MGMT 612: MANAGING INDIVIDUALS AND ORGANIZATIONS
Course content is based upon behavioral science concepts and research findings directed toward the understanding of human behavior in various social contexts. Specific objectives of the course include developing an understanding of the design of organizations and their internal systems for achieving performance; the nature of team dynamics and group decision-making, and their influence on organizational performance; and individual cognitive and leadership styles and their impact on group and organizational processes.
MGMT 614: STRATEGIC MANAGEMENT
The purpose of this course is to explore the organization as a whole and its interactions with its environment. Students will gain an understanding of critical contingency issues the organization faces in the environment and how it must manage these contingencies through its structure and strategy to gain competitive advantages. The focus will be on diagnosing and assessing organization situations and to show how large and small firms can be more effective and efficient not only in today's world but in tomorrow's as well.
MGMT 615: LEADERSHIP
Development of skills managers need to be effective leaders in organizations, including communicating, problem-solving, influencing, motivating, delegating, and resolving conflict.
MGMT 620: MANAGING GLOBAL BUSINESS
Focuses on the problems of operating across multiple political and cultural boundaries. Possible topics include corporate strategy, the role of multinational corporations, and international joint ventures.
MGMT 623: NEGOTIATION
Covers negotiation theory, including distributive and integrative bargaining techniques, economic complements, game theory, and alternative dispute resolution. Extensive in-class negotiation simulations are part of the course.
MGMT 625: NEW VENTURE PLANNING
Teams of student entrepreneurs engage in customer discovery, business model development, market opportunity assessment, financial modeling, and launch planning for a new venture. Students will develop presentation materials to communicate the opportunity to customers and/or funding sources under the guidance of instructors and community based mentors.
MGMT 635: RECOGNIZING BUSINESS OPPORTUNITIES
This course introduces the fundamentals of entrepreneurship, which empowers individuals to confront what others see as insurmountable problems and to seek opportunity through technological and business solutions. This course is designed to be valuable for all MBA students who seek to understand the entrepreneurial process.
MGMT 640: SUSTAINABLE BUSINESS DEVELOPMENT
The mandate for corporations to excel not only economically, but also environmentally, remains in place. Yet, many businesses still are not well prepared to take up the cause of environmental stewardship. This is ironic, because in many respects, the environmental movement represents an enormous opportunity for business, both domestically and globally. The purpose of this course is to bring together students from varied backgrounds to appreciate how economic activity impacts the natural environment, to understand the evolution and role of institutions that influence corporate environmental behavior, and to learn how a firm can manage its way to better environmental performance.
MGMT 641: INDUSTRIAL ECOLOGY
Industrial ecology represents a systems approach to the design and manufacture of products (and delivery of services) with minimized ecological impact. It breaks from traditional corporate environmental management approaches by looking beyond the boundaries of individual facilities and firms to consider the industrial metabolism within supply chains, industrial clusters, and geographic regions.
MKTG 610: BRANDING
More and more firms of all types have come to the realization that one of the most valuable assets they have is the brand name associated with their products or services. Despite this recognition, very little attention has been paid to the subject in management education, especially in graduate business programs. The following statement suggests the severity of the problem. To address this oversight, brand strategy is an advanced MBA elective that addresses important branding decisions faced by an organization. Its basic objectives are to
- Provide students with a complete understanding of the consumer and of how consumers develop brand attitudes and behaviors
- Increase understanding of the important issues in planning and evaluating brand strategies
- Provide a forum for students to apply branding strategies in a variety of domains.
The course places particular emphasis on understanding psychological principles at the consumer or customer level that will improve managerial decision-making with respect to brands. One aim of the course is to make these concepts relevant for any type of organization, whether it's public or private, or large or small.
MKTG 612: MARKETING MANAGEMENT
This course introduces the concept of marketing, factors that influence marketing management, and the role of marketing in society and business. The class will address the benefits of market analysis, target customer identification, and development of marketing-mix strategies structured to deliver superior customer value and optimize organizational performance. The objective is to develop skills and knowledge in the areas of consumer behavior, market segmentation, targeting, positioning, product, services, price, place, promotion, and strategic marketing with a sustainable, ethical and socially responsible approach.
MKTG 660: MARKETING RESEARCH STRATEGY
Marketing research as a tool for decision-making. Planning research projects; design, measurement, experimental and non-experimental techniques, analysis and interpretation of data; reporting research results.
MKTG 665: MARKETING STRATEGY
Relationship between marketing and other functional areas of a business. Emphasis on case analysis as a means of acquiring both planning and operational skills.
OBA 533: INFORMATION ANALYSIS AND MANAGERIAL DECISIONS
Teaches techniques to develop information to manage risk and improve decisions. These techniques include data-driven approaches for discovering business trends and strategic opportunities, including techniques for data mining and analyzing empirical data.
OBA 544: BUSINESS DATABASE MANAGEMENT SYSTEMS
Covers techniques for structuring and storing business data, focusing primarily on relational database theory with applied skills for business users, including data warehouses, reporting, and normalization.
OBA 566: PROJECT AND OPERATIONS MANAGEMENT MODELS
Frameworks and solutions for managing complex projects and operations; implementing optimal strategies for producing profitable new products and services in the competitive global business environment.
OBA 577: SUPPLY CHAIN OPERATIONS AND INFORMATION
Strategic and tactical issues pertaining to the distribution and delivery of products and services. Methodologies and systems for designing, tracking, and managing complex global operations.
OBA 588: E-BUSINESS
Fundamental principles of electronic business; effect of e-business on business strategies, processes, customers, and suppliers; assessing the impact of e-business technologies on firm performance.
OBA 612: QUALITATIVE METHODS FOR MANAGERS
This course aims to achieve a level of understanding of statistical inference that enables students to be intelligent consumers of statistical analyses, able to apply some of the more useful analytic techniques including the modeling of relationships among variables and an introduction to classification. Specifically we will cover statistical sampling, estimation, hypothesis testing, and regression (simple, multiple, and logistic).
OBA 613: OPERATIONS MANAGEMENT
This course is designed to address the key operations management issues in manufacturing and service organizations that have strategic as well as tactical implications. Students learn to understand the role of operations management in the overall business strategy of the firm; the strategic and tactical linkages between operations function and other functional areas of the firm; and the application of operations management policies and techniques to manufacturing as well as service sector firms. In addition, the course aims to identify and evaluate comparative approaches to operations management in an international context, as well as a range of tools appropriate for analysis of operating systems of the firm.