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.

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.

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.

Surveys personnel management practices and procedures, including wage and salary considerations, employee benefits and incentives, and labor-management relations. Emphasizes the individual within the organization and the development of the human resource.

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.

Examines the leadership challenges inherent in managing a technology-oriented enterprise. Presents various leadership approaches and describes their application in managing innovation and technology. Also addresses the role of leadership in system design and development in integrated product teams.

Introduces programming in an object-oriented language. Includes data structures. Aims to turn students with little or no programming experience into comfortable programmers. Also includes algorithms for use with stacks, queues and lists. Required for CIS majors.

Follows CIS 5100 and covers advanced programming techniques and methodologies for engineering the same. Encourages algorithm exploration and comparison, and demonstration of a superior level of programming expertise in an object-oriented language. Covers advanced data structures. Required for CIS majors. (Prerequisites: CIS 5100)

Introduces system architecture including the specifics of computer arithmetic, memories, the CPU, input/output and peripherals. Includes hardware elements and how they fit into a complete computer system along with combination logic, gates and Boolean algebra. Required for CIS majors.

Explores the algorithms, protocols and mechanisms representing traditional single processor and multi-user operating systems. Emphasizes process management and synchronization, threads, memory management, virtual memory and process scheduling. May require a research paper and/or programming assignments. Required for CIS majors. (Prerequisites: CIS 5100)

Studies concepts, principles, issues and techniques for managing corporate data resources. Includes the management of organizations with network security and data integrity as primary goals. Covers roles and responsibilities of managers across the enterprise.

Covers managing and delivering a software project from inception to delivery. Includes initial and detail planning, the project life cycle, risk assessment, resource planning, project monitoring and timeliness, cost and customer management, change control, configuration control and version control. Uses project and configuration management software.

Acts as program capstone course that entails design and implementation of a significant project within the purview of information systems. Requires students to propose a project and have it approved by the instructor. Noncredit for computer science or software engineering majors. Required for CIS majors. (Requirement: Academic unit head or program chair approval.)

Principles and techniques for establishing quality goals, identification of customer needs and requirements, measurement of quality objectives and product/process engineering to improve system performance.

Principles of project management to design and develop products and services within budget, on time and to specification. Includes work planning, organization design, requirements analysis, project control and PERT/CPM.

Studies accounting concepts, the accounting model, measurement processes, financial statements, financial analysis, the accounting cycle, monetary and fixed assets, inventory, current and long-term liabilities, and equity structures of partnerships, proprietorships and corporations. Noncredit for MBA majors.

Studies accounting concepts, the accounting model, measurement processes, financial statements, financial analysis, the accounting cycle, monetary and fixed assets, inventory, current and long-term liabilities, and equity structures of partnerships, proprietorships and corporations. Noncredit for MBA majors.

Studies accounting concepts, the accounting model, measurement processes, financial statements, financial analysis, the accounting cycle, monetary and fixed assets, inventory, current and long-term liabilities, and equity structures of partnerships, proprietorships and corporations. Noncredit for MBA majors.

Covers concepts and tools of corporate financial management including corporate financial planning, forecasting, budgeting, quantitative techniques and practices. Considers the importance of ethics and the international aspects in financial decision-making. (Requirement: Background knowledge equivalent to MGT 5000 Financial Accounting.)

Studies methods of collecting, analyzing and interpreting data for managerial decision making. Includes data presentation, measures of central tendency, dispersion and skewness; discrete and continuous probability distributions; sampling methods and sampling distributions; and confidence interval estimation of parameters and tests of hypotheses. Noncredit for MBA majors.

Studies methods of collecting, analyzing and interpreting data for managerial decision making. Includes data presentation, measures of central tendency, dispersion and skewness; discrete and continuous probability distributions; sampling methods and sampling distributions; and confidence interval estimation of parameters and tests of hypotheses. Noncredit for MBA majors.

Examines known and anticipated international laws and treaties governing access to and ownership of outer space. Explores international and cross-national issues relating to launch and maintenance of orbiting vehicles/stations and surface bases in space. Also explores issues relating to legal liabilities from accidents or incidents in outer space.

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

Covers the contributions to management theory made by the behavioral sciences. Gives a better understanding of the human being and why he acts as he does. Studies individual and group behavior. Extensively uses current periodicals and case materials.

Studies the concepts, theory, research and operational problems of modern organizations. Includes classical and modern organizational theory, emphasizing the latter. Covers recent research findings and the theory of human relations in industry. Involves students in case studies.

Addresses 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.

Covers concepts, tools and techniques for evaluation of research proposals and studies. Involves designing, conducting, evaluating and presenting oral and written forms of research. Assignments build on quantitative and qualitative research methods. Recommended for the graduating semester. May serve as the capstone for certain majors. Must be taken during the last 12 credit hours of the program.

Studies how to understand, analyze and effectively deal with issues such as jurisprudence, contracts, property, agency, partnerships, corporations, sales, commercial paper and secured transactions. Also studies aspects of the Uniform Commercial Code. Noncredit for MBA majors.

Explores issues surrounding the employment of human resources in various organizational settings using lectures/guided discussions and case studies. May include recruitment/selection, job analyses/evaluation, equal employment opportunity, training/development, compensation/benefits, appraisal, labor relations, health and safety, and separation/retirement.

Critically examines the impact of technology on the legal system and social organization, origin and methodology of the common law. Provides a framework for analyzing social change caused by advancing technology. Analyzes legal concepts from the standpoint of societal reaction to technology. Uses the case study method.

Critically examines the impact of technology on the legal system and social organization, origin and methodology of the common law. Provides a framework for analyzing social change caused by advancing technology. Analyzes legal concepts from the standpoint of societal reaction to technology. Uses the case study method.

Provides techniques for evaluating public policies and programs. Discusses analytical and other methods in the context of federal, state and local government applications. Includes case studies to reinforce the practical application of evaluation techniques in public sector organizations. As program capstone, requires significant research activity.

Addresses the management of evolving systems. Emphasizes planning and support requirements of the system during its life cycle. Includes maintenance planning, physical distribution, manpower requirements, facilities and equipment needs, documentation, systems integration and other support requirements.

Analyzes logistics as a science and provides a comparative analysis of different policy considerations. Reviews the role of logistics in organizational policy and problems, and future trends in logistics. Involves a significant research paper or challenging capstone project designed to demonstrate mastery over the complete curriculum.

Includes management techniques and methods related to the life cycle management of material. Addresses material management systems and concepts of standardization, modernization, material reserve, cataloguing, pro-ordering, storage and distribution.

Covers cost effectiveness, trade-off analysis, system effectiveness model structure, criteria for evaluation of alternative systems, principles of cost accounting and cost estimating for system life cycle. Includes basic math for cost-effective analysis, computer tools for economic modeling and risk assessment. (Requirement: Background knowledge equivalent to MGT 5006 Introductory Managerial Statistics.)

Covers cost effectiveness, trade-off analysis, system effectiveness model structure, criteria for evaluation of alternative systems, principles of cost accounting and cost estimating for system life cycle. Includes basic math for cost-effective analysis, computer tools for economic modeling and risk assessment. (Requirement: Background knowledge equivalent to MGT 5006 Introductory Managerial Statistics.)

Combines lectures, class discussions on assigned topics and case analyses. Includes the role of SCM in the economy and organizations; customer service; SCM information systems; inventory management; managing materials flow and handling; transportation; warehousing; computerization and packaging issues; purchasing; global logistics; organizing for effective SCM; methods to control SCM performance; and implementing SCM strategy.

Covers advanced theory and practice of supply chain management including operational and logistics support. Provides an understanding of strategy, organizational structure and new technologies in SCM. Includes the Internet and its effect on SCM, and the concepts and tools used in SCM. Examines requirements, specifications, planning, program design, and maintenance and quality assurance of SCM systems. (Requirement: Background knowledge equivalent to MGT 5065 Supply Chain Management.)

Provides a comprehensive introduction to epidemiology. Examines epidemiology concepts and tools as they relate to the improvement of decisions about the management of of health services. Presents and reinforces basic principles with healthcare management applications and case studies.

Explores how action research places community engagement and outreach at the center. Includes improving approaches that lead to upgrades in healthcare practices and activities. Draws on working experiences, researching and engaging with those using a collaborative, participatory approach. Serves as the capstone for the healthcare management program.

Examines the practical tools of strategy, planning and implementation at business and corporate levels. Covers the primary challenges of projects (scope, time, budget). Provides fundamental techniques and principles. Follows national standards for successful Project Management Professional(r) (PMP) certification.

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 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).

Systematically approaches risk management from project initiation to project planning, implementation, control and closeout. Discusses various techniques and models for qualitative/quantitative risk assessment and risk management in areas such as cost, schedule and outputs. (Requirement: Background knowledge equivalent to MGT 5006 Introductory Managerial Statistics and MGT 5017 Program Management Concepts.)

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.

Independent study with a faculty member in some area of management in greater depth than is normally possible in a regular class. Requires a comprehensive term paper.