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MGMT 610 The Manager in a Technological Society (3) (Formerly ADMN 601)
An overview of the fundamental concepts of organizational theory and design in the context of a postindustrial and increasingly global society. Integrated within the study of organizations are several key knowledge areas essential to today’s manager: the impact of technological and workforce changes on society, organizational ethics and social responsibility, global issues, history of management thought and its relevance for managers today, and systems thinking and the challenges of managing in today’s complex and rapidly changing environment. Study addresses essential concepts in organizational theory and design, including measuring effectiveness, organizational life cycles, options for organizational structure, and becoming the learning organization, providing a knowledge base upon which other core courses build.
MGMT 615 Intercultural Communication and Leadership (3) (Formerly IMAN 605)
Not open to students who have completed MGMT 620, MGMT 625, MGMT 635, ADMN 620, ADMN 625, ADMN 635, ADMN 625C, or ADMN 635C.) A study of organizational communication, leadership, and decision-making skills essential for all managers in intercultural environments. Theories of culture are examined and applied in relation to leadership style and practices, as well as organizational communication across cultural groups. Team development and leadership are explored in an intercultural environment.
MGMT 630 Organizational Theory and Behavior (6)
(Not open to students who have completed MGMT 610, MGMT 615, MGMT 620, MGMT 625, MGMT 635, ADMN 601, ADMN 620, ADMN 625, ADMN 635, ADMN 625C, or ADMN 635C.) An overview of the fundamental concepts of organizational theory and organizational behavior in the context of a postindustrial and increasingly global society. Topics include the impact of technological and workforce changes on society, organizational ethics and social responsibility, organizational communication, leadership and decision-making skills in intercultural environments, the history of management thought and its relevance for managers today, and systems thinking and the challenges of managing in today’s complex and rapidly changing environment.
MGMT 640 Financial Decision Making for Managers (3) (Formerly ADMN 630)
Prerequisite: Knowledge of the materials covered in UCSP 620 and 621, including the concepts of opportunity cost, the time value of money, financial accounting, and financial analysis. An investigation of financial decision making in business, government, and not-for-profit organizations. Emphasis is on the application of financial and nonfinancial information to a wide range of management decisions, from product pricing and budgeting to project analysis and performance measurement. A variety of decision-making tools is employed in the analysis of these decisions. Break-even analysis is used in profit planning. The cost of individual products and services is determined by activitybased costing procedures. Product mix and resource allocation issues are examined using linear programming. Discounted cash flow techniques are used to compare alternative investment opportunities, and the balanced scorecard provides a framework with which organizational performance can be evaluated. In addition, contemporary managerial systems, such as target costing and kaizen costing, are explored as a means of improving operational efficiency. MGMT 640 is a prerequisite for FIN 610.
MGMT 645 Legal Aspects of Management (3) (Formerly ADMN 637)
A study of legal consequences of major issues facing managers in dynamic organizations. The nature and structure of the traditional legal system in the U.S. and current alternatives for resolving disputes are reviewed. Issues such as employment contracts and reference checks, job descriptions and evaluations, employee termination, discrimination, age and handicap regulations, and substance abuse testing in the workplace are considered. Additional topics of discussion include union and nonunion environments, contracts, torts and product liability, business/white-collar crime, and ethics in the workplace. Emphasis is on preparing managers with limited legal experience for dealing with these situations before they develop into workplace crises.
MGMT 650 Research Methods for Managers (3) (Formerly ADMN 638)
Prerequisite: Knowledge of the materials covered in UCSP 630, including data collection techniques, presentation of data in tables and charts, basic descriptive statistics, basic probability distributions, normal distribution and sampling distributions, estimation, and hypothesis testing. A presentation of techniques and methodologies related to the evaluation and utilization of organizational research and evaluation studies in making business decisions. Emphasis is on preparing the student to evaluate and utilize research-based information developed by other individuals. Focus is on the analysis and interpretation of researchbased materials in assessing the performance of individuals, work groups, and organizations. Areas covered include principles of good research design, measurement, appropriate sample size, evaluating research instruments, reviewing procedures for collecting and analyzing data, and evaluating and utilizing existing researchbased materials in solving business problems. Emphasis is on approaches and skills necessary to evaluate research-based materials and their utilization in business decision making. Various approaches to data collection (including the Internet) and utilization that best serve the practical needs of the manager are provided.
MGMT 670 Strategic Management Capstone (3) (Formerly ADMN 651)
Prerequisite: 24 credits including all core requirements. A capstone seminar that investigates how strategy interacts with and guides an organization within its internal and external environments. Emphasis is on corporate- and business-unit-level strategy, strategy development, strategy implementation, and the overall strategic management process. Key elements examined include organizational mission, vision, goal setting, environmental assessment, and strategic decision making. Techniques such as industry analysis, competitive analysis, and portfolio analysis are presented. Strategic implementation as it relates to organizational structure, policy, leadership, and evaluation issues are covered. Emphasis is on the ability to “think strategically” and to weigh things from the perspective of the total enterprise operating in an increasingly global market environment. In addition to integrating prior core content areas through case analysis and text material, investigation covers problems and issues of strategy formulation are investigated through participation in the Business Strategy Game simulation.