Economics and Business
Chair: Associate Professo Desiderio
Co-Chairs: Associate Professor Vinciguerra – Undergraduate Programming, Associate Chair Kleintop – Graduate Programming and Accreditation
Professors: Kaskowitz, Leeds, Marabella, J. Ravelle, West; Associate Professors: Aziz, Egan, L. Ravelle, Rossi; Assistant Professor: Terrizzi, van Esch; Visiting Assistant Professors: Godbey, Stahnke, Wright; Adjunct Faculty: Bartkus, Basile, Berkow, Best, Dickerson, Elhussini, Gaugler, Genay, Gerhart, Goch, Guldin, Huff, Kar, Klatchak, Kline, Kowitz, Krohn, Kubel, Law, Lloyd, McDevitt, Orlando, Ramson, Schmidt, Schumm, Sclafani, Stewart, Szmania, Taschler, Vallera.
The Department of Economics and Business offers majors in economics (theory and policy, finance), management (marketing, organizational leadership), accounting, international management, and environmental policy and economics. Students interested in business administration pursue the management major, choosing either the marketing track, organizational leadership track, or sports track. In addition to preparing students for graduate work, these majors provide a background valuable in a wide range of occupations in business, government, and nonprofit organizations. Typical positions are in banking, certified public accounting, finance and investment, marketing, production, business administration and human-resource management, as well as positions in federal, state, and local government, hospitals, social-service agencies, schools, and colleges. The accounting, economics, and management majors are accredited by the Accreditation Council for Business Schools & Programs (ACBSP).
- The economics major, with tracks in theory and policy or finance, provides a good background for careers in business and government, work in business, economics, law, public administration, planning, and other professional disciplines.
- The management major, with tracks in marketing, organizational leadership, and sports provides a comprehensive background in the functional and environmental areas of business, including business administration, and serves as a foundation for graduate work in business and management.
- The accounting major helps to prepare students for careers in public accounting, private industry, and nonprofit organizations. It is also a good foundation for graduate study in accounting, management, finance, and law, as well as preparation examinations for professional certifications such as Certified Public Accountant, Certified Management Accountant, Certified Financial Management, and Certified Internal Auditor.
- The international management major, offered in conjunction with the Foreign Languages Department, prepares students for careers in international business and administration.
- The environmental policy and economics major, offered through the Environmental Sciences and Studies Program, provides students an opportunity to develop interdisciplinary approaches to environmental and social policy. The major prepares students for graduate study and for careers in business, private policy organizations, and government.
The Economics and Business Department offers three graduate degrees to develop in students a strategic balance of leadership and managerial skills for dynamic environments in business, healthcare, and human resource management. The programs are the Moravian Master of Business Administration (MBA), Master of Science in Human Resource Management (MSHRM), and Master of Health Administration (MHA). The Moravian MBA and MSHRM degrees are accredited by the Accreditation Council for Business Schools & Programs (ACBSP).
The economics curriculum provides a basic foundation in economic analysis and an understanding of economic institutions. Students choose one of two tracks: economic theory and policy or finance. Both tracks require Economics 152, 156, 225, and 226. In addition, the track in economic theory and policy requires Economics 256 and five economics electives, including at least three at the 300-level and one writing-intensive course. The track in finance requires Accounting 157, Economics 231, 220, 341; Management 223 or 226; and two of the following controlled electives: Economics 256, 335; Accounting 315; and Management 327. College-level algebra and calculus (Mathematics 106-166, 108, or 170) are required in the economics major. The economics major is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).
Courses in economics are listed below.
The Minor in Economics
The minor in economics consists of five course units: Economics 152 plus four additional economics courses, three of which must be at the 200-level or above. Students cannot double-count courses in their major and minor, and should consult their advisor about course selection.
The management curriculum provides a comprehensive background for professional positions in finance, marketing, human resources, and operations management.
Students choose one of three tracks: marketing, organizational leadership, or sports management. All three tracks require Accounting 157, Economics 152, 156, and 225; and Management 223. In addition, the track in marketing requires Management 251, 256, 311, 365, one of the following controlled electives: Management 227, 228, 250, or 333; and one free management elective. The track in organizational leadership also requires Management 253, 342, 365; three of the following controlled electives: Management 226, 227, 231, 251, 310, 324, or 333; (or another course approved by the advisor). The track in sports management requires Economics 312; Management 255, 286 or 386, and 365; Philosophy 228 or a course on sociology and sports (both are writing intensive); and a controlled elective, chosen from among the following: Management 231, 251, 253, 256, 311, 342, or Psychology 260. College-level algebra and calculus (Mathematics 106-166, 108, or 170) are required in the management major. The management major is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).
Courses in management are listed below.
The Minor in Management
The minor in management consists of Economics 152, Management 223, and three full-unit management courses. Students cannot double-count courses in their major and minor, and should consult their advisor about course selection.
The accounting curriculum is designed to provide a broad foundation in accounting to prepare students for careers in public accounting, private industry, and the nonprofit sector.
Most states now require 150 credit hours of education to be completed before a candidate may be licensed as a CPA. Students can meet this requirement at Moravian College through early planning and careful course selection. One option is through admission to the five-year B.A./MBA. program. Students who elect this option will receive a B.A. at the conclusion of three and one-half years (seven full-time terms) of study and an MBA on completion of the program in the fifth year.
The major in accounting consists of eleven course units, including Economics 152, 156, and 225; Management 223; Accounting 157, 213, 218, 219, and 340; and two of the following controlled electives: Accounting 258, 315, 322, and 324. College-level algebra and calculus (Mathematics 108 or 170 or 106-166) are required for the accounting major. The accounting major is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).
Accounting courses are listed below.
The Minor in Accounting
The minor in accounting consists of five course units: Economics 152 and Accounting 157, 218, 219, and one additional course in accounting. Students cannot double-count courses in their major and minor, and should consult their advisor about course selection.
The Major in International Management (French/German/Spanish)
The major in international management is offered jointly by the Department of Economics and Business and the Department of Foreign Languages. International management majors take Accounting 157, Economics 152 and 236; Management 223 and 333; and one elective from Management 231, 251, or 253. Foreign language requirements include Foreign Language 110, 150, 155, 220, Study Abroad Foreign Language at the 200 or 300 level, Foreign Language 300 after study abroad and MGMT 333
This program requires a semester abroad in which one business-related course and one foreign language course must be taken. All students interested in this major should consult with James P. West and Nilsa Lasso-von Lang (Spanish), Jean-Pierre Lalande (French), or Axel Hildebrandt (German). A student wishing to elect a major in international management with a language not listed should consult with Professor Lalande.
There is no minor offered in international management.
The Major in Environmental Policy and Economics
The environmental policy and economics curriculum provides students with the necessary interdisciplinary approaches required to create and develop more efficient ways to protect and enhance the world's ecological and economic amenities. Sound foundational knowledge and problem-solving skills are developed so that graduates understand the complexity of environmental processes and the tradeoffs presented by alternative policies. The environmental policy and economics major consists of twelve course units. For details on course requirements and options, please refer to the section on Environmental Studies and Sciences.
Notes for Majors and Minors in Economics and Business
- Students majoring in programs in the Department of Economics and Business are expected to be computer-literate and acquainted with applications in word-processing, spreadsheets, and statistical analysis.
- Algebra and calculus are required in the economics, management, and accounting majors. The algebra requirement ordinarily is met by the completion of three years of secondary mathematics; the calculus requirement by taking Mathematics 108 or 170 (or its equivalent sequence, Mathematics 106-166).
- Transfer students may satisfy the calculus prerequisite through courses taken at other institutions on approval of the Economics and Business Department chair. Students are advised that such courses might not satisfy the College's F2 requirement.
- Mathematics 107 may be substituted for Economics 156 in the major or minor in economics, management, international management, or accounting; but those students who have taken or are taking concurrently Mathematics 107, 231, or 332 will not receive credit for Economics 156. Students intending graduate work in economics are encouraged strongly to take Mathematics 171 and 220.
- Majors in economics, management, international management, or accounting are urged to develop a significant concentration in some other area, whether it be mathematics, a natural science, one of the humanities, a foreign language, or another behavioral science.
- Economics 152 will satisfy the M4 Learning in Common requirement in Economic, Social, and Political Systems.
- All students majoring in the department must enroll in one writing-intensive course within their major.
- Students may major in one field in the department and minor in another but may not double-count courses (i.e., count a single course towards both the major and the minor). Students should consult their advisor or the chair regarding acceptable substitute courses.
- Students may not double-major within the department.
- Majors in this department may not take any full-unit courses in the department on a pass/no credit basis.
- The department recognizes self-designed and interdisciplinary majors and minors and conforms to College policy with regard to their requirements. Advisors should consult the most recent edition of this catalog for requirements and more information.
- Challenges to all course prerequisites must be approved by the department chair.
The Interdepartmental Major
The six courses of Set I include Economics 152 and 156, Accounting 157, and three other courses in economics, accounting, or management. These three elective courses and the six courses of Set II are selected by the student with the approval of the advisor.
The M.B.A. Program
The Moravian MBA program develops leaders with the skills and adaptability to manage complex, diverse, and fast-changing situations in today’s business world. The Moravian MBA program is flexible, convenient, and affordable to meet the needs of today’s students in a busy world, a curriculum gives you the tools for a successful career.
Working in small classes MBA students take a common core of courses in leadership, organizations, and people, including, Management 511, Management 513, and Management 521, then a second core of courses in microeconomics, finance, operations, and business research methods, including Management 515, Management 517, Management 519, and Management 555. Students specialize their knowledge in business by completing four courses in a concentration of their choosing including
- Management 552
- three Management 500-level elective courses.
- Business Analytics
- Management 553, 556, 557
- one Management 500-level elective course.
- Healthcare Management
- Management 532, 534, 536,
- one Management 500-level elective course.
- Human Resource Management
- Management 563 and
- three Management 500-level human resource management courses OR Management 569, 572, and one Management 500-level elective course.
- Supply Chain Management
- Management 545, 547, 549,
- one Management 500-level elective course.
- General Management
- Management 523
- three Management 500-level elective courses.
Coursework is completed with the application of expertise in applying economic, financial, project, and process-based skills to strategic problems in a capstone course, Management 571.
The MBA program requires students to meet prerequisite requirements in macro and microeconomics, accounting, statistics, financial management, information systems, and marketing, as well as holding a baccalaureate degree.
The Moravian MBA is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).
The Master of Science in Human Resource Management (MSHRM)
Aligned with the Society for Human Resource Management (SHRM) HR curriculum guide, the MSHRM program develops the strategic human resource management knowledge of students and how that knowledge contributes to the bottom line of organizations to create the human capital development skills that credible Human Resource (HR) professionals with business knowledge bring to the table.
The MSHRM program develops students’ competencies in critical areas in HR and business that will enable graduates to bring a competitive advantage to employers. All MSHRM students take core courses in leadership and advanced HR topics, including Management 511, 513, 521, 561, 562, 565, 567, 571, and 579.
Students specialize their HR knowledge in either a Leadership Concentration consisting of Management 517, 563, and one Management 500-level elective course, or a Learning and Performance Management Concentration consisting of Management 569, 572, and one Management 500-level elective course.
The MSHRM program requires students to meet prerequisites requirements in macro and microeconomics, accounting, statistics, financial management, and human resource management, as well as holding a baccalaureate degree.
The MSHRM program is accredited by the Accreditation Council for Business Schools & Programs (ACBSP).
The Master of Health Administration (MHA)
Healthcare is an industry changing faster than any other. Bringing together the best practices in healthcare and business, the Moravian MHA program prepares students to manage health care organizations at all levels -- health systems, hospitals, clinics, physician practices, rehabilitation centers, skilled nursing facilities, and others -- in this dynamic environment.
The MHA curriculum develops students' leadership, collaboration, analytical and problem solving skills, and a deep understanding of the healthcare industry in required courses, including Management 502, 504, 513, 520, 522 or 524, 532, 534, 536, 571.
Students take three Management 500-level elective courses in areas of their interest to complete their coursework.
The MHA program requires students to a prerequisite requirement in statistics, as well as holding a baccalaureate degree.
The Five-Year Combined Degree Programs
The Economics and Business Department offers opportunities to Moravian College students interested in earning both a bachelor’s degree in any major and a master’s degree in either business administration (MBA), human resource management (MSHRM), or health administration (MHA) through a combined, five-year program. Consult the Associate Chair, Economics & Business Department, Lizabeth Kleintop for further information about the Five-Year Combined Degree Programs.
Graduate Professional Certificate Programs
Graduate Professional Certificates deliver expanded knowledge and enhance skills without the same investment of time and money required to earn a graduate degree. The Economics and Business Department offers four certificate programs based in the curriculum of the related MBA concentration.
Students who hold only a baccalaureate degree must complete four courses to earn the certificate. Students holding a master’s degree may be able to complete the certificate with three courses.
Course credits earned for a Graduate Professional Certificate may be applied toward a Master of Health Administration, MBA, or Master in Human Resource Management degree at Moravian College.
The concentrations offered are
- Management 553, 556, 557
- one Management 500-level elective course
- Prerequisites include micro and macroeconomics, and statistics.
- Management 532, 534, 536,
- one Management 500-level elective course
Human Resource Management
- Four Mangement 500-level courses in human resource management
- Prerequisites include micro and macroeconomics, financial management, and human resource management.
Supply Chain Management
- Management 545, 547, 549,
- one Management 500-level elective course
- Prerequisites include micro and macroeconomics, statistics, and management information systems.
152. Principles of Economics. Study of basic economic theory and major economic institutions, including the development of economic thought. Emphasis on structure, functions, and underlying principles of modern economic life. Includes elementary macro- and microeconomic theory. Prerequisite: Three years of secondary mathematics through college-level algebra or consent of instructor. Fall & Spring. (M4)
Aziz, Egan, Leeds, L. Ravelle, Terrizzi, West
156. Economic and Business Statistics. Introduction to statistical concepts and methods. This course reviews descriptive measures of location and dispersion, provides an overview of probability concepts and distributions, and focuses on statistical inference, hypothesis testing, and simple and multiple linear regression analysis. Additional topics may include quality control and time series analysis. Economics 156 may not be taken for credit by students who have earned credit for Mathematics 107 or 231. Prerequisite: Sophomore standing and three years of secondary mathematics through college-level algebra or consent of instructor. Fall & Spring. (F2)
Aziz, Leeds, L. Ravelle, Terrizzi
210. The Economics of Crime. Does crime pay? Of course! How crime and criminals are dealt with in tribal and non-Western societies; considerations of crime by political scientists, psychologists, sociologists, and economists; recommendations for controlling crime. Topics include crimes of theft and violence, white-collar crime, capital punishment. Open to all students with sophomore or higher standing. Counts as an elective for economics majors. Writing-intensive.
211. The Economics of Health and Health Care. Human health, national and personal, from an economic perspective. Expenditures on health are a primary determinant of quality of life. In the United States and in many other countries in the developed world, health-care expenditures are rising faster than consumer income. Thus, understanding the economics of health is important, especially given the increasingly complex ways in which health-care services are delivered. Topics include the value of health from an individual and societal perspective; demand for physicians and other health services; supply of health care; insurance; international comparison of health expenditure and the role of government. May be counted as an elective for the economics major or minor. Prerequisite: junior or senior class standing, and Economics 152 or permission of instructor. Spring. (U1)
220. Money, Banking, and Financial Policy. History and theory of money, banking and financial markets: commercial banking and bank management; money and capital markets; financial innovation and regulation. Central banking, monetary theory and policy and international monetary issues are covered. A critical examination of current monetary and regulatory policies to maintain economic stability, economic growth, and other goals. Prerequisite: Economics 152. Fall.
Leeds, Terrizzi, West
225. Intermediate Microeconomics. Theory of production; market structures; equilibrium of the firm and the industry; pricing of factors of production; analysis of consumer behavior; general equilibrium analysis; welfare economics. Prerequisites: Economics 152 and 156, college-level calculus (Mathematics 108, 170, or 106-166), and sophomore standing or permission of the instructor.
Aziz, Leeds, Terrizzi
226. Intermediate Macroeconomics. Macroeconomic theory and policy. Development and historical background of a unified macroeconomic model to explain the national income, inflation, and unemployment; economic growth. Analysis of current domestic and international economic events. Sophomore standing or instructor permission. Prerequisite: Economics 152 and 156.
Leeds, L. Ravelle, West
228. Economic Development. An integrative approach to theories and challenges of economic development in developing countries. Topics include population growth, education and health, capital formation and technology, socio-cultural foundations of development, trade, and the role of domestic and international institutions, especially the World Bank. Case studies are used from around the world. Prerequisite: Economics 152. Alternate years Spring.
231. Managerial Finance. (Also Management 231) Relevant theories of financial management of business organizations, with emphasis on corporate form. Combines theoretical and environmental frames of reference to determine how firms maximize value. Topics include real and financial-asset valuation, risk and rates of return, cost of capital, portfolio choice, and long- and short-term financing decisions. Prerequisites: Economics 152 and 156, Accounting 157.
Leeds, L. Ravelle
236. International Economics. Theories and policies of international trade and finance. Balance of payments, exchange-rate determination, free trade and protectionism, evolution of international economic institutions, contemporary issues. Prerequisites: Economics 152. Fall.Leeds, West
240. Environmental Economics and Policy. This course explores theories of externalities and public goods as applied to pollution and environmental policy. Trade-offs between production and environmental amenities and assessment of non-market value of environmental amenities. Topics include remediation and clean-up policies, development, and biodiversity management. Prerequisite: Economics 152. Spring.
241. Natural Resource Economics and Policy. This course introduces the economic dimensions of environmental and energy issues. Use of economic models to approach energy and environmental issues in a way that leads to socially responsible and economically sound policy. Specific applications include fisheries, oil and gas reserves, and wildlife management. Prerequisite: Economics 152. Fall.
256. Applied Econometrics. (Also Management 256) An introduction to regression-based modeling as applied to economic, management, marketing, and other business-related examples. Emphasis is on how to use econometrics to inform decision-making: to formulate, model, and interpret results of real-world problems based on data. In addition to learning various modeling techniques, the course focuses on often encountered data problems such as multicollinearity and serial correlation of errors. As an applied course, there is significant emphasis on correct specification of models and interpretation of results. Students will learn to use econometric software to estimate models and detect and address common challenges inherent in data. Prerequisites: Economics 152 and 156.
Aziz, Leeds, Terrizzi
312. The Economics of Sports. This course applies economic theory to a variety of amateur and professional sports, including baseball, hockey, football, basketball, soccer, and golf. Principal areas of interest are labor, markets, industrial organization, and public finance. Topics for discussion: unions and strike behavior, the monopoly power of leagues, the baseball antitrust exemption, the effect of free agency on competitive balance and player salaries, and the funding of stadiums. Prerequisite: Economics 225. Alternate years Spring.
325. History of Economic Thought. Development of classical and neoclassical or marginalist economic theory. Works by Adam Smith, David Ricardo, Karl Marx, Alfred Marshall, John Maynard Keynes, others. Prerequisite: Economics 152 and one 200-level Economics course. Writing-intensive. Alternate years Spring.
327. Industrial Organization. This course applies economic theory to the pricing practices of firms under varying degrees of competition. Analysis covers different industries and also firms’ decisions regarding quality, advertising and other business choices. Topics include: technological innovation, the role of information and advertising, and the dynamics of oligopoly and monopoly pricing. Prerequisites: Economics 152, 156, and 225. Alternate years Fall.
Terrizzi 329. Labor Economics. Analysis of supply and demand for human resources, functioning of labor markets and labor institutions. Topics include discrimination, unionism and collective bargaining, macroeconomic aspects of employment, unemployment, wage levels. Prerequisites: Economics 152 and 225. Alternate years. Writing-intensive.
330. Public Finance. Public sector of the economy and economic welfare. Institutions and financing of the public sector. Nature of public goods, theory of public choice, principles of expenditure and tax analysis, the welfare effects of specific programs such as medical care, social security, unemployment insurance and food stamps, taxes on income, sales, social security, and property. State and local government finance. Prerequisites: Economics 152 and 225. Alternate years. Writing-intensive. Fall.
335. Current Topics in Finance. Assesses contemporary issues in financial markets and institutions, corporate finance, investments, and the global economy. Topics will vary and be chosen to reflect the dynamic and often revolutionary nature of financial markets in a globalizing and technologically sophisticated environment. The regulatory and ethical environment of finance will be included among the issues studied. This course is designed for upper-level economics-finance majors as well as others with appropriate course background and interest, with approval of the instructor. The course will also serve as one of the controlled electives in the economics-finance track. Prerequisites: Economics 225. Recommended: Economics 220.
341. Investment and Portfolio Theory. (Also Management 341) Principles underlying investment analysis and policy; salient characteristics of governmental and corporate securities; policies of investment companies and investing institutions; relation of investment policy to money markets; forces affecting securities prices; construction of personal and institutional investment programs. Determination of investment values, portfolio analysis, optimal investment planning. Securities and Exchange Commission regulations. Prerequisite: Economics/Management 231. Spring.
Leeds, L. Ravelle
342.1. Amrhein Investment Fund. Management of the Amrhein Investment Fund, with a maximum of one full unit of credit given over a two-year period if specific academic requirements are met. Pass/no credit only.
190-199, 290-299, 390-399. Special Topics.
286, 381-384. Independent Study.
288, 386-388. Internship.
211.2. Applied Information Management. Problems of organizing and managing data for use by managers, economists, and social scientists, or anyone who must keep track of information. Basics of information systems: what they are, how to design them, how they are used; and two computer tools used to manage them: spreadsheets and databases. Web research and usage.
216. Information Systems for Management. Management needs involving information systems have increased in importance and range. Explore the role of information technology in an organization and its impact on the business environment. Understand the importance of using information systems as a tool for managing. Topics include impact of information technology on organizations, ethical and security challenges, technical foundations of hardware/software, management of data, e-Business/e-Commerce, business IT strategies, telecommunications, and networking. Prerequisite: Management 211.2 or permission of the instructor.
223. Management and Organizational Theory. Presentation of foundational knowledge of the management processes of planning, leading, organizing and control, along with study of classic and emerging organizational theory. Management roles, functions, competencies and practice are studied in businesses and not-for profit organizations and grounded in business ethics, multiculturalism, and quality in the global business environment. Prerequisite: Economics 152.
Desiderio, Marabella, Wright
226. Legal Environment of Business. (Also Sociology 226) Legal principles related to conduct of business and industry. Topics of analysis include contracts, sales, agency, business organizations, partnerships, corporations, pass-through entities, unfair competition, and cyberlaw.
227. Consumer Behavior. Psychology of consumers. Methods of psychological research for problems in consumer areas. Impact of personality, learning, motivation, and perception on consumer decisions. Topics include consumer stereotypes, social groups as consumers, advertising, product or brand images and identification, and attitude change in consumers. Recommended: Management 251. Fall.
Kaskowitz, van Esch
228. Telling and Selling Your Brand: The Art of the Story. (Also Interdisciplinary 228) Explores the use of mythology, archetypes, and storytelling to create a cohesive and compelling identity for an organization. Focus on how legendary organizations have built trust and created iconic brands by understanding and applying these principles. The use of symbolism (visual and mental) and metaphor to create a theme that is enduring, powerful, and integrated throughout the organization. Explore ways that organizations and people can develop deep and lasting relationships with their customers and other stakeholders through the understanding and application of these storytelling techniques. Prerequisite: Sophomore standing or higher.
231. Managerial Finance. (Also Economics 231) Theories of financial management of business organizations, with emphasis on corporate form. Combines theoretical and environmental frames of reference to determine how firms maximize value. Real and financial asset valuation, risk and rate of return, cost of capital, portfolio choice, long- and short-term financing decisions. Prerequisites: Economics 152 and 156, Accounting 157.
Leeds, L. Ravelle
250. Moral Marketing - Serving the World's Poor. (Also Interdisciplinary 250) How the ideas of tzedek ("justice") and charity ("love") apply to marketing to the world's poorest people (those living on less than $2 a day). Examination of three different perspectives of social justice: Jewish, Christian, and American secular traditions. Each of these three perspectives has unique traditions regarding the role of the individual and the community, and the obligation towards helping those less fortunate. Discussion of differences between morality and ethics based on these three perspectives, as well as approaches to social justice as an obligation, an act of love, or a practical solution. Discuss needs of the poor in emerging nations and how products could be created and distributed in these emerging nations in accordance with these different ethical and moral perspectives. (U2) Prerequisite: junior or senior class standing.
251. Marketing Management. The role of marketing activities in management of an organization. Emphasis on application of marketing principles to design and implement effective programs for marketing products and services to consumers and industrial users. Market analysis and buyer behavior in the development of appropriate product, pricing, distribution, and promotional strategies. Prerequisite: Economics 152 or permission of instructor.
Kaskowitz, van Esch
253. Human Resource Management. Employee motivation, recruitment and selection, performance evaluation, training and development, compensation and benefit plans, intra-organizational communication. Emphasis on case studies to develop problem-solving and decision-making abilities; operational practices; relevant behavioral- science theories; public policy and institutional constraints on effective use of human resources. Prerequisite: Management 223 or permission of instructor.
Desiderio, Kleintop, J. Ravelle
255. Mindfulness in Sport. Using Csikszentmihalyi’s theory of flow as the theoretical framework to guide this course, we will explore mindfulness and flow in the context of optimizing performance in sports organizations. Together, we will discover how leaders make meaning of their behaviors in the context of doing good business in the sports industry. We will explore ways of thinking, reactions to our readings, self-reflection, and how to express responses in an analytical and thoughtful way. In an effort to create awareness for happiness at work, we must understand the cultural implications that stimulate our lives. Using a sports management lens, let’s explore how “… leaders and managers of any organization can learn to contribute to the sum of human happiness, to the development of an enjoyable life that provides meaning, and to a society that is just and evolving” (Csikszentmihalyi, p. 5, 2003). Prerequisite: Management 223.
256. Applied Econometrics. (Also Economics 256) An introduction to regression-based modeling as applied to economic, management, marketing, and other business-related examples. Emphasis is on how to use econometrics to inform decision-making: to formulate, model, and interpret results of real-world problems based on data. In addition to learning various modeling techniques, the course focuses on often encountered data problems such as multicollinearity and serial correlation of errors. As an applied course, there is significant emphasis on correct specification of models and interpretation of results. Students will learn to use econometric software to estimate models and detect and address common challenges inherent in data. Prerequisites: Economics 152 and 156.
310. "Doing Good" at Work. (Also Interdisciplinary 310) "Doing good" is philanthropy, ethical codes of conduct, voluntarism, social responsibility, and environmental stewardship. "Doing good" at work is not only the morally correct thing to do for the individual employee, but the more individuals in the organization who "do good," the more likely the organization will succeed on economic, social, and mission-related levels/goals. Students will learn about the philosophy, history and practice of "doing good" at work, and integrate what they have learned and what they believe to develop their own model for "doing good" that they can work and "live with." Prerequisite: junior or senior class standing. (U2)
311. Marketing Research. Methods of collecting, analyzing, and interpreting data to aid marketing managers in identifying market problems and opportunities and to develop effective marketing strategies. Prerequisites: Economics 156 and
Management 251. Writing-intensive. Spring.
Kaskowitz, van Esch
324. Operations Management. Introduction to managing the supply side of profit and not-for-profit organizations, and their production of goods and services. Includes process improvement, scheduling, materials management, and quantitative methods for operations management. Prerequisites: Economics 156 and two of the following: Accounting 213, Management 231, 251, 253. Spring.
326. Legal Environment of Finance and Credit. Aspects of legal environment of financial and thrift institutions. Application of Uniform Commercial Code to commercial paper, deposits and collections, investments, and secured transactions. Consumer credit transactions, mortgages and realty, trusts and estates. Prerequisite: Accounting 157 and Management 226. Alternate years.
333. International Issues in Management. Issues in international business and management from a world-system perspective; development of management as it influences and is influenced by multinational network of organizations, governments, and business enterprises. Theory and practice of global management, requiring perspective compatible with changing nature of international relations. Prerequisite: Management 223 or permission of instructor. Alternate years.
341. Investment and Portfolio Theory. (Also Economics 341) Principles underlying investment analysis and policy; salient characteristics of governmental and corporate securities; policies of investment companies and investing institutions; relation of investment policy to money markets; forces affecting securities prices; construction of personal and institutional investment programs. Determination of investment values, portfolio analysis, optimal investment planning. Securities and Exchange Commission regulations. Prerequisite: Economics/Management 231. Spring.
Leeds, L. Ravelle
342. Organizational Behavior and Leadership. Examines the relationship between the individual and the organization. Topics to be considered include communication motivation, leadership and power, group dynamics and decision-making, interpersonal relationships and change. Theories and practice of leadership will be studied in depth. Various pedagogical techniques will be utilized including lectures, case studies, examination of research and experiential learning. Prerequisites: Management 223 and 253. Writing-intensive.
365. Management Seminar. Senior seminar for management majors that presents classic and emerging management strategy theory, integrates functional aspects of business including marketing, human resources,finance and operations, and gives students opportunities to apply these concepts and principles to the effective leadership and management of business and not-for-profit organizations. Prerequisites: Senior standing; Management 223; one controlled elective; and either MGMT 251 or MGMT 253. Spring.
190-199, 290-299, 390-399. Special Topics.
286, 381-384. Independent Study.
288, 386-388. Internship.
157. Financial Accounting. Introduction to accounting, the language of business. This course provides an introduction to financial reporting. Topics include reporting of business transactions, application of accounting theory, standards, and principles, and analysis of financial information.
213. Cost Accounting. An introduction to basic financial information used within business organizations. Emphasis on cost analysis to improve decision making and facilitate planning and control. Topics include cost systems, budgeting, variance analysis, and pricing and profit analysis. Prerequisites: Accounting 157 and Economics 156.
218. Intermediate Accounting I. Environment and theoretical structure of financial accounting, including income statements and statements of cash-flows, income measurement, the balance sheet, financial disclosures, time value of money concepts, cash and receivables, inventories, operational assets, investments. Application of accounting and economic concepts to analysis of a company's financial position and performance, as shown in published information, primarily financial statements. Prerequisite: Accounting 157. Fall.
219. Intermediate Accounting II. Continuation of Accounting 218. Topics include liabilities, contingencies, stockholders' equity, dilutive securities, earnings per share, investment, revenue recognition, income taxes, pensions, post-retirement benefits, leases, accounting changes and error correction, statement of cash-flows, financial statement analysis, full disclosure. Prerequisite: Accounting 218 with a grade of C or better or permission of instructor. Spring.
258. Computers and Accounting Information Systems. Introduction to hardware, software, networks, databases. Developing information strategy, organizing reporting needs, setting up accounting systems. Discussion of Enterprise Resource Planning (ERP). Prerequisites: Accounting 157 and Management 211.2 or equivalent experience.
315. Federal Income Tax. Personal tax concepts, structure, and planning, including rules of taxation that influence personal or business decisions. An understanding of our federal tax system is required to succeed in such professions as public accounting, banking, investment management, and auditing, as well as other occupations that involve decision-making. Prerequisite: Accounting 157. Fall.
322. Advanced Accounting. A comprehensive study of the equity and cost methods of accounting for investments in common stock and business combinations, including consolidated financial statements. Special topics such as accounting for partnerships, segment and interim reporting, foreign currency, and international accounting issues, including global accounting standards and diversity. Prerequisite: Accounting 218 with a grade of C or better or permission of instructor
324. Auditing. An introduction to the practice and profession of auditing. Major topics include audit responsibilities and objectives, audit planning, evidence accumulation, materiality and risk, internal control, audit reports, professional ethics, and legal liability. Prerequisites: Accounting 218 with a grade of C or better or permission of instructor.
340. Senior Seminar in Accounting. A capstone course related to financial reporting and hot accounting issues. Emphasis on understanding conceptual issues about financial reporting; such as international accounting standards and ethical issues as they relate to the profession. Understanding how business choices and ethical decisions affect financial statements and user perspectives; researching a company's financial statements, press releases, and news reports. Materials include case studies of actual companies. Prerequisite: Accounting 218 with a grade of C or better or permission of instructor. Writing-intensive.
351.2. Not-for-Profit-Sector Accounting. Issues of financial reporting, managerial, taxation, and information systems in not-for-profit organizations. Principles and practices of nonprofit accounting, ethics and professional standards, measurement of efficiency and economical use of resources to satisfy legal, reporting, and societal requirements. Emphasis on writing, speaking, critical thinking, and analytical skills. Prerequisite: Accounting 157 with a grade of C or better or permission of instructor. Spring.
352.2. Tax Planning for Business Entities. Fundamentals of individual and business income taxation, tax implications of various types of business entities, planning for acquisition and disposition of property, tax-advantaged investments, financial planning. Topics include employee compensation, conduit entities, corporations, and estates and trusts. Tax research and practitioner concerns. Prerequisites: Accounting 157 and 315 or equivalent experience.
190-199, 290-299, 390-399. Special Topics.
286, 381-384. Independent Study.
288, 386-388. Internship.
Graduate Courses in Management
502. Epidemiology and Bioinformatics
This is an epidemiology methods course designed with the broad perspective required for determination of the distribution and determinants of health and illness in human population groups. One focus is on the information systems, data sets and algorithms used in solving health problems and finding solutions needed for evidence-based practice. Knowledge required for being a critical consumer of research reports in professional literature is an additional focus. Designing health promotion and disease prevention programs for important global and local health problems is also stressed. 3 graduate credits. Prerequisite: MATH 107 Statistics, or ECON 156 Economics and Business Statistics, or equivalent, or permission of instructor.
504. Policy, Quality and Safety
This course provides an overview of policies that affect the quality, safety, and cost-effectiveness of health care. Students analyze the effects that paradigms, values, special interests, and economics have in the delivery and financing of health care that may or may not result in improvement of health of the public and of specific subsets of patients. 3 graduate credits. Prerequisite: None.
511. Developing Leadership Competencies. Various personal skills – such as communicating verbally and nonverbally, analyzing, reflecting, strategic thinking, time management, managing information, stress management, career management – contribute significantly to an individual’s ability to lead people. Using a variety of tools and techniques, participants in this course will assess and develop their emotional intelligence, capacity to make judgments, and relationship management skills through reflective practice that aligns their theoretical knowledge with their workplace experiences. Emphasis will be placed on problem-solving styles, building global and cultural awareness, ethical decision making, and developing knowledge management skills. 3 graduate credits. Prerequisite: None.
Desiderio, Orlando, Law
513. Leading People in Organizations. Leaders and managers achieve goals working with and through others. They must be skilled in developing individuals to work in teams, in facilitating teams, and in managing conflict. Leaders and managers must understand organizational and national cultures and how they affect the achievement of goals. They must not only hold strong ethical values, but also model them. This course examines the role of managers as leaders in organizations and develops knowledge and skills needed by managers in today’s business environment to successfully achieve organizational goals. This course focuses on who leaders are and what leaders do. It is important to know what accounts for effective leadership and how one can become an effective leader. Subsequently, course material will focus upon fundamental principles of leadership and how these principles relate to becoming an effective leader. Emphasis will be placed on self-reflection and analysis in regard to developing one’s own leadership skills. 3 graduate credits. Prerequisite: None.
515. Microeconomic Foundations for Strategic Management. In this course, participants explore the role of economic theory and analysis in the formation of business strategy and policy. The course examines the importance of understanding the competitive environment, including market structure, strategic interactions among competitors, and government antitrust policies, as well as economic forces internal to the firm such as costs. The course emphasizes the importance of economic reasoning in the strategic management process. 3 graduate credits. Prerequisites: CCBU or ECON 152 Principles of Economics or equivalent; MATH 107 Statistics, or ECON 156 Economics and Business Statistics, or equivalent, MGMT 231 Managerial Finance, or equivalent, or permission of instructor.
517. Corporate Financial Management. This course focuses on the integration of both the theoretical and practical aspects of financial and investment decisions in the corporate environment. Students will learn to fully utilize accounting and financial information to make sound, ethical decisions. Topics include financial statement analysis, risk & return, capital budgeting, cost of capital, capital structure, financial decision-making under conditions of uncertainty, corporate valuation, working capital management, multinational finance, and current issues such as derivatives, bankruptcy, mergers and acquisitions, divestitures and corporate governance. The legal and ethical aspects of financial management are examined within the context of the existing legal and regulatory environment. 3 graduate credits. Prerequisites: ECON 152 Principles of Economics or equivalent; ACCT 157 Financial Accounting or equivalent; MGMT 231 Managerial Finance or equivalent; MATH 107 Statistics, or ECON 156 Economics and Business Statistics, or equivalent, or permission of instructor.
519. Managing Operations. This course focuses on the strategic and tactical issues associated with managing the creation and distribution of goods and services. Concepts, techniques, and tools of process and project management are emphasized. Specific topics include, among others, operations strategy, quality management, time-based competition, and supply chain management. The application of these techniques in various settings including the industrial, service, healthcare, and not-for-profit sectors is also examined. 3 graduate credits. Prerequisites: CCBU 152 Principles of Economics or equivalent; ECON 157 Financial Accounting, or equivalent; MATH 107 Statistics, or ECON 156 Economics and Business Statistics, or equivalent, or permission of instructor.
520. Financial Management in Health Care Organizations
This course focuses on the synthesis of theoretical and practical principles of financial and investment decisions within healthcare organizations. Students utilize accounting and financial information to execute effective decisions that enhance organizational objectives and patient outcomes.
521. Ethics, Law, & Social Responsibility. This course explores the vital relationship between business and the legal, political and social environments, and the impact of self-regulation, market regulation, and government regulations on corporate behavior. Specific topics will include ethics and corporate social responsibility, occupational and industrial codes of conduct, antitrust problems, corporate governance, securities markets, the employee-employer relationship, employment discrimination, consumer protection, product liability, environment policy and social and legal issues of multinational business. 3 graduate credits. Prerequisites: None.
522. Project Management. This course focuses on defining projects and identifying how to manage them
within healthcare organizations. Students learn to identify project management process groups, methods to formulate and execute goals, break project components into work breakdown structure, and critique project case studies to assure performance improvement. 3 graduate credits. Prerequisite: None.
523. Marketing Management and Strategy. This course focuses on the role of marketing in establishing and maintaining the relationship between the organization and its internal, domestic and global customers. Emphasis is placed on the analysis of market opportunities, customer behavior and competitive conditions leading to the development of strategic marketing plans for building and strengthening customer relationships. Specific topics include product and service strategy, pricing, promotion and management of channels of distribution including the role of the Internet and electronic commerce. 3 graduate credits. Prerequisites: ECON 152 Principles of Economics, or equivalent; MGMT 251 Marketing Management, or equivalent; or permission of instructor.
Kaskowitz, van Esch
524. Strategic Planning in Health Care
This course examines models of change within health care organizations and identify strategic and leadership decisions necessary to effect positive organizational outcomes. Factors that assure short-term and long-term success in a competitive health care environment, including developing partnerships and cultivating human and other resources are analyzed. Students utilize case studies to critique the strategic decision-making process and make recommendations for effective strategic change. Prerequisite: None.
532. Managing Healthcare Organizations. This course examines the unique environment of healthcare and the challenges confronting managers in that environment. Topics examined include marketing healthcare services, recruiting and retaining staff necessary for meeting mission, the strategy of healthcare services delivery, healthcare informatics, and decision making in the healthcare marketplace. 3 graduate credits. Prerequisites: None.
534. Healthcare Financing Systems. This course reviews the history of healthcare financing in the United States and financial issues in the present healthcare environment. Principles of financial management and insurance are integrated and applied to the healthcare environment. Topics include: healthcare capital and operating budgets; healthcare payment methods, including Medicare's payment systems for hospitals and physicians, and risk-adjusted capitation payment systems; population-based healthcare finance and managed care; and financing aspects of public health policy. 3 graduate credits. Prerequisites: None.
536. Law, Regulations, and Ethics in the Healthcare Environment. This course provides an overview of legal issues associated with healthcare, including HIPAA and Medicare fraud and abuse, and the regulatory and accreditation environments of Medicare, Medicaid, JCAHO, and OSHA. Ethical issues associated with the practice of medicine and decision-making in the healthcare environment are also examined. 3 graduate credits. Prerequisites: None.
545. Procurement and Sourcing Strategy. This course examines the fundamental concepts of supply chain management. Topics include the roles and responsibilities of the purchasing function, supplier relationship management and development, contract development, negotiations, and management, strategic sourcing, strategy, purchasing ethics, and more. Prerequisites: ECON 152 Principles of Economics, or equivalent; MGMT 216 Information Systems for Managing, or equivalent; MATH 107 Statistics, or ECON 156 Economics and Business Statistics, or permission of instructor. 3 graduate credits.
547. Integrated Logistics Systems. This course looks at supply chain management as a logistical system. Topics include inventory management and warehousing, including inventory turnover, process management, customer satisfaction, and investment recovery. Delivery issues, including sourcing vs. in-house systems, are examined. Measuring the performance of the entire supply chain is emphasized. Prerequisite: MGMT 216 Information Systems for Managing, or equivalent; or permission of instructor. 3 graduate credits.
549. Supply Chain Management Technology. This course examines the use of various individual technologies and technology systems to enhance the performance of the supply chain function in organizations. Technologies examined include RFID and auto-dispensing devices, barcode systems, route optimization software, and others. Systems such as enterprise resource planning systems, work management, purchasing, inventory, and accounts payable, as well as e-commerce and e-marketing technologies, are examined for their strategic value to organizations. Technology implementation design and management is also examined with a focus on performance measurement. Prerequisite: MGMT 216 Information Systems for Managing or equivalent; or permission of instructor. 3 graduate credits.
552. Management Accounting. This course is designed to introduce students to the variety of ways in which management accounting information is used to support an organization’s strategic objectives. The role of managerial accounting has been expanded to include collection and analysis of measures of financial performance, customer knowledge, internal business processes, and organizational learning and growth. To facilitate student comprehension and appreciation for the expanded role of managerial accounting, the following issues will be considered: the nature of costs incurred by firms and the variety of ways by which organizations account for and manage these costs; the process of evaluating the performance of firms and their business units; the rationale behind the balanced scorecard; the use of accounting information to motivate and evaluate performance. 3 graduate credits. Prerequisites: ACCT 157 Financial Accounting.
551. International Business Issues. Issues and challenges facing top managers when organizations operate in a global environment. The strategic issues, operational practices and the governmental relations of multinational companies are analyzed through cases which bridge functional business areas. Topics include entry into foreign markets, operating problems, alternative business strategies, and government policies. Topics are examined both from the point of view of the central management of the firm, as well as the expatriate executive’s perspective. 3 graduate credits. Prerequisites: None.
554. Intellectual Property Asset Management. It is widely commented that physical assets are on a broad decline in relative importance across many industries while intangible assets, particularly intellectual property assets (e.g.: staff know how, brands, patents, proprietary software, and data), are ascending rapidly in importance as main sources of strategic advantage and earnings generation potential. Intellectual Property Asset Management will provide students with a full appreciation of the use of their organization’s intellectual property assets. A considerable amount of complex negotiations with other firms is frequently required to assemble and utilize intellectual property asset portfolios effectively, both as stand alone assets and as integral parts of partnership and joint venture arrangements. Therefore, the course also provides managers with negotiations skills training, including both concepts and workshop mode negotiation practice. Prerequisites: ECON 152 Principles of Economics, or equivalent; ACCT 157 Financial Accounting, or equivalent; MGMT 251 Marketing Management, or equivalent; MGMT 231 Managerial Finance, or equivalent; or permission of instructor. 3 graduate credits.
553. Big Data Management. This course covers fundamental issues in large-scale data management. The course examines issues related to data organization, representation, access, storage, and processing. Discussion includes open source and commercial solutions, with special attention being paid to large distributed database systems and data warehousing. The course introduces technologies and modeling methods for large-scale, distributed analytics. 3 graduate credits. Prerequisites: MGMT 216 Information Systems for Managing.
555: Business Research Methods. Good business decisions and strategy depend on drawing inferences from data. Today businesses gather and store vast amounts of data on customers, markets, and the business itself. In this course students will learn how to predict and explain phenomena in the environment through the gathering, analyzing, interpreting, and reporting of information that makes business decision makers more effective. The course focuses on methods of conducting business research, including data collection and sampling, measurement, hypothesis testing, basic quantitative analysis, and multivariate statistical techniques. Students will design and execute their own analysis of data in a business discipline of their choice. Excel is used extensively in the course as an analysis tool. Prerequisites: MATH 107 Statistics, or ECON 156 Economics and Business Statistics, or equivalent course, and familiarity with the use of Microsoft Excel, or permission of the instructor. 3 graduate credits.
556. Decision Analysis. This course presents tools for decomposing complex decisions into constituent parts allowing each part to be solved separately and reintegrated into the overall problem solution. Subjecting complex decisions to a formal decision analysis process provides decision makers with much greater clarity about the true nature and risks inherent in the decision being made and produces more precise estimates of the range of outcomes that each decision option may yield. Decision analysis tools are commonly used to assist decision makers in complex decision environments such as those with multiple quantifiable and non quantifiable objectives, those that create, eliminate, or change options faced in subsequent decision environments, and decision options whose impacts are shaped by risk and uncertainty in current and future environments. Techniques such as decision trees and probability distributions, influence diagrams, the Simple Multi-Attribute Technique (SMART), Monte Carol simulations, Bayesian analysis scenario planning, and others will be discussed. Prerequisites: ECON 152 Principles of Economics, and MATH 107 Statistics, or ECON 156 Economics and Business Statistics, or their equivalents, and familiarity with the use of Microsoft Excel, or permission of the instructor. 3 graduate credits.
557. Big Data Analytics. Data mining is the process of selecting, exploring, and modeling large amounts of data to find patterns and gain insights for making actionable knowledge. Several data mining techniques will be applied to large data sets from different business areas to support business decision making. This course will introduce students to data mining tools, techniques, and the various problems that can be solved using the tools and techniques. Students will learn to select appropriate analysis methods, use statistical software to apply those methods, and critically evaluate and communicate the results. Prerequisites: MGMT 555 Business Research Methods, or permission of the instructor. 3 graduate credits.
561. Measurement Strategies and Methods in HR Management. HR professionals must be able to gather data appropriately, analyze it, and communicate findings to managers and executives convincingly to be strategic partners in the organization. This course examines methods for collecting and analyzing data for a variety of HR needs including satisfaction surveys, market analysis and benchmarking, workforce profiling, and compensation and benefits analysis. Both quantitative and qualitative methodologies will be examined along with concepts of evidence based management. Prerequisite: MGMT 253 Human Resource Management and MATH 107 Statistics, or their equivalents.
562. Human Resource Information Systems. This course examines the strategic role of human resource information systems (HRIS) in the effective management of organizations, operationally and strategically. Students and faculty will examine how to determine organizational readiness and need for an HRIS and the factors that assist in the selection and evaluation of an appropriate HRIS. HRIS concepts will be linked to HR activities such as performance management, compensation and benefits, equal employment opportunity and affirmative action, labor relations, and human resource planning, as well as enterprise computing needs. Students will gain knowledge of the process of implementing, managing, securing, and using data and information stored in electronic HRIS databases. Prerequisite: MGMT 253 Human Resource Management, or permission of instructor.
563. Current Legal Issues in HR Management. This course examines the high priority legal issues in today’s current HR environment. Working from a basis of laws and regulations governing the employment relationship, students and faculty examine how federal and state legislation, court and administrative decisions, and regulatory processes are changing interviewing, hiring, promotion, performance assessment, termination, diversity, privacy, safety and health, and union-management relations practices in the workplace. Emphasis is placed on analyzing the impact of changes in law and regulations and determining both operational and strategic impacts of those changes on organizational practices. Prerequisite: MGMT 253 Human Resource Management, or permission of instructor.
565. Global Talent Management. Various methods for acquiring the critical skills needed to produce products and services are examined in this course. In addition to the traditional staffing topics of recruiting, selecting and retaining employees, outsourcing and importing human resources to meet organizations’ strategic skill and knowledge needs will be examined. Other topics may include equal employment opportunity, human resource planning, determination of staffing needs, internal and external recruitment strategies, selection interviews, tests and assessment procedures, placement, promotion, transfer policies and retention strategies. Prerequisite: MGMT 253 Human Resource Management, MGMT 561 Measurement Strategies & Methods in HR Management, or their equivalents, or permission of instructor.
567. Managing Compensation and Benefits. This course examines the goals of the organization in its employment of human resources including the use of reward systems, monetary and non-monetary, intrinsic and extrinsic, in the motivation of goal-oriented behavior as a major factor in influencing people’s actions in the workplace. The effects of reward systems on recruiting, performance, satisfaction and tenure are examined. The course also explores pay system components such as entry position rates, job evaluation systems, merit pay plans, and employee income security systems. Legal aspects of reward systems, such as federal wage and hour laws and the Employee Retirement Income Security Act, are examined. The value of healthcare benefits to organizations and employees is also discussed. Prerequisites: MGMT 152 Principles of Economics, MGMT 253 Human Resource Management, and MGMT 565 Global Talent Management, or their equivalents, or permission of the instructor.
569. Training and Development Systems. This course is an introduction to behavioral concepts and organization best practices related to training and developing human resources. Emphasis is placed on the investigation and development of proactive strategies to align the knowledge and skills of the organization’s employees with those needed to realize the organization’s strategic goals. Learning technologies for delivering training content are explored within the context of aligning training and development strategy with organizational needs. Prerequisite: MGMT 565 Global Talent Management, or permission of the instructor.
571. Leading Change in Organizations. Integrative Experience – Organizations are facing many environmental challenges including new technologies, new methods of organizing, diverse consumer demands, new competitors, and diverse employee skills and backgrounds. The common denominator is change. This course examines innovation and organizational change from a strategic and operational perspectives. Students’ knowledge and skills related to innovation and change management are developed with an emphasis on strategy and organizational goals. Applied projects with small businesses and not-for-profit organizations allow students to apply their knowledge of innovation and change management in the real world situations. 3 graduate credits. Prerequisite: Final semester status, or permission of instructor.
572. Managing Performance: Motivating, Coaching & Evaluating. Managers and human resource professionals must have a good understanding of performance management principles in order to coach managers in managing employee performance. This course focuses on the underlying principles of performance management and ways to intervene early to manage behavioral problems. Topics to be covered include an overview of performance management, methods for motivating staff, coaching employees, including executives, for success, establishing performance plans, and conducting performance evaluations. 3 graduate credits. Prerequisites: MGMT 513 Leading People in Organizations or permission of instructor.
577. Project Planning and Management. Introduces project management—the administration of a temporary organization of human and material resources within a permanent organization to achieve a specific objective. You consider both operational and conceptual issues. You learn to deal with planning, implementation, control, and evaluation from an operational perspective. In the conceptual arena, you study matrix organization, project authority, motivation, and morale and explore the differences and similarities between project and hierarchical management. You investigate cases that illustrate problems posed by project management and how they might be resolved. 3 graduate credits. Prerequisites: None.
579. Strategic Human Resources Management. This course includes an overview of business strategy and emphasizes the role of human resource management for effective strategy implementation. Models of organizational diagnosis and change, reengineering, divesting, merging, acquiring, downsizing, and outsourcing are examined from a strategic and operational human resource perspective. Students will complete a service learning assignment with a not-for-profit organization or small business to apply the knowledge and skills learned in this course. This course is normally taken by students as the last course in their program of study. Prerequisite: Permission of instructor.
590-599. Special Topics
581-582. Independent Study.