Management 620

52:620:301 Social Responsibility of Business (3) Economic, legal, ethical, and social issues that arise out of a business organization's relationships with such internal and external stakeholders as the employees, clients, customers, the government, and the public at large.

52:620:303 Organizational Behavior (3) An examination of the human dynamics in organizations, focusing on individuals and small groups in organizational settings. Concentrates on communications, leadership, control systems, organization structures, and the thinking of leading organization theorists. Prerequisites: 50:830:135 or 101 and 50:920:207.

52:620:305 Business Communication (3) The study of spoken and written communication in business. Planning, composing, and carrying out communications with employees, management, stockholders, customers, the general public, and government. Roughly half of the course involves written communication and half involves spoken communication. Prerequisite: 50:350:101.

52:620:312 Operations Management (3) A study of the methods used to solve problems typically confronted in the management of production facilities and office services. Topics include the location and layout of facilities and operations, methods analysis and work measurement, materials handling, production control, inventory control, quality control, office automation, budgeting, and decision making. Prerequisites: 52:620:321, 50:960:284.

52:620:320 Total Quality Management (3) Key principles of TQM including information and analysis, strategic quality planning, process quality management, operational results, and customer satisfaction. Focus on increasing productivity through continuous improvement in quality. Prerequisites: 52:620:312, 321.

52:620:321 Management Science I (3) Applications of quantitative models drawn from operations research and basic mathematics as applied to simple and multiple criteria decision problems in organizations. Prerequisites: 50:198:110, 50:640:130, 50:960:283.

52:620:369 The Management of Multinational Business (3) The theoretical and practical aspects of a firm operating in an international environment, problems and risks that may be encountered, and various bases for profitable operations. Prerequisite: 52:620:303.

52:620:450 Business Policy and Strategy (3) An integrative course in general management oriented to an overall view of policy formulation from the perspective of senior managers. Case studies used as supplementary readings. Students expected to analyze situations, isolate major problems, and recommend solutions. (Formerly Business Policy) Prerequisites: 96 credits and completion of business core.

52:620:483 Entrepreneurship: New Venture Creation (3) Concentrates on how new businesses begin. The main objectives are (1) understanding entrepreneurs, (2) seeking and evaluating opportunities for new ventures, and (3) marshaling resources to convert these opportunities into businesses. Students interview an entrepreneur and write a business plan for a new venture they have chosen. Also may examine new opportunities created by the Internet. (Formerly Entrepreneurship: New Venture Creation and the Internet) Prerequisites: 52:010:101, 52:620:303.

52:620:484 Entrepreneurship within Existing Firms (3) Intrapreneurship is the creation and launching of a new business within an established firm. To survive in today's competitive world, innovation is essential. Yet established firms often have considerable difficulty moving new products out quickly enough, responding to new market opportunities, or taking advantage of new technologies. Examines the strategic issues of the right focus for innovation, the appropriate modes of development, the timing of technological or market transitions, and the building of new core businesses. Covers the human and organizational aspects of the entrepreneurial process as well as the development of innovative products for new markets. Develops entrepreneurial skills in large, established companies. (Formerly Intrapreneurship) Corequisite: 52:620:483.

52:620:485 Entrepreneurship: Implementation and Operation (3) Examines the challenges of building and managing a new venture from inception to growth and expansion. Through case studies of actual growing businesses, readings, cases, and guest speakers, students apply management skills to the problems and opportunities facing companies in different stages of development. Included are such issues as working capital, delegation without abdication, family businesses, boards of directors in private companies, strategic alliances with larger companies, and marketing a new product in a new market. Develops entrepreneurial skills in small companies. Corequisite: 52:620:483.

52:620:486 Entrepreneurship: Team Consulting (3) Practical course in which students work independently, with guidance from the instructor, on consulting or projects in an entrepreneurial setting. The course has an in-class component of instruction. (Formerly Entrepreneurship: Application) Prerequisite: 52:620:483.

52:620:487 Independent Study in Management (BA) Individual study under the supervision of the management faculty, usually on a specified project or paper, to deepen and broaden the student's professional horizon and enrich the educational experience. Prerequisite: Permission of instructor.

52:620:488 Strategic Management of Technology (3) Explores the challenges faced by a general manager in the creation and exploitation of new technologies and innovations. The first module of the course deals with technology evolution, forecasting, and assessment of new technologies; creation of technological competencies; organization of the innovation process; and strategies for exploiting innovations. The second module analyzes the strategic and organizational implications of ecommerce and emerging innovations. (Formerly Strategic Management of Technology and Ecommerce)

52:620:489 Corporate Reorganization and Turnaround Strategy (3) Examines the financial and accounting correlates of corporate insolvency; develops strategies for turning around a firm, including accounting, financial, legal, management, and marketing policies; and illustrates the concepts through several case studies.

52:620:490 Mergers and Acquisitions (3) Explores the 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; problems faced in managing acquisitions; and alternative modes of market entry, such as joint ventures and internal development.

52:620:491,492 Special Topics in Management (3,3) Designed to integrate course materials, introduce newer philosophies and techniques in management, and apply them to selected problems. Extensive readings and research reports required. Topics vary from term to term.

52:620:493 Supply Chain Strategy (3) Examines how to improve supply chain interactions in various functional areas (such as engineering, information systems, logistics, operations, purchasing, and sales) across a range of industries; implementation of integrated supply chain strategy. Prerequisite: 52:620:312.

52:620:495 Honors Thesis in Management (3,3) Individual research project. Prerequisite: Permission of instructor.

52:620:497 Management Internship (3) A structured practical program conducted by a business in cooperation with the School of Business-Camden. Prerequisites: Cumulative grade-point average of 3.0; permission of internship director.