Undergraduate Courses
241. Legal Environment of Business
(5). Pr., AC 100 or permission of dean.
Structure and operation of our legal system and its relationship
to the modern business environment.
280. Essentials of Management (5). (Non-Business majors only.)
Application of management principles in organizations. Includes
evolution of management theory, planning and goal setting,
leadership, organization theory, authority and group relations,
motivation theory, communication, directing, decision making, and
managerial controls.
310. Management of Organizations (5). Pr., MN 241, EC 202, IS 207, upper division standing.
Overview of the major theoretical and
applied areas of managing the internal and external environments
of business. The theoretical components of this course provide
the knowledge base needed to learn various applied managerial
tools.
340. Business and Society (5). Pr., junior standing.
A study of the relationship between specific pressures from the
external environment and the business actions necessary to manage
that relationship. A view of the social, political, legal, and
economic components of society is included. Major emphasis is
placed on cost-benefit analysis and action consequences, and
analysis of various managerial responses to social demands.
342. Legal Aspects of Business
Management (5). Pr.,
upper division standing.
Legal principles for business persons and accountants, covering
secured transactions, real property, and negotiable instruments.
Special emphasis is placed on the laws applicable to agencies
(including the employer-employee relationship), partnerships, and
corporations.
346. Organizational Behavior (5). Pr., EH 306 or
concurrently with EH 306, upper division standing.
Basic grounding in the behavioral sciences related to the
management of people in organizations, the theories of managing
employees, and managerial practices that enhance the effective
leadership and motivation of employees.
369. Organizational Consultation (5). Pr., MN 346.
Competencies in role entry and development, data collection,
intervention, and evaluation are gained through class exercises
and projects. The focus is on developing a problem-centered
approach to intervening in organizations that minimizes reliance
on programmed techniques and maximizes collaborative innovation
between client and consultant.
401. Entrepreneurship (5). Pr., MT 331, MN 310, and FI 361.
Covers the entrepreneurial process from conception to birth for a
new venture. It concentrates on attributes of entrepreneurs,
searching for opportunities, and gathering resources to convert
opportunities into a business. Students learn how to evaluate
entrepreneurs and their plans for new businesses. Students work
in teams to write a business plan for a new venture that they
have conceived. Same as MT 401.
410. Business Ethics (5).
Pr., MN 310.
This course will research, discuss and evaluate current ethical
issues in business today. It is designed to stimulate thought and
discussion among business majors concerning the day-to-day
ethical problems and decisions of the business world.
425. Managing Diversity (5). Pr., MN 310, upper division standing.
An in-depth examination of the impact that employee diversity has
on individuals, businesses, and society. The course encourages
students to look positively at all types of differences and view
them as opportunities. Topics include effective cultural
diversity models that examine perceptual errors and biases,
conflict and polarization, structures for cooperation, and
alternatives to Affirmative Action.
434. Purchasing (5). Pr., MT 331, junior standing.
Objectives, control, and the direction of industrial purchasing.
(Same as MT 434.)
439. Small Business (5). Pr., EC 201 and EC 202, FI 361, MN 310 and MT 331.
Course focuses on selected elements and issues which are critical
to the success of starting and managing a small business
including getting started in a business, franchising
opportunities, business plans, financing sources, outside
assistance, using secondary information, and government and
export market opportunities.
450. Leadership for a Changing World
(5). Pr.,
MN
310,
upper division standing.
This course covers the most current management practices needed
for organizational survival and excellence. Topics include
re-engineering, managing cultural change, managing innovation in
a learning organization, teamwork, and autonomous work groups..
467. Organizational Change and
Development (5). Pr.,
MN
346.
Concentrates on providing students with understanding, knowledge,
skills, and techniques to help individuals facilitate change in
organizations. Strategies and tactics used in organizational and
social developments in the past will be critically examined for
their relevance to the future.
470. International Business (5). Pr., MN 310, MT 331, or junior standing.
Fundamentals of exporting/importing and doing business with
foreign businesses. Includes information sources, special trade
agreements, trade incentives/barriers, and financing and
organizing for exporting/importing. Foundation provided for
understanding economic, social, cultural, and legal factors as
they relate to doing business with foreign businesses.
473. Logistics Management (5). Pr., MT 331.
Fundamentals of supply and distribution management in business
concerns. Includes plant location, inventory control,
warehousing, and office management. Total movement control from
raw material to ultimate consumer is emphasized. (Same as MT
473.)
475. International Business Management
(5). Pr., EC 305, upper division standing.
This class will build on the international economics and finance
course by showing how economic and financial factors influence
the strategy formulation and management of a firm witshing to
engage in international trade. Other topics covered are managing
culture's consequences, global human resource management,
managing andf organizing multinational enterprise, and global
strategic management.
476 International Law (5). Pr., upper division standing.
A survey of domestic and foreign laws and treaties as they affect
international business transactions.
480. Strategic Management (5). Pr., all other upper division business
core courses (EC 305, MT 331, FI 361, MN 310, MN 346, QM 400) and senior standing.
This is the capstone course in the School of Business and
integrates the knowledge gained in the core business curriculum.
It forces a total enterprise perspective. The students develop
the ability to think strategically about an organization and how
it can gain sustainable competitive advantage by crafting a
business strategy.
490. Special Problems (1-5). Pr., junior standing.
Variable content in the management area.
495. Internship in Management (1-5). Pr., departmental approval.
Practical experience that enables students to integrate academic
knowledge with applications by exposure to business,
governmental, and other organizational environments. May be
repeated up to ten (10) hours. Only the grades of "S"
(Satisfactory) and "U" (Unsatisfactory) will be
assigned. Free elective credit only.
Graduate Courses
600. Survey of Management (2.5). Pr.,
graduate standing.
A survey of management principles to expose students to the role
of management in today's changing environment and the various
processes and strategies needed to manage organizations more
effectively. May not be used as an elective.
601. Survey of Business Law (2.5). Pr.,
graduate standing.
A survey analysis of the essential aspects of the laws affecting
the contemporary business manager. May not be used as an
elective.
612. Strategic Human Resource
Management (5).
Pr., MN
600,
graduate standing.
An analysis of human resource planning, policy -making, staffing,
compensation, labor relations, employee performance
management/development, and occupational safety/health from a
strategic perspective.
613. Changes or Else (5). Pr., MN
600,
graduate standing.
A study of organizational systems in a rapidly changing
environment with an emphasis on organizational design and
evelopment. Emphasis on state-of-the-art management practices and
current issues such as quality management, business process
re-engineering, organizational culture, and innovation.
615. Managing People (5). Pr., MN
600,
graduate standing.
The course is designed to enhance awareness of how organizational
problems can arise from poor people skills, to understand how
problems can be minimized or solved by improved people skills,
and to develop more effective people skills.
640. Managing the Legal Environment
(5). Pr.,
MN 600, graduate standing.
The essential features of managing the legal environment of a
business, including the legal system, and the law of contracts,
sales, agency, business organizations, securities laws,
negotiable instruments, debtor-creditor relations, vcommercial
paper, employment and labor law, as they relate to the management
function of U.S. and international business transactions.
641. Ethical and Social Responsibility
in Business (5).
Pr., MN
600,
graduate standing.
analysis of current ethical and social responsibility issues in
business today. Emphasis on the evaluation of ethical problems
and social responsibility challenges facing business leaders.
642. Employment Law (5). Pr.,
graduate standing.
Examination of laws affecting the employment relationship.
Emphasis is placed on common law "at will" principles,
employee personal rights, equal employent opprotunity, civil
rights, workers compensation and wages and hour legislation.
651. Contract Managtement (5). Pr., none.
This course focuses on the contracting and acquisition
processesused to obtain and support facilities, operations, and
systems. A brief overview of contracting principles leads into an
examination of the acquisition environment. The course covers
processes, requirements, specification, planning, solicitation of
bids, selection of vendors, contract awards, contract
administration, and evaluation. The course also addresses ethics
and government reform initiative. The overall objective is to
help students understand the role of contracting in the
acquisition process as a developer, supporter, or manager.
652. Government Contract Law (5). Pr., none.
The course is designed to privde the student with useful
knowledge of law applicable to government acquisition contracts
and to develop a comprehension of the legal significance of the
contents of the contractual instrument as it affects both the
contractor and the government. subject material r4eviews basic
legal principles, sources of contract law, modifications,
terminations, remedies, interpretation of contract language,
award law, government property, defective pricing data, patent
and data law, ethics, labor law, and law involving the flow of
contract monies. Course content will also include acquisition
reform, Court, Board and Comptroller General ruling will be
studied, stressing the contractor and government interface and
current interpretation of regulations, statutes, and contract
clauses.
660. Staffing Organizations (5). Pr., MN
600,
graduate standing.
An in-depth study of the HRM sstaffing function. Course work
includes job analysis, performance evaluation, recruitment,
statistical bases of selection, selection techniques, costing
selection effectiveness, and legal issues in staffing.
675. International Business Management
(5). Pr.,
graduate standing.
This course focuses on the unique issues of managing in a global
environment, such as the influence of trade agreements and
financial policies on the strategic formulaation and management
of a firm engaged in international trade. Other topics covered
are managing culture's consequences, global human resource
management, managing and organizing the multinational enterprise,
and global strategic management.
676. International Business Law (5). Pr.,
graduate standing.
A survey of domestic and foreign laws and treaties as they affect
international business transactions.
680. Synergistic Organizational
Strategy (5).
Pr., 30 graduate core hours, or permission
of dean.
Focuses on building the viewpoint and skills required of the
general manager in solving complex business problems. builds upon
previous M.B.A. course work by integrating the functional and
technical areas to provide a complete business perspective. Oral
and written communications are emphasized using the case method
and group projects.
685. Advanced Labor Law and Collective
Bargaining (5).
Pr., MN
600,
graduate standing.
Analysis of legislative, legal responsibilities of private sector
employers and workers, collective bargaining procedures, and
union-management cooperation. A study of the theories and
practices of negotiating and administering collective bargaining
agreements with emphasis on relevant public policy issues
affecting the private sector.
690. Special Problems (1-5). Pr.,
graduate standing.
Variable content in the management area.