Prerequisites: Junior standing.
Credit toward the degree cannot be earned in both MNGT411 and MNGT465/865 Cannot be taken Pass/No Pass
Description: Organizations are complex systems calling for a leadership processes including the leader, the follower and the context to effect change. Students should emerge with an understanding of many of the basic concepts and generalizations about leadership, which relate to human behavior and interactions in organizations. Objectives and class activities focus on understanding how leaders function in organizations and on one's leadership operations in the organizational setting. Participants will utilize concepts, generalizations, theories and frames of reference to analyze organizations and leadership to understand and improve their functions. Topics covered include: Systems Theory and Organizational theory, the change process and the leadership process, roles in changing organizations, power and politics in organizations, congruence of individual and organizational ethics, and the behavioral concerns in project management.
Description: Focuses on the management of new firms, including small businesses designed to be lifestyle ventures and firms destined to grow. Exposure to variety of growth opportunities including franchising, organic growth and expansion of smaller businesses or units within larger firms. Teaches how to manage a new business and exploit an entrepreneurial opportunity and manage resources to sustain the firm once the business is running. Learn through a variety of hands-on methods designed to enhance their critical thinking and practical business skills. Case study analysis and exposure to thought leadership in the field are part of the core learning methods.
Description: Addresses financial, human resource, operations and marketing issues that face entrepreneurs whose businesses are confronted with significant growth. In addition, will learn change management concepts that are targeted towards managing an organization in extremely turbulent times. Prepares students to work in fast-growth firms, whether they are interested in starting their own business or joining an already established fast-growth firm. Helpful for students interested in fast-growth industries such as life science and high technology.
ENTR 823 may be taken by non-management majors with departmental permission.
Description: Takes an in-depth look at the business planning process. By the end of the class, students produce their own business plans. Learn through their own business plan writing, through in-depth cases studies, by engaging in role plays and by interacting with business executives. Business plans are a critical part of any organization, thus, preparing students to develop business plans for a variety of new concepts and ideas, whether inside an established firm or as part of the start-up new venture. Students will be asked to enter their business plans into the business planning competitions in which the University participates.
Description: Taught from the perspective of US enterprises operating in the global economy. The manner in which cultural, economic, political, and social differences affect the management of business, governmental, military, and other enterprises is considered. Emphasis on problems of managing in Latin America, Europe, and Asia.
Description: Education or experience with computers and/or experience in administration. Consideration of kinds of information needed to support the full spectrum of decision making in private and public organizations. Techniques of measuring and reporting on outcomes of managerial decisions. The design of management information systems (MIS) with regard to the proper role of the computer, systems analysts, programmers, managers and users, data management technology, and kinds of computer hardware and software.
Prerequisites: Accepted as a Student Strengths Coach.
Description: Provides in-depth knowledge of strengths-based development and techniques to maximize the individual potential of others through the exploration and application of CliftonStrengths. Develops skills to be successful in coaching and positively impacting student development, engagement, and well-being in college and after graduation.
Description: Interdisciplinary approach to labor-management relations with emphasis on collective bargaining and grievance administration. Appreciation of collective bargaining process gained through actual negotiating of a labor-management contract. On-going union-management relationships explored.
Description: This course will explain the process by which organizations forecast employment needs, recruit potential employees, select high potential candidates from applicant pools, assess job performance levels, give feedback, train and develop existing employees, and deal with voluntary and involuntary turnover. Students will be provided with examples of tools used by HR professionals in the staffing process. Students will also be expected to evaluate and suggest improvements to real HR recruiting and selection systems based on the information learned in the classroom.
Description: Government regulation of employment and labor relations. Includes laws and agencies relating to employment practices, pay, hours, equal employment opportunity, labor relations, safety, health, pensions, and benefits. Social and economic implications of governmental regulation considered.
Description: Provide an overview of the management skills required by leaders of nonprofit organizations Discuss the purpose or mission of a nonprofit organization and its place in society. Examine the importance of an organizational vision of success, and how that can lead to a well-developed strategic plan.
Prerequisites: Open only to students in the College of Business Administration. ACCT201 and ACCT202; ECON211 and ECON212; FINA361; SCMA350 and SCMA331; MNGT301; MRKT341; or equivalent.
Seniors graduating at the end of the current term will have first priority. Non-priority students may be dropped. Cannot be taken Pass/No Pass.
Description: Formulation and application of business policies and strategies; analysis of cases using knowledge acquired in basic courses in accounting, economics, finance, human resources, information systems, marketing, and operations. The "C" complexity of business problems and the interrelationship of business functions.
Prerequisites: Admission to masters degree program and permission of major adviser
Description: Research designs appropriate for basic and field research, including methodology for implementing such designs. An analysis of various statistical methods for evaluating research data. Includes prospectus and manuscript writing and submission; critical review of various research currently published.
Description: History of business of the leading nations with emphasis on the United States, including the effect of environment upon business, the development of entrepreneurship and management, and the impact of business upon the community and nation. Case histories and entrepreneurial-managerial appraisals.
Description: Main concepts and techniques of modern management science for management decision analysis. Application of the tools to real-world decision-making situations.
Description: Identifies and addresses the current issues in Information Systems. Includes technical and managerial aspects, e.g., Internet, software project management, etc.
Description: Human behavior within organizations. Research findings and the contributions of behavioral science.
Description: Major historical perspectives and some of the current competing paradigms in the field of organization theory. Classical management theory, human relations theory, the technology-structure and structure-environment contingency perspectives for organizational design, strategic human resource management, organizational culture, institutional theory, and such current topics as organizational demography and groups in organizations. Critiquing the theoretical perspectives on both conceptual and methodological dimensions as well as developing comparisons and contrasts between the perspectives. Critical elements of theory building in the organizational sciences and the frameworks for examining organizational theory.
Description: The effect of leadership throughout organizations on successful development and execution of organizational strategies. Strategic leadership in organizations and its relationship to domains such as top management teams, board leadership development, organizational visions and cultures, and organizational effectiveness. Relevance of strategic leadership theory and practice to organizational change and/or transformation, strategic alignment, organizational, adaptability, global organizational systems, and authentic organizational decision-making and cultures.
Description: Field of organizational behavior at the individual level. Two specific features of human behavior: understanding how individuals interact with their environment to explain behavior and performance; and how individuals interact with other actors in their work environment to both facilitate and evaluate attitudes and behavior. Students read existing research literature-to learn the "classic" studies that serve as the foundations for significant organizational behavior theories, and to understand the current conceptual trends, hypotheses, and methodologies involved in advancing these theories.
Description: Capstone seminar in the organizational behavior track. Reflection, perspective and the future of topics in the field of organizational behavior including research methodology, social learning theory/organizational behavior models, managerial activities/behaviors, cross-cultural/international research, and leadership.
Prerequisites: MNGT 950 or equivalent
Description: Current paradigms in the field of organizational theory. Transaction cost economics, agency theory, strategic choice and decision-making, resource dependency, power, population and community ecologies, and interorganizational networks. Current topics in organizational theory. Critiquing the theoretical perspectives on both conceptual and methodological dimensions as well as developing comparisons and contrasts between the perspectives. Ethical code of conduct and other issues involved in publishing in the organizational sciences.
Description: Development of management thought from the ancient civilizations of Sumer and Egypt, through the Middle Ages, to more recent developments. Scientific Management School, the contributions of Henri Fayol, and the Hawthorne research. The evolution of management as a body of knowledge.
Prerequisites: Management department permission
Prerequisites: Management department permission
Prerequisites: Admission to doctoral degree program and permission of supervisory committee chair