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Course Descriptions  Management
203—The Legal Environment of Business (3)
A study of those aspects of law which affect business organizations. This includes development of a legal foundation leading to an understanding of the law in today’s society. Basic legal principles are emphasized. Students who have passed ALAW 301 will not earn credit for MGMT 203 if they take and pass both courses.
211—Managing Team and Organizational Behavior (3)
This course covers the behavior of individuals, teams, and organizations as a whole, and the manager’s role at each level. Employee motivation, leadership, decision making, and the design of the organization to meet internal and external requirements are covered. Special attention is given to interpersonal communication and conflict, diversity, and empowerment in teams. Cases, exercises, and simulations are used.
218—Personal Financial Planning (3)
The objectives of this course are to provide the conceptual framework for understanding how effective personal financial management fits into everyday life, to describe the process of personal financial management and the institutional framework within which it takes place, and to give detailed guidelines on how many aspects of personal financial management can be handled more effectively.
221—Introduction to Marketing (3)
This course introduces students to the theory and practice of marketing. Among other issues, product development, pricing strategies, promotional tools, and distribution are addressed. Analyses regarding customer and competitive environments, and the role of marketing in society are included. Critical thinking exercises are used as important learning tools in this course.
302—Total Quality: Experiencing Teams (3)
This course surveys total quality management topics while developing students’ abilities to work effectively in a team environment. Through self-assessment and skill-building assignments, students practice problem solving, communication, and interactive skills. Special emphasis is given to diversity and empowerment. Team exercises and cases focusing on quality issues are used to enhance students’ learning. Students who have credit for MGMT 201 may not also receive credit for MGMT 302.
Restriction: Junior or Senior status.
312—International Business Management (3)
This course explores the international environment of business and the nature and form of international business arrangements. Topics covered include: cultural differences; leadership and motivation; legal and economic systems; marketing; human resource management, including the human dynamics of international enterprise; international trade, investment and phasing in of international activities; foreign currencies; and regional integration. Modes of servicing foreign markets, and issues
relevant to international strategic management, are also considered. The course is designed to integrate the functional aspects of management education into an international perspective.
Restriction: Junior or Senior status.
315—Introduction to Corporate Finance (3)
An introduction to theories, concepts, and techniques as they relate to financial managers’ activities and decisions. Topics include risk and return, valuation, capital budgeting, and cost of capital.
Prerequisites: ACCT 102, ECON 221, MSTA 130C.
316—Intermediate Financial Management I (3)
This course is a rigorous presentation of corporate finance theories and concepts. Topics include capital structure, capital budgeting (including incremental cash flow analysis), and cost of capital. Case studies are
utilized to supplement application of concepts. Computer analysis is used in the case presentations.
Prerequisite: MGMT 315.
318—Introduction to Financial Planning (3)
This course is designed to introduce students to the growing and dynamic field of financial services, specifically financial planning, insurance, and investment advising. It examines the three major areas of financial planning—investing, insurance, and retirement planning—and focuses on college funding and retirement funding in some depth.
Restriction: Junior or Senior status.
321—Decisionmaking (3)
The course is organized around structured and unstructured decisions. The unstructured decisionmaking emphasizes judgmental, social, political, ethical, and economic aspects of decisionmaking. It takes human decision makers with their calculating, consistent, purposeful sides, but also tries to show their impulsive, inconsistent, irrational nature under the scarcity of information. The structured decisions are delineated as situations that lend themselves more to algorithmic and recurrent problem solving. Here, the course heavily demonstrates examples from the functional areas.
323—Global Accounting and Financial Management (3)
This course presents an interdisciplinary exposure to the principles, theories, and techniques of international accounting and financial management. Topic areas include comparative accounting practices; international reporting standards and professional bodies; accounting for foreign subsidiaries; principles of accounting for inflation and international taxation; consolidation of international financial statements; multinational capital budgeting principles and techniques; transfer pricing; global working capital management; foreign exchange risk management; and international financial statement analysis.
Prerequisites: ACCT 101, 102; MGMT 315.
324—Marketing Research (3)
The purpose of this course is to provide students with a thorough
understanding of the marketing research process. Areas covered include collection and analysis of qualitative and quantitative data for exploratory and confirmatory research. The students have the opportunity to apply marketing research concepts to a large number of real-life marketing situations.
Prerequisite: MGMT 221.
325— Integrated Marketing Communications and Promotion Management (3)
This course encompasses the study of marketing and promotional tools such as advertising, consumer sales promotions, trade sales promotions, direct marketing, packaging, point-of-purchase displays, and other related topics. Students have the opportunity to assess the appropriateness of various promotional tools in fulfilling specific promotional objectives, and gain an understanding of the special societal and ethical responsibilities of those in this business. As an integral part of the learning process, students engage in team-based critical thinking exercises designed to give them experience in the application of these complex concepts.
Prerequisite: MGMT 221.
327—Buyer Behavior: Understanding the Customer (3)
The purpose of this course is to provide students with an introduction to the concepts, theories, principles, and issues that characterize the study of human behavior as it relates to the consumption of goods and services. An understanding of customer needs and how customers make decisions about fulfilling those needs is vital to the success of any marketing effort. Topics such as consumer motivation, values, attitude formation, and decision-making strategies are addressed, as well as issues regarding the influence of culture and subculture in the consumption process.
Prerequisite: MGMT 221.
336—Investments I (3)
Basic concepts and analytical techniques are developed to enable the investor to rationally evaluate an investment strategy through goal \specification, selection of appropriate securities, and periodic evaluation of performance. Simulation gaming is used to further students’ understanding of the concepts and theories of investments.
Prerequisite: MGMT 315.
337—Investments II (3)
The principles and analytical techniques underlying the selection, timing, and management of securities portfolios are studied. Furthermore, students are provided with the opportunity to further their exposure through cases, a mutual fund project, and a portfolio simulation game.
Prerequisite: MGMT 336.
338—Staffing and Developing Human Resources (3)
This course surveys organizational-entry and human resource development topics in the context of recent organizational trends. Job analysis, planning, EEO and diversity, recruitment, selection, training, performance feedback, and career development are covered. Ethical considerations in staffing and development are given special attention. Cases and activities are used to enhance student learning. Students who have credit for MGMT 331 may not also receive credit for MGMT 338.
339—Rewarding and Maintaining Human Resources (3)
This course surveys reward strategies and ways of maintaining a safe and healthy work environment. Performance measurement, financial and non-financial incentives, wage and salary administration, benefits, collective bargaining, health and workplace safety, and termination are covered. Ethical consideration in each topic is given special attention. Cases and activities are used to enhance student learning.
340—Organizational Leadership (3)
Organizational leadership is practiced on a micro-level as an influence process between individuals and teams. On a macro-level, organizational leadership is a process of transforming institutional culture to ensure the survival and prosperity of the organization. This course addresses values, concepts, and skills related to effective leadership at both levels.
342—The Learning Organization (3)
The term “learning organization” stands for an ideal—an organization in which assumptions are examined, ideas are tested, and experimentation is encouraged so that the “work” place and the “learning” place become integrated. This course examines how organizations overcome resistance to change and facilitate individual and institutional learning.
345—Applied Management Research (3)
This course builds skills for defining researchable questions, which arise in managing organizations and human resources, and for data collection, analysis, and interpretation for answering those questions. The course emphasizes application of skills, as students are required to research a question they have formulated.
Restriction: Junior or Senior status.
357—Information Technology Management (3)
This course examines the development and application of information technology (IT) resources in organizations. The conceptual foundations of IT are surveyed and relevant advances are addressed. The course prepares students to be significant contributors to the implementation of organizational information systems both within and outside their functional areas, and to participate in the design and redesign of business processes being automated. Issues related to the integration of IT in the social climate of business organizations are addressed from domestic and international perspectives. Includes in-class laboratory assignments, as well as independent/group mini-projects.
Prerequisite: CSCI 150.
409—Operations Management (3)
This course involves the study of the operational and managerial issues encountered in the production of goods and services. Topics include productivity and competitiveness, total quality, product and process (technology) development, capacity planning and facility location, production planning, inventory control, and project and service
scheduling. Students will be introduced to the use of quantitative and qualitative techniques as decision-making and problem-solving tools for operations managers.
Prerequisites: ECON 106C, 221; MATH 117C.
413—International Banking and Finance (3)
The basic elements of international banking and finance are presented, including the basics of international trade, balance of payments concepts, the international monetary system, foreign exchange, international trade banking services, and the various ways international trade is financed.
Prerequisites: ECON 301C and MGMT 315.
414—International Marketing (3)
This course is designed to prepare students to think intelligently about the complex, dynamic global marketplace. The international aspects of marketing management are thoroughly examined. Students have the opportunity to apply concepts and theories learned in class to a variety of real-life situations. Case analysis is extensively used.
Prerequisite: MGMT 221.
432—Strategic Management (3)
Strategic Management is the “capstone course” for Bittner School students, and provides the students with the opportunity to integrate knowledge gained from previous studies. The strategic management process includes the determination of mission and objectives, analysis of environment, strategy formulation and selection, taking action, and evaluation and control. Issues of globalization, ethics, restructuring, and total quality are addressed in the course. In addition to lectures and discussions, students are required to analyze “real world” business cases and design a project to meet a specific managerial need of an organization. The cases and the team project are written and presented in the class.
Prerequisites: MGMT 211, 221, 315. Restriction: Senior status.
455—Database Management Systems (3)
This course is designed as a self-contained introduction for design, implementation, and use of database systems in business organizations. Topics include: objectives of database management and its terminology; physical vs. logical data organization; schemas and sub-schemas; distinctions between the hierarchical, network, relational and object-oriented database models; storage, access, maintenance and security issues; database query languages; distributed data-models and databases; design considerations; functions of the database administrator; and the future of database management systems. The course heavily relies on hands-on experience gained through implementation of working models.
Prerequisite: MGMT 357.
458—Design and Development of Information Systems (3)
This course deals with the concepts and techniques involved in the structured systems analysis and design of computer applications. It introduces the systems life cycle and basic techniques for stating and analyzing information systems requirements. Project planning, preliminary investigation, systems analysis, and the design of systems input, output, and controls are studied. Database management systems concepts and applications are introduced. Hardware/software evaluation, selection, implementation, conversion, and post-implementation review are explored. Computer-Assisted Software Engineering (CASE) is used. Written and oral skills are developed through a significant computer systems project.
Prerequisite: MGMT 357.
461—Marketing Information Systems (3)
This course helps students develop a comprehensive understanding of both the theory and practice of marketing information systems. It explores the nature of electronic commerce and its future prospects and affords an opportunity to apply concepts to real-world situations.
Prerequisites: MGMT 221 and 357.
464—Retirement Planning (1)*
This course deals with both the challenges and the opportunities of planning for retirement. In addition, the course explores the types of tax-deferred retirement plans and investing for retirement.
Prerequisite: MGMT 318.
465—Insurance and Risk Management (1)*
This course deals with the study of risk management. It focuses on identifying a client’s risk exposure and selecting appropriate risk management techniques to deal with those exposures.
Prerequisite: MGMT 318.
466—Principles of Estate Planning (1)*
This course deals with the study of the estate planning process. It examines the fundamentals of federal estate and gift taxation and the specific techniques that can be used to reduce the size of the gross estate.
Prerequisite: MGMT 318.
470—Strategic Financial Management (3)
This course introduces students to the theories behind strategic financial decisions of businesses. Topics include financial forecasting, dividend policy, mergers, and investment banking issues. Case studies are used to emphasize the concepts in this course. Computer analysis is used in the case presentation.
Prerequisite: MGMT315
*It is recommended that the three Financial Planning Modules
(MGMT 464, 465, and 466) be taken during the same semester.
48X—Special Topics in Management (3)
These courses are used as a vehicle to cover special topics in management, which would not normally be offered on a regular basis. The subject area of the course will be indicated by the course number (481 = Finance; 482 = Financial Planning; 483 = Human Resource Management; 484 = International Business Management; 485 = Management Information Systems; 486 = Marketing; 487 = General Business Management), and will be noted in the course title. An example would be MGMT 486 Special Topics in Marketing: New Product Development. In many cases the course may be used to fulfill concentration requirements (contact the professor for details).
490—Internship in Management (1-6)*
This course allows students to work in approved positions in the business community. The number of credits earned through such internships may vary between one and six credit hours. Students who meet the eligibility criteria (please see the Internship Coordinator for details) will usually enroll for the typical one- to three-credit-hour option. Any student wishing to engage in a second internship opportunity which goes beyond the initial three-credit-hour limit must petition for it by submitting a detailed proposal, describing the new position and its expected benefits, to the Internship Coordinator. A second internship can only be taken upon approval of the Internship Coordinator and the Chair of the Management Department.
Evaluation of all internship opportunities centers on the perceived educational value of such an assignment. See the college policy on internships.
Restriction: Second-semester Junior or Senior status.
496—Independent Study (3)*
Independent studies allow students and faculty to work on a special topic or project of mutual interest. This option is typically restricted to seniors. A complete plan of study, signed by both the student and the faculty member who has agreed to oversee the work, should be supplied to the Chair of the Management Department for approval. Such approval will be contingent upon, among other things, compliance with the College guidelines governing independent studies as explained in this bulletin. Completion of the Independent Study/Tutorial form is required.
* Total credits earned through MGMT 490 and 496, in any combination, cannot exceed six (6) credit hours.
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