Tamil Elective Programme

[Ane Neemann]

Witha diverse patient population, group practice setting, and complex and unusual cases, Cleveland Clinic offers every student a unique learning experience with its clinical electives program. Eligible students who are in their final year of medical school and who meet the required criteria for academic credit are eligible for a life-changing four-week elective.

The Elective Registration Form below is for extramural electives (away/international electives), or special Baylor electives (rare elective content), research electives, or non-clinical advanced electives.

The electives listing gives students the opportunity to supplement required learning experiences, allowing students to gain exposure to and deepen their understanding of medical specialties reflecting their career interests and to pursue their individual academic interests. To provide the student with wide latitude in pursuing their elective interests, the School of Medicine offers approximately 300 elective courses.

A student may not take pathway elective courses concurrently with a clinical core rotation unless written permission is obtained from the clerkship director of the Clinical Core Rotation. The pathway elective cannot interfere with clinical course requirements including adherence to the duty hours policy.

If a student enrolls in a pathway concurrent with enrollment in a full-time clinical elective, the student must have the approval of the supervisor of the elective in order to take the seminar. The pathway elective cannot interfere with clinical course requirements including adherence to the duty hours policy.

Medical students in the first 18 months of curriculum cannot enroll in any elective which is scheduled to meet at the same time as a another required foundational sciences course for which the student is enrolled.

All outstanding grades in electives must be cleared by the end of each academic year. Students who have not completed requirements or withdrawn from the elective at that time will automatically be given a grade of "fail."

IMPORTANT: All electives performed away from Baylor College of Medicine must be certified by the Office of the Registrar prior to departure for the away elective. Without such prearrangements the student will not be functioning in the capacity as a Baylor student, will not be covered by Baylor malpractice insurance, and will not receive elective credit towards graduation requirements. These assurances, for malpractice and credit, are part of the AAMC Clinical Uniform Training Agreement. Failure to follow this procedure may result in the adverse action of academic probation against the student for unprofessional behavior. More information can be found on the Enrollment Procedures page.

We strongly advise students who want information regarding elective programs appropriate to eventual specialization to discuss career goals with their faculty advisors and/or a dean in the Office of Student Affairs.

Use the Elective Update Form for electives which are already approved / established for which you are requesting a change, such as a new elective course director. Once changes are approved, they will be sent to the Office of the Registrar to update the course catalog description as needed.

Students should be mindful of the state authorization requirement for rotations outside the state of Texas. The state authorization requirement is constantly changing. The Office of the Registrar will email updates as changes occur. At this time, students are permitted to attend away rotations in all states.

This course focuses on the internal use of accounting information to make decisions as opposed to the preparation and evaluation of financial statements, which were covered in FMAR. The course's targeted audience includes students intending to become management consultants, entrepreneurs, product managers, brand managers, line managers, and non-profit managers.

The course uses accounting data to implement concepts from economics, operations, finance, strategy, and marketing. The overarching course framework is based on the concept of opportunity costs. Topics covered include breakeven analysis, keep versus replace decisions, inventory accounting, overhead allocation, activity-based costing, the opportunity cost of excess capacity, and transfer pricing.

Our learning environment will be in-person, although we will incorporate remote discussions into the term. Overall, best practices for giving in-person presentations hold in a remote world. The skills you practice in this class will help you navigate a variety of work situations.

This minicourse focuses on the changing environment for business and using corporate communication to execute strategy. Building on the first-year curriculum, it covers, in greater detail, the changing environment for business, media relations, financial communications, corporate advertising, reputation management, social media and crisis communication. Students also work on further developing their communications skills through case analyses, experiential exercises, and presentations.

This course explores a managerial perspective on the economics of energy markets, including crude oil, refined products, natural gas, and electricity. The class will study drivers of supply and demand, imperfect competition, economic regulation, environmental regulation, and various other public policy issues. Students will compete in competitive strategy games by making decisions for countries in OPEC and for firms in the California electricity market.

In this elective course, we study the phenomenon of economic growth. In the past half-century, the world has witnessed remarkable shifts in the economic fortunes (and misfortunes) of countries. While Western Europe and North America have maintained high standards of living, their pace of growth has slowed and even stalled. On the other hand, we have witnessed the growth miracles of the East Asian tigers and the rise to prominence of the BRICS emerging economies. Even still, many developing countries remain seemingly stuck at low levels of income per capita.

The course will adopt a two-pronged approach. On one level, we will pursue the economic theories that seek to explain differences in growth outcomes across countries, and explore the empirical evidence marshaled for or against these theories. At the same time, we will ground our discussion in the real world through selected country case studies. These will draw out the relevance of the theories and speak to their more practical implications.

Here in 2024, the global economy continues to find its way amidst the lingering harms of the pandemic, the hopes of new technologies like generative artificial intelligence, and the uncertainties about where new leaders with new visions will come from to help turn myriad worldwide challenges into opportunities.

This minicourse examines how China has grown into the second largest economy in the world, and the challenges and opportunities along the way. It delineates the complexity of contemporary China with respect to economic, technological, political, environmental, and social issues and how it influences corporations in a wide range of industries. Based on in-depth discussions of empirical studies and business cases, it aims to provide students with analytical frameworks to navigate the China business environment and address the challenges and threats.

Firms operate in a global market. The rise of multinational production, the greater ease of transmitting knowledge, and the growing importance of global value chains have all contributed to deeper economic integration across countries. Recent events, such as the US trade wars and the COVID-19 pandemic, threaten this globalization. In this RTP, we will study how firms have contributed and responded to increased globalization, and how they may adapt to current and future challenges to it. We will use an economic framework to guide managerial decisions on where to locate production, whether to outsource or integrate fragmented production, and when to adopt new technologies. We will also analyze how firm-level responses to globalization affect industry and country-level outcomes, such as employment, wages, productivity, and innovation. The focus will be on recent empirical approaches and evidence so that students can: a) evaluate an empirical analysis and its credibility, and b) develop a data-driven approach to making managerial decisions.

This course is about the corporate finance of private companies, starting out with a focus on the financing issues and decisions that arise in an entrepreneurial context. We first cover the three fundamental topics in entrepreneurial finance: (1) start-up valuation, (2) deal terms and term sheets, and (3) staged investing, growth options, and potential scale of ventures. We then apply those tools to questions about how to structure an investment in a start-up and determine an appropriate valuation, how much capital to raise and from whom, the mechanics of term sheets and capitalization tables, economics of milestones, subsequent financing rounds and exits. Finally, as time permits, we may also cover more advanced topics in the corporate finance of private companies, such as exits through SPACs, regulatory issues, structure of levered buyouts, and the organization of venture capital, private equity, and private debt funds and firms. The course is taught through a combination of lectures and case studies.

Despite a growing desire to pursue prosocial goals and affect positive change in the world, many entrepreneurs have little understanding of how to develop new ventures that can simultaneously generate positive financial and social returns. Without the ability to measure, manage, and scale social impact, ventures that start out with prosocial aims will often diverge from their roots, with founders drifting away from social impact aims or pursuing goals that fail to deliver on their intended impacts.

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