Schedule of Classes

Overviews classical and contemporary management philosophies and theories. Focuses on managing enterprises in today's rapidly changing global economy. Includes developing strategic vision, planning, organizing, directing and controlling, social responsibility and international management.

Studies the responsibility and authority of a program manager and the integration of program functions in complex organizational structures. Discusses interpersonal relationships within matrix organizations, as well as program conflict resolution and organizational priorities. (Requirement: Prior completion of foundation requirements.)

Examines globalization as it relates to corporate social responsibility (CSR). Analyzes policies and standards, and developing compliance programs and managing key stakeholders. Reviews trends in corporate citizenship, social enterprise and philanthropy. Offers innovative strategies for ethical leadership. Requires written CSR initiative report.

Provides an understanding of the microeconomic forces that influence firm decision-making. Includes competitive markets and market failure, benefit-cost analysis, demand estimation and forecasting, decision-making under risk and uncertainty, production and cost estimation, and market structure analysis.

Focuses on internal reporting to managers for use in planning and control, in making nonroutine decisions and in formulating major plans and policies. Covers cost-volume-profit relationships, flexible budgets and standards, job order and process cost, and cost allocation and accumulation.

Studies the concepts and tools of corporate financial management and financial planning, including capital budgeting, capital structure and net working capital. Considers the importance of ethics in financial decision-making.

Studies the concepts and tools of corporate financial management and financial planning, including capital budgeting, capital structure and net working capital. Considers the importance of ethics in financial decision-making.

Presents existing research, theories and models explaining how individual and group behavior and processes shape the internal dynamics of organizations. Provides the foundation to understand contemporary debates concerning alternative organizational designs and management practices.

Presents existing research, theories and models explaining how individual and group behavior and processes shape the internal dynamics of organizations. Provides the foundation to understand contemporary debates concerning alternative organizational designs and management practices.

Teaches the leadership process and techniques used to train leaders by reading the literature, analyzing cases of corporate leadership and participation in experiential exercises that are used in leadership training. Also reinforces leadership skills of interpersonal interaction, written analysis and oral presentation. (Prerequisites: BUS 5450)

In-depth analysis of industries and competitors, and how to build and defend competitive advantages in forming a successful competitive strategy. Case analysis and management simulation convey the multifunctional nature of decision making at the top management level. Augmented by live-case analyses. Must be taken in the final semester before graduation.

In-depth analysis of industries and competitors, and how to build and defend competitive advantages in forming a successful competitive strategy. Case analysis and management simulation convey the multifunctional nature of decision making at the top management level. Augmented by live-case analyses. Must be taken in the final semester before graduation.

Covers tools and techniques used in project management. Emphasizes how to determine the appropriate tool or technique to use during the different phases of a project life cycle. Provides understanding of theory and the strategic roles of the different tools and techniques available.

Covers planning and managing a project. Uses learned project management concepts. Provides hands-on experience in planning and managing a student project. Gives insight through case studies and real-world analyses. Examines methodology and the importance of a formal process. Includes Organizational Project Management Maturity Model (OPM3).

Formulates and applies the knowledge of project management in an integrative fashion within a project team environment. Requires a written project plan and a significant research paper or challenging project. May serve as the capstone for certain majors. Must be taken during the last 12 credit hours of the program.

Covers a chief information officer's multiple roles in management of computer-based resources, both centralized and networked data center operations with wide-area networks and local-area networks; computer-based systems development/maintenance/security. (Requirement: Background knowledge equivalent to MGT 5014 Information Systems.)

Covers the relationship between information technology and the strategic operational and functional areas of organizations in both global and domestic environments. May serve as the capstone for certain majors. (Requirement: Background knowledge equivalent to MGT 5014 Information Systems.)

Involves a team-based consulting activity for an outside client organization. Requires a project, written report and presentation assessed for synthesis of learned competencies in oral and written communication, critical thinking and systems management. Serves as the capstone for the master's program in systems management. Must be taken during the last 12 credit hours of the program.