103 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.
Introduction to organizational factors relevant to management processes, including leadership, motivation, job design, technology, organizational design and environments, systems, change. May not be used to satisfy Penn State Business baccalaureate degree requirements. Not available to students who have taken B A 304 or MGMT 301.
or MGMT 301WBasic Management Concepts Select 6 credits from the following: 6
/Maximum of 9 Formal courses given infrequently to explore, in-depth, a comparatively narrow subject which may be topical or of special interest.
/Maximum of 12 Courses offered in foreign countries by individual or group instruction.
This course provides the opportunity to learn to think like an entrepreneur in the broader context of social entrepreneurship, intrapreneurship, creative problem solving, opportunity recognition, and innovation.
/Maximum of 18 Creative projects, including research and design, which are supervised on an individual basis and which fall outside the scope of formal courses.
/Maximum of 18 Creative projects, including research and design, which are supervised on an individual basis and which fall outside the scope of formal courses.
/Maximum of 9 Formal courses given infrequently to explore, in depth, a comparatively narrow subject which may be topical or of special interest.
/Maximum of 12 Courses offered in foreign countries by individual or group instruction.
* substitute for HM 265W) (GA) General Education Course 3 General Education Course 3 (GH) (Exploration) General Education Course 3 General Education Course 3 (GN) (Exploration) General Education Course 3 HM Elective 3 (Exploration) First Year Seminar or First 0-1
Study of fundamental principles and processes available to the understanding of management. Students will likely spend a major part of their lives working for one or, perhaps, leading one they have started. Although sound technical skills and relevant knowledge are important reasons an organization hires employees, the ability to lead and manage people is critical for future advancement. This course is focused on the social facets of organizations - as opposed to elements such as finance, marketing, operations, etc. A good grasp of how organizations work will help students succeed in their careers. This course provides a forum to critically engage with theories and concepts that attempt to explain organizational practices. It is designed to not only provide students with the basic fundamentals that may be used as tools to become better managers, but also help students question their own assumptions about how people ought to behave and how they actually do behave in organizations. This course, builds on the concepts embedded in a traditional foundation management course by researching the theories these courses are built upon and pointing out the advantages and limitations of these different approaches. The topics covered in this course will provide both the breadth and depth
offered each semester across Penn State. MGMT 301W exposes undergraduate students to the fundamental principles and basic concepts of management, with emphasis on organizational design, management processes, leadership, motivation, and managing teams and individuals in a global business environment. Understanding these principles and concepts is extremely important for students preparing for and entering the business profession. Managers plan, organize, lead, and control. These functions provide a foundation for MGMT 301W and are included in all course topics and modules. Typical modules include: An Overview of Management; Strategy and Structure; Organizational Behavior; and Group/Organizational Dynamics. The overview of management focuses on the manager's role and function, decision making, ethics, and managerial oversight. Topics covered in a strategy and structure module will include culture, environmental influences, strategy, organizational structure, globalization, and innovation. Organizational Behavior focuses on how decision making is influenced by various stakeholders who have formal and informal authority and control in a business. What motivates individuals and who are leaders in an organization is discussed along with group dynamics. Understanding team processes, conflict, adaptation to change, and various levels of group and one-on-one communication is important and will be covered by reviewing traditional management strategies and structures along with discussions on current and evolving management issues. Students may earn credit towards graduation for only one of the following; BA 304, MGMT 301, MGMT 301H, or MGMT 301W. Enforced Prereq at Enrollment: (ENGL 15 or ENGL 30H or ENGL 137H or ESL 15 or CAS 137H) and (ECON 102 or ECON 104) and (MATH 21 or a higher or a satisfactory score on the math placement exam) Writing Across the Curriculum
This course provides students with an understanding of the relevance and importance of diversity within corporate America as well as a Undergraduate - The Pennsylvania State University 2026-2027 4487 review of global business practices. Students will examine marketing, management, and finance topics within the context of issues pertaining to persons of different orientations, gender and ethnic backgrounds. Diversity Workforce and Inclusion looks at topics that directly and indirectly impact employment opportunities, day-to-day work practices, and the civil environment in which individuals deal with as they attempt to establish themselves as successful individuals on equal footing with their colleagues. Course participants will be given the opportunity to examine their own biases and questions surrounding the topics of diversity, inclusion, and leadership in a multicultural environment. Current national and global trends in workplace diversity will be covered along with federal mandates that impact employment, education, and civil matters.
or MGMT 355 Leadership and Change in Organizations or MGMT 433 Leadership and Team Building
or MGMT 331 Management and Organization or MGMT 400 Organization Development Supporting Courses and Related Areas Supporting Courses and Related Areas: Require a grade of C or better Select 3-6 credits of MGMT courses Select 0-3 credits from an approved list of management-related 0-3 courses Students must complete the following prerequisites for MGMT 301:
Designing organizations to effectively manage new technologies, structures, and people in changing global contexts. Enforced Prerequisite at Enrollment: BA 304 or MGMT 301
*
Globalization and technology have changed the way organizations interact with internal and external constituents. Leaders must strive to
This course focuses on concerns with understanding yourself as a leader in organizations-especially organizations undergoing change. Enforced Prerequisite at Enrollment: MGMT 301
Social entrepreneurship exposes students to the power of solving social problems through market-based solutions. Entrepreneurs, in general, create opportunities through resource integration. Therefore, social entrepreneurs create socially beneficial opportunities through the integration of public and private resources. In this course, students will explore the latest regulatory, legal and macroenvironmental policies and issues related to social entrepreneurship. In contrast to existing entrepreneurship courses, social impact is the primary purpose driving firm creation. Profitability, or value capture is not required, but might provide an innovative business model choice. In order to support the creation and growth of important social opportunities, entrepreneurs should consider different business model innovations beyond financial returns alone might produce. After taking this course, students will be alert to legal and regulatory opportunities, be capable of developing relevant marketing innovations and provide measurement and impact analyses prior to and after implementation of their strategies associated with social entrepreneurship. These learning outcomes will benefit traditional entrepreneurs and social entrepreneurs in developing innovative solutions. Enforced Prerequisite at Enrollment: MGMT 301
/Maximum of 18 Supervised off-campus, nongroup instruction including field experiences, practica, or internships. Written and oral critique of activity required. Enforced Prerequisite at Enrollment: prior approval of proposed assignment by instructor.
/Maximum of 9 Formal courses given infrequently to explore, in depth, a comparatively narrow subject which may be topical or of special interest.
/Maximum of 12 Courses offered in foreign countries by individual or group instruction. d International Cultures (IL)
General Education Course 1.5 14.5 15
Advanced treatment of topics of current managerial significance. Issues examined will differ by instructor, section, and semester. Consult departmental office. Enforced Prerequisite at Enrollment: MGMT 301
Technical Elective (300, 400- 3 General Education Course 2 * level) (GN) Technical Elective (300, 400- 3 * level) 16 14 Total Credits 129 * Course requires a grade of C or better for the major ‡ Course requires a grade of C or better for General Education # Course is an Entrance to Major requirement † Course satisfies General Education and degree requirement Course will satisfy First-Year Seminar requirement. Course will satisfy Writing Across the Curriculum requirement.
or BA 421 Project Management
or SCM 416 Warehousing and Terminal Management
SCM 455 * 3 General Education Course 3 Approved Elective 3 Supporting Business 3 * 15
An exploration of the sources of interpersonal conflict and strategies of resolution in the managerial context. Enforced Prerequisite at Enrollment: MGMT 301 or BA 304
Developing individual skills in interpersonal and group settings and experience-based and conceptual training in relating effectively to other people. Enforced Prerequisite at Enrollment: MGMT 321 or MGMT 326
Via problem-based learning, students define new business ventures to meet current market needs, develop business models, and present to various stakeholders. The goal of New Venture Creation is to better prepare undergraduate students to be leaders in adaptive, globally- minded, technology-savvy organizations. The course is structured so students develop skills that are of high value in any workplace: leadership skills, self-efficacy, creativity and the ability to deal with ambiguity. Upon course completion, students will have a working knowledge of traditional and non-traditional ways for identifying a new product or business opportunity, quantifying the potential, understanding the key competitive factors, researching the audience, and producing a convincing plan for financing and launch. Students who want to augment the skills and knowledge from their major with the ability to develop a new product/ service/process, will find New Venture Creation a valuable course. This is a novel problem-based learning (PBL) course, where the learning is student-centered, with faculty acting primarily in the role of facilitators. Active/Experiential learning happens in this course because students develop ownership of their venture concepts and are fully responsible for the genesis of ideas. Enforced Prerequisite at Enrollment: (ECON 102 or ECOn 104 or ECOn 14 or MGMT 215) and (CAS 100 or CAS 138T or EMSC 100S) Cross-listed with: ENGR 425, IST 425
Working with Penn State inventions selected by the Intellectual Property Office, student teams define an optimum commercialization path each technology. ENGR 426ENGR (MGMT/IST/ENTR) 426 Invention Commercialization (3) The goal of ENGR (MGMT/IST/ENTR) 426 is to have students understand why invention commercialization is complicated and difficult by participating in the process. For example, the inventor rarely has insights into the markets for his/her invention, is often not interested in the details of commercialization, and can be secretive. In addition, the business and financial communities often do not take
Exploration of the tensions and experiences of starting and growing a new company. MGMT 427 Managing an Entrepreneurial Start-Up Company (3)Start-up companies have a high failure rate. Acquiring and balancing limited resources, changing direction quickly, building a coherent team, managing intellectual property, and creating new markets all test a wide range of managerial skills not usually demanded in one person within a larger organization. Whereas a large company has a strong and well-defined structure and ample resources to deal with unexpected challenges, a start-up usually has insufficient resources, or management experience and yet must deal with daily important and often unpredictable forces. It is the tenacity of an entrepreneur that can take a company through the valleys of despair to eventually succeed. Students will be exposed to these tensions and experience through problem-based learning methods what it is like to start and grow a new company. The course will provide students with knowledge and experience to increase the likelihood of success whether as a principal in a small company or an investor representative. Enforced Prerequisite at Enrollment: (ECON 102 or ECON 104 or ECON 014) and CAS 100 and 5th semester standing.
Start-up companies have a high failure rate. Acquiring and balancing limited resources, changing direction quickly, building a coherent team, developing an organization's culture from scratch, managing intellectual property, and creating new markets all test a wide range of managerial skills not usually demanded in one person within a larger organization. Whereas a large company has a strong and well-defined structure and ample resources to deal with unexpected challenges, a start-up usually has insufficient resources and/or management experience, yet it must deal on a daily basis with important and often unpredictable forces. Students will be exposed to these tensions and experience through problem-based learning methods that illustrate what it is like to start and grow a new company. The course will provide students with the knowledge and experience to increase their likelihood of success whether as a principal in a small company or an investor representative. Managing a Startup is a problem-based learning (PBL) course, where the learning is student-centered, with faculty acting primarily in the role of facilitators. Active learning happens in this course because students are engaged in the analysis of the complex situations that underlie startup companies. The course leverages the on-line course management system to define weekly learning objectives, support electronic delivery of assignments and provide robust video content from entrepreneurs, investors and key employees, who provide additional insights into the management decisions and ethical dilemmas the leader of a startup faces. Because the course is structured around the on-line course management system, it could be offered at any Penn State location with very little revision. The particular companies and cases that are the focus of the class are easily adapted by using different case studies, companies and course mentors. Enforced Prerequisite at Enrollment: CAS 100 and 5th Semester standing Writing Across the Curriculum
Risk management is indispensable for effective project management. The course provides students with proven theories, tools, and best practices in risk management in order to manage a project to its success. From the course, students will recognize that project risks are not surprises and can be effectively managed by conducting analytics and best practices in risk management planning, risk identification, qualitative and quantitative risk analyses, risk response planning, and risk monitoring and control. The course will also emphasize the applications of these concepts to practices. Case studies will be used to help students develop a practical understanding of the best practices in project risk management. Enforced Prerequisite at Enrollment: SCM 301 and (MGMT 409 or MGMT 410)
MKTG (e.g., MKTG 330 or 3 Elective * 342) Elective 3 Elective 13 Total Credits 121-123 * Course requires a grade of C or better for the major ‡ Course requires a grade of C or better for General Education # Course is an Entrance to Major requirement † Course satisfies General Education and degree requirement Students must complete 3 credits of U.S. cultures (US) and 3 credits of international cultures (IL). Undergraduate - The Pennsylvania State University 2026-2027 2867 MATH 21 or higher required for entrance to major. Note: students who double-major in PSCM where MATH 110 is required or who intend to enter a Smeal major should aim for MATH 110 as goal. See internship coordinator or academic adviser for more information. Typically, courses offered to fulfill the MGMT-oriented interests of students in the marketing/ management option include MGMT 321 (leadership & motivation), MGMT 326 (organizational behavior), MGMT 341 (human resources management), MGMT 427 (managing an entrepreneurial start-up), and MGMT 431 (intro to entrepreneurship). University Requirements and General Education Notes:
Team-based learning approach to developing conceptual knowledge, skills sets, and personal competencies needed for leading and managing organizations. MGMT 433 Leadership and Team Building (3)To lead effectively and to manage others in contemporary work contexts requires mastery not only of conceptual knowledge, but also of the intra- and inter-personal competencies and skills sets that are vital to successful performance in a work environment. This course emphasizes an experiential-based learning approach that is designed to impart skill sets and competencies in areas such as leadership, teambuilding, negotiating, communicating, valuing diversity, managing conflict, and more. The course thus uses assessment exercises, role playing techniques, group problem solving exercises, and other experiential- based learning techniques in order to provide students with a framework for better understanding their own strengths and weaknesses, to enable them to practice, enhance, and to gain confidence in their competencies in these various areas, as well as to enable students to better appreciate when and how to effectively apply these skills sets and competencies in the workplace. Enforced Prerequisite at Enrollment: MGMT 301
Mergers, Acquisitions and Other Combinations is a course that has both an academic and practical goal in mind. This course will focus on the strategic nature of different horizontal and vertical combinations that for-profit corporations engage in. While merger and acquisition (M&A) activity is the primary combination that is addressed in MGMT 438, several other strategies are also important, namely (i) equity joint ventures, (ii) strategic alliances and (iii) cartelization. M&A is a key part of a firm's strategic repertoire as it is one way to reach corporate goals when organic growth is either too cumbersome or strategically sub-optimal. However, M&A is also costly since acquirers must take into account financial trade-offs such as opportunity costs or stock dilution. At a fundamental level, MGMT 438 will help students understand what types of firms participate in the market for acquisitions, what motivates participants in these transactions, what outcomes M&A produces, and what managers might learn to improve future M&A. While corporate strategy is the focus, we will also cover legal, accounting and financial topics inherent in M&A. Equity joint ventures (JVs), strategic alliances and cartels will also be covered since these combinations have similarities and differences with acquisitions. Since M&A, JVs, strategic alliances, and cartels often include government approval or sanctions, the regulatory environment will be another key topic covered in MGMT 438. Enforced Prerequisite at Enrollment: MGMT 301
Students will explore the link between company strategy and compensation practices to understand the core policies necessary to develop effective compensation systems. These core policies include internal alignment, external competitiveness, and employee contribution. Methods for developing internally and externally equitable pay grades and the impact of taxation on employee compensation are also explored. International compensation, executive compensation, Undergraduate - The Pennsylvania State University 2026-2027 4491 and compensating a contingent workforce are also discussed. The course will discuss how to collect and analyze salary data, and it addresses 'pay for performance' to enable students to learn about the concept of performance management and various incentive practices at individual, team, and organizational levels. The course also covers topics in employee benefits including discretionary benefits (e.g., tuition reimbursement) and mandatory benefits (e.g., Family and Medical Leave Act) offered by employers. Enforced Prerequisite at Enrollment: MGMT 341
This course focuses on the skills and methods managers need to manage staffing and development activities in organizations. MGMT 441 HRM Professional Seminar (Part 1): Staffing and Development (3) The purpose of this course is to give students the skills and knowledge they need to contribute to organizational staffing and development activities. Students will learn technical and organizational aspects of making hiring decisions, designing and implementing training programs, and developing career management initiatives. Topics include strategic human resource management, HR planning, the contingency workforce, HR information systems and technologies, job design, recruitment, selection, employment legislation, diversity, training, management development, career planning, and the like. This course is normally taken in the first semester of the senior year. It builds on information introduced in MGMT 341 (Human Resources Management) and moves beyond survey-level material to more specialized knowledge and skill. The course is taken concurrently with MGMT 442 (HRM Part One) and is typically taken as a precursor to MGMT 443 (HRM Proseminar, Part Two) and 444 (HRM Practicum, Part Two). These courses together constitute the core of the HRM Option for Management majors. Enforced Prerequisite at Enrollment: MGMT 341
This course focuses on skills and methods managers need to enhance the contribution of employees to organizational performance and effectiveness. MGMT 443 HRM Professional Seminar Part Two: Performance Management (3) The purpose of this course is to give students the skills and knowledge they need to enhance the contribution of employees to the performance and effectiveness of the organization. Students will learn technical and organizational aspects of performance planning, goal setting, performance and feedback, compensation and reward systems, incentive systems, high performance work organizational change, and the like. This course is normally taken in the second semester of the senior year. It builds on information introduced in MGMT 341 (Human Resources Management) and moves beyond survey-level material to more specialized knowledge and skill. The course is taken concurrently with MGMT 444 (HRM Practicum, Part Two) and is typically taken after students have completed MGMT 441 (HRM Proseminar, Part One) and MGMT 442 (HRM Practicum, Part One). These courses together constitute the core of the HRM Option for Management majors. Enforced Prerequisite at Enrollment: MGMT 341
This course focuses on developing knowledge and skills for managing differences within and among organizations. It provides an in-depth look at the sources of diversity-related conflicts in organizations, constructiv approaches for managing these conflicts, and how corporations can leverage diversity for competitive advantage. The overall objective is to provide students with an understanding of the business case for diversity, the legal requirements surrounding the management of diversity in organizations, the structural dimensions of implementing diversity programs, skills for managing diversity in teams, as well as a general sensitivity to the kinds of issues that create conflicts within and between firms. Students will explore legal requirements including: EEOC, affirmative action, and the Americans with Disabilities Act and the implications of these for selection, compensation, promotion and dismissal. Examples of specific steps corporations have taken to address demographic, functional, occupational, and identity-based differences will be provided. Through the use of interactive case studies and experiential exercises, students will be given opportunities to learn about and appreciate their own and others' cultural heritages, reflect on constructive approaches for handling diversity-related conflicts (including those stemming from functional, occupational and identity- based differences as well as demographic ones) and for designing human resource management systems that capitalize on diversity and promotes inclusion. Enforced Prerequisite at Enrollment: MGMT 301 United States Cultures (US)
Study of the key concepts and processes involved in current American labor/management relations. Enforced Prerequisite at Enrollment: MGMT 301
Advanced examination of social, ethical, legal, and economic responsibilities of those who must make and execute challenging business decisions and manage others who do. The course focuses on the knowledge, skills, and perspectives that a leader in business must have in order to navigate the intersection of business, ethics and society. This includes prescriptive frameworks for ethical decision making, an understanding of how people actually make ethical and unethical decisions, strategies for creating and sustaining ethical cultures, and practice addressing real and hypothetical challenges to responsible leadership in business. Enforced Prerequisite at Enrollment: MGMT 215 or BA 342 or BA 243 or ( BA 241 and BA 242 )
Advanced examination of social, ethical, legal, economic, equity, environmental, public policy, and political influences on managerial DECISIONS AND STRATEGIES. MGMT 451W Business, Ethics, and Society (3) Focuses on the knowledge, skills, and perspectives that a manager must have in order to deal with the social, legal, ethical, and political demands in society. Ecological, ethical, and public policy dimensions of various managerial decisions are examined. Enforced Prerequisite at Enrollment: (BA 241 and BA 242) or BA 243 or BA 342 e Writing Across the Curriculum
Select 3 credits from the following category: 3
New technologies are turned into innovations and create value for consumers only when they are successfully commercialized. Brilliant technologies can sit for years or even decades in the ivory tower. A successful commercialization of certain technologies does not only require deep understanding of the features of the technologies, but also well-developed frameworks to understand the dynamics of the technologies, the industries that the technologies will be applied to, market potential responses to the technologies and other firms who are interested in collaborating or competing to commercialize the technologies. These frameworks help managers to design the optimal strategy for different types of technologies and innovations (including incremental, disruptive, radical, and sustainable innovations) under dynamic market environments. The course covers several concepts, frameworks and tools through case-based learning methods that illustrate how different innovations and technologies are strategically managed and commercialized. Analyzing the successes and failures detailed in the cases will provide students the knowledge and analytical skills needed to develop comprehensive strategies to manage new technologies. This course is writing-intensive so be prepared to horn your business writing skills along the way. Strategic Management of Innovation and Technologies is a case-based learning course, where the learning is student-centered, with faculty acting primarily in the role of facilitators. Active learning happens in this course because students are engaged in actively analyzing cases and applying newly learned frameworks to the cases. The course leverages the University's course content management system (CMS) to define weekly learning objectives, support electronic delivery of assignments and provide robust video content from managers, inventors and venture capitalists, who provide additional insights into the process of technology commercialization. Because the course is structured within the CMS system, it could be offered at any location with very little revision. The companies and cases that are the focus of the class are easily adapted by using different case studies, companies and course mentors.
Examines issues of nations and cultures including motivation, communication, negotiation, leadership, ethics and social responsibility, and women in management. Enforced Prerequisite at Enrollment: BA 304 or MGMT 301
Examination of the social processes through which organizations continuously develop, acquire, interpret, and apply information and knowledge for performance enhancement and continuous improvement.
Issues that influence the competitive performance of the firm are identified and examined. MGMT 471 Strategic Management (3 )This course focuses on the management of the firm using a strategic perspective. The strategic perspective emphasizes the firm as the unit of analysis (e.g., analyzing how a firm competes in its industry), and it addresses key decisions that have a long-term impact on the structure and performance of the organization (e.g., diversifying into a new business or changing the company's strategy). The course draws heavily on prior business courses in accounting, marketing, finance, and international management. Key topics include industry analysis, competitor analysis, company analysis, corporate-level strategy, business-level strategy, strategy implementation, and firm performance. The course is normally taught using the case methods, but the course may include a computer simulation and/or oral group presentations. Undergraduate - The Pennsylvania State University 2026-2027 4493 Enforced Prerequisite at Enrollment: MGMT 326 and concurrent BA 411
Supporting Courses and Related Areas Select 13 credits from any business major field or any non-business 13 4 major field, except for all KINES (GHW) courses, any ENGL course below ENGL 15, and any MATH course below MATH 110. Exceptions 3 may be petitioned through the applicable department chair. 3 General Education 3 Connecting career and curiosity, the General Education curriculum provides the opportunity for students to acquire transferable skills necessary to be successful in the future and to thrive while living in
Module Elective 3 Module Elective Module Elective 3 General Education Course (Integrative Studies) General Education Course 3 Elective (Integrative Studies) 15 Total Credits 128 * Course requires a grade of C or better for the major ‡ Course requires a grade of C or better for General Education # Course is an Entrance to Major requirement † Course satisfies General Education and degree requirement For General Education Course notations, please be sure to include three (3) credits of United States (US) Cultures and three (3) credits of International (IL) Cultures. Consult adviser for details. The following courses are offered Fall Semester only: CMPET 117, CMPSC 131, ETI 302, MATH 210, MGMT 475W. The following courses are offered Spring Semester only: EMCH 213, MGMT 476. For Module Selection, consult adviser for list. For IB 303, the following courses may be substituted: ECON 470 or FIN 471 or MGMT 461 or MKTG 455. Credits For ME 300, the following courses may be substituted: IE 330 or IE 497 ‡ or MET 330. *‡2 University Requirements and General Education Notes: 3 US and IL are abbreviations used to designate courses that satisfy 3 Cultural Diversity Requirements (United States and International Cultures). W, M, X, and Y are the suffixes at the end of a course number used to 16 designate courses that satisfy University Writing Across the Curriculum requirement.
Study of an organization, industry, and evaluation of the introduction of a new product. Preparation of proposal for industry product. MGMT 476 Product Realization Capstone (3)This course is the second of a two course sequence that will provide a capstone experience for the Interdisciplinary Business & Engineering BD degree. The tools of strategic management and cross-functional collaboration will be used to design, develop, and implement a new product within an existing corporation. Student teams will be provided with an industry concept and work toward the objectives of a firm sponsoring the product concept. During the second semester, the evaluation of the product including feasibility of the product, design, manufacture, and intellectual property will be used by student teams and a final presentation and written assessment will be prepared for the firm. Enforced Prerequisite at Enrollment: MGMT 475W or 8th semester standing
This course provides key issues, concepts, and methodologies associated with business transformation and management consulting. Students will explore the professional services industry, industry best
With increasing competition around the globe, companies today confront an increasing array of choices regarding geographic markets, locations for key activities, ways of organizing businesses, operations, and processes for managing across borders. This course provides a broad exploration of new business models developed for competing in the global marketplace. It discusses the evidence, concepts and models for understanding the strategic issues facing executives nowadays and their impacts on company performance. In particular, it investigates various aspects of corporate level and business level strategy dealing with opportunities and challenges in the global competitive environment. It considers the dynamics in the global business environment and addresses key strategic decisions that influence firm growth and competitive advantages. The aim of this course is to prepare students to manage effectively in today's interconnected world by understanding this changing environment, principles of global strategy, and the relation between global strategy and organization. Students will develop strategic thinking capabilities and apply analytical tools and frameworks for understanding key factors influencing decision making in today's interconnected world. The course builds on insights from prior business courses in accounting, marketing, finance, organizational behavior, strategy, and international management. Learning will take place through lectures, in-class activities, case discussion, simulation, and group project and presentations. Enforced Prerequisite at Enrollment: MGMT 326 or (MGMT 321 and MGMT 331)
Compliance with employment laws with respect to managing human resources and fair treatment in employer-employee relationships.
Entrepreneurial Opportunity Creation is a process for co-creating ideas, markets and products by testing value propositions in actual market conditions. Opportunity co-creation prepares entrepreneurs to manage under conditions of extreme uncertainty. Opportunity creation is an iterative process between internal and external stakeholders focused on mutual value creation and exchange. Upon validation that a meaningful market opportunity exists, organizational resources are designed and deployed to match the learned opportunity. Unlike traditional entrepreneurial approaches, organizational formation is predicated on co-creation activities and is custom designed to fit the specific opportunity. This sequence reduces risk previously caused from efforts to predict the unpredictable, an uncertain future. This course will prepare students to learn how to create their own opportunities through active learning instead of predictive planning techniques rooted in risk analysis. Students will learn to use lean management techniques such as prototype development, sales and entrepreneurial marketing. This specific process or opportunity creation reverses conventional thinking and positions ideas, resources and experiences as outcomes of the process, not inputs. Enforced Prerequisite at Enrollment: MGMT 453 and MGMT 425
As resource integrator's, entrepreneurs must first understand what resources are needed to create a new venture (through Entrepreneurial Opportunity Creation) and then solicit and organize internal and external resources (aka Venture Capital). Although venture capital is often
/Maximum of 12 Supervised student activities on research projects identified on an individual or small-group basis.
/Maximum of 12 Supervised student activities on research projects identified on an individual or small-group basis.
/Maximum of 18 Supervised off-campus, nongroup instruction including field experiences, practica, or internships. Written and oral critique of activity required. Enforced Prerequisite at Enrollment: prior approval of proposed assignment by instructor.
/Maximum of 18 Creative projects, including research and design, which are supervised on an individual basis and which fall outside the scope of formal courses.
/Maximum of 9 Formal courses given infrequently to explore, in depth, a comparatively narrow subject which may be topical or of special interest. Undergraduate - The Pennsylvania State University 2026-2027 4495
/Maximum of 12 Courses offered in foreign countries by individual or group instruction.
Choose 2 elective courses from the following:
Demonstrating Business Case for Diversity (choose 1): 3
To gain an in-depth understanding of team dynamics and develop skills for facilitating teams to achieve effective performance.
Current theoretical and research issues applicable to the study of individual and group behavior within organizational settings.
To learn to evaluate and conduct research on top executives and their influence on organizational strategy, structure and performance.
Current theoretical and research issues applicable to the study of design and management of complex organizations.
Learn theory, concepts and methods for research on organizational social networks. MGMT 539 Seminar in Organizational Social Networks (3) This course familiarizes doctoral students with the theory, research and methodological issues connected with social network analysis in organizational contexts. The course encompasses topics from the micro level (e.g., cognition and networks) to the macro level (e.g., interorganizational networks) and introduces a range of network ideas concerned with centrality, structural holes, embeddedness, and social capital. Class periods will consist mainly of focused discussion of academic papers, but will also include discussion of data analysis exercises, and student presentations. Upon completion of the course, students should have a good grasp of social network concepts and methods and be able to use them to conduct research. The course requirements include participation in discussion, the completion of data analysis exercises, and the writing of a research paper. The course is designed for 15 students and is likely to be offered once every two years.
Current theoretical and research issues applicable to the study of Management, ranging from individuals embedded in organizations to organizational design, and strategy formulation / implementation. Students will learn about important theories and cutting-edge research across the management domain, with a particular focus on emerging research streams, particularly in the applied domain.
Identify opportunities for growth and profitability through technological and organizational innovations and market independently or with strategic partners.
Total Credits 9
Current theoretical and research issues applicable to the study of corporate strategy formulation and implementation.
/Maximum of 3 Continuing seminars which consist of a series of individual lectures by faculty, students, or outside speakers.
Experience in designing research for organizational science, to maximize the validity of eventual conclusions; methodological choices, constraints, and compromises (tradoffs). level statistics (linear model) course (e.g., STAT 501: Applied Regression Analysis).
This course provides students with an introduction to and experience with qualitative research methods employed in organizational contexts.
/Maximum of 9 Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.
/Maximum of 9 Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.
/Maximum of 12 Full-yime graduate-level foreign study at an overseas institution with whom linkages have been established.
/Maximum of 999 No description.
0 Credits/Maximum of 999 NO DESCRIPTION.
/Maximum of 999 No description.
Exploration of positive organizational behavior and wellbeing concepts for developing the "human sustainability" factor in organizations.
to advanced content for integrating sustainability into core business by identifying and managing the environmental and social impacts of a business in order to drive profitability, reduce risk, and for long-term value creation. This course provides students with knowledge, concepts, and practical tools for developing a strategic sustainability strategy and measuring financial, environmental, and social returns. Course content focuses on: (1) an exploration of "sustainability" and what it means to business regarding changes to the regulatory, consumer, competitive landscape; (2) analysis of international differences across Europe, Asia, Africa, the Americas and beyond; (3) strategy development including external and internal analysis, employee engagement, governance, and ensuring sustainability is "built in, not bolted on"; and (4) the latest business models and sustainable design solutions to drive business value and environmental/social performance.
/Maximum of 3 The purpose of this course is to understand the theory and practice of negotiation in a variety of settings, with specific emphasis on multiparty contexts. A basic premise of the course is that while a manager needs analytical skills to discover optimal solutions to problems, a broad array of negotiation skills and an understanding of multiparty dynamics are needed in order for these solutions to be accepted and implemented. The course will allow students to develop these skills experientially and to understand negotiation in useful analytical frameworks. This course will give students an overview of the unique challenges and intricacies associated with multiparty negotiation, providing an opportunity to understand and develop applied skills regarding (a) the formulation of strategy and tactics before, during, and after a negotiation, and (b) third-party intervention in multiparty negotiation. Students will learn the structural and social characteristics of multiparty negotiation and develop techniques for managing its complexity.
The primary purpose of MGMT 823 is to provide students with an overview of current theory and practice in organizational change and development. The primary aim of organizational development is to enhance organizational performance by improving the fit between individuals and the organization, as well as between the organization and its environment, all amidst ever-changing surroundings. This course will discuss current theories, models, research, techniques, and approaches to organizational change as well as the implications of change for organizational transformation and reconceptualization of management philosophies, principles, practices, and behavior that leads to high performance. The application of management and leadership skills required to manage change are of primary interest in contemporary organizations and is the main focus of this course.
This course addresses the managerial challenge of strategy implementation, particularly by examining the organizational elements that must be drawn into line to support a strategy, as well as the immense difficulties of changing an organization. As such, the course relies on two overarching frameworks. The first is a model of organizational alignment; the second is a model for managing the change process. The course will emphasize application and practice, primarily by the use of cases. Students will be asked, class after class, to take the position of a senior manager or an adviser to a manager, and develop answers to questions like these: What's the real problem here? How are the elements of the problem interconnected? What should be done? How, specifically, should we go about it? Strategy Implementation and Organizational Change will be relevant for a broad array of students, including those hoping to be managers, consultants, investors, and entrepreneurs. Because the course focuses on changing entire organizations (rather than small parts of organizations), we will be primarily taking the point of view of senior managers. However, our frameworks and tools, and the skills students will develop, will be useful early in their careers, as they face the need to manage change in their own subunits, as well as the need to comprehend and contribute to firm- wide changes.
MGMT 833 explores emerging trends in technology, organizations, and society that create new workplace practices, job tasks, and required skills. This course begins by covering the past, present, and emerging forces that shape labor markets and career trajectories. Students will then gain insight into how new technologies, social norms, and business models play out in establishing new organizational shapes and employment arrangements. Analysis of macrolevel factors including globalization, demographics, and sustainability from the top down will be combined with a bottom-up examination of each student¿s traits, skills, priorities, and employment history and aspirations. Students will analyze their future labor as an entrepreneur would, examining ¿new product development¿ opportunities, market analyses, and pricing options, and concluding with a go-to-market path.
This course mixes concept with practical, workable knowledge. We will focus on how students think about leadership, how things get done, and how things might be improved in organizations. This is the course that will allow students to discover, consider, and alter leadership tendencies
Human Resources Management (HRM) includes evaluating the internal and external environments of an organization, assessing work and work outcomes, and acquiring, training, developing, and compensating employees. In addition, HRM includes labor-management relations, human resource information systems, and international HRM. All managers are responsible for HR practices and managing the employment relationship in organizations, and for the impact of their HRM activities. The primary objective of this course is to investigate how managers might identify, engage in, and evaluate effective Human Resources practices. In addition, the roles and practices of the HR professional are examined.
Managing diversity and differences effectively is one of the most pressing leadership challenges in organizations today. This course focuses on increasing knowledge, skill, and confidence to address diversity related challenges that are an inevitable part of the manager's life. Course materials are organized around an Awareness-Empathy- Action/Allyship (AEA) framework. First, students will gain awareness around topics such as bias, prejudice, (in)equity and discrimination in the workplace. Course materials will direct students towards a greater awareness about how their personal biases and values shape decision making in interpersonal and group contexts as well as recognizing sources of bias and discrimination in the context surrounding them. Second, students will learn concepts that allow them to build empathy and take the perspective of others who are different. Often, people can empathize with others who are share a similar background or set of values, but transferring this empathy across differences can be challenging. Through case discussions and experiential learning students will have an opportunity to build their empathy across differences. Both awareness and empathy contribute to the third key component of this course- taking action to ensure equity and inclusion in the workplace. Through cases and exercises students will learn when and how to take individual action as well as promote inclusive and equitable practices in organizations. Overall, the AEA framework provides a pragmatic and evidencebased approach to recognizing and addressing bias and discrimination as well as fostering an inclusive workplace culture.
This course focuses on the "strategic" challenges facing the multinational firm. The types of questions that we address are: Why do firms go abroad? What differentiates a "global" from a "multi-domestic" industry? What are the sources of competitive advantage in a global context? Why and when do/should companies engage in cross-border strategic alliances? What are the associated risks and how to guard against them? What potential roles can foreign subsidiaries play in an MNC's global strategy? How do companies choose an optimal global structure? How do companies ensure coordination between the center and the Graduate - The Pennsylvania State University 2026-2027 1247 subsidiaries and among subsidiaries? How do companies manage strategic change from one type of global strategy to another? program
This course provides a unique exposure to the field of financing start- up companies. The course combines a comprehensive overview of the various ways to finance a company along with an opportunity for students to evaluate start-up companies for investment consideration of up to $100,000 utilizing the Garber Venture Capital Fund. Students learn which sources of funding are most suitable for the stage of the company and its business model based on the interests and capacities of those funding sources. These funding sources include friends and family, crowd funding, government funding, angel investors, venture capital, and debt financing. In addition, students learn key differences in financial terms unique to start-up company investments, develop valuation models, and learn the roles of boards of directors and shareholders. In parallel to the review of course materials, students work in teams to evaluate companies considered for a Garber Fund investment, present investment recommendations to their classmates, and vote to invest in up to three companies. Recommended Preparation: Sufficient understanding of financial statements and financial projections via a course in financial accounting such as MBADM 811 or adequate real-world experience with accounting and financial statements.
This capstone course for the M.B.A. is meant to broaden the students' orientation, giving them the perspective of top management. This is accomplished by integrating information from many functional areas such as marketing, accounting, finance, and management, and providing a "big picture" strategic approach to the business environment. The course is meant to be a "value added" experience, and not just a review of what has been learned in the program to date.
The goal of this course is to enable students to improve their understanding of managing and leading in changing environments. Students will study approaches to change, including resistance, learning, innovation, resilience, sustainability, and adaptation.
This course provides an understanding of key issues, concepts, and methodologies associated with business transformation and management consulting. It introduces students to the professional
MGMT 883 addresses concepts and methodologies associated with project management and the delivery of non-repetitive business activities. In this course, students will learn how to organize and manage work activities related to delivery of a collaborative venture that has unique objectives along with a beginning and an end. Along with the acquisition of fundamental project management knowledge and learning how to apply common project management tools/techniques, students will explore how to apply project management practices in multiple industries and contexts (i.e., consulting, internal corporate, multi-party, venture start-up). More specifically, students will learn and apply common project management tools and techniques used in various aspects of project management including but not limited to requirements gathering, stakeholder analysis, project definition/charter, project scheduling, project communication planning, risk mitigation planning, project budgeting & control, project metrics/assessment, project documentation planning, and project closeout assessment. Traditional and agile approaches to project management will be explored along with the benefits and drawbacks of each approach. Strategic considerations will include identification of success criteria, effective use of KPIs and performance metrics, timely identification and mitigation of project risk, team formation, resource constraints, project sponsorship, leadership within a project management context, and management of scope creep.
Choose one course from the following list of relevant courses: 3
Source: Pennsylvania State University-Penn State Erie-Behrend College's catalog, linked per course · table learning_unit · CourseShelf publish 59
