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Educator Resources

The Darden School of Business is regularly recognized as having one of the world’s premier teaching faculties within business education, and Darden’s programs are recognized as world class. Darden Business Publishing is pleased to provide current Darden course syllabi to verified faculty members. They provide instructors with context as to how cases used in a particular sequence achieve the learning outcomes of the teaching teams at the Darden School. Use the modules in these course syllabi as a reference for updating the case materials within your school’s programs. Click on the PDF icon next to the document titles below to download a complimentary copy. The Darden document titles within each course outline are hyperlinked to the product detail pages for your convenience. 

Giving Voice to Values

Giving Voice to Values (GVV) is an innovative approach to values-driven leadership development in business education and the workplace. Piloted in nearly 1,000 schools, companies and other organizations on all seven continents, the GVV curriculum offers practical exercises, cases, modules, scripts and teaching plans for handling a wide range of ethical conflicts in the workplace.

MBA Core

  • This course highlights the analytical methods that decision makers use to gain insight into risk and uncertainty to help students develop the skill and sophistication to artfully use them. Students will become better decision makers as they learn to proactively manage risk in creative ways.

     The course emphasizes the design of analyses to fit circumstances and interpretation of results; it does not emphasize the mastery of sophisticated mathematical techniques. It studies and integrates individual judgment and personal intuition in realistic business situations with the most widely applicable methodologies of decision and risk analysis, probability and statistics, competitive analysis, and management science. The goal is always the quality of the decisions made in light of better analysis and deeper thinking, rather than simply the analysis itself.

    The first half of this course focuses more on a general framework for thinking about and managing risk. Students use the language of probability distributions to describe the uncertainty they face and simulation as a tool to explore the impact of that uncertainty for the decisions they face. Situations involving uncertain future cash-flow streams and the role of the timing of those cash flows on the valuing of opportunities will be examined. The role data can play in shaping calibration of future uncertainties, specifically touching on the use of parametric probability distributions as a way to describe uncertainty, sampling as a source of data, and regression as a tool to capture the relationship between uncertain quantities to produce better forecasts are considered. Students will also gain skill in spreadsheet modeling.

    The second half of the course builds on the first by focusing more on ways to proactively manage risk, particularly through identifying and/or creating opportunities to add value and/or reduce risk through the sequencing of decisions. Students will consider the value of acquiring additional information before decisions have to be made, as well as the value of strategies to reduce (or eliminate) risk at the time of decision. Gaining experience with assessing uncertainties and forecasting probability distributions and learning ways to address competitive situations, where uncertainty includes not knowing how a competitor might behave, will be topics. Students will learn how to influence active competitors that are capable of anticipating their actions and responding to them (in part, via analysis of matrix games). Finally, the use of linear constrained optimization models (and Excel Solver) to aid decisions with a large number of decision variables and constraints will be studied.

    Objectives :

    • To develop a process for knowing when and how to do managerially relevant analysis under conditions of uncertainty, many decision variables, and unstructured contexts, using both data and personal judgment.
    • To develop a framework for understanding uncertainty, a language for describing uncertainty, and methodologies for making decisions in light of uncertainty, all through field-based case studies about practicing managers.
    • To provide the basic skills and conceptual understanding of the most widely applicable methodologies of decision and risk analysis, probability and statistics, competitive analysis, optimization, and management science.
    Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.
  • Financial Management and Policies (FMP) reflects three important features of the Darden School MBA program: (1) it is a general management program; (2) the program through its frequent use of the case method of instruction has a practical, pragmatic bias and a decision orientation; and (3) the first-year program provides the basic training on which students can build in their second-year. Consistent with the first-year program, this course provides:

    1. An Introduction: The course provides the basic framework necessary to pursue further study in finance in the second-year of the MBA program or individually thereafter. This framework is an orientation toward valuation.

    2. Basic Mastery: The course emphasizes essentials: the tools and concepts that every general manager, entrepreneur, or manager in other functional fields should know.

    3. A Corporate Perspective: Because we seek to understand the problems of general managers, this is a corporate finance course, rather than a course in investments, banking, or personal finance. While elements of these related topics must be brought to bear, the ultimate focus is corporate policy and tactics.

    4. An Underpinning for Addressing Broad and Challenging Questions: These key themes run throughout the course: (a) How can the firm create and sustain value for its investors? (b) How do managers communicate with investors and vice versa? (c) How should value be allocated among the firm’s stakeholders? (d) How does the firm’s competitive position affect its policy decisions? (e) What is “excellence”?

    Students with experience in finance will find this course an opportunity to broaden their understanding of the field to include a general management perspective. Students who are new to the field are urged to look beyond the mastery of terms, tools, and techniques toward the managerial insights that an understanding of finance helps develop. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • As the language of business and the cornerstone of our capital markets, accounting provides terminology, frameworks, and concepts with which to analyze and understand the financial consequences of business activities. As these activities have become increasingly complex and global, the task of presenting timely, relevant, and reliable financial information to interested internal and external users has become more challenging. The primary purpose of this course is to help students develop a high degree of financial statement, financial analysis, and financial management expertise in order to enhance their capabilities as informed managers and decision makers. This course covers both managerial and financial accounting, but to the extent practicable, it does so by taking a comprehensive and integrative approach. As a part of the course, we will also bring to the discussion the news of the day as it pertains to the world of financial reporting. This course is intended to be thought-provoking and managerially relevant; it is not designed as one predominantly focused on accounting mechanics or the memorization of accounting rules. Upon completion, students should have a working knowledge of essential managerial and financial accounting concepts and should be able to understand how they apply to complex business decisions. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • This is a course in decision making. As such, the ultimate purpose of this course is to help students become more proficient and more effective at making decisions—something that could be said of any foundational core course at the Darden School. The particular focus of this course is on how managers should think about the role of values and ethics in decision making; as business leaders, some of the most challenging aspects of the decisions managers will make in the future are the aspects of those decisions that involve values and morality. As such, the course is designed to expose students to—and help them gain facility with—a set of ideas and concepts that can help students structure their thinking and more fully develop an approach to recognizing and incorporating a consideration of ethics into their own decision-making framework. This will enable students to reason more effectively about the role of ethics in a complex, dynamic, global business environment, and will ultimately further develop their sense of responsible judgment.

  • This course develops students’ ability to evaluate, design, and execute a firm’s strategy by analyzing the competitive and organizational factors essential to sustained success. The objective of the course is to develop students' strategic thinking skills by learning the concepts, models, and tools of strategic analysis as well as how to apply those tools to actual competitive situations. Taking an action-based orientation, the course reinforces and revitalizes the enterprise management perspective. Because of increasing global interdependence and a rapidly changing business environment, the course emphasizes both the dynamic and the global aspects of strategic management. The tools and skills developed in this course will be vital to those pursuing careers as consultants and general managers as well as those pursuing careers in finance and banking, marketing, and entrepreneurship. The course spans a wide range of topics, including developing and evaluating strategy, developing firm capabilities and sustaining competitive advantage, analyzing industry evolution and competitive dynamics, and linking strategy and execution. Course objectives are accomplished through exposure to cases from a range of industries and managerial settings. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • In this course, we will explore consumer and organizational decision processes that underlie choices of products and services. We will then use knowledge of these decision processes and competitive dynamics to determine how businesses should make profitable decisions about products, pricing, and promotional and distribution strategies. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • Darden's core operations course is intended to enable a manager in any area to leverage his or her individual performance, via an understanding of operations and how it integrates with other business functions to influence a firm's performance. Throughout the course, we focus on how to manage operations for superior firm performance. Achieving operational excellence requires a mindset of integration with marketing and the other functions of the firm so that improvement efforts throughout the firm reinforce each other and so that the functions work together to create and enhance value for customers. Having learned how operational effectiveness can be a powerful contributor to successful firm performance, we spend the remaining classes learning how to analyze and design processes. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

MBA Electives

  • This course highlights the importance of institutions and markets. Markets do not exist in a vacuum; participants interact in organized markets that are set up to promote efficient exchange of funds from buyers to sellers. Institutions, such as banks, hedge funds, sovereign wealth funds, etc., are key players in the capital markets looking for arbitrage opportunities; with their insights and volume of trading, any arbitrage opportunities are usually eliminated quickly, pushing markets to become more efficient. Markets that have existed for some time are generally efficient but that may not always be true for newer markets, such as some emerging markets. Trading in the markets takes place in the form of instruments, the most common of which are stocks and bonds. Constant innovation on the part of banks has created a large number of alternative securities; to the extent that these new instruments facilitate trading (or help in the execution of arbitrage trading strategies), they can have a long life (e.g., stock options) and earn banks fees.

    Financial engineering (structured products) can provide a solution to clients' problems often in a cost-effective way. Arbitrage and financial engineering both entail risks; sometimes these risks are not clearly seen and evaluated properly, which can cause (and has caused) problems among banks and even for the entire market-based system (just think of the recent sub-prime mortgage crisis as one such example).

    Risk management is a key function firms use to understand their exposures and manage them. Recent moves by banks have elevated its stature; only time will tell whether these new measures will be sufficient to avert new crises. The government plays a big role in the creation and evolution of the markets, most commonly via regulation. Regulation can also change the rules of the game altogether and create a new class of winners and losers. Understanding its implications is therefore critical to continued innovation and growth on the part of market participants.

    This course is important for students pursuing careers in investment banking, private equity, sales and trading, hedge funds, investment management, and financial services. The course is also appropriate for those seeking careers in corporate treasuries or wanting to understand markets, as well as for financial consultants (such as asset management consultants). The course links with several courses in the MBA curriculum, such as Valuation, Investments, M&A, Financial Trading, and Fixed Income. With the exception of Valuation, none of the other courses listed here are requirements for taking or successfully completing this course. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • Corporate Financing focuses on capital raising and has as its ultimate goal greater understanding of the capital acquisition process. Corporate Financing emphasizes capital raising in the public markets—the public equity and debt markets and the quasi-public Rule144A market. Issuance in public security markets entails strict adherence to the rules and regulations that govern the marketplace. While these rules place more limitations on managers' actions than private placements, U.S. and developed world capital markets offer firms the broadest array of possible funding sources at the lowest cost. The course covers the institutional process of security issuance—both the formal rules and regulations as well as the informal norms and practices of the marketplace.

    In the first part of the course, students survey a number of commonly used financing arrangements, such as initial public offerings, follow-on equity issues, and several forms of straight and convertible debt. The range of securities covered is meant to accomplish two goals: Inform students of the terminology and basic features of these instruments and help them understand the appropriate context for when a particular security should be used. Financial strategy and the study of ways that firms ensure adequate funding and on-going access to capital markets are also examined. In the latter portion of the course, financial structure and how individual securities work together within a firm’s overall capitalization are the topics. Because firms typically rely on multiple providers of capital, well-designed financial structures must achieve compatibility among the interests of the individual capital providers. The extent to which the market perceives the potential for conflict affects both the availability and costs of external capital. All aspects of financing and this course as well require an understanding of the markets—the buyers, sellers, and institutional features.

    This class targets students with professional interest in corporate finance, commercial and investment banking, financial services, and management consulting in financial services. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • Corporate Financial Policies (CFP) extends the corporate finance topics that were introduced in the first-year "Financial Management and Policies" course (UVA-MOD-0123Y) and then enhanced in the Valuation course. The course is taught predominantly from the viewpoint of the chief executive officer, chief financial officer, and treasurer of a corporation. The objective of the course is to introduce students to the various aspects of a chief financial officer's job. Topics include: risk management, resource allocation, dividend policy, raising external funds, determination of the cost of capital, evaluating investment opportunities, and the design of management. The Valuation in Financial Markets course is a prerequisite for this class. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • "Corporate Financial Policies" (CFP) extends the corporate finance topics that were introduced in the first-year "Financial Management and Policies" course (UVA-MOD-0123Y) and then enhanced in the Valuation course. The course is taught predominantly from the viewpoint of the chief executive officer, chief financial officer, and treasurer of a corporation. The objective of the course is to introduce students to the various aspects of a chief financial officer's job. Topics include: risk management, resource allocation, dividend policy, raising external funds, determination of the cost of capital, evaluating investment opportunities, and the design of management. The Valuation in Financial Markets course is a prerequisite for this class.

    The course is organized into two modules. The first module, "Bond Pricing Basics & Advanced" (UVA-MOD-0162), concentrates on valuing traded financial assets in the fixed income, options, and currency markets. These assets have precisely defined payoffs and often involve complicated structures. In the second module, "Valuing Companies" (UVA-MOD-0163), the course focuses on valuing entire companies (i.e., enterprises) and the implication for stock prices and equity value. We pay particular attention to different ways to deal with the impact of both operating results and financial structure on market value. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • Entrepreneurial Finance and Private Equity (EFPE) focuses on a wide range of financial situations that arise in the private equity industry. We cover early (venture capital) to late stage enterprises (buyout) to provide perspective on how the risk of the firm (stage of development) affects the terms, structure, forms of financing, and valuation of the transaction. Over the past two decades there has been tremendous growth in private equity deal volume, from roughly $7.8 billion in 1993 to a peak of $880.1 billion in 2007.1 Since 2007, the industry has been recovering from the financial crisis, but still controls a sizable portion of corporate assets. As PE has grown it has become a more integral part of corporate finance and the financing options available to firms. Despite the overall growth in this industry, private equity remains a relatively small part of total invested dollars. For every dollar of private equity in the portfolio of U.S. institutional investors, there is approximately $40 of publicly traded equities. As a result, industry is generally less well known and understood to a wide range of professionals and EFPE is designed to familiarize students with the practices of this industry. EFPE focuses primarily on the investment phase of the private equity cycle and examines the investment strategy, management, valuation, and structure of enterprises at various stages of development before becoming public companies. The classes are sequenced to reflect the progression of investments from early to late stage. The sequencing of the course material from early stage to late stage is intended to provide a perspective on how financing and valuation change over the life-cycle of a firm. There are many judgments in finance that rely on an intuitive sense of the capability and maturity of an organization. How much uncertainty must be resolved before an investment moves from early stage to late stage in investors' minds? The rate of resolution of uncertainty plays a critical role in the value of enterprises, in the returns required by investors, in the type of financing available, and the structure of the deal. It is intended that this sequence and the class discussions will help identify the factors that are most influential in managing the development of enterprises. Valuation in Financial Markets (UVA-MOD-0162Y) is a prerequisite for the course. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • This course is designed for students who want to be optimally prepared to perform quantitative analysis at a level consistent with (and exceeding) expectations for MBA interns in positions where quantitative sophistication is required. Its only prerequisite is the first-year Decision Analysis course; no additional quantitative experience or acumen is required. The course will focus primarily on data analysis used to both gain useful insights into relationships and make better, more useful forecasts. In addition to more advanced treatment of regression analysis (the goal being for students to be able to build and apply sophisticated regression models), students will be familiarized with other common approaches to forecasting, such as rudimentary time series analysis. Finally, the course will introduce students to the concepts of optimization using Excel Solver add-in to determine how to optimally allocate resources in situations involving complex trade-offs. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • This course is designed primarily for students seeking a marketing career in organizations that market products and services to other organizations. While the course should be of special importance to individuals interested in business-to-business marketing (B2B), it is also appropriate for those seeking careers in consulting, manufacturing, and in nonmarketing functional areas of B2B firms. The course emphasizes the tactical aspects of business marketing as well as the conceptual and strategic elements. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • This course will review and reinforce the basic concepts gained from the first year Decision Analysis course, such as spreadsheet construction, simulation, regression, and decision trees. The two primary objectives of the course are to improve students' basic analytical skills and to strengthen their ability to integrate quantitative analysis into their general decision-making process. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • The purpose of this course is to provide students with practical information on the growing frontier of innovation and entrepreneurial activity at the nexus of business and natural systems. The term "sustainable business" refers to competitively advantageous strategies and practices firms adopt to grow revenues, cut costs, improve market share, enhance brands, and redesign products and processes to reduce or eliminate adverse environmental and health impacts. Students will study trends and science driving the growing demand for clean technology and life cycle product designs. Students will look at drivers of corporate innovation, strategic shifts, and new markets, learn skills to help identify market opportunities, and understand the tools, concepts, and frameworks used by companies currently pursuing sustainable business opportunities. Through the use of articles, technical notes, cases, and guests, the course examines company strategies and practices while providing history and frameworks for context and comprehension. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • Postmerger integration (PMI) is a relatively new field of practice as well as research. While PMI is a hot topic in executive suites and consulting practices, it is also an area that has only just started accumulating a body of knowledge, in terms of fundamental principles, best practices, and cornerstones of success. This is reflected in the low level of tangible success in an activity whose global transactions total more than $3.8 trillion annually.
    This course examines a number of transactions over a variety of circumstances in order to distill PMI principles and practices. Students are presented with a series of postmerger situations and are asked to not only solve the problems and dilemmas encountered, but also track the similarities and differences across them. From this, students develop a unique understanding of PMI relative to their individual experience. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • Marketing Analytics focuses on developing marketing strategies and resource allocation decisions driven by quantitative analysis. Topics covered include market segmentation, market response models, customer profitability, social media, paid search advertising, product recommendation systems, mobile geo-location analysis, media attribution models, and resource allocation. The course will draw on and extend students’ understanding of issues related to integrated marketing communications, pricing, digital marketing, and quantitative analysis. The course will use a combination of cases, lectures, and a hands-on project to develop these skills. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • The Derivatives course is designed for students interested in a career in investment banking or corporate finance. The primary purpose of the course is to teach students how to interpret and value the wide variety of derivatives products available. As such, the course examines a broad array of derivative products that range from basic futures contracts to the more specialized products developed for interest rate markets. The valuation tools considered begin with basic arbitrage relationships and from there students will develop the Black-Scholes model. The course will also introduce the binomial approach and use it as the primary valuation framework throughout the course. Students will also, through the use of assignments and problem sets, develop an intuitive understanding of why these products are used and the fundamental relationships that underlay all derivative products.

  • This course will provide students with an understanding of the theory and practice of investment decision making. The course is divided into three modules: asset allocation, manager selection, and market frictions. The first module examines the decision of how to allocate a portfolio across different asset classes (e.g., stocks, bonds, and real estate). Using the tools developed in modern portfolio theory, students will examine the tradeoff between risk and return, the optimization of the risk-return tradeoff for a portfolio, and the role of forecasting expected returns in designing an optimal portfolio. The second module explores the process of selecting portfolio managers for the different asset classes included in the portfolio. Students will use the CAPM and multifactor performance models to analyze manager performance and select the best managers. The third module examines market frictions that affect performance and that consequently should be considered in the asset-allocation and manager-selection decisions. These frictions include manager incentives and risk taking, market liquidity, trading costs, and taxes. While the course is designed for students whose career interests lie in the field of investment management, the topics covered and tools developed in the course will be useful for personal investment as well. “Valuation in Financial Markets” (MOD-0162Y) is a prerequisite for this course.  Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • The strategic and tactical problems of managing the operations function in the service environment are examined in this course. Topics include capacity management and workforce planning, lean thinking, and the role of operations in defining and delivering a competitive advantage in services and service design thinking. Because the functional areas of business have high levels of interdependence in the service environment, this course also examines the interface between operations and other functional areas.

  • The Darden Digital Marketing course is designed to prepare students for the variety of ways interactive communication and positioning may impact them in their future careers, whether they are CMOs thinking strategically, CEOs asking the right questions of an ad agency, or two people with a new idea seeking social media buzz to crowdfund their project.

    Because interactive technology is driven by innovation, it is difficult to study one text or conclude that one static model works best. Instead, we will utilize news articles, case studies, and items that are topical today to draw conclusions about broader strategic marketing decisions. A specific technology from 2016 may not be as prevalent in 2026, but consumer behavior and the B2B relationships that made it happen likely will be.

    The term will cover consumer-focused segments, which each student can identify with: e-commerce and current trends in social media. We will also cover practical applications for managers and marketing executives: crowdfunding, digital design execution, media habits, and mobile marketing. With a better understanding of the tactical elements of Internet marketing, the class will be ready to consider the myriad opportunities to leverage technology in communicating with their audiences. We’ll complete the course by considering electronic media in a strategic fashion, culminating in a group project for an existing business. This team project is offered in lieu of an exam.

     

  • This course allows students to explore an approach to decision making called design thinking. Design thinking emphasizes deep user understanding, iteration, and a focus on possibilities as a way to enhance value creation for stakeholders. This collection of course materials includes three mutually exclusive case-based classroom simulations (UVA-S-0240, UVA-S-0241, and UVA-S-0248), a complete set of videos (contact DBP to preview and license video content), two books, posters for in-class exercises (contact DBP to license full sets of the ethnographic posters), and a supplemental tool kit containing downloadable PDFs for student assignments. The teaching note for each case is available to faculty members registered at Darden Business Publishing online

    The Design Thinking course employs one of the three available case-based simulations to create a hands-on and engaging experience for students, using a variety of design thinking tools, within the constraints of the classroom. In my class, I use a single case for the entire term, teaching the entire design thinking process over a 15-session course and usually devoting one 85-minute session to each tool. Any of the three individual case-based simulations can also be used to teach individual design skills—such as journey mapping, mining ethnographic data for deep insights, or ethnographic interviewing—rather than the full end-to-end process.

    What truly distinguishes the design of this course and these case-based simulations and makes them valuable for teaching design thinking is that instructors receive additional information in the form of a set of posters that summarize ethnographic interview findings for each story. Thus the design of the materials allows students to get a brief personal experience in ethnographic interviewing as a preassignment for class, but then data from multiple other interviews are supplemented on the posters. This additional information gives students a rich database with which to explore the full range of design thinking activities; it also allows for experiential exercises in class rather than case discussions alone. Students get to practice design thinking in a real organizational context. The case-based simulations allow students to see the scope of the project, create a design brief, conduct ethnographic interviews, mine research data for insights, generate ideas, and design marketplace experiments. The teaching plan is designed for a “flipped classroom” approach, which works well for this material.

    Academic Course Objectives

    ·         Introduce students to a new approach—design thinking—that enhances innovation activities in terms of market impact, value creation, and speed.

    ·         Expand students’ thinking about design and innovation beyond the design and development of new products to other fundamental sources of value creation.

    ·         Strengthen students’ individual and collaborative capabilities to identify customer needs, create sound concept hypotheses, collect appropriate data, and develop a prototype that allows for meaningful feedback in a real-world environment.

    ·         Teach students to translate broadly defined opportunities into actionable innovation possibilities and recommendations for client organizations.

Executive Education

  • This course is designed to give finance executives a tactical perspective on their businesses, with particular attention given to leading strategically in today's environment of rapid change and growing global opportunities. The program will also focus on mastering the latest developments in corporate finance. Upon completion, finance executives will have the capabilities to lead their organizations' growth activities with strong financial discipline and extensive strategic insight. Executives will learn to apply the latest finance and strategy concepts to issues that arise in the global business environment. They will return to the workplace with improved risk-management skills and the knowledge and tools to improve communication related to financial implications of strategies across their organizations. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • This course is designed for practicing managers and business leaders as a how-to guide for explaining research findings and presenting tools and processes to help each participant to create an internal aligned growth system, identify growth opportunities, launch growth experiments, and create and manage a diversified growth portfolio. The book and cases in this course attack the natural proclivity of organizations to be anti-growth. Using research examples of growth leaders and growth companies, this course presents a roadmap for growth that can be used to transform a business into a consistent growth company. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

  • This program provides nonfinancial managers with the essential financial terminology, concepts, and applications. With this knowledge, participants will be able to analyze and interpret commonly used financial information to help make business decisions and work more effectively with financial executives in their organizations. The program content is centered on the use of current annual reports of public corporations and the financial information that profiles real-world issues and organizations. Click on the PDF icon next to this course title to download the full syllabus which has links to the course materials.

Case Method and Pedagogy

  • This note describes the case method, its pros and cons, and its demands on both the instructor and the student. Click below to download a complimentary copy.

  • This note describes some of the characteristics of the case method and what is expected of the student for a successful experience. Click below to download a complimentary copy.

  • This note introduces the concept of experiential methods in teaching. Intended primarily for a doctoral seminar on pedagogy, the note would also be appropriate for instructors wishing to examine their teaching style or to use experiential methods in their teaching. Click below to download a complimentary copy.

  • This technical note, written for students, gives a first "how to do it" introduction to studying by the case method. The note argues that success follows from a combination of good attitude, good "infrastructure," and good execution. This could be distributed along with a course syllabus or advance materials and was written with the objective of helping students more quickly achieve levels of effective preparation and discussion. Click below to download a complimentary copy.

  • This note, an introductory conceptual framework for a doctoral seminar on pedagogy, outlines seven key contributors to effective learning and discusses the relationships among those elements. The seven elements are institutional culture, program culture, instructor, students, materials, setting, and methodology. Click below to download a complimentary copy.

  • In this note, expectations and practices of learning teams at the Darden Business School are detailed, as well as some basic frameworks that will help learning teams to meet with continued success. Click below to download a complimentary copy.

  • This note is intended for college-level instructors as a description of "bridge" skills between lecturing and the case method. It describes both the benefits and the disadvantages of discussions, techniques for using discussions, and tips for starting and managing discussions. Click below to download a complimentary copy.

  • This note offers suggestions and tips for participants of an executive education cohort. It serves as an introduction to the case method for managers and practitioners. Click below to download a complimentary copy.

  • This note describes the characteristics of good case-method teaching notes. Click below to download a complimentary copy.

  • This note describes the characteristics of good case-method teaching notes. Click below to download a complimentary copy.

  • What material should be included in a teaching note, the instructional tool that accompanies your business school case study?and makes its use far more likely? All good teaching notes have several characteristics in common. This technical note can help any business school professor, case writer, or collaborator create a teaching note that helps an instructor use your case to its fullest potential. Click below to download a complimentary copy.

  • This note describes the process of case writing and offers suggestions and tips. Click below to download a complimentary copy.

  • How does one know what makes a good case? Are there certain attributes that effective business school cases have? This technical note was intended to help writers who may or may not be business school professors write a case. The note includes material on objectives, finding leads, interview questions and interviewing techniques, and case structure. Although the idea of what constitutes a good case may be debatable, there are several characteristics that good case studies have in common. Click below to download a complimentary copy.