53:620:505
Leadership and Managing Human Capital (3)
This course is designed to help students acquire new knowledge and develop skills related to the understanding of managing behavior and processes in organizations. It is also the goal of this course to help students become more aware of their effectiveness as individuals and group/team participants in an organizational setting. Topical coverage includes, but is not limited to, organizational culture and structure, group/team dynamics, leadership and power issues, communication, decision-making, motivation theories and applications, managing stress, and individual differences such as perceptions, attitudes, and personality.
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53:620:506
International Business Environment (3)
Introduction to the context of international business. Overview of the economic, ethical, cultural, legal, and political issues that affect operations in the global arena. Discussion of various trade theories, trade barriers, and trade agreements. Modes of entering foreign countries. The study of multinational corporations in terms of their strategies, structures, human resources, and operations. Various regions of the world are explored through case studies.
Multicultural course.
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53:620:514
Labor-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.
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53:620:515
International Management (3)
The management of multinational enterprises in the context of a global economy. Exploration of different strategies, structures, and social responsibility. The globalization of innovation and information systems. Introduction to emerging markets. Management of government relations and how to analyze political risk. The role of business groups in the world. Cross-cultural management and negotiating techniques analyzed. The role of country managers and headquarters-subsidiary relationship. Introduction to outsourcing.
Prerequisite: 53:620:506 or with permission from instructor. Multicultural course. This course may also count toward an international business concentration.
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53:620:517
Entrepreneurship: New Venture Creation (3)
Introductory entrepreneurship course that provides an understanding of the key components of creating a new business. Students work in teams to develop a business idea/concept--a potential business opportunity. They then screen it against success criteria, perform the research, develop the business model and marketing strategy, and create a comprehensive business plan that each team presents to a panel of experts, e.g., CPA, banker, angel investor. The environment is highly competitive.
This course may also count toward a concentration in entrepreneurship.
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53:620:521,522
Directed Study in Management (3,3)
Supervised by an individual faculty member and approved by the associate dean of graduate studies.
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53:620:530
Mergers and Acquisitions (3)
Students learn the conditions that lead to alliances versus acquisition. Students then study the steps involved in mergers and acquisitions (M&A) from searching, selection, due diligence, valuation, negotiation, competitive bidding, and post-merger integration. In addition, students learn about the legal and antitrust issues involved in M&A. Finally, they examine some special types of M&A activities such as hostile takeovers and management buyouts and what leads to these types of transactions. Students go on to examine the role that corporate venture capital often plays as a precursor to acquisitions. The final assignment for M&A is a live negotiation of a yet-to-be-announced merger or acquisition from the headlines of the business press. If there are an uneven number of teams in the class, one of these negotiations typically turns hostile.
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53:620:535
Developing a Consulting Business (3)
Practical course in which students work in teams, with guidance from the instructor, on consulting projects for clients to bring about change. The course has an in-class component of instruction. Students learn the protocol of consulting, from client engagement, through managing deadlines, to making a final presentation to top management.
This course may also count toward a concentration in entrepreneurship.
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53:620:540
South Africa Study Program (3)
The
Rutgers School of Business-Camden offers a study program on doing business in
South Africa. The program highlight is a 12-day study trip over spring break to
South Africa, where we visit businesses and government institutions to learn
more about management practices in this region.
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53:620:542
Brazil Study Program (3)
The study and field trip will relate the
history, culture, economy, politics, and geography of Brazil to conducting
business. After preparatory study at home, students and faculty will
travel to places like Rio de Janeiro and Salvador, Brazil, to continue their
exploration and gain a deeper understanding and appreciation of Brazil.
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53:620:566
Seminar: 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.
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53:620:597
Internship in Management (3)
An internship provides real-world
experience to those looking to explore or gain the relevant knowledge and
skills within the management field.
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53:620:670
Special Topics in Management (3)
Topics vary from semester to semester. Consult the associate dean of graduate studies for specific content each semester. Students may enroll in more than one special topics course.
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53:620:672
Strategic Management: Integrating the Enterprise (3)
Provides a top management view of the firm. Students analyze the internal and external environments of firms, develop strategy, and work out its implementation. Emphasizes team building and verbal presentation skills. Improves understanding of diverse critical industries and megatrends.
Capstone course. To be taken in the final semester or last semester available.
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53:620:800
Matriculation 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.
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