MGMT - Management

The fundamentals of the managerial process (planning, organizing, leading and controlling) are considered in the context of 21st century organizations. Topics are almost evenly split between macro and micro perspectives

This course is an introduction to the importance and centrality of communication in business. Students will learn the application of business communication principles by working both individually and collaboratively on communicating through effective business documents, presentations, professional written and oral correspondence, and use of digital media. Attention will be given to both interpersonal and group audiences, as well as formal and informal delivery.

This class examines theories and concepts pertaining to people at work. Topics include personality differences, motivation principles, high-performing work teams, and leadership development.

This course provides students knowledge of fundamental issues and opportunities facing entrepreneurial ventures on the global stage. Students are exposed to core theories, contemporary trends, and cutting-edge research in international entrepreneurship. Students will examine what motivates entrepreneurs to seek foreign markets, and how to leverage cultural differences. The course discusses frameworks to analyze key factors and risks involved with venturing abroad, and assessing the strategies and resources needed for international success.

This class examines all issues pertaining to managing people in an organization. Topics include strategic planning for Human Resources, recruitment and selection systems, performance evaluation and development programs, Equal Employment Opportunity, and diversity management.

Examines personnel topics such as absenteeism, substance abuse, theft, gambling and counseling problem employees. Policies and practices used by organizations to anticipate and resolve these problems are explored and evaluated.

A contextual study of the trade union movement and its development, structure and processes. Emphasizes the impact of union organization on management practice and effectiveness in both private and public sector organizations.

An examination of the environment of multinational business, foreign trade, and the operation of multinational enterprises. Management, marketing, accounting, and financial problems unique to enterprises operating in varying economic, cultural, and political legal environments are investigated. This course includes a CAP experience. International business majors may not take MGMT 361 for credit.

Student participation for credit based on the academic relevance of the work experience, criteria, and evaluative procedures as formally determined by the department prior to the semester in which the work experience is to take place. May be repeated for credit. Available for pass/fail grading only.

Approval for enrollment and allowable credits is determined by the department in the semester prior to enrollment. Available for pass/fail grading only. (qualifies as a CAP experience)

Approval for enrollment is determined by the Management advisor in the semester prior to enrollment. Student will participate in a relevant work setting.

This course introduces students to understanding employee attitudes and behaviors as well as human resource management. Topics include job performance, performance management, organizational commitment, employee retention, motivation, compensation, and employee well-being. This course is part of the Linked/Dual Dominion program and exclusively for non-business undergraduate students.

This course is designed to provide students with a comprehensive understanding of leadership as a phenomenon impacting individuals, organizations, and the larger society. Major leadership theories are examined along with processes through which leadership influences various internal and external organizational factors. Leadership traits, behaviors, styles, communication, and the dynamic nature of leader-follower developments will be addressed. Methods of instruction include case studies, experiential exercises, and simulations.

An analysis of how the federal and state governments may regulate the employer-employee relationship. Topics include labor relations law, equal employment opportunity law, other current statutory employment law and common law employment issues.

An in-depth analysis of current issues and concerns within human resources management. The course will focus on specific issues and problems associated with the law and equal employment opportunity, employee selection, training and development, performance management/appraisal, and compensation. Methods of instruction include cases, exercises and PC applications.

Course focuses on assessing the strategies, tactics, dilemmas, processes and solutions associated with developing a new business. Emphasis is devoted to how new ventures should raise rates (sales, prices, productivity), decrease costs, promote and execute while pursuing innovation. The course explores a wide variety of actual small business case studies to illuminate the critical strategic, operational and behavioral considerations necessary to build a successful enterprise, including rollouts (duplicating a business model in multiple locations), rollups (acquiring similar businesses to accelerate growth), and franchises.

This course focuses on three core elements of managing innovation and technology in small and large organizations. First, it teaches in-depth analysis of how innovations can transform companies and industries, including who gains and loses from such developments. Second, it explains how organizations can organize to create innovations internally and externally, and how they can take advantage of opportunities while mitigating threats in technology and innovation development. Third, it discusses how firms benefit and prosper by using various methods of commercialization and protecting new technologies and innovation.

The New Venture Creation course emphasizes practicing entrepreneurship through experiential learning, focusing on start-up activities. Drawing on a broad range of business disciplines, including Marketing, Management, Finance, and Accounting, students identify an opportunity and develop an industry analysis, marketing and finance plans, and a business pitch they present to investors and serial entrepreneurs. Credit cannot also be earned for ENTR 490.

An examination of the relationship between business (usually the individual firm, but occasionally a group of firms in an industry or a set of headline-makers in different industries) and society (an individual, group of people, the general public, or government entity representing the interests of this individual or group or the public). Emphasizes stakeholders and ethics. The course material is both philosophical and practical for executives and informative and practical for citizens.

This class examines issues pertaining to developing, evaluating, and re-designing an organization's direct and indirect compensation systems. Topics include pay structure, incentive plans, benefit programs, and special cases such as executive compensation.

This course examines both research and practice regarding the strategic recruitment, selection, and development of top talent in organizations. Discussion topics include understanding and planning for talent needs, use of current recruitment methods and selection techniques, development of both internal and external talent pools, and the influences of external and internal changes due to competitive business environments and job design/redesign initiatives. The strategic and legal context of employment decision making is emphasized.

The role of performance management (PM) systems (performance measurement, appraisal, and development) is critical to organizational and workers success. This course focuses on how an effective PM system created in alignment with an organization’s strategy, mission, values, and product or services, can attract, develop, and retain top-performers. We will discuss how PM systems are tied to reward systems and will examine the legal regulations to which an organization must adhere. Topics include performance appraisals, coaching, feedback, reward systems, and related management activities.

This course focuses on negotiations and change. Students will develop analytical, interpersonal, and communication skills, with an emphasis placed on experiential learning through case studies, role playing, and simulations.

This course provides an introduction to the use of people analytics to optimize HR processes. Students will learn about human resource analytics tools, technologies, and tasks. Topics include: modeling employee turnover, optimizing training and development, evaluating recruitment strategies, and identifying sources of pay inequity. Students will also receive training on ADP’s Workforce Now cloud-based Human Resource information system.

The course examines organizational structure and functioning from cross-cultural and cross-national perspectives. Compares how management practices differ from one society to another. Comparisons are made between the U.S., Western Europe, Japan, the USSR, China, and the Third World nations.

A study tour abroad under the direction of a faculty member including on-site visits and management lectures designed to provide insight into differences in management practices in foreign countries. Offered summers only and when available.

This is a course based on the SHRM (Society for Human Resource Management) Learning System® for SHRM-CP/SHRM-SCP. Comprised of comprehensive learning modules teaching the SHRM Body of Applied Skills and Knowledge™ (SHRM BASK™), and advanced online multimedia resources, these study materials streamline study time, accelerate learning and build confidence for passing the SHRM-CP/SHRM-SCP exam. The course does not include registration for the SHRM-CP/SHRM-SCP examinations.

Strategic management addresses the concerns of the high level executive or general manager, who must use a perspective that is qualitatively different from that of the lower-level functional manager or operations manager. Strategic decisions cut across functional lines. Whereas other courses focus on competency at a functional level (Are we doing things right?), this course deals with the overall effectiveness of the total organization (Are we doing the right things?). This is a writing intensive course.

An exploration of the consulting industry and its role in driving improvements across various types of organizations. Students will learn problem-solving frameworks used to direct decision making as well as real-world communication and project management skills.

Designed to provide advanced students in management an opportunity to study administration in highly specialized areas under the guidance of a faculty member.

Designed to provide advanced students in management an opportunity for independent study of selected areas under the guidance of a faculty member.

This course introduces students to understanding employee attitudes and behaviors as well as human resource management. Topics include job performance, performance management, organizational commitment, employee retention, motivation, compensation, and employee well-being.

An analysis of how the federal and state governments may regulate the employer-employee relationship. Topics include labor relations law, equal employment opportunity law, other current statutory employment law and common law employment issues.

This course focuses on negotiations and change. Students will develop analytical, interpersonal, and communication skills, with an emphasis placed on experiential learning through case studies, role playing, and simulations.

A study tour abroad under the direction of a faculty member including on-site visits and management lectures designed to provide insight into differences in management practices in foreign countries. Offered summers only and when available.

This is a course based on the SHRM (Society for Human Resource Management) Learning System® for SHRM-CP/SHRM-SCP. Comprised of comprehensive learning modules teaching the SHRM Body of Applied Skills and Knowledge™ (SHRM BASK™), and advanced online multimedia resources, these study materials streamline study time, accelerate learning and build confidence for passing the SHRM-CP/SHRM-SCP exam. The course tuition includes all books, including one year access to the SHRM online learning resources, but does not include registration for the SHRM-CP/SHRM-SCP examinations.

This course focuses on providing students with the foundations of leadership by reviewing past leadership research and integrating this into their own understanding of what makes one an effective leader. Contemporary concepts of leadership, including how leaders influence through culture and emotions, will also be presented. The course will utilize self-assessments, case analysis, simulations, and leadership-related readings that will require students to think critically about what leaders do and how their own strengths and limitations influence their personal leadership development.

This course is a practicum in management, applying theories, concepts, and management techniques in a business setting.

This course is the capstone course of the MBA program. It takes a distinct upper-level management perspective. It covers concepts and cases that illustrate how firms align internal business functions - production, finance, accounting, marketing, etc. - with the external environment to ensure that organizational goals are accomplished efficiently. It also discusses how long-term value creation is affected by a firm's expansion within and beyond its current markets and industries.

Study designed for students who have one or more of the required courses waived, or for students desiring additional work in an area of particular interest in management.

This course deals with various strategic options available to businesses operating in an international environment. It explores the literature and case materials on multinational companies and the theories and concepts relevant to the analysis of international strategic decisions.

This course examines theories and empirical research on organizations and their environment. Topics would include organization design, structure, decision making, change and adaptation. Other topics of current research may also be included.

This course introduces strategic management students to the different theories, concepts, and phenomena in the field of corporate strategy.

This course introduces a variety of explanations for organizational competitive advantage as the ultimate outcome of business strategy. This course includes reading assignments, discussions and student presentations directed to developing novel research ideas.

This doctoral seminar will expose students to the theory and research behind new business creation and corporate entrepreneurship and it will prepare students to do rigorous and relevant research in this particular topic.

This course introduces a variety of explanations for organizational behavior (OB). It serves as an introductory course on the theory and research of behavior in organizational settings. Topics include basic conceptions of behavior, motivation, attitudes, and group functioning. Emphasis is on understanding the processes of behavior at the individual and group levels of analysis. In addition, this course includes integrative exercises and assignments directed to developing novel research ideas.

This course critically evaluates the classical debates and viewpoints within strategic management research. In addition the course would cover the emerging theoretical and methodological areas in strategic management research. Finally, the course would review in depth the research on contemporary issues in strategy. The objective of the course is to enable students to become independent scholars in the area of strategic management.

Advanced study in selected topics in management planning, strategy and policy under the direction of one or more faculty in the Management Department.

Ph.D.-level research and writing of dissertation.

This course is a pass/fail course for master's students in their final semester. It may be taken to fulfill the registration requirement necessary for graduation. All master's students are required to be registered for at least one graduate credit hour in the semester of their graduation.