Management

This course is an in-depth study of cost accounting focusing on its role in internal reporting and the resulting decision making processes. It introduces cost terminology and cost flows, standard cost systems, relevant costing, budgeting, inventory control, responsibility accounting, and performance measurement. Students evaluate the foundation, ethics, and basic costing systems employed in the management accounting profession; analyze budgeting, cost behavior, pricing, and profitability concepts and principles; determine how cost allocations, product quality, and investment decisions are applied by management accountants; and determine how current trends in various industries affect cost accounting. Prerequisite: MGMT E-1000 or MGMT E-1600 helpful but not required.

This course focuses on understanding, calculating, and analyzing potential cash flow, tax, and future benefits for representative real estate asset types from a variety of perspectives, including those of a developer, investor, lender, and broker. A framework to analyze the quantitative and nonquantitative risks and rewards of existing and proposed real estate projects is used to make specific financing and investment recommendations. Prerequisites: although no prior real estate experience is required, students must be willing to work with numbers, attend all classes, and participate actively in class discussions. (4 credits)

This course presents financial statement analysis from the point of view of the primary and everyday users of financial statements: company managers, lenders, and stock investors. The objective is to provide the insight with which to recognize and appreciate the messages, biases, and limitations of financial statements. The course reviews basic financial statements and covers issues such as revenue recognition, earnings quality, cash flow, and ratio analysis. Common size statements and trend analysis are done using spreadsheet software, and a company analysis is performed. Prerequisites: MGMT E-1000, or the equivalent required; MGMT E-1600 and MGMT E-2020 helpful. (4 credits)

Employing a carefully engineered financing mix, project financing has long been used to fund large-scale natural resource projects, from pipelines and refineries to electric generating facilities and renewable energy projects. It has also been used on many high-profile corporate projects, including Euro Disneyland and Euro Tunnel. Project financing discipline includes understanding the rationale, preparing the financial plan, assessing the risks, designing the financing mix, and raising the funds. In addition, this technique helps us to understand why some financing plans succeed and others fail. This course provides students with the theoretical and conceptual tools necessary for financial analysis and decision making in relation to project finance. Prerequisite: MGMT E-2000, or the equivalent. (4 credits)

The goal of this course is to develop skills for making corporate investment decisions and for analyzing risk. Topics include discounted cash flow and other valuation techniques; risk and return; capital asset pricing model; corporate capital structure and financial policy; capital budgeting; mergers and acquisitions; and investment and financing decisions in the international context, including exchange rate/interest rate risk analysis. Prerequisite: an introductory accounting course is helpful. (4 credits)

This course introduces the concepts of investment theory and their applications in practice. It starts with an overview of different securities and markets. We discuss portfolio theory, the capital asset pricing model, and other models. The process of equity valuation is examined. This is followed by an introduction to fixed-income securities, options, futures, and other derivative instruments. We also discuss portfolio management. Throughout, the emphasis is on applying theory to practice. Prerequisite: MGMT E-2020, or the equivalent. (4 credits)

Organizations rely on both the public relations and marketing functions to conceive and develop persuasive and promotional written communications targeted to a broad range of audiences. This course gives students the opportunity to draft a collection of strategic, image-oriented organizational documents, including high-impact promotional speeches; bylined feature articles suitable for newspaper and magazine placement; and positioning brochures and newsletters. (4 credits)

To operate successfully in today's culturally diverse business environment, one must be culturally sensitive and culturally competent. This course helps students understand cultural dimensions and differences, and develop skills for more productive interaction with professionals from cultures other than their own. (4 credits)

This course examines strategic challenges of instigating change. With leadership and management as our underlying themes, we explore change in organizations, networks, communities, and society at large. The course discusses domestic and international cases from the public, private, and nonprofit sectors. Although a variety of theories are considered, the emphasis is on developing analytical and practical skills for instigating change in one's own context. Therefore, class sessions mix lecture with discussion and simulation exercises. Students also have the opportunity to work on a "change challenge" of their choice—no challenge is too big or too small, as long as it requires a deliberate change effort that involves them. (4 credits)

This course, which is equally important for women and men, examines leadership and management from a gender-based perspective. Issues covered include leadership styles and their impact, understanding of power, conflict management, ethical decision making, workplace stereotypes, impact on policy making, differences in communication, and approaches to teamwork. (4 credits)

In today's complex organizational environments, working within a team format, whether in a leadership role or as an active participant, requires a different set of skills than going it alone. This course focuses on the role of coaching as an executive function and the challenges of developing an effective communication style. Creativity, conflict resolution, and facilitating innovation are some of the major themes. Other topics explore building a climate of accountability, reducing social loafing, and establishing conditions that provide flow and high performance. The course is highly interactive with practice-based exercises intended to build students' skills as effective, contributing team members. (4 credits)

This course weaves together individual and organizational perspectives on career management. It provides a framework for understanding adult development, career stages and transition, and explores how skills, values, and motivators influence work engagement, job satisfaction, and success. The class also examines the workplace context by looking at career cultures and systems, practices for developing staff, work/life integration, and the multigenerational workplace. (4 credits)

This course is taught in a workshop/seminar format that focuses on conflicts that occur in an organizational context. The emphasis is on diagnosis, analysis, and resolution of conflict within these settings. The format uses lectures, cases, readings, self-assessments, and simulations in an executive development setting. Prerequisite: some management experience. (4 credits)

This course provides a comprehensive introduction to the concept of negotiation and organizational conflict resolution. Starting with a discussion of the meaning of negotiation, it includes a discussion of different types of negotiation strategies and emphasizes the significance of an integrative, collaborative, win-win negotiation approach. A variety of topics are discussed including, but not limited to, some rational and emotional elements in approaching negotiation and conflict resolution, psychological subprocesses, social contexts, individual differences, multiparty situations, and dealing with impasses. Students learn theories of interpersonal and organizational conflict and its resolution as applied to personal, corporate, historical, and political contexts. The course brings out the significance of leadership in approaching and managing a negotiation situation and organizational conflict resolution. (4 credits)

The effective use of human assets is critical to organizational success. Research shows that eight out of 10 employees fail to perform to their potential. This course provides the student with tools to more effectively use human assets to increase productivity. The course explores psychological technologies used to motivate and empower employees, reduce workplace stress, raise emotional intelligence, and create workspace flow. These technologies are integrated with key organizational design tools for creating high performance workplace environments. Design tools that are examined include talent- and competency-based job and workflow design, people and strategy alignment, and use of the learning organization as a structure for increasing employee satisfaction and performance. Prerequisite: a B or higher grade in EXPO E-34 or a satisfactory score on the mandatory test of critical reading and writing skills. (4 credits)

This course discusses the critical issues and concepts of managing effectively in technology-based enterprises, including a study of contemporary organizations, their management processes, and leadership styles. Specific topics include the unique nature of managing in technology; changing roles of managerial leadership, motivation, and teamwork; organizational interdependence; cross-functional collaboration, enterprise systems, and work flow; organizational layers and hybrids; performance measurements; dealing with flexibility, speed, and efficiency; power and resource sharing; the power spectrum in technology management; earned authority, trust, respect, and commitment; conflict management; risk management; innovation and creativity; challenges of the future; new directions, support systems, and career opportunities. The course prepares students for leadership positions in today's technology-based organizations.

Lean/Six Sigma is a set of powerful management tools that promotes process improvement, cost reduction, and significant enhancement of bottom-line profitability. It improves quality, efficiency, and customer satisfaction by eliminating waste and variation. The purpose of this course is to thoroughly examine the theory and application of these methodologies, as well as the practical and tactical applications. Throughout the course we investigate similarities and differences between quality management in manufacturing, service, and health care contexts. The course has three major objectives: to define quality and explore important philosophies and useful frameworks for managers; to focus on the Lean/Six Sigma tools available for continuous process improvement; and to give students a Lean/Six Sigma toolbox that can be used in their professional positions for applications and results. We examine the works of some of the famous quality gurus, including Deming, Juran, Crosby, Ishikawa, and Taguchi. (4 credits)

This course introduces nonmathematical managers to the major quantitative models designed for the planning and effective allocation of human and material resources in support of the organization's strategies, goals, and policies. The course is relevant to the manufacturing, service, institutional, and government sectors, as well as the functional disciplines of management, marketing, finance, operations, and information technology. Topics include integer programming, goal programming, dynamic programming, the transportation method, the assignment algorithm, the shortest route and maximal flow network models, project crashing, and marginal analysis. Prerequisites: college algebra and familiarity with spreadsheets. (4 credits)

Operations and logistics management (OLM) is the science and art of ensuring that goods and services are created and delivered effectively and efficiently to customers. OLM skills are critically needed in industries as diverse as health care, retailing, education, banking, consulting, and manufacturing. Topics include strategy and tactics; process selection, design, and analysis; scheduling and sequencing; lean operating systems; quality control; location selection; facility and work design; performance measurement; simulation, queuing, and supply chain models; project, inventory, and capacity planning; spreadsheets and software. Prerequisites: college algebra and familiarity with spreadsheets. (4 credits)

Crises challenge organizations to respond creatively to high-stakes and novel circumstances. Today not only traditional emergency responders (police, firefighters, and emergency medical teams) must be ready for crises, but also private and nonprofit organizations, as well as a wider spectrum of public sector responders (for example, public health, transportation, and public works). This course takes a managerial perspective on crisis management and emergency preparedness. It focuses both on what responders must do during the critical period of crisis response and on how organizations can prepare themselves for high performance in these situations. It examines which skills and management systems crises demand; considers how to set a course of action, mobilize and coordinate resources, and rally support; and asks how organizations can effectively prepare for crises in advance. (4 credits)

This course introduces the important aspects of managing a business in a global economy. It teaches thoughtful decision making in connection with communications, marketing, human relations, efficiency, and the framework for making sound financial decisions amongst competing strategic priorities and objectives. It analyzes the risks and rewards of different types of management decision making. The course also covers corporate responsibility and ethics. (4 credits)

This course considers the connection between language and thinking, and its role in legal reasoning. How do lawyers think and reason differently from the layman, and how can legal analysis be used by managers who have decisions to make? This is not a course about law; it is about relationships, roles, influences, and the subjectivity of what appears certain. Lawyers work with facts, theories, and rules, like all of us do, and in this course we try to identify the relationship between these concepts, and consider how lawyers grapple with them in a professional way. Are there such things as facts, theories, and rules, or are they just amorphous concepts we have invented? Is there a place for morality in this conversation about facts, theories, and rules? By looking at situations loaded with conflicts and questions, we try to think about them in new ways. We consider how various professionals, particularly managers and lawyers, relate to, discuss, examine, and resolve these problems differently. What are the sources of these different approaches? Languages? Temperament? The duties and scopes of their professions? As we consider different ways to think, we come to be conscious of our own thought processes, and how our thoughts and perspectives change as we consider and reconsider the same problems. (4 credits)

This course looks at the many challenges facing an individual in a complex financial environment. It focuses on achieving long-term success through goal setting, developing financial and life strategies, acquiring personal financial technical knowledge, and managing risk throughout one's life. Case studies are used to practice and reinforce personal financial planning principles. Specific areas of study include managing credit; using consumer loans; general approaches to risk management—life insurance, disability, long-term care, and health insurance; designing investment portfolios using stocks and bonds; fundamental and technical analysis; and using mutual funds and exchange-traded funds to accumulate wealth. Students may not count this course toward a degree if they have completed MGMT E-5121 (previously offered). (4 credits)

This course provides an introduction to the major issues and challenges leaders and managers face in increasing nonprofit organizational effectiveness. Topics include mission statements, ethics and leadership, managerial and financial controls, building organizational capacity, fundraising and revenue generation, marketing and external environment, volunteer management, governance and boards of directors, evaluation of operations and programs, and sustainability. Prerequisite: experience working or volunteering in a nonprofit organization strongly preferred but not required. (4 credits)

There has never been a more interesting time to study the higher education market in the United States. A multitude of factors—the proliferation of programs, increasing costs, shrinking budgets, the growth of online education, the explosion in educational content, the rise of the for-profit sector, and public demand for affordability, accountability, and transparency—have all combined to fundamentally alter the landscape for colleges, universities, and the businesses that serve them. This course is about strategy and competition in higher education and explores how historical context, demographics, globalization, technology, content, the media, policies, and new competitors have played a role in shaping the market for higher education and creating a variety of threats and opportunities for incumbents and new entrants alike. (4 credits)

Not-for-profit organizations, like their for-profit counterparts, must develop the resources and capabilities needed to gain and sustain advantage in their market segments. Developing such competitive advantage is the essence of any organization's management strategy. This course introduces the concept of strategic management, with a focus on the not-for-profit sector, and considers the basic direction and goals of an organization, the environment (social, political, technological, economic, and global factors), industry and market structure, and organizational strengths and weaknesses. The emphasis is on the development and successful implementation of strategy in the not-for-profit sector. (4 credits)

Creating new businesses, capturing new markets, and enhancing performance occur through innovation, improved productivity, or both. New discoveries, new technologies, competition, and globalization compel entrepreneurs and organizations to foster innovation, agility, and performance. This course examines innovation and performance improvement in start-ups and existing firms. It explores business models, strategies, funding, organizational transformation, risks, and barriers for introducing break-away brands, products, and services. Topics include innovation strategies, branding, information technology, process improvement, design, knowledge, and change management. Self-organizing teams create and present proposals for new business ideas. (4 credits)

This course addresses the unique challenges of managing growth companies—rapidly growing private companies with five million to 200 million in annual revenues—and teaches students how to make critical decisions about strategy, execution, people, and cash. Growth companies are the engine of our economy, but too many stall as their business models mature and they outgrow the processes and teams that led to their initial successes. This course prepares current and future growth company leaders for success using company case studies, management simulations, role playing exercises, and group projects. Topics include growth strategy, new product introduction, go-to-market tactics, business model design, scaling the organization, managing change, financing growth, growth through acquisition, managing boards, and exit strategy. (4 credits)

This course offers an overview of the hospitality industry, exploring a wide range of organizations from urban hotels to country inns, from gourmet restaurants to fast food chains, from casinos to theme parks. The complexities of the hospitality industry's structure, including chains, franchising, ownership, and management relationships, are discussed. Industry examples and case studies are used extensively. (4 credits)

The general manager bears responsibility for the performance and well being of an enterprise. This leadership responsibility encompasses three broad tasks: creating a vision of what the enterprise is to be and how it is to get there, developing the organizational capabilities to create and implement this vision, and ensuring that the necessary actions are taken to achieve the desired results. This course examines the job of the general manager in its entirety and how this person can achieve and sustain superior organizational performance through leadership and personal integrity. Prerequisite: three years experience in management or coursework in at least three functional areas (for example, marketing, finance, operations management). (4 credits)

This course helps students become aware of the factors that really influence decision outcomes. Using cases, readings about the latest scientific research, and discussions, students get both practical and academic insights. They should become better at making decisions and much better at understanding and influencing how others decide. (4 credits)

This course focuses on three core marketing strategies: positioning, branding, and building trust. In today's market, almost any product or service can be transformed into a commodity quickly as competitors copy successful products. Students learn how to analyze the competition, and then position and brand products or services in the marketplace to prevent them from being turned into commodities. Case examples are used to illustrate theory as well as how to build, manage, and measure brands. By the conclusion of the course, participants understand the key variables to a successful branding campaign and have a blueprint to use for their own campaigns. Prerequisite: MGMT-6000, or permission of the instructor. (4 credits)

The political unrest in the Middle East in early 2011 has clearly demonstrated that social networks are a force that cannot be ignored. That is true in business as well as in social relationships and in politics. Most top managers are not part of the social media generation and they struggle with both the concept of social media marketing and with its execution. The young marketers who are the target audience for this course are users of social media and are well aware of its power. They generally lack knowledge about how to appropriately and effectively use social media for marketing purposes. Many are trying be advocates for the use of social media in their own organizations, but they often find that very challenging. They also know they need to build their own professional visibility on the Internet, but are unsure how to go about that. This course covers those aspects and more and in the past it has prepared students for new positions or expanded responsibilities in the position they currently hold. Prerequisite: one marketing course. (4 credits)