Management (620)

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.

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.

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.

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.

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.

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. Prerequisite: As determined by instructor.

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.

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.

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. Prerequisite: Open to school 53 students. By permission of instructor.

53:620:545 International Learning Abroad Program (3) The Rutgers Camden Learning Abroad program is an alternative opportunity to a traditional semester or yearlong study abroad program. Our emphasis is on integrating brief periods of travel with regularly offered courses in our university curriculum at Rutgers-Camden. This course and field trip will relate the history, culture, economy, politics, and geography to conducting business. After study at home, students and faculty will travel abroad to understand the country and develop business familiarity. Prerequisite: Open to school 53 students. By permission only.

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. Prerequisite: By permission of internship director/instructor.

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. Prerequisite: As determined by instructor.

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.

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.