This course examines the core management functions within an organization, including planning, organizing, leading, controlling and decision making, directed at the use of an organization?s human, financial, material and information resources with the aim of achieving organizational goals in an effective and efficient manner. In addition, students will discuss current and historic business management thought and consider its application to management decisions in the twenty-first century. Prerequisite: sophomore standing.
This course examines the core management functions within an organization, including planning, organizing, leading, controlling and decision making, directed at the use of an organization?s human, financial, material and information resources with the aim of achieving organizational goals in an effective and efficient manner. In addition, students will discuss current and historic business management thought and consider its application to management decisions in the twenty-first century. Prerequisite: sophomore standing.
General systems approaches and problem analysis frameworks used to identify, explain and solve organizational problems; emphasis on critical thinking and creative solutions. Prerequisite: MGMT 2000 and Degree Checkpoint 2.
This course is for those who want to improve their problem solving strategies and critical thinking skills. Students focus on problem definition and generating and evaluating solutions. Critical factors necessary for successful problem solving are discussed, as well as various techniques useful for analyzing problems and alternatives. The Kepner-Tregoe problem analysis methodology is used as a foundation of problem solving.
This course focuses on the administration of human resources, including the processes of personnel management and personnel systems in complex organizations, both public and private. Techniques for recruiting and staffing; orienting, training and development; motivation, performance management, employee relations, compensation systems, and reward and retention systems; and safety and health issues will be addressed. Prerequisite: MGMT 2000 and Degree Checkpoint 2.
This course is students? first introduction to the human side of organizations. Its theme is leading people and organizations for high performance in changing times. It includes management topics such as planning, control and decision making, and traditional organizational behavior topics such as motivation, communication, leadership, conflict management, teams and organizational design and culture. Ethical issues for managers are identified and studies; the global context of business is emphasized as a central factor in leading organizations; and the course includes integrating themes of sustainability, engagement, and inclusion ? creating organizations that are sustainable, that attract and engage talented people, and that exemplify inclusive excellence. Critical and analytical thinking skills are developed and reinforced throughout the course. Prerequisites: BUS 1000, LGST 2000, and degree checkpoint 1. Note: Not open to students who have completed MGMT 2150.
This course focuses on individual and group behavior and organizational performance. The theme of the course is the application of theory to improving performance and productivity. Among the major topics are: leadership, motivation, reward systems, conflict management, bargaining and negotiation, communication, stress management, and effective utilization of power. Upon completion of the course, students should be able to analyze the important factors in various organizational and behavioral situations, and to adequately resolve most of the issues involved in such situations based upon the relevant contingent variables. Prerequisite: MGMT 2000. Note: Not open to students who have completed MGMT 2100.
Introduction to multinational corporations and management of international profit and non-profit organizations; how management theory and practice are impacted by particular cultural contexts; analysis of current issues related to international trade and investments, and problems and opportunities of multinational operations. Prerequisite: MGMT 2000 and Degree Checkpoint 2.
Introduction to multinational corporations and management of international profit and non-profit organizations; how management theory and practice are impacted by particular cultural contexts; analysis of current issues related to international trade and investments, and problems and opportunities of multinational operations.
Consideration and in-depth analysis of current issues in the field of management. Prerequisite: MGMT 2000 and Degree Checkpoint 2.
This course examines the core management functions within an organization, including planning, organizing, leading, controlling and decision making, directed at the use of an organization's human, financial, material and information resources with the aim of achieving organizational goals in an effective and efficient manner. Prerequisite: sophomore standing.
Public Policy and Business is the core course designed to familiarize students with the relationships among the private, public and nonprofit sectors. It acquaints students with the broad range of issues and the various methods and processes used to resolve issues and solve problems faced by stakeholders in these various sectors in these turbulent times. Managerial, entrepreneurial, and governmental approaches to address and resolve business and public policy issues and problems in our dynamic environment are explored and analyzed. Prerequisites: MGMT 2000 and degree checkpoint 2.
Managers must be proactive in addressing issues related to the political, social, cultural, and technical environment. This course addresses related issues while focusing on the complexity of social systems.
This is the culminating course for the business minor. It integrates the various functional areas (e.g., business law, management, accounting, marketing, and finance) with environmental scanning, competitive strategy, market feasibility, and innovation. Students study various business models through case studies, learning what leads to business success and failure. Students also learn about the business planning process, from start to finish, and develop an actual business plan for either a new, entrepreneurial venture or an established business. Prerequisites: BUS 1000, LGST 2000, ACTG 2010, FIN 2010, and MKTG 2010.
This course introduces students to ethical concepts, theories and issues as they relate to business and managerial decision making, including the social responsibilities of business. Case studies, group projects and lecture format. Prerequisites: MGMT 2000 and degree checkpoint 2.
This course provides a practical and orderly perspective on how to create an effective employer/employee relationship. Students learn the components and factors that promote and destroy effective employee relations. We learn the evolution of the labor movement in the United States and its influence on the business workplace. We learn techniques that can be used in fostering effective employee relations and learn about the challenges that face management. Prerequisites: MGMT 2000 and degree checkpoint 2
Various dispute resolution techniques in business contexts as developed through case studies. Prerequisites: MGMT 2000 and degree checkpoint 2.
This course integrates the practical functional areas of industry and competitive analysis, finance, accounting, information technology, marketing, legal studies, operations management, general management, corporate social responsibility and exit strategy issues, culminating in the development of an entrepreneurial business plan. Careful attention to environmental and industry issues that impact new venture startup, as well as market potential and funding sources, are critical to planning and launching a new business. Junior standing required. Prerequisites: MGMT 2800 and degree checkpoint 2.
Exploration of various topics and issues related to management. Prerequisites: MGMT 2000 and degree checkpoint 2.
Change is one of the foremost, if not the most important business topic today. To address these rapidly changing critical organizational, management, and technology issues, Business Process Management, Modeling and Analysis has become the preeminent innovative business performance technique over the past five years. This course helps all individuals to understand better Business Process Management, Modeling and Analysis by gaining insights into business process management concepts and principles, the use of process change enablers, a structured business process management methodology, business process management tools and techniques, change management and why organizations fail or succeed in implementing Business Process Management, Modeling and Analysis, highlighting five critical success factors. Prerequisites: MGMT 2000 and degree checkpoint 2.
To become more innovative, responsive to customers and suppliers and adaptable to change, leading organizations are learning how to learn from high numbers of knowledgeable people. This course helps all individuals to understand Knowledge Management by gaining insights into knowledge managements concepts and principles, the use of knowledge management enablers, a structured methodology and framework for knowledge management, tools and techniques for knowledge management, effective change management programs for implementing knowledge management, and why organizations fail or succeed in implementing knowledge management, highlighting five critical success factors. Prerequisites: MGMT 2000 and degree checkpoint 2.
Nongovernmental Organizations (NGOs), with increasing credibility and authority, have a measurable impact on the intersection of business, government and society. NGOs are defined broadly as nonstate, nonfirm actors. NGOs may include environmental and consumer groups, business associations, labor unions, human rights organizations, church and religious groups, academic institutions, think tanks, trade and industry associations, and grassroots not-for-profit organizations. NGOs have emerged as important stakeholders in discussions over the terms and conditions under which business, government, multilateral institutions and local communities manage the process of globalization, one of the most complex issues facing public policy makers, corporate executives, and broader society. These NGOs conduct business by undertaking research, organizing boycotts, and often publicizing the shortcomings of multinational corporations in terms of social, ethical, and environmental responsibility. Yet these impressions are only the most public, and often the most negative images of NGO activism. This course examines the intersections of NGOs, MNEs and respective business practices with a goal of developing informed perspectives. Prerequisites: MGMT 2000 and degree checkpoint 2.
This course examines the roles and responsibilities of top managers in developing, implementing, and managing an effective organization-wide strategy. Students learn new perspectives and concepts as well as integrate learning from previous course work to solve complex and challenging business problems. Prerequisites: senior standing and completion of all undergraduate business core classes with minimum grade of "C-" in each course.
Exploring the roles and responsibilities of a CEO in developing, implementing, and maintaining an effective business strategy provides the lens for this course. Students integrate techniques and concepts from previous course work in a variety of real world and simulated situations. Prerequisites: FIN 2000 or FIN 2805, MGMT 2000 or MGMT 2805, MKTG 2000 or MKTG 2805; STAT 2400 or STAT 2805, senior standing. Course open to Women's College students only.
Practical experience (field study); requires written report. Prerequisite: degree checkpoint 2 and instructor's permission.
Independent research/study; requires written report. Prerequisite: ddegree checkpoint 2 and instructor's permission.
Conducting business outside the United States involves a unique set of challenges. Diverse cultures, laws, languages and currencies add to the complexity of putting together and managing international business ventures. This course will help you to prepare for these activities by exploring ten questions, which focus critical aspects of international business. The primary vehicle for accomplishing this will be class discussions built around presentations by the instructors as well as cases and exercises dealing with a range of issues, countries, and industries.
Business Plan is a course that builds off a majority of previous courses and culminates in the production of a completed business plan. Students will examine such issues as vision, mission, market size, key industry forces that will influence the competitive environment of an organization, and critical strategic direction and implementation issues as will as funding sources and presentations to such sources. In doing so, the course integrates practical functional areas of finance, accounting, information technology, marketing, legal studies and operations management. The course will be offered in a workshop atmosphere in which students are expected to apply and discuss the various aspects of business planning and execute a doable business plan.
This course focuses on the effective management of human resources in order to create sustained competitive advantage. The course covers the major policy areas of employee influence mechanisms, staffing, training and development, performance appraisal, reward systems, and work design so that students are better prepared to provide direction to the creation and implementation of effective management systems. Prerequisite: MGMT 3900 or permission of instructor.
Measuring and improving human performance, techniques of individual objective settings including MBO, appraisal and feedback systems, creating and managing compensation programs, job design, analysis and redesign of reward systems in various organizational contexts. Prerequisite: MBA 4121 or equivalent.
Management of multinational enterprises; identification, analysis, and discussion of key policy issues for the international manager within various functional areas; home and host country relationships including assessment of political risk, selection of foreign locations, entry and ownership strategy, personnel and staffing considerations, technology transfer, multinational labor relations, organizing for international operations. Prerequisite: Should be taken in the last possible quarter before graduation and after completion of all advanced requirements and ITEC 3900, MGMT 3900, MKTG 3900, STAT 3910, and FIN 4610.
Exploration of similarities and dissimilarities of management practices in various cultures, determination of political, economic and cultural factors primarily affecting management theory and practice, transferability of certain management practices to other cultures. Introduction to basic assumptions and approaches of comparative research methodology. Prerequisite: MBA 4121.
The purpose of this course is to provide students with a very broad but significant exposure to the business of sports, which represents a global, multi-billion dollar industry. By critically analyzing numerous facets within this business from the perspective of a manager, student come away with knowledge that is wide enough but deep enough to foster a solid understanding of this dynamic and exciting industry. At the same time, this course provides students with specific and valuable insights that foster and stimulate deeper interest in a particular aspect within this industry through subsequent and additional coursework, independent study, and/or internship opportunities.
This is a comprehensive and interactive seminar on managing sports and entertainment contracts. The class covers intellectual property; the role of entertainment and sports managers and agents; general contract principles and theory; contract negotiation; management and operating agreements; and sponsorship, endorsement, and licensing agreements.
What is a Public Assembly Facility? Public assembly facilities such as arenas, stadiums, convention centers, and theatres evolved out of the need by social communities to build permanent structures for public assembly, for political and commercial activities, religion, sports, spectacles, artistic expression and for commercial and educational assemblies. This course examines the specific areas of responsibility that one must acknowledge and understand to operate a successful venue of this type. We discuss the core competencies required and the unique areas of concentration that separate a public assembly facility from other venue types. Students realize the significant impact and benefit that facilities like these have on the social, educational and economic environment of communities.
This is a specialized course for the MBA student interested in expanding their knowledge of the sports industry as a business and as a world economic force. It provides students with a framework for understanding the scope of the sports business across various venues, as it relates to information technology. Management Sport Technology focuses on understanding the practical uses of computer applications as a tool in sport management activities. Emphasis is placed on demonstrated proficiency in project management, spreadsheet management, database management, and Web page development.
The purpose of this course is to give students an understanding of sports sponsorship from the perspective of the corporate sponsor and the sports entity. The course identifies and describes the several media distribution channels that are used in corporate sports sponsorship. In addition, students learn how to use sports media distribution properties to create an effective sports marketing plan for corporate sponsors. Students put together a corporate sports marketing plan with a sample sports team.
The purpose of this seminar is to consider current topics in sport and entertainment management. Topics vary by quarter depending on timeliness of topics and interest of students. Potential topics may include public policy questions; ethical issues; current economic impacts and analysis; sport and entertainment management factors and how the various segments (professional, amateur, collegiate, high school, recreational and others) relate; environmental impacts; global issues and other issues that impact the current and future fields of sport and entertainment management.
In this course, you will: (1) understand and develop a set of management and leadership skills critical for effectiveness in high performance work environments; (2) develop the ability to analyze organizations and environments from multiple perspectives; (3) explore policies and practices for facilitating organizational change; (4) become a valued and effective member of a work team; and (5) learn how to incorporate effective communication, critical thinking, creative problem solving, and technology, into organizational behaviors and processes.
This course advances the argument that effective human resource policies will create sustained competitive advantage. To that end, this course will address the effective management of human resources in various policy areas: staffing, diversity, training and development, voice and influence, performance appraisal, and reward systems. Rather than taking a traditional, staff personnel perspective, we will discuss human resource management from the strategic perspective of a general manager. Prerequisite: MGMT 4620.
This course builds from the premise that managers make decisions that influence the overall success of their organizations. We will concentrate on how top managers create and maximize value for their stakeholders. You will learn about how companies compete against each other in the quest of achieving high performance and market victories. You will learn about how and why some companies are successful while others are not. This course is about strategy. The primary task of strategy is the allocation and commitment of critical resources over relatively long periods of time in pursuit of specific goals and objectives. Strategic decisions take account of the conditions that prevail within the industry environment, both positive and negative, and the resources and capabilities available to managers for meeting environmental challenges. Strategy also requires establishing and managing an internal organizational system that creates and sustains strategic value.
Family enterprises have a tremendous impact on our local, national and global economies. Today, the definition of the family enterprise extends beyond just the business entity. It includes family offices, family "banks," family councils, trusts, and family foundations, just to name a few. Further, what happens in, and how decisions are made by, family enterprise affects not only the active family members but other key stakeholders such as inactive family members, in-laws, non-family managers and employees, professional advisors, customers, suppliers and competitors. This course gives students insight into the universe of possibilities that families, enterprises and their advisors face when engaged in systemic transition planning. This highly interdisciplinary course is appropriate for anyone who intends to work in or with family enterprises. This includes family members, accountants, attorneys, estate planners, financial or wealth managers, family office professionals, insurance consultants, business advisors, management consultants, organizational and leadership development experts, international business professionals, psychologists, social workers, and family therapists.
The purpose of this course is to examine and expand upon the current understanding of the challenges of developing and managing strategic alliances. Reflecting the breadth of the novel features of the structure, the course draws from both strategic management and organizational behavioral disciplines. To order the discussion, we take a process view in addressing why and then how to use a strategic alliance. We initially focus on when to use an alliance. We then turn to the formation of an alliance - examining how to select a partner, which structure to choose and how to negotiate. Following, we discuss post-formation issues of partner relationships, management of the alliance, performance evaluation and alliance termination. We conclude the course with sessions devoted towards managing a portfolio of alliances and network management in general.
Hours and times arranged by student.
Individual research and report. Hours and times arranged by student.