May 04, 2024  
2017-2018 Graziadio Academic Catalog 
    
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2017-2018 Graziadio Academic Catalog [ARCHIVED CATALOG]

Courses

 

Marketing
  

  • MKTG 662 Marketing Communications (2)

    This course expands upon the student’s understanding of marketing communications by emphasizing the role of the integrated marketing communications (IMC) program in both building and maintaining the brand image and health of an organization. The student will study the process by which IMC programs are planned, developed, and executed through exposure to the various IMC tools used in contemporary marketing such as advertising, direct marketing, Internet and interactive marketing, sales promotion, publicity and PR, events, and internal marketing efforts. The balance between the theoretical and practical aspects of IMC make this course relevant to those interested in careers in promotion or product/service marketing management. Prerequisite(s): Full-Time-MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , or MKTG 615B Advanced Marketing Essentials (2) . Fully Employed-MKTG 658 Marketing Management (4) .

  

  • MKTG 663 Strategic Issues In Marketing (2)

    Marketing strategy involves the commitment, organization, and allocation of a firm’s resources in an attempt to achieve sustainable competitive advantages. This course examines both the development and implementation of marketing strategies. The higher order, or abstract, nature of this course demands that students understand the integrative nature of all the functional areas of management. This course is taken near the end of the program. Prerequisite(s): Full-Time-MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , or MKTG 615B Advanced Marketing Essentials (2) . Fully Employed-MKTG 658 Marketing Management (4) .

  

  • MKTG 664 Marketing Consulting (4)

    Underscoring the Graziadio School of Business and Management’s focus on “practical and relevant,” this course is designed to provide students with real work experience in marketing consulting by integrating and applying core curriculum concepts as they work directly with company executives to resolve an actual business issue in the classroom. Under faculty supervision, the class, working in teams, will complete a marketing consulting project (Education to Business) for an assigned company secured by the Graziadio School. Teams will interact with company management as they analyze the company issue and/or opportunity, gather information, and develop recommendations for action. Students will gain real-life insights in a practical, applied setting that the students can utilize in their career development. Prerequisite(s): MKTG 658 Marketing Management (4) .

  

  • MKTG 665 Marketing Small Businesses (2)

    Recognizing that many managers today find themselves working in the context of start-ups or smaller businesses generally, this course will examine the unique marketing challenges present in such circumstances. In addition to examining the marketing of the venture’s products, the use of marking concepts in efforts to attract financial and human resources will be explored. Prerequisite(s): Full-Time-MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , or MKTG 615B Advanced Marketing Essentials (2) . Fully Employed-MKTG 658 Marketing Management (4) . Note: ENTR 665  may be substituted for MKTG 665 and vice versa. However, students should be aware that the specific focus and deliverables of these two courses are substantially different from one another.
  

  • MKTG 667 Sales and Sales Force Management (2)

    The process of effective selling will be examined from both theoretical and practical perspectives. The career opportunities available in sales will be examined. The focus of the course will then shift to the management of the firm’s sales force. Sales policy and planning as they pertain to recruiting, selecting, training, leading, and motivating the sales organization will be examined in a global context. Contemporary technological, legal, and ethical issues in sales will be explored. Prerequisite(s):  MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 668 Business-To-Business Marketing (2)

    This course is designed to improve the student’s ability to resolve issues and discover opportunities in selling to other businesses. There will be broad coverage of current issues in industrial marketing, such as the importance of developing long-term relationships. The topics of distribution, pricing, sales force management, and strategic market and product selection will receive special attention. Other current issues such as just-in-time delivery systems will be discussed. Prerequisite(s): MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 669 Marketing Research (2)

    Realizing that the purpose of research is to improve managerial decision making, this course will provide the student with the understanding and tools needed to design and implement a marketing research program. Beginning with establishing research objectives, it continues by examining the design of research projects, sampling methodology, and data collection. Finally, students learn to secure secondary and primary data, analyze it, and report research findings in a manner useful to managers for decision making. Prerequisite(s): MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 670 Technology in Marketing (2)

    This course provides the student with an appreciation of both the strategic and tactical value of integrated marketing information systems in contemporary organizations. Beginning with establishing information needs, it moves on to procedures for building and using a customer database and integrating it into a full decision support system. This will include the review and use of current database marketing software and Internet marketing systems as part of the marketer’s efforts to customize its marketing programs to better meet customer needs and interests. Prerequisite(s): MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 671 Global Marketing (2)

    The globalization of markets has made an international orientation essential to most firms’ marketing efforts. Economic, political, and other environmental changes challenge firms operating in this global arena on a daily basis. This course will examine the unique challenges that a marketer will face in such an environment, such as the dramatic impact on product prices of an uncontrollable element such as fluctuations in exchange rates. Prerequisite(s): Full-Time-MKTG 605 Marketing Management (2) ,  MKTG 615 Marketing (4) , or MKTG 615B Advanced Marketing Essentials (2) . Fully Employed-MKTG 658 Marketing Management (4) .

  
  
  

  • MKTG 676 Brand Management (2)

    This is a business-to-consumer (B2C) course with an emphasis on fast-moving consumer goods (FMCGs). It reviews what a brand is, why a brand is important, how to nurture and protect a brand, classical brand management, the brand planning framework, laws of marketing, how things have changed, holistic emotional communications, the importance of the consumer, the innovative communications process and ownable brand idea, how all consumers are not the same, and how to be an excellent manager and leader. The students will draw on their oral and written presentation skills and will be highly involved in bringing the course material to life. Prerequisite(s): MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 677 Consumer Behavior (2)

    Consumer behavior lies at the crossroads of the marketing, psychology, economics, and anthropology disciplines. This course will examine the consumption activities of individuals as opposed to markets. The course will focus on consumer behavior, although much of the theory covered in the course applies to industrial settings. Industrial consumer behavior will also be included, and the application of this discipline to business-to-business settings will be addressed. Prerequisite(s): MKTG 605 Marketing Management (2) , MKTG 615 Marketing (4) , MKTG 615B Advanced Marketing Essentials (2) , or MKTG 658 Marketing Management (4) .

  

  • MKTG 680 Global Brand Management (4)

    Modern brands are a powerful force transcending the world’s borders, economies, and cultures. This course introduces the student to the global brand dynamic and focuses on why a global brand is important, how to nurture and protect a global brand, global brand management, and the importance of the brand’s authenticity in the formation of the consumer’s brand trust and commitment. The students will draw on their oral and written presentation skills and will be highly involved in bringing the course material to life. This course provides the opportunity for the student to apply course content to an assigned case/consulting project. Emphasis is placed on the practical application of branding concepts to global business. Prerequisite(s): MKTG 658 Marketing Management (4)  

    Student Learning Outcomes
    1. Understand the nature, importance and context of a global brand strategy
    2. Recognize that in many situations there is a range of alternatives which should be evaluated
    3. Apply appropriate theoretical concepts, models, frameworks, tools and techniques which facilitate the development of global brand strategy
    4. Analyze alternative approaches to developing a global brand strategy
    5. Analyze the role of global strategy options in maintaining strategic fit and competitive advantage in organizations
    6. Evaluate factors influencing the development of global brand strategy
    7. Evaluate alternative global brand strategy practices in organizations
    8. Plan and control effectively for successful completion of personal and team (project and assignment) workload
    9. Present recommendations, in both oral and written form, using a justifying argument
    Grading Basis: Graded
  

  • MKTG 681 Marketing Innovation and Commercialization (4)

    This course is designed to help students deepen their understanding of innovation in context to the commercialization of a firm’s market offering. While “product” is often the focus of business and academic literature in this topical area, this course will address a broader definition of “market offering” to include product, service, information, technology, idea and/or experience offered by an organization to a market to satisfy a need or want. In the course the student will be exposed to the strategic business imperatives for innovation; contemporary academic and practitioner theories of commercialization, adoption and diffusion; the criticality of differentiation and the role of innovation in organizations. Prerequisite(s): MKTG 658 Marketing Management (4)  

    Student Learning Outcomes
    1. Understand the nature, importance and context of innovation
    2. Recognize that in many situations there is a range of alternatives which should be evaluated
    3. Apply appropriate theoretical concepts, models, frameworks, tools and techniques which facilitate innovation
    4. Use a wide range of information sources
    5. Analyze alternative approaches to managing innovation
    6. Analyze the role of innovation in maintaining strategic fit and competitive advantage in organizations
    7. Evaluate factors influencing innovation, diffusion and adoption
    8. Evaluate alternative innovation management practices in organizations
    9. Develop effective skills of critical analysis and evaluation
    10. Create a market development strategy for a new product
    11. Plan and control effectively for successful completion of personal and team (project and assignment) workload
    12. Present recommendations, in both oral and written form, using and justifying argument
    Grading Basis: Graded
  

  • MKTG 682 Marketing Communications for the Digital Age (4)

    This course expands upon the student’s understanding of marketing communications by emphasizing the role of the integrated marketing communications (IMC) program in both building and maintaining the brand image and health of an organization. The student will study the process by which IMC programs are planned, developed, executed and measured through exposure to the various IMC tools used in digital age marketing such as social media, digital and interactive marketing, advertising, direct marketing, sales promotion, publicity and PR, events, and internal marketing efforts. The balance between the theoretical and practical aspects of IMC make this course relevant to those interested in careers in promotion or product/service marketing management. Prerequisite(s): MKTG 658 Marketing Management (4)  

    Student Learning Outcomes
    1. Identify the different channels and programs used in marketing communications.
    2. Recognize key success factors for developing and executing successful marketing communications.
    3. Describe the impact of the digital age on marketing communications.
    4. Apply marketing communication programs connective strengths in developing an integrated marketing communications (IMC) program
    5. Evaluate the elements of an effective IMC program including setting goals, budgets and metrics.
    6. Design an integrated marketing communications (IMC) program.
    Grading Basis: Graded
  

  • MKTG 683 International Marketing Management (4)

    After reviewing the elements of marketing strategy and implementation, this course explores how similarities and differences in the global environment affect those elements. It explores the strategic issues of and tools for assessing potential, segmenting, targeting, and entering global markets. Mechanisms such as countertrade, time sharing, and appropriate technologies are explored as means for prospering in lesser developed economies. It then goes on to consider the implications of standardized versus adaptive approaches for the 4-Ps. Central to the course is the development of sensitivity to the ethical and pragmatic issues in operating across multiple cultures.


Organization Theory and Management
  

  • MBAK 614 Creating the Future Through Leading Organizational Change (2)

    The course pursues principles and concepts of business visioning and change management methods. It addresses leadership competencies to diagnose organizational culture, design change, and create plans for implementing a desired future. It also examines leadership qualities and styles as they impact the manager’s effectiveness in addressing continual organizational change.

    Grading Basis: CR/NC/I
  

  • MSOD 611 Foundations and Orientation to Organization Development (2)

    This course orients students to the expectations of the MSOD program and provides an overview of the main theories and thought leaders in the field of organizational development. This course establishes the foundations of organizational development: the fundamental principles, values, and aspirations of positive change effort. Students will engage with each other and with faculty using a variety of virtual learning platforms.

  

  • MSOD 612 Intensive I: Individual Development and Change (4)

    This course introduces one of the hallmarks of the Pepperdine Master of Science degree in Organization Development, that of understanding the role of ongoing personal development in sustainable strategic change and in the dynamics of consulting. Developing one’s whole self as an “instrument of change” requires a sophisticated understanding of the dynamics of human learning and development. Course content and experiential activities use principles form the interdisciplinary framework of interpersonal neurobiology (IPNB). At the end of this session, students will have embodied a process for fostering ongoing self-awareness, insight, and action in service of personal wellbeing and professional effectiveness. The values-based curriculum demands a commitment to one’s own personal learning as well as a commitment to the learning of others. This foundation provides a base upon which the practitioner then learns the additional theory and skills to make substantive professional contributions to the implementation of substantive strategic change-change toward higher performance at all levels, including a consideration of the human, environmental, social, and economic impact of the change.

  

  • MSOD 613 Foundations of Group Dynamics (2)

    The purpose of this course is to introduce concepts and theories related to the broad field of organization theory as it relates to group dynamics. Students are expected to reflect on their performance and learning in Intensive 1 as a contribution to their point-of-view portfolio, integrate that learning into the frameworks explored in this course, and mobilize for the experiential course in Intensive 2 (MSOD 614).

    Student Learning Outcomes
    1. Familiar with the elements and relevance of open systems theory.
    2. Able to describe, explain, and provide examples of the primary components and relationships in organization theory that drive organization effectiveness.
    3. Able to compare classic and contemporary perspectives on group dynamics
  

  • MSOD 614 Assessing and Experiencing Small Groups (4)

    Definitions and improvements of group, and interpersonal effectiveness are the focus of this course. The course begins with a broad overview of organization theory with a particular emphasis on situating the group and small system within the firm. With that in mind, methods for increasing performance in small systems are realized through a range of direct experience with group and team formation, contracting, facilitation, interpersonal experimentation and feedback.

    Student Learning Outcomes
    1. Articulate his or her behaviors, values and motivations relative to team changes.
    2. Design and implement a group formation process intervention, using relevant group dynamics theories.
    3. Enact team-building concepts by productively working in teams with fellow classmates
    4. Practice their ability to give and receive feedback to other people and to organizational representatives
    5. Demonstrate understanding of design thinking in discussions about organization design and approaches to interventions
    6. Demonstrate knowledge of sociotechnical systems and human centered design in observing and analyzing business organizations.
  

  • MSOD 615 Foundations of Culture and Globalization (2)

    The purpose of this course is to introduce concepts and theories related to globalization and culture. As organizations prepare for conducting business in the 21st century, their people need the ability to traverse organizational and country boundaries. Students prepare for their first international session by addressing culture and its dimensions from three levels: the family culture, the country culture and the organization’s culture. Cross-cultural interactions are anticipated and the challenges inherent in working in countries other than one’s own are identified. Students are expected to reflect on their performance and learning in Intensive 2 as a contribution to their point-of-view portfolio, integrate those leanings into the cultural frameworks explored in this course, and mobilize for class and field assignments in Practicum 1.

  

  • MSOD 616A Practicum 1A: OD Practitioner as Global Citizen (4)

    The skills and knowledge required for a global practitioner of change is the focus of this course. It extends the fundamental principles and skills of organization development by utilizing an unfamiliar cultural environment to leverage understanding of the “self as an instrument of change,” develop cross cultural skills and hone research skills. Basic principles of anthropology, sociology, political science, economics, and psychology are explored as foundational theories to organization development. Topics include culture of origin and cross-cultural awareness of attributes that align or create stress; artifacts and their underlying assumptions and values of culture; dynamics of conducting research in a non-native land. Working with local experts, students ascertain the merits of investment in primary industries in the region. Researching various functions and trends, such as environmental sustainability or virtual workforces, students determine their desirability as possible benchmarks for other countries or organizations to emulate. A focus on the student’s personal and professional growth to become strong leaders of change culminates in the creation of an individualized model of cultural entry useful to transverse across countries and disparate organization cultures to become a global citizen able to work in a broad array of work settings.

    Student Learning Outcomes
    1. Recognize key issues in the global business context and macro-economic environment; explain those faced by the host country and what steps the local community is taking to address them.
    2. Conduct purposeful research, consulting, and benchmark activities for organizational and community improvement, while differentiating attributes of culture in real time: artifacts, espoused values, and underlying assumptions.
    3. Explain various change management tools and methods and discern their appropriate uses.
    4. Apply group dynamic and teambuilding concepts to both virtual and F2F teams. Demonstrate effective team member skills using advocacy and inquiry to produce quality products and sustainable relationships.
    5. Act with courage in the use of Self as Instrument (SAI) of change and upgrade Cultural Intelligence (CQ) through cross-cultural interactions.
    6. Explain key considerations in the development of research design.
    7. Construct a model of cross-cultural entry and relationship building that can be used to enter a country and establish rapport with local nationals as future international sessions occur.
    Grading Basis: CR/NC/I
  

  • MSOD 616B Practicum 1B: OD Practitioner as Strategist (2)

    An organization’s economic performance is determined by its business strategy. This course provides foundational concepts and frameworks that define an organization’s strategic orientation. To achieve high performance, an organization’s strategies, structures, and processes must be designed to support each other and to fit appropriately into its environmental context. Students conduct industrial analyses that provide an understanding of the contexts within which an organization operates. It examines the relationship among industries, organizational environments, and organizational strategy.

    Student Learning Outcomes
    1. Students can describe foundational concepts in the field of strategic management within the context of industrial analyses and environmental scans.
    2. Students will be able to relate their OD expertise to strategic analysis, strategy making, and strategic change projects in their organizations.
    3. Students will demonstrate the use of strategy development concepts so they can take a leadership role in designing both external and internal analysis, conducting planning sessions that lead to new strategies, and implementing organizations to support them.
    Grading Basis: CR/NC/I
  

  • MSOD 617 Foundations of Strategy and Large Systems (2)

    The purpose of this course is to introduce assessment concepts and theories related to Strategy and Large Systems. To achieve high performance, an organization’s strategic orientation–its strategies, structures, and processes– must be designed to support each other and to align appropriately into its environmental context. The focus of this course is on the systemic, normative, and assessment considerations associated with environmental scanning and changing an organization’s strategic orientation. Building on the open systems perspective introduced in earlier courses, this course extends the understanding of the relationship among organization environments, strategy, organization design, groups, technology, and culture and effectiveness. Students are expected to reflect on their performance and learning in Practicum 1 as a contribution to their point of view portfolio, integrate those learnings in the frameworks explored in this course, and mobilize for class and field assignments in Practicum 2.

  

  • MSOD 618A Practicum 2A: International OD and Large-Scale Systems Change (4)

    Building on Small Systems Dynamics and Design, this course continues the focus on international situations and builds the capacity to manage planned change accordingly. Recognizing that organizations exist in social, political, and economic environments that change rapidly and unpredictably, this course deals with planned change in an organization’s strategy, organization design, and other large-scale and multi-organizational systems. Finally large-scale interventions are explored including employee involvement, work design, organizational learning, trans-organizational development, and effective use of large group dialogue methodologies.

    Student Learning Outcomes
    1. Deepen their understanding of the relationship between individual and large and complex systems change.
    2. Develop a practical understanding of assessing and intervening at the systems level
    3. Understand and apply large scale change methodologies including appreciative inquiry as an OD philosophy and methodology.
    4. Develop view of how large-scale change leadership benefits from the knowledge, expertise, and skills drawn from the field of OD and in particular how they personally might increase their influence and effectiveness in this function of the enterprise
    5. Further refine a personal model of global practice.
    Grading Basis: CR/NC/I
  

  • MSOD 618B Practicum 2B: International OD and Complex Systems Change (2)

    Understanding that unpredictable and volatile environments can create significant impact on organizations, this course places emphasis on the use of Complexity and Chaos theory as a means of navigating change in such environments. Assessment models, intervention theories, intervention design, survey and other data collection and analysis methods, planning of complex change, and political processes in complex systems are examined. Additionally, managing strategic reorientations, mergers and acquisitions, and technological change are considered.

    Student Learning Outcomes
    1. Deepen their understanding of the relationship between individual and complex systems change.
    2. Apply Systems and Complexity/Chaos theory frameworks to large-scale transformations and change leadership.
    3. Build understanding of emergent phenomenon in the formation of critical dialogue in community building as a practice of OD intervention.
    4. Further refine a personal model of global practice.
    Grading Basis: CR/NC/I
  

  • MSOD 619 Foundations of Collaboration (2)

    The purpose of this course is to introduce concepts and theories related to collaborations and other forms of trans-organization development. Continuing and expanding on the open systems and complexity perspectives developed earlier, collaborative systems describe the relationships, motivations, and drivers of effectiveness among organizations, governments, citizens, non-governmental organizations, and shared domains (e.g., poverty, climate change, water quality) of interest. Students are expected to reflect on their performance and learning in MSOD 618 Practicum 2: International OD and Large-Scale Systems Change (6)  as a contribution to their point-of-view portfolio, integrate those leanings into the framework explored in this course, and prepare for class and field assignments in MSOD 620 Trans-Organizational Systems and Strategy (6) .

  

  • MSOD 620 Trans-Organizational Systems and Strategy (6)

    A total systems approach to planned change is required to create optimal, lasting change among an ecosystem of participants. In this third project-oriented and international session we emphasize the development of ecosystems and network-oriented change strategies; the design, development, and sustenance of alliance and trans-organizational collaborations; and the integration of intervention methods for structural, human systems, managerial, cultural, and technological changes. There is an explicit interest in applying organization development technologies to issues of social and environmental sustainability.

  

  • MSOD 620A Practicum 3A: Trans-Organizational Systems (4)

    A total systems approach to planned change is required to create optimal, lasting change. In this third project-oriented and international session, the course emphasizes the development of total system and network-oriented change strategies, the development and sustenance of alliance and trans-organizational collaborations, and the integration of intervention methods for structural, human systems, managerial, cultural, and technological changes. There is an explicit interest in applying organization development technologies to issues of social and environmental sustainability.

    Student Learning Outcomes
    1. Explain model or framework of collaboration and transorganization development
    2. Describe how your “point of view,” developed in prior sessions and assignments, has changed as a result of performing project work in the host country
    3. Describe how the design principles of large systems change processes were adapted (or needed to be adapted further) to fit into a host country culture.
    4. Plan and apply an evaluation strategy to OD interventions.
    5. Defend the behavioral and verbal choices made in live case study engagements
    6. Apply international organization development and change management principles to country and global issues, specifically in a Chinese context.
    Grading Basis: CR/NC/I
  

  • MSOD 620B Practicum 3B: Future Forms of Organization (2)

    This course integrates the entire MSOD curriculum, especially focusing on students’ in-depth development and articulation of their own practice point-of-view and research regarding organization development. Current issues facing organizations in the planning and management of change and recent advances in organization development and change are discovered and discussed. Topics will emerge depending on the state of the field, but may include topics like: the impact of technological change and globalization on organization design and on how people work, the role of leadership in managing innovation and creativity, sustainability, and processes of futures research. The research and practice of organizational endings is presented and experienced.

    Student Learning Outcomes
    1. Demonstrate their integrated knowledge by taking a final integrative exam
    2. Demonstrate their professional and personal competence in OD through completion of the learning contract
    3. Explore changes facing them in the future
    4. Learn about organizational endings and practice closings
    5. Return to a reflection about “self as instrument”
    Grading Basis: CR/NC/I
  

  • MSOD 622 Organizational Culture and Consulting Skills (4)

    This course in the MSOD program is designed to equip students to understand organization theory and design while applying impacts of culture on decision-making and long-term organization effectiveness. It also emphasizes the application of consulting skills to organization development. Some of the issues to be covered include adapting organization development strategies to the culture in which one is working, and the interrelationship among individual, organizational, and cultural values. We will explore, adapt, and apply concepts from organization theory and culture.

    Student Learning Outcomes
    1. Demonstrate a working knowledge of assessment models, consulting skills and the consulting process by assessing a challenging issue in a local business or service organization.
    2. Have a more sophisticated understanding of the influence of culture on the organization.
    3. Develop a practical understanding of diagnosing and intervening in systems at the level of organization culture.
    4. Conduct a qualitative analysis and provide clear results to a client.
    5. Analyze and evaluate an intervention against intended outcomes.
    6. Practice their ability to give and receive feedback to other people and to organizational representatives.
  

  • MSOD 632 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • MSOD 633 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • MSOD 634 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • MSOD 635 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • MSOD 636 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • MSOD 637 Applied Research Project (1)

    If additional time is needed to complete the MSOD project or other unfinished requirements, students may be enrolled in this course for up to six additional trimesters (one unit per trimester). Unless a student is on an approved leave of absence, continuous enrollment is required until completion of the project.

  

  • OTMT 481 Managing Organizations (2)

    The emphasis of this course is on the planning (strategic management processes), decision making, organizing, and control functions of organization managers. To be explored in depth are the evolution of the field of management theory and practice; the impact of organizational environments on the internal functioning of the firm; processes of strategic management, in particular the key task of determining the organization’s purpose and the consequent processes entailed in planning for goal accomplishment; the factors that influence the choice of an organization’s overall structural arrangements; strategies and tactics for managing change and development; and the several forms of control systems and processes that serve as feedback on progress toward goal attainment and as the basis for corrective action. The course will extend the coverage of the functions and principles of management earlier addressed in the curriculum, with an examination on the functions of planning, organizing, and controlling from a “macro” perspective, i.e., from the perspective of the organization as a whole.

    Student Learning Outcomes
    1. Distinguish the major forces and influences underlying the development and evolution of contemporary management practice, and thereby enhance students’ understanding of how management practice is continuing to evolve in response to current environmental factors and trends.
    2. Explain the role of mission and vision in shaping management and how that provides the context for all the remaining functions of management.
    3. Understand the environment / strategy / structure relationship and the processes of strategic management that support the planning, organizing, leading and controlling functions.
  

  • OTMT 483 Managing Diversity in Organizations (2)

    This seminar exposes students to the personal and organizational implications of increasing workforce diversity. The seminar aims to (1) explore the complex dynamics of ethnic, racial, and gender diversity in organizations as seen from the vantage point of social science and organizational studies and (2) examine the managerial implications of increasing cultural diversity in organizations. In accomplishing the former, the current state of theory, research, and application is explored in several thematic areas, including (1) the nature or character of diversity in organizations and (2) the dynamics of ethnic, racial, and gender diversity in organizations. In pursuit of the latter, the seminar examines the orientations to diversity adopted by organizations, the correlates of these approaches, and the possibilities for organizational change. Throughout the exploration of these issues, the emphasis will be on developing greater understanding of issues, problems, and opportunities posed by greater cultural diversity within the United States workforce.

  

  • OTMT 608 Theories and Models of Organization (2)

    This course provides an introduction to the variety of theories and diverse models of organization design and management worldwide, e.g., mechanistic/bureaucratic/economic, human relations, sociotechnical systems, open systems, contingency, political, cultural, and learning/information processing. The basic assumptions and values of each model will be explored, and analytical tools from each will be introduced and practiced. Linkages with national cultural contexts will be made. The impact of these models upon organizations, managers, and workers will be examined, with special attention to organizational structure and processes, management style, and innovation and change. Prerequisite(s): Full-Time–BSCI 607 Personal Development for Leadership (2) 

    Student Learning Outcomes
    1. Demonstrate understanding of a diversity of theories and models that can be applied to the management of organizations.
    2. Conduct a comprehensive organizational assessment that describes the organization-level alignment with its operating environment.
    3. Based on a comprehensive organizational assessment, diagnose the organization’s fit with its operating environment and determine its appropriate strategic stance for organizational effectiveness and sustainability.
    Grading Basis: Graded
  

  • OTMT 617 Leadership Theory and Practice (2)

    Leadership is a multifaceted and even controversial topic, still, it remains one of the most studied and least understood of human endeavors. While leadership appears critical for organizational success, especially in the hyper competitive global world of the 21st Century, the topic of leadership raises several important questions for consideration: What is leadership? Who has it? Where does leadership come from? What are the theories of leadership? Do leaders differ from managers? How can one become a more effective leader? This course explores the major theories and approaches of leadership to prepare individuals to understand, develop, and accept complex leadership roles. This course seeks to bridge leadership concepts to leadership actions by applying leadership theory to case situations.

  

  • OTMT 618 Designing and Managing International Organizations (2)

    This course develops skills in critically evaluating an organization from multiple theoretical perspectives and integrating the findings into a diagnosis of the organization’s current situation. Emphasis is placed on using the results of this well-grounded diagnosis to develop recommendations for change. Implications of the cultural context(s) of the organization and its members are explored. A comprehensive understanding of the scope and process of organization change is developed. Prerequisite(s): OTMT 608 Theories and Models of Organization (2) .

  

  • OTMT 630 Family Business (2)

    Family businesses are the most prevalent form of organization in the world today. In the United States, family businesses account for approximately half the GDP with more than 130 Fortune 500 companies falling into this category. Given the dominance of this business model in today’s global economy, it is important that all managers understand the unique culture, values, and perspective that family ownership brings to business relationships, partnerships, and strategic alliances. This course will investigate the dynamic interaction between family ownership, corporate governance, and management.

  

  • OTMT 632 Organizational Development and Human Resource Management (2)

    This course examines the powerful set of concepts and techniques used in organizations for improving effectiveness in dynamic and changing environments. Study concentrates on linking learning experiences in organizational development and human resource management with assessed competencies judged by experts as essential for graduating business students. This course will deal with issues related to human resources practices such as legal environment, planning, staffing and recruitment, performance appraisal, compensation, succession planning, and workforce planning. This course also examines the concepts of organization practice and general strategies on organizational development; structural organizational interventions; power; politics; effective consultant behavior and techniques; and application in the entrepreneurial, public, and private sectors.

  

  • OTMT 634 Change Management (2)

    The pace, the volume, and the complexity of change itself have increased significantly during the last decade, and the forecast is for no less in the years ahead. The topic of managing change and implementation often resided as a mere module in organizational behavior courses. For the professor, and presumably for the students who enroll in this course, there is a need to deepen our understanding of the challenges, the techniques, and the burdens associated with making major change in an organization. Indeed, today, many managers view their jobs-almost entirely-as managing change. The cases and materials in this course give students as much as possible the sense of “being in the shoes” of managers facing situations of change-in most cases as the change agent, but also as the change recipient.

  

  • OTMT 635 Management Consulting–Practice and Profession (2)

    The course will begin with an introduction to the consulting industry and acquiring an understanding of the business model, especially the profit model for larger global firms. The consulting life cycle, starting from the sales and marketing, scoping, proposal, project delivery, client communication, and engagement wrap-up will comprise the remainder of the course. Course work will be done in teams and the modus operandi will be that of “action.” Students will be given opportunities to write proposals, conduct presentations, prepare project plans, and participate in role plays. Cases and course readings will help provide context-sensitive material to the topics in the class. Prerequisite(s): Full-Time–OTMT 608 Theories and Models of Organization (2)  

    Grading Basis: Graded
  

  • OTMT 641 The Role of Business in Society (2)

    This course will prepare tomorrow’s business leaders to meet the challenges and competitive opportunities of today’s global economy and marketplace by exploring the intersection of culture, business strategy, shareholder return, and social issues. Discussions will cover a range of topics including the role of business in society, sustainable business models, and leadership competencies. Learning activities will require students to be actively involved as they will be modeled on the range of experiences business leaders face in today’s dynamic and diverse corporate cultures.

  

  • OTMT 643 Acquiring Wealth, Power, and Success, Morally and Ethically (2)

    This course examines how financial wealth, success, and power can be acquired and maintained through moral and ethical means. While definitions of these terms will be explored, the course does not seek to define them for the individual student, but rather to help the student develop the analytical skills necessary to evaluate the choices and consequences that will ultimately define his or her life experience. This is a seminar involving rigorous classroom discussion and critical thinking exercises that analyze real-life experiences of both contemporary and historical figures and of the students themselves.

  

  • OTMT 644 SEER Metrics: Defining and Communicating (2)

    Sustainability initiatives are important measures for assessing progress and furthering business development, but true sustainability is about more than just the number of initiatives undertaken by a company. Long-term sustainability requires consideration in every business decision and ensuring that measures flow from core capabilities rather than sustainability operating as a separate, isolated concept. This course will provide an opportunity to grapple with the challenges of defining sustainability and accurately yet equitably assessing progress according to appropriate sustainability metrics. Students will use case studies to learn how to define institutional sustainability through company specific parameters and metrics. The resulting definition will guide goals and objectives that result in accurate prioritization and recommendation of future sustainability initiatives.

  

  • OTMT 650 Leadership and Self (1)

    This opening 1.5 day residential workshop takes place in the first trimester of the MSML program. During the module, the student must design, present and initiate an individual learning contract. The course includes conceptual and experiential approaches to self-awareness and self-assessment as the foundation for effective leadership. Completion of this course is required for continuation in the program. This course is graded credit or no credit.

    Grading Basis: CR/NC/I
  
  

  • OTMT 670 Advanced Principles of Organizations and Leadership (4)

    This course examines the interactions among human resources, technologies, organization design, external forces, and management practices from a macro organization perspective. Study concentrates on organizations as systems and managerial, technical, structural, and cultural subsystems as they relate to the broader environment. The course also examines the concepts of system design, work design, and management theory. Prerequisite(s): BSCI 651 Behavior in Organizations (4) .

    Student Learning Outcomes
    1. Demonstrate understanding of a diversity of theories and models that can be applied to the management of organizations.
    2. Conduct a comprehensive organizational assessment that describes the organization-level alignment with its operating environment.
    3. Based on a comprehensive organizational assessment, diagnose the organization’s fit with its operating environment and determine its appropriate strategic stance for organizational effectiveness and sustainability.
    4. Utilizing a comprehensive organizational analysis and diagnosis, demonstrate the ability to develop viable recommendations for change to redesign the organization to enhance effectiveness and sustainability.
    5. Demonstrate an understanding of the range of leadership styles and competencies, and their alignment across diverse organizational settings.
  

  • OTMT 671 Cross-Cultural Management (2)

    This course explores cultural influences on organizations and on the people working within them. Emphasis is placed on learning how to “learn culture” using methods for scanning the cultural assumptions of groups; bringing personally held cultural assumptions to consciousness; gaining exposure to the cultures of a variety of different regions, nations, and groups and considering their organizational and managerial implications; and facilitating communication and cooperation across cultures. Personal and managerial skills are developed to enhance performance in multicultural environments and on transpatriate assignments. Prerequisite(s): Full-Time–BSCI 607 Personal Development for Leadership (2) . Fully-Employed–BSCI 651 Behavior in Organizations (4) .

    Grading Basis: Graded
  

  • OTMT 672 Organizational Dynamics and Managing Change (4)

    Contemporary organizations exist in social, political, and economic environments that change rapidly and unpredictably. This course deals with how to manage changes by looking at strategy, organization design and processes, and multi-organizational systems. Theories and practice of change management, which deal with the individual, group, intergroup, and organizational levels, are discussed. Methods for diagnosing organizations and designing interventions that will increase an organization’s effectiveness are explored. Specific topics include traditional and contemporary approaches to change management, organization learning, consulting skills, and organization development.

  

  • OTMT 673 Managing Creativity & Innovation (2)

    A recent IBM survey of more than 1500 CEOs worldwide revealed that creativity was identified as the number one leadership competency of the successful enterprise of the future. This course focuses on creativity-the ability to generate new ideas-and innovation-the ability to put new ideas to use. Starting with the premise that creativity can be managed, this course explores methods for managing personal creativity and organizational innovation.

  

  • OTMT 674 Total Rewards (2)

    Central to this course are modern approaches to Total Rewards, most specifically employee compensation and benefits, and the implications of these practices relative to motivation, engagement, and productivity in the workplace. Students will explore key issues and challenges facing compensation managers as they strive to attract, motivate, retain, develop, and engage high performance talent in today’s global economy, including concepts, models, strategies, and practices within the Compensation discipline. In addition, students will gain an understanding of Employee Benefits through an overview of statutory and voluntary benefits, health and welfare benefits, ERISA and other major benefits legislation, and elements of administration.

    Student Learning Outcomes
    1. Gain a deeper understanding of the employer/employee value proposition and the role that rewards play in the attraction, motivation, retention, development, and engagement of employees.
    2. Understand the organizational contexts most influential on an organization’s total rewards strategy.
    3. Have had a thorough overview of the basic principles of compensation and benefits as they integrate with Human Resources to ultimately align with the business strategy and results.
    4. Have developed a working understanding of compensation theory, concepts, practice, and administration.
    5. Be able to describe typical components of employee benefit plans including health & welfare, retirement, and other non-cash employee awards.
    6. Build a broad understanding of the regulations surrounding Compensation & Benefits and gain insight into compliance issues relative to the two disciplines.
    7. Be able to articulate a critical view of pros and cons of motivating performance with rewards based in research and evidence.
    8. Be exposed to emerging and global concepts in the fields of Compensation & Benefits.
    Grading Basis: Graded
  

  • OTMT 675 Organization and Job Design (2)

    This course provides an introduction to the multiple perspectives of theories and diverse models of organization and job design. This course examines the interaction among human resources and job design for sustainable global organizations by considering the impact of organization design, external forces, and management practices from a macro-organizational perspective. Our study concentrates on job and organization design as the central focus of multiple organizational systems (managerial, structural, cultural and sustainable) subsystems as they relate to the broader global environment.

    Student Learning Outcomes
    1. Understand the diversity of theories and models that can be applied to the design and management of organizations throughout the world;
    2. Develop skills in critical observation, description, and analysis of organizations through application of relevant theories, frameworks, and concepts;
    3. Apply job design principles in cases that could result in a sustainable and fulfilling work.
    4. Articulate the relationships between organization design and job design to Improve work management processes; and
    5. Personally recognize favored ways of thinking about organizing and designing, and to develop both an appreciation for and the discipline of applying multiple theoretical perspectives to analyze organizational situations, and to convincingly articulate one’s own position through written and oral expression.
    Grading Basis: Graded
  

  • OTMT 676 Talent Management (4)

    As the 21st century global economy has transitioned from the Knowledge Age to what is being called the Talent Age, talent is viewed as being the primary differentiator between great companies and ordinary ones. In this context, talent management has become an overarching strategic lens and a set of functions that can drive the management of human capital and create sustained competitive advantage for organizations. This course provides an in-depth analysis of the talent management functions of workforce planning, talent acquisition, learning and development, performance management, career planning, employee engagement, and retention. Prerequisite(s): BSCI 651 Behavior in Organizations (4)  

    Grading Basis: Graded
  

  • OTMT 677 Global Human Resources and Inclusion (2)

    For successful organizations in the 21st century, the market for talent is a global one. As organizations increasingly operate on a global scale and employ a global workforce, significant Human Resource challenges emerge. Among the question to be addressed in this course are standardization vs. localization of human resource policies, cultural differences in how management and leadership are viewed, and the social, political, and cultural issues facing global human resource managers. The implications of cultural diversity as an organizational strategy are examined through the joint lenses of both challenge and opportunity.

    Student Learning Outcomes
    1. Students will understand and appreciate the “real” complexities inherent in international business, as they affect governments, organizations, managers, all employees, and subcontractors
    2. Students will develop their “cultural intelligence” through study, reflection, and exercises
    3. Students will develop their understanding of an analytical framework to determine global HR strategies for MNEs
    Grading Basis: Graded
  

  • OTMT 678 Managerial Creativity and Innovation for Leadership (4)

    Business leaders must respond to such contemporary realities as the information explosion, intense competition, accelerated social and technological change, fresh expectations from new generations, and ever-higher customer demands. Therefore, contemporary leaders must be more creative and innovative. This course focuses on imagination and invention (“creativity”) and on the productive results of such processes (“innovation”). To enhance business problem solving and effective leadership, students will integrate a dozen linear methods with a dozen nonlinear, imaginative tools.

  
  

  • OTMT 680 Leadership: Great Leaders, Great Literature (4)

    Leadership is one of the most studied and least understood human behaviors. Yet, leadership is critical for organizational success-especially in the hypercompetitive, global world. What is leadership? Who has it? Where does leadership come from? Does it differ by culture? What are the theories of leadership? Do leaders differ from managers? How might the student become a more effective leader? The objective of this course is to prepare individuals to better understand, accept, and assume leadership roles in increasingly competitive, globalized, multicultural, multi-values organizations by (1) understanding the significant theories, models, and concepts of leadership; (2) analyzing and understanding their unique leadership style; (3) developing, refining, and articulating their individual philosophy of leadership; and (4) examining and considering the values and ethical issues associated with leadership.


Strategy
  

  • ENTR 661 Entrepreneurship and the Generation of New Venture Ideas (2)

    The course is an introductory class focusing on the individual entrepreneur, the generation of innovative business ideas, the protection of intellectual property, the process of venture creation, and the role of entrepreneurship within society. Students will acquire the skills and process knowledge needed to create innovative for-profit solutions to real-world market opportunities and to pitch their ideas. Prerequisite(s): Full-Time-ACCT 591 Financial Accounting (2)  or equivalent, ACCT 602 Cost Accounting (2)  or equivalent, ECNM 592 Economic Concepts (2)  or equivalent, and ECNM 602 Managerial Economics (2)  or equivalent.

  

  • ENTR 662 The Feasibility of New Venture Ideas (2)

    The course concentrates on testing the personal, technical, financial, and market feasibility of entrepreneurial ideas generated to solve a perceived opportunity in the market. Students will learn how to assess the personal desirability, technical difficulty, financial viability, and market demand for products and services that are new to market and/or for which no market currently exists. Prerequisite(s): ENTR 661 Entrepreneurship and the Generation of New Venture Ideas (2) .

  

  • ENTR 663 Financing Entrepreneurial Ventures (2)

    Is the third in the sequence of courses needed to earn a concentration in Entrepreneurship and addresses issues related to financing new entrepreneurial ventures. It examines the various sources of funding available to start-ups, including friends and family, commercial lending institutions, angel investors, venture capitalists, and various governmental programs. The Initial Public Offering (IPO) process is also examined as a means for accessing public capital markets and growing the business. A major focus of the course is the creation of revenue models, profit models, and financials (i.e., pro forma income statements, pro forma balance sheets, and cash flow projections) that will allow students to determine the capital needs and valuation for their proposed new venture as well as secure the funds needed to launch. Prerequisite(s): Full-Time-FINC 614 Finance (4)  or equivalent, and ENTR 662 The Feasibility of New Venture Ideas (2) . Fully-Employed-FINC 655 Financial Management of the Firm (4)  or equivalent, and ENTR 662 The Feasibility of New Venture Ideas (2) . Note: FINC 663  may be substituted for ENTR 663 and vice versa. However, students should be aware that the specific focus and deliverables for these two courses are substantially different from each other.
  

  • ENTR 664 Managing Entrepreneurial Ventures (2)

    The course highlights the foundational principles and best practices for managing the start-up process, determining the organizational structure, planning operations, handling compensation and human resources, and exiting a new venture. Students will learn how to organize a new business as well as how to select, train, compensate, and promote employees. Prerequisite(s): ENTR 662 The Feasibility of New Venture Ideas (2) .

  

  • ENTR 665 Marketing Entrepreneurial Ventures (2)

    ENTR 662 The Feasibility of New Venture Ideas (2)  Is the fifth in the sequence of courses needed to earn a concentration in Entrepreneurship, and examines the unique marketing challenges encountered by entrepreneurs who must introduce products or services that are new to the market and/or for which no market currently exists. A major focus of the course is the completion of market research for a proposed product or service and the creation of a marketing plan that includes decisions regarding promotion, pricing and distribution, as well as the “go to market” strategy that will guide students in launching their proposed new venture. Prerequisite(s): Full-Time-MKTG 615 Marketing (4)  or equivalent and ENTR 662 The Feasibility of New Venture Ideas (2) . Fully-Employed-MKTG 658 Marketing Management (4)  or equivalent and ENTR 662 The Feasibility of New Venture Ideas (2) . Note: MKTG 665  may be substituted for ENTR 665 and vice versa. However, students should be aware that the specific focus and deliverables for these two courses are substantially different from each other.
  
  

  • MBAA 645 Applied Strategic Research Project–Strategy (2)

    The Applied Strategic Research Project–Strategic Management provides students with the opportunity to apply the knowledge and analytical skills acquired through their course work in Trimester V and to integrate the applied strategic plans completed in previous trimesters into an overall, integrated, comprehensive strategic plan for the chosen organization.

    Grading Basis: Graded
  

  • MBAA 655 Strategically Managing Organizations (6)

    Students will learn to view critical strategic issues of the firm from a senior executive’s perspective and think and implement strategically. The trimester has four streams of activities: analyzing the internal and external environments, crafting the strategies, implementing the strategies, and the business management simulation. The strategic analysis and strategy formulation streams focus on integrating concepts and lessons learned in prior trimesters, learning new strategic concepts, generating and analyzing strategies, and developing superior strategies in a global environment. The third stream focuses on the opportunities and challenges in implementing the strategies. Students learn concepts and practical methods of implementation. This involves learning how to design enabling organizational structures, processes, and measures for effective alignment of performance to the strategy. The fourth activity involves students conducting a business management simulation, which highlights key aspects of managing a company in an evolving industry and changing environment.

    Grading Basis: Graded
  

  • MBAK 618 Generating and Analyzing Strategic Options (5)

    The course integrates and extends what has been learned throughout the program by developing strategy formulation skills. The process occurs at business, corporate, industry, and global strategy levels of analyses, culminating in the development of the grand strategy. Topics such as strategic alliances, joint ventures, and competitive and collaborative choices inform the class discussions. The course continues by requiring that students consider the relationship between strategy and organizational structure. Students are sensitized to the design issues and dynamic processes for bringing about effective implementation of strategy. Options for organizational structures (e.g., the virtual corporation) used to build core competencies are examined as ways that organizations can intersect with the future and anticipate and prepare for change are discussed.

    Grading Basis: CR/NC/I
  

  • MBAK 624 Strategic Thinking (1)

    The course provides participants an understanding of what strategy is, different approaches to conceptualizing and characterizing strategy, and ways to generate added economic value in highly competitive environments. Cases from a variety of businesses and from participant experiences are used to develop a critical sensitivity to the firm and its environment.

    Grading Basis: CR/NC/I
  

  • MBAK 685 Strategic Research Project (2)

    The student continues work on the strategic research project in this course, primarily focusing on collecting and analyzing data as part of their effort to recommend actions that will improve organizational performance. The Strategic Research Project involves creating and evaluating options, selecting a strategy, and outlining the implementation plan. Students present an oral overview of a refined version of their strategic projects. Students are required to complete the research project prior to graduation. Their progress is monitored during the course.

    Grading Basis: CR/NC/I
  

  • STGY 479 Business Strategy (4)

    This capstone course effectively introduces students to the responsibilities of the top management of an enterprise. Integrating most of what has been covered in the entire program, the course helps students to conduct strategic analyses and make strategic decisions and puts special emphasis on their ability to defend the recommendations they make. The course may use a variety of experiential methods, including case studies, a strategic project on a real company, and competitive strategy simulations, to help students improve their decision making skills. Prerequisite(s): FINC 474 Managerial Finance (4)  and MKTG 473 Marketing Management (4) . This course must be taken during the last trimester.

  

  • STGY 619 Strategic Management (4)

    This MBA capstone course examines strategic management of an enterprise from the chief executive officer’s perspective. It builds on all previous MBA courses for formulating, executing, and controlling enterprise-wide strategies for success. The formulation segment of the course includes the study of an enterprise’s vision, mission, values, and goals; external and internal assessments; competitive, corporate, industry, and global strategic choices; and formulation of the grand and unifying strategy. Along with formulation, the students learn how to implement the firm’s strategy. Implementation topics involve structure and process design; operational and functional (e.g., marketing, finance, operations) strategies and plans; performance management; and change management. Strategic control of outcomes and the alignment of resources, competencies, and deliverables for achieving strategic outcomes are presented. As a capstone course, the integration of previous courses in the program is emphasized and their strategic significance and relationships are highlighted. In addition, current issues such as technology, globalization, sourcing, and other emerging factors impacting the strategic management of the firm are discussed. The ethics and responsibilities of the top executives and their strategic significance on the enterprise and society are discerned. The course utilizes a number of pedagogies including lectures, cases, interactive exercises, presentations, and a strategic management project. Prerequisite(s): Full-Time - FINC 604 Managerial Finance (2)  or  FINC 614 Finance (4)  or  FINC 614B Advanced Financial Management (2)  and MKTG 605 Marketing Management (2)  or  MKTG 615 Marketing (4)  or  MKTG 615B Advanced Marketing Essentials (2) 

  

  • STGY 620 Strategic Issues In Global Business (2)

    The challenge of leading an organization in the dynamic global economy is explored from a strategic management perspective. Significant issues addressed are globalization of customers, markets, and competitors; changing sources and applications of financial, human, and intellectual resources; evolving organizational and managerial structures; and the increasing impact of technology. This course is taken near the end of the program.

  

  • STGY 621 Competitive Intelligence (2)

    Organizations and organizational units increasingly employ competitive intelligence (CI) to support decision-making, management, and to build and sustain competitive advantages. As the formal practice of CI has grown in adoption and sophistication, information professionals are often charges with intelligence-related responsibilities. This course examines competitive intelligence models, functions, and practices, the roles of information professionals in CI, and the management of CI. Discussion and practice topics may include: intelligence ethical and legal considerations; identifying intelligence needs; intelligence project management, research methods, analysis, production, and dissemination; the uses of intelligence; intelligence sources and tools; managing the intelligence function; and the evolution of CI. A working knowledge of print and electronic business information sources is recommended.

    Grading Basis: Graded
  

  • STGY 640 Social Entrepreneurship (2)

    This course explores the role of the social entrepreneur in positively impacting socially responsible organizations that are concerned with improving economic, educational, healthcare, and cultural institutions. This course also provides the opportunity to apply the business knowledge and skills acquired in previous core courses in an integrative fashion while emphasizing the development of values-centered leadership skills. Students complete a Social Entrepreneurship Project that is a consulting report in the form of business plans, marketing plans, organizational development recommendations, and financial reports. Students learn to integrate knowledge from all functional areas of business and to apply those skills to complex business problems arising out of changing technology, competitive market conditions, social changes, and governmental actions. The methodology used includes the Social Entrepreneurship Project reports as well as an analysis of project management skills demonstrated by the student teams while working with social enterprises.

  

  • STGY 645 Responsible Business Practice Capstone (2)

    This course examines multidisciplinary values such as environmental stewardship, corporate citizenship, product/service excellence, and financial strength. Students are required to integrate these four values in building a blueprint for business sustainability. The course is taught from a practitioner’s point of view utilizing a combination of case studies, current media, and guest speakers. The capstone project requires students to work collaboratively in preparing a business plan that will be presented to a panel of distinguished business entrepreneurs.

  

  • STGY 655 Strategic Human Resources (4)

    The role of HR as a strategic partner in creating customer and economic value is central to organizational success. Students learn to formulate and execute a business-focused HR strategy that drives value for an organization; implementing strategic plans in global environments is especially emphasized. The course offers practical tools and frameworks to enable students to link HR strategy with business strategy–topics include the social, ethical, and legal environment of an organization, diversity in the work place, organizational culture, and business strategy. By understanding the strategic competitive environment of the organization, students gain deeper understanding of the role human resources plays in achieving organization’s goals. Prerequisite(s): OTMT 676 Talent Management (4) 

    Student Learning Outcomes
    1. View the organization from an executive-level perspective.  
    2. Think strategically as well as functionally.
    3. Analyze the external environment and internal resources of the firm.
    4. Compare/contrast business strategies and determine competencies required to execute the strategies.
    5. Design a strategic plan that integrates individual components of HR into a cohesive strategy that aligns with and implements the business strategy.
    6. Formulate HR strategy from an ethical, legal, socially responsible, and global perspective.
    7. Defend and justify recommendations.
    8. Hone critical thinking, teamwork, and communication (written, oral, and presentation) skills.
    Grading Basis: Graded
  

  • STGY 659 Strategic Management (4)

    This capstone course examines the running of an enterprise from the chief executive officer’s point of view. It is designed to help students conduct external and internal assessments of an organization, identify its key strategic issues, identify and choose from alternative strategies, and defend those decisions. In addition, the course illuminates the interplay between organizational structure, design, human resources, culture, technology, and the global environment. This knowledge gives the student the foundation for understanding and managing change. In summary, students learn to conduct a strategic analysis, make sound strategic decisions, and implement strategic change. The course is integrative of all prior subject matter. A variety of experiential methods are used, including case studies and a strategic project on an existing company. This course is taken after completing all required core courses. This course is taken in conjunction with STGY 670C Integration in Business Operations: Strategic Management (1) . Prerequisite(s): FINC 655 Financial Management of the Firm (4) , MKTG 658 Marketing Management (4) , and GSBM 670X Integration in Business Operations (2)  or GSBM 670J Integration in Business Operations (1) .

  

  • STGY 670C Integration in Business Operations: Strategic Management (1)

    This integration course covers all core courses and the focus is on integrated strategic management. This course is taken in conjunction with STGY 659 Strategic Management (4) . This course is graded credit or no credit.

 

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