Management Courses

Courses of Instruction (MNGT)

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Course Formats
ACE Outcomes
MNGT 121
Combines the expertise of Business College faculty with real world experiences of successful practitioners to examine the success principles of the free enterprise system and provide students an understanding of the nature of entrepreneurship and intrapreneurship.
Credit Hours: 3
Course Format: Lecture
Course Delivery: Classroom
ACE Outcomes: 6
Prereqs:
Good standing in the University Honors Program or by invitation.
University Honors Seminar 189H is required of all students in the University Honors Program.
Topic varies.
Credit Hours: 3
Course Delivery: Classroom
Variety of topics on the undergraduate level.
Credit Hours: 1-3
Course Delivery: Classroom
MNGT 250
Business ProgrammingCrosslisted as SCMS 250
Prereqs:
BSAD 150; 2.5 GPA.
Fundamental concepts in computing and programming in business. A programming language is chosen based on the ease of learning and its acceptance in the business community; e.g., Visual Basic, JAVA, XML, etc.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
ACE Outcomes: 3
Prereqs:
For non-CBA students only; 2.5 cum GPA; Sophomore standing.
Letter grade only. Credit towards the degree cannot be earned in both MNGT 300 and MNGT 320.
This course is designed to introduce students from non-business fields to the role of managers in various organizational structures and types. Students will explore how the practice of management is relevant to their chosen field of study or academic discipline. This course will provide an analysis of organizations and the management processes of planning, organizing, directing and controlling. Individual, group, intergroup and organizational responses to various environments and technologies are studied as well as pertinent techniques of human capital management.
This course is a prerequisite for: CNST 480, TMFD 413
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
Prereqs:
Sophomore Standing.
Credit towards the degree cannot be earned in both MNGT 311 and MNGT 467/867.
Building on theory and historical and contemporary perspectives, this course will examine the process of leadership development, with a focus on relational models of leadership.  The course will also focus on group dynamics and the promotion of optimum team performance.  Students will learn the processes of group formation and how to take advantage of the talents of each group member to enhance the achievement of group objectives.  The differences between groups and teams and how to structure work among group/team members to maximize learning and goal attainment will be emphasized. Learning and practicing new ways of communication will be a central component of this course.
This course is a prerequisite for: MNGT 411, MNGT 412, MNGT 413, MNGT 414
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
ACE Outcomes: 6
Prereqs:
Junior standing.
Credit toward the degree cannot be earned in both MNGT 300 and MNGT 320.
Nature and dynamics of managerial organization, planning, communication processes and control problems, leadership and motivation in complex organizations, and executive development.
Credit Hours: 3
Course Delivery: Classroom
ACE Outcomes: 6
MNGT 321
Prereqs:
Sophomore Standing.
MNGT 321/ENTR 321 is 'Letter grade only'.
Introduction to entrepreneurship management/marketing. Provides an 'insider's view' of entrepreneurial creativity, innovation, and value creation.  First-hand accounts from personal experiences in creating new products, services, and ideas.  Insight into real-world marketing creativity, leadership applications, research and development, market analysis, feasibility study, and potential careers in creativity and related fields.  Involves the investigation of markets, both for profit and not-for-profit.
This course is a prerequisite for: ENTR 423, MNGT 421, MNGT 422
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 322
Family BusinessCrosslisted as ENTR 322
ENTR/MNGT 322 is 'Letter grade only'.
The opportunities and challenges that are distinctive to businesses owned and operated by members of a family. Shared governance, leadership development, succession, and family-business tensions.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 331
Prereqs:
Sophomore standing; 2.5 GPA; Business Qualified (MATH104 or MATH106 or MATH107/MATH107H or MATH208/MATH208H; ACCT201 or ACCT201H or RAIK181H; ACCT202 or ACCT202H or RAIK282H; ECON211 or ECON211H or RAIK282H; ECON212 or ECON212H or RAIK182H; ECON215 or ECON215H or STAT218). Prereq for actuarial science, Raikes School and agribusiness majors: Refer to exceptions for the requirements.
MNGT 331 is 'Letter grade only'.
Analytical management techniques for: ascertaining demand for the organization's goods and services; justifying and acquiring the necessary resources; and planning and controlling the transformation of resources into goods and services. Application in both large and small organizations, private and public enterprise, service, and manufacturing organizations.
This course is a prerequisite for: MNGT 431, MNGT 437, SCMS 434, SCMS 436, SCMS 439, SCMS 447, SCMS 474
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom, Web
MNGT 350
Prereqs:
Sophomore standing; 2.5 GPA; Business Qualified (MATH104 or MATH106 or MATH107/MATH107H or MATH208/MATH208H; ACCT201 or ACCT201H or RAIK181H; ACCT202 or ACCT202H or RAIK282H; ECON211 or ECON211H or RAIK282H; ECON212 or ECON212H or RAIK182H; ECON215 or ECON215H or STAT218). Prereq for actuarial science, Raikes School and agribusiness majors: Refer to exceptions for the requirements.
Data and information as important resources to be managed in modern organizations. The role of information systems in organizations and how they relate to organizational objectives and organizational structure. Basic information system concepts. Information flows, uses, relationships and problems. Interaction with information specialists to gain understanding of management issues related to computerized information systems, information systems and business decisions.
This course is a prerequisite for: MNGT 437, MNGT 452, MNGT 454, MNGT 458, MNGT 459
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom, Web
Prereqs:
Sophomore standing and 2.5 GPA; BSAD 150; ENGL 101/ENGL 101H or ENGL 150/ENGL 150H or ENGL 151/ENGL 151H; Business Qualified (MATH104 or MATH106 or MATH107/MATH107H or MATH208/MATH208H; ACCT201 or ACCT201H or RAIK181H; ACCT202 or ACCT202H or RAIK282H; ECON211 or ECON211H or RAIK282H; ECON212 or ECON212H or RAIK182H; ECON215 or ECON215H or STAT218 or equivalent). Prereq for actuarial science, Raikes School, and agribusiness majors:  Refer to exceptions for the requirements.
Foundation of organizational behavior. Perspective, historical background, methodology and theoretical framework for human behavior in organizations. Micro- (perception, personality and attitudes, motivation and learning) interactive (group dynamics, conflict, stress, power and politics, and leadership), and macro- (communication, decision making, organization theory and design, and organizational culture) levels of analysis. Applications for performance improvement and organizational change and development.
Credit Hours: 3
Course Delivery: Classroom, Web
ACE Outcomes: 6
Prereqs:
Open only to CBA Honors Academy students in good standing or by permission. Sophomore standing; 2.5 GPA; Business Qualified (MATH104 or MATH106 or MATH107/107H or MATH208/208H; ACCT201 or ACCT201H or RAIK181H; ACCT202 or ACCT202H or RAIK282H;  ECON211 or ECON211H or RAIK282H; ECON212 or ECON212H or RAIK182H; ECON215 or ECON215H or STAT218).  Prereq for actuarial science, Raikes School and agribusiness majors: Refer to exceptions for the requirements.
The foundation and application of organizational behavior. Perspective, historical background, methodology, and theoretical framework for human behavior in organizations. Micro- (perception, personality and attitudes, motivation, and learning) interactive (group dynamics, conflict, stress, power and politics, and leadership), and macro- (communication, decision making, organization theory and design, and organizational culture) levels of analysis. Applications for performance improvement and organizational change and development.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
ACE Outcomes: 6
Prereqs:
Sophomore Standing.
Introductory course that approaches Human Resource Management from the perspective of the human resource professional and the individual manager or supervisor.   Presents the integrated nature of human resource management and the operation of human resource policies and principles in the contemporary organizational environment.  Materials will cover the challenges and opportunities faced by those who are charged with responsibility for acquisition, management, development, and retention of organizational human capital.  Provides an overview of the typical human resource functions and requisite decision making in those areas.
This course is a prerequisite for: MNGT 461, MNGT 466
Credit Hours: 3
Course Format: Lecture
Course Delivery: Classroom
Challenges and opportunities for maximizing the power of a diverse workforce. Contemporary response to the issues of effective management of pluralistic perspectives and the impact of diversity on organizational climate and productivity. Introduction to diversity competence skill development techniques, strategies, and best practices for organizational effectiveness.
Credit Hours: 3
Course Delivery: Classroom
ACE Outcomes: 6, 9
MNGT 398
Prereqs:
Permission of department chair.
Specific topic covered in any given term and credit awarded is to be determined by the instructor.
Topic varies.
Credit Hours: 1-6
Max credits per degree: 12
Course Format: Lecture
Course Delivery: Classroom
Prereqs:
Junior standing; permission of supervising instructor and department chair.
Pass/No Pass only.
Special research project or reading program.
Credit Hours: 1-6
Max credits per semester: 12
Course Delivery: Classroom
Prereqs:
Good standing in the University Honors Program or by invitation; permission of instructor and department chair.
Special research project or reading program.
Credit Hours: 3-6
Max credits per degree: 12
Course Format: Independent Study
Course Delivery: Classroom
Prereqs:
Junior Standing; MNGT 360 and 311 (departmental permission is required if MNGT 360 and/or MNGT 311 have not been completed).
Credit towards the degree cannot be earned in both MNGT 411 and MNGT 465/865.
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, the behaviorial concerns in project managment.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
Prereqs:
Junior Standing; MNGT 360 and 311 (departmental permission is required if MNGT 360 and/or MNGT 311 have not been completed).
Management in organizational settings requires skillful negotiation.  This course will help develop a set of useful negotiation skills and strategies. Course uses a series of negotiation simulations and debriefings that help students learn to identify different types of conflict situations; learn to employ appropriate, purposeful negotiation techniques; and learn to evaluate negotiated outcomes.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
Prereqs:
Junior Standing; MNGT 360 and 311 (departmental permission is required if MNGT 360 and/or MNGT 311 have not been completed).
Credit towards the degree cannot be earned in both MNGT 413 and UHON 395H.
Issues of sustainability and ethics pervade the business environment and leader decision making in organizations. Yet, how to meet the challenges is not always clear. To address these issues, we survey the nascent field of sustainability, with particular emphasis on the interplay between sustainability and ethics. Drawing from emerging work in academic and practitioner literatures, will learn key terminology, identify major challenges, and analyze best and worst practices in ethics and sustainability. Opportunity to participate in stimulating class discussions, interact with guest speakers, engage in in-depth case studies, research and design ethical and sustainable business practices, and develop personal ethical action plans to serve as a moral compass for their own work as managers and employees in (sustainable) business organizations.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
Prereqs:
Junior Standing; MNGT 360 and 311 (departmental permission is required if MNGT 360 and/or MNGT 311 have not been completed).
Credit towards the degree cannot be earned in both MNGT 428/828 and MNGT 414.
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.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
ACE Outcomes: 9
MNGT 421
Prereqs:
Junior Standing; MNGT 360 and 321 (departmental permission is required if MNGT 360 and/or MNGT 321 have not been completed).
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.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom, Web
ACE Outcomes: 6
MNGT 422
Prereqs:
Junior Standing; MNGT 360 and 321 (departmental permission is required if MNGT 360 and/or MNGT 321 have not been completed).
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.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom, Web
MNGT 422A/822A
Small Business OwnerCrosslisted as ENTR 422A/822A
Prereqs:
Junior standing.
Credit toward the degree cannot be earned in both ENTR/MNGT422/822 and ENTR/MNGT422A/822A.
The obligations and operating practices required by ownership of one's own business, whether new or acquired. Interactions with owners of small businesses (e.g., on-site visits and discussions). Cases and projects relevant to small businesses.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Web
MNGT 423
Prereqs:
Junior Standing; MNGT 360, MNGT 321 (departmental permission is required if MNGT 360 and/or MNGT 321 have not been completed) or for non-management majors with departmental permission.
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.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 431/831
Enterprise Management SystemsCrosslisted as SCMS 431
Prereqs:
SCMS 331 or MNGT 331; 2.5 GPA.
Analytical approach to the design, planning, and control of operations management systems, including domestic and international, manufacturing and service operations.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 437/837
Supply Chain Risk ManagementCrosslisted as SCMS 437
Prereqs:
Analytical and simulation models for decision making in functional areas such as finance, accounting, marketing, personnel, operations, and inventory. Construction of decision models for practical applications. Emphasis on analyzing alternatives and implementing solutions that result in increased productivity.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 452/852
Database Organization and ManagementCrosslisted as SCMS 452
Prereqs:
SCMS 350 or MNGT 350; 2.5 GPA.
Database technology and related human and managerial considerations. Databases from two perspectives: the logical view, as the manager and applications programmer see and use the organization's data; and the physical view, as the systems software programmers and database manager view the data. Theory on database organization and the practical applications of databases.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 454/854
Prereqs:
SCMS 350 or MNGT 350; 2.5 GPA.
Methods and methodologies used in systems analysis, design, and implementation. Decision-making process: systems development life cycles, requirement analysis, logical and/or conceptual design, and basic database concepts.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 458/858
Electronic BusinessCrosslisted as SCMS 458
Prereqs:
SCMS 350 or MNGT 350; 2.5 GPA.
Management-related topics in electronic business. Conceptualizing and maintaining an e-business strategy. Economic impact of e-business strategies and management practices, models of e-business, electronic payment systems, Internet security, ethics and privacy, and advanced e-business trends and issues.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 459/859
Global Information SystemsCrosslisted as SCMS 459
Prereqs:
SCMS 350 or MNGT 350; 2.5 GPA.
The worldwide political and economic changes in the last decade that have propelled city, state, country governments, and corporations to expand business globally and enter into new markets. Information technology (IT) as a key role in the globalization of businesses. The necessary concepts and ideas to understand the issues in the global or international use of information technology. IT environments around the world, national infrastructures and regulatory regimes, global IT applications, global IS development strategies, global management support systems, and global IT management strategies.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
Prereqs:
Junior Standing; MNGT 360 and 361 (departmental permission is required if MNGT 360 and/or MNGT 361 have not been completed).
The purpose of this course is to engage students with the theory and practice of strategic human resource management in contemporary organizational settings.  Students will examine in detail the fundamentals of HRM strategic planning and scenario models.  Students will learn the importance of evidenced based decision making, and using HRM analytics such as return on investment.  The primary focus is human resource management effectiveness and engagement as a strategic partner in organizations.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 462/862
Prereqs:
Junior standing; MNGT 360 or ECON 381.
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.
Credit Hours: 3
Course Delivery: Classroom
Prereqs:
Junior Standing; MNGT 360 and 361.
Design and administration of compensation systems. Deals with determinants of general level of pay, pay structures, wage and salary surveys, job analysis, job evaluation, performance evaluation, benefit plans, and financial incentive systems.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
Prereqs:
Junior Standing; MNGT 360 and 361.
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.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 466/866
Prereqs:
Junior Standing; MNGT 360 and 361 (departmental permission is required if MNGT 360 and/or MNGT 361 have not been completed). ECON 381 FOR ECON students.
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.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
Prereqs:
For MNGT 475: Senior standing and a 2.5 GPA; major in the College of Business Administration; ACCT 201 and 202, or 306; ECON 211 and 212; FINA 361/361H; MIST/MNGT 350; MNGT 331 and 360/360H; MRKT 341/341H; or equivalent. For MNGT 875: ACCT 201 and 202, or 306; ECON 211 or 212; FINA 361/361H; MIST/MNGT 350; MNGT 331 and 360/360H; MRKT 341/341H; or equivalent.
MNGT 475 is open only to students in the College of Business Administration. Seniors graduating at the end of the current term will have first priority. If class is oversubscribed, non-graduating seniors may be dropped.
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.
This course is a prerequisite for: MNGT 475
Credit Hours: 3
Course Delivery: Classroom, Web
ACE Outcomes: 10
Prereqs:
Open only to CBA Honors Academy students in good standing. Senior standing; ACCT202 or ACCT202H or ACCT306; ECON211 or ECON211H; ECON212 or ECON212H; FINA361 or FINA361H; MIST/MNGT350; MNGT331; MNGT360 or MNGT360H; MRKT341 or MRKT341H; or equivalent.
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.  Accompanying lab will apply course theory and concepts to solve business problems for area corporations.
Credit Hours: 5
Course Format: Lab 2, Lecture 3
Course Delivery: Classroom
ACE Outcomes: 10
MNGT 499H
Prereqs:
Good standing in the University Honors Program or by invitation, and permission.
Conduct a scholarly research project and write a University Honors Program or undergraduate thesis.
Credit Hours: 3-6
Course Delivery: Classroom
MNGT 821
Prereqs:
MNGT 321 and 360; or permission.
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.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 822
Prereqs:
MNGT 321 or 360; or permission.
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.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 823
Prereqs:
MNGT 321 or MNGT 360; or permission.
ENTR 823 may be taken by non-management majors with departmental permission.
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.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
Prereqs:
MNGT 311 or MNGT 360; or permission.
Credit towards the degree cannot be earned in both MNGT 414 and 828.
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.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
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.
Credit Hours: 3
Course Format: Lecture 3
Campus:
Course Delivery: Classroom
MNGT 853
Data Mining and WarehousingCrosslisted as SCMS 853
Prereqs:
Data mining applies quantitative analysis to support humans in identifying actionable information from large amounts of data.  Actionable means that value can be obtained, which for businesses usually relates to making money.  This course will focus on how data mining has been successfully applied in business.  It will also describe in non-technical terms how the statistical and artificial intelligence-based tools commonly used in data mining work.  The course will also address ethical issues related to use of information obtained through data mining.
Credit Hours: 3
Course Format: Lecture 3
Campus:
Course Delivery: Classroom
Prereqs:
Design and administration of compensation systems. Deals with determinants of general level of pay, pay structures, wage and salary surveys, job analysis, job evaluation, performance evaluation, benefit plans, and financial incentive systems.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
Prereqs:
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.
Credit Hours: 3
Course Format: Lecture 3
Course Delivery: Classroom
MNGT 899
Prereqs:
Admission to masters degree program and permission of major adviser
This course has no description.
Credit Hours: 6-10
Campus:
Course Delivery: Classroom
Prereqs:
Permission
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.
Credit Hours: 3
Campus:
Course Delivery: Classroom
MNGT 932
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.
Credit Hours: 2-3
Campus:
Course Delivery: Classroom
Prereqs:
Graduate students who have completed all quantitative core requirements equivalent to MATH 104 or 105; ECON 215; and MNGT 331
Main concepts and techniques of modern management science for management decision analysis. Application of the tools to real-world decision-making situations.
Credit Hours: 3
Campus:
Course Delivery: Classroom
Prereqs:
Permission
Identifies and addresses the current issues in Information Systems. Includes technical and managerial aspects, e.g., Internet, software project management, etc.
Credit Hours: 3
Campus:
Course Delivery: Classroom
Prereqs:
Permission
Human behavior within organizations. Research findings and the contributions of behavioral science.
Credit Hours: 3
Campus:
Course Delivery: Classroom
Prereqs:
Permission
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.
Credit Hours: 3
Campus:
Course Delivery: Classroom
Prereqs:
Permission
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.
Credit Hours: 3
Campus:
Course Delivery: Classroom
Prereqs:
Permission
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.
Credit Hours: 3
Campus:
Course Delivery: Classroom
This course has no description.
Credit Hours: 3
Campus:
Course Delivery: Classroom
This course has no description.
Credit Hours: 3
Campus:
Course Delivery: Classroom
Prereqs:
Permission
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.
Credit Hours: 3
Campus:
Course Delivery: Classroom
This course has no description.
Credit Hours: 3
Campus:
Course Delivery: Classroom
Prereqs:
MNGT *876 and GRBA *853, or equivalent
This course has no description.
Credit Hours: 3
Campus:
Course Delivery: Classroom
Prereqs:
MNGT 950 or equivalent
This course has no description.
Credit Hours: 3
Campus:
Course Delivery: Classroom
Prereqs:
Permission
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.
Credit Hours: 3
Campus:
Course Delivery: Classroom
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.
Credit Hours: 3
Campus:
Course Delivery: Classroom
Prereqs:
Management department permission
This course has no description.
Credit Hours: 3-6
Max credits per degree: 6
Campus:
Course Delivery: Classroom
Prereqs:
Management department permission
This course has no description.
Credit Hours: 1-6
Max credits per degree: 6
Campus:
Course Delivery: Classroom
This course has no description.
Credit Hours: 1-6
Campus:
Course Delivery: Classroom
Prereqs:
Admission to doctoral degree program and permission of supervisory committee chair
This course has no description.
Credit Hours: 1-24
Max credits per degree: 55
Campus:
Course Delivery: Classroom