Study of relationships between business and its environment, social responsibilities of business, and business management. Not open to business students above sophomore standing.
Introduction to the study of organizations focusing on organizational behavior, organizational theory, and organizational processes. Offers both micro and macro perspectives to frame the organization as a behavioral entity. Topics include individual differences, learning theory, motivation, leadership, interpersonal communication, decision-making, group dynamics, organizational structure, and organizational culture. Prerequisite: sophomore standing.
Identification, understanding, analysis, application, and measurement of basic issues encountered in the creation of goods and services for a given firm as well as the strategic and tactical relationships between firms that participate in an effective supply chain. Problems examined through use of cases, lectures, discussions, and computer-based approaches such as simulation, spreadsheets, and problem-solving software. Prerequisite: DSC 205, proficiency in spreadsheet use, and 58 earned hours or permission of instructor.
Introduction to concepts, issues, and practices of modern human resource management and their impact on organizational effectiveness. Students develop a critical appreciation of the role human resource management plays in the dynamic environment in which organizations operate. Topics covered include human resource planning, recruitment, selection, training and career development, performance appraisal, compensation and benefits, employee and labor relations, and employee rights.
This course is designed to familiarize students with the major concepts used in managing people in diverse environments, both internationally and domestically. In addition to learning about a variety of cultures, students can become more adept at thinking about issues from multiple perspectives. Prerequisites: MGT 291, MGT 303.
Focuses on the fundamental aspects of managing complex projects, the central role of project management in organizations, the project life cycle, and techniques for project planning, scheduling and controlling using situations from technical disciplines. Cross-listed with EGM 311. Prerequisite: STA 368, DSC 205 or equivalent.
Students participating in an internship program register for this course during the semester they are on work assignment. Prerequisite: permission of departmental internship coordinator.
Focuses on important communication and consulting skills. Topics include but are not limited to: Professional presentation skills, listening, interpersonal relationships at work, group facilitation, and consulting skills. Prerequisite: COM 135 and MGT 291.
Examines the growing body of law that governs the employment relationship. Students learn the rights and responsibilities of employers and employees by reading and discussing judicial decisions. Aims at improving students’ ability to analyze legal questions and to identify the applications of the law for the practice of human resource management. Prerequisite: MGT 303 or permission of instructor.
Explores design and evaluation of compensation programs that attract, retain, and motivate competent employees. Particular emphasis on job evaluation, performance appraisal, incentive wage systems, supplementary benefits, and international compensation. Prerequisite: MGT 303 or permission of instructor.
Examines collective bargaining, employee involvement, organizational dispute resolution systems, and other means of ensuring participation and fair treatment in the workplace. Emphasis is given to understanding and practicing techniques for managing workplace conflicts, including mediation, negotiation, and arbitration. Prerequisite: MGT 303 or permission of instructor.
Presents complexities, challenges, and trade-offs associated with staffing decisions in organizations. Integrates theory with tools and methods, enabling effective translation of theory into practice. Major portion of the course devoted to applying ethical, legal, and psychological perspectives to contemporary staffing issues (e.g., recruiting, interviewing, selecting, evaluating, and terminating employees). Prerequisite: MGT 303 or permission of instructor.
In-depth examination of concepts, principles, and theories of motivation and their relationship to work behavior and work contexts. Historical and current perspectives are explored, emphasizing integration and application. Prerequisite: MGT 291.
Investigates current leadership thinking and behavior in formal organizations as well as its relationship to power and decision-making in those settings. Emphasis on exploring theory, research, and applications of leadership in order to develop personal guidelines for exercising leadership in organizations. Impact of power and dependence of both leaders and followers is investigated as well as the particular relationship of leadership to decision-making in organizations. Prerequisite: MGT 291.
Studies relating to materials management. Emphasis on negotiating, purchasing, receiving, storing and inventory control, value analysis, procurement information systems, and specialized problems in institutional procurement. Prerequisite: MGT 302 or permission of instructor. Offered first semester only.
Problems and solution methodologies associated with planning and scheduling of operations in a production or service environment. Prerequisite: MGT 302 or equivalent or permission of instructor. Graduate credit not available for School of Business students. Offered first semester only.
Study of techniques used to improve productivity of organizational resources. Topics include employee involvement, total quality management, group technology, cellular manufacturing, supplier development, and preventive maintenance. Prerequisite: MGT 302 or equivalent or permission of instructor. Offered first semester only.
Integrates the various elements of operations management curriculum. As a Capstone course, casework and integrative projects are used to provide a decision-making framework. Prerequisite: MGT 451/553; or permission of instructor. Offered second semester only.
Provides a description of pension, group life and health, individual retirement, and other benefit plans. Discusses importance of these plans to achieving business and societal goals. Cross-listed with FIN 463/563. Prerequisite: FIN 301 or permission of instructor.
Students will learn how to measure various aspects of an organization’s human capital using a variety of tools enabling them to quantify the effect of human capital on organizational performance. Prerequisites: MGT 291, MGT 303 and senior standing.
Final course for organizational behavior majors. Offers in-depth study of behavioral topics critical for success of contemporary organizations, including organizational theory, organizational design, organizational change and development, organizational culture, job stress, organizational conflict, and group dynamics. Extensive in-depth readings into selected topics and a major project form the basis of the course. Prerequisite: MGT291, MGT 303 and senior standing.
Issues oriented seminar for seniors or graduate students; focuses on a significant contemporary topic in the management field. Prerequisite: senior or graduate standing and permission of instructor.
Provides opportunity for students, at or near the conclusion of their undergraduate business curriculum, to integrate the concepts learned in the core courses and to bring together various disciplines to bear on the strategic issues facing any organization. Business problems are examined that simultaneously involve several functional areas, employ analysis methodologies from a variety of courses in marketing, organizational behavior, finance, accounting, statistics, law, operations and economics, and involve consequences that effect the entire organization. Prerequisite: FIN 301, 342, MGT 291, 302, MKT 291, senior standing, or permission of instructor.
Provides students with broad understanding of supply chain management. Covers primary activities required to manage supply chains effectively, how members of the supply chain are horizontally integrated, and processes for assessing performance and impact of supply chain management activities. Focuses on relationships between supply chain entities and behavioral issues that influence management of those issues. Students learn integrative tools for analyzing and evaluating alternative courses of action regarding supply chain management activities and functions. Prerequisite: MGT/MKT 305, MGT 432, MKT 431. Cross-listed with MKT 498/598.
Introduces the MBA student to concepts and decisions within operations, as well as the implications operations decisions have for other aspects of the organization. Examines the role resources and processes play in the formation of value, and value creation’s impact on profitability.
Introduces the MBA student to concepts, theory, and decisions within organizational behavior. Topics included in the course include individual differences, leadership, motivation, organizational issues, and groups in work settings.
Introduces the MBA student to human resource management theory, concepts. Examines human resource management from its strategic implications and implications for the manager with regard to staffing, training, performance management, compensation, and international implications.
Introduces the MBA student to project management theory and practice. Examines the decisions affecting project outcomes and the tools and techniques utilized to make those decisions.
Concerned with development of skills essential for effective exercise of management. Skills include, but not limited to the following: negotiation, conference leadership, decision making, oral and written presentations, interpersonal skills, power, and persuasion.
Intensive reading or research in a selected field of advanced management. Prerequisite: graduate standing and permission of instructor.
Last modified on 3/28/12 | Content maintained by Management Department