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52:620:275
Applied Business Statistics (3)
This course will provide business students with additional statistical tools used in analyzing business conditions, forecasting, and decision making. Instead of focusing on theoretical formulae, students will learn to apply these tools for analyzing and interpreting data routinely collected by businesses in order to formulate marketing strategies, financial plans, and investment decisions. Provides the knowledge base and practical examples of how to select and apply appropriate statistical techniques and to interpret and communicate results. Students will work in teams to collect and analyze data on a local business and present written and oral reports on their statistical findings.
Prerequisites: Brookdale Community College: Math 131, statistics, or Economics 225, business statistics. Camden College of Arts and Sciences: 50:960:283 or 183.
Credit cannot be received for both this course and 50:960:284 Introduction to Statistics II.
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52:620:301
Ethis and 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 employees, clients, customers, the government, and the public at large.
This course meets the School of Business requirements for an ethics course under the general education requirements.
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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 communication, leadership, control systems, organization structures, and the thinking of leading organization theorists.
Must have at least sophomore standing (30 credits) in Rutgers School of Business–Camden (52).
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52:620:310
Ethics and Law in Business (3)
Explores the ethics and the intersection with a variety of laws that impact business practice--whether mutually supportive, seemingly contradictory, or areas in which law does not currently exist for direct comparison.
This course meets the School of Business requirement for an ethics course under the general education requirements.
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52:620:311
Civic Engagement (3)
A service learning course that includes active participation in community service, along with studying its foundations and relevance for business professionals. Projects vary by semester, ranging from standard volunteerism to more complex partnerships with established community groups. A notable portion of course time will be outside the classroom, so scheduling may not be standard; details for each offering must be considered at time of enrollment to avoid conflicts.
Because it includes instruction in a variety of approaches to ethical behavior, this course meets the School of Business requirements for an ethics course under the general education requirements.
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52:620:315
Corporate Restructuring and Turnarounds (3)
Analyzes the reasons companies underperform, provides diagnostic tools to identify problems, and discusses the means for pushing a company to superior performance. Topics include headcount management; price strategy; new products and revenue streams; asset management; analysis of products, customers, facilities, and divisions; process improvement; and cost analysis and execution.
Prerequisites: Must have at least sophomore standing (30 credits) in School of Business Camden (52).
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52:620:320
Total Quality Management (3)
Key principles of Total Quality Management including information and analysis, strategic quality planning, process quality management, operational results, and customer satisfaction. Focus on increasing productivity through continuous improvement in quality.
Prerequisite: 52:620:325.
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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: 50:640:113 or 115, and 50:960:283 or 52:620:183.
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52:620:325
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 and 50:960:284 or 52:620:216.
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52:620:326
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.
Prerequisites: Permission of instructor, and 52:620:321 or 325.
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52:620:335
Organization and Management of the Music Industry (3)
The course provides an overview of the music business and its connection to all segments of the culture industries. The main purpose of this course is to dissect and analyze the commercial characteristics of the industry. Specific objectives are to provide multiple views of music as an industry; to introduce students to the conceptual and analytical frameworks of strategic management and to illustrate their effectiveness in analyzing the music industry; and to develop a broad understanding of the business models of companies in the music industry and the key drivers to their evolution. The course is designed to be highly student focused and led.
Prerequisite: Must have earned 30 credits.
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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.
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52:620:420
International Study Management-South Africa (3)
The School of Business–Camden offers a 3-credit course on doing business in South Africa. The course highlight is a 12-day study trip over spring break to South Africa, where students visit businesses and government/community enterprises to learn about management and marketing opportunities, challenges, and practices in this region. Course meetings will be scheduled prior to the trip, accompanied by student presentations following the trip.
Prerequisite: Special permission number from instructor required.
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52:620:421
International Study Management-France (3)
The School of Business–Camden offers a study program on doing business in France. The program highlight is a 10-day study trip to France, where we will visit businesses and government institutions to learn more about management and marketing practices in this region. Introduction to the concepts, framework, and issues of global business and how they influence management decisions: multinational firms, international trade, and the cultural, political, institutional, social, and economic environment of the global marketplace.
Prerequisite: Special permission number from instructor required.
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52:620:422
International Study Management-Brazil (3)
The School of Business–Camden offers a 3-credit course on doing business in Brazil. The course highlight is a 12-day study trip over spring break to Brazil, where students visit businesses and government/community enterprises to learn about management and marketing opportunities, challenges, and practices in this region. Course meetings will be scheduled prior to the trip, accompanied by student presentations following the trip.
Prerequisite: Special permission number from instructor required.
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52:620:423
International Study Management-Southeast Asia (3)
The School of Business–Camden offers a 3-credit course on doing business in Southeast Asia. The course highlight is a 12-day study trip over spring break to several countries in Southeast Asia, where students visit businesses and government/community enterprises to learn about management and marketing opportunities, challenges, and practices in this region. Course meetings will be scheduled prior to the trip, accompanied by student presentations following the trip.
Prerequisite: Special permission number from instructor required.
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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.
Prerequisites: Completion of 90 credits and 52:140:101; 52:390:301; 52:620:303, 321, 325; 52:623:334; 52:630:201; and the ethics and writing requirements.
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52:620:483
Entrepreneurship: New Venture Creation (3)
Concentrates on the start up of new venture. 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 conduct a feasibility analysis and write a business plan for a new venture they have chosen.
Prerequisite: 52:010:101.
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52:620:484
Entrepreneurship: Developing Ventures in Established Firms (3)
Intrapreneurship is the creation and launching of a new venture 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.
Prerequisite: 52:620:483.
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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.
Prerequisite: 52:620:483.
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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.
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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.
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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.
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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.
Prerequisite: Permission of instructor.
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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.
Prerequisite: Permission of instructor.
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52:620:491,492,493,496
Special Topics in Management (3,3,3,3)
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 semester to semester.
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52:620:495
Honors Thesis in Management (3,3)
Individual research project.
Prerequisite: Permission of instructor.
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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 3.000; permission of internship director.
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