MGMT 1050 - Writing for Management

The course focus is on improving comprehension, vocabulary, and reading.

Credit: 3


MGMT 2000 - Principles of Management

Prerequisite: BUS 1000. Undergraduate standing.

A primer for the manager, this course lays out the underlying process for planning, directing, and controlling organizational resources for accomplishing the goals of the firm. This study of the functions of management includes how to develop a plan, how to organize resources of the firm, how to motivate employees to execute organizational initiatives, and how to set up a feedback system.

Credit: 3


MGMT 2050 - Introduction to Personnel Administration

A survey of the selection, training, and placement of personnel. The course features units on: performance evaluation and compensation, counseling and career development, grievances; and disciplinary procedures. Case incidents are employed. Students cannot receive credit for both this course and MGMT 3400.

Credit: 3


MGMT 2060 - Office Management

A survey of the principles and problems of office management. Topics include: professionalism; organizing for effective operations; selecting, training, and developing the office work force; handling complaints and grievances; delegation; job expansion and enrichment; office change and automation; and effective decision-making.

Credit: 3


MGMT 2300 - Psychology for Supervisors

Applications of psychology for use by supervisors. Course topics include: job design; employee productivity and morale; individual differences in motivation, learning, and perception of work; formal and informal work groups; approaches to organizational development. Cases, exercises, and simulations are employed.

Credit: 3


MGMT 3000 - Management and Organization Behavior

Prerequisite: A grade of C- or higher in any WC&IL II course; BUS 1000.

A course that stresses the principles and concepts of general systems theory and human behavior as applied to the management of organizations. Various approaches to systems thinking are explored by the students through case studies and exercises that emphasize substantive theories needed for integrating different disciplines.

Credit: 3


MGMT 3060 - The Legal and Regulatory Context for Managers

Prerequisite: A grade of C- or higher in any WC&IL II course; BUS 1000 (previously MGMT 1000).

This course illustrates how law impacts daily management decisions and business strategies. This includes topics on how managers can use legal knowledge to minimize risk and create value, create solutions to attain business objectives, identify and resolve legal issues, and assist in managing legal disputes that may arise. Students will learn some of the key legal dilemmas that often arise in business and analyze solutions from a manager’s perspective by integrating law and management. The relationship between law and business will be illustrated in class lectures, case discussions, experiential activities, and selected readings.

Credit: 3


MGMT 3100 - Business in Contemporary Society

Prerequisite: BUS 1000; any WC&IL II course.

This course is a study of concepts, issues, and themes surrounding the dynamic relationship between business and society and their impact and influence on each other. Student’s knowledge of business and management are enhanced with a focus on understanding the role and influence of the various business stakeholders, learning about the environmental forces affecting the organization and its stakeholders, and integrating these concepts in formulating socially responsible business policies and strategies.

Credit: 3


MGMT 3110 - Production and Operations Management

Prerequisite: A grade of C- or higher in any WC&IL II course; BUS 1000.

An analysis of the optimization of production resources, measurement and evaluation of man-machine systems, and management principles applicable to the technical care of the organization.

Credit: 3


MGMT 3200 - Small Business Management

Prerequisite: BUS 1000; any WC&IL II course.

A basic course in small business and entrepreneurship. The course examines the place and function of small business in the American economy and focuses on principles and problems of establishing, financing, operating, and expanding a small business.

Credit: 3


MGMT 3210 - Contemporary Entrepreneurship

Prerequisite: MGMT 3200.

A seminar on the nature and dynamics of entrepreneurship. Topics include: conceptualization of “entrepreneurship,” its history and affinities as a theory and a phenomenon, the practicalities of risk-taking and the mechanics of success, and the psychology of entrepreneurship.

Credit: 3


MGMT 3220 - Franchising

A comprehensive study of the principal elements of franchising. Topics include: concepts of marketing the franchise; managerial aspects of franchising, to include the overall administrative package of the franchise system; franchising from the franchisee’s viewpoint; and the franchise/franchisee relationship. Information is provided through hypothetical business incidents as well as actual case studies.

Credit: 3


MGMT 3230 - Seminar: Small Business Consulting

Prerequisite: Any WC&IL II course. Senior standing.

A Small Business Institute (SBI) program providing practical business and academic experience. The course consists of lectures, weekly meetings, and student consultant teams on small company assignments. A substantial amount of independent work is required.

Credit: 3


MGMT 3300 - International Business Management

Prerequisite: A grade of C- or higher in any WC&IL II course; BUS 1000.

An introduction to the problems of environment and structure that international managers face. Topics in comparative management and international business operations are covered, and the impact of the multinational firm is analyzed.

Credit: 3


MGMT 3310 - Contemporary Japan-United States Relations

Prerequisite: MGMT 3300.

A one-semester course that addresses contemporary social, economic, political, and national security relations between the two most significant powers in the free world. The focus of the course is on the growing interdependency of the two nations and the challenges of managing the relations between these two major powers.

Credit: 3


MGMT 3400 - Human Resource Management

Prerequisite: BUS 1000; any WC&IL II course.

An overview and survey of human resource management and personnel administration. Course topics include: selection, staffing, remuneration, labor relations, training, and development of human resources in organizational environments such as business, government, and not-for- profit agencies.

Credit: 3


MGMT 3410 - Public Personnel Administration

Prerequisite: BUS 1000 or PSCI 3200; any WC&IL II course.

A course that considers the contribution of organizational theory to an appreciation of practical personnel problems in public organizations. Representative topics include: socialization and utilization of personnel in public employment, impact of collective bargaining in public bureaucracy, analysis of work methods, organizational behavior, and affirmative action and equal opportunity.

Credit: 3


MGMT 3420 - Compensation Management

Prerequisite: MGMT 3400.

A survey course examining contemporary concepts and processes for developing, implementing, and managing a compensation system. Topics include: direct and indirect compensation in a total compensation system, governmental regulations, relevant behavioral science theories, and other external social factors affecting compensation.

Credit: 3


MGMT 3421 - Managing Employee Benefit Plans

Prerequisite: MGMT 3400.

Students learn to better understand and appreciate the intricacies of employee benefits. It prepares students to administer and evaluate employee benefit plans. Topics include: understanding the environment of employee benefits, health and other welfare benefits, flexible benefits, defined benefit and defined contribution retirement plans, and benefit plan administration and communication.

Credit: 3


MGMT 3430 - Negotiation

Prerequisite: MGMT 3400.

A course that reveals the art and science of negotiation through both theory and practice.

Credit: 3


MGMT 3440 - Organizational Change and Development

Prerequisite: BUS 1000; any WC&IL II course.

An exploration of the process of change in organizations and models thereof. The course emphasizes the need for change in the development process. Topics include: overcoming resistance to change; skills in developing change models; and organizational, group, and individual development. Several units are experiential in nature.

Credit: 3


MGMT 3441 - Managing Organizational Performance

Prerequisite: MGMT 3400.

A course that provides a solid foundation for understanding the new global developments in recent decades that have created ideological and strategic changes for the way organizations operate and are managed. It reviews the principles of QM, including continuous improvement, reengineering, productivity, and customer focus. Traditional and contemporary paradigms of organizational and management practices are analyzed in a perspective of global competition, assets, resource management, and culture.

Credit: 3


MGMT 3442 - Managing Organizational Culture

Prerequisite: MGMT 3440.

A course that examines managing organizational culture, one of today’s most important leadership challenges. Successful improvements in an organization’s performance requires design and implementation strategies appropriate to organizational culture, assets concepts and strategies, goals, and context. Key concepts include: organizational culture; design models for culture; and cultural models for performance management, assessment, and improvement. Discussions and assignments enable the students to assess organizational culture and its influence on models and designs for how people relate and perform in workplaces.

Credit: 3


MGMT 3443 - Designing Organizational Change

Prerequisite: MGMT 3440.

Quality management and other contemporary changes required for performance improvement cannot be successful or sustained without changes in the way things get done, i.e., the organizational culture. Students learn to design innovations for organizational culture change. They also develop implementation plans based on the analysis of specific organizational and national culture. Case study data are used to understand effective methods for measuring organizational culture and comparing it to organizational goal attainment.

Credit: 3


MGMT 3444 - Training and Development in Organizations

Prerequisite: MGMT 3400.

This course is designed to familiarize students with the training, development, and career management functions in organizations. Course topics include human resource development, the relationship of training to other human resource functions, identifying training needs, maximizing learning, evaluating training programs, and training methods.

Credit: 3


MGMT 3500 - Strategic Planning

Prerequisite: A grade of C- or higher in any WC&IL II course; BUS 1000.

An analysis of modern strategic planning, thought, and practice for the manager and of systems approach to planning and decision-making, including management processes, informational support, and public relations evaluation.

Credit: 3


MGMT 3510 - Backgrounds of Business

Prerequisite: BUS 1000; any WC&IL II course.

An analysis of the historical foundations of business, the effects of changes in technology and economic ideas, the implications of modern management practices, and the major responsibilities and opportunities presented by the private enterprise system.

Credit: 3


MGMT 3550 - Business Research Methods

Prerequisite: ECON 2010, 2015; and MATH 1123; Any WC&IL II course.

Research process and design, data collection, hypothesis testing, and reporting. The course features econometrics and other quantitative applications in business research.

Credit: 3


MGMT 3650 - Employment and Labor Law for Business

This course addresses law and employment decisions from a managerial perspective. It provides guidelines on how to manage effectively and efficiently with full comprehension of the legal ramifications of their decisions. Students are shown how to analyze employment and labor law facts using concrete examples of management-related legal dilemmas that do not present clear-cut solutions. Topics include a comprehensive survey of employment and labor laws and its impact on management relationships, including the discipline and termination process, employee and employer rights and duties, grievance, and labor management relationships.

Credit: 3


MGMT 3700 - Human Resource Planning and Staffing

Prerequisite: Undergraduate standing.

This course provides an in-depth study of the strategies involved in staffing an organization. The focus is on the creation of competitive advantage through strategic staffing plans, recruitment, and assessment of these challenges. Topics include cost analysis of staffing, turnover analysis, strategic uses and composition of an organization’s work force, personnel and performance testing, how to combine procedures and data for personnel decisions, selection and recruitment strategies, selection criteria for staffing multi-national companies and overseas assignments, succession planning, and analysis of work force productivity.

Credit: 3


MGMT 3750 - International Human Resource Management

Prerequisite: MGMT 3400. Undergraduate standing.

This course explores the human resource management issues and concepts that exist in the international or global business environment. Students will be introduced to the differences and similarities of human resource systems globally. The course presents the impact of culture, economy, the law, and other factors in contributing to these differences in HR systems to help students’ devise effective strategies to managing people in today’s global society.

Credit: 3


MGMT 3990 - Internship

Prerequisite: At least a 2.7 GPA for undergraduate level.

Internships provide students with applied, experiential learning opportunities so that they can make connections between academic study and the practical application of that study in a professional work environment. Academic internships are supervised by a faculty member and an on-site professional supervisor. All academic internships must be approved in advance by the department or program. Unless stipulated otherwise by the department or program, credit hours are defined by the university's credit hour policy (for example, a 3-credit internship will require a minimum of 120 hours on­site). Internships may be repeated for a total of 9 credit hours.

Repeatable for up to 9 Credits.

Credit: 1 to 3


MGMT 4000 - Strategic Human Resource Management

Prerequisite: MGMT 3650, 3700, and 3750. Undergraduate standing.

An integrated strategic course in the Human Resource Management program. Students will be able to integrate theories and practices learned in other human resource and business courses and explore the linkages between business strategy and HRM. Extensive projects are designed to make students understand and appreciate business strategy and integrate their coursework in HR planning, staffing, development, rewards and compensation, and work systems. This course covers domestic and international issues, as well as organizational change and development.

Credit: 3


MGMT 4001 - Business Policy

Prerequisite: Academic advisor approval required.

One of the capstone courses of the business administration curriculum integrating and building upon the curriculum. The course is designed to guide students in making business policy analyses and decisions through integrating the underlying principles of the functional business areas (finance, human resource management, management theory, etc.) and continuous reappraisal of objectives and policies. The course employs the case method approach in dealing with the larger questions faced by top management. This course should be taken in the student’s final semester in the program.

Capstone course.

Credit: 3


MGMT 4011 - Implementing Organizational Change

Credit: 3


MGMT 4021 - Professional Certification Seminar in Human Resource Management

Prerequisite: MGMT 3000, 3400, 3420, and 3440. Senior standing.

A capstone course for undergraduate students enrolled in the BSBA program with a human resources management con- centration, or students earning the BA degree with a major in human resource development. All of the major areas in the HRM field are generally revisited. The course is taught through a combination of lectures, in-class discussions, and experiential exercises that should assist the student in successfully completing the Human Resource Certification Institute (HRCI) examination level of Professional in Human Resources (PHR). NOTE: successfully completing this course will not, in and of itself, guarantee passing the certification examination.

Credit: 3


MGMT 4632 - Strategic Business and the Web

Credit: 3


MGMT 4950 - Human Resource Development Practicum

Prerequisite: MGMT 3444.

This course focuses on the practical issues facing the field of training and development. It provides students an under- standing of the actual issues that must be addressed in the training and development of people within any organization. In order to accomplish this, students are involved in real or simulated projects requiring the design, implementation, and evaluation of a training program.

Credit: 3


MGMT 4997 - Directed Readings in Management

Directed individualized readings.

Credit: 1 to 3


MGMT 6000 - Foundations of Teamwork and Leadership

Prerequisite: Graduate standing.

This course examines essential aspects of group dynamics and their impact on how teams function. Situations causing conflict in groups and the hidden dynamics preventing teams from functioning effectively are examined and solutions to overcome these problems are discussed. Additionally, the seminar surveys various leadership styles, exploring characteristics, effectiveness, and appropriateness of each for different environments and situations.

Credit: 3


MGMT 6002 - Leadership of Self and Others

Prerequisite: Graduate standing.

This course examines essential aspect of leadership, organizational culture and group dynamics. The seminar surveys various leadership styles, the characteristics, effectiveness and appropriateness of each for different situations. Additionally, the course explore the interaction or organizational culture and leadership on team and organization functioning. Leadership behaviors are analyzed and discussed.

Credit: 3 to 4


MGMT 6010 - Production and Operations Management

Prerequisite: MS 6000. Graduate standing.

A course that focuses on elements of operations management by examining: optimum production resources, measurement and evaluation of man-machine systems, and management principles applicable to the technical core of the organization.

Credit: 3


MGMT 6020 - The Regulatory and Ethical Environment of Business

Prerequisite: Graduate standing.

This course focuses on ethical responsibilities of managers and how the legal environment impacts business decisions. Topics include regulations within the functional areas of risk management internally and externally. It covers contemporary cases such as current local and international issues that offer a foundation in ethical thought.

Credit: 3


MGMT 6210 - Entrepreneurship

Prerequisite: MGMT 6000 and MKTG 6000. Graduate standing.

A seminar that investigates current innovative entrepreneurial issues. Topics include: knowledge-based innovation, calculated risk taking, management of economic resources, market planning, social areas of responsibility and ethics, legal issues, portfolio management, and the political aspects of entrepreneurship. A venture/business plan is developed during this course.

Credit: 3


MGMT 6300 - International Business Management

Prerequisite: MGMT 6000 and MKTG 6000. Graduate standing.

Despite globalization, local characteristics have a profound influence on international organizations. The course explores the multitude of international business environment factors that affect the cost and timelines of day-to-day operations and global sourcing and reshoring options such as a country’s stage of development, global competitiveness rating, and innovativeness.

Credit: 3


MGMT 6310 - Contemporary Japan-United States Relations

Prerequisite: Graduate standing.

An examination of the contemporary social, economic, political, and national security relations between the two most significant powers in the free world. The focus is on the growing interdependency of the two nations and the challenges of managing the relations between these two major powers.

Credit: 3


MGMT 6330 - National Culture and Comparative Management

Prerequisite: Graduate standing.

Societal settings, including culture, influence, and the various management and organizational forms and processes. Theories are presented that explain different approaches in topics such as corporate governance, production systems, and national innovation systems.

Credit: 3


MGMT 6331 - Managing Across Nations in the 21st Century

Prerequisite: MGMT 6002, Graduate standing.

This course provides the students with the knowledge of cross-national differences in management and organization and their effects on multinational enterprises. In comparing management practice around the world, the course covers topics such as national cultures, national political economics, and management of multinational corporations.

Credit: 3 to 4


MGMT 6350 - Global Markets in Transition

Prerequisite: Graduate standing.

International business opportunities arise in many different parts of the world. This course focuses on an emerging global market that is important for business. The analysis includes looking at patterns of trade and foreign direct investment, market size and consumption patterns, cultural preferences, the influence of government, legal systems, etc.

Repeatable for up to 9 credits.

Credit: 3


MGMT 6360 - Global Competition and Strategy

Prerequisite: Graduate standing.

By examining a variety of businesses in both advanced and developing economies, this course probes the ultimate determinants of a nation’s or region’s productivity, rooted in the strategies and operating practices of locally-based firms, the vitality of clusters, and the quality of the business environment in which competition takes place.

Credit: 3


MGMT 6430 - International Negotiations

Prerequisite: Graduate standing.

This course will allow students the opportunity to learn fundamental skills of negotiation and mediation which are applicable across countries and cultures. Learning is accomplished through theoretical understanding, regular practice in simulations, and insight from experts in the field.

Credit: 3


MGMT 6900 - Strategic Management in the Fourth Industrial Revolution

This course examines firm performance, as well as strategy formulation and implementation issues from a general manager’s viewpoint. In studying firm strategy, the course introduces analytical tools used to 1) position a business in relation to competition, 2) conduct external and analyses, and 3) compete in international markets.

Credit: 3


MGMT 6990 - Internship

Prerequisite: At least a 2.7 GPA for undergraduate level and a 3.0 for graduate.

Internships provide students with applied, experiential learning opportunities so that they can make connections between academic study and the practical application of that study in a professional work environment. Academic internships are supervised by a faculty member and an on-site professional supervisor. All academic internships must be approved in advance by the department or program. Unless stipulated otherwise by the department or program, credit hours are defined by the university's credit hour policy. Internships may be repeated for a total of 9 credit hours.

Credit: 1 to 3


MGMT 6997 - Directed Readings in Management

Prerequisite: Graduate Standing

Directed individualized readings. Repeatable for credit. May be repeated for credit if content and topic is different.

Credit: 1 to 3


MGMT 7001 - Strategic Management I

Prerequisite: ECON 6000, FIN 6000, IS 6005, MGMT 6000, MKTG 6000, and MS 6000. Graduate standing.

An overview of planning, policy formulation, and methods of strategy development in various types of organizations will be presented. Economics, social, political, technological, and environmental conditions that impact on a firm will be assessed. The development of this plan for a specific organization will become the basis for the course components.

Capstone course.

Credit: 3


MGMT 7002 - Strategic Management II

Prerequisite: ACCT 6000, MGMT 6020 and 7001. Graduate standing.

One of the major failures of business plans in that they breakdown in the implementation phase. The objective of this course is to provide the student with the knowledge and experience of having to identify those areas in which the plan can fail. The student will design an action plan that shows how to implement the plan inside and outside the organization. The student will present the plan in written and verbal form to the class and then possibly to the organization itself.

Capstone course.

Credit: 3


MGMT 7004 - MBA Capstone Project

Prerequisite: ECON 6001, FIN 6001, IS 6041, MKTG 6001, MGMT 6331, MGMT 6900

The Capstone Project provides MBA students with integrative problems that require a general management perspective. Where possible real-world business problems have to be solved. This project requires the use of a variety of business tools for root cause analysis. This course has a strong emphasis on identifying those areas in which the plan can fail. The student has to design a plan that shows how to implement the plan inside and outside the organization. The student will present the plan in written and verbal form to the class and then possibly to the organization itself.

Credit: 3 to 4