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Management (Mgmt)300 |400 |Graduate Courses |
Thomas Chacko, Chair of Department
For undergraduate curriculum in business, major in management, see College of Business, Curricula.
The Department of Management offers a major in management. Students will complete the general education requirements (including business foundation courses), and business core requirements for the bachelor of science degree (B.S.).
The instructional objective of the Department of Management is to provide students with knowledge of business organizations and management functions. Management majors will demonstrate an understanding of (1) employee work-related attitudes and behaviors, (2) competitive strategy and advantage, (3) challenges and strategies in international business, and (4) human resource management practices in firms. Students will demonstrate an awareness of the role of diversity, ethics, and technology in business decisions, and the impact of external forces and global issues on organizations.
Management is a broadly defined discipline and activity, which is neither industry nor function specific. Management concepts, theories, techniques, and skills are applicable to all business functional areas and are essential components for successful organizations. Management requires sound conceptual, technical, and human skills for the effective utilization of organizational resources. For the Management major, students are required to take Mgmt 371, 377, 414, and 471. In addition, students select two courses from an approved list to complete the 18-credit major.
The department also offers a minor for non-Management majors in the College of Business. The minor requires 15 credits from an approved list of courses, of which 9 credits must stand alone. Students with declared majors have priority over students with declared minors in courses with space constraints.
The Department of Management participates in two graduate programs: the M.S. in Business and the M.B.A. full-time and part-time programs. The M.S. in Business is a 30-credit curriculum culminating in a thesis. The M.B.A. program is a 48-credit hour curriculum. Twenty four of the 48 credit hours are core courses and the remaining 24 are graduate electives.
Courses open for nonmajor graduate credit: Mgmt 414, 415, 472, 479.
Courses primarily for undergraduate students
Mgmt 310. Entrepreneurship and Innovation. (3-0) Cr. 3. F.S. Prereq: Sophomore classification. Review of the entrepreneurial process with emphasis on starting a new business. How to analyze opportunities, develop an innovative product, organize, finance, market, launch, and manage a new venture. Deals with the role of the entrepreneur and the importance of a business plan. Speakers and field project.
Mgmt 313. Feasibility Analysis and Business Planning. (3-0) Cr. 3. S. Prereq: 310 and Entrepreneurship Minor or Management Major. Developing an idea for a new business venture, conducting a feasibility study, researching the potential market, analyzing the competition, and writing a formal business plan. Basic business functions are discussed in terms of their application to conducting feasibility analysis and writing a business plan for an entrepreneurial venture.
Mgmt 370. Management of Organizations. (3-0) Cr. 3. F.S.SS. Prereq: Econ 101. A management functions approach is used to explain what managers do in organizations; how they deal with external constituents, how they structure their companies, and how they deal with employees. A contingency approach is used as a framework for understanding how to increase the effectiveness and efficiency of organizations in today's dynamic, highly competitive business environment.
Mgmt 371. Organizational Behavior. (3-0) Cr. 3. F.S. Prereq: 370. The study of individual attributes, interpersonal relations, and employee attitudes in organizations. Instructional emphasis is placed on how management concepts such as reward systems, job design, leadership, teams, etc. can be used to manage employee attitudes and behavior.
Mgmt 377. Competitive Strategy. (3-0) Cr. 3. F. Prereq: Econ 101 and junior classification. Developing competitive strategy and achieving competitive advantage in firms, including: industry analysis, generic strategies, hypercompetition, competing against time, and building distinctive capabilities.
Mgmt 414. International Management. (3-0) Cr. 3. F. The nature and economic role of the multinational firm and entrepreneurial ventures, including the impact of legal, political, and cultural variables upon firm performance and managerial activity; case studies illustrate interdependent nature of functional areas of business projected across national boundaries. Nonmajor graduate credit.
Mgmt 415. Managing New Ventures. (3-0) Cr. 3. F.S. Prereq: 370; Mkt 340; Fin 301; LSCM 360, OSCM 320. Examination of business problems and issues in new and growing firms. Emphasis is on analyzing existing businesses. Includes a field project. Nonmajor graduate credit.
Mgmt 419. Social Responsibility of Business. (3-0) Cr. 3. S. A consideration of the role of business in society. Critical analysis of ethical, managerial, and public issues as they affect the corporation.
Mgmt 471. Personnel and Human Resource Management. (3-0) Cr. 3. F.S. Prereq: Junior standing. Recruitment and selection, utilization, and development of people in organizations. Examination of each personnel function; interrelationships among the functions.
Mgmt 472. Management of Diversity. (3-0) Cr. 3. F.S. Prereq: Junior classification. One of the most crucial problems in organizations today is the management of diversity. Attempts to define the difference between equal employment opportunity/affirmative action, which has a legal basis, and diversity which has an educational basis. Organized around the concepts of: (1) cultural diversity and cultural unity; (2) development of skills and tools to manage diversity; and (3) structure of diversity development programs in organizations. Nonmajor graduate credit.
Mgmt 478. Strategic Management. (3-0) Cr. 3. F.S.SS. Prereq: 370; OSCM 320; Fin 301; Mkt 340; LSCM 360; Acct 285; graduating senior. Strategy formulation, implementation, and evaluation and control in today's organizations. Emphasis is on strategic planning and decision making using the case method and/or projects.
Mgmt 490. Independent Study. Cr. 1-3. Repeatable. Prereq: 370, senior classification, permission of instructor.
Courses primarily for graduate students, open to qualified undergraduate students
Mgmt 501. Strategy Formation. (1-0) Cr. 1. F. Prereq: Graduate classification. An introduction to the strategic planning process. How to formulate strategy in context of environmental opportunities and threats, how to analyze industry competition and build competitive advantages.
Mgmt 507. Organizational Behavior. (2-0) Cr. 2. F. Prereq: Graduate classification. Understanding human behavior in organizations and the nature of organizations from a managerial perspective. Special emphasis is placed on how individual differences, such as perceptions, personality, and motivation, influence individual and group behavior in organizations and on how behavior can be influenced by job design, leadership, groups, and the structure of organizations.
Mgmt 511. Ethics and Social Responsibility. (1-0) Cr. 1. S. Prereq: Graduate classification. The ethical issues, moral dilemmas, and stakeholder responsibilities embraced by today's corporate decision makers. The morality of current management models and practices. Corporate governance and control, moral reasoning in groups, whistleblowing, employee safety, truth in advertising, environmental pollution, plant closings, insider trading, employee rights.
Mgmt 512. Strategic Management. (2-0) Cr. 2. S. Prereq: 501, 507, OSCM 502, MIS 503, Mkt 504, Fin 505, Acct 508. Critical analysis of case studies in strategic management with an emphasis on integrative decision making. Strategy implementation in light of the legal, regulatory, economic, social, and political contexts of business.
Mgmt 565. Technology Transfer and Feasibility Analysis. (3-0) Cr. 3. Prereq: Graduate classification. Commercialization of new technology. Topics covered include market analysis, intellectual property, product development, feasibility analysis, and new business evaluation.
Mgmt 566. Entrepreneurship and New Business Creation. (3-0) Cr. 3. Prereq: 512. The essentials of starting and operating a new business. Topics include current research on entrepreneurial perspective, starting and developing a new business, financing the venture, managing the growing firm, and special issues.
Mgmt 567. International Entrepreneurship. (3-0) Cr. 3. Essentials of operating an entrepreneurial firm in an international environment. Topics include international entrepreneurship, starting and developing a business in an international market, financing international ventures, international management issues, exchange rates, and culture.
Mgmt 570. Managing Employee Attitudes and Behaviors. (3-0) Cr. 3. F.SS. Prereq: 371 or 507 or Psych 450. Advanced topics germane to the management of individuals and groups over their work lives; sustained work commitment, motivation and job/career satisfaction, absenteeism, turnover, stress, leadership and career development (e.g., career ladders, mentoring).
Mgmt 571. Seminar in Personnel and Human Resources Management. (3-0) Cr. 3. S. Prereq: 371 or 507 or Soc 420. Topics and issues in personnel management with a focus on the management of human resources in organizations. Current personnel practices, philosophies, and behavioral science research.
Mgmt 575. Compensation Management. (3-0) Cr. 3. F. Prereq: 571. Concepts, techniques, and issues dealing with remuneration of the work force. The impact of government legislation as well as organizational and societal issues.
Mgmt 581. Strategic Planning and Environmental Analysis. (3-0) Cr. 3. F. Prereq: 501 or permission of instructor. Discussion of concepts and techniques used in long range strategic planning. Examination of planning practices in business and not-for-profit organizations. Topics include environmental scanning, industry analysis, forecasting, corporate and competitive strategies, and tactics.
Mgmt 582. Corporate Governance and Leadership. (Cross-listed with Acct). (3-0) Cr. 3. Prereq: 502 or permission. Examination of top managers and corporate boards of directors in terms of roles, responsibilities, and tasks. Examination of corporate governance structure and functioning. Topics include CEO tenure and compensation, board monitoring and composition, board responsibility and accountability, board structure and performance, CEO and board roles in strategic management, shareholder and stakeholder representation, corporate social responsibility, ethics and corporate governance, international governance, and executive leadership style.
Mgmt 583. Strategic Management of Innovation. (3-0) Cr. 3. Prereq: 501 or permission of instructor. Critical analysis and discussion of cases focused on strategic management of innovation. Assessment of a firm s innovative capabilities and competitive dynamics to manage innovative processes. Practical applications through emphasis on implementation including internal corporate venturing, management of the corporate R&D function, and institutionalization of innovation.
Mgmt 584. Management Consulting. (3-0) Cr. 3. Prereq: 501 or permission of instructor. Provides the opportunity for students to understand the role of the professional consultant, the issues facing the management consulting industry, the competencies of various management consulting firms, the nature and form of strategic consulting engagement, and the nature and scope of strategic change in business firms. Students will learn about management consulting functions and will practice the consultant role though cases and field studies.
Mgmt 590. Special Topics. Cr. 1-3. Repeatable. F.S.SS. Prereq: Permission of instructor. For students wishing to do individual research in a particular area of management.