50 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 302Disaster Management3
Lecture Hours: 3 Lab Hours: 0 This course covers the history of disaster management, basics and intermediate concepts of disaster management, including the disaster management paradigm (Preparedness, Response, Recovery, Mitigation), Incident Command, technological- including weapons of mass destruction & cyberattacks, and natural hazards and disasters, fundamentals of risk and hazard assessment, national response, federal agencies, and an introduction to international disaster management and terrorist threats. The course is intended to provide students systematic overview of planning, organization, operational and financial dimensions of disaster management in the context of national and international levels. During this course students will complete FEMA certificate IS 100- Introduction to Incident Command System.
Lecture Hours: 3 Lab Hours: 0 This course covers the concepts, strategies, and implementation of Business Continuity and disaster recovery plans through lectures, hands on practice and skill building. This area of technical expertise is becoming a highly valued skill in the work place. Almost every business and organization must deal with Business Continuity and Disaster Recovery at some level. The cybersecurity threats, severe weather-related incidents and both man-made and natural disasters have increased the risks for companies and organizations regarding their critical business resources, systems and processes. Managing these risks is an integral part of everyday business. The overall goal of Business Continuity planning is to protect the company and organizations, its' assets, its' ability to do business under any circumstance, and to be resilient. After completing this course, students should be able to write a Business Continuity of Operations Plan and 859
Lecture Hours: 3 Lab Hours: 0 A study of the theory and process of management principles and basic organization behavior. Emphasizes major managerial functions such as planning, organizing, leading, and controlling, as well as the role of the manager in a changing environment. Explains ethical issues, managerial decision making, leadership behaviors, and managing a diverse workforce and provides an introduction to international management.
Lecture Hours: 3 Lab Hours: 0 This course provides an introduction to management science topics and modeling in the decision making process. It covers the quantitative tools for managerial decision making and focuses on areas such as linear programming, inventory control, PERT/CPM, simulation, decision analysis, and queuing theory. Computer software used for solving these problems.
Lecture Hours: 3 Lab Hours: 0 In supply chain, the suppliers connect to customers through a series of processes e.g. purchasing, production, storage, sales, transportation and distribution. Each of these business processes and business units interface with others by sending outputs and receiving inputs preferably over an electronic supply chain network. Modeling of these units and optimization of flows together with other issues such as human factors, cultural issues, security factors, automation and other related topics will be discussed. This course is cross listed with ISBA 410.
MGMT 405Critical Infrastructure: Identification, Vulnerability, and Threat Assessment3
Lecture Hours: 3 Lab Hours: 0 This course provides a careful examination of the methods necessary to identify and address risks to critical infrastructures from a variety of human and natural threats. Critical infrastructures, comprised of food, health, transportation, defense, information, trade and communication infrastructures, are an essential part of the global critical infrastructure and an integral part of our Nation's economy and national security. This course is designed to enable students to: identify and describe the various components and their functions of the Critical Infrastructure models, relating to sub-critical infrastructures; evaluate the current risk environment as it pertains to the cascading effects; evaluate the various measures/mitigation and countermeasure strategies utilized to protect critical infrastructures; evaluate the responsibilities of all critical infrastructure stakeholders; apply analytical techniques for policy makers to develop sustainable critical infrastructure security program. During this course students will complete FEMA certificate IS 913a- Critical Infrastructure Security and Resilience Achieving Results Their Partnerships and Collaborations.
MGMT 406Laws and Regulations in Disaster Management3
Lecture Hours: 3 Lab Hours: 0 This course is designed to give students insights into the public laws, regulations, and associated policies that facilitate and, in some cases, restrict emergency management planning, recovery, and relief. Students will explore how this basic philosophy is carried out in laws, statutes, ordinances, regulations, and procedures at the various levels of government. Students will share how it is accomplished in their hometowns and organizations. There is special focus on declarations of emergency at the local and state levels. In addition to laws and regulations by OSHA, EPA and FEMA, this course covers the legal foundations of protecting the homeland, Executive Orders, the foundation and of the Homeland Security Council, and regulations and laws covering- national response, military response, infrastructure protection, intelligence gathering, National Incident Management Systems (NIMS) and National Response Framework (NRF), detention and treatment of terrorists and selected foreign homeland security. During this course 862
MGMT 407Crisis Management and Emergency Preparedness3
Lecture Hours: 3 Lab Hours: 0 This course develops a managerial perspective on crisis management and emergency preparedness. Through case studies, the course examines distinctive challenges of dealing with different types of disasters; the communication problems that arise within the group of initial responders, NGOSs and between officials and the public-at-large; exemplary leadership and organizational strategies for responding to emergencies for which prior preparations may be inadequate or counterproductive. From a managerial perspective, the course aims to provide the skills and systems that must be deployed in times of crisis; considers how to set a course of action, mobilize and coordinate resources, and organize support; and teaches how organizations can effectively prepare in advance for crises. During this course students will complete FEMA certificate IS 800c- National Response Framework (NRF).
Lecture Hours: 3 Lab Hours: 0 A study of personnel administration, including the objectives, organization, functions, and role of personnel management in the operation of business enterprises, with attention to key problems in the areas of employee selection, hiring, and placement; training; wage and salary administration; promotion, transfer, and separation; personnel services; and labor relations.
Lecture Hours: 3 Lab Hours: 0 This course provides students with a comprehensive overview of employee compensation and benefits. Students will learn about the various types of employee compensation and benefits options available to organizations. Additionally, this course will cover the tangible and intangible reward systems necessary to motivate employees and increase organization performance. Topics such as base pay, merit pay, profit sharing, executive compensation, designing pay structures, health benefits, retirement plans, employee planned, and unplanned leave will be addressed. 863
Lecture Hours: 3 Lab Hours: 0 This course focuses on the complex and ever-evolving area of employment and labor law. Students will study the employment laws and legal guidelines that affect employer-employee relationships. Additionally, students will learn how to utilize employment law concepts in real-life workplace situations to make appropriate human resource management decisions. Topics will include: proper hiring and promotion practices, Federal and State labor laws, harassment, discrimination, and employee's right to privacy.This course will use case studies, court cases, and relevant news events to provide students a current view of employment and labor law.
Lecture Hours: 3 Lab Hours: 0 This course provides the student with insight into the theories and techniques of the key Human Resource Management (HRM) functions of employee selection and employee training and development. Selection is viewed as establishing the employment relationship while training is viewed as addressing skip gaps between employees' actual and desired performance. Strategies are explored for measuring job performance requirements in order to effectively recruit, select, and train employees to meet organizational and individual objectives. Legal, ethical, and global issues in human resources staffing and development are explored throughout the course. This course covers core material essential for managers and for every HRM professional.
Lecture Hours: 3 Lab Hours: 0 The study of human behavior at the individual, group and organizational level including discussion and case studies related to motivation, perception, job design, group behavior, communication, interpersonal conflict, ethics, performance, motivation, and leadership.
Lecture Hours: 3 Lab Hours: 0 This course is conducted in a learning group setting where students experience first hand the dynamics that occur in a task-oriented group while reading and learning about the theory of group development. This course should be taken concurrently with MGMT 470 - Strategic Management or ISBA 330 - System Analysis and Design or another course where the student is involved in a team project. The class will explore key issues that underlie group life such as inclusion, influence and intimacy. Leadership and how it emerges within the group will be a key aspect of the learning. The course also includes self assessment exercises and feedback from the group that increases students' awareness of their own styles in interacting with others, including influence style, conflict management, decision making style, communicating and listening styles.
Option 3: Management Concentration - Enterprise Resource Planning (ERP) System Management Track Students that successfully complete this option will earn an SAP Recognition Award from SAP NextGen. This track will support student preparation for the SAP TS410 examination for SAP Consultant Certification.
Option 2: Management Concentration - Human Resource Management Track Students that successfully complete this option, as well as required experiences, will prepare to take the Society of Human Resource Management (SHRM) examination to earn the SHRM Certified Professional (SHRM-CP) Certificate.
Lecture Hours: 3 Lab Hours: 0 This course addresses the emerging practice of corporate entrepreneurship or Intrapreneurship, broadly defined as the application of entrepreneurial capabilities of the development of new venture within an existing firm. Thus, this course will provide insights into the innovation process in corporations and the unique problems and opportunities that managers and corporate entrepreneurs face in translating innovative ideas into successful results, from opportunity recognition to new venture creation.
Lecture Hours: 3 Lab Hours: 0 A capstone course focusing on the theoretical and practical knowledge acquired in previous undergraduate business administration courses. Text and lecture will cover external and internal environmental analysis, business and corporate level strategy, industry analysis, functional strategy, implementation, control, and global business. Case analysis and presentation will combine and enhance learning acquired from readings and Internet searches.
Lecture Hours: 3 Lab Hours: 0 This course is intended to develop the leadership and communication skills that students need to be transformational leaders in their professional career. The course covers theories and dimensions of leadership effectiveness. Through various role playing and case analysis activities, the course measures students' leadership competencies in four areas: developing the vision, sharing the goals, gaining support, and delivering success. The course places emphasis on proper leadership communication, interpersonal skills, cultural literacy and cross-cultural leadership communication, conducting meetings, high-performing team leadership, and public speaking. To this end, all students are required to join a chapter of Toastmaster International and participate actively in all meetings during the course of the semester. 866
MGMT 591(1.5-3-0) Management: A contingency view of management as the process of organizing resources to set
and accomplish organizational goals. Three approaches are emphasized and integrated: the systems approach (environmental issues); the process approach (the functions of planning, organizing, controlling and leading); and the behavioral approach (individual and group performance in organizations). Cases and readings are used. (Offered for one-half a semester.)
MGMT 592(1.5-3-0) Communication: Sharpening the tools for spoken and written communication in business
including audience analysis, computer graphics, writing and editing techniques, document design, and oral presentations. (Offered for one-half a semester.)
Lecture Hours: 3 Lab Hours: 0 This course is the first step in the development of the path that students will take as they move through the MBA program. The course focuses on three core activities. First, they will work on the development of goals they hope to achieve in their MBA education. Next, students will discuss and receive individualized 245
Lecture Hours: 3 Lab Hours: 0 Data analytics focuses on improving existing operations and supports the enterprise resource planning by streamlining or optimizing business processes. Business analytics help decision makers perform quicker analysis and use the valuable information to make better decisions. This course introduces several commonly used modeling tools to develop and improve students' analytical skills through a variety of realistic situations. The skills learned in this course will help students to recognize a decision situation, understand the business problem, and deal with uncertainty and complex interactions to solve the problem. In order to equip students with these skills, this course is divided into four parts: (I) Descriptive and Predictive Analysis, (II) Prescriptive Analytics with low uncertainty, (III) Prescriptive Analytics with high uncertainty and (IV) Complex Predictive Analytics. Part I will cover forecasting and time series analysis, Part II will cover modeling, optimization, and solvers. Part III will cover decision trees for structuring decision problems under uncertainty, waiting line models, simulation and Part IV will cover multi-criteria decision making, heuristics, and simulation-optimization. Throughout the course, we will use SAS software as a modeling and analysis environment. This course is crosslisted with and equivalent to BIDA 650 and HINF 640.
MGMT 611Introduction to ERP and Business Processes3
Lecture Hours: 3 Lab Hours: 0 A problem-based, interdisciplinary course on Enterprise Resource Planning (ERP) concepts to help students understand the integrated software modules used to run virtually all business processes in an organization. Explains and demonstrates in detail how business processes such as sales logistics, production/ material management, procurement, and human resources are supported in an ERP software package. This course is cross-level listed with MGMT 611. *Undergraduate students can enroll only with the permission of the instructor
Lecture Hours: 3 Lab Hours: 0 A problem-based exploration of the various electronic business tools and technologies required to efficiently manage a supply chain. This course is cross-level listed with MGMT 492. 249
Lecture Hours: 3 Lab Hours: 0 Gain detailed information on planning and control systems for business operations through aggregate production planning procedures and disaggregation methods in hierarchical production planning. Topics will include forecasting, capacity planning, scheduling, and inventory management. This course is cross-level listed with MGMT 493.
Lecture Hours: 3 Lab Hours: 0 Focuses on materials management and purchasing policies, procedures and goals including the role of purchasing in production planning and inventory management. Key topics include: providing uninterrupted flow of materials and services, keeping inventory at a minimum to achieve the organization's objectives, quality standards, supplier selection and development, order specifications and agreements, improving competitive position, and achieving positive external and internal working relationships. This course is cross-level listed with MGMT 494.
The importance of human behavior in reaching organizational goals. Course emphasis: managing individual and interpersonal relations; group and inter-group dynamics; leadership, communication and motivation skills in managing organizational performance and change.
MGMT 645(3-3-0) Electronic Commerce: The purpose of this course is to provide the essentials of electronic
commerce – how it is being conducted and managed as well as assessing its major opportunities, limitations, issues, and risks. Major topics include Internet consumer retailing, business-to-business e-commerce, m-commerce, e-commerce support services, and e-commerce strategy and implementation. Students will also learn how to launch a successful online business. MGMT 650 (3-3-0) Business Policy and Strategy: A capstone course designed to develop a framework of analysis for long-term policy formulation in a global economy. Case materials and computer simulation are used to integrate strategic concepts and techniques learned in earlier core courses. Emphasis will be placed on social and ethical responsibilities of management. Prerequisite: 18 hours at 600 level.
Lecture Hours: 3 Lab Hours: 0 This is a capstone course designed to develop a framework of analysis for long-term policy formulation in a global economy. Case materials and computer simulation are used to integrate strategic concepts and techniques learned in earlier core courses. Emphasis will be placed on social and ethical responsibilities of management.
ACCT 610 and MGMT 615 and MKTG 640 and FINC 620 or consent of instructor
MGMT 655Management of Technology3
Lecture Hours: 3 Lab Hours: 0 This course represents a case based approach focusing on the integration of technology and strategy and social and ethical issues of technology management. Emphasis is placed on designing technology strategies and managing innovative systems for developing new products and businesses. 277
Lecture Hours: 3 Lab Hours: 0 This course examines management concepts and the practices of multinational and foreign firms. The objectives, strategies, policies, and organizational structures of corporations engaged in various social, economic, political, and cultural environments are discussed also.
Lecture Hours: 3 Lab Hours: 0 Success in modern business depends on success in quality management. This course will provide the framework and methods for potential business managers and entrepreneurs to approach quality as a strategic and competitive variable. Methods to be covered include statistical process control, tolerance and robust design. Course content draws heavily on the teachings of Drs. W. Edwards Deming, Genichi, and Taguchi. 247
MGMT 670(3-3-0) Supply Chain Management: Interest in supply chain management, both in industry and in
academia, has grown rapidly over the past several years and continues to grow. This course presents, in an easily accessible manner, recently developed state-of-the-art models and solution methods important in the design, control, and operation of supply chains.
Lecture Hours: 3 Lab Hours: 0 This course focuses on the generation and analysis of ideas and the managerial decisions necessary to operate a new venture. It emphasizes creativity and the source of ideas, an idea's operational feasibility, analysis of the environment, industry, and financial resources needed by the entrepreneur for improving the chances of success, as well as operational issues such as marketing, risk protection, and human resource management. Self-assessment and other managerial decision making tools aid in determining the entrepreneurial interest of course participants.
Analysis and development of leadership theory and thought. Identifies and evaluates leaders in formal and informal organizations. Case materials and business games are used to develop and enhance leadership quality.
Lecture Hours: 3 Lab Hours: 0 This course focuses on current issues, trends, and problems in management that are of interest to faculty and students. Depending on the topic at hand the course may rely on interactive discussions as well as individual and group research and reporting by students on a variety of different issues in management. This course can be repeated multiple times with different topics.
Subject
MGMT
Credits (min)
3
Credits (max)
3
Credit unit
Credit Hours
Type
course
Repeatable
can be repeated multiple times with different topics.
