Hellenic College-Holy Cross Greek Orthodox School of Theology · Courses
MGMT
16 courses with the subject MGMT, each shown exactly as we captured it from the college's catalog, with every element we hold. Where the wording looks broken, that is our reading of the catalog, not the college's text.
MGMT 1001Principles and Practices of Management3
The Principles and Practices course is the cornerstone of the program. It introduces students to the four core management functions of planning, organizing, monitoring, and controlling. It also introduces the functional disciplines of finance, operations, marketing, human resources, and management information systems. Accordingly, the course serves as a primer of management functions that will be explored in greater depth in each respective course later in the curriculum.
This course is made up of two parts. First, students explore the conceptual framework of generally accepted accounting principles and related applications. More specifically, the accounting cycle is examined through to the communication of results using the three main financial statements: the income statement, the statement of cash flows, and the balance sheet. The second portion of the course focuses on topics such as the time value of money, current and non‐ current liabilities, leases, deferred taxes, retirement benefits, stockholders' equity, earning per share, accounting changes and errors, and statement of cash flows. The use of QuickBooks is integrated into the course.
This course examines the competencies associated with effective human resources management as defined by the Society for Human Resources Management. In doing so, the course examines HR functions to include human resource planning, recruitment and selection, training and development, career planning, job analysis and evaluation, performance appraisal, employee compensation and benefits, labor‐management relations, discipline and grievance handling, and diversity and equal employment opportunity.
This course emphasizes organizations’ social and ethical responsibilities to both external and internal stakeholder groups. The course focuses on national and global issues and on the influence of political, social, legal, regulatory, environmental, and technological issues on “corporate social responsibility.” Students analyze cases that reflect inherently conflicting points of view of stakeholders.
This course examines the important concepts of operations management in various organizations, such as banks, retail stores, hospitals, churches, and parishes. This course covers typical aspects of managing operations such as capacity planning, scheduling, inventory control, and quality control.
This course prepares students to use information technology effectively in the decision‐making process. Students will examine business applications using spreadsheets and databases. Students will also examine management information systems and decision‐support systems to understand how effective systems can enhance managerial decision‐ making.
This course explores the concepts and techniques for determining the need for the acquisition and management of capital resources in for‐ profit and non‐profit organizations. The course includes such topics as financial analysis, forecasting, leverage, capital budgeting, time value of money, investment banking, common and preferred stock, financing, and bond evaluation. 69
The focus in the first part of the course is on managerial decisions concerning demand, costs, profitability, and competitive strategies. Students analyze real‐world markets and firms using the basic concepts of microeconomics. In the second half, the focus is on developing an understanding of the main forces and trends in the economy, how they are interrelated, and how policy‐makers try to affect them. Students will examine how changes in the macro economy affect managerial decisions.
This course examines human relationships in organizations through such topics as perception, motivation, conflict management, diversity, group processes, power and politics, culture, leadership, and the management of change. Through real-life cases, classroom exercises, and discussion, students develop the insights, knowledge, and skills essential for understanding and managing organizational behavior.
This course focuses on the strategic management process from a global perspective. Students will study the issues involved in the creation, formulation, and implementation of strategy and policy. Through discussion and case study, students will evaluate the risks and alternatives of strategic choices and how management philosophies can affect strategy formulation and implementation.
This course explores the complex nature of leadership in modern organizations. Through readings, discussion, and case studies, students will examine theories of leadership and motivation and the relationship between organizational power, authority and leadership styles.
MGMT 3501Management and Leadership Internship I1.5
Through the internship, students develop a foundation of knowledge and practical skills for working and man- aging in an organization. In the first semester of the internship, students develop a career assessment 70
In the fall semester of their senior year, students complete a personal assessment plan, and develop strategies on how to further their development as prospective managers and leaders. After reflecting on development goals, they then complete an action plan for their internship experience during the subsequent semester. They also embark on some practical planning by developing network skills, updating their resume and cover letter as well as honing their interviewing skills. They also explore potential internship experiences at sponsoring organizations. Once they have obtained an internship site, students develop a learning contract outlining their internship learning goals and outcomes, which is signed by the site supervisor, the student, and the academic advisor. Students then spend the second semester on site, fulfilling their internship learning goals."
This seminar offers students the opportunity to explore successful leadership models and to understand their managerial and leadership potential and abilities through self-assessment and interactive and practical skill-building in and outside the classroom. This course will feature speakers that hold positions of CEO, partner, or manager of their respective firms or organizations. The speakers will describe their development as leaders, outlining what strategies worked and which did not. 71
In this course, students will develop some practical tools and skills for planning and managing large-scale systemic change. Through in-class discussions, exercises, and case study, students will learn to analyze the forces that drive change in organizations, examine impediments to change, as well as survey a range of approaches for making organizational change more effective. Special attention will be given to managing resistance and the losses and disruptions resulting from radical change.
