MANAGEMENT (MGT–Business)

Note: Course numbers at two levels (such as 402/502) may be taken for either undergraduate or graduate credit. Graduate students must complete additional work to receive graduate credit.

402/502 Employment Law (3)

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.

404/504 Compensation Management (3)

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.

405/505 Labor Relations and Conflict Management (3)

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.

406/506 Staffing Organizations (3)

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.

432/532 Purchasing and Materials Management (3)

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.

451/551 Operations Planning and Scheduling (3)

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.

453/553 Productivity Improvement (3)

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.

457/557 Integrated Production/Operations Management Topics (3)

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 451/551, 453/553; or permission of instructor. Offered second semester only.

463/563 Employee Benefits (3)

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.

490/590 Contemporary Issues (1-3; maximum 9)

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.

498/598 Supply Chain Management (3)

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.

601 MBA Operations Management Module (1)

Introduces the MBA student to concepts and decisions within operations, as well as the implications operations decisions have for other aspects of the orgainzation. Examines the role resources and processes play in the formation of value, and value creation’s impact on profitability.

602 MBA Organizational Behavior Module (1)

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.

603 MBA Human Resource Management Module (1)

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.

604 MBA Project Management Module (1)

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.

615 Seminar in Managerial Skills (3)

Concerned with development of skills essential for effective exercise of management. Skills include, but not limited to the following: negotiation, conference leadership, decisionmaking, oral and written presentations, interpersonal skills, power, and persuasion.

617 Seminar In Organizational Behavior (3)

Major contemporary theories, research, and applications in organizational behavior are examined, including such topics as motivation, reward systems, social influence, leadership, group behavior, job design, and behavior measurement. Emphasis on development of a conceptual framework for analysis of behavioral systems.

620 Process Improvement Team Workshop (1)

Introduces fundamental tools and practices that help team members improve problem solving and work processes in quality teams, re-engineering teams, or other project team settings. Framework used is a quality improvement model that allows team processes and tools to be learned in a context that simulates a real business environment.

627 Production/Operations Management Foundations (3)

Broad study of production system that is part of all manufacturing and service organizations. Examines, in a variety of organizational settings, the process design, facilities deployment, materials management, and quality control problems and opportunities related to creation of goods and services.

631 Strategic Management (3)

Capstone course examining process, structure, and context of strategic management. Emphasis is placed on developing a strategic perspective by integrating knowledge from various functional areas in the M.B.A. program. To be taken during the last term of student’s program.

654 Human Resource Management (3)

Views human resource management from perspective of the general manager. Managers, regardless of functional area or specialization, are frequently involved in recruiting, selecting, training, appraising performance, compensating, motivating and disciplining employees they supervise. All of these activities are shown to affect firm performance.

655 Studies in Operations Planning and Scheduling (3)

Overview of classical planning and scheduling models as well as integrating concepts that evolved from the Theory of Constraints. Effect-Cause-Effect and evaporating clouds are used as decision-making techniques.

658 Negotiation and Conflict Management (1)

Provides M.B.A. students with negotiation and conflict management theory. Through exercises students gain experience in resolving a variety of conflicts through negotiation. Negotiation situations covered will build from single party, single issues one-time interactions to multi-party, multi-issue, continuing relationships. Students become skilled in dispute resolution systems and learn to design such systems for use in their work lives.

667 Strategic Management (3)

This capstone course focuses on complex strategic questions facing 21st century managers. Students are required to integrate both M.B.A. core course material and stategic management concepts as they debate solutions to these questions. Important emerging themes and issues are discussed.

681 Special Studies in Management (1-3; maximum 6)

Intensive reading or research in a selected field of advanced management. Prerequisite: graduate standing and permission of instructor.

700 Thesis (3-6)