Undergraduate Management Courses

Courses

MG 225 Career Management (3 credits)

Prerequisite(s): GB 102 or GB 215

Considers career management from two perspectives - that of the individual managing his or her own career, and that of the organization concerned with the careers of its members. Explores the factors that affect a person's career satisfaction and success. Emphasizes the importance of career management for organizational effectiveness.

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MG 228 Managing Diversity in the Workplace (3 credits)

Prerequisite(s): GB 102 or GB 215

Explores the opportunities and challenges of the United States' increasingly diverse work force. Addresses the knowledge and skills that managers must develop in working with others who are different from themselves. Special attention is paid to the effect of gender and racial diversity on individuals, work groups, and the organization as a whole.  D

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MG 240 Interpersonal Relations in Management (3 credits)

Prerequisite(s): GB 102 or GB 215

Increases awareness of the process of understanding and relating to others in an organizational setting. Designed to deepen insight into the dynamics of relationships and to improve interpersonal competence. Builds a conceptual foundation for understanding interpersonal communication, developing skills in listening, assertiveness and conflict management, and helping students understand the importance of interpersonal issues in a managerial role.  C

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MG 241 Leadership, Power and Politics in Organizations (3 credits)

Prerequisite(s): GB 102 or GB 215

Provides an extensive look at the nature of leadership at work. Analyzes how power is distributed, gained and lost in organizations. Examines problems of influence with respect to major actors in organizational life: superiors, subordinates, peers, clients and government. Pays special attention to the problems of managing one's boss.

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MG 242 Emotional Intelligence at Work (3 credits)

Prerequisite(s): GB 215

Developing one’s emotional intelligence is very much in keeping with working and managing in organizations attempting to meet the challenges of our modern era: globalization, the pervasive impact of technology on communication and human functioning, and the need to adapt to the increasing demands of constant change and uncertainty. It is here that “EQ” is at the center of working, managing and leading effectively. This course provides in-depth study and application of the principles of emotional intelligence to working in organizations. Students will formally assess their own emotional intelligence prior to the start of the course, and each class meeting will be devoted to interpreting and putting a component of emotional intelligence in perspective. Through reading, open discussion, and experiential learning, students will build their emotional self-awareness and crucial competencies such as managing emotions, increasing empathy, self -expression, and creativity.

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MG 250 Human Resources Management (3 credits)

Prerequisite(s): GB 102 or GB 215

Examines various aspects of human resources management, including employment planning, recruitment and selection, performance appraisal, training and development, compensation and benefits, and labor relations. Focuses on personnel problems of major concern to managers in general as well as to professionals in the field of human resources management.

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MG 315 Supply Chain Management (3 credits)

Prerequisite(s): GB 214

Supply chain Management has been recognized as an untapped source of competitive advantage. This course will develop your understanding of supply chain activities (planning, sourcing, producing and delivering goods or services). It is likely that no matter where you work (marketing, finance, or accounting) within an organization and no matter whether you work for a service or manufacturing company, you will need to understand the supply chain process and its interactions both within your organization and with your firm’s customers and suppliers. We will understand how supply chain strategy informs and enables business strategy as well as key business activities such as new product development. We will also address how supply chain functions relate to the use of technology, as well as to the issues of ethics and corporate social responsibility. A variety of teaching methods will be used including case discussions, hands-on excercises and computer simulations.

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MG 316 Service Operations Management (3 credits)

Prerequisite(s): GB 301 or GB 214

Service operations constitute a major, growing segment of the U.S. economy. Although many of the concepts developed for manufacturing firms can be applied to service firms, the unique characteristics of services suggest that these concepts are not directly transferable. Through text assignments, readings and case discussions, the differences between services and manufacturing are identified in areas such as prices design, facility layout, job design, site locations and quality control. A major portion of the course involves a group project on the design, analysis and implementation of a new type of service.

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MG 317 Managing Quality (3 credits)

Prerequisite(s): GB 214 or GB 301

In today's highly competitive business environment, companies recognize the importance of providing high quality goods and services. Quality once provided a firm with a competitive advantage in the marketplace, but this is no longer the case. High quality products are now considered only an "ante" to enter the race to become a world class competitor. The goal of this course is to introduce students to modern quality management principles, methods and tools and to identify the various requirements for the successful implementation of a quality management program.

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MG 330 Managing Global Alliances (3 credits)

Prerequisite(s): GB 102 or GB 215

Global alliances are becoming so important that some argue that we have entered a new age of Alliance Capitalism. This organizational shift from hierarchies to networks, does not come without difficulties, costs and risks. The crossing of organizational and national boundaries, and the partnering with foreign firms to engage in joint activities raises a myriad of issues. The purpose of this course is to illuminate some of the intricacies associated with the effective design and management of global alliances, and in particular to help the students understand global alliance strategies, and gain an understanding of the key strategic, operational and organizational issues that are faced by managers engaged in the design and management of global alliances; develop an appreciation of the potential benefits and risks associated to inter-firm global alliances; and enhance decision-making, problem-solving, and negotiation skills in relation to global alliances.  I

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MG 331 Management of International Operations (3 credits)

Prerequisite(s): GB 102 or GB 215

Views the management problems of enterprises whose interests extend across international boundaries, problems of the formation of international operations and the acquisition of foreign companies, as well as problems arising from the policies of foreign governments. Includes the various cultural and ethical issues confronting the local manager, organizational problems of international companies, and the problems of control and communication.  I

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MG 332 Managing in the Global Business Environment (3 credits)

Prerequisite(s): GB 102 or GB 215

In business, scanning the environment for changes in global forces and issues is critical to forming and implementing strategies for managers. The course takes and in-depth look at socio-cultural and ethical issues, global and regional economic issues, natural environment forces and natural resource issues, political/legal forces and issues (including security issues), and global technological forces and issues. Students will also learn to scan the global business environment using analytical frameworks and to recognize the implications of key forces and issues on the firm's or industry's ability to compete both domestically and globally. Students will learn about the intersection of business, government and society on a global level.
  I

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MG 334 International Management Behavior (3 credits)

Prerequisite(s): GB 102 or GB 215

This course deals with understanding differences in behavior which stem from diverse national cultures and developing tools for effectively managing those differences. Many management concepts, techniques, and systems taught in North American business schools are based on North American cultural beliefs and values. These concepts, techniques and systems may not work as intended in other cultures, and, if used improperly, can compound manager's problems. It contributes to the development of knowledge and skills needed to manage effectively in other cultural environments and/or to work effectively with people from other cultures and develops awareness of the pervasive and hidden influence of culture on behavior, particularly with respect to management and management practices; familiarity with the types of situations and issues which managers often confront when working internationally; and appreciation of the impact on personal behavior of living and working in another culture.

  I

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MG 335 Entrepreneurial Thinking (3 credits)

Prerequisite(s): GB 102 or GB 215

Focuses on all aspects of starting a business: selecting promising ideas, initiating new ventures, and obtaining initial financing. Concentrates on how ventures are begun, how venture ideas and other key ingredients for start-ups are derived, and how to evaluate new venture proposals. Explores business plan development, legal and tax considerations.

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MG 336 New Venture Planning and Financing (3 credits)

Pre- or corequisite(s): MG 335

Covers a broad range of planning and financial activities that occur throughout the life of an entrepreneurial venture. Students gain a "real world" experience in identifying a product or service based on their understanding of a potential customers needs and wants, selecting a flexible low cost business concept to deliver these products or services, determining the financial and human resources needed and detailing the myriad actions and decisions required to transform the vision into reality. Students also focus on the issues related to funding an entrepreneurial venture by exploring the basics of attracting start-up and growth capital, valuing a company and going public.

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MG 337 Managing Collaborative Relationships (3 credits)

Prerequisite(s): GB 102 or GB 215

The course focuses on collaborative business, an emerging discipline that enables individuals and organizations to effectively innovate and grow through collaborative networks. Students gain the mindset, skillset and toolset required to build trusting, purposeful, mutually beneficial collaborative relationships. The course is oriented around current real-world experiences, through which students learn to: 1) identify, measure, and manage relationship-based sources of value for strategic benefit and financial gain, 2) correlate non-financial input of individuals to bottom-line financial outcomes for the organization, and 3) form win-win collaborative relationships with all stakeholders.

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MG 338 Launching Your Business (3 credits)

Prerequisite(s): MG 335 and pre or corequisite MG 336

Note: Formerly MG 340E. This couse may be used as an MG elective, business elective, unrestricted elective and toward the Entrepreneurship minor.

Launching Your Business provides the students with the knowledge and skills necessary to (1) select the businesses that are right for them and (2) execute on their business plans and successfully launch their businesses. During the semester, students will systematically learn and do what is required for the successful launch of most new ventures.

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MG 339 Effective Selling (3 credits)

Prerequisite(s): GB 215

This course is intended to provide the student with a practical real-world understanding of the principles of selling, the sales process and the experiences and skills essential to become successful at selling. The course will place emphasis on the role of sales in business, the necessary “mindset” required, sales process steps and question-based selling techniques to hone in on your prospects needs. The course will also explore various sales structures and compensation options. Sales is actually the process of problem identification and value delivery to a potential buyer. Salespeople develop the skills to discover a buyers “pain” and solve his/her “pain” problems. Good salespeople solve problems for their customers.
Understanding how to sell yourself, your ideas, and your products/services is crucial to your success. Everyone can benefit from a better understanding of the sales process and its role in the marketplace. In a sense, we are all salespersons.

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MG 340 Selected Topics in Management (3 credits)

Prerequisite(s): GB 102 or GB 215

Examines a different management theme or themes in each semester. Currently planned are the following topics: organizational change, management of innovation, managerial and professional negotiations, and managing effective work groups.

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MG 341 Introduction to Management Consulting Skills (3 credits)

Prerequisite(s): GB 102 or GB 215

This course introduces students to the fundamentals of management consulting. Students will learn about the basics necessary for internal and career consulting and to be good consumers of consulting services. Course topics include the consulting process, skills for project, team, and client management, the ethics of consulting, careers in consulting, practice areas in the consulting industry, and issues surrounding effective use of consultants. Case studies and experiential exercises will be used extensively.

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MG 342 Managing Technology-based Organizations (3 credits)

Prerequisite(s): GB 102 or GB 215

Presents an overview of the specific concepts, principles and techniques needed for managing today's technology-based organizations. The role of the technical manager as a team leader is examined, together with important techniques for planning, organizing and controlling technical work.

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MG 343 Project Management (3 credits)

Prerequisite(s): GB 102 or GB 215

Discusses the specific concepts, systems and techniques for managing projects effectively. Leads the student through a complete project life cycle, from requirements analysis and project definition to start-up, reviews and phase-out. The project manager's role as team leader is examined together with important techniques for controlling project costs, schedules and performance. The course employs a combination of lectures, case analyzes, business/project simulations, videos and group discussions to develop the conceptional understanding and operational skills needed for effective managerial role performance.

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MG 345 Organization and Environment (3 credits)

Prerequisite(s): GB 102 or GB 215

Explores issues in organizational theory and macro-organizational behavior. Focuses on the changing environment of business and the implications raised for organizational structure and design, organizational effectiveness, internal organizational dynamics including culture and culture change, and organization-environment relations.

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MG 350 Personnel Policy (3 credits)

Prerequisite(s): MG 250

Explores the repercussions in organizations of human resource policies in such areas as recruitment, selection, promotion, performance appraisal and compensation. Considers the impact of various human resource guidelines and rules on such critical factors as productivity, turnover, employee morale and managerial flexibility.

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MG 351 Human Resource Training and Development (3 credits)

Prerequisite(s): MG 250

Note: Formerly MG 340

This course is about the impact of the Training and Development aspect of human resources management in the current global world of business. Regardless of career direction, it is critical to be knowledgeable of training and development practices, policies, and environments impacting businesses. While the training and development tools of human resource management are the business tools discussed, these tools will be studied and learned in the context of business impact, human dynamics, and organizational as well as individual capacity.

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MG 360 Negotiating (3 credits)

Prerequisite(s): GB 102 or GB 215

Explores the theory and practice of negotiating, with a special emphasis on developing students' analytical, communication and interpersonal skills. Develops both an understanding of bargaining concepts and models and the skill to apply this knowledge in actual negotiating situations. Uses role plays and simulations to increase student involvement and to deepen understanding of negotiating principles.  C

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MG 365 Theory & Mangement of Nonprofit Organizations (3 credits)

Prerequisite(s): GB 215 or GB 102

This course focuses on the wide range of nonprofit organizations, their special management problems and the various strategies that nonprofits employ to stay viable and healthy as well as to grow. Though the nonprofit sector includes organizations that range from theatre groups to environmental groups to social advocacy groups, and many more, there are common management problems that occur in most nonprofits. The course will focus on exploring these common problems and strategies for managing them. The areas of particular interest in this course are: Resource Acquisition and Dependence; Leadership and Management of Human Resources; and Strategy and Performance. A range of pedagogical approaches will be used including case analysis of actual nonprofits; discussion of articles at the forefront of nonprofit research; short research papers, examinations/quizzes and a term project.

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MG 401 Directed Study in Management (3 credits)

Prerequisite(s): Instructor's and department chairperson's permission

Permits superior students to study special topics. Allows repetition for credit.

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MG 421 Internship in Management Practice (3 credits)

Prerequisite(s): GB 102 or GB 215, internship coordinator's permission and a 3.0 cumulative average (or a 3.3 cumulative average for the previous two semesters or a 3.3 cumulative average in at least 12 credit hours in management courses)

Offers a field-based learning experience for selected full-time students in business and management. Requires the student to select a seminar project related to his or her internship experience in consultation with the internship adviser. Requires students to attend regular seminar meetings, submit progress reports, and prepare a substantial report on academic concepts related to the work experience.

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PRS 339 Effective Selling (3 credits)

Prerequisite(s): GB 215

Note: Formerly MG 339

This course is intended to provide the student with a practical real-world understanding of the principles of selling, the sales process and the experiences and skills essential to become successful at selling. The course will place emphasis on the role of sales in business, the necessary “mindset” required, sales process steps and question-based selling techniques to hone in on your prospects needs. The course will also explore various sales structures and compensation options. Sales is actually the process of problem identification and value delivery to a potential buyer. Salespeople develop the skills to discover a buyers “pain” and solve his/her “pain” problems. Good salespeople solve problems for their customers.
Understanding how to sell yourself, your ideas, and your products/services is crucial to your success. Everyone can benefit from a better understanding of the sales process and its role in the marketplace. In a sense, we are all salespersons.

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PRS 421 Professional Sales Internship (3 credits)

Prerequisite(s): MG 339 or PRS 339 and MK 343 or PRS 343. Six credits in Professional Sales Major completed before the start of the internship. Minimum overall GPA of 3.0 and junior or senior standing.

The internship offers a field-based learning experience for selected full-time students in professional sales. Requires the student to select a seminar project related to his/her internship experience in consultation with the internship advisor. Requires students to attend regular seminar meetings, submit progress reports, and prepare a substantial report on academic concepts related to the work experience.

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