53:620:501Social Responsibility of Management (3) A business organization`s relationships with the external environment; the influence of consumers and labor organizations; ethics; governmental influences, such as taxation, rules and regulations, and antitrust policy; the role of business in the economy. Problems and cases used to illustrate the decision process necessitated in various environmental situations. |
53:620:504Management Science (3) Application of quantitative models and their related mathematical techniques to the solution of business problems. Single- and multiple-criteria decision methods. Prerequisite: 53:135:502. |
53:620:505Organizational Behavior (3) Focuses on the behavior of individuals in organizations; application of concepts, theories, methods of inquiry, and empirical generalizations from the behavioral sciences to the observation of behavioral phenomena in organizations. |
53:620:506International Business Environment (3) Introduction to the context of international business. Overview of the economic, environmental, ethical, cultural, legal, and political issues that affect operations in the global arena. Various modes of entering foreign countries. International institutions, national competitiveness, market reform, and emerging trends in the global environment. Various regions explored. |
53:620:513Production and Operations Management (3) Analytical techniques for managing the operations of both manufacturing and service organizations. Inventory management; operations planning and control; forecasting; quality assurance; project management scheduling; and material requirements planning. Prerequisite: 53:620:504. |
53:620:514Labor-Management Relations in the Private and Public Sectors (3) Analysis of structure and development of labor-management relationships in the United States and abroad, focusing on both private industry and governmental organizations. History and the surrounding law studied while focusing on the negotiation and administration of collective bargaining agreements, related micro- and macroeconomic problems, and the issues that accompany the growth of the nonunion sector in both private and public sectors. Prerequisite: 53:620:505. |
53:620:515International Management (3) Planning, organization, staffing, coordination, research, and development in international companies. International business government interactions and their management. Cross-cultural management and negotiating techniques analyzed. Various strategies of global firms and their sources of competitive advantage. Examination of the use and management of strategic alliances. Prerequisite: 53:620:506. |
53:620:516Total Quality Management (3) Total quality management (development, practice, and process) in the United States. Focus on increasing productivity through continuous improvements in quality. Case studies and role-playing exercises. |
53:620:517Entrepreneurship: New Venture Creation (3) Contemporary definition of entrepreneurship; its application and potential ramifications for companies, large and small, young and old, private and public. Entrepreneurial process; resource requirements, including the evaluation of the fiscal demands of new or existing ventures; and preparation of a business plan. |
53:620:518Public Policy (3) Identification of important public issues and their management by Congress, the president, the courts, and agencies of state and local governments. |
53:620:519Urban Applications of Management Science (3) Bridges the gap between methodological courses and applications courses in operations management and management science. Problems considered in actual urban settings and include (but are not limited to) logistically oriented deployment of urban systems such as emergency, maintenance, transportation, and pickup and delivery services. Several tools, including linear programming, queuing theory, and networks enhanced to model actual real-world situations. Prerequisite: 53:620:504. |
53:620:520Leadership in Organizations (3) Personal development to lead; workshop-style sessions target skill acquisition; study of prominent business leaders encourages understanding the multiple views of leadership and leadership styles; and theories of how and why leaders succeed define the potential for leaders` importance to organizational performance. Prerequisite: 53:620:505. |
53:620:523Global Operations Management (3) Utilizes recent innovations of cutting-edge technology to address issues of managing global operations. Text and cases draw on the experience of pioneers in global operations. Restructuring and reengineering to increase speed, reduce costs, and enhance innovativeness. Operations` major impact on global business performance. Prerequisite: 53:620:506. |
53:620:524Organizational Change and Development (3) Focus on the process by which managers sense and respond to change. Emphasis on proactive, planned, and managed change that may involve adaptation of structure and policy, as well as influencing the underlying system of beliefs, values, and attitudes. Examination of leadership climate, organizational culture, and individual resistance as limiting factors. Interventions compared. Prerequisite: 53:620:505. |
53:620:525Career Dynamics (3) Explores theory, research, and practice related to careers in organizations. Topics span the individual`s organizational life, beginning with entry into the organization and socialization process, through to the individual`s early and middle career stages, and concluding with concerns surrounding late career/retirement. Additionally, current career planning and development programs and practices, as well as special issues, such as "plateauing," examined. |
53:620:526Motivation and Compensation (3) Topics include wages and salary determination; fringe benefit administration; incentive-wage structures; the impact of collective bargaining on wage levels and structure; organizational behavior; and wage and salary systems. Prerequisite: 53:620:505. |
53:620:528Training and Development in the Organization (3) Methods designed to assist individuals and organizational groups in preparing themselves for present and future opportunities; review and practice of techniques to improve knowledge, skills, attitudes, group behavior, and organizational structure. Prerequisites: 53:620:505, 557. |
53:620:530Mergers and Acquisitions (3) Incentives and processes for using various modes of corporate development to achieve corporate strategic objectives; use of mergers, acquisitions, and alliances for corporate growth and capability building; analytical techniques used in corporate development decisions as well as process issues such as negotiation strategies, competitive bidding, and postmerger integration. Analyzes problems faced in managing acquisitions and explores alternative modes of market entry, such as joint ventures and internal development. |
53:620:531Supply Chain Strategy (3) Improvement of supply chain interactions in various functional areas (such as engineering, purchasing operations, logistics, information systems, and sales) across a range of industries; implementation of integrated supply chain strategy. Prerequisite: 53:620:504. |
53:620:557Personnel/Human Resources Management (3) Concentrates on management of personnel in organizations; focus on business problems and decision-making techniques faced by personnel managers, including an understanding of human behavioral factors that shape business decisions; training and management development, recruitment, selection of personnel, and specific techniques of personnel administration. Prerequisite: 53:620:505. |
53:620:566Seminar: Business, Government, and Society (3) Relationships between organizations, the laws, and governmental regulatory agencies that affect the operation of businesses, and the society in general. Conceptual, historical, legal, and ethical frameworks necessary to understand those relationships. Roles played by each party in relation to a number of employee, consumer, environmental, and international issues such as discrimination in employment, consumer safety, global warming, and the regulation of multinational concerns. |
53:620:570Seminar: Alternative Dispute Resolution (3) Underlying political, psychological, sociological, and economic reasons for the existence of disputes in contemporary society. Dispute resolution processes. Focus on underlying constructs, negotiation, mediation, and arbitration. Prerequisite: 53:620:505. |
53:620:670Special Topics in Management (3) Topics vary from term to term. Consult the director of the M.B.A. program for specific content each term. Students may enroll in more than one special topics course. |
53:620:672Management Policy and Strategy (3) Integrates different functional skills in solving unstructured problems; emphasizes strategy formulation and implementation as developed through cases, lectures, readings, and practice exercises. Capstone course. To be taken in the final term or last term available. |
53:620:800Matriculation Continued (0) Continuous registration may be accomplished by enrolling for at least 3 credits in standard course offerings, including research courses, or by enrolling in this course for 0 credits. Students actively engaged in study toward their degree who are using university facilities and faculty time are expected to enroll for the appropriate credits. |
