MGMT 609: STRATEGIC PLANNING PROJECT
Strategic Planning Project courses are part of the experiential learning that characterizes the Oregon MBA. Student teams are paired up with Northwest companies pursuing opportunities for growth or facing obstacles to growth. Under the guidance of faculty advisors, team facilitators, and outside consultants, students apply classroom lessons and learn what can't be taught in the classroom as they research the company, analyze their findings, and present their conclusions to senior management.
MGMT 610: TECHNOLOGY AND INNOVATION
In this course we will focus on innovation as a strategic process. Students will explore the dynamics of technological innovation, technology strategy formulation, and strategy implementation. The course utilizes a combination of reading and case materials, class discussion, and student projects to provide students with knowledge and skills to assess, formulate, and implement technology strategy.
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 623: NEGOTIATIONS
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.
MKTG 612: MARKET ANALYSIS AND 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
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 FOR 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 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.
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.
SBUS 645: SPORTS PRODUCTS
Strategic and tactical issues associated with the design, manufacturing, costing, licensing, and merchandising of sports products.
