Management (620)

53:620:505 Foundations of Leadership and Teamwork (3) This course is designed to help students acquire foundational knowledge, skills related to understanding, predicting, changing human behavior and processes in and around organizations. They will learn how to apply theoretical concepts to master real-world challenges and become more effective leaders. Topical coverage includes, but is not limited to, leadership models and theories, job attitudes, employee motivation, group/team dynamics, decision-making, organizational climate and culture, diversity, and individual differences, such as perceptions, attitudes, and personality. Discussion of these topics includes reflections on societal issues and ethical decisions leaders face. The content of this core course is critical for all who are in or aspire to be in leadership roles and provides a foundation for the more focused courses of the strategic leadership concentration. Formerly Titled: Leadership and Managing Human Capital

53:620:506 Managing in the Global Economy (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, trade agreements, foreign investment, foreign exchange, and capital markets, including the role of global institutions. Understanding international management of multinational corporations, including modes of entering foreign countries, organizational structures, and strategies. The course uses group discussions, projects, and case studies to explore various issues that firms face in the global economy. Formerly titled: International Business Environment.

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.

53:620:540 International Study Management - South Africa (3) Rutgers School of Business-Camden (RSBC) offers a study program on "Doing Business in South Africa". The program highlight is a 12-day travel experience to South Africa over Spring Break to learn about management and marketing practices in this region. Trip highlights include: visits with top executives at businesses and government entities such as Pick N Pay, Port of Cape Town, Johnson & Johnson, and Vodafone; visits to historical and cultural sites such as Robben Island, Cape of Good Hope, and the Apartheid Museum; and a visit to Kruger National Park. Admitted students will earn their choice of three marketing or management credits. Students are expected to read case studies and other assigned readings on South African society, culture, economy and business environment and submit written assignments per course requirement. 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.

53:620:551 Information and Cyber Security (3) This course provides students with essential skills and training in information and cyber security leading to the option to complete the CSSA certification process through Check Point Software Technologies. Students will learn how to manage modern day cyber security risks. Learning experiences will include Network Security, Cloud Security, End Point, and Mobile Security.

53:620:555 Data Visualization with Tabeau (1) In this course, students will be introduced to the field of data visualization and the various tools Tableau Public offers. Through concepts and exercises, students will learn to identify datasets to connect to, explore, analyze, filter and structure your data to create your desired visualizations.� This course offered in second seven weeks of semester.

53:620:556 Sales Methods and Tools (1) This course introduces structured sales frameworks, the strategy behind sales, and an overview of different sales methodologies that students can rely upon for repeatable success in the field. Students will obtain hands-on experience with industry-standard tools like Salesforce. This course offered in first seven weeks of semester.

53:620:557 Lean Six Sigma Green Belt P1 (1) This course is designed to introduce the concepts, tools and strategies associated with LSS that will enable learners to participate as valued members of LSS teams that may organizations are currently deploying. Students will gain a strong working knowledge of Lean Six Sigma methodology with the intention of practical application of the methodology and tools. This course is offered the first seven weeks of semester.

53:620:558 Lean Six sigma Green Belt P2 (1) This course is designed for practical application of the concepts, tools and strategies learned in �Part I - LSS Green Belt Training� and includes the implementation of a real-world process improvement project, with the coaching of a Rutgers Black Belt throughout.� The completed project from this course can be included in a learning portfolio that you share with current or future employers. Must complete LSS Part 1 before taking Part 2.� This course offered in second 7 weeks of semester. Prerequisite: 53:620:557

53:620:559 PROMPT ENGINEERING & GENERATIVE AI (1) ChatGPT is but one of a number of Generative AI tools that are being integrated into the workplace of the 21st century. Learn Prompt Engineering, so that you are ready to use any of these tools. This course is designed to prepare you for success in the workplace by providing deep, hands-on knowledge of prompt engineering - the process of structuring text that can be interpreted and understood by a generative AI model - a critical skill�being applied across almost all job functions in today�s workplace. This hands-on, project-abased course will enhance your ability to perform your job more efficiently and effectively while supporting your career growth.� You will tackle real-world challenges and�learn to craft persuasive, compelling prompts that drive action and inspire change.

53:620:560 Business Process Redesign (1) The pace of change in the business world brought on through rapid changes in technology and the globalization of the business landscape has accelerated to the point where initiatives capable of achieving performance improvements cannot keep up.� Breakthrough performance gains are the only way to equal or exceed these changes.� These performance gains can be achieved through the redesign of existing processes, which recognize the fit between the work, the �worker,� and the culture of the organization.� Business process redesign is a holistic, systematic approach that can lay the groundwork to achieve performance gains that will increase the probability an organization will create a sustainable future for itself.

53:620:570 Conflict Resolution and Negotiations (3) This course examines major concepts, theories, processes, and practices associated with conflict analysis, resolution, and negotiation. Within an interactive learning environment, emphasis is placed on preparing for and analyzing conflict and negotiation situations, developing various goals of conflict management and negotiation, learning principles of constructive and destructive communication, assessing biases and barriers to effective conflict resolution and negotiation, and reflecting on these processes for managerial growth and development. This course is designed to address a broader spectrum of conflict resolution and negotiation programs that are faced by managers and professionals.�

53:620:597 Internship in Management (BA) An internship provides real-world experience to those looking to explore or gain the relevant knowledge and skills within the management field. Prerequisite: Approval of instructor or associate dean for graduate programs

53:620:670, 677, 678, 679 Special Topics in Management (3,3,3,3) 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 (3) Strategic Management deals with the decisions and actions affecting an organization's direction, competitiveness, and long-term success. This course explores opportunities and challenges in today's turbulent and complex business environments, along with conceptual frameworks and tools for effective strategic planning and implementation. Taking an integrative perspective that extends across functional boundaries, this course provides critical insights for both general and functional leaders. Students will have the opportunity to apply strategic management tools and strategic decision-making skills to solve real-world business issues through group discussions, projects, and case studies. 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.