.

Students should consult the Stern

Undergraduate Advising Office with

any questions.

EXECUTIVE PRACTITIONER

SEMINARS

Following is a sample of Executive

Practitioner Seminars that have been

offered in the past. New courses may

be offered each semester.

The Dynamics of the Fashion

Industry

MULT-UB 151 3 units.

Prerequisite: Sophomore standing.

Corequisites: FINC-UB 2 and

MGMT-UB 1.

Counts toward management and organi-

zations concentration.

The fashion industry is a unique and

highly visible part of the business

world and New York City is its

global capital. The industry’s eco-

nomic impact on New York City is

significant, employing more than

173,000 people and generating nearly

$10 billion in wages. In addition, the

semi-annual Fashion Week, which

includes more than 500 fashion shows

and attracts approximately 232,000

attendees each year, generates almost

$900 million annually. This course

brings together leading designers,

manufacturers, and retailers who dis-

cuss with students the unique aspects

of the fashion business. Both estab-

lished players and entrepreneurial

ventures are represented and focus on

specific challenges the fashion indus-

try faces in finance, marketing, sales,

manufacturing, management, and

operations.

Financial Reporting: Practical

Insights

MULT-UB 152 3 units.

Prerequisites: FINC-UB 7 and

ACCT-UB 3.

Counts toward accounting concentration.

Many Stern students are involved in

some aspects of reporting and analyz-

ing financial statements after they

graduate. Therefore, having a good

understanding of the practical aspects

of financial reporting and analysis is

crucial to finding a job and having a

successful career. These practical

aspects cannot be communicated in a

traditional classroom setting; their

understanding requires presentations

by and in-depth discussions with

industry professionals. Stern’s New

York City location gives students

unparalleled access to such profession-

als and this course offers a unique

opportunity to interact with them.

EXPERIENTIAL LEARNING

SEMINARS

Following is a sample of Experiential

Learning Seminars that have been

offered in the past. New courses may

be offered each semester.

M U LT I D I S C I P L I N A R Y C O U R S E S 56

arketing Social Initiatives in

Developing Countries

MULT-UB 101 3 units.

Prerequisite: Sophomore standing.

Corequisite: MKTG-UB 1.

Counts toward marketing and global

business concentrations.

There are many social challenges in

the developing world, including

ealth issues, agriculture, violence

against women, education, labor, and

the environment. In the healthcare

field alone, problems include prevent-

ing the spread of AIDS, providing

child immunization, family planning,

breast feeding, preventing and con-

trolling a range of communicable and

non-communicable diseases, drug

abuse, and diet and nutrition. This

project-based course presents a behav-

ioral impact marketing planning

process with a focus on integrated

communication plans. The projects

will be “live”, based on current initia-

tives by governments and NGOs (e.g.

World Health Organization (WHO),

UNICEF) in Asia, Latin America, and

African countries. Lectures and dis-

cussions will be augmented by exter-

nal speakers from the field with

students creating marketing plans to

address social challenges in develop-

ing countries.

ocial Impact Consulting

MULT-UB 103 3 units.

Prerequisite: Sophomore standing.

Counts toward social entrepreneurship and

public policy and management minors.

This course is an experiential learning

seminar involving project-based col-

laboration among students, faculty,

and nonprofit organizations in New

ork City. Its two objectives are to

provide students with an occasion to

put the lessons learned in the Social

Impact Core Curriculum into practice

as consultants; and to produce project

outcomes that have meaning and

value for participating stakeholders.

Fashion Industry: Creativity and

Business

MULT-UB 104 3 units.

Counts toward Entrepreneurship track.

There are many challenges to running

a fashion business. Marrying the

oftentimes conflicting views and ori-

entations of the creative side of the

business with the practical opera-

tional realities of making money is

one of the largest ones. This course

provides students with the opportu-

nity to work on projects with execu-

tives, designers, merchandisers,

manufacturers, and marketers from

leading fashion companies and start-

up ventures. Both established players

and entrepreneurial ventures will be

represented, focusing on specific chal-

lenges the fashion industry faces in

finance, marketing, sales, manufac-

turing, management, and operations.

This is a project-based class, during

hich students will learn the ins and

outs of the fashion industry through

working on “live cases.” Projects

cover all aspects of the industry and

can vary from working with estab-

lished fashion brands and retailers to

helping start-ups launch their busi-

nesses. At the completion of the proj-

ects, teams will present their analysis

nd plans to a panel of industry

experts who will evaluate them based

on their thoroughness and value to

the companies.

Emerging Technologies in the

Energy Industry

MULT-UB 105 3 units.

Prerequisite: Sophomore standing.

Counts toward public policy and social

entrepreneurship minors.

This course lies at the intersection of

two academic streams: Technology &

Innovation and the Energy Industry.

Specifically, it examines the rapid

technological changes that are taking

place in the energy industry from an

economic, geopolitical, and sociocul-

tural perspective. It covers traditional

petroleum-based industries as well as

other industries such as solar, nuclear,

sand oil, wind, biofuels, and renew-

able energy. It also examines techno-

logical changes in the electricity

market including smart grids. As part

of the Experiential Learning Seminar,

the course requires students to work

on projects with New York City-

based organizations.

C R O S S - S C H O O L M I N O R S 57

Cross-School Minors

Advanced

Mathematical

Methods Minor

with the College

of Arts and

Science

ADVANCED MATHEMATICAL

METHODS MINOR REQUIRE-

MENT (4 COURSES)

The Advanced Mathematical

Methods minor provides students

with mathematical tools to handle

complex business problems. Most

advanced mathematics courses offered

in mathematics departments require

as prerequisites a complete coverage

of calculus up to and including calcu-

lus of several variables, as well as lin-

ear algebra. In today’s business world,

the most quantitatively demanding

projects require not only this level of

mathematics, but also a thorough

grounding in probability and statis-

tics. This joint minor between CAS

and Stern serves these needs by

requiring courses in mathematics and

numerical methods offered within the

Mathematics Department at CAS and

courses in probability theory and sta-

tistical analysis offered within the

Statistics and Actuarial Science

Department at the Stern School of

Business.

Students are required to take the fol-

lowing courses:

Linear Algebra

MATH-UA 140*

Introduction to the Theory of

Probability

STAT-UB 14**

Numerical Analysis

MATH-UA 252

Numerical Methods I

MATH-GA 2010

One course from the advanced course

list below:

Statistical Inference and

Regression Analysis

STAT-UB 15

Introduction to Stochastic

Processes

STAT-UB 21

Ordinary Differential Equations

MATH-UA 262

Partial Differential Equations

MATH-UA 263

Analysis I

MATH-UA 325

COURSES

Calculus III

MATH-UA 123 4 units.

Prerequisite: A grade of C or better in

MATH-UA 122 or the equivalent.

Note that this course is not required for

the minor, but is a prerequisite for the

minor courses.

This course covers functions of several

variables: vectors in the plane and

space; partial derivatives with appli-

cations, especially Lagrange multipli-

ers; double and triple integrals;

spherical and cylindrical coordinates;

and surface and line integrals.

Linear Algebra

MATH-UA 140 4 units.

Prerequisite: A grade of C or better in

MATH-UA 121 or the equivalent.

Students learn systems of linear equa-

tions, Gaussian elimination, matrices,

determinants, Cramer’s rule, vectors,

vector spaces, basis and dimension,

linear transformations, Eigenvalues,

eigenvectors, and quadratic forms.

Introduction to the Theory of

Probability

STAT-UB 14 3 units.

Prerequisites: MATH-UA 121 and

MATH-UA 122. MATH-UA 103 is

also suggested.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Statistical Inference and

Regression Analysis

STAT-UB 15 3 units.

Prerequisites: MATH-UA 121,

MATH-UA 122, MATH-UA 124,

and STAT-UB 14.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Introduction to Stochastic

Processes

STAT-UB 21 3 units

Prerequisites: MATH-UA 121,

MATH-UA 122, and STAT-UB 14.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Numerical Analysis

MATH-UA 252 4 units.

Prerequisites: MATH-UA 123 and

MATH-UA 140 with a grade of C or

better.

Students explore how mathematical

problems can be analyzed and solved

with a computer. As such, numerical

analysis has very broad applications in

mathematics, physics, engineering,

finance, and the life sciences. This

course gives an introduction to this

subject for mathematics majors.

Theory and practical examples using

MATLAB are combined to study a

range of topics ranging from simple

root-finding procedures to differential

equations and the finite element

method.

Numerical Methods I

MATH-GA 2010 3 units.

Prerequisites: A good background in lin-

ear algebra, and experience with writing

computer programs (in Matlab, Python,

Fortran, C, C++, or other language).

Prior knowledge of Matlab is not

required, but it is used as the main lan-

guage for homework assignments.

This course covers floating point

arithmetic; conditioning and stabil-

ity; numerical linear algebra, includ-

ing direct methods for systems of

linear equations, eigenvalue prob-

lems, LU, Cholesky, QR and SVD

factorizations; interpolation by poly-

nomials and cubic splines; Numerical

quadrature; Nonlinear systems of

equations and unconstrained opti-

mization; Fourier transforms; and

*Students who have the equivalent of

MATH-UA 140 should substitute a more

advanced course from the list above.

**All students must take at least one Stern

course in order to meet minor requirements. If

a student has completed the CAS version of

Probability, STAT-UB 14 should not be

taken. Select one of the following instead:

Statistical Inference and Regression Analysis

STAT-UB 15

Introduction to Stochastic Processes

STAT-UB 21

C R O S S - S C H O O L M I N O R S 58

onte Carlo methods. Computer pro-

gramming assignments and individ-

ual research projects are an essential

part of the course.

Ordinary Differential Equations

MATH-UA 262 4 units.

Prerequisites: MATH-UA 122,

MATH-UA 123, and MATH-UA

40.

This course covers first and second

order equations, series solutions, and

laplace transforms. It also provides an

introduction to partial differential

equations and Fourier series.

artial Differential Equations

MATH-UA 263 4 units.

Prerequisite: MATH-UA 262 with a

grade of C or better or the equivalent.

Many laws of physics are formulated

as partial differential equations. This

course discusses the simplest exam-

ples, such as waves, diffusion, gravity,

and static electricity. Nonlinear con-

ervation laws and the theory of shock

waves are discussed, as are further

applications to physics, chemistry,

biology, and population dynamics.

nalysis I

MATH-UA 325 4 units.

Prerequisites: MATH-UA 123 and

MATH-UA 140 with grades of C or

better and/or equivalents.

This course focuses on the real num-

ber system and convergence of

sequences and series. It includes rig-

orous study of functions of one real

ariable: continuity, connectedness,

compactness, metric spaces, power

series, uniform convergence, and con-

tinuity.

Business of

Entertainment,

Media, and

Technology

Minor with the

Steinhardt School

of Culture,

Education, and

Human

Development, and

the Tisch School

of the Arts

New York City is home to major sec-

tors of the entertainment and media

industries, including major media

conglomerates, network television,

independent film, book and magazine

publishing, advertising, and two of

the largest cable companies. This

cross-school minor includes courses

from Stern School of Business, Tisch

School of the Arts, and Steinhardt

School of Culture, Education, and

Human Development. It provides a

foundation in the business aspects of

media and entertainment and exam-

ines how technology impacts these

industries. Students take electives

from areas that deepen their knowl-

edge base and understanding of these

sectors.

BUSINESS OF

ENTERTAINMENT, MEDIA,

AND TECHNOLOGY (BEMT)

MINOR REQUIREMENTS

(16 UNITS)

Stern students cannot count a required

course from the Business Core or from

their concentration toward the minor.

All students are required to take 8

units of their minor at Stern. All stu-

dents must take Entertainment and

Media Industries (MKTG-UB 40) as

the core requirement plus 6 units of

additional electives within Stern from

the following list. The remaining 8

units must be taken through either

the Steinhardt or Tisch courses listed.

A minimum grade of C is required for

all courses intended to count toward

the BEMT minor, and the minimum

overall GPA required in the minor

is 2.0.

Note: If a course is not listed and a Stern

student would like to count it toward his

or her minor, the student may submit the

request to the Stern Undergraduate

College Office of Academic Advising

([email protected]). The office

will request permission from the BEMT

academic director. If the course is approved

for the minor and is offered by Tisch (ver-

sus Stern), the student must follow proce-

dures for non-majors wishing to take film

courses (http://ﬁlmtv.tisch.nyu.edu/object/

UFTV_NonMajor_ﬁlm_courses_only).

COURSES

Core Course

Entertainment and Media

Industries

MKTG-UB 40 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Note: Students are highly encouraged to

take this course first because it serves as a

foundation class for the study of this

minor. Steinhardt students majoring in

Media, Culture, and Communication may

take MCC-UE 1020, the Business of

Media (4 units) instead of MKTG-UB

40, but must still complete 8 units at

Stern as part of the minor.

STERN ELECTIVE COURSES

Entertainment Accounting

ACCT-UB 49 2 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Accounting and Valuation in EMT

ACCT-UB 55 2 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Managing Creative Content

Development

MKTG-UB 4 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Business of Publishing

MKTG-UB 19 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Business of Film

MKTG-UB 20 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Entertainment Finance

MKTG-UB 21 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Movie Marketing

MKTG-UB 22 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Impact of Technology on

Entertainment and Media

MKTG-UB 23 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Business of Broadway

MKTG-UB 25 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Media Planning and Research

MKTG-UB 41 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Television Management

MKTG-UB 44 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Social Media Strategy

MKTG-UB 45 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Globalization of the Entertainment

Industry

MKTG-UB 46 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

C R O S S - S C H O O L M I N O R S 59

ports Marketing

MKTG-UB 47 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Business of Producing

MKTG-UB 49 2 units.

Full course description can be found

n the Department of Marketing sec-

tion (page 43).

Craft and Commerce of Film:

Tribeca Film Festival

MKTG-UB 51 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Digital Business Strategies

MKTG-UB 56 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Leisure Marketing

MKTG-UB 80 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Sports Economics

ECON-UB 211 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Social and Digital Marketing

Analytics

INFO-UB 38 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Networks, Crowds, and Markets

INFO-UB 60 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Managing in Creative Industries

MGMT-UB 9 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Entertainment Law

MULT-UB 48 2 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Tisch Film and Television Elective

Courses

See the NYU Tisch web site at

filmtv.tisch.nyu.edu/page/courses for

detailed course descriptions and pre-

requisites. All non-majors are

restricted to section 002 of the listed

Tisch courses, with the exception of

ummer programming.

Language of Film

FMTV-UT 4 4 units.

Producing the Short Screenplay

FMTV-UT 1023 3 units.

Producing for Television

FMTV-UT 1028 3 units. Summer only.

TV Nation: Inside and Out of

the Box

FMTV-UT 1086 3 units.

Strategies for Independent

Producing

FMTV-UT 1092 3 units.

Film Marketing and Distribution

FMTV-UT 1093 3 units.

Producing for Film

FMTV-UT 1095 3 units.

Legal Aspects of the

Entertainment Industry

FMTV-UT 1195 3 units.

Producing for Film and Television

FMTV-UT 1295 3 units. Summer only.

Steinhardt Music Business Elective

Courses

See the NYU Steinhardt website at

steinhardt.nyu.edu/music/business for

detailed course descriptions and pre-

requisites.

Business Structure of the Music

Industry

MPAMB-UE 100 2 units. Fall and

spring.

Note: Business Structure of the Music

Industry is a prerequisite for all the fol-

lowing courses listed.. Students may enroll

in any section marked “non-majors.”

Concert Management

MPAMB-UE 200 2 units. Spring.

Music Publishing

MPAMB-UE 205 2 units. Fall and

spring.

nternational Music Business

Marketplace

MPAMB-UE 300 2 units. Fall and

spring.

Interactive, Internet and Mobile

Music

MPAMB-UE 1306 2 units. Fall.

illage Records

MPAMB-UE1310 2 units. Fall and

spring.

Prerequisite: Junior or senior standing.

Music Business Internship

MPAMB-UE.1320 2 units. Fall,

spring, and summer.

Prerequisite: Junior or senior standing.

Steinhardt Media, Culture and

Communication Elective Courses

See the NYU Steinhardt web site at

steinhardt.nyu.edu/mcc for detailed

course descriptions and prerequisites.

Television: History and Form

MCC-UE 1006 4 units.

Film: History and Form

MCC-UE 1007 4 units.

Video Games: Culture and

Industry

MCC-UE 1008 4 units.

Media Audiences

MCC-UE 1016 4 units.

Digital Literacy

MCC-UE 1031 4 units.

Media, Technology, and Society

MCC-UE 1034 4 units.

Media and Globalization

MCC-UE 1300 4 units.

Global Media and International

Law

MCC-UE 1304 4 units.

Media and the Culture of Money

MCC-UE 1404 4 units.

Culture

MCC-UE 1405 4 units.

The Rise of Internet Media

MCC-UE 1571 4 units.

Marketing for Mass Media

MCC-UE 1785 4 units.

C R O S S - S C H O O L M I N O R S 60

Public Policy

and

Management

Minor With the

Wagner Graduate

School of

Public Service

In today’s global society, the interde-

pendencies of the market, commu-

ity, and state sectors have created a

need for individuals who possess a

deep understanding of both the pub-

lic and private spheres. This interdis-

ciplinary minor enables students to:

• Study sector-specific convergence,

divergence, and challenges in

management practices;

• Examine political influences on

ocal, domestic, and international

policy;

• Explore sustainability issues

within the sectors; and

• Understand the nuances of effec-

tive leadership.

PUBLIC POLICY AND MAN-

AGEMENT MINOR REQUIRE-

MENTS (14 UNITS MINIMUM)

All students must complete a mini-

mum of 14 units to satisfy the inter-

school minor requirements ad must

take at least 6 units in each school.

Students cannot declare classes count-

ing toward this minor pass/fail. Stern

undergraduate students cannot double-

count required business core or concentra-

tion courses toward this minor.

All students must take one of the fol-

lowing foundation courses as the core

requirement.

Core Courses

The Politics of Public Policy: City,

Nation, and Globe

UPADM-GP 101 4 units.

See the NYU Wagner web site at

wagner.nyu.edu/undergrad/minors.php for

full course description.

Introduction to Managing Public

Service Organizations

UPADM-GP 103 4 units.

See the Wagner web site at

wagner.nyu.edu/undergrad/minors.php for

full course description.

Management and Organizations

MGMT-UB 1 4 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Stern Elective Courses

Principles of Financial

Accounting

ACCT-UB 1 4 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Management and Organizations

MGMT-UB 1 4 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Introduction to Marketing

MKTG-UB 1 4 units.

ull course description can be found

in the Department of Marketing sec-

tion (page 43).

Business and the Environment

ECON-UB 225 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Managing People and Teams

MGMT-UB 7 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Managerial Skills

MGMT-UB 21 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Managing Change

MGMT-UB 25 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Negotiation and Consensus

Building

MGMT-UB 30 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Power and Politics

MGMT-UB 66 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Experiential Learning Seminar:

Social Impact Consulting

MULT-UB 103 3 units.

Prerequisite: Sophomore standing.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Experiential Learning Seminar:

Emerging Technologies in the

Energy Industry

MULT-UB 105 3 units.

Prerequisite: Sophomore standing.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Wagner Graduate School of Public

Service Elective Courses

See the NYU Wagner website at wag-

ner.nyu.edu/undergrad/minors.php for

detailed course descriptions and pre-

requisites.

The Politics of Public Policy: City,

Nation, and Globe

UPADM-GP 101 4 units.

Introduction to Social Impact

UPADM-GP 102 4 units.

Introduction to Managing Public

Service Organizations

UPADM-GP 103 4 units.

Getting Things Done:

Implementation in Health Policy

& Management

UPADM-GP 211 4 units.

Politics of New York

UPADM-GP 215 4 units.

U.S. Immigration Policy in Global

Perspective

UPADM-GP 218 4 units.

The Meaning of Leadership

UPADM-GP 221 4 units.

Philanthropy, Advocacy and Social

Change

UPADM-GP 224 4 units.

The International Financial

System: Can It Be Regulated?

UPADM-GP 225 4 units. January

term.

Vital Voices: Women Changing the

World

UPADM-GP 226 4 units.

The Intersection of Politics and

Public Service

UPADM-GP 229 4 units.

Medical Care & Health:

Comparative Perspectives

UPADM-GP 230 4 units.

Topics in Health: Policy, Politics,

and Power

UPADM-GP 236 4 units.

The Business of Nonproﬁt

Management

UPADM-GP 242 4 units.

Brandraising: Nonproﬁt

Communications for Social

Change

UPADM-GP 243 4 units.

From Degas to Disney: Public

Policy and the Arts

UPADM-GP 263 4 units.

Social Justice & Public Policy

UPADM-GP 269 4 units.

This course may not be taken by Stern stu-

dents to satisfy minor requirements.

C R O S S - S C H O O L M I N O R S 61

Social

Entrepreneurship

Minor With the

Wagner Graduate

School of

Public Service

Social entrepreneurs are transforming

the business and societal landscape by

applying business discipline and prin-

ciples to confront some of the world’s

most intractable problems. Whether

it’s ensuring clean water, addressing

lliteracy, preventing human rights

abuses, bringing economic develop-

ment initiatives to poor communities,

or providing access to health care,

social entrepreneurs are at the fore-

front offering sustainable, business-

based solutions to meet these and

other critical challenges.

Students take a carefully chosen

election of Wagner and Stern course

options that explore the concept of

students as “changemakers.”

SOCIAL ENTREPRENEURSHIP

MINOR REQUIREMENTS (14

UNITS MINIMUM)

All students must complete a mini-

mum of 14 units to satisfy the inter-

school minor requirements and must

take at least 6 units in each school.

The inter-school minimum minor

requirements include: an introduc-

tory course, a practicum course, and

at least two additional courses (one

from each school). Stern undergraduate

students cannot double-count required

business core or concentration courses

toward this minor.

See the NYU Wagner website at wag-

ner.nyu.edu/undergrad/minors.php for

detailed course descriptions and pre-

requisites for UPADM-GP courses.

Full course descriptions for MULT-

UB courses can be found in the

Multidisciplinary Courses section

(page 52).

All students must choose at least one

Introductory Core Course from the fol-

lowing list as a core requirement.

Understanding Social

Entrepreneurship: How to Change

the World One Venture at a Time

UPADM-GP 264 4 units.

Fundamentals of Social

Entrepreneurship: Problem

Solving and Integration

UPADM-GP 265 4 units.

Social Entrepreneurship

MULT-UB 41 3 units.

All students must choose at least one

Practical Course from the following list

as a core requirement.

Advanced Social Entrepreneurship

UPADM-GP 266 4 units.

Practicum in Social

Entrepreneurship

UPADM-GP 267 4 units.

Social Innovation Practicum

MULT-UB 70 3 units.

Getting to Launch! The Lean

Startup Lab

MULT-UB 301 3 units.

All students must choose at least two

courses from the following list of Stern and

Wagner electives (one from each school).

ocial Enterprise & Economic

Development: The Indian Context

ECON-UB 223 4 units. By application

only.

Full course description can be found

in the Department of Economics

section (page 26).

Management and Organizations

MGMT-UB 1 4 units. Stern students

may not count this course towards the

minor.

Strategic Analysis

MGMT-UB 18 3 units.

Negotiation and Consensus

Building

MGMT-UB 30 3 units.

Patterns of Entrepreneurship

MGMT-UB 85 3 units.

Full MGMT-UB course descriptions

can be found in the Department of

Management and Organizations sec-

tion (page 40).

Entrepreneurship for the New

Economy

MULT-UB 40 2 units.

Entrepreneurship & Law in

Practice

MULT-UB 86 2 units.

Marketing Social Initiatives in

Developing Countries

MULT-UB 101 3 units.

Experiential Learning Seminar:

Social Impact Consulting

MULT-UB 103 3 units.

Experiential Learning Seminar:

Emerging Technologies in the

Energy Industry

MULT-UB 105 3 units.

Full MULT-UB course descriptions

can be found in the Multidisciplinary

Courses section (page 52).

Stern International Volunteers

SOIM-UB 2000 2 units.

This course is restricted to Stern students

only.

The overall objective of this course is

to discuss global economic develop-

ent with an emphasis on legal

rights; research Ghanaian culture,

history, and laws focusing on the role

of property, human rights, and envi-

ronment and conservation; consider

the role of law and business as agents

for social change; and explore per-

sonal responsibilities and opportuni-

ties for impact as volunteers

ulminating in a service trip to Accra,

Ghana. The course is organized as a

discussion seminar, with students

taking responsibility for presenting

information and facilitating dialogue.

Each week, students read articles and

book excerpts as a springboard for

class discussion. Additionally, stu-

dents will play an important role in

conducting research on Ghana and

presenting their findings to the class.

During the semester there may be

required service visits in the NYC

metropolitan area.

The Politics of Public Policy: City,

Nation, Globe

UPADM-GP 101 4 units.

Introduction to Public Service

UPADM-GP 102 4 units.

Globalizing Social Activism:

Sustainable Development

UPADM-GP 217 4 units.

Philanthropy, Advocacy and Social

Change

UPADM-GP 224 4 units.

The International Financial

System: Can It Be Regulated?

UPADM-GP 225 4 units.

Foundations of Nonproﬁt

Management

UPADM-GP 241 4 units.

The Business of Nonproﬁt

Management

UPADM-GP 242 4 units.

Advanced Social Entrepreneurship

UPADM-GP 266 4 units. If not taken

as a practical requirement.

Practicum in Social

Entrepreneurship

UPADM-GP 267 4 units. If not taken

as a practical requirement.

See the NYU Wagner website

(wagner.nyu.edu/undergrad/minors.php)

for detailed course descriptions and

prerequisites for all UPADM-GP

courses.

Tracks were developed

by a committee of

Stern faculty to pro-

vide students with a

roadmap of course-

work that will help

them develop both intellectually and

professionally in areas of interest that

cross traditional disciplines.

Tracks are designed to be multi-

disciplinary, in-depth, and supple-

mental to students’ business

majors/concentration(s). Completion

of a track will not be noted on a stu-

dent’s transcript.

A track consists of a set of approx-

imately eight courses and includes a

progression of three types of courses:

• Prerequisite courses

• Essential courses

• Advanced electives

Each track has a Track Champion

dedicated to developing and monitor-

ing the track curriculum, advising

students and facilitating their profes-

sional development.

T R A C K S 62

Tracks

Asset Pricing

Track

The Asset Pricing Track provides rig-

orous training in (1) the pricing/valu-

ation of financial instruments,

including corporate, fixed income,

and derivative securities; (2) invest-

ment strategies, including per -

formance evaluation and portfolio

theory; and (3) the workings of capi-

tal markets, including the vari ous

participants in these markets, their

roles, and the regulatory environ-

ment. Elective courses can be chosen

to emphasize macroeconomic founda-

tions, empirical methods, or quantita-

tive finance. With an appropriate

choice of elective courses, this track

provides in-depth preparation for

careers in asset management, sales

and trading, fixed income and equity

research, credit analysis, private

equity, private wealth management,

insurance, global finance (e.g., IMF,

World Bank), central bank ing, regu-

lation (e.g., SEC), economic consult-

ing and policy, as well as graduate

school in finance or economics.

PREREQUISITES

Students are required to take the fol-

lowing prerequisite courses before

pursuing the Asset Pricing track:

Microeconomics

ECON-UB 1

Principles of Financial Accounting

ACCT-UB 1

Statistics for Business Control

STAT-UB 1

and

Regression and Forecasting

Models

STAT-UB 3

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103

Introduction to Probability

Theory

STAT-UB 14

Mathematics for Economists

ECON-UA 6

Calculus II

MATH-UA 122

and

Linear Algebra

MATH-UA 140

ESSENTIAL COURSES

Foundations of Finance

FINC-UB 2

Corporate Finance

FINC-UB 7

The Financial System

MULT-UB 27

Statistical Inference and

Regression Analysis

STAT-UB 15

Regression and Multivariate Data

Analysis

STAT-UB 17

Introduction to Econometrics

ECON-UA 266

ADVANCED ELECTIVES

Four courses from the following list,

including at least two Investments

electives*:

Any Finance elective

For course listings, see the Department of

Finance section (page 30).

Financial Modeling and Analysis

ACCT-UB 23

Macroeconomics Foundations for

Asset Prices

ECON-UB 233

Advanced Topics in Modern

Macroeconomics

ECON-UB 234

Econometrics I

ECON-GB 3351

Computational Approaches to

Financial Engineering

INFO-UB 55

Data Mining for Business

Analytics

INFO-UB 57

Decision Models: Spreadsheets

and Analytics

MULT-UB 7

Advanced Decision Models

MULT-UB 16

* Investments Electives are FINC-UB 15,

FINC-UB 16, FINC-UB 23,

FINC-UB 26, FINC-UB 29,

FINC-UB 30, FINC-UB 35,

FINC-UB 38, FINC-UB 41,

FINC-UB 42, FINC-UB 43,

FINC-UB 61, FINC-UB 66.

T R A C K S 63

Trading Strategies and Systems

ULT-UB 35

Global Macroeconomic Issues

MULT-UB 230

Forecasting Time Series Data

STAT-UB 18

Introduction to Stochastic

rocesses

STAT-UB 21

Analysis I

MATH-UA 325

tochastic Calculus

MATH-GA 2902

Introduction to Computer

Programming

CSCI-UA

ntroduction to Com puter Science

CSCI-UA 101

Data Structures

SCI-UA 102

Numerical Analysis

MATH-UA 252

umerical Methods I

MATH-GA 2010

Courses

PREREQUISITES

Microeconomics

ECON-UB 1 4 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Principles of Financial Accounting

ACCT-UB 1 4 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Statistics for Business Control

STAT-UB 1 4 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Regression and Forecasting

Models

STAT-UB 3 2 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103 6 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Introduction to Probability

Theory

STAT-UB 14 3 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Mathematics for Economists

ECON-UA 6 4 units. Open to freshmen

and sophomores only.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Calculus II

MATH-UA 122 4 units.

Calculus II is a second semester calcu-

lus course for students who have pre-

viously been introduced to the basic

ideas of differential and integral cal-

culus. Over the semester students will

study three topics that form a central

part of the language of modern sci-

ence: applications and methods of

integration, infinite series and the

representation of functions by power

series, and parametric curves in the

plane. Students will develop not only

their computational ability in this

course, but will also learn how the

material of this course is applicable in

natural scientific contexts.

Linear Algebra

MATH-UA 140 4 units.

Full course description can be found

on page 57.

ESSENTIAL COURSES

Foundations of Finance

FINC-UB 2 4 units. Fall, spring, and

summer.

Full course description can be found

in the Department of Finance section

(page 30).

Corporate Finance

FINC-UB 7 3 units. Fall, spring, and

summer.

Full course description can be found

in the Department of Finance section

(page 30).

The Financial System

MULT-UB 27 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Statistical Inference and

Regression Analysis

STAT-UB 15 3 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Regression and Multivariate Data

Analysis

STAT-UB 17 3 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

ADVANCED ELECTIVES

Financial Modeling and Analysis

ACCT-UB 23 3 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Macroeconomics Foundations for

Asset Prices

ECON-UB 233 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Advanced Topics in Modern

Macroeconomics

ECON-UB 234 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Econometrics I

ECON-GB 3351 3 units.

This course focuses on the theory of

estimation and inference in econo-

metrics. It covers finite sample results

for the classical linear model, as well

as asymptotic results for single equa-

tion models. Topics include linear

and nonlinear least squares, general-

ized least squares, panel data, instru-

mental variable techniques, and

generalized method of moment esti-

mation. Heavy emphasis is placed on

empirical application.

Computational Approaches to

Financial Engineering

INFO-UB 55 3 units.

Full course description can be found

in the Information Systems section

(page 37).

Data Mining for Business

Analytics

INFO-UB 57 3 units.

T R A C K S 64

ull course description can be found

in the Information Systems section

(page 37).

Decision Models: Spreadsheets

and Analytics

MULT-UB 7 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

ion (page 52).

Advanced Decision Models

MULT-UB 16 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Trading Strategies and Systems

MULT-UB 35 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Global Macroeconomic Issues

MULT-UB 230 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Forecasting Time Series Data

STAT-UB 18 3 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Introduction to Stochastic

Processes

STAT-UB 21 3 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

nalysis I

MATH-UA 325 4 units.

Full course description can be found

on page 58.

Stochastic Calculus

MATH-GA 2902 4 units.

Prerequisites: ECON-UA 6 and

ECON-UA 20.

his is a course on the mathematical

analysis of stochastic processes. It uses

some modern measure theoretic ter-

minology but is not mathematically

rigorous. The course begins with dis-

crete probability and Markov Chains

and then moves on to continuous

time Brownian motion and diffusion

processes. The bulk of the class is

devoted to stochastic integration, the

Ito calculus, and the relation between

partial differential equations and dif-

fusion processes. This course also dis-

cusses the derivation of diffusion

models and approximations.

Introduction to Computer

Programming

CSCI-UA 2 4 units.

Prerequisite: Three years of high school

mathematics or equivalent. No prior com-

puting experience is assumed.

This course serves as an introduction

to the fundamentals of computer pro-

gramming, which is the foundation of

computer science. Students design,

write, and debug computer programs.

Introduction to Computer Science

CSCI-UA 101 4 units. Fall and

spring.

Prerequisite: CSCI-UA 2.

In this course, students learn how to

design algorithms to solve problems

nd how to translate these algorithms

into working computer programs.

Experience is acquired through pro-

gramming projects in a high-level

programming language.

Data Structures

CSCI-UA 102 4 units. Fall and

spring.

rerequisites: CSCI-UA 2 and

CSCI-UA 101.

This course covers the use and design

of data structures, which organize

information in computer memory.

Students learn stacks, queues, linked

lists, and binary trees, how to imple-

ment them in a high-level language,

how to analyze their effect on algo-

rithm efficiency, and how to modify

them.

Numerical Analysis

MATH-UA 252 4 units.

Full course description can be found

on page 57.

Numerical Methods I

MATH-GA 2010 3 units.

Full course description can be found

on page 57.

Note: Students must fulfill all

required prerequisites for any

course listed.

Requests to take graduate-level courses

must be processed through the Stern

Undergraduate Advising Office. Please

consult an academic adviser for further

information.

Business

Analytics Track

The business analytics track is

designed to expose students to the

skills, methods, and practices that are

useful for data-driven decision-mak-

ing. This multidisciplinary field has

strong roots in computer science,

information science, mathematics,

operations, and statistics. Topic areas

include data organization and man-

agement, computer programming,

data mining and machine learning,

optimization, and statistical methods,

used to both investigate past business

performance and predictively model

future performance. This track pro-

vides preparation for careers in a wide

range of fields at companies that are

committed to the use of data to gain

insights about their business (in -

cluding consulting, entrepreneur-

ship, financial services, marketing,

risk management, sales, social media,

and technology), as well as graduate

school in the social sciences.

PREREQUISITES

Students are required to take the fol-

lowing prerequisite courses before

pursuing the Business Analytics

track:

Calculus I or higher

MATH-UA 121

Statistics for Business Control

STAT-UB 1

and

Regression and Forecasting

Models

STAT-UB 3

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103

ESSENTIAL COURSES

Introduction to Computer

Programming

CSCI-UA 2

Dealing with Data

INFO-UB 46

Database Design and Web

Implementation

CSCI-UA 60

Data Mining for Business

Analytics

INFO-UB 57

Regression and Multivariate Data

Analysis

STAT-UB 17

T R A C K S 65

ADVANCED ELECTIVES

Three courses from the following list,

including at least two of the four cat-

egories indicated:

Mathematics

Discrete Mathematics

MATH-UA 120

Calculus II

MATH-UA 122

inear Algebra

MATH-UA 140

Statistics

orecasting Time Series Data

STAT-UB 18

nformation Systems

ocial Media and Digital

Marketing Analytics

INFO-UB 38

ractical Data Science

INFO-UB 59

Search and the New Economy

MULT-UB 36

Operations Management

Decision Models

MULT-UB 7

Courses

PREREQUISITES

Statistics for Business Control

STAT-UB 1 4 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Regression and Forecasting

Models

STAT-UB 3 2 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103 6 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

ESSENTIAL COURSES

Introduction to Computer

Programming

CSCI-UA 2 4 units.

Full course description can be found

on page 64.

Dealing with Data

INFO-UB 46 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Database Design and Web

Implementation

CSCI-UA 60 4 units.

Prerequisites: CSCI-UA 2 and CSCI-

UA 4 or equivalent or experience pro-

gramming in Java, Python or an

equivalent programming experience such as

in C or C++.

This course introduces principles and

applications of database design.

Students learn to use a relational

database system; implement a Web

interface for the users; and write

applications using SQL. Students

explore principles of database design

and apply those principles to com-

puter systems in general and to their

respective fields of interest in particu-

lar. Students will also become

acquainted with other implementa-

tions such as SQLite with Python and

NoSQL (MongoDB).

Data Mining for Business

Analytics

INFO-UB 57 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Regression and Multivariate Data

Analysis

STAT-UB 17 3 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

ADVANCED ELECTIVES

Discrete Mathematics

MATH-UA 120 4 units.

Prerequisite: A grade of C or better in

MATH-UA 121 or the equivalent.

This course serves as the first in dis-

crete mathematics. It covers sets,

algorithms, induction combinatorics,

graphs and trees, combinatorial cir-

cuits, and logic and Boolean algebra.

Calculus II

MATH-UA 122 4 units.

Full course description can be found

on page 63.

Linear Algebra

MATH-UA 140 4 units.

Full course description can be found

on page 57.

Forecasting Time Series Data

STAT-UB 18 3 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Social Media and Digital

Marketing Analytics

INFO-UB 38 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Practical Data Science

INFO-UB 59 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Search and the New Economy

MULT-UB 36 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Decision Models: Spreadsheets

and Analytics

MULT-UB 7 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Note: Students must fulfill all

required prerequisites for any

course listed.

Requests to take graduate-level courses

must be processed through the Stern

Undergraduate Advising Office. Please

consult an academic adviser for further

info.

Corporate Finance

Track

The Corporate Finance Track provides

rigorous training in (1) corporate

financial decision-making, including

value creation, corporate governance,

and agency issues; and (2) the mar-

kets for corporate claims and corpo-

rate control, including the role of

financial intermediaries. Elective

courses can be chosen to emphasize

financial management and reporting,

entrepreneurship, banking, or inter-

national issues. With an appropriate

choice of elective courses, this track

provides in-depth preparation for

careers in investment banking, pri-

vate equity, venture capital, equity

research, credit analysis, corporate

treasury, financial consulting, corpo-

rate accounting and audit, tax and

law, global finance (e.g., IMF, World

Bank), central banking, and regula-

tion (e.g., SEC), economic consulting

and policy, as well as graduate school

in finance, economics, or accounting.

T R A C K S 66

PREREQUISITES

Students are required to take the fol-

lowing prerequisite courses before

pursuing the Corporate Finance track:

Microeconomics

ECON-UB 1

rinciples of Financial Accounting

ACCT-UB 1

Statistics for Business Control

STAT-UB 1

and

Regression and Forecasting

Models

STAT-UB 3

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103

ESSENTIAL COURSES

Foundations of Finance

FINC-UB 2

Corporate Finance

FINC-UB 7

Financial Statement Analysis

ACCT-UB 3

The Financial System

MULT-UB 27

ADVANCED ELECTIVES

Four courses from the following list,

including at least two Corporate

Finance electives*:

ny Finance elective

For course listings, see the Department of

Finance section (page 30).

Managerial Accounting

ACCT-UB 4

Financial Reporting and

Disclosure

CCT-UB 21

Acquisitions, Other

Restructurings and Related Topics

ACCT-UB 22

Financial Modeling and Analysis

ACCT-UB 23

Asian Economies

ECON-UB 222

Advanced Topics in Modern

Macroeconomics

ECON-UB 234

Econometrics I

ECON-GB 3351

Data Mining for Business

Analytics

INFO-UB 57

Strategic Analysis

MGMT-UB 18

Managing Family Businesses and

Privately Held Firms

MGMT-UB 28

Decision Models: Spreadsheets

and Analytics

MULT-UB 7

Advanced Decision Models

MULT-UB 16

Game Theory

MULT-UB 20

Global Macroeconomic Issues

MULT-UB 230

Analysis I

MATH-UA 325

Statistical Inference and

Regression Analysis

TAT-UB 15

Regression and Multivariate Data

Analysis

STAT-UB 17

Introduction to Econometrics

ECON-UA 266

Introduction to Computer

Programming

CSCI-UA

Introduction to Com puter Science

CSCI-UA 101

Data Structures

CSCI-UA 102

Numerical Analysis

MATH-UA 252

Numerical Methods I

MATH-GA 2010

Courses

PREREQUISITES

Microeconomics

ECON-UB 1 4 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Principles of Financial Accounting

ACCT-UB 1 4 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Statistics for Business Control

STAT-UB 1 4 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Regression and Forecasting

Models

STAT-UB 3 2 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103 6 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

ESSENTIAL COURSES

Foundations of Finance

FINC-UB 2 4 units. Fall, spring, and

summer.

Full course description can be found

in the Department of Finance section

(page 30).

Corporate Finance

FINC-UB 7 3 units. Fall, spring, and

summer.

Full course description can be found

in the Department of Finance section

(page 30).

* Corporate Finance electives include:

FINC-UB 8, FINC-UB 22,

FINC-UB 29, FINC-UB 30,

FINC-UB 39, FINC-UB 45,

FINC-UB 50, FINC-UB 61.

T R A C K S 67

inancial Statement Analysis

ACCT-UB 3 3 units. Fall and spring..

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

The Financial System

MULT-UB 27 3 units.

Full course description can be found

n the Multidisciplinary Courses sec-

tion (page 52).

ADVANCED ELECTIVES

Managerial Accounting

ACCT-UB 4 4 units. Fall and spring.

ull course description can be found

in the Department of Accounting sec-

tion (page 22).

Financial Reporting and

Disclosure

ACCT-UB 21 3 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Acquisitions, Other

Restructurings and Related Topics

ACCT-UB 22 3 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Financial Modeling and Analysis

ACCT-UB 23 3 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Asian Economies

ECON-UB 222 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Advanced Topics in Modern

Macroeconomics

ECON-UB 234 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

conometrics I

ECON-GB 3351 3 units.

Full course description can be found

on page 63.

Data Mining for Business

Analytics

INFO-UB 57 3 units.

Full course description can be found

n the Department of Information

Systems section (page 37).

Strategic Analysis

MGMT-UB 18 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Managing Family Businesses and

Privately Held Firms

MGMT-UB 28 4 units.

Corequisite: MGMT-UB 1.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Decision Models: Spreadsheets

and Analytics

MULT-UB 7 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Advanced Decision Models

MULT-UB 16 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Game Theory

MULT-UB 20 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Global Macroeconomic Issues

MULT-UB 230 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Analysis I

MATH-UA 325 4 units.

Full course description can be found

on page 58.

tatistical Inference and

Regression Analysis

STAT-UB 15 3 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Regression and Multivariate Data

Analysis

TAT-UB 17 3 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Introduction to Econometrics

ECON-UA 266 4 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Introduction to Computer

Programming

CSCI-UA 2 4 units.

Full course description can be found

on page 64.

Introduction to Computer Science

CSCI-UA 101 4 units. Fall and

spring.

Full course description can be found

on page 64.

Data Structures

CSCI-UA 102 4 units. Fall and

spring.

Full course description can be found

on page 64.

Numerical Analysis

MATH-UA 252 4 units.

Full course description can be found

on page 57.

Numerical Methods I

MATH-GA 2010 3 units.

Full course description can be found

on page 57.

Note: Students must fulfill all

required prerequisites for any

course listed.

Requests to take graduate-level courses

must be processed through the Stern

Undergraduate Advising Office. Please

consult an academic adviser for further

information.

Digital

Marketing Track

The Internet and advances in digiti-

zation are transforming how compa-

nies and governments inter act with

customers and partners. Digital com-

merce is at once a powerful enabler

and disruptor of business models,

where organizations must understand

the complexities and nuances of the

digital world to create value. Industry

seems to be demanding that students

have a strategic and analytical under-

standing of how organizations must

navigate in the digital world that is

overflowing with data on customers,

products, and interactions. Virtually

every company in every industry is

committed to establishing a “digital

presence” that enables it to interact

with customers and suppliers in new

ways. Digital marketing deals with

the interface that an organization

presents its customers at the front end

coupled with intelligent analytics

that help it to sense trends and needs

and react rapidly to them. There is

growing evidence that a strong digi-

tal presence translates into significant

business value. There is currently vig-

orous hiring in this area and job

opportunities are growing (e.g.,

Google and Facebook), with an esti-

mated 2 million jobs for “data savvy”

managers that will be created in the

next decade.

T R A C K S 68

PREREQUISITES

Students are required to take the fol-

lowing prerequisite courses before

pursuing the Digital Marketing

track:

Microeconomics

ECON-UB 1

Principles of Financial Accounting

ACCT-UB 1

Statistics for Business Control

STAT-UB 1

and

Regression and Forecasting

Models

STAT-UB 3

tatistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103

ESSENTIAL COURSES

nformation Technology in

Business and Society

INFO-UB 1

Social Media and Digital

Marketing Analytics

INFO-UB 38

Networks, Crowds, and Markets

NFO-UB 60

Introduction to Marketing

MKTG-UB 1

ADVANCED ELECTIVES

Three courses from the following list:

Design and Development of Web

and Mobile Apps

INFO-UB 22

Data Mining for Business

nalytics

INFO-UB 57

Data-Driven Decision Making

MKTG-UB 54

Brand Strategy

MKTG-UB 55

Digital Business Strategies

MKTG-UB 56

Decision Models: Spreadsheets

and Analytics

MULT-UB 7

Courses

PREREQUISITES

Microeconomics

ECON-UB 1 4 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Principles of Financial Accounting

ACCT-UB 1 4 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Statistics for Business Control

STAT-UB 1 4 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Regression and Forecasting

Models

STAT-UB 3 2 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103 6 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

ESSENTIAL COURSES

Information Technology in

Business and Society

INFO-UB 1 4 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Social Media and Digital

Marketing Analytics

INFO-UB 38 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Networks, Crowds, and Markets

INFO-UB 60 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Introduction to Marketing

MKTG-UB 1 4 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

ADVANCED ELECTIVES

Design and Development of Web

and Mobile Apps

INFO-UB 22 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Data Mining for Business

Analytics

INFO-UB 57 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Data-Driven Decision Making

MKTG-UB 54 3 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Brand Strategy

MKTG-UB 55 3 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Digital Business Strategies

MKTG-UB 56 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Decision Models: Spreadsheets

and Analytics

MULT-UB 7 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Note: Students must fulfill all

required prerequisites for any

course listed.

Requests to take graduate-level courses

must be processed through the Stern

Undergraduate Advising Office. Please

consult an academic adviser for further

information.

T R A C K S 69

Entrepreneurship

Track

The entrepreneurship track is

designed to help students confront the

nique challenges facing anyone who

wants to start their own venture.

Whether driven by new technology,

social need, passion or personal inter-

est, successful entrepreneurs must

have command of many skills. This

multidisciplinary field includes inno-

vation, creativity, management, opera-

tions, marketing and finance. While

hese topics are important in all busi-

nesses and organizations, the unique

challenges of limited resources and

risk differentiates start-up ventures

from large corporations. A particular

emphasis is placed on business plan-

ning which ties these areas together in

a logical coherent way, allowing entre-

preneurs to seek capital and resources.

This track provides the tools and

insights to increase the chances of suc-

cess for start-up ventures

PREREQUISITES

Students are required to take the fol-

lowing prerequisite courses before

pursuing the Entrepreneurship track:

Microeconomics

ECON-UB 1

Principles of Financial Accounting

ACCT-UB 1

Statistics for Business Control

STAT-UB 1

and

Regression and Forecasting

Models

TAT-UB 3

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103

ESSENTIAL COURSES

Patterns of Entrepreneurship

MGMT-UB 85

Getting to Launch!: The Lean

Startup Lab

MULT-UB 301

ADVANCED ELECTIVES

At least three courses from the fol-

lowing list:

Managing People and Teams

MGMT-UB 7

Managing Innovation

MGMT-UB 8

Growth Strategy and Management

MGMT-UB 35

Social Media Strategy

MKTG-UB 45

Brand Strategy

MKTG-UB 55

Digital Business Strategies

MKTG-UB 56

Search and the New Economy

MULT-UB 36

Entrepreneurship 2.0

MULT-UB 39

Entrepreneurship for the New

Economy

MULT-UB 40

Social Entrepreneurship

ULT-UB 41

Entrepreneurship and Law in

Practice

MULT-UB 86

Experiential Learning Seminar

MULT-UB 104

The Stern Undergraduate College Office

of Academic Advising may choose to allow

a student who petitions to count an

M.B.A. course from the list below toward

the track. Contact the Office of Academic

Advising for further information.

Social Venture Capital

FINC-GB 3148

Venture Capital Financing

FINC-GB 3173

Entrepreneurial Finance

FINC-GB 3361

New Venture Financing

FINC-GB 3373

Managing the Growing Company

MGMT-GB 2327

Courses

PREREQUISITES

Microeconomics

ECON-UB 1 4 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Principles of Financial Accounting

ACCT-UB 1 4 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Statistics for Business Control

STAT-UB 1 4 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Regression and Forecasting

Models

STAT-UB 3 2 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103 6 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

ESSENTIAL COURSES

Patterns of Entrepreneurship

MGMT-UB 85 3 units.

Full course description can be found

in the Department of Management

section (page 40).

Social Media and Digital

Marketing Analytics

INFO-UB 38 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Networks, Crowds, and Markets

INFO-UB 60 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Introduction to Marketing

MKTG-UB 1 4 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

ADVANCED ELECTIVES

Design and Development of Web

and Mobile Apps

INFO-UB 22 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Data Mining for Business

Analytics

INFO-UB 57 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

T R A C K S 70

ata-Driven Decision Making

MKTG-UB 54 3 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Brand Strategy

MKTG-UB 55 3 units.

Full course description can be found

n the Department of Marketing sec-

tion (page 43).

Digital Business Strategies

MKTG-UB 56 2 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Decision Models: Spreadsheets

and Analytics

MULT-UB 7 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

earch and the New Economy

MULT-UB 36 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Entrepreneurship for the New

Economy

MULT-UB 40 3 units.

ull course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Social Entrepreneurship

MULT-UB 41 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Entrepreneurship and Law in

Practice

MULT-UB 86 2 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

xperiential Learning Seminar

MULT-UB 104 3 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Note: Students must fulfill all

required prerequisites for any

course listed.

equests to take graduate-level courses

must be processed through the Stern

Undergraduate Advising Office. Please

consult an academic adviser for further

information.

Management

Consulting Track

Stern’s approach to teaching consult-

ing is as an effective way of thinking

about businesses and solving business

problems, skills that are applicable to

any position both inside and outside

the consulting industry. Consultants

identify and adapt “best practices” to

the firms that hire them, working on

different projects across varied indus-

tries, usually with access to top exec-

utives in those firms. Consultants can

be called on for their strategic, opera-

tional, industry, and financial expert-

ise. This track is an excellent

complement to a concentration in

management as well as other areas

such as finance, marketing, and

accounting.

Because consultants gain exposure

to many organizations across many

industries, they are well positioned to

observe patterns and become aware of

“best practices” tied to various mar-

ket positions and structures.

Consultants must also have an under-

standing of the constraints of apply-

ing a “best practice” in a context that

has different features from the context

in which the “best practice” was iden-

tified. Also, as a result of their van-

tage point, consultants are sometimes

able to perceive changes in industry

or general market conditions slightly

ahead of a leader inside of one organi-

zation in one industry. As they seek to

identify the most critical factors con-

straining organizational performance,

consultants triangulate among opera-

tional, market, financial, organiza-

tional, and cultural issues.

Students who select this track

develop a number of core skills,

including data analysis, problem solv-

ing, and peer leadership as well as

written, verbal, and visual communi-

cations. With an appropriate choice of

elective courses, this track provides

in-depth preparation for careers in

management consulting, strategy

consulting, economic consulting,

healthcare consulting, and informa-

tion technology consulting.

PREREQUISITES

Students are required to take the fol-

lowing prerequisite courses before

pursuing the Management

Consulting track:

Microeconomics

ECON-UB 1

Principles of Financial Accounting

ACCT-UB 1

Statistics for Business Control

STAT-UB 1

and

Regression and Forecasting

Models

STAT-UB 3

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103

ESSENTIAL COURSES

Management and Organizations

MGMT-UB 1

International Studies Program

MGMT-UB 11

Strategic Analysis

MGMT-UB 18

Data-Driven Decision Making

MKTG-UB 54

Dealing with Data

INFO-UB 46

Data Mining for Business

INFO-UB 57

Note: Students may take more than one of

these classes. Taking one of these classes

meets Essentials requirements and any

additional courses taken from the list ful-

fills Advanced Elective requirements.

ADVANCED ELECTIVES

Four courses from the following list:

Financial Statement Analysis

ACCT-UB 3

Competitive Analysis

ECON-UB 15

Equity Valuation

FINC-UB 41

Mergers, Acquisitions and

Restructuring

FINC-UB 50

T R A C K S 71

anaging People and Teams

MGMT-UB 7

Managing Innovation

MGMT-UB 8

anaging Change

MGMT-UB 25

Data-Driven Decision Making

MKTG-UB 54

asing Method: Data Analysis &

Presentation

MULT-UB 5

Operations Management

OPMG-UB 1

Courses

PREREQUISITES

icroeconomics

ECON-UB 1 4 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Principles of Financial Accounting

ACCT-UB 1 4 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Statistics for Business Control

STAT-UB 1 4 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Regression and Forecasting

Models

STAT-UB 3 2 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103 6 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

ESSENTIAL COURSES

Management and Organizations

MGMT-UB 1 4 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

International Studies Program

MGMT-UB 11 4 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Strategic Analysis

GMT-UB 18 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Data-Driven Decision Making

MKTG-UB 54 3 units.

Full course description can be found

in the Department of Marketing sec-

tion (page 43).

Dealing with Data

INFO-UB 46 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

Data Mining for Business

Analytics

INFO-UB 57 3 units.

Full course description can be found

in the Department of Information

Systems section (page 37).

ADVANCED ELECTIVES

Financial Statement Analysis

ACCT-UB 3 3 units. Fall and spring.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Competitive Analysis

ECON-UB 15 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Equity Valuation

FINC-UB 41 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Mergers, Acquisitions and

estructuring

FINC-UB 50 2 units.

Full course description can be found

in the Department of Finance section

(page 30).

Managing People and Teams

MGMT-UB 7 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Managing Innovation

MGMT-UB 8 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Managing Change

MGMT-UB 25 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Casing Method: Data Analysis &

Presentation

MULT-UB 5 2 units.

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

Operations Management

OPMG-UB 1 4 units.

Full course description can be found

in the Department of Operations sec-

tion (page 47).

Note: Students must fulfill all

required prerequisites for any

course listed.

Requests to take graduate-level courses

must be processed through the Stern

Undergraduate Advising Office. Please

consult an academic adviser for further

information.

Real Estate Track

The Real Estate Track provides rigor-

ous training in (1) the economics of

real estate development and invest-

ment, the financing of such projects,

leasing, and appraisal of buildings; (2)

the pricing/valuation and trading of

financial instruments with real estate

as the underlying asset, such Real

Estate Investment Trusts (REITS), res-

idential and commercial mortgage-

backed securities (MBS), and related

derivative and structured finance prod-

ucts such as collateralized debt obliga-

tions (CDOs), credit default swaps

(CDS), and index products (CDX,

ABX, etc.); (3) the workings of real

estate primary and secondary markets,

including the various participants in

these markets, their roles; and (4) the

legal, taxation, and regulatory environ-

ment. Elective courses can be chosen

to emphasize the commercial real

estate development process (RED

focus) or the investment strategies in

real estate capital markets (REF focus).

With an appropriate choice of elective

courses, this track provides in-depth

preparation for careers in real estate

development, real estate brokerage,

real estate project investment for pri-

vate equity firms, family offices, sover-

eign wealth funds, and careers in real

estate finance in the fixed income or

equity desks of investment banks

(research, sales and trading), hedge

funds, and sovereign wealth funds.

T R A C K S 72

PREREQUISITES

Students are required to take the fol-

lowing prerequisite courses before

pursuing the Real Estate track:

Microeconomics

ECON-UB 1

rinciples of Financial Accounting

ACCT-UB 1

Foundations of Finance

FINC-UB 2

Law, Business, and Society

SOIM-UB 6

Statistics for Business Control

STAT-UB 1

and

Regression and Forecasting

Models

STAT-UB 3

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103

ESSENTIAL COURSES

Corporate Finance

FINC-UB 7

Real Estate Capital Markets

FINC-UB 38

Real Estate Primary Markets

FINC-UB 39

eal Estate Transactions

MULT-UB 51

ADVANCED ELECTIVES

Students should take four courses

from the following lists.

he courses denoted by [REF] are

more interesting for students who

want to specialize more towards a real

estate finance specialization, whereas

the courses denoted with [RED] are

more interesting for students who

want to focus on the development,

direct investment, or management of

property.

t least one of the following two

courses is required (it is allowed and

even recommended to take both):

Real Estate Investment

Strategies [REF]

FINC-UB 35

Real Estate Development and

Entrepreneurship [RED]

OPMG-UB 50

The remaining electives may be

selected from this list:

Financial Statement Analysis

[RED/REF]

ACCT-UB 3

Taxation of Individuals [RED]

ACCT-UB 63

Macroeconomic Foundations for

Asset Prices [REF}

ECON-UB 233

Urban Economics [RED]

ECON-UA 227

isk Management in Financial

Institutions [REF]

FINC-UB 22

Topics in Emerging Financial

Markets [RED/REF]

FINC-UB 23

Debt Instruments [REF]

INC-UB 26

Behavioral Finance [RED/REF]

FINC-UB 29

Equity Valuation [REF]

FINC-UB 41

Mergers, Acquisitions, and

Restructuring [RED]

FINC-UB 50

Topics in Entrepreneurial Finance

[RED]

FINC-UB 61

Strategic Analysis [RED]

MGMT-UB 18

Negotiation and Consensus

Building [RED/REF]

MGMT-UB 30

Applicable courses in the College of

Arts and Science Departments of Art

History, Urban Design, and

Architecture Studies.

Applicable urban planning courses in

the Wagner Graduate School of

Public Service, subject to approval of

instructor and real estate track

adviser.

Courses

PREREQUISITES

Microeconomics

ECON-UB 1 4 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Principles of Financial Accounting

ACCT-UB 1 4 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Statistics for Business Control

STAT-UB 1 4 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Regression and Forecasting

Models

STAT-UB 3 2 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Statistics for Business Control and

Regression and Forecasting

Models

STAT-UB 103 6 units.

Full course description can be found

in the Department of Statistics sec-

tion (page 49).

Foundations of Finance

FINC-UB 2 4 units. Fall, spring, and

summer.

Full course description can be found

in the Department of Finance section

(page 30).

Law, Business, and Society

SOIM-UB 6 4 units.

Full course description can be found

on page 17.

ESSENTIAL COURSES

Corporate Finance

FINC-UB 7 3 units. Fall, spring, and

summer.

Full course description can be found

in the Department of Finance section

(page 30).

Real Estate and Capital Markets

FINC-UB 38 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Real Estate Primary Markets

FINC-UB 39 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Real Estate Transactions

MULT-UB 51 3 units

Full course description can be found

in the Multidisciplinary Courses sec-

tion (page 52).

T R A C K S 73

ADVANCED ELECTIVES

Real Estate Investment Strategies

FINC-UB 35 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Financial Statement Analysis

CCT-UB 3 3 units.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Taxation of Individuals

ACCT-UB 63 3 units. Fall and spring.

Full course description can be found

in the Department of Accounting sec-

tion (page 22).

Urban Economics

ECON-UB 227 4 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

Macroeconomic Foundations for

Asset Prices

ECON-UB 233 3 units.

Full course description can be found

in the Department of Economics sec-

tion (page 26).

isk Management in Financial

Institutions

FINC-UB 22 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Topics in Emerging Financial

Markets

INC-UB 23 3 units

Full course description can be found

in the Department of Finance section

(page 30).

Debt Instruments

FINC-UB 26 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Behavioral Finance

FINC-UB 29 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Equity Valuation

FINC-UB 41 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Mergers, Acquisitions, and

Restructuring

FINC-UB 50 2 units.

Full course description can be found

in the Department of Finance section

(page 30).

opics in Entrepreneurial Finance

FINC-UB 61 3 units.

Full course description can be found

in the Department of Finance section

(page 30).

Strategic Analysis

MGMT-UB 18 3 units

Full course description can be found

n the Department of Management

and Organizations section (page 40).

Negotiation and Consensus

Building

MGMT-UB 30 3 units.

Full course description can be found

in the Department of Management

and Organizations section (page 40).

Real Estate Development and

Entrepreneurship

OPMG-UB 50 3 units.

Full course description can be found

in the Department of Operations sec-

tion (page 47).

Note: Students must fulfill all

required prerequisites for any

course listed.

Requests to take graduate-level courses

must be processed through the Stern

Undergraduate Advising Office. Please

consult an academic adviser for further

information.

F A C U L T Y 74

Faculty of the Leonard N. Stern

School of Business

Please note that faculty appointments and general information change frequently.

Visit stern.nyu.edu/experience-stern/faculty-research for the most updated faculty listings.

Accounting

Tim Baldenius

Vincent C. Ross Professor of

Accounting

B.A. 1994, Hamburg; Ph.D. 1998,

Vienna

Eli Bartov

Professor of Accounting; Research

Professor of Accounting

B.A. 1977, Tel Aviv; Ph.D. 1989,

California (Berkeley)

John S. Bildersee

Professor of Accounting

B.A. 1966, Princeton; M.B.A., Ph.D.

1971, Chicago

Mary Billings

Assistant Professor of Accounting

B.S.1998, Indiana; M.B.A., 2006,

Indiana; Ph.D. 2007, Indiana

Christine Cuny

Assistant Professor of Accounting

B.S. 2003, M.S. 2003, Wake Forest;

M.B.A. 2012, Ph.D. 2013, Chicago

Alex Dontoh

Associate Professor of Accounting;

Deputy Chairperson, Department

of Accounting Taxation, and

Business Law

B.Sc. 1973, Ghana; M.B.A. 1976,

California (Berkeley); M.Phil. 1982,

Ph.D. 1984, New York

Yiwei Dou

Assistant Professor of Accounting

B.A. 2005, Peking (China); M.A. 2006,

York; Ph.D. 2012, Toronto

Haim Dov Fried

Associate Professor of Accounting

B.Com. 1972, Sir George Williams

(Montreal); M.B.A. 1974, Toronto;

Ph.D. 1978, New York

Dhananjay Gode

Clinical Associate Professor of

Accounting

B.S. 1986, Banaras Hindu; M.B.A.

1988, Indian Institute of Management;

M.S. 1990, 1992, Ph.D. 1994, Carnegie

Mellon

Ilan Guttman

Associate Professor of Accounting

B.A. 1995, B.Sc. 1996, M.A. 1998,

Ph.D. 2004, Hebrew

Seymour Jones

Clinical Professor of Accounting

B.A. 1952, City College (CUNY);

M.B.A. 1954, New York

Michael Jung

Assistant Professor of Accounting

B.S. 1993, California (Berkeley);

M.B.A. 1999, New York; Ph.D. 2010,

Pennsylvania

April Klein

Professor of Accounting

B.A. 1977, Pennsylvania; M.B.A. 1979,

Ph.D. 1983, Chicago

Pepa Kraft

Assistant Professor of Accounting

B.S.c. 1999, London School of

Economics; M.S.c. 2002, HEC

University of Lausanne (Switzerland);

Ph.D. 2010, Chicago

Baruch I. Lev

Philip Bardes Professor of

Accounting and Finance

B.A. 1962, Hebrew; M.B.A. 1967,

Ph.D. 1968, Chicago

Ajay Maindiratta

Associate Professor of Accounting

B.Tech. 1975, Indian Institute of

Technology; Ph.D. 1984, Carnegie

Mellon

Xiaojing Meng

Assistant Professor of Accounting

B.A. 2001, Central University of

Finance and Economics; M.A. 2003,

Beijing University; Ph.D. 2012,

Columbia

James Ohlson

Professor of Accounting

M.B.A. 1968, Ph.D. 1972, California

(Berkeley)

Joshua Ronen

Professor of Accounting

B.A. 1959, M.S. 1963, Hebrew; Ph.D.

1969, Stanford; CPA

Stephen G. Ryan

Professor of Accounting; Peat

Marwick Faculty Fellow

B.A. 1981, Dartmouth College; Ph.D.

1988, Stanford

Ron Shalev

Assistant Professor of Accounting,

Taxation, and Business Law

L.L.B. 1995, M.A. 1997, Hebrew;

I.E.M.B.A. 2002, Northwestern; Ph.D.

2007, Columbia

Michael Tang

Assistant Professor of Accounting,

Taxation, and Business Law

B.A. 2007, Fudan (China); M.S. 2010,

Ph.D. 2012, Rochester

Hao Xue

Assistant Professor of Accounting

B.A. 2005, Wuhan (China); M.S. 2008,

Fudan (China); Ph.D. 2013, Carnegie

Mellon

Paul Zarowin

Professor of Business Law and

Accounting; Charlotte Lindner

MacDowell Faculty Fellow

B.A. 1977, Pennsylvania; M.B.A. 1981,

Ph.D. 1985, Chicago

F A C U L T Y 75

Economics

John Asker

Associate Professor of Economics

.A. 1999, Australian National; M.A.

002, Ph.D. 2004, Harvard

David K. Backus

Heinz Riehl Professor of Finance

and Economics; Chairperson,

Department of Economics

B.A. 1975, Hamilton College; Ph.D.

1981, Yale

William Baumol

Harold Price Professor of

Entrepreneurship; Academic

Director, Berkley Center for

Entrepreneurship Studies; Professor

of Economics

B.S.S. 1942, City College (CUNY);

Ph.D. 1949, London

Simon Bowmaker

Clinical Associate Professor of

Economics

M.A. 1996, Aberdeen; M. Phil. 1997,

Cambridge; Ph.D. 2008, St Andrews

Adam M. Brandenburger

J. P. Valles Professor of Business

Economics and Strategy; Vice Dean

for Graduate Education; Joint

Appointment, Department of

Management and Organizations

B.A. 1981, M.Phil. 1982, Ph.D. 1986,

Cambridge

Luís Cabral

William R. Berkley Term Professor

of Economics

B.A. 1983, Catholic University of

Portugal; M.S. 1985, New University of

Lisbon; Ph.D. 1989, Stanford

Gian Luca Clementi

Associate Professor with Tenure

B.A. 1993, Bologna (Italy); M.A. 1998,

Ph.D. 2000, Rochester

Allan Collard-Wexler

Assistant Professor of Economics

B.A. 2000, McGill; M.A. 2011, Ph.D.

2007, Northwestern

Thomas F. Cooley

Paganelli-Bull Professor of

Business and International Trade;

Professor of Economics and

International Business

B.S. 1965, Rensselaer Polytechnic

Institute; M.A. 1969, Ph.D. 1971,

Pennsylvania

Joyee Deb

Assistant Professor of Economics

.Sc. 1997, St. Stephen’s College

(

Delhi); M.B.A 1999, Indian Institute

of Management; Ph.D. 2008,

Northwestern

Nicholas S. Economides

Professor of Economics

B.S. 1976, London School of

Economics; M.A. 1979, Ph.D. 1981,

California (Berkeley)

Ignacio Esponda

Assistant Professor of Economics

B.A. 1998, M.A. 1999, Universidad de

San Andrés; Ph.D. 2006, Stanford

Joseph Foudy

Clinical Assistant Professor of

Economics and Management

B.A. 1996, American; Ph.D. 2004,

Cornell

Alessandro Gavazza

Associate Professor of Economics

with Tenure

B.A. 1998, Università degli Studi di

Torino (Italy); M.Sc. 2000, London

School of Economics; Ph.D. 2005, New

York

William H. Greene

Professor of Economics;

Entertainment and Media Faculty

Fellow

B.S. 1972, Ohio State; M.A. 1974,

Ph.D. 1976, Wisconsin

Peter Henry

Dean, Leonard N. Stern School of

Business; William R. Berkley

Professor of Economics & Finance

B.A. 1991, North Carolina (Chapel

Hill); B.A. 1993, Oxford; Ph.D. 1997,

Massachusetts

Barbara G. Katz

Professor Emerita of Economics

B.A. 1968, M.A. 1969, Ph.D. 1973,

Pennsylvania

Kei Kawai

Assistant Professor of Economics

M.A. 2006, Northwestern; L.L.B. 2004,

Tokyo; Ph.D. 2011, Northwestern

Robert A. Kavesh

Professor Emeritus of Economics

B.S. 1949, New York; M.A. 1950,

Ph.D. 1954, Harvard

Robin Lee

Assistant Professor of Economics

B.A. 2003, M.A. 2005, Ph.D. 2008,

Harvard

Thomas A. Pugel

Professor of Economics and Global

Business; Academic Director,

Langone Program, Faculty

Director, Executive M.B.A.

Programs

B.A. 1974, Michigan State; Ph.D.

1978, Harvard

Roy Radner

Leonard N. Stern Professor of

Business; Professor of Economics

and Information Systems; Professor

of Environmental Studies

Ph.B. 1945, B.S. 1950, M.S. 1951,

Ph.D. 1956, Chicago

Paul Romer

Professor of Economics; Director,

The Urbanization Project

B.A. 1977, Ph.D. 1983, Chicago

Nouriel Roubini

Associate Professor of Economics

and International Business

B.A. 1982, Bocconi (Italy); Ph.D. 1988,

Harvard

Kim Ruhl

Assistant Professor of Economics

B.S. 1999, Bowling Green State; Ph.D.

2004, Minnesota

Thomas Sargent

Professor of Economics

B.A. 1964, California (Berkley); Ph.D.

1968, Harvard

Kermit Schoenholtz

Professor of Management Practice

A.B. 1977, M.Phil. Economics 1982

George D. Smith

Clinical Professor of Economics

and International Business

B.A. 1968, Fairleigh Dickinson; M.A.

1970, Ph.D. 1976, Harvard

A. Michael Spence

Clinical Alan Greenspan Professor

of Economics

B.A. 1966, Princeton; B.A. 1968,

Oxford; Ph.D. 1972, Harvard

Venkataramani Srivatsan

Clinical Associate Professor of

Economics

B.Tech. 1985, Indian Institute of

Technology (India); Ph.D. 1992,

Columbia

F A C U L T Y 76

Finance

Viral Acharya

C.V. Starr Professor of Economics

B.Tech. 1995, Indian Institute of

Technology (Bombay); Ph.D. 2001,

New York

Ashwini Agrawal

Assistant Professor of Finance

B.S. 2002, Massachusetts Institute of

Technology; M.B.A., Ph.D. 2008,

Chicago

Edward I. Altman

Max L. Heine Professor of Finance

B.A. 1963, City College (CUNY);

M.B.A. 1965, Ph.D. 1967, California

(Los Angeles)

Yakov Amihud

Ira Rennert Professor of

Entrepreneurial Finance

B.A. 1969, Hebrew; M.S. 1973, Ph.D.

1975, New York

Menachem Brenner

Professor of Finance

B.A. 1969, Hebrew; M.A. 1971, Ph.D.

1974, Cornell

Stephen J. Brown

David S. Loeb Professor of Finance

B.S. 1971, Monash (Australia); M.B.A.

1974, Ph.D. 1976, Chicago

Jennifer N. Carpenter

Associate Professor of Finance

B.S. 1987, M.A. 1993 (mathematics),

M.A. 1994, Ph.D. 1995, Pennsylvania

Aswath Damodaran

Professor of Finance; Kerschner

Family Chair in Finance Education

B.Com. 1977, Madras; M.S. 1979,

Indian Institute of Management;

M.B.A. 1981, Ph.D. 1985, California

(Los Angeles)

Itamar Drechsler

Assistant Professor of Finance

B.S. 2002, M.A. 2003, M.A. 2007,

Ph.D. 2009, Pennsylvania

Robert Engle

Michael Armellino Professor of the

Management of Financial Services

B.S. 1964, Williams College; M.S.

1966, Ph.D. 1969, Cornell

Stephen C. Figlewski

Professor of Finance

B.A. 1969, Princeton; Ph.D. 1976,

Massachusetts Institute of Technology

Xavier Gabaix

Martin J. Gruber Professor of

Finance

M.A. 1995, École Normale Supérieure

(France); Ph.D. 1999, Harvard

Edward Glickman

Executive Director, Center for Real

Estate Finance Research; Clinical

Professor of Finance

B.S., B.App.Sc. 1978, Pennsylvania;

M.B.A. 1981, Harvard

Joel Hasbrouck

Kenneth G. Langone Professor of

Business

B.S. 1974, Haverford; M.A. 1980,

Ph.D. 1981, Pennsylvania

Aurel Hizmo

Assistant Professor of Finance

B.S.B.A. 2005, St. Louis; M.A. 2008,

Duke; Ph.D. 2011, Duke

Manjiree Jog

Clinical Assistant Professor of

Finance

B.Com. 1987, Pune (India); M.B.A.

1997, New York

Kose John

Charles William Gerstenberg

Professor of Banking and Finance

B.S. 1970, India; M.S. 1974, Florida

Institute of Technology; Ph.D. 1978,

Florida

Theresa Kuchler

Assistant Professor of Finance

Diploma 2007, Mannheim (Germany);

Ph.D. 2013, Stanford

Samuel Lee

Assistant Professor of Finance

B.A., M.A. Goethe (Germany); Ph.D.,

Stockholm

Richard M. Levich

Professor of Finance and

International Business; Deputy

Chair, Department of Finance

B.A. 1971, M.B.A. 1971, Ph.D. 1977,

Chicago

Andres Liberman

Assistant Professor of Finance

B.A. 2004, Chile; M.Phil. 2011, Ph.D.

2013, Columbia

Alexander Ljungqvist

Ira Rennert Professor of Finance

and Entrepreneurship; Research

Director, Berkley Center for

Entrepreneurial Studies

M.S. 1992, Lund (Sweden); M.Phil.

1994, Ph.D. 1995, Oxford

Anthony W. Lynch

Professor of Finance

B.A. 1986, M.A. 1988, J.D. 1989,

Queensland (Australia); Ph.D. 1994,

Chicago

ichard Sylla

enry Kaufman Professor of the

istory of Financial Institutions

nd Markets; Professor of

conomics

B.A. 1962, M.A. 1965, Ph.D. 1969,

Harvard

Laura Veldkamp

Assistant Professor of Economics

B.A. 1996, Northwestern; Ph.D. 2001,

arvard

Vaidyanathan Venkateswaran

Assistant Professor of Economics

B.Com. 1996, Mahatma Ghandi

(India); M.A. 2008, Ph.D. 2011,

California (Los Angeles)

aul A. Wachtel

rofessor of Economics

B.A. 1966, Queens College (CUNY);

M.A. 1968, Ph.D. 1971, Rochester

Michael Waugh

Assistant Professor of Economics

B.A. 2001, Saint Anselm College; M.A.

2003, Fordham; Ph.D. 2008, Iowa

Lawrence J. White

Arthur E. Imperatore Professor of

Entrepreneurial Studies

B.A. 1964, Harvard; M.Sc. 1965,

London School of Economics; Ph.D.

1969, Harvard

idong Zhou

ssistant Professor of Economics

B.A. 2000, Peking; M.A. 2002, Peking;

Ph.D. 2008, University College London

Stanley Zin

William R. Berkley Professor of

Economics and Business

B.A. 1979, Windsor; M.A 1981,

Wayne; Ph.D. 1978, Toronto

F A C U L T Y 77

Matteo Maggiori

Assistant Professor of Finance

B.Sc. 2004, Luis Guido Carli (Italy);

M.Sc. 2005, Warwick; M.S. 2009,

Ph.D. 2012, California (Berkeley)

Anthony Marciano

Clinical Professor of Finance

B.A. 1983, Dartmouth; M.B.A. 1998,

assachusetts Institute of Technology

Thomas Mertens

Assistant Professor of Finance

Diploma 2005, Bonn (Germany); Ph.D.

2009, Harvard

Holger Mueller

Professor of Finance

M.B.A. 1993, Ph.D. 1997, St. Gallen

(Switzerland)

Charles J. Murphy

Professor of Management Practice

B.S. 1969, Manhattan; M.B.A. 1974,

A.P.C. 1975, New York

Emiliano Pagnotta

Assistant Professor of Finance

Licentiate 2002, Buenos Aires; M.A.

2003, San Andres; M.A. 2005, Ph.D.

2009, Northwestern

Lasse H. Pedersen

John A. Paulson Professor of

Finance and Alternative

Investments

M.S. 1997, Copenhagen; Ph.D. 2001,

Stanford

Thomas Philippon

Associate Professor of Finance;

Charles Schaefer Family Fellow

B.S. 1997, Ecole Polytechnique

(France); M.A. 1998, Ecole Normale

Supérieure, DELTA (France); M.A.

1999, London School of Economics;

Ph.D. 2003, Massachusetts Institute of

Technology

Matthew P. Richardson

Charles Simon Professor of Applied

Financial Economics; Professor of

Finance; Sydney Homer Director,

NYU Salomon Center

.A. 1984, M.A. 1984, California (Los

ngeles); Ph.D. 1989, Stanford

Anthony Saunders

John M. Schiff Professor of Finance

B.S. 1971, M.S. 1972, Ph.D. 1981,

London School of Economics

Alexi Savov

Assistant Professor of Finance

B.A. 2005, Washington University (St.

ouis); M.B.A. 2010, Ph.D. 2010,

Chicago

Anjolein Schmeits

Clinical Professor of Finance

B.S./M.Sc. 1991, Tilburg; Ph.D. 1999,

Amsterdam

Philipp Schnabl

Assistant Professor of Finance

B.A/M.A. 2000, Vienna University of

Economics and Business

Administration; M.P.A 2003, Ph.D.

2008, Harvard

William L. Silber

Marcus Nadler Professor of Finance

and Economics; Director, L.

Glucksman Institute for Research

in Securities Markets

B.A. 1963, Yeshiva; M.A. 1965, Ph.D.

1966, Princeton

Josephine Smith

Assistant Professor of Finance

B.A. 2005, University of Rochester;

Ph.D. 2010, Stanford

Roy C. Smith

Kenneth Langone Professor of

Entrepreneurship and Finance;

Professor of Management Practice

B.S. 1960, U.S. Naval Academy;

M.B.A. 1966, Harvard

Johannes Stroebel

Assistant Professor of Finance

B.A 2006, Oxford; Ph.D. 2012,

Stanford

Marti G. Subrahmanyam

Charles E. Merrill Professor of

Finance

B.Tech. 1967, Indian Institute of

echnology; Dipl. 1969, Indian

nstitute of Management; Ph.D. 1974,

Massachusetts Institute of Technology

angarajan K. Sundaram

rofessor of Finance

B.A. 1982, Madras; M.B.A. 1984,

Indian Institute of Management; M.A.

1987, Ph.D. 1988, Cornell

Bruce Tuckman

Clinical Professor of Finance

A.B. 1984, Harvard; Ph.D. 1989,

Massachusetts Institute of Technology

Stijn Van Nieuwerburgh

Professor of Finance; Director,

Center for Real Estate Finance

Research

B.A. 1998, Gent (Belgium); M.A.

2000, M.Sc. 2001, Ph.D. 2003,

Stanford

Ingo Walter

Seymour Milstein Professor of

Finance, Corporate Governance and

Ethics

B.A. 1962, M.S. 1963, Lehigh; Ph.D.

1966, New York

Robert F. Whitelaw

Edward C. Johnson 3d Professor of

Entrepreneurial Finance; Chair,

Department of Finance

B.S. 1984, Massachusetts; Ph.D. 1993,

Stanford

Jeffrey A. Wurgler

Nomura Professor of Finance

B.A.S. 1994, Stanford; M.A., Ph.D.

1999, Harvard

David Yermack

Albert Fingerhut Professor of

Finance and Business

Transformation

B.A. 1985, J.D. 1991, M.B.A. 1991,

M.A. 1993, Ph.D. 1994, Harvard

Information

Systems Group

Yannis Bakos

Associate Professor of Information

Systems

B.S. 1980, M.S. 1984, Ph.D. 1988,

Massachusetts Institute of Technology

Vasant Dhar

Professor of Information Systems;

Deputy Chairperson, Information

Systems Group in Information,

Operations, and Management

Sciences

B.S. 1978, Indian Institute of

Technology; M.Phil. 1982, Ph.D. 1984,

Pittsburgh

Anindya Ghose

Professor of Information,

Operations, and Management

Sciences

B.Tech. 1996, Regional Engineering

College (Jalandhar, India); M.B.A.

1998, Indian Institute of Management

(Calcutta); M.S. 2002, Ph.D. 2004,

Carnegie Mellon

F A C U L T Y 78

John J. Horton

Assistant Professor of Information

Systems in Information,

Operations, and Management

ciences

B.S. 2001, Military; Ph.D. 2011,

Harvard

Panagiotis G. Ipeirotis

Associate Professor of Information

Systems, Operations, and

Management Sciences

B.Sc. 1999, Patras (Greece); M.S. 2000,

M.Phil. 2003, Ph.D. 2004, Columbia

Natalia Levina

Associate Professor of Information

Systems

B.A. 1994, M.A. 1994, Boston; Ph.D.

2001, Massachusetts Institute of

Technology

Foster Provost

Associate Professor of Information

Systems; NEC Faculty Fellow;

Danielle P. Paduano Faculty Fellow

B.S. 1986, Duquesne; M.S. 1988, Ph.D.

1992, Pittsburgh

Lee S. Sproull

Leonard N. Stern Professor of

Business Emerita

B.A. 1967, Wellesley College; M.A.T.

1969, Wesleyan; M.A. 1975, Ph.D.

1977, Stanford

Arun Sundarajan

Professor of Information Systems;

NEC Faculty Fellow

B.Tech. 1993, Indian Institute of

Technology; M.S. 1995, D.Phil. 1997,

Rochester

Prasanna Tambe

Assistant Professor of Information

Systems

B.S. 1996, M.Eng. 1997, Massachusetts

Institute of Technology; Ph.D. 2008,

Pennsylvania

Alexander Tuzhilin

Professor of Information Systems;

NEC Faculty Fellow

B.A. 1980, New York; M.S. 1981,

Stanford; Ph.D. 1989, New York

Norman H. White

Clinical Professor of Information

Systems; Faculty Director, Center

for Research Computing

B.A. 1966, Harvard; M.S. 1971, Ph.D.

1974, New York

Management

Communication

Naomi Diamant

Deputy Dean TRIUM, Assistant

Dean Global Programs, and

Clinical Assistant Professor of

Management Communication

B.A. 1982, Cape Town; M.A. 1986,

Hebrew; Ph.D. 1992, Columbia

Dianne Lennard

Clinical Associate Professor of

Management Communication

B.A. 1974, Bard; M.S. 1977, Bank

Street College of Education; Ph.D.

2004, Union Institute and University

Robert Lyon

Clinical Assistant Professor of

Management Communication

B.A. 1979, Macalester College; M.F.A.

2004, New York

David Purdy

Clinical Assistant Professor of

Management Communication

B.M.Ed 1978, Temple; M.B.A. 1985,

Maryland

Irv Schenkler

Clinical Associate Professor of

Management Communication;

Director, Department of

Management Communication

A.B. 1975, Columbia; M.A. 1976;

MPhil. 1978

Susan Stehlik

Clinical Associate Professor of

Management Communication

B.S. 1972, Wisconsin (Madison); M.S.,

1990 New School

Aline Wolff

Clinical Professor of Management

Communication

B.A. 1966, California (Berkeley); M.A.

1979, Teachers College, Columbia;

Ph.D. 1981, Columbia

Jeffrey Younger

Clinical Assistant Professor of

Management Communication

B.A. 1981, Pennsylvania; M.S. 2005,

Brooklyn College

Management and

Organizations

Beth A. Bechky

Professor of Management and

Organizations

B.S. 1991, Cornell; M.A. 1992, Ph.D.

1999, Stanford

Steven L. Blader

Associate Professor of Management

and Organizations

B.A. 1994, Pennsylvania; M.A. 1999,

Ph.D. 2002, New York

Elizabeth Boyle

Clinical Associate Professor of

Management and Organizations

and Deputy Chair

B.A. 1983, Catholic University of

America; M.B.A. 1989, Ph.D. 2004,

New York

Gino Cattani

Associate Professor of Management

and Organizations

B.A. 1991, D.B.A. 1997, Pisa; M.A.

2001, Ph.D. 2004, Wharton

Dolly Chugh

Assistant Professor of Management

and Organizations

B.A. 1990, Cornell; M.B.A. 1994, M.A.

2003, Ph.D. 2006, Harvard

Sinziana Dorobantu

Assistant Professor of Management

and Organizations

B.A. 2001, American University in

Bulgaria; M.A. 2005, Ph.D. 2010,

Duke

Jamie “J.P.” Eggers

Assistant Professor of Management

and Organizations

B.A. 1993, Amherst College; M.B.A.

1999, Emory; Ph.D. 2008,

Pennsylvania

Christina Fang

Associate Professor of Management

and Organizations

B.A. 1997, Nanyang Technological

(Singapore); M.A. 2001, Ph.D. 2003,

Pennsylvania

Claudine Gartenberg

Assistant Professor of Management

and Organizations

B.A. 1996, Harvard; M.B.A. 2006,

Ph.D. 2011, Harvard

F A C U L T Y 79

Ari Ginsberg

Professor of Entrepreneurship and

Management

B.H.L. 1975, ITRI College; M.A. 1977,

Columbia; M.B.A. 1982, Ph.D. 1985,

Pittsburgh

Jason Greenberg

Assistant Professor of Management

and Organizations

A.A. 1994, Rockland Community

College; B.A. 1996, Binghamton

University; M.A. 2000, Florida

(Gainesville); M.P.P. 2002, Chicago;

Ph.D. 2009, Massachusetts Institute of

Technology

William D. Guth

Professor Emeritus of Management

and Strategy; Adjunct Professor of

Management

B.S. 1953, Washington; M.B.A. 1954,

Indiana; D.B.A. 1960, Harvard

Deepak Hegde

Assistant Professor of Management

and Organizations

Bachelor of Industrial Engineering

1999, The National Institute of

Engineering (India); M.P.P. 2005,

Georgia Institute of Technology;

M.B.A. 2008, Ph.D. 2010, California

(Berkeley)

R. Kabaliswaran

Clinical Associate Professor of

Management and Organizations

B. Tech. 1975, Indian Institute of

Technology; M.E. 1981, Manhattan

College; Ph.D. 1991, New York

Gavin J. Kilduff

Assistant Professor of Management

and Organizations

B.S. 2002, Pennsylvania State; Ph.D.

2010, California (Berkeley)

Anat Lechner

Clinical Associate Professor of

Management and Organizations

B.S. 1998, Tel Aviv; M.B.A. 1994,

Ph.D. 2000, Rutgers

Lisa Leslie

Associate Professor of Management

and Organizations

A.B. 2001, Princeton; M.A. 2004,

Ph.D. 2007, Maryland

Sonia Marciano

Clinical Professor of Management

and Organizations

B.A. 1984, M.B.A. 2000, Ph.D. 2000,

Chicago

Frances J. Milliken

Professor of Management and

Organizations; Arthur E.

Imperatore Professorship in

Entrepreneurial Studies

B.A. 1978, Barnard; M.B.A. 1982,

Ph.D. 1985, City College (CUNY)

Elizabeth Morrison

Professor of Management and

Organizations; ITT Harold Geneen

Professor in Creative Management;

Vice Dean of Faculty

B.A. 1984, Brown; M.S. 1988, Ph.D.

1991, Northwestern

Gabriel Natividad

Assistant Professor of Management

and Organizations

B.A. 1999, Universidad del Pacifico

(Peru); M.A. 2005, Ph.D. 2008,

California (Los Angeles)

Glen A. Okun

Clinical Professor of Management

and Entrepreneurship; Professor of

Management Practice

B.A.1984, Wesleyan; J.D., M.B.A

1989, Harvard

Nathan C. Pettit

Assistant Professor of Management

and Organizations

B.S. 2002, Cornell; M.P.S. 2003,

Cornell; M.A. 2006, Columbia, Ph.D.

2011, Cornell

Joseph Porac

Professor of Management and

Organizations; George Daly

Professor of Business Leadership

B.S. 1974, Pittsburgh; Ph.D. 1979,

Rochester

Renee M. Rottner

Assistant Professor of Management

and Organizations

B.A. 1991, Eastern Michigan

University; M.S. 2004, Stanford

University (California); Ph.D. 2011,

California (Irvine)

Robert M. Salomon

Associate Professor of Management

and Organizations

B.B.A. 1995, Michigan; M.Phil. 2000,

Ph.D. 2002, New York

Melissa A. Schilling

Professor of Management and

Organizations; Mary Jacoby

Faculty Fellow

B.S. 1990, Colorado; Ph.D. 1997,

Washington

Rebecca L. Schaumberg

Assistant Professor of Management

and Organizations

B.A. 2006, Carleton College; Ph.D.

2013, Stanford

Robert C. Seamans

Assistant Professor of Management

and Organizations

B.A. 1996, Reed; M.B.A. 2001, Yale;

M.A. 2004, Boston; Ph.D. 2009,

California (Berkeley)

Kelly E. See

Assistant Professor of Management

and Organizations

B.S. 1996, Wisconsin, Madison; Ph.D.

2004, Duke

Zur B. Shapira

Professor of Entrepreneurship and

Management; William R. Berkley

Professorship in Entrepreneurship

B.Sc. 1970, M.Sc. 1972, Hebrew; Ph.D.

1976, Rochester

Belén Villalonga

Associate Professor of Management

and Organizations

B.A. 1991, Colegio Universitario de

Estudios Financieros (Madrid); M.A.

1998, California (Los Angeles); Ph.D.

2000, Universidad Complutense

(Madrid); Ph.D. 2001, California (Los

Angeles)

Batia M. Wiesenfeld

Professor of Management and

Organizations; David Margolis

Faculty Fellow and Department

Chair

B.A. 1988, Ph.D. 1996, Columbia

Geraldine A. Wu

Assistant Professor of Management

and Organizations

B.S., B.A., M.A. 1997, Stanford;

M.Phil. 2001, Ph.D. 2006, Columbia

F A C U L T Y 80

Marketing

Adam Alter

Assistant Professor of Marketing

B.Sc. 2004, New South Wales; M.A.

2006, Ph.D. 2009, Princeton

Henry Assael

Professor of Marketing

B.A. 1957, Harvard; M.B.A. 1959,

Pennsylvania; Ph.D. 1965, Columbia

Bryan Bollinger

Assistant Professor of Marketing

B.A. 2003, Dartmouth; M.A. 2010,

Ph.D. 2011, Stanford

Andrea Bonezzi

Assistant Professor of Marketing

B.S., Parma (Italy); M.S., Bocconi

(Italy); Ph.D. 2012, Northwestern

Bruce Buchanan

C. W. Nichols Professor of Business

Ethics; Director, Markets, Ethics,

and Law Program

B.S. 1977, Massachusetts Institute of

Technology; Ph.D. 1983, Columbia

Jeffrey A. Carr

Clinical Professor of Marketing and

Entrepreneurship

B.A. 1978, Wright State; M.B.A. 1986,

Tulane

Kim P. Corfman

Professor of Marketing; Deputy

Chair, Marketing Department

B.A. 1977, Princeton; M.B.A. 1982,

Ph.D. 1985, Columbia

C. Samuel Craig

Catherine and Peter Kellner

Professor of Entrepreneurship and

Arts and Media Management;

Director, Entertainment, Media,

and Technology Program; Professor

of Marketing

B.A. 1965, Westminster College; M.S.

1967, Rhode Island; Ph.D. 1971, Ohio

State

John A. Czepiel

Professor of Marketing

B.S. 1964, Illinois Institute of

Technology; M.S. 1972, Ph.D. 1972,

Northwestern

Daria Dzyabura

Assistant Professor of Marketing

B.S. 2007, Ph.D. 2012, Massachusetts

Institute of Technology

Tülin Erdem

Leonard N. Stern Professor of

Business; Professor of Marketing;

Research Director, Center for

Digital Economy Research

B.A. 1986, Bog˘aziçi (Turkey); M.A.

1987, Ph.D. 1993, Alberta

Scott Galloway

Clinical Professor of Marketing

B.A. 1987, California (Los Angeles);

M.B.A. 1992, California (Berkeley)

ric A. Greenleaf

rofessor of Marketing

B.S. 1977, New Hampshire; M.B.A.

1981, Ph.D. 1986, Columbia

Hal E. Hershfield

Assistant Professor of Marketing

B.A. 2001, Tufts; Ph.D. 2009, Stanford

Sam Hui

Assistant Professor of Marketing

B.S., M.S. 2003, Stanford; Ph.D. 2008,

Pennsylvania

Masakazu Ishihara

Assistant Professor of Marketing

B.S. 2000, Wisconsin-Madison; M.S.

2004, Wisconsin-Madison; Ph.D. 2011,

Toronto

Jacob Jacoby

Merchants’ Council Professor of

Retail Management and Consumer

Behavior

B.A. 1961, M.A. 1963, Brooklyn

College (CUNY); Ph.D. 1966,

Michigan State

Justin Kruger

Professor of Marketing

B.S. 1993, Santa Clara; Ph.D. 1999,

Cornell

Al Lieberman

Albert Gallatin Clinical Professor

of Business; Clinical Professor of

Marketing; Executive Director,

Entertainment, Media, and

Technology Program

B.S. 1960, Cornell; M.B.A. 1963, New

York

Durairaj Maheswaran

Paganelli-Bull Professor of

Marketing and International

Business

B.Tech. 1973, Madras; M.B.A. 1976,

Indian Institute of Management; Ph.D.

1987, Northwestern

Geeta Menon

Dean, Undergraduate College;

Abraham Krasnoff Professor of

Global Business; Professor of

Marketing

B.A. 1981, M.A. 1983, Madras; Ph.D.

1991, Illinois

Tom Meyvis

Associate Professor of Marketing;

Daniel P. Paduano Faculty Fellow

Licentiaat 1996, Catholique de Louvain

(Belgium); Ph.D. 2001, Florida

icki G. Morwitz

arvey Golub Professor of

usiness Leadership; Professor of

Marketing

B.S. 1983, Rutgers; M.S. 1986,

Polytechnic; M.S. 1989, Ph.D. 1991,

ennsylvania

Eitan Muller

Professor of Marketing

B.Sc. 1973, Israel; M.B.A. 1975, Ph.D.

1977, Northwestern

Sunder Narayanan

Clinical Associate Professor of

Marketing

B.Sc. 1980, Indian Institute of

Technology; Post-Grad Diploma 1982,

Indian Institute of Management;

M.Phil. 1990, Ph.D. 1990, Columbia

Priya Raghubir

Abraham Gitlow Professor of

Business; Professor of Marketing

B.A. 1983, St. Stephen’s College

(Delhi); M.B.A. 1985, Indian Institute

of Management; M.Phil. 1993, Ph.D.

1994, New York

Vishal Singh

Associate Professor of Marketing

B.A. 1992, Delhi; M.S. 1997, Iowa

State; Ph.D. 2003, Northwestern

Joel H. Steckel

Vice Dean, Doctoral Education;

Professor of Marketing

B.A. 1977, Columbia; M.B.A. 1979,

M.A. 1980, Ph.D. 1982, Pennsylvania

Yaacov Trope

Affiliated Professor of Marketing;

Professor of Psychology

B.A. 1970, Tel Aviv; M.A. 1972; Ph.D.

1974, Michigan

Luke Williams

Executive Director of the Berkley

Center for Entrepreneurship &

Innovation; Clinical Associate

Professor of Marketing and

Entrepreneurship

B.Tech. 1993, Monash (Australia)

Russell S. Winer

William H. Joyce Professor of

Marketing; Chairperson,

Department of Marketing

B.A. 1973, Union College; Ph.D. 1977,

Carnegie Mellon

F A C U L T Y 81

Statistics Group

Richard P. Brief

Professor Emeritus of Statistics and

Accounting

B.A. 1955, M.B.A. 1958, Dartmouth

College; Ph.D. 1964, Columbia

Samprit Chatterjee

Professor Emeritus of Statistics

B.S. 1960, M.S. 1962, Calcutta; Ph.D.

1967, Harvard

Xi Chen

Assistant Professor of Statistics

Group in Information, Operations,

and Management Sciences

B.Sc. 2007, Xi’an Jiaotong (China);

M.S. 2009, Ph.D. 2013, Carnegie

Mellon

Rohit S. Deo

Professor of Statistics and

Operations Research; Robert A.

Miller Faculty Fellow

B.S. 1988, Fergusson College (India);

M.S. 1990, Poona (India); Ph.D. 1995,

Iowa State

Halina Frydman

Associate Professor of Statistics and

Operations Research

B.Sc. 1972, Cooper Union; M.A. 1974,

M.Phil. 1976, Ph.D. 1978, Columbia

Clifford M. Hurvich

Professor of Statistics and

Operations Research; Research

Professor of Information,

Operations, and Management

Sciences

B.A. 1980, Amherst College; M.A.

1982, Ph.D. 1985, Princeton

Peter Lakner

Associate Professor of Statistics and

Operations Research

B.A. 1978, M.A. 1980, Eötvos Loránd

(Budapest); Ph.D. 1989, Columbia

Edward L. Melnick

Professor of Statistics

B.A. 1960, Lehigh; M.S. 1963, Virginia

Polytechnic Institute; Ph.D. 1970,

George Washington

Joel Owen

Professor Emeritus of Statistics

B.A. 1956, Yeshiva; M.A. 1957,

Boston; Ph.D. 1966, Harvard

Patrick Perry

Assistant Professor of Statistics

Group in Information, Operations,

and Management Sciences

B.S. 2003, Stanford; M.S. 2004,

Stanford; Ph.D. 2009, Stanford

Melvin F. Shakun

Professor Emeritus of Statistics and

Operations Research; Adjunct

Professor of Operations

Management

B.M.E. 1950, City College (CUNY);

M.S. 1951, Eng.Sc.D. 1953, Columbia

Gary A. Simon

Professor Emeritus of Statistics

B.S. 1966, Carnegie Mellon; Ph.D.

1972, Stanford

Jeffrey S. Simonoff

Professor of Statistics; Robert

Stansky Research Faculty Fellow

B.S. 1976, SUNY (Stony Brook);

M.Phil. 1978, Ph.D. 1980, Yale

Aaron Tenenbein

Professor of Statistics; Director,

Actuarial Science Program

B.S. 1965, Manitoba; M.A. 1966,

Ph.D. 1969, Harvard

Operations

Management

Group

or Armony

ssociate Professor of Operations

anagement

B.S. 1993, M.S. 1996, Hebrew; M.S.

1997, Ph.D. 1999, Stanford

Arash Asadpour

Assistant Professor of Operations

Management

B.S. 2005, Sharif University of

Technology; Ph.D., Stanford

René A. Caldentey

Associate Professor of Operations

Management

M.A. 1994, Chile; Ph.D. 2001,

Massachusetts Institute of Technology

Harry G. Chernoff

Clinical Professor of Information,

Operations, and Management

Sciences

B.A. 1968, M.S. 1975, Ph.D. 1985,

New York

Srikanth Jagabathula

Assistant Professor of Operations

Management

B.Tech. 2006, Indian Institute of

Technology (Bombay); M.S. 2008,

Ph.D. 2011, Massachusetts Institute of

Technology

lan Lobel

ssistant Professor of Operations

anagement

B.S. 2004, Pontificia Universidad

Catolica de Rio de Janeiro (Brazil);

Ph.D. 2009, Massachusetts Institute of

Technology

Praveen Nayyar

Associate Professor of Operations

Management

B.Tech. 1978, Indian Institute of

Technology; M.B.A. 1981, Indian

Institute of Management; Ph.D. 1988,

ichigan

Manfred Padberg

Professor Emeritus of Operations

Management

B.S. 1964, M.S. 1967, Westfälische

Wilhelms (Münster); Ph.D. 1971,

Carnegie Mellon

Michael Pinedo

Julius Schlesinger Professor of

Operations Management;

Chairperson, Information,

Operations, and Management

Sciences

M.S. 1973, Delft (Netherlands); M.S.

1975, Ph.D. 1978, California (Berkeley)

oshua Reed

ssociate Professor of Operations

anagement

B.S. 2000, Illinois; Ph.D. 2007,

Georgia Institute of Technology

Gustavo J. Vulcano

Associate Professor of Operations

Management

B.Sc. 1994, M.Sc. 1997, Buenos Aires;

M.Phil. 2000, Ph.D. 2003, Columbia

Wenqiang Xiao

Associate Professor of Operations

Management

B.S. 1999, Tsinghua (China); Ph.D.

2002, Hong Kong University of Science

and Technology; Ph.D. 2006, Columbia

Eitan Zemel

W. Edwards Deming Professor of

Quality and Productivity; Vice

Dean of Strategic Initiatives

B.S. 1970, Hebrew; M.S. 1972,

Weizmann Institute of Science; Ph.D.

1976, Carnegie Mellon

Jiawei Zhang

Assistant Professor of Operations

Management

B.S. 1996, M.S. 1999, Tsinghua

(China); Ph.D. 2004, Stanford

pplicants to the

Undergraduate

College of the

Leonard N.

Stern School of Business are

admitted as freshmen and as

transfer students. The appli-

cant's capacity for successful

undergraduate work is meas-

ured through careful consider-

ation of secondary school

and/or college records; scores

on standardized tests; recom-

mendations from guidance

counselors, teachers, and oth-

ers; and the personal essay.

Each applicant is reviewed

carefully to identify academic

strength, potential for intel-

lectual growth and creativity,

and promise of fully utilizing

the special offerings of the

University and the city.

Each applicant's record is

considered objectively and is

evaluated for participation in

extracurricular activities and

community services, in addi-

tion to scholarly pursuits.

Stern welcomes a diversity

of undergraduates from all

economic, social, and geo-

graphic backgrounds. Appli-

cants who are neither U.S.

citizens nor permanent resi-

dents should see the Appli-

cants with International

Credentials section on

page 84.

A D M I S S I O N 82

Admission

RECOMMENDED HIGH

SCHOOL PREPARATION

The quality of an applicant's second-

ary school record is considered to be

more important than a prescribed

pattern of courses. Sound preparation,

however, should include English,

with heavy emphasis on writing;

social studies; foreign language;

mathematics; and laboratory sciences.

The Admissions Committee pays par-

ticular attention to the number of

honors, AP, and IB courses the appli-

cant has completed in high school.

The minimum requirements for con-

sideration are:

4 years of English (with heavy

emphasis on writing)

3-4 years of academic mathematics

(to include Pre-calculus*)

2–3 years of foreign language**

3-4 years of laboratory sciences

3-4 years of social studies

Students most competitive for admis-

sion will exceed these minimums. It

is strongly recommended that stu-

dents continue mathematics and lan-

guage courses in their senior year of

high school. For required testing, see

page 83.

THE ADMISSION PROCESS

All candidates for admission to the

University should send the following

to the Undergraduate Admissions

Processing Center, New York

University, 665 Broadway, 11th

Floor, New York, NY 10012-2339:

a. The Common Application (online

only) and the Common Application

Supplement are required.

b. Nonrefundable $70 application

fee.

c. Official high school and/or college

records for academic credit that has

already been earned (and General

Educational Development test

scores if applicable).

d. All required testing should be

completed and results forwarded

electronically by one testing

agency to the Undergraduate

Admissions Processing Center.

e. Recommendations.

f. Personal Statement/Essay.

Candidates are urged to complete and

file their applications by the stated

deadline (see page 83 for application

filing deadlines). The Office of

Undergraduate Admissions reserves the

right to substitute or waive particular

admissions requirements at the discre-

tion of the Admissions Committee.

Freshman candidates for

September admission are notified

approximately April 1. Early

Decision I candidates are notified

beginning in mid-December. Early

Decision II candidates are notified on

or after February 15. Transfer candi-

dates for September admission are

notified beginning in mid-April.

CAMPUS VISITS

All prospective students and their

parents are invited to visit the New

York University campus.

Opportunities to tour the University

and to meet students and faculty are

available to interested students.

Both high school and college stu-

dents wishing to discuss the choice of

a college, the transfer process, or aca-

demic programs are invited to attend

an information session conducted by

the Office of Undergraduate

Admissions at the Jeffrey S. Gould

Welcome Center, located at 50 West

4th Street. The Office of

Undergraduate Admissions holds

*Students must be calculus-ready.

**Applicants to the BPE program are

encouraged to have 3–4 years of a foreign

language.

NYU Ofﬁce of

Undergraduate Admissions

212-998-4500

admissions.nyu.edu

A D M I S S I O N 83

aily information sessions and con-

ducts campus tours, Monday through

Friday, except during University holi-

days. Visit the undergraduate admis-

sions web site at admissions.nyu.edu or

call 212-998-4524 to make an

appointment for an information ses-

sion and tour.

Although interviews are not avail-

ble, a visit to the campus is strongly

recommended. It is suggested that

arrangements be made several weeks

prior to visiting the campus.

NYU GUEST

ACCOMMODATIONS

Prospective students and their fami-

lies visiting New York University are

invited to stay at the Club Quarters, a

private hotel convenient to the

University. Club Quarters

Downtown, a 280-room, private,

first-class business hotel, is located in

the Wall Street area of Manhattan. By

special arrangement with NYU, it

offers moderately priced, quality

accommodations for University-affili-

ated guests. Features include a cus-

tomized NYU floor and lounge

decorated to highlight the

University’s presence in New York.

Rates are well below those for compa-

rable accommodations in Manhattan.

On weekends, visitors are welcome to

use Club Quarters Midtown. Near

Fifth Avenue, it is close to shopping,

Broadway theaters, and Rockefeller

Center. For information and reserva-

tions, call 212-575-0006 or visit

nyu.edu/about/visitor-information/hotels

to learn of other nearby hotels.

REQUIRED TESTING

All freshman applicants must submit

standardized test scores. Applicants

for admission to NYU may submit:

• The SAT Reasoning Test or

• The ACT (with Writing Test) or

• Three SAT Subject Test scores

(one in literature or the humanities,

one in math or science, and one non-

language of the student’s choice) or

• The SAT Reasoning Test and two

Advanced Placement (AP) Exam

scores or

• Three AP exam scores (one in lit-

erature or the humanities, one in

math or science, and one non-lan-

guage of the student’s choice).

Applicants to the Stern School of

Business who choose to submit SAT

Subject Tests or AP Exam scores in

place of the SAT or ACT must pro-

vide a score from a mathematics

examination.

Freshman candidates should sub-

mit official score reports for standard-

ized tests. Visit admissions.nyu.edu for

the latest required testing information.

Note: The AP exams must be taken

prior to high school senior year to be appli-

able during the admissions cycle.

International students who are in an area

where the ACT Writing Test is not offered

must choose one of the other test score

options.

If students have taken the SAT or

ACT more than once, or if they have

SAT Subject Test or Advanced

Placement (AP) Test scores they

ish to submit in support of their

application, it is recommended they

send in all of their scores. Using the

requirement options above, the

admissions office will use the combi-

nation of scores that best presents

their candidacy.

It is recommended that students

applying as regular decision freshmen

complete their testing by the

November test date, and they must

finish by the December test date. It is

strongly recommended that early

decision applicants complete all test-

ing by the October test date,

although November scores usually

arrive in time to be considered.

Students whose native language is

not English and whose primary lan-

guage of instruction has not been

English should also take the Test of

English as a Foreign Language

(TOEFL) or the International English

Language Testing System (IELTS).

(See the Applicants with International

Credentials section on page 84 for

additional information.)

Official test scores should be sent

directly to NYU from the testing

agencies. The NYU code for the

College Board (SAT Reasoning Test,

SAT I, SAT Subject Tests, SAT II

Examinations, and TOEFL) is 2562;

the ACT code for NYU is 2838.

Detailed information on the SATs

and Advanced Placement examina-

tions may be obtained from the

College Board, 45 Columbus Avenue,

New York, NY 10023-6917; 212-

713-8000; collegeboard.org. Detailed

information on the ACT may be

obtained from ACT, 500 ACT Drive,

P.O. Box 168, Iowa City, IA 52243-

0168; 319-337-1270; act.org.

ADMISSION APPLICATION

FILING DEADLINES

Freshmen are considered only for fall

(September) entry.

Freshman Early Decision I: November 1

Freshman Early Decision II: January 1

Freshman Regular Decision: January 1

NOTIFICATION DATES

We will notify you by the following

dates:

Freshman Early Decision I: December 15

Freshman Early Decision II: February 15

Freshman Regular Decision: April 1

RESPONSE DEADLINES

Admitted students must respond by

the following dates:

Freshman Early Decision I: January 15

Freshman Early Decision II: March 15

Freshman Regular Decision: May 1

FINANCIAL AID DEADLINES

Freshman Early Decision I: November 15

Freshman Early Decision II: January 15

Freshman Regular Decision: February 15

EARLY DECISION PLAN FOR

HIGH SCHOOL SENIORS

NYU offers two Early Decision appli-

cation options for freshman applicants

who are certain that NYU is their

first-choice university. Students

applying as Early Decision candidates

will receive their admission decision

after December 15 (Early Decision I)

or after February 15 (Early Decision

II). The NYU Financial Aid Office

uses the same methodology for deter-

mining financial aid for Early

Decision candidates as they do for

determining financial aid for

Regular Decision candidates.

Students are not offered more or less

financial aid based on when they

apply for admission.

NYU uses information students

share with the University via the

CSS/PROFILE (see Financial Aid on

page 86) to provide admitted stu-

dents with an estimated financial aid

package after December 15. For Early

Decision II candidates, this informa-

tion is used to provide admitted stu-

dents with an estimated financial aid

package after February 15. Students

are then provided with their official

financial aid award in late April,

assuming students have completed

both the CSS/PROFILE and the Free

Application for Federal Student Aid

(FAFSA) by February 15.

Students can only be released from

the Early Decision agreement if they

believe their estimated financial aid

package does not enable them to

attend. Students must be aware that

applying Early Decision does not

enable them to compare financial aid

packages from other universities. If

comparing financial aid packages is

necessary for a student, the student

should apply under the Regular

Decision program. NYU still reserves

the majority of admission offers for

students applying for Regular

Decision, so students should not feel

pressure to apply Early Decision if

finances are of concern. For further

information regarding the decision to

apply as an early decision candidate,

see the Undergraduate Admissions

web site at admissions.nyu.edu.

A D M I S S I O N 84

TRANSFER APPLICANTS

Transfer applicants to Stern will be

considered for fall admission only (see

Admission Process on page 82).

Admission of external transfers is lim-

ited by space availability. Credit will

be granted for most collegiate work

completed with a grade of C or better

ithin the last ten years that satisfies

degree requirements and that falls

within the residency requirement,

with the exception of certain courses

of a vocational nature or courses not

consistent with the educational objec-

tives of the Stern Undergraduate

College. Within these provisions,

applicants from regionally accredited

colleges are eligible for admission.

Except when specifically noted, the

general procedures described for enter-

ing freshmen apply to all applicants

seeking to transfer from other two-year

or four-year institutions. Transfer

applicants must submit official cre-

dentials from all institutions attended,

including secondary school transcripts.

Transfer applicants who took the SAT

or ACT exams while in high school

should submit their test results as part

of their application. Transfer appli-

cants who did not take these examina-

tions while in high school and have

been in college less than one year must

take one of these tests and submit their

results to NYU.

To be considered for transfer

admission to the Stern School of

Business, a student must have com-

pleted (or be in the process of com-

pleting) one year and 30–32 semester

hours at his or her current college or

university. This does not include

credit awarded by examination or

earned at a previous school. Students

who do not meet this requirement

will not be considered for admission.

Students wishing to transfer into

the second/sophomore year should

have completed the following courses

(at a minimum) at their current

institution:

• 1 semester of Calculus or higher

• 1 semester of writing/composition

(two semesters are preferred)

Students wishing to transfer into the

third/junior year should have com-

pleted the requirements listed above

for sophomores as well as the follow-

ing courses (at a minimum) at their

current institution:

• 1 semester of writing/English

• 1 semester of Statistics (preferably

with a Calculus prerequisite)

• 1 semester of Financial

Accounting

• 1 semester of Management,

Marketing, or other introductory

business-related course

• 1 semester of intermediate-level

Microeconomics

he Stern School of Business will not

consider applications from students

who would be incoming seniors.

Please note that completion of these

prerequisite courses at a student’s cur-

rent institution does NOT guarantee

transfer of credit. Official approval of

transfer credit takes place after admis-

sion and evaluation of previous course-

ork by the Undergraduate College.

Also, certain business courses (i.e.,

Statistics, Marketing, and Finance) will

require passing a Stern proficiency

exam after admission for determination

of credit/equivalency.

Please note that all degree candi-

dates in Stern must complete at least

64 consecutive units of coursework in

residence at Stern immediately preced-

ing the date of graduation. For further

information regarding the external

transfer process, see the Undergraduate

Admissions web site at

admissions.nyu.edu.

TRANSFER APPLICANTS

WITHIN THE UNIVERSITY

Students who wish to transfer from

one school to another within the

University must file an Internal

Transfer Application online at

admissions.nyu.edu prior to the March

1 application deadline. (Stern accepts

transfers in the fall only.) Students

must complete (or be in the process of

completing) one full year (32 points)

of academic study in their original

school of enrollment to be eligible for

internal transfer. The Leonard N.

Stern School of Business will also con-

sider for transfer admission students

who enter NYU via transfer into

another NYU school or college.

SPECIAL UNDERGRADUATE

STUDENTS (VISITING)

The Stern Undergraduate College

offers courses to non-matriculated

students. Contact the NYU

University Programs Office at

nyu.edu/admissions/visiting-students/

contact-us for program details and

deadline information.

APPLICANTS WITH INTER-

NATIONAL CREDENTIALS

NYU welcomes applications for

admission from international appli-

cants all over the globe. NYU has one

of the largest international student

bodies in the world.

NYU offers limited financial sup-

port in the form of institutional grants/

scholarships to international freshmen

admitted to our New York campus.

Grants/scholarships will be based upon

a combination of financial need and

academic merit. Please see nyu.edu/

admissions/ﬁnancial-aid-and-scholarships

for further information. Because of the

elays in receiving documents from

outside the United States, all students

who reside outside the U.S. are strongly

encouraged to apply online at nyu.edu/

admissions/undergraduate-admissions/

applying-for-admission.Before begin-

ning the application, please be aware

that NYU does not consider applica-

tions from students who already pos-

ess a bachelor's degree in any

academic area.

Student Visas and Orientation

atters pertaining to student visas

and international student orientation

activities are administered by the

Office of Global Services (OGS), 561

LaGuardia Place, 1st floor; 212-998-

4720. Specific information on the

various resources provided by OGS

can be found at nyu.edu/global/

international-immigration-services.

Instructions for Submitting

International Documents

If a student’s secondary education

culminates in a maturity certificate

examination, he or she must submit

an official copy of the grades received

in each subject of the examination. If

a student is preparing for these exam-

inations, he or she must submit pre-

dicted scores.

All documents submitted for

review must be official; that is, they

must be either originals or copies cer-

tified by authorized persons. (A "cer-

tified" copy is one that bears either an

original signature of the registrar or

other designated school official or an

original impression of the institu-

tion's seal.) Uncertified copies are not

acceptable. If these official documents

are in a foreign language, they must

be accompanied by an official English

translation from an accredited transla-

tion agency.

NYU cannot assume responsibil-

ity for the return of any documents

provided in support of application for

admission. Do not submit diplomas

or original single copies of records

that cannot be replaced. Also, stu-

dents should be certain to use their

legal name exactly as it appears on

their passport on all NYU applica-

tions and related documents and cor-

respondence.

Required Testing for International

Students

All freshmen applicants— domestic

and international— must submit

SAT, ACT, or AP standardized testing

to NYU to be considered for admis-

sion to NYU. NYU also considers a

wide range of regional and national

examinations to fulfill an applicant's

standardized testing requirement in

addition to SAT, ACT, and IB results.

Students are required to submit offi-

A D M I S S I O N 85

ial score reports directly from the

appropriate testing agency. Consult

the appropriate pages of NYU’s

admissions web site to learn about the

required testing requirements for

freshman applicants or testing

requirements for transfer applicants.

These pages apply to both domestic

and international students and there

re no exceptions whatsoever.

To locate an international testing

center and date for the SAT or AP

exams, visit the College Board SAT

web site at collegeboard.org. To locate

an international testing center and

date for the ACT, visit the ACT web

site at actstudent.org. To locate an

international testing center and date

for the AP, visit the College Board AP

web site at apstudent.collegeboard.org/

takingtheexam/registering-for-exams.

Testing Your English Ability

All international applicants are

required to submit TOEFL (Test of

English as a Foreign Language) or

IELTS (International English

Language Testing System) test results

that have been issued within the past

two years. Exemption from testing is

given if a student’s native language is

English or if he or she has been living

and studying in an English-speaking

country for at least three years.

Students should take the TOEFL

regardless of any other test scores they

plan to submit to NYU. Taking the

TOEFL will help ascertain English

language proficiency and is used in

conjunction with other standardized

test scores to ascertain readiness for

academic study.

NYU does not have any mini-

mum test score requirements, but

most competitive applicants score

above 100 on the TOEFL Internet-

based Test (iBT) and 7.5 or above on

the IELTS. Information about the

TOEFL may be secured by visiting

the TOEFL web site at ets.org/toefl

and information on the IELTS is

available on the IELTS web site at

ielts.org. The TOEFL code for NYU

undergraduate admissions is 2562.

THE AMERICAN LANGUAGE

INSTITUTE

Students who wish to improve their

English language skills prior to

applying to an undergraduate pro-

gram at New York University are

welcome to investigate the American

Language Institute, housed at NYU.

All students are further tested upon

arrival at the University. If their abil-

ity to speak and write in English is

not deemed to be of a sufficiently

high level to register for academic

study, students must register for non-

credit English courses that entail

additional expense and extend the

ime normally required to complete a

degree.

Individuals who wish to obtain

additional information about the

American Language Institute are

invited to visit the office of the

American Language Institute week-

days throughout the year between the

hours of 9 a.m. and 6 p.m. (Fridays

ntil 5 p.m.). They may also visit the

web site, scps.nyu.edu/ali; write to The

American Language Institute, School

of Continuing and Professional

Studies, New York University, 7 East

12th Street, Suite 921, New York,

NY 10003-7154; call 212-998

7040; fax 212-995-4135; or email:

[email protected].

READMISSION OF FORMER

STUDENTS

Any former student who has been out

of attendance for more than two con-

secutive terms and who wishes to

return to the college must apply for

readmission. Applications for read-

mission are available online at

admissions.nyu.edu. Requests for read-

mission should be received by August 1

for the fall term, December 1 for the

spring term, and April 1 for the sum-

mer term. Students who have

attended another college or university

since their last attendance at New

York University must complete the

regular application for undergraduate

transfer student admission and sub-

mit an official transcript.

ADVANCED STANDING

The Stern School of Business

Undergraduate College strongly rec-

ommends that students apply no

more than 20 advanced standing

points toward their degree require-

ments given that the Stern curricu-

lum has been carefully designed to

ensure both intellectual depth and

breadth throughout four years. To

apply for advanced standing, a stu-

dent must

• submit proof of prior college-level

coursework or advanced place-

ment (AP) test results to the

Undergraduate Admissions

Processing Center or bring a

sealed envelope of the transcripts

and/or the test results to the Stern

Undergraduate Office of

Academic Advising,

• meet with his/her adviser at Stern

to discuss the implications

thereof, and

• sign an Advanced Standing

Agreement Form with the Stern

Undergraduate Office of

Academic Advising that is placed

on file with the Stern

Undergraduate College and the

Office of the University Registrar.

ote: Freshmen are highly encouraged to

consult with an academic adviser before

they apply AP credit toward their ﬁrst

term at NYU.

CREDIT BY EXAMINATION

he Advanced Placement Program

(AP-College Entrance Examination

Board), the International Baccalaureate

Program (IB), and the results of some

foreign maturity certificate examina-

tions enable undergraduate students to

receive credit toward the bachelor's

degree on the basis of performance in

college-level examinations or profi-

iency examinations related to Stern’s

degree requirements, subject to the

approval of the college.

The maximum number of units

allowed toward the degree require-

ments that are a result of any possible

combination of nonresidential special

examination programs shall not

exceed 32. Note: Stern strongly recom-

mends that undergraduates apply no more

than 20 units toward their degree require-

ments so they may fully experience the

depth and breadth of the Stern curriculum.

International Baccalaureate (IB)

The Stern School recognizes for

advanced standing credit most higher-

level examinations passed with grades

of 6 or 7 (exceptions include

Economics). No credit is granted for

standard-level examinations. Official

reports must be submitted to the

Undergraduate Admissions

Processing Center for review.

Maturity Certificate Examinations

The Stern Undergraduate College will

consider the results of certain foreign

maturity certificate examinations for

advanced standing credit, i.e., British

GCE "A" levels or Cambridge Pre-U,

French Baccalauréat, German Abitur,

Italian Maturità, or the Federal Swiss

Maturity Certificate. Stern may

require that score reports be authenti-

cated and reviewed by approved inde-

pendent credential evaluation agencies.

Advanced Placement Program (AP)

New York University participates in

the Advanced Placement Program of

the College Entrance Examination

Board. In accordance with New York

University policy, if test results are 4

or 5, depending on the subject exami-

nation (see chart on page 87), the stu-

dent may receive college credit

toward the degree and may not take

the corresponding college-level course

for credit. For additional information,

consult the Office of Undergraduate

Admissions at admissions.nyu.edu or

call 212-998-4500.

A D M I S S I O N 86

Limitations on Advanced

tanding Credits (By Subject)

athematics:

All students entering Stern as fresh-

men are required to fulfill a 4-unit

mathematics course. Beginning with

the class of 2016 and beyond, stu-

dents who earn a 4 or 5 on the BC

alculus AP exam, or a 6 or 7 on the

IB Higher Level Mathematics exam,

or an A or B on the GCE A-level

Math exam will be eligible to apply

those advanced standing credits to

satisfy the Calculus I requirement.

The 4-unit requirement is typi-

cally fulfilled through the successful

completion of Calculus I (MATH-UA

121), but for students with advanced

standing, a higher-level course may

be more appropriate for fulfilling the

4-unit requirement. Stern academic

advisers are available to help those

students with advanced standing

make appropriate course selections.

Advanced standing can be used to

place into either Calculus II, Calculus

III, or Linear Algebra.

Economics:

All students entering Stern as freshmen

are required to complete the 4-unit

Microeconomics course (ECON-UB 1).

Students in the B.S. in Business

program also complete a 4-unit inter-

national economics course, Economics

of Global Business (ECON-UB 11).

No credit is awarded for any prior

Economics coursework or AP eco-

nomics exams.

Students in the B.S. in Business

and Political Economy program will

complete Intro to Macroeconomics

(BPEP-UB 2) in lieu of Economics of

Global Business. They may be eligi-

ble to use a 5 on AP Macroeconomics,

a 7 on IB HL Economics, or an A on

GCE A-Level Economics to substitute

for BPEP-UB 2.

Transfer students who do not

enter Stern with an approved inter-

mediate-level microeconomics course

will be required to take either

Competitive Analysis (ECON-UB

15) or Intermediate Microeconomics

(ECON-UA 10) to satisfy this

requirement.

Statistics:

All students entering Stern are

required to fulfill a 6-unit statistics

requirement. Students are eligible to

waive out of 4 of the 6 total unit

requirements based on an appropriate

score in AP Statistics. To be waived

from the 4-unit portion of the require-

ment, eligible students may take a

roficiency examination in the first

semester the student arrives on cam-

pus. Upon passing the examination,

the 4 units from the usual Statistics

requirement are redistributed to elec-

tives. Regardless of advanced standing,

all students must take the 2-unit

course entitled Regression and

Forecasting Models (STAT-UB 3).

Writing/Exposition:

All students entering Stern as fresh-

men are required to complete an 8-

nit writing sequence. No credit

toward degree requirements is cur-

rently granted for prior coursework or

examination results in writing or

exposition.

THE ENROLLMENT PROCESS

To be enrolled, an admitted candidate

must do the following:

1. Accept the University's offer of

admission and pay the required non-

refundable tuition deposit.

2. If applicable, pay the required non-

refundable housing deposit.

3. Have his or her high school and

college forward a final transcript(s) to

the Undergraduate Admissions

Processing Center. The transcript

must specify date of graduation.

4. File a medical report.

5. Make an appointment with the

individual school or division for aca-

demic advisement.

6. Pay balance of tuition and/or hous-

ing fees by the stipulated deadlines.

7. Register for classes when notified.

PLACEMENT EXAMINATIONS

Foreign language placement examina-

tion results may be used at Stern as

follows: Students who wish to con-

tinue in a language previously stud-

ied in high school or in college must

take a language placement test or

submit scores from the College

Entrance Examination Board or

receive a recommendation for place-

ment from the appropriate language

department by taking their corre-

sponding departmental placement

exams offered online or in person

throughout the academic year. For

further information, please speak

with an academic adviser or the

Director of Undergraduate Study of

the appropriate language department.

FINANCIAL AID

After the admissions decision is made

and the appropriate financial aid

applications are submitted, a student’s

request for financial aid is considered.

ll students applying for financial

aid must file the Free Application for

Federal Student Aid (FAFSA) and the

CSS/PROFILE, available at profileon-

line.collegeboard.com. Both the

FAFSA and the CSS/PROFILE are

required of all financial aid applicants

to NYU’s New York City campus

who are U.S. Citizens and/or

ermanent Residents. The CSS/PRO-

FILE is required of all NYU Abu

Dhabi applicants.

NYU’s CSS/PROFILE deadlines are:

Early Decision I: November 15

Early Decision II: January 15

Regular Decision: February 15

For more information, see the

NYU Financial Aid web site at

nyu.edu/ﬁnancial.aid.

The Free Application for Federal

Student Aid (FAFSA) is also required

of all financial aid applicants to

NYU’s New York City campus who

are U.S. Citizens and/or Permanent

Residents. NYU Abu Dhabi appli-

cants should not submit the FAFSA

unless they are interested in one of

NYU’s schools and colleges on the

New York City campus.

NYU’s FAFSA deadline is

February 15 (for both Early Decision

and Regular Decision applicants to

receive a final financial aid award in

April). Students must include the

NYU federal school code number

002785 in the school section of the

FAFSA to ensure that their submitted

information is transmitted by the

processor to New York University.

New York State residents should

also complete the separate application

for the Tuition Assistance Program

(TAP); for information visit

nyu.edu/ﬁnancial.aid. Students from

other states may be required to com-

plete separate applications for their

state programs if their state grants

can be used at New York University.

For more detailed information regard-

ing Financial Aid requirements and

policies, see the Financial Aid section

on page 90.

For students who entered prior to 2016, no

credit toward degree requirements will be

granted based on examinations taken during

high school. Advanced placement standing in

mathematics for these students is used only to

determine in which mathematics course an

incoming student should enroll.

Students may also place into Calculus III to

satisfy their math requirement by taking and

passing a placement exam administered by

the mathematics department.

A D M I S S I O N 87

DVANCED PLACEMENT EQUIVALENCIES

AP Examination and Grade Credits NYU Course Equivalent

Stern Course

Equivalent

rt History 4 4 No course equivalent Elective

Art History 5 4 ARTH-UA 1 and ARTH-UA 2 Elective

Biology 4, 5 8 BIOL-UA 11-12/ BIOL-UA 13-14 Natural Science

Calculus AB 4, 5 No credit No course equivalent Placement Only

Calculus BC 4, 5 4 MATH-UA 121 Mathematics

Chemistry 4, 5 8 CHEM-UA 125,126/ Natural Science

CHEM 127, 128

Chinese Language & Culture 4, 5 4 EAST-UA 204 Elective

Computer Science A 4, 5 4 CSCI-UA 101 Elective

English Language No credit No course equivalent No Credit

English Literature 4, 5 4 No course equivalent Elective

Environmental Science 4, 5 4 No course equivalent Natural Science

European History 4, 5 4 No course equivalent Elective

French Language and Culture 4, 5 4 FREN-UA 30 Elective

German Language and Culture 4, 5 4 GERM-UA 4 Elective

Human Geography No credit No course equivalent No Credit

Italian Language and Culture 4, 5 4 ITAL-UA 12 Elective

Japanese Language and Culture 4, 5 4 EAST-UA 250 Elective

Latin 4, 5 4 CLASS-UA 6 Elective

Macroeconomics 5 4/ No credit

ECON-UA 1 BPE Requirement

Microeconomics No credit No course equivalent No Credit

Music Theory No credit No course equivalent No Credit

Physics B 4

5 No course equivalent Natural Science

Physics B 5 10 PHYS-UA 11-12 Natural Science

Physics C-E&M. 4, 5 5 or 3 PHYS-UA 12 or PHYS-UA 93 Natural Science

Physics C-Mech. 4, 5 5 or 3 PHYS-UA 11 or PHYS-UA 91 Natural Science

Politics (U.S. Gov’t and Politics) 4, 5 4 No course equivalent Elective

Politics (Comp. Gov’t and Politics) 4, 5 4 No course equivalent Elective

Psychology 4, 5 4 PSYCH-UA 1 Elective

Spanish Language and Culture 4, 5 4 SPAN-UA 4 Elective

Spanish Literature and Culture 4 4 SPAN-UA 100 Elective

Spanish Literature and Culture 5 4 SPAN-UA 100 or 200 Elective

Statistics 4,5 No credit STAT-UB 1

Placement Only

Studio Art No credit No course equivalent No Credit

United States History 4, 5 4 No course equivalent Elective

World History 4 No course equivalent Elective

Students who intend to major or minor in a CAS department should contact the departmental adviser for information on how applying AP credit

will impact their major or minor requirements in a given departmental area (e.g. refer to the Art History Department for information on how

applying AP Art History credit may impact major or minor completion). For foreign language placement, students should contact the respective

department for specific information.

Credit is only applicable for Stern students in the BPE Program. For all other Stern students, no credit will be awarded.

Students may not receive credit for both Physics B and Physics C.

See page 86 for information regarding Stern’s policy on advanced placement credits for Statistics.

T U I T I O N , F E E S , A N D F I N A N C I A L A I D 88

Tuition, Fees, and Financial Aid

Tuition and

Fees

Following is the schedule of fees

established by the Board of Trustees

f New York University for the aca-

demic year 2013-2014

. The Board of

Trustees reserves the right to alter

this schedule without notice.

Note that the registration and

services fee covers memberships, dues,

etc., to the student’s class organiza-

tion and entitles the student to mem-

bership in such University activities

as are supported by this allocation

and to receive regularly those

University and college publications

that are supported in whole or in part

by the student activities fund. It also

includes the University’s health serv-

ices, emergency and accident cover-

age, and technology fee.

All fees are payable at the time of

registration. The Office of the Bursar

is located at 25 West Fourth Street.

Checks and drafts are to be drawn to

the order of New York University for

the exact amount of the tuition and

fees required. In the case of overpay-

ment, the balance is refunded on

request by filing a refund application

in the Office of the Bursar.

Students can now utilize the

enhanced NYU Electronic Suite

(eSuite) for E-bill, E-payment and E-

refunds. Students can access their

eSuite account via a single sign-on by

logging onto the Albert Student

Center using their NYU Net ID and

Password. Once in the Albert Student

Center, students should click on the

View Bursar Account link located under

the Finances menu. This links to the

secure eSuite web site. Students can

also invite parents/authorized users to

access their eSuite account.

A fee will be charged if payment

is not made by the due date indicated

on the student’s statement. The

unpaid balance of a student’s account

is also subject to an interest charge of

12% per annum from the first day of

class until payment is received.

Holders of New York State

Tuition Assistance Program Awards

are allowed credit toward their

tuition fees in the amount of their

entitlement, provided they are New

York State residents, are enrolled on a

full-time basis, and present with their

schedule/bill the Award Certificate

or the applicable term.

Students who receive awards after

registration will receive a check from

the University after the New York

State payment has been received by

the Office of the Bursar and the

Office of the University Registrar has

confirmed eligibility.

Full-Time Students

Tuition, 12 to 18 units,

per term . . . . . . . . . . . .$21,485.00

Nonreturnable registration and

services fee, per term . . . . .$1,683.00

For each unit taken in excess of 18,

per unit, per term (includes a nonre-

turnable registration and services fee

of $64.00 per unit) . . . . . .$1,327.00

Other Students

Tuition, per unit . . . . . . .$1,263.00

Nonreturnable registration and

services fee:

Fall term 2013 ﬁrst unit . . .$443.00

Spring term 2014 ﬁrst unit . .$461.00

Nonreturnable registration and

services fee, per unit, for registration

after ﬁrst unit . . . . . . . . . . . .$64.00

Visit the NYU Bursar’s web site at

nyu.edu/bursar/tuition.fees for up-to-

date listings of the University’s tuition

and fees charges.

Basic Health Insurance

Benefit Plan

Full-time students are automatically

enrolled.

All others can select:

Annual . . . . . . . . . . . . . . .$2,220.00

Fall term . . . . . . . . . . . . . . .$830.00

Spring term

(coverage for the spring

and summer terms) . . . . . .$1,390.00

Summer term . . . . . . . . . . .$611.00

(only for students who did not

Comprehensive Health

Insurance Benefit Plan

International students are automatically

enrolled.

All others can select:

Annual . . . . . . . . . . . . . . .$3,439.00

Fall term . . . . . . . . . . . . .$1,295.00

Spring term (coverage for the spring

and summer terms) . . . . . .$2,144.00

Summer term (only for students who

did not register in the preceding

term) . . . . . . . . . . . . . . . . . .$942.00

Stu-Dent Plan

Dental service through NYU’s

College of Dentistry

Primary member . . . . . . . . .$235.00

Partner . . . . . . . . . . . . . . . .$235.00

Dependent (under age 16) . . .$83.00

Renewal membership . . . . .$193.00

Special Fees

Fees are subject to change. Contact the

NYU Bursar’s Office for the most up-to-

date information.

Late payment of tuition fee . .$25.00

Late registration fee

commencing with the

second week of classes . . . . . .$50.00

Late registration fee

commencing with the

ﬁfth week of classes . . . . . . .$100.00

Penalty fee . . . . . . . . . . . . . . .$20.00

Deposit upon acceptance

(nonreturnable) . . . . . . . . . .$500.00

Housing deposit (if applicable)

upon acceptance

(nonreturnable) . . . . . . . . .$1,000.00

Note: Undergraduate application fee

(nonreturnable) . . . . . . . . . . . . . 70.00

Application fee for admissions for interna-

tional students and U.S. citizens living

abroad (nonreturnable) . . . . . . .$70.00

A waiver option is available. Students

automatically enrolled in the Basic Plan or

the Comprehensive Plan can change between

plans or waive the plan entirely (as long as

they show proof of other acceptable health

insurance).

T U I T I O N , F E E S , A N D F I N A N C I A L A I D 89

Deferred Payment Plan

The Deferred Payment Plan allows

students to pay 50% of their net bal-

ance due for the current term on the

payment due date and defer the

remaining 50% until later in the

semester. This plan is available to stu-

dents who meet the following eligi-

ility requirements:

• They are matriculated and regis-

tered for six or more units.

• They are without a previously

unsatisfactory University credit

record.

• They are not in arrears for any

University charge or loan.

The plan includes a nonrefundable

application fee of $50.00, which is to

be included with the initial payment

on the payment due date.

Interest at a rate of 1% per month

on the unpaid balance will be assessed

if payment is not made in full by the

final installment due date. A late pay-

ment fee will be assessed on any late

payments.

A separate deferred payment plan

application and agreement is required

for each semester this plan is used.

The Deferred Payment Plan is avail-

able

via eSuite. Log onto eSuite and

click the “Payment Plans” tab.

For additional information, visit

the Office of the Bursar web site at

nyu.edu/bursar/paymentplans or call

212-998-2806.

TuitionPay Plan

TuitionPay is a payment plan adminis-

tered by SallieMae. This interest-free

plan allows for all or a portion of a stu-

dent’s educational expenses (including

tuition, fees, room, and board) to be

paid in monthly installments.

The traditional University billing

cycle consists of one large lump sum

payment due at the beginning of each

semester. TuitionPay is a budget plan

that enables a family to spread pay-

ments over the course of the academic

year. By enrolling in this plan, stu-

dents spread fall semester tuition pay-

ments over a four-month period (June

through September) and spring

semester tuition payment over

another four-month period

(November through February).

With this plan, students budget

the cost of tuition and/or housing

after deducting any financial aid

received and/or any payments made

directly to NYU.

A nonrefundable enrollment fee of

$50.00 is required when applying for

the fall and spring plans. Students

must enroll in both the fall and

spring plans. Monthly statements are

ailed by TuitionPay, and all pay-

ments should be made directly to

them. For additional information,

visit the TuitionPay web site at

tuitionpay.salliemae.com or call 800-

635-0120.

Arrears Policy

The University reserves the right to

eny registration and withhold all

information regarding the record of

any student who is in arrears in the

payment of tuition, fees, loans, or

other charges (including charges for

housing, dining, or other activities or

services) for as long as any arrears

remain.

Withdrawal and Refund of

Tuition

A student who for any reason finds it

impossible to complete a course for

which he or she has registered should

consult with an academic adviser. An

official withdrawal must be filed

either on Albert (through the first

three weeks of the term only) or in

writing on a completed Change of

Program (drop/add) form with the

Office of the University Registrar.

Note: An official withdrawal must be

filed if a course has been cancelled, and in

this case the student is entitled to a refund

of tuition and fees paid. Withdrawal from

courses that have not been cancelled does

not necessarily entitle the student to a

refund of tuition paid or a cancellation of

tuition still due. A refund of tuition will

be made provided such withdrawal is filed

within the scheduled refund period for the

term (see schedule below).

Merely ceasing to attend a class

does not constitute official with-

drawal, nor does notification to the

instructor. A stop payment of a check

presented for tuition does not consti-

tute withdrawal, nor does it reduce

the indebtedness to the University.

The nonreturnable registration fee

and a penalty fee of $20.00 for a

stopped payment must be charged in

addition to any tuition not canceled.

The date on which the Change of

Program form is filed, not the last

date of attendance in class, is consid-

ered the official date of withdrawal. It

is this date that serves as the basis for

computing any refund granted the

student. The refund period (see

schedule below) is defined as the first

two calendar weeks of the term for

which application for withdrawal is

filed. The processing of refunds takes

approximately two weeks.

Refund Schedule for with-

rawal from a course (Fall and

Spring Terms Only)

Courses dropped during the ﬁrst two

weeks of the term

100% of tuition and fees

Courses dropped after the ﬁrst

two weeks of the term NONE

Refund Period Schedule for

Complete Withdrawal

(Fall and Spring Terms Only)

This schedule is based on the total appli-

cable charge for tuition excluding nonre-

turnable fees and deposits.

Withdrawal on or before the ofﬁcial

opening date of the term

100% of tuition and fees

Withdrawal on the second day after

the ofﬁcial opening date of the term

through the end of the ﬁrst calendar

week 100% of tuition only

The ﬁrst calendar week consists of the ﬁrst

seven calendar days beginning with the

ofﬁcial opening date of the term, not the

ﬁrst day of the class meeting.

Withdrawal within the second

calendar week

of the term 70%of tuition only

Withdrawal within the third

calendar week

of the term 55% of tuition only

Withdrawal within the fourth

calendar week

of the term 25% of tuition only

Withdrawal after completion

of the fourth calendar week

of the term NONE

Note: The above refund schedule is not

applicable to students whose registration

remains within the flat-fee range.

A student may not withdraw from a

class the last three weeks of the fall or

spring semester or the last three days

of each summer session.

Exceptions to the published

refund schedule may be appealed in

writing to the refund committee of

the school of registration and should

be supported by appropriate docu-

mentation regarding the circum-

stances that warrant consideration of

an exception. Exceptions are rarely

granted. Students who withdraw

should review the “Refunds” page on

the Office of the Bursar’s web site at

nyu.edu/bursar.

After the official opening date of the term,

all registration and services fees are not

returnable.

T U I T I O N , F E E S , A N D F I N A N C I A L A I D 90

ederal regulations require adjust-

ments reducing financial aid if a stu-

dent withdraws even after the NYU

refund period. Financial aid amounts

will be adjusted for students who

withdraw through the ninth week of

the semester and have received any

federal grants or loans. This adjust-

ment may result in the student’s bill

ot being fully paid. NYU will bill

the student for this difference. The

student will be responsible for pay-

ment of this bill before returning to

NYU and will remain responsible for

ayment even if he or she does not

return to NYU.

For any semester a student

receives any aid, that semester will be

counted in the satisfactory academic

progress standard. This may require

the student to make up units before

receiving any further aid. Please

review “Semester Course Loads” on

age 94 and “Academic Standards”

on page 99 for further information

and to prevent jeopardizing future

semesters of aid.

Tuition Insurance

NYU encourages all students to pur-

chase tuition insurance in case a with-

drawal after the refund period

becomes necessary. Visit tuitionrefund-

plan.com for more information or con-

tact A.W.G. Dewar, Inc., Four

Batterymarch Park, Quincy, MA

2169-7648; 617-774-1555.

Financial Aid

NYU Office

of Financial Aid

25 West Fourth Street

212-998-4444

nyu.edu/financial.aid

New York University awards financial

aid in an effort to help students meet

the difference between their own

resources and the cost of education. All

awards are subject to availability of

funds and the student’s demonstrated

need. Renewal of assistance depends

on annual reevaluation of a student’s

need, the availability of funds, the suc-

cessful completion of the previous year,

and satisfactory progress toward com-

pletion of degree requirements. In

addition, students must meet the pub-

lished filing deadlines.

The Office of Financial Aid

Online

Visit Financial Aid and Scholarships

at nyu.edu/financial.aid for full access

to the information and procedures

summarized here. Particular attention

should be given to (1) Types of

Financial Aid (for scholarships,

grants, loans) and (2) Applications

and Forms. These topics are included

on the navigation bar located on the

home page.

Applying for Financial Aid at

NYU

The following applications are the

forms students must submit for any

and all types of financial aid awarded

at NYU, including all need-based

and merit-based scholarships:

• CSS/Financial Aid PROFILE

• Free Application for Federal

Student Aid (FAFSA)

• New York State Tuition

Assistance Program (TAP), for

New York State residents only

Please refer to the Applications and

Forms area of the web site for details

specific to students applying for

admission to NYU’s Washington

Square campus, NYU Abu Dhabi,

and NYU Shanghai.

Students seeking financial aid for

summer courses must also complete a

NYU Summer Aid Application.

Important deadlines:

For Freshmen Applicants

• Early Decision I: November 15

(to receive an Early Decision

financial aid estimate in mid-

December)

• Early Decision II: January 15 (to

receive an Early Decision financial

aid estimate in mid-February)

• Regular Decision: February 15 (to

receive a final financial aid award

in April)

For Transfer Applicants

• Fall/Summer Admission: April 1

(to receive a final financial aid

award in May/June)

• Spring Admission: November 1

Eligibility for Financial Aid

To be considered for financial aid,

students must be officially admitted

to NYU or matriculated in a degree

program and making satisfactory aca-

demic progress toward degree

requirements. Financial aid awards

are not automatically renewed each

year. Students must submit the

FAFSA each year, continue to demon-

strate financial need, make satisfac-

tory progress toward degree

requirements, and be in good aca-

demic standing.

Please consult “Eligibility for

Financial Aid” at nyu.edu/financial.aid

for current details (see Policies in the

lower right column of the home page).

Withdrawal

Students receiving federal student aid

who withdraw completely may be

billed for remaining balances result-

ing from the mandatory return of

funds to the U.S. government. The

amount of federal aid “earned” up to

that point is determined by the with-

drawal date and a calculation based

upon the federally prescribed for-

mula. Generally, federal assistance is

earned on a pro-rata basis.

Scholarships and Grants

Eligibility for merit-based and/or

need-based scholarships at NYU is

determined upon entrance to the

University based on prior academic

strengths and, if applying for finan-

cial aid, a student’s demonstrated

financial need.

University-Sponsored and

University-Administered

Programs

Through the generosity of its alumni

and other concerned citizens, as well

as from funds supplied by the federal

government, the University is able to

provide an extensive financial aid pro-

gram for its students. Awards are

competitive and are based on a com-

bination of academic achievement,

applicable test scores, and in most

cases, financial need. No separate

application is necessary.

Federal Scholarships and

Grants

Eligibility is based on submission of

the FAFSA and no separate applica-

tion is necessary.

State Grants

New York State offers a wide variety

of grants and scholarships to resi-

dents, subject to the annual availabil-

ity of funds. Application is made

directly to the state and grants are

awarded by the state. New York State

programs are listed at hesc.com.

Some students from outside New

York State may qualify for funds from

their own state scholarship programs

that can be used at New York

University. Contact individual state

financial aid agencies (call 800-433-

3243 to get the phone number and

address) to ask about program

requirements and application proce-

dures. Upon receiving an eligibility

notice from a state program, submit

it immediately to the NYU Office of

Financial Aid.

T U I T I O N , F E E S , A N D F I N A N C I A L A I D 91

Scholarships and Grants from

ther Organizations

Students may be eligible for a private

scholarship or grant from an outside

agency. Some sources to explore are

mployers, unions, professional

organizations, and community and

special interest groups. A number of

extensive scholarship search resources

are available free online, and several

are featured at nyu.edu/financial.aid.

Students must notify the Office of

Financial Aid if they receive funds

from any of these sources.

Stern Scholarships for

Matriculated Students

While the majority of scholarships

are awarded to students at the time of

admission, each year through the gen-

erosity of alumni and corporate

donors, Stern distributes special

scholarships to deserving students at

the Stern School. Selection is based on

criteria established with the donors

and the school. In the spring semes-

ter, the Office of the Dean works

together with the financial aid office,

the donor, and appropriate members

of Stern to select qualified students

for these awards. In many cases, the

Office of the Dean solicits applicants

through announcements to the stu-

dent body.

Loan Programs

For information about Federal Loans

and Private (Non-Federal) Alternative

Loans see Types of Financial Aid at

nyu.edu/financial.aid.

Student Employment

Wasserman Center for Career Development

133 East 13th Street, 2nd Floor; 212-

998-4730

nyu.edu/careerdevelopment

Most financial aid award packages

include work-study. This means that

students are eligible to participate in

the Federal Work-Study Program and

may earn up to the amount recom-

mended in their award package.

Work-study wages are paid directly

to the student on a biweekly basis and

are normally used for books, trans-

portation, and personal expenses.

Resident Assistantships

Resident assistants reside in the resi-

dence halls and are responsible for

organizing, implementing, and evalu-

ating social and educational activities.

Compensation is room and/or board,

and/or a stipend. Visit nyu.edu/life/

living-at-nyu.html for applications and

urther information.

Tuition Remission

Members of the NYU staff, teaching

staff, and officers or administrators

and their dependents who are eligible

for NYU tuition remission are not

eligible for other forms of financial

aid administered by the University

(including merit awards). Eligibility

can be reviewed for other types of aid

including: Federal Stafford Loans,

Federal Unsubsidized Stafford Loans,

Federal Parent Loans for

Undergraduate Students (PLUS),

TAP Grants, Federal Pell Grants, and

some private (non-federal) alternative

loan programs if the appropriate Free

Application for Federal Student Aid

is completed. Details about tuition

remission eligibility information can

be obtained at nyu.edu/employees/

benefit.html.

Employee Education Plans

Many companies pay all or part of the

tuition of their employees under

tuition refund plans. Employed stu-

dents attending the University should

ask their personnel officers or training

directors about the existence of a

company tuition plan. Students who

receive tuition reimbursement and

NYU employees who receive tuition

remission from NYU must notify the

Office of Financial Aid that they

receive this benefit.

Optional Payment Plans

Payment plans can help manage edu-

cational expenses. Options are

described on page 89 as well as at

nyu.edu/bursar/payment.info/plans.html.

Student Responsibilities

✓ You must apply for financial aid

each year to receive any and all types

of financial aid awarded at NYU,

including all need-based and merit-

based scholarships.

✓ Consult nyu.edu/financial.aid for

all financial aid application deadlines.

ailure to meet the NYU deadline

may result in a reduction of your aid

eligibility.

✓ Use NYU Albert at albert.nyu.edu

to accept your financial aid awards.

If you submit documents to the

Office of Financial Aid, please put

your University I.D. number on each

page and keep a copy for yourself. Do

not submit originals.

✓ Be certain that you understand

the conditions of the awards you

accept. Contact the Office of

Financial Aid if you have any ques-

tions.

✓ You must adhere to satisfactory

academic progress standards to

remain eligible for financial aid. The

Office of Financial Aid will send

reminders, but it is the student’s

responsibility to know and heed the

requirements.

✓ You must notify the Office of

Financial Aid immediately if you

receive an award or financial aid from

any additional source. A change in

your resources may affect your eligi-

bility for student aid.

✓ You must respond immediately to

all requests from the Office of

Financial Aid. Failure to comply may

result in the cancellation of your aid.

✓ Consult with the Office of

Financial Aid immediately if you

reduce your academic program to

fewer points, or if you are enrolled

full-time (at least 12 points) but

intend to begin part-time (less than

12 points). Also contact the Office of

Financial Aid if there is a change in

your housing status. A change in

enrollment or housing status may

affect the financial aid you receive.

✓ Be sure to notify the Office of the

University Registrar if you move by

updating your contact information

via NYU Albert at albert.nyu.edu. We

use the records of the Office of the

University Registrar to administer

financial aid.

A C A D E M I C A D V I S I N G , R E G I S T R AT I O N , A N D P O L I C I E S A N D P R O C E D U R E S 92

Academic Advising, Registration,

and Policies and Procedures

Academic

Advising

Stern Office of

Academic Advising

Tisch Hall, Suite 616

40 West Fourth Street

212-998-4020

stern.nyu.edu/

programs-admissions/

undergraduate/academics/

academic-advising

STERN OFFICE OF ACADEMIC

ADVISING

The Stern Office of Academic

Advising is an important resource for

undergraduates during their four

years at Stern. Stern educates through

in-classroom learning and co-curricu-

lar experiences, and the Stern Office

of Academic Advising provides com-

prehensive guidance to help students

design a well-rounded academic pro-

gram to meet that goal. The office’s

professional staff partner with stu-

dents from the start of their Stern

career to map out their undergraduate

experience, tailored to individual

skills and interests.

The Stern Office of Academic

Advising provides academic advising

to Stern undergraduates and coordi-

nates undergraduate programs inde-

pendently and in partnership with

key Stern and all-University offices to

enhance academic, professional, and

social development. The advising

staff consists of well-qualified profes-

sionals eager to help students adjust

to the academic and personal chal-

lenges of college life.

Stern offers one-on-one advising

to all students to assist in curriculum

planning as well as to address topics

such as course scheduling, choosing a

concentration, selecting a minor,

study abroad planning, and partici-

pating in co-curricular activities. In

addition to individual advising

appointments, the office coordinates a

series of student programming to

supplement each student’s academic

experience.

The advising staff provides addi-

tional support to new students during

their first term. At orientation, pre-

sentations are made concerning the

curriculum, international study

opportunities, the student code of

conduct, student life, co-curricular

activities, and student support serv-

ices. Students are encouraged to meet

with an academic adviser as often

as they wish but at least once a semes-

ter (preferably prior to course

registration).

STERN UNDERGRADUATE

FACULTY AND TRACK

ADVISERS

Each academic department and track

has one or more faculty advisers

responsible for advising Stern under-

graduates regarding academic inter-

ests and career ambitions. All faculty

and track advisers have office hours

dedicated to these special advising

responsibilities. A listing of current

faculty and track advisers can be

found on the Stern Undergraduate

College web site at stern.nyu.edu/

portal-partners/current-students/

undergraduate/academics/advising/

faculty-advising.

PRELAW ADVISING

Stern’s prelaw adviser is available to

meet with students interested in a

law career. Prelaw students should

consult the Stern Undergraduate

College advising web site for perti-

nent information to help them decide

whether to apply to and attend law

school. Although there is no pre-

scribed prelaw curriculum, there are

several business and liberal arts

courses that may interest students

considering law school. Prelaw infor-

mation sessions are offered in the fall,

and students are encouraged to meet

with the prelaw faculty adviser dur-

ing their senior year to discuss the

law school application process.

PREHEALTH ADVISING

Students interested in fulfilling

requirements for postgraduate health

careers – from medicine and dentistry

to the allied-health professions – are

encouraged to meet with the prepro-

fessional Stern adviser as early in their

academic career as possible. Prehealth

students should also take advantage

of the resources offered through the

College of Arts and Science’s

Preprofessional Advisement Office,

Silver Center, Room 901, 212-998-

8160, prehealth.cas.nyu.edu.

The program of study for a student

interested in any of these areas mini-

mally requires completion of the fol-

lowing courses: General Chemistry I

and Lab (CHEM-UA 125), General

Chemistry II and Lab (CHEM-UA

126); Principles of Biology I and II

(

BIOL-UA 11, BIOL-UA12),

Principles of Biology Lab (BIOL-UA

123); Organic Chemistry I and Lab

(CHEM-UA 225), Organic Chemistry

II and Lab (CHEM-UA 226); and

General Physics I and II (PHYS-UA

11, PHYS-UA 12). Students are also

encouraged to take Writing the Essay

(EXPOS-UA 121) as their core writ-

ing course and an additional English

course as an elective.

Some professional schools may

require additional courses. Note that

Stern students pursuing this path

typically use all their elective space

completing these requirements and

may exceed the amount of units nor-

mally required for degree completion,

which in turn may affect financial aid

status. Note that being “premed” is

not a concentration or minor and is

not an irrevocable commitment.

CAREER COUNSELING

The Wasserman Center for Career

Development aims to provide person-

alized career services in a supportive

environment that empowers NYU

students at every stage of their profes-

sional development and helps lead

them to fulfilling careers in their cho-

sen fields. The Wasserman Center is

committed to providing the highest

quality career counseling and place-

ment assistance to NYU students and

alumni. The office continues to intro-

duce and explore many new technical

enhancements while maintaining per-

sonal, individualized services to give

students every possible advantage in

their job search. The Wasserman

Center is also dedicated to developing

and nurturing innovative and out-

standing programs; counselors from

the center often work closely and

partner with the Stern advising staff

to create meaningful preprofessional

events. For a full listing of all of the

programs and services offered to the

NYU community, please see the

Wasserman Center’s web site

nyu.edu/careerdevelopment. (See also

page 91.)

A C A D E M I C A D V I S I N G , R E G I S T R AT I O N , A N D P O L I C I E S A N D P R O C E D U R E S 93

THE ACADEMIC RESOURCE

CENTER

The Academic Resource Center

(ARC), located at 18 Washington

Place, is the place to go when a stu-

dent doesn’t know where to turn with

academic navigation questions. It

ffers a variety of academic support

resources, including cross-school

advising and peer tutoring through

the University Learning Center, as

well as referrals to other academic

resources from its SMART Bar

(ARC’s information desk for ques-

tions about Student Mentoring,

Academic Resources, and

utoring). Additional resources at the

ARC include computers and ITS

printers, an Argo Tea Café, and a vari-

ety of study spaces. Also located in

the Academic Resource Center is aca-

demic advising and support for the

Collegiate Science and Technology

Entry Program and Higher Education

Opportunity Program. For more

information visit nyu.edu/students/

undergraduates/academic-services/

undergraduate-advisement/

academic-resource-center or call

212-998-2ARC (2272)

or email arc.advising@nyu.edu.

THE UNIVERSITY LEARNING

CENTER

Stern students are also eligible to

receive academic support through the

University Learning Center (ULC),

which has two convenient locations:

he Academic Resource Center and

University Hall. The ULC provides

individual and group review sessions

for specific courses, as well as

Academic Skills Workshops, free of

charge.

The ULC’s mission is to assist stu-

dents in developing the knowledge

base, skills, and strategies that will

elp them become confident, inde-

pendent, and active learners. Its vari-

ous academic support services are

intended to help students meet the

challenge of NYU’s rigorous aca-

demic standards.

Services offered by the ULC include

the following:

• Individual and group tutoring

sessions

• Course-specific study groups

• Examination review sessions

• Study skills assessment

• Workshops on academic effective-

ness and time management

• Computer-assisted training

For more information, visit the

University Learning Center’s Web

site at nyu.edu/students/undergraduates/

academic-services/college-learningcenters.

THE WRITING CENTER

The Writing Center helps students,

faculty, and administrators who desire

assistance with a particular writing

assignment or want to generally

improve their writing skills. Many

people use the Center because they

can have conversations with experi-

nced writing consultants who can

aid in understanding an assignment,

developing a plan, or learning to edit,

and who can offer suggestions about

drafts in progress. Writing Center

consultants do not proofread or edit

papers. Consultations run from thirty

to forty-five minutes. For more infor-

mation, visit nyu.edu/cas/ewp/html/

riting_center.html or contact the

Writing Center, 411 Lafayette Street,

4th Floor, New York, NY 10003;

212-998-8866; [email protected].

THE MOSES CENTER

he Henry and Lucy Moses Center for

Students with Disabilities provides

comprehensive services and programs

for undergraduate and graduate stu-

dents with hearing and visual impair-

ments, mobility impairments,

learning disabilities and attention

deficit disorders, chronic illnesses,

and psychological impairments.

The Moses Center functions to

determine qualified disability status

and to assist students in obtaining

appropriate accommodations and

services. Services provided are

designed to encourage independence

and self-advocacy, backed by a com-

prehensive system of supports. For

more information, visit nyu.edu/csd or

contact The Moses Center, 726

Broadway, 2nd Floor, New York, NY

10003; 212-998-4980.

Registration

Separate and complete registration

must be made for each term of work.

New students are notified by the

Stern Office of Academic Advising of

registration procedures upon admis-

sion. Currently enrolled students

should use Albert, the NYU registra-

tion and student information services

web site, to register for courses each

term. This process occurs in April for

the fall term and in November for the

spring term. Announcements con-

cerning these dates are advertised by

the Office of the University Registrar

as well as the Stern Office of

Academic Advising. For each regis-

tration periods, students receive an

appointment notice from the Office of

the University Registrar that is deter-

mined based on the student’s number

of earned credits at the time of regis-

tration; this appointment time also

appears on the student’s Albert

account. This notice provides the stu-

dent with a personal date and time for

registration, which is not subject to

adjustment. Payment and other perti-

nent information are available

through the Office of the Bursar.

Students who wait to enroll in

classes until the registration period

immediately prior to the beginning of

each semester are required to pay

their tuition and fees to the Office of

the Bursar within 48 hours of regis-

tering. Registration after the close of

the stated registration periods must

be approved by the Stern Office of

Academic Advising, Tisch Hall,

Suite 616. A late registration fee is

charged (see Refund Period Schedule

on page 89).

SUMMER SESSIONS AND

JANUARY TERM

The 12-week summer is divided into

two six-week sessions. Students may

choose from day and evening courses

in either or both terms. As specified

by a New York State Education

Department regulation, a student who

registers for both six-week sessions

may take a maximum of 16 units,

with the unit load for either session

not exceeding 10 units. Matriculated

students who wish to attend summer

sessions are urged to take advantage of

the registration advising period in

February. Students may add courses

through the third day of classes dur-

ing each summer session, and may

withdraw from courses through the

fourth week of classes. Summer

courses are listed on Albert beginning

in December. For more information,

visit nyu.edu/summer.

January term occurs during the

second part of the NYU winter recess.

The session offers students the chance

to enroll in one course, which allows

for both intensive study of the subject

matter as well as time to enjoy all

New York City has to offer. If a stu-

dent wishes to enroll in more than

one course for the January term, they

may meet with an academic adviser to

discuss it as an option. January term

courses enable students to earn aca-

demic units (concentration, minor, or

elective) in courses that are in high

demand, to accelerate their degree

completion, and to concentrate on

personal interests. Matriculated stu-

dents who wish to take courses during

the January term are urged to take

advantage of the registration advising

period in October. For more informa-

A C A D E M I C A D V I S I N G , R E G I S T R AT I O N , A N D P O L I C I E S A N D P R O C E D U R E S 94

ion regarding registration timelines,

course offerings, and tuition, visit

nyu.edu/winter.

EMESTER COURSE LOADS

Matriculated full-time students are

xpected to complete at least 32 units

per academic year. For students receiv-

ing financial aid, completing fewer

than 32 units in an academic year may

jeopardize that aid. To be in good aca-

demic standing, students must com-

plete a minimum of 24 units per

academic year. Failure to maintain

full-time standing prior to the final

egree semester results in academic

probation, which is recorded on the

transcript. Students are only permit-

ted to register on a part-time basis

(fewer than 12 units) during a sum-

mer session and/or the final semester

of their degree program.

Permission from the Stern Office

of Academic Advising is required if a

student wishes to take more than 18

units in a given semester. Students

who wish to do so must fill out the

“Request to Increase Semester Credit

Load” form and meet with an aca-

demic adviser for final approval once

the form is filled out. Permission to

take more than 18 units per term is

limited to students who have com-

pleted at least 32 units of work while

matriculated at Stern and who have

maintained a cumulative grade point

average of 3.0 or better. Freshmen

may be given permission to take more

than 18 units in a semester only after

completing one full semester of

coursework and only if the student

has a GPA of 3.5 or better. All stu-

dents taking over 18 units in a given

semester are subject to extra tuition

and fees. Students enrolled in fewer

than 12 units in their final semester

or who exercise the option to increase

their unit load at any point in their

academic career are encouraged to

visit the Office of Financial Aid and

the Office of the Bursar to find out

how their semester course load

impacts their tuition costs or finan-

cial aid.

While the Stern curriculum only

requires that students earn a mini-

mum of 128 units to meet most con-

centration

and graduation

requirements, students can take up to

and count toward their GPA 144

units while at Stern. Courses taken in

excess of 144 units that do not meet

degree requirements will be dis-

counted from the student’s degree

chronologically (i.e. the most recent

course taken that does not satisfy

degree requirements will be dis-

counted). Students on financial aid,

however, may not receive funding for

any units taken over 128 units that

o not count toward graduation

requirements. Students who must

take an excess of 128 units in order to

meet their graduation requirements

are encouraged to contact the Office

of Financial Aid.

ADD-DROP

Students may add and drop courses

during designated periods. No classes

can be added after the established

deadlines.

WAIT LISTS

During registration, most Stern

courses will open a wait list when a

section of a particular course has

closed. Students may use Albert to

add themselves to a wait list for a

given course. Being wait-listed for a

course does not guarantee admission

into that course. Students are encour-

aged to register for an alternative

course to ensure proper academic

progress and satisfactory completion

of degree requirements. Note that

each school and/or academic depart-

ment may have different waitlist poli-

cies. For non-Stern course specific

information, contact the appropriate

department directly for assistance.

Further details concerning the wait

list are made available from the Office

of the University Registrar. Wait lists

expire the Monday after the first full

week of classes at the beginning of

each semester; at that time all stu-

dents are removed from the wait list.

WITHDRAWAL FROM

COURSES

A student may officially withdraw

from a course if continuation is made

impossible for reasons beyond his or

her control. Courses dropped during

the first three weeks of the term do

not appear on the transcript. Those

dropped from the beginning of the

fourth week through the ninth week

of the term are recorded with a grade

of W on their transcript. After the

ninth week, no one may withdraw

from a course. Students who are ill or

have a serious personal issue should

contact the Stern Office of Academic

Advising. An official request to with-

draw is made on the Program Change

Form, which students can obtain in

Suite 616, Tisch Hall or in the Office

of the University Registrar.

AUDITING COURSES

The Stern Undergraduate College

does not permit auditing of Stern

undergraduate courses. Students may

not attend courses for which they

have not registered.

INDEPENDENT STUDIES

Students registering for independent

study for a given semester or session

must meet the deadlines set by each

respective department. To be eligible

for independent study, students must

be Bachelor of Science candidates at

the Stern School of Business

ndergraduate College, have an over-

all GPA of at least 3.3, and senior

standing. Well in advance of the

deadline, qualified students should

fill out an Independent Study

Authorization Form, which entails

seeking approval for the project by

both the department chair or co-chair

and the faculty member who serves as

instructor for the course.

Students who are approved are

registered by their academic adviser

for independent study. Independent

Study Authorization Forms can be

obtained in the Stern Office of

Academic Advising or on the Stern

Undergraduate College advising web

site at stern.nyu.edu/portal-partners/

current-students/undergraduate/

resources-policies/forms.

MBA COURSES

Stern juniors and seniors with cumu-

lative grade point averages of 3.5 or

higher may apply to take specific

MBA level courses with the following

conditions:

• All requests are subject to

approval from the Stern

Undergraduate Advising Office

and the course department, as well

as subject to space availability.

Students should not adjust their

schedules until they are approved

to take a course.

• Courses may not include those

already being taught through the

undergraduate program.

• A maximum of three undergradu-

ates may enroll in a single MBA

course per semester.

• Course content must be relevant

to the student’s area of study.

(With approval, courses can fulfill

concentration requirements or free

electives.)

• Prerequisites must be satisfied.

(Undergraduate courses may

count as a prerequisite.)

• MBA courses may not be taken on

a pass/fail basis.

Some Stern/CAS concentration/major com-

binations necessitate exceeding the 128 unit

graduation requirement.

A C A D E M I C A D V I S I N G , R E G I S T R AT I O N , A N D P O L I C I E S A N D P R O C E D U R E S 95

STUDY ABROAD

REGISTRATION AND

GRADING POLICIES

NYU Study Away Programs

Students are permitted to take up to

two business courses at an NYU

tudy Away campus. Students who

wish to take courses toward a non-

Stern major or minor are encouraged

to submit written approval from that

particular department to the Stern

Office of Academic Advising prior to

their departure.

International Business

xchange Program (IBEX)

Students may take up to two courses

toward a Stern concentration while

abroad as part of the International

usiness Exchange Program (IBEX).

Students earn letter or numeric

grades abroad and must receive a

passing grade according to the host

institution’s grading scale to transfer

the units to their Stern curriculum.

However, grades for all IBEX courses

are transferred back to a student’s

transcript with a pass/fail grade.

ailing grades will factor into a stu-

dent’s grade point average. IBEX par-

ticipants are only permitted to take

one additional pass/fail course at

Stern after completing their semester

abroad (for full pass/fail policy infor-

mation, see page 97). Students who

wish to take courses toward a non-

Stern major or minor must receive

pproval in writing from that partic-

ular department and provide confir-

mation to the Stern Office of

International Exchanges and Special

Programs.

Policies and

Procedures of

the College

All policies and procedures are sub-

ject to change and students should

always reference the Stern

Undergraduate web site for the most

up-to-date policies.

STUDENT CODE OF

CONDUCT

At NYU Stern, we seek to engage our

students, faculty, and alumni as life-

long partners in the process of learn-

ing, debate, and discovery. Academic

and personal integrity are central to

this mission. As members of our com-

munity we commit to:

1) Show respect for every member of

the NYU community and refrain

from all forms of intimidation,

harassment, and acts of prejudice that

infringe upon the rights of other

members of the community.

2) Exercise integrity in all aspects of

our academic work including, but not

limited to the preparation and com-

pletion of exams, papers, and all other

course requirements by not engaging

in any method or means that provides

an unfair advantage.

3) a. Clearly acknowledge the work

and efforts of others when submitting

written work as our own. The incor-

poration of the work of others -

including but not limited to their

ideas, data, creative expression, and

direct quotations (which should be

designated with quotation marks), or

paraphrasing thereof - must be fully

and appropriately referenced using

notations both in the text and the

bibliography.

b. Submitting the same or substan-

tially similar work in multiple

courses, either in the same semester

or in a different semester, without the

express approval of all instructors is

strictly forbidden. Limited quoting or

paraphrasing is permissible so long as

we clearly identify and reference, as

we would the work of another, any

quoted or closely paraphrased pas-

sages of our own previously written

work, whether published or submit-

ted for course credit at Stern or any

other institution.

4) Demonstrate dignity and integrity

in all aspects of our involvement with

the School and University, including

participation in sponsored organiza-

tions and activities, and situations in

which we may be seen to represent

the School or University. These activ-

ities and situations include, but are

not limited, to student organizations

(including clubs, governments, and

honor societies), conferences and

meetings, student-organized and

school-sponsored travel, interviews,

and interactions with alumni.

5) Demonstrate sound judgment and

integrity in the submission of docu-

ments, forms, and information to or

on behalf of the School, University, or

any member of those communities.

6) Work to preserve and be wise stew-

ards of the University’s resources and

facilities and respect the personal

property of other members of the

NYU community.

7) Conduct ourselves as law abiding

members of both the NYU commu-

nity and our broader society – includ-

ing but not limited to refraining from

behaviors that infringe upon the

rights of others or disrupt the educa-

tional process and acting in conform-

ity with NYU and Stern policies and

public law.

8) Refrain from behaving in ways that

knowingly support, assist, or in any

way attempt to enable another person

to engage in any violation of the Code

of Conduct. Our support also includes

reporting any observed violations of

this Code of Conduct or other School

and University policies that are

deemed to have an adverse effect on

the NYU Stern community.

9) Carefully review and abide by

the rules and policies of NYU as out-

lined in detail at nyu.edu/about/

policies-guidelines-compliance/

policies-and-guidelines/

code-of-ethical-conduct and nyu.edu/

about/policies-guidelines-compliance/

policies-and-guidelines, recognizing that

being fully informed about NYU and

Stern rules and codes governing civil

behavior and academic integrity is an

obligation of community membership.

As members of this community we

understand that any violation of this

Code of Conduct, whether committed

knowingly or out of ignorance, can

result in disciplinary action and may

result in a sanction up to and includ-

ing expulsion from New York

University. The Student Code of

Conduct was amended and approved

by the Stern faculty in October 2011.

Membership in a global campus com-

munity such as NYU Stern requires

mutual respect, consideration, and

concern for the well-being of others as

well as a significant degree of per-

sonal integrity and maturity. Students

whose prior behavior has been deter-

mined through the University’s or

Stern’s student conduct processes to

have been disruptive to the

University community and/or anti-

thetical to these qualities may be pre-

cluded from participation in study

away programs, Stern travel study

courses, and Stern-sponsored confer-

ences and/or competitions.

Plagiarism

Students are required to submit their

own work. Ideas, data, direct quota-

tions, paraphrasing, or any other

incorporation of the works of others

must be clearly referenced. To do oth-

erwise constitutes plagiarism.

Examples of plagiarism include the

following:

1) The use of other persons or services

to prepare written work that is sub-

mitted as a student’s own.

2) The use of previously or concur-

rently submitted papers or segments

A C A D E M I C A D V I S I N G , R E G I S T R AT I O N , A N D P O L I C I E S A N D P R O C E D U R E S 96

hereof written by other students or

by the student himself or herself.

3) Submission of the same or very