|
|
|
|
|
|
|
|
|
|
Course Criteria
Add courses to your favorites to save, share, and find your best transfer school.
-
1.50 Credits
Today’s executives are risk managers. Responding to events as they arise is no longer an accepted business practice, and boards and investors are requiring that executive management identify and prioritize risks and related responses beyond traditional SOX controls and insurance. This course is designed to actively engage students in techniques employed to identify and evaluate the broad spectrum of risks faced by today’s companies. Students will develop skills necessary to develop effective risk responses based on a company’s risk appetite/tolerance as well as understand the challenges, tools and processes underlying the design, implementation and ongoing reporting of a risk management program.
-
1.50 Credits
Students learn theory and practice of investor relations, with emphasis on the role of investor relations/financial communications. Subjects covered include: history of the stock market, formation of the SEC, evolution of SEC regulations, dynamics of the equity markets, flow of investor information, planning and implementing an investor relations program, fitting investor relations into a corporation's communications program. Students will be mentored by local investor relations practitioners who will serve as real world guides for course assignments. Students will learn specifics about filing with the SEC, the creation of annual reports, road shows, stockholder meetings, preparing financials, and more. Investor relations managers, analysts, and CEOs will serve as guest lecturers to talk about their challenges in today's workplace. only.
-
-
1.50 Credits
This course examines how energy companies construct portfolios of international assets. The first half of the course focuses on the lifecycle of international energy projects, from the point at which a company decides it wishes to acquire an international project to the point at which the company divests that interest. These initial classes will discuss the business development processes companies employ to identify, analyze and acquire overseas assets; the typical commercial structures and contracts used to acquire rights and obligations in different types of energy projects; how companies build and manage relationships with host governments, including cultural difference, negotiation and corruption; issues related to joint ventures and joint operations with other companies; threats to international project cash flow such as renegotiation, expropriation and force majeure; and how companies structure exits and divestments from international energy projects. The last half of the course examines in detail a few specific projects that Professor Gaille has been involved in – including oil and gas exploration in Africa and a 2 billion cubic feet per day natural gas pipeline project in the Middle East. The course concludes with students being divided into teams or “companies” and then engaging in a dynamic bid round and petroleum exploration exercise, whereby students compete with one another to acquire acreage and then create (or destroy) net present value.
-
1.50 Credits
Family businesses present a more complicated decision-making environment due to the overlap of three distinct systems: family, ownership and control. This course is a case-based course that survey’s key topic areas for owners and managers of family-owned businesses: overlap of family system with the business, governing the family business, conflicts in family relationships, entering the family business, succession, estate planning, special valuation issues and ownership transfer. All of the above will be covered in case analyses and supplemented with readings in the text (Gersick, et.al.) and related articles.
-
3.00 Credits
The Office of Technology Transfer at Rice University has currently established a formal internship program with the Jones Graduate School of Management (JGSM) to provide students exposure and experience with the process of transferring technology discovered in research activities at Rice to commercial activities. The program allows students to work directly with the Office of Technology Transfer. Technology Transfer is the process of facilitating the relationship between academia and industry, allowing ideas to flow or be transferred both ways and resulting in the development of technologies. This benefits the public through introducing new and better products for the improvement of quality of life. The national economy benefits as these technologies mature to grow their own industry and contribute to other sectors of the economy as well.
-
3.00 Credits
The Houston Angel Network (HAN) is establishing a formal internship program with the Jones Graduate School of Management (JGSM) at Rice University in order to give students exposure and experience with evaluating and funding early-stage companies within Houston. The program will allow students to work directly with start-up companies seeking funding and with HAN itself. The program will be beneficial for both HAN, by providing experienced volunteers, and the Jones school students, by giving them a chance to apply the knowledge they gain in the classroom to the real world funding process which all start-up companies face. Interns will be required to sign a confidentiality agreement before the HAN Internship begins. Registration by application.
-
1.50 Credits
Covers forecasting techniques and time series analysis.
-
1.50 Credits
No course description available.
-
3.00 Credits
The Houston Technology Center (HTC) is working to enhance Houston's position as a leading city for technology companies and has established a formal internship program with the Jones Graduate School of Management (JGSM) to give students exposure and experience with high-tech companies within Houston. The program allows students to work directly with high-tech companies and with the HTC itself. The program provides Jones school students the chance to apply the knowledge they gain in the classroom to the real world problems which all start-up companies face.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Privacy Statement
|
Terms of Use
|
Institutional Membership Information
|
About AcademyOne
Copyright 2006 - 2024 AcademyOne, Inc.
|
|
|