Management 620

53:533:501. SOCIAL RESPONSIBILITY OF MANAGEMENT (3)

• A business organization’s relationships with the external environment; the influence of consumers and labor organizations; ethics; governmental influences, such as taxation, rules and regulations, and antitrust policy; the role of business in the economy. Problems and cases used to illustrate the decision process necessitated in various environmental situations.

53:620:504. MANAGEMENT SCIENCE (3)

• Prerequisite: 53:135:502

• This course introduces the students to the application of quantitative models and their related mathematical techniques, to solve real world business problems. A blend of analysis and synthesis is emphasized to generate meaningful solutions for managers. Topics include single- and multiple-criteria decision methods, project scheduling, transportation and assignment problems, queuing theory, and decision analysis.
• This course counts toward an Operations Management/Management Science elective.

53:620:505. MANAGING PEOPLE AND ORGANIZATIONAL PROCESSES (3)

• This course is designed to help students acquire new knowledge and develop skills related to the understanding of managing behavior and processes in organizations. It is also the goal of this course to help you become more aware of your effectiveness as individuals and group/team participants in an organizational setting. Topical coverage includes, but is not limited to, organizational culture and structure, group/tem dynamics, leadership and power issues, communication, decision-making, motivation theories and applications, managing stress, and individual differences such as perceptions, attitudes and personality.

53:620:506. INTERNATIONAL BUSINESS ENVIRONMENT (3) 

• Introduction to the context of international business. Overview of the economic, ethical, cultural, legal, and political issues that affect operations in the global arena. Discussion of various trade theories, trade barriers, and trade agreements. Modes of entering foreign countries. The study of multinational corporations in terms of their strategies, structures, human resources, and operations. Various regions of the world are explored through case studies.
• Mutli-cultural course

53:620:513. OPERATIONS MANAGEMENT (3)

• Prerequisite: 53:135:502
• This course provides the foundation for managing the operations of both manufacturing and service organizations. Topics include operations strategy, product and service design, inventory management, facility and capacity planning, forecasting, quality management, supply chain management, and just-in-time operations.

53:620:514. LABOR-MANAGEMENT RELATIONS IN THE PRIVATE AND PUBLIC SECTORS                   (3)

• Prerequisite: 53:620:505
• Analysis of structure and development of labor-management relationships in the United States and abroad, focusing on both private industry and governmental organizations. History and the surrounding law studied while focusing on the negotiation and administration of collective bargaining agreements, related micro-and macroeconomic problems, and the issues that accompany the growth of the nonunion sector in both private and public sectors.

53:620:515. INTERNATIONAL MANAGEMENT (3)

• Prerequisite: 53:620:506 or permission of instructor.
• The management of multinational enterprises in the context of a global economy. Exploration of different strategies, structures, and social responsibility. The globalization of innovation and information systems.  Introduction to emerging markets. Management of government relations and how to analyze political risk. The role of business groups in the world. Cross-cultural management and negotiating techniques analyzed. The role of country managers and headquarters-subsidiary relationship.  Introduction to outsourcing.
• This course may also count toward an International Business elective.
• Multicultural Course.

53:620:516. QUALITY MANAGEMENT (3)

• Prerequisite: 53:620:504 or 53:620:513

• This course provides the development, practice and processes of quality management. It focuses on increasing productivity through continuous improvements in quality. Case studies and role-playing exercises are used in the instruction.
• This course counts toward an Operations Management/Management Science elective.

53:620:517. ENTREPRENEURSHIP: NEW VENTURE CREATION (3)

• Introductory entrepreneurship course and provides an understanding of the key components of creating a new business. Students work in teams to develop a business idea/concept - a potential business opportunity. They then screen it against success criteria, perform the research, develop the business model and marketing strategy, and create a comprehensive business plan that each team presents to a panel of experts, e.g., CPA , banker, angel investor. The environment is highly competitive.

53:533:520. LEADERSHIP IN ORGANIZATIONS (3)

• Prerequisite: 53:620:505
• Personal development to lead; workshop-style sessions target skill acquisition; study of prominent business leaders encourages understanding the multiple views of leadership and leadership styles; and theories of how and why leaders succeed define the potential for leaders’ importance to organizational performance

53:533: 521, 522. DIRECTED STUDY IN MANAGEMENT (3)

• Supervised by an individual faculty member and approved by the director of the M.B.A. program.

53:620: 521, 522. DIRECTED STUDY IN MANAGEMENT (3)

• Supervised by an individual faculty member and approved by the director of the M.B.A. program.

53:620:523. GLOBAL OPERATIONS MANAGEMENT (3)

• Prerequisite: 53:620:506

• The course utilizes recent innovations of cutting-edge technology to address issues of managing global operations.  Text and cases draw on the experience of pioneers in global operations.  The use of restructuring and reengineering to increase speed, reduce costs, and enhance innovations will be thoroughly discussed.

• This course may also count toward an Operations Management/Management Science elective or an International Business elective.

53:533:524. ORGANIZATIONAL CHANGE AND DEVELOPMENT (3)

• Prerequisite: 53:620:505
• Focus on the process by which managers sense and respond to change. Emphasis on proactive, planned, and managed change that may involve adaptation of structure and policy, as well as influencing the underlying system of beliefs, values, and attitudes. Examination of leadership climate, organizational culture, and individual resistance as limiting factors. Interventions compared.

53:533:525. CAREER DYNAMICS (3)

• Explores theory, research, and practice related to careers in organizations. Topics span the individual’s organizational life, beginning with entry into the organization and socialization process, through to the individual’s early and middle career stages, and concluding with concerns surrounding late career/retirement. Additionally, current career planning and development programs and practices, as well as special issues, such as "plateauing," are examined.

53:533:526. MOTIVATION AND COMPENSATION (3)

• Prerequisite: 53:620:505
• Topics include wages and salary determination; fringe benefit administration; incentive-wage structures; the impact of collective bargaining on wage levels and structure; organizational behavior; and wage and salary systems.

53:620:528. TRAINING AND DEVELOPMENT IN THE ORGANIZATION (3)

• Prerequisites: 53:620:505, 53:620:557
• Methods designed to assist individuals and organizational groups in preparing themselves for present and future opportunities; review and practice of techniques to improve knowledge, skills, attitudes, group behavior, and organizational structure.

53:620:530. MERGERS AND ACQUISITIONS (3)

• Students learn the conditions that lead to alliances versus acquisition. Students then study the steps involved in M&A from searching, selection, due diligence, valuation, negotiation, competitive bidding, and post-merger integration. In addition, students learn about the legal and anti-trust issues involved in M&A. Finally, they examine some special types of M&A activities such as hostile takeovers and management buyouts and what leads to these types of transactions. Students go on to examine the role that Corporate Venture Capital often plays as a precursor to acquisitions. The final assignment for M&A is a live negotiation of a yet-to-be announced merger or acquisition from the headlines of the business press. If there are an uneven number of teams in the class, one of these negotiations typically turns hostile. 

53:620:531. SUPPLY CHAIN MANAGEMENT (3)

• Prerequisite: 53:620:504 or 53:620:513.
• This course provides the understanding of how supply chain design and planning decisions impact the performance of the firm as well as the entire supply chain. It links supply chain structures and logistical capabilities in a firm and utilize the concepts learned in various functional areas such as management, marketing and finance, within the context of supply chain management. A blend of lectures and case studies are employed to facilitate learning of course materials.
• This course may also count toward an Operations Management/Management Science elective.

53:533:557. HUMAN RESOURCE MANAGEMENT (3)

• Prerequisite: 53:533:505
• Concentrates on management of personnel in organizations; focus on business problems and decision-making techniques faced by personnel managers, including an understanding of human behavioral factors that shape business decisions; training and management development, recruitment, selection of personnel, and specific techniques of personnel administration.

53:620:566. SEMINAR: BUSINESS, GOVERNMENT, AND SOCIETY (3)

• Relationships between organizations, the laws, and governmental regulatory agencies that affect the operation of businesses and the society in general. Conceptual, historical, legal, and ethical frameworks necessary to understand those relationships. Roles played by each party in relation to a number of employee, consumer, environmental, and international issues such as discrimination in employment, consumer safety, global warming, and the regulation of multinational concerns.

53:533:670. SPECIAL TOPICS IN MANAGEMENT (3)

• Topics vary from term to term. Consult the director of the M.B.A. program for specific content each term. Students may enroll in more than one special topics course.

53:620:672. STRATEGIC MANAGEMENT: INTEGRATING THE ENTERPRISE (3)

• Capstone course. To be taken in the final term or last term available.
• Provides a top management view of the firm. Students analyze the internal and external environments of firms, develop strategy, and work out its implementation. Emphasizes teambuilding and verbal presentation skills. Improves understanding of diverse critical industries and mega-trends.

53:620:800. MATRICULATION CONTINUED (0)

• Continuous registration may be accomplished by enrolling for at least 3 credits in standard course offerings, including research courses, or by enrolling in this course for 0 credits.  Students actively engaged in study toward their degree who are using university facilities and faculty time are expected to enroll for the appropriate credits.