Schedule of Classes

Individual and group theories of behavior within organizations. Applying methods of effective interpersonal interactions, increasing self-awareness (through topics including perception, personality, attitudes, values and the effects of stress) in order to better inform an understanding of others. Various interpersonal competencies including motivating others, team dynamics including diversity, problem-solving, decision-making and conflict management, and communicating expectations and feedback.

Prepares students to be productive managers by increasing their understanding of the organization context. Provides an overview of the environments in which firms operate. Give students a fundamental understanding of the various industries in which firms function and the key issues within those environments that affect the practice of management (including adapting to global environments, sustainability, and ethics) providing students with the conceptual frameworks and tools that will enable them to analyze and understand the managerial context. Students discuss and perform analysis and assessment of the environments of organizations.

Planning, organizing and control processes as practices of management. Introduction of management roles, functions, and skills, and evolution of management thought. Discussion of general and task environment and organizational stakeholders. Analysis of planning, strategy, and decision-making frameworks. Foundations of organizational structure and design, human capital, and managerial control models including feedback systems. Application of concepts to contemporary examples.

Survey of issues and methods related to designing, implementing, and controlling the production and delivery of goods and services. Topics include waiting line management, forecasting, project management, JIT and lean operations, supply chain management, Six Sigma quality management, and strategic importance of operations management.

Organizational effectiveness theories and techniques. Analysis and data gathering tools including employee survey research, process mapping, organizational culture assessment, and systems thinking. Action planning and implementation topics including organizational adaptability, leadership coaching, and organizational change management. Introduction to consultative skills.

A survey course considering the strategic management of firm's human capital in the context of the human resource management function. Covers the legal, strategic, and regulatory facets of human resource management along with the topics of staffing, training, compensation management, and labor relations. Experiential exercises, case studies, and class presentations will be used to illustrate the effective and efficient management of a firm's human capital through human resource management.

Theory and practice of organizational leadership skills. Exposure to major leadership theories and advanced interpersonal techniques. Strengths-based leadership, networking, negotiation, decision-making, organizational direction setting, and communicating with influence and authority. Applied projects and in-class experiences.

Descriptive and prescriptive approaches; formal and informal methods. Emphasis on subjective judgments and choices.

Integrative capstone includes the strategic-planning process, environmental analysis, developing strategy, strategic decision making, and strategy execution. Concurrent enrollment with BUS 400 required.

Advanced consideration of the management of firm's human capital in the context of activities associated with the human resources function. The course will emphasize the strategic, theoretical, technical, and legal aspects of staffing, training, and compensation management. Experiential exercises, case studies, and class presentations will be used to develop an advanced understanding of the use of human resource management to effectively and efficiently manage a firm's human capital.

Topics of special interest which may vary each time course is offered. Topic and prerequisite stated in current Schedule of Classes. May be repeated under different topics for a maximum of six hours credit.

Studies undertaken by academically qualified students under the guidance of a faculty member, with the approval of the chair of the Department of Management and Leadership. Management and Leadership majors only.

Studies undertaken by academically qualified students under the guidance of a faculty member, with the approval of the chair of the Department of Business Management and Administration. Management and Leadership majors only.

Planning, organizing, directing, coordinating, and controlling operations through managerial decision making. Emerging issues and trends; integration of principles and concepts with contemporary concerns.

Foundations of interpersonal behavior, emphasizing the development and application of the interpersonal skills critical for managerial success. Foster self-understanding and self-awareness through a variety of assessment instruments.

Strategies in response to conditions such as competition and future development. Must be taken in last semester of program.

Foundational knowledge and deeper understanding of the operations function. A broad managerial perspective emphasizes the strategic impact of the operations decisions and the interfaces between operations and the other functional areas of the organization. Operation functions in both service and manufacturing contexts will be examined, as well as investigating how operations provides sustainable competitive advantage along the dimensions of cost, quality, delivery, flexibility, and innovation.

Management-related topics presented in modules or seminars. Topics may vary each time the course is offered. Topic stated in current Schedule of Classes. Repeatable to a maximum of 6 credit hours.

Individual readings for qualified students, under the guidance of a member of the faculty. Repeatable to a maximum of 3 credit hours.