| 202 |
Organization, Management, and Leadership (3) |
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Integrates organizational concepts with management principles and theory applied to public and private organizations. Management thought, functions, and practices. Current management approaches and future challenges. Theories of managerial leadership, leadership issues, and problems in organizations at higher levels. |
| 210 |
Managerial Economics (3) |
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| |
Intermediate-level micro- and macroeconomic theory and its application in public and private-sector decision making. Demand, production, costs, investments, market structure and strategy, and market outcomes. Interpretation of economic conditions and theory and practice of monetary and fiscal policy. International economic and financial systems and trade theory. |
| 212 |
Corporate Political Strategy (1 to 3) |
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The political, legal, economic, social, and ethical forces that act on business. Critical and strategic examination of the interaction of the market system and public policy process in the development of law and regulation. |
| 214 |
Data Analysis and Decision Making (3) |
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| |
Theory and methods of business decision making, including intelligence, design, and choice. Useful approaches in cases of multiple objectives, compensatory and noncompensatory decision approaches, uncertainty and statistics, analytical models, and quantitative and qualitative measurement skills. |
| 216 |
Marketing Management (1 to 3) |
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| |
The marketing process from the firm's viewpoint. Market analysis, product planning, channels of distribution, pricing, and promotion. Approaches to financial, operational, and international market considerations. Analyzing market opportunities; researching and selecting target markets; marketing decision support systems; designing a marketing plan. |
| 220 |
Operations Management (1 to 3) |
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| |
Application of decision models to operational problems. The information, structure, and decision needs of the organization in designing and managing its operations and services. |
| 221 |
Strategic Management and Leadership (1 to 3) |
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| |
An introduction to the strategic management process with emphasis on implementation. Personal and organizational perspectives on the effective leader. Corporate executive leadership in a turbulent and competitive environment. (Fall) |
| 222 |
Financial Accounting (3) |
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| |
The role of accounting in the decision-making process of management and external parties. Interpretation of financial statements for the guidance of management. Interpretation and implementation of financial accounting. |
| 224 |
Managerial Finance (3) |
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| |
Long-term financing and current operations, investment decisions, and dividend policy. Financial analysis, business theory, and policy and practice in financial management. The role of capital formation and the relationship of public policy and the structuring of interest rates. |
| 226 |
International Economics (1 to 3) |
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| |
A foundation for assessing international economic and financial developments as they affect corporate business activity. How nations develop and sustain competitive advantage. The role of the multinational firm, economic transformation, and the internationalization of economies. |
| 230 |
Management of Technology and Innovation (1 to 3) |
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| |
Business, technological, economic, and political factors influencing the development of new technical products, processes, and services. Competitiveness of firms in global markets. |
| 240 |
International Business Strategy and Practice (1 to 5) |
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| |
The changing international environment and its impact on domestic and foreign multinational corporations. International finance, marketing, strategy, negotiations, and product policies. The economic, cultural, and political aspects that influence market conditions. |
| 250 |
Financial Strategy (3) |
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| |
Decisions made by financial managers about working capital, fixed assets, and sources of financing in the context of world-wide business operations. Examines securities markets from the dual viewpoints of the company as a user of capital and investors as suppliers of capital. The relationship of risk and return and the value of securities. |
| 254 |
Managerial Accounting (3) |
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The role of accounting in the management decision-making process. Costing systems, cost behavior analysis, responsibility accounting, and volume–profit relationships. Budgeting for financial planning and control; pricing and product mix decisions. |
| 257 |
Entrepreneurship and Creation of New Ventures (3) |
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The process of innovation and entrepreneurship in the creation of new ventures. Access to venture capital; tax considerations; marketing new products and services. Approaches to managing small ventures, including technology-based ventures, and management for venture innovation in large and small organizations. |
| 261 |
Human Resource Management (2) |
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Interpersonal and group dynamics in various organizational settings; direct managerial intervention in the process of organizational development. Issues and opportunities in managing outside one's own culture; executive selection and development; current personnel management practices and procedures. |
| 262 |
IT Strategy (1 to 3) |
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| |
Approaches for developing strategy planning, and implementation of information systems and information technology for business objectives. |
| 263 |
Executive Decision Support (2) |
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Theory and methods of decision making in business and organizational situations. Judgmental forecasting, including statistical modeling, forward/backward planning process, conflict resolution, quality management, and value assessment. Use of computational tools, including spreadsheets, in forecasting. |
| 264 |
Marketing Strategy (3) |
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Complex marketing problems involving policy and operational decisions. Marketing strategies in the perspective of environmental forces and business functions. The marketing research process. Marketing of intangibles and new and existing services, including service product decisions and planning. |
| 266 |
Advanced Topics (2) |
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Problems in international finance, including the evolving international payments system and effective business practice regarding the international financial markets. International business strategies for the fast-growing economies of Southeast Asia, China, and Latin America. Strategic alliances, market entry, trade and investment, government relations, and business operations. |
| 270 |
Strategy Formulation and Implementation (3) |
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Approaches to formulating strategies that enable organizations to adapt to changing social, technological, economic, and political conditions. Strategic management from the general manager's perspective; evaluation and control of strategy in various types of organizations. |
