Schedule of Classes

Prepares students to be productive managers by increasing their understanding of the organization context. Provides an overview of the environments in which firms operate. Gives 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.

Management functions, including planning, organizing, staffing/human resource management, leading/interpersonal influence and controlling in both domestic and international spheres. Emphasis on professionalism and team dynamics including diversity, problem solving, decision making, conflict management, and communication.

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.

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. Transformational Leadership, Servant Leadership, Authentic Leadership, building self-awareness, motivating and empowering followers, and communicating with influence. Applied projects and in-class experiences.

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

As managers, as members of the workforce, and as human beings, all of us are being called to invest in diversity in ways that enable us to overcome its challenges and reap its benefits. In this introductory course, we will consider how understanding cultural differences and managing diversity is essential to healthy and profitable workplaces. We will explore diversity definitions and perspectives, laws, organizational structures, and management activities as they relate to characteristics such as gender, race, age, religion, sexual orientation, and disability. Students will also examine their own identities and perspectives through class discussion, readings, and exercises.

This course focuses on performance management in organizations with the goal that students will achieve a comprehensive understanding of organizational activities that are directly and peripherally related to performance management. Students will examine performance management activities from the perspectives of both a manager and an employee. Key performance management activities covered include defining performance, measuring performance, providing performance feedback, conducting a formal performance review meeting, and developing employees.

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.

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 interpersonal skills critical for leadership success. Increase self-awareness and self-understanding through reflection, discussion, skill building, assessment instrument results and coaching.

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

Topics of special interest, which may vary each time the course is offered. Repeatable to a maximum of 6 credit hours. Topic stated in current Schedule of Classes.

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