46 courses with the subject MGT, 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.
MGT 180International Course1-12
Offered through SUAbroad by educational institution outside the United States. Student registers for the course at the foreign institution and is graded according to that institution's practice. SUAbroad works with the S.U. academic department to assign the appropriate course level, title, and grade for the student's transcript.
How a firm's leadership structure guides the strategic management process. Topics covered include the role of the CEO and top management team, internal and external analysis and strategy formulation and implementation.
MGT 248Managing and Leading People in Organizations3
Introduces students to the management functions of planning, organizing, leading and controlling. Topics include teamwork, ethics, motivation, and others with an emphasis on the application of conceptual tools to analyze and address managerial issues.
Offered through SUAbroad by educational institution outside the United States. Student registers for the course at the foreign institution and is graded according to that institution's practice. SUAbroad works with the S.U. academic department to assign the appropriate course level, title, and grade for the student's transcript.
Exploration of a problem, or problems, in depth. Individual independent study upon a plan submitted by the student. Admission by consent of supervising instructor(s) and the department.
Individual and group behavior in complex organizations. Influence of organization structure and management practices on individual and group work behavior.
Human resources as a source of competitive advantage and financial performance. Employment law, reward and control systems, human resource architecture, workforce development.
Offered through SUAbroad by educational institution outside the United States. Student registers for the course at the foreign institution and is graded according to that institution's practice. SUAbroad works with the S.U. academic department to assign the appropriate course level, title, and grade for the student's transcript.
Exploration of a problem, or problems, in depth. Individual independent study upon a plan submitted by the student. Admission by consent of supervising instructor(s) and the department.
How firms create and capture value from innovations, how new technologies alter the industry landscape, and the role of technology strategy plays in traditional industry structures and value chains as well as innovation ecosystems and platform-based, multisided markets.
Introduces students to the science and practice of negotiation. Topics include bargaining styles, decision-making, conflict management, communication, and ethics with an emphasis on the practical application of conceptual tools to effectively negotiate.
Participants will learn about historical, economic, biological, social and political factors contributing to the careers & experiences of women working in business organizations. Class will enhance public speaking and critical thinking skills related to women¿s experiences in corporate environments.
Analysis of strategies, decisions, and processes of managing firm scope to create value through internal growth, mergers and acquisitions, alliances, and divestitures with an emphasis on managerial issues and a focus on established firms.
Solution of unstructured managerial problems requiring the application of students' integrated knowledge of the management curriculum using comprehensive organizational case problems.
MGT 448Management in a Cross-cultural Environment3
Factors that have an impact on managerial effectiveness in an international organization: language, religion, values and attitudes, educational structure, social organization, technology, political climate, and legal environment. Additional work required of graduate students.
Concepts, models, theories, and legislation related to employee compensation: wage theory, job analysis, job evaluation, job structure pricing, employee motivation, individual appraisal and reward, and benefits. Additional work required of graduate students.
Nature of the organizational development field and dominant methods, models and perspectives taken. Opportunities provided to increase skills and effectiveness in diagnosing and intervening in ongoing systems. Additional work required of graduate students.
Participation in a discipline or subject related experience. Student must be evaluated by written or oral reports or an examination. Permission in advance with the consent of the department chairperson, instructor, and dean. Limited to those in good academic standing.
Offered through SUAbroad by educational institution outside the United States. Student registers for the course at the foreign institution and is graded according to that institution's practice. SUAbroad works with the S.U. academic department to assign the appropriate course level, title, and grade for the student's transcript.
Exploration of a problem, or problems, in depth. Individual independent study upon a plan submitted by the student. Admission by consent of supervising instructor(s) and the department.
Offered through SUAbroad by educational institution outside the United States. Student registers for the course at the foreign institution and is graded according to that institution's practice. SUAbroad works with the S.U. academic department to assign the appropriate course level, title, and grade for the student's transcript.
Explores human resource management issues facing managers. Recruitment, selection and placement. Performance appraisal. Career planning, training and development. Compensation. Labor-management relations.
Participation in a discipline or subject related experience. Student must be evaluated by written or oral reports or an examination. Permission in advance with the consent of the department chairperson, instructor, and dean. Limited to those in good academic standing.
Exploration of a problem, or problems, in depth. Individual independent study upon a plan submitted by the student. Admission by consent of supervising instructor(s) and the department.
Investigate the opportunities and obstacles that women face in management and develop skills for leading women and men in order to improve individual, group and organizational performance. Enhance critical thinking skills essential for managers.
The development of personal skills in designing, implementing, and processing structured learning intervention that facilitate comprehension of organizational dynamics as well as foster real organizational learning and transformation. An experiential learning methodology will be employed.
MGT 703Organizational Process Consultation Skills3
Develop group process consultation skills necessary for creating high performance work groups as well as developing collaborative and learning relationships between groups within an organization.
MGT 704Job Satisfaction, Motivation, and Work Behavior3
Theories analyzed in terms of soundness, research support, and management implications. Work design and environment, reward systems in relation to employee motivation, stress, job satisfaction and performance.
Contemporary organizational systems, structural variables, and dynamics: the organization, organizational growth, effects of size and technology, emergence of new control systems, forms of organizational pathology, and directions of change in organizational pathology, and directions of change in organizational forms.
Interdepartmental approach to policy-making and administration from a top-management point of view. Thinking about business problems from an overall point of view.
Applies the principles and techniques of management to the life-cycle management process through the use of a computerized management simulation problem. Includes consideration of policy-making issues from the top management point of view.
Concepts, models, theories, and legislation related to employee compensation: wage theory, job analysis, job evaluation, job structure pricing, employee motivation, individual appraisal and reward, and benefits. Additional work required of graduate students.
History and development of collective bargaining in the United States. Structure, processes, and institutional framework of collective bargaining within the industrial relations systems.
Concepts, problems, and research related to the assessment of individual qualifications for employment and performance when recruiting, staff planning, and allocating staff resources.
MGT 757Career Planning, Training, and Development3
Theory and analysis of the empirical evidence related to training, career planning, and development concepts, methods, and programs. Conditions of learning, program evaluation, staff and career-planning models.
Economic, social, and legal implications of labor arbitration. Historic and contemporary problems commonly adjudicated by labor arbitrators. Theoretical and empirical evidence of the effectiveness of various dispute resolution strategies.
Nature of the organizational development field and dominant methods, models and perspectives taken. Opportunities provided to increase skills and effectiveness in diagnosing and intervening in ongoing systems. Additional work required of graduate students.
MGT 763Authority and Power Dynamics in Organizations3
Explores the psychodynamics of authority and power within and between small work groups in the context of an evolving, fluid learning organization. Participants develop skills identifying, interpreting and expressing the emotions of leadership within groups.
MGT 764Strategic Change and Organizational Innovation3
Focuses on managing required system-wide changes through an understanding of the technical, political and cultural subsystems and their interrelationships.
Results of supervised readings and independent study presented by participants for group discussion and evaluation. History, direction, and substance of developments in the fields of organization and management.
Participation in a discipline or subject related experience. Student must be evaluated by written or oral reports or an examination. Permission in advance with the consent of the department chairperson, instructor, and dean. Limited to those in good academic standing.
Exploration of a problem, or problems, in depth. Individual independent study upon a plan submitted by the student. Admission by consent of supervising instructor(s) and the department.
