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Organizational Theory and Behavior

MGMT 630 | 6 Credits

Course Desc: (Not open to students who have completed MGMT 610 or MGMT 615.) An overview of the fundamental concepts of organizational theory and behavior. The goal is to evaluate management theories relevant to a manager¿s role, design organizational structure to maximize decision making, and recognize the significance of systems thinking to the contemporary organization. Topics include the human skills that are relevant to the success of the manager within the workplace. Discussion covers the impact that individual characteristics, team dynamics, communication, and organizational culture have on developing effective and committed employee performance. Students who receive credit for MGMT 630 may not receive credit for MGMT 610 or MGMT 615.

Strategic Management Capstone

MGMT 670 | 3 Credits

Course Desc: Prerequisite: Completion of 24 credits of program coursework, including all core courses. A capstone investigation of how strategy interacts with and guides an organization within its internal and external environments. Focus is on corporate- and business unit-level strategy, strategy development, strategy implementation, and the overall strategic management process. Topics include organizational mission, vision, goal setting, environmental assessment, and strategic decision making. Techniques such as industry analysis, competitive analysis, and portfolio analysis are presented. Discussion covers strategic implementation as it relates to organizational structure, policy, leadership, and evaluation issues. The ability to think strategically and to weigh things from the perspective of the total enterprise operating in an increasingly global market environment is emphasized. Case analyses and text material are used to integrate knowledge and skills gained through previous study.

Organizational Behavior

MGMT 615 | 3 Credits

Course Desc: A study of organizational culture and the management of individual and team behaviors that contribute to an organization¿s sustainability. The objective is to analyze the role of management in creating and sustaining an organizational culture that promotes the organization¿s purpose and vision and to apply the communication, management, and relationship-building skills crucial to the success of the manager within the workplace. Focus is on the human skills that are relevant to the success of the manager within the workplace. Topics include the impact that individual characteristics, team dynamics, organizational communication, and culture have on employee performance and commitment.

Financial Decision Making for Managers

MGMT 640 | 3 Credits

Course Desc: An exploration of contemporary managerial practices related to financial decision making in business, government, and not-for-profit organizations. Emphasis is on fundamental concepts of financial accounting and economics, including opportunity cost, the time value of money, and financial analysis. The objective is to apply financial and nonfinancial information to a wide range of management decisions, from product pricing and budgeting to project analysis and performance measurement. Topics include decision-making tools such as break-even analysis, activity-based costing procedures, and discounted cash flow techniques. Activities require extensive use of Microsoft Excel.

Statistics for Managerial Decision Making

MGMT 650 | 3 Credits

Course Desc: Prerequisite: Knowledge of the fundamentals of statistical methods, techniques, and tools. An examination of how managers organize, analyze, and interpret data for decision making. Focus is on developing skills in using statistical tools to make effective business decisions in all areas of public and private-sector decision making, including accounting, finance, marketing, production management, and human resource management. Topics include collecting data; describing, sampling, and presenting data; probability; statistical inference; regression analysis; forecasting; and risk analysis. Microsoft Excel is used extensively for organizing, analyzing, and presenting data.

Organizational Theory

MGMT 610 | 3 Credits

Course Desc: An overview of the fundamental concepts of organizational theory and design in the context of organizational efficiency and managerial roles. The objective is to analyze organizational theory concepts and the history of management thought and its relevance for managers today, evaluate how organizational structure and culture impact decision -making and workflow, analyze how systems thinking and external and internal factors affect contemporary organizational structure, and use organizational theory concepts to design strategic plans to meet organizational needs. Discussion covers essential concepts in organizational theory and design, including measures of effectiveness, organizational life cycles, options for organizational structure, the learning organization, effective decision making, and the manager¿s role in developing and maintaining the organizational structure. Topics include the appropriateness of organizational structures and design to meet the needs of the organization, organizational ethics and social responsibility, global issues, organizational effectiveness, and the challenges of managing in today's complex and rapidly changing environment.

Legal Aspects of Management

MGMT 645 | 3 Credits

Course Desc: (Formerly ADMN 637.) A study of the legal consequences of major issues facing managers in dynamic organizations. The nature and structure of the traditional American legal system and current alternatives for resolving disputes are reviewed. Discussion covers employment contracts and reference checks, job descriptions and evaluations, employee termination, discrimination, age and handicap regulations, and substance abuse testing in the work place. Topics also include union and nonunion environments, contracts, torts and product liability, business/white collar crime, and ethics in the work place. Emphasis is on preparing managers with limited legal experience for dealing with these situations before they develop into work place crises.

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