Apr 28, 2024  
2022-2023 Graziadio Academic Catalog 
    
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2022-2023 Graziadio Academic Catalog [ARCHIVED CATALOG]

Courses

 

Information Systems and Technology Management
  

  • ISTM 463 Data Visualization and Advanced Spreadsheet Methods (2)

    This course will introduce students to data visualization using visualization software to communicate data insights in a meaningful way. This course will also expose students to advanced modeling techniques and capabilities in spreadsheets, including simulation, sensitivity analysis, VBA (Visual Basic for Applications) , among others.  Students will finish the class with applied knowledge in these areas that can be brought to the workplace immediately. Prerequisite(s): DESC 471 Statistical Methods for Business (4)  

    Grading Basis: Graded
  

  • ISTM 471 Blockchain Assets and Business Applications (2)

    This course offers a general overview of blockchain assets and business applications, including the history of blockchain to date, a deep dive into how blockchain is implemented, and a closer look at how blockchain is changing the future of money, business, and the world. Blockchain technology offers many valuable applications spanning economics, enterprise, and entrepreneurship, particularly through asset management, identity verification, and data authentication. Students will explore the power and performance of digital assets, identities, and data through multiple use cases across various industries, markets, and communities. Through scholarly resources, guided research, case studies, field expertise reports, and industry guest speakers, students will learn the foundational business applications and advantages of blockchain assets and decentralized solutions.

    Grading Basis: Graded
  

  • ISTM 472 Emerging Technologies and Blockchain Security (2)

    This course will equip business managers to effectively, identify, recognize, and evaluate key risks to business information systems and data. Developing an understanding of the enterprise risk and identifying tools necessary to help increase security posture will become part of the business executive’s risk portfolio and competencies. Organizations collect a significant amount of data. Some have figured out how to optimize the use of this information, while others still do not understand how to effectively utilize the information already in their enterprise networks. This course explores strategies to fully understand this data. This course touches on emerging technologies such as blockchain, AI, IoT, and agile digital architecture, as well as data privacy, digital landscapes, and the social, economic, and political debate in the United States and globally.

    Grading Basis: Graded
  

  • ISTM 473 Blockchain Design and Project Management (2)

    This course will provide students the opportunity to work with an industry corporation or to create their own industry venture where they may apply the knowledge and skills acquired through coursework. Students will embark on an experiential learning journey through the blockchain for business project lifecycle. Students will apply the various factors and principles that govern the design and management of a real-world blockchain solution. Students will explore how blockchain may provide more opportunities and resources for individuals and industries worldwide. Students will also examine how blockchain may strengthen the integrity and security of digital assets, identities, and data, thereby enhancing organizational performance. Students may build practical knowledge of blockchain business applications, enhance management and leadership skills, gain insight into business venture best practices, increase industry engagement and exposure, and offer innovative ways of bringing value to business and society.

    Grading Basis: Graded
  

  • ISTM 476 Information Systems for Business and Management (4)

    This course will provide an understanding of information systems and their use in achieving strategic advantage in business practice. In this regard, this class will explore the technology itself, focusing on the primary business application of this technology, what problems it can address, and the organizational importance of these systems for remaining competitive in a global economy. Students will become familiar with the wide range of business processes that must be managed effectively for success. The class will demonstrate the many types of information systems supporting business processes and the specific ways they can improve responsiveness and productivity for particular processes. Specific attention will focus on the pitfalls of information systems in both application and implementation. In addition, students will be required to apply information systems to decision making in critical areas during this course.

  

  • ISTM 619 Technology and Operations Management (3)

    This course will provide an understanding of how information systems can provide a strategic advantage in the digital economy. Students will explore how information, as a resource, can provide competitive opportunities for firms who can effectively gather, analyze, and exploit data. Emphasis will be placed on utilizing “Big Data” and will also look to integrate IT-enabled collaboration, innovation, social responsibility, and IT infrastructure. Additionally, students will learn to understand IT fundamentals and how IT can be leveraged to deliver business results.

    Grading Basis: Graded
  

  • ISTM 621 Digital Media and Entertainment (2)

    In this new digital age, media and entertainment (M&E) firms must increasingly turn their attention to the technological developments that shape their business strategy and competitive position. Digital distribution, cloud computing, social media, and mobile technologies are transforming the way businesses operate in the industry. At the same time, managers must be alert to the external forces that shape their technological innovations. The increasing complexity for M&E firms to complete in this dynamic environment offers opportunities, but it also comes with significant risks. In this course, students will develop a deep understanding of the strategic issues surrounding digital innovation in the M&E industry, and how they shape managerial decisions. In addition, it examines ways in which managers and executives can employ leading practices to compete.

    Grading Basis: Graded
  

  • ISTM 622 Social Media Analytics (2)

    From an analytical perspective, this class will focus on the difference between knowing what the stats mean and knowing which stats are meaningful. In this context, students will explore. The means first identifying what metrics are important for decision-making and focusing on these rather than “vanity” metrics. In addition to focusing on analysis and the use of dashboards, this class will equip students to make critical decisions regarding trade-offs in terms of what is most important to decision-makers: reach vs. engagement, retweet vs. click, traffic/day vs. traffic/post, subscribers vs. uniques or pageviews vs. attention.

    Grading Basis: Graded
  

  • ISTM 623 Management of Information Systems (2)

    This course takes a managerial view of the growing number of issues and opportunities faced by managers as they plan and implement information systems (IS) applications. The course will examine how IS has impacted all disciplines and management processes with an emphasis on its impact on organizational structures. Prerequisite(s): Full-Time–ISTM 619 Technology and Operations Management (3) . Fully Employed–ISTM 654 Information and Process Systems (4) .

    Grading Basis: Graded
  

  • ISTM 624 Databases and Big Data Management (2)

    In this course, students will acquire understanding of the business value of big data, the importance of effective management of big data, and develop technical competencies in using leading-edge platforms for managing and manipulating structured and unstructured big data.

    Grading Basis: Graded
  

  • ISTM 625 Innovation and Knowledge Management (2)

    The purpose of this course is to provide students with the conceptual frameworks, methodologies, and skills to manage knowledge and intellectual capital resources to achieve organizational learning and innovation. The course will explore the various stages of knowledge management from data and knowledge capture to validation, archiving, retrieval, dissemination and use, and the roles of emerging information and communications technologies in supporting these activities. The course will also cover the importance of learning and innovation in increasing operational and individual performance and as sources of competitive advantage. Prerequisite(s): Full-Time– ISTM 619 Technology and Operations Management (3) . Fully Employed–ISTM 654 Information and Process Systems (4) .

    Grading Basis: Graded
  

  • ISTM 626 Applying Analytics to Achieve Business Impact (2)

    Business analytics refers to the ways in which enterprises such as businesses, non-profits, and governments can use data to gain insights and make better decisions. Business analytics is applied in operations, marketing, finance, and strategic planning among other functions. The ability to use data effectively to drive rapid, precise, and profitable decisions has been a critical strategic advantage for companies as diverse as Wal-Mart, Google, Capital One, and Disney. With the increasing availability of broad and deep sources of information–so called “Big Data”–business analytics are becoming an even more critical capacity for enterprises of all types and all sizes. In this course, you will learn to identify, evaluate, and capture business analytic opportunities to create organizational value.

    Grading Basis: Graded
  

  • ISTM 627 Marketing Informatics (2)

    The Internet, electronic commerce, point of sale, and electronic marketing systems are providing almost overwhelming amounts of data to marketers and other decision makers in organizations. The challenge is to identify how to transform data into usable and actionable information. Key competitive differentiators can be found through the collection, interpretation, and understanding of data and the resulting actions taken. This course will cover the use of information technology and systems that enable and enhance marketing strategies and tactics. This course will prepare managers to face the challenges of various information systems, data collection methodology, and organization; the process of mining valuable information from the data; and ethical situations created by data collection and information use. Prerequisite(s): Full-Time–ISTM 619 Technology and Operations Management (3) . Fully Employed–ISTM 654 Information and Process Systems (4) .

    Grading Basis: Graded
  

  • ISTM 628 Technology for Start-ups and Small Business (2)

    This course focuses on the nature and management of information technologies used by small and entrepreneurial businesses. The unique challenges faced by small organizations associated with cost, size, and availability are addressed throughout the course. It focuses on how information technology must evolve to enable small business to achieve strategic goals from start-up through expansion. Students will be expected to contribute to the community of knowledge by sharing their experience and identifying interesting problems and solutions. Topics will include setting up the IT-enabled office; e-business and e-commerce systems for small business; establishing an IT growth strategy, design, and implementation; and IT resources needed to achieve business goals. Prerequisite(s): Full-Time–ISTM 619 Technology and Operations Management (3) . Fully Employed–ISTM 654 Information and Process Systems (4) .

    Grading Basis: Graded
  

  • ISTM 629 Digital Platforms for Human Resources Processes and Information Management (2)

    Digital technologies such as social media, mobile devices, high bandwidth connectivity, cloud-based storage, and an endless portfolio of personal and enterprise software applications are combining to provide organizations with powerful digital platforms to support HR recruitment, development and retention processes, enhance employee engagement, and enable comprehensive analytics to provide rich insights for HR decision-making. This course introduces students to the range of contemporary digital technologies available to support the various processes along the HR value chain, and how these individual technologies must integrate into a coherent digital platform. In addition, the course provides an understanding of the importance of information as a resource for HR decision-making, and the essential attributes of an effective enterprise HR system. Students will learn how to conceptualize the information needs for the HR function and how to capture, analyze, and interpret data to satisfy those needs. Finally, students will also become familiar with behavioral and organizational issues associated with the effective adoption and use of digital technologies and enterprise HR systems.

    Student Learning Outcomes
    1. To understand how HR managers can gain competitive advantage by using information and knowledge resources;
    2. To understand information and communications technologies, their evolution, and the current market for HRIS resources and services;
    3. To understand how human resource professionals should manage information technology resources and capabilities to achieve effective information resource management.
    Grading Basis: Graded
  

  • ISTM 630 Information Security Data Analytics (2)

    Research and statistics reveal that a risk-based approach utilizing data analytics across three dimensions: volume, variety, and velocity is critical for effectively providing Information Security analytics. An essential element of a risk-based approach is the use of user-behavior analytics (UBA) to compare and contrast threats against normal behavior. This type of analytics enables business leaders to understand and learn from user-behavior to assess risk, anticipate, and respond to security breaches. This course will equip business managers to effectively recognize and address the key risks to business information systems and data.

    Grading Basis: Graded
  

  • ISTM 631 Programming for Business Analytics (2)

    This course covers theories and applications of business analytics, including association rules, clustering, classification, recommender systems, and basics of text mining. The focus is on extracting business intelligence from firms’ business data for various applications, including (but not limited to) customer segmentation, customer relationship management (CRM), personalization, online recommendation systems, web mining, and product assortment. The emphasis is placed on the “know-how”–knowing how to extract and apply business analytics to improve decision-making. Students will also acquire hands-on experience with the Python, open source business analytics software.

    Grading Basis: Graded
  

  • ISTM 654 Information and Process Systems (4)

    Modern information business processes must make efficient use of resources, be effective in meeting growing consumer demands, and be readily adaptable to changes in the environment. This course examines production processes and service delivery processes, their different information requirements, and the critical role of information systems in supporting them. It explores how businesses are applying different information technologies to improve the vital functions of information gathering, information processing, and information sharing. The application of IT to automate, streamline, reengineer, and integrate business processes enables advances such as mass customization, quality management, supply chain management, and knowledge management. Both the potential challenges and the potential benefits of developing effective processes and systems will be emphasized.

  

  • ISTM 660 Business Analytics and Intelligence (2)

    Business Analytics and Intelligence (BA & I) empowers organizations to anticipate and shape business outcomes through data integration, analysis, and delivery. Enabled by increasingly potent enterprise infrastructure, companies must analyze massive volumes of constantly changing, multi-structured “big data” to remain competitive in the global marketplace. By employing Business Analytics and Intelligence, companies of all sizes leverage these resources to support evidence based decision making, stimulate business process optimization, sustain competitive advantage, and create integrated, organization-wide solutions to complex business problems. This course introduces techniques to transform data into business intelligence and to use analytics to create business value. Students will acquire the knowledge required to develop solutions to real-world problems through a combination of readings, case studies, applied projects, technology demonstrations, guest lecturers and assignments to analyze and interpret real data. Typical topics may include data mining, data dimension reduction, predictive analytics, data visualization, and coverage of Enterprise Information Strategy, master data management, business intelligence systems, and collective intelligence. Prerequisite(s): Full-Time-DESC 603 Quantitative Business Analysis (2)  or DESC 618 Applied Data Analytics (3)  and ISTM 619 Technology and Operations Management (3) . Fully-Employed- DESC 656 Quantitative Analysis for Business Operations (4)  and ISTM 654 Information and Process Systems (4) .

    Grading Basis: Graded
  

  • ISTM 661 Designing, Sourcing, and Building Digital Platforms (2)

    In a global business environment, managers must understand the alignment of technology and business functions. There is increasing emphasis on managing enterprise architecture and infrastructure from the perspectives of business enablement, business continuity and risk management. Today’s corporate technology environments are exceedingly complex, involving challenging portfolios of inflexible legacy systems and dynamic mobile applications that span on-premise and cloud installations. Together, these are causing IT systems management focus to shift from “develop and operate” to “source and deploy.” Organizations need systematic approaches for integrating diverse functional areas into a holistic, application-and data focused enterprise-wide digital platform for supporting the business. This course will cover the areas of Enterprise Architecture and Infrastructure Management as essential approaches for the development of coherent, robust, efficient and agile enterprise digital platforms. Prerequisite(s): Full-Time–ISTM 619 Technology and Operations Management (3) . Fully Employed–ISTM 654 Information and Process Systems (4) .

    Grading Basis: Graded
  

  • ISTM 662 DIIS Project and Program Management (2)

    The DIIS Project and Program Management course is intended to develop student understanding of the complexities within and interdependence between DIIS projects and to develop their abilities to successfully manage DIIS projects toward successful realization and intended business benefits. The course will provide students with the techniques, tools and managerial competencies to manage individual DIIS projects and the requisite insights and approaches to manage a portfolio of projects into a coherent program of innovation. Topics covered will include IS and digital innovation project planning, business case development, cost and risk management assessment, global sourcing and vendor management, portfolio management, team leadership, change management, post-implementation review, and program/portfolio management. Prerequisite(s): Full-Time–ISTM 619 Technology and Operations Management (3) . Fully Employed–ISTM 654 Information and Process Systems (4) .

    Grading Basis: Graded
  

  • ISTM 663 Managing Cyber Security, Risk, and Privacy (2)

    The Internet and electronic commerce have highlighted the need to understand the ethical and social impacts of information systems. Internet and digital technologies that make it easier than ever to assemble, integrate, and distribute information have created concerns about appropriate use of customer information, the protection of personal privacy, and the protection of intellectual property. Managers must make informed decisions that reflect an understanding of the ethical and social issues surrounding the use of information systems. Furthermore, managers are responsible for the control of the quality and performance of information systems. These issues have moved to the forefront of social and political debate in the United States and globally. This course will equip business managers to effectively meet the security and ethical challenges of information systems. Prerequisite(s): Full-Time– ISTM 619 Technology and Operations Management (3) . Fully Employed–ISTM 654 Information and Process Systems (4) .

    Grading Basis: Graded
  

  • ISTM 664 Business Process Analysis and Innovation (2)

    In this course students will be introduced to key concepts and approaches to business process analysis and improvement. The main focus of this course is both understanding and designing business processes that accomplish specific desired outcomes. Students will learn how to identify, document, model, assess, and improve core business processes. Students will be introduced to process design principles. The way in which information technology can be used to manage, transform, and improve business processes is discussed. Students will be exposed to challenges and approaches to organizational change, domestic and offshore outsourcing, and inter-organizational processes. Prerequisite(s): Full-Time– ISTM 619 Technology and Operations Management (3) . Fully Employed– ISTM 654 Information and Process Systems (4) .

    Grading Basis: Graded
  

  • ISTM 665 Digital Innovation and Strategy (2)

    In this new digital age, firms must increasingly turn their attention to the technological developments that shape their business strategy and competitive position. E-commerce, cloud computing, and mobile technologies are transforming the way businesses operate in many industries. At the same time, managers must be alert to the external forces that shape their IT innovations. The increasing complexity for firms to compete in this dynamic environment offers opportunities, but it also comes with significant risks. In this course, students will develop a deep understanding of these strategic issues surrounding IT innovation, and how they shape IT investment decisions. In addition, it examines ways in which IS managers can employ leading practices to integrate information systems and business strategy. Prerequisite(s): Full-Time-ISTM 619 Technology and Operations Management (3) . Fully-Employed-ISTM 654 Information and Process Systems .

  

  • ISTM 667 Digital Innovation and Information Systems Applied Research Project (2)

    This directed research project provides students with an opportunity to develop a comprehensive understanding of theory and practice related to digital innovation and information systems management within a particular functional area or industry, thereby enabling students to acquire deep knowledge of a DIIS topic of personal interest. Students will complete an applied research project that seeks to inform contemporary business practice. The practice-oriented research project will be informed by assigned readings and completed by under the supervision of a faculty advisor. Prior to registration, the student must prepare a research proposal for review and approval by at least two ISTM faculty. If the research proposal is approved, a faculty advisor will be assigned who will identify an appropriate set of readings to guide the research study. The student will undertake the proposed research, then prepare and submit a comprehensive research paper. Prerequisite(s): Full-Time–ISTM 619 Technology and Operations Management (3) . Fully Employed–ISTM 654 Information and Process Systems (4) .

    Grading Basis: Graded
  

  • MBAA 678 Managing Information Systems for Business Innovation (3)

    This course aims to provide students with an understanding of the nature of IT-based information systems and how firms can gain competitive advantage by using information systems to enable business innovation through redesign of product and service offerings, business and organization processes, and organization structures. The course also will provide students with the knowledge and skills to effectively manage the acquisition, implementation, and use of information systems to bring about business innovation.


Marketing
  

  • MBAA 644 Applied Strategic Research Project–Marketing (2)

    To learn how to do an applied, guided research project that is practical and relevant using the resources that are supplied by the university and your organization. To develop the ability to conduct marketing research for a specific initiative, use segmentation to focus resources and develop a marketing plan.

    Grading Basis: Graded
  

  • MBAK 617 Understanding Markets and How to Reach Them (4)

    The course examines the theoretical and conceptual underpinnings of contemporary marketing practice and concludes with the student developing a marketing plan for their chosen organization. Special emphasis is placed on developing sustainable skills leading to long-term success while practicing marketing in an ethical manner in a globally competitive and rapidly evolving environment.

    Grading Basis: CR/NC/I
  

  • MBAK 684 Marketing Research Project (2)

    The student continues work on the strategic research project, primarily focusing on collecting and analyzing data as part of their effort to recommend actions that will improve organizational performance.

    Grading Basis: CR/NC/I
  

  • MKTG 473 Marketing Management (4)

    Major marketing methods, institutions, and practices are surveyed in this course. It includes analysis of market structure, environment, demand characteristics, and market strategy; product research and development; and distribution alternatives, promotional programs, and pricing decisions.

    Student Learning Outcomes
    1. Consider decisions based on incomplete or conflicting information and ethical consequences.
    2. Describe the marketing mix variables including their business application and financial impact to the firm.
    3. Present recommendations concisely and persuasively both orally and in writing.
    4. Collaborate with a team to assess marketing strategies.
  

  • MKTG 615 Marketing (4)

    This course examines multiple aspects of the environment relevant to the creation and distribution of goods and services, including global, ethical, political, social, legal, and regulatory issues. The course analyzes how buyer behavior, marketing research, and marketing information systems should both guide development and serve in achieving brand and customer relationship management goals. Also included is the analysis of new product development, pricing, marketing communications, and distribution decisions in market planning and marketing program implementation over the product life cycle. Emphasis is placed on the practical application of marketing concepts to case problems, student employment experiences, and the creation of effective marketing plans.

    Student Learning Outcomes
    1. Define, understand, and apply key marketing concepts, e.g., segmentation, positioning, targeting, marketing mix
    2. Analyze the organization’s current market situation (“micro and macro”)
    3. Develop and evaluate alternative marketing strategies
    4. Formulate a marketing plan with justifiable and actionable recommendations
    5. Present recommendations concisely and persuasively both orally and in writing
  

  • MKTG 626 Marketing Management (3)

    The course analyzes how buyer behavior, marketing research, and marketing information systems should all guide development and serve in achieving brand and customer relationship management goals. Also included is the analysis of new product development, pricing, marketing communications, and distribution decisions in market planning and marketing program implementation over the product life cycle. As the core marketing class, this course covers a myriad of concepts, ranging from consumer needs, to marketing budgets, and planning. As a broad perspective, it provides a suitable framework for the in-depth topical investigation inherent in marketing electives, as well as the integration of marketing into overall strategic management.

    Grading Basis: Graded
  

  • MKTG 658 Marketing Management (4)

    This course analyzes the environment relevant to the creation and distribution of goods and services. This environment includes the global, ethical, political, social, legal, and regulatory issues. The course examines buyer behavior, marketing research, and marketing information from a managerial perspective. Also included is the analysis of product pricing, marketing communications, and distribution decisions in market planning and marketing program implementation. Emphasis is placed on the practical application of marketing concepts to case problems and the student’s current employment experiences.

    Student Learning Outcomes
    1. Define, understand, and apply key marketing concepts, e.g., segmentation, positioning, targeting, marketing mix
    2. Analyze the organization’s current market situation (“micro and macro”)
    3. Develop and evaluate alternative marketing strategies
    4. Formulate a marketing plan with justifiable and actionable recommendations
    5. Present recommendations concisely and persuasively both orally and in writing
  

  • MKTG 660 Services Marketing (2)

    The course offers an examination of the special challenges of managing the marketing function in organizations whose product mix contains services. Special attention will be given to developing an understanding of the integrative nature of the marketing, operations, and human resource management functions in service organizations. This emphasis will be highlighted by the use of a computer-based simulation that requires students to manage a service organization. Prerequisite(s): Full-Time–MKTG 615 Marketing (4)  or MKTG 626 Marketing Management (3) . Fully Employed–MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • MKTG 661 Product Innovation and Management (2)

    This course is designed to help students deepen their understanding of product innovation and development. In the course the student will be exposed to identifying, developing, and commercializing new products as well as modification of existing products and new products. There will be a focus on the diverse processes of product teams. The curriculum will seek to develop students’ critical thinking, decision-making skills, and creativity as needed for successful product development. Prerequisite(s): Full-Time– MKTG 615 Marketing (4)  or MKTG 626 Marketing Management (3) . Fully Employed– MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • 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 615 Marketing (4)  or MKTG 626 Marketing Management (3) . Fully Employed– MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • 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 615 Marketing (4)  or MKTG 626 Marketing Management (3) . Fully Employed– MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • MKTG 664 Marketing Consulting (4)

    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): Full-Time: MKTG 626 Marketing Management (3) . Fully-Employed: MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • 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 615 Marketing (4)  or MKTG 626 Marketing Management (3) . Fully Employed–MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • 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 615 Marketing (4)  or MKTG 626 Marketing Management (3)  or MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • 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 615 Marketing (4)  or MKTG 626 Marketing Management (3)  or MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • 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 615 Marketing (4)  or MKTG 626 Marketing Management (3)  or MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • 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): Full-Time:  MKTG 615 Marketing (4)  or MKTG 626 Marketing Management (3) . Fully Employed:  MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • 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): MKTG 615 Marketing (4)  or MKTG 626 Marketing Management (3) . Fully Employed–MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • MKTG 672 Entertainment, Media, and Sports Brand and Audience Development (2)

    The world of entertainment, media, and sports (EMS) has been growing increasingly challenging, from the disruption each face in the digital age to the audience transformations of the global 21st century. Generational, technological, and other forces increasingly require organizations to transform as they pursue their audiences. This course will examine the emerging hurdles that executives in entertainment and sports face in such an environment, along with examples of emerging strategic solutions. The students will draw on their oral and written presentation skills and will be highly involved in bringing the course material to life. Emphasis is placed on the practical application of branding and audience development concepts to entertainment and sports.  Prerequisite(s): Full-Time: MKTG 626 Marketing Management (3) ; Fully-Employed MKTG 658 Marketing Management (4)  

    Grading Basis: Graded
  

  • MKTG 673 Pricing (2)

    The objective of this course is to prepare students for addressing strategic and tactical pricing issues and identifying profit-optimizing changes in pricing practices across a range of professional contexts as product managers, business unit managers, and management consultants. This course combines marketing and economics with operations, decision models, and information technology. Prerequisite(s): MKTG 615 Marketing (4)  or MKTG 626 Marketing Management (3)  or MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • MKTG 674 Formulating and Defending Marketing Strategies (2)

    This course provides a multifaceted view of strategic marketing and covers two major domains: (1) a conceptual framework and a terminology that aims at reducing the ambiguity of the subject of market strategy and (2) a set of tools and techniques available to the planner or the business decision maker to properly articulate and defend market strategies. Prerequisite(s): MKTG 615 Marketing (4)  or MKTG 626 Marketing Management (3)  or MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • 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 615 Marketing (4)  or MKTG 626 Marketing Management (3)  or MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • 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 615 Marketing (4)  or MKTG 626 Marketing Management (3)  or MKTG 658 Marketing Management (4) .

    Grading Basis: Graded
  

  • 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): Full-Time: MKTG 626 Marketing Management (3) . Fully-Employed: 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): Full-Time: MKTG 626 Marketing Management (3) . Fully-Employed: 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): Full-Time: MKTG 626 Marketing Management (3) . Fully Employed:  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 their 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 are the focus of this course. It extends the fundamental principles and skills of organization development by utilizing an unfamiliar cultural environment to leverage an understanding of how to work in a wide range of companies and cultures abroad. Differentiating among cultures by using basic principles of anthropology, sociology, political science, economics, and psychology are explored as foundational theories to organization development. Topics include culture of origin and the development of cross-cultural competence to heighten awareness of country-specific attributes that align or create stress; artifacts and their underlying assumptions and values of culture; dynamics of conducting research in a non-native land. Areas of concentration include the “self as an instrument of change,” developing cross-cultural skills and honing research skills. Working with local business professionals, students conduct consulting projects to address client needs resulting in Actionable Recommendations to help clients move their business forward. Researching various functions and trends, students draw on change management methods to create innovative ideas and solutions based on best practices. 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 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 (6)

    This course in the MSOD program is designed to build students’ understanding of strategy and organization theory/design and begin to explore the concept of organization culture. To achieve high performance and effectiveness, an organization’s strategies, structures, and processes must be designed to support each other, to fit appropriately into its environmental context, and to create a supportive culture/character/identity. This course also emphasizes the application of action research, data collection, and foundational consulting skills to organization development and effectiveness within a fieldwork setting. The focus of this course is on the systemic, normative, and diagnostic considerations associated with designing an organization’s strategic orientation. It examines the relationship between industry structure and organizational environments while more deeply considering culture as an outcome of an organization’s strategy and design. Specific topics include traditional and contemporary approaches to strategic management; open systems theory; organizational structure, reward, control, information, human resource systems, and organizational culture.

  

  • 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 600 Strengths-Based Leadership Workshop (0)

    The global economy demands increased competitiveness at both personal and organizational levels. People can choose to respond either the easy way or the hard way. The hard way is to focus on what they (and others) perceive is wrong with them, and pull themselves up by the bootstraps to improve those areas of weakness. The easy way is to tap into their underlying store of talents and understand exactly what is great about them at their core. The Strengths-Based Leadership Workshop deepens self-awareness, develops self-leadership, and shows students how to use that knowledge to improve their effectiveness. It also gives a work group or team a shared language that pinpoints their unique contributions in a way that is helpful and supportive.

    Grading Basis: CR/NC/I
  

  • OTMT 601 Team Dynamics Workshop (0)

    The Team Dynamics Workshop applies the self-awareness gained in the Strengths-Based Leadership workshop to building high-performance teams based on individual and combined team talents and strengths. This workshop gives work groups or teams a shared language that pinpoints theirunique contributions in a way that is helpful and supportive, leading to high performance and enhanced team dynamics. Prerequisite(s): OTMT 600 Strengths-Based Leadership Workshop (0)  

    Grading Basis: CR/NC/I
  

  • OTMT 605 Human Resources Overview (1)

    Central to this course is an understanding of the role of human resources in the modern organization. Emphasis will be on learning about the roles of HR, identifying the business issues that HR is expected to address and describing how it is expected to act as a business partner to management, and highlighting the opportunities for students who will pursue careers in HR. In the modern organization, HR professionals are not expected to be just administrators but also business partners in addressing important management issues and this will be presented with practical examples. This course acts as the introductory course to the MSHR curriculum and is given over a two day period at the beginning of the first semester of the MSHR program.

    Grading Basis: CR/NC/I
  

  • OTMT 607 Preparation for Human Resources Internship and Career (1)

    This course prepares students for both an internship and a career in human resources by providing a learning experience to help students understand how to acquire an internship and plan a career. Additionally, the course’s goals are to accelerate professional growth, make meaningful and rewarding career decisions, and build long term career resilience. In partnership with the Career Management Center, students are provided information to understand individual professional preferences and tools to actively define, pursue, and achieve short and long-term career goals. This course is credit or no credit based on the satisfactory completion of deliverables and attendance at required sessions and meetings.

    Grading Basis: CR/NC/I
  

  • 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)  or BSCI 622 Personal and Career Development for Leaders (3) .

    Grading Basis: Graded
  

  • OTMT 610 Human Resources Integration Project (1)

    Human resources business partners (HRBPs) are expected to contribute to deliver business results, not just traditional HR outcomes. In order to execute these results, HRBPs must be able to understand and integrate various business disciplines and organizational functions. This course will address those needs and enable students to demonstrate these skills through an integrative project.

    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)  or OTMT 626 Designing and Leading Organizations for Sustainable Effectiveness (3) .

    Grading Basis: Graded
  

  • OTMT 621 Total Rewards, Compensation, and Benefits (3)

    This course offers a comprehensive examination of various approaches to total rewards. Among the issues to be discussed are employee compensation, benefits, work life, and the implications of these issues to the practice of human resources. We will address how these practices relate to recruitment, motivation, engagement, and productivity in the workplace. Students will explore key issues and challenges facing HR professionals 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.

    Grading Basis: Graded
  

  • OTMT 622 Talent Management (3)

    Human resource business partners are expected to go beyond the traditional functions of human resources and are expected to add value to the business. Since most organizations would agree that people and their talents are the most valuable asset in an organization, managing that talent becomes a vital component of the management of any organization. This course provides an in-depth analysis how HR professionals contribute to talent management by examining the functions of workforce planning, talent acquisition, learning and development, performance management, employee engagement, and retention.

    Grading Basis: Graded
  

  • OTMT 624 Human Resources Consulting and Managing Change (3)

    The pace, volume and complexity of the business world have significantly increased. Indeed, the very environment in which businesses compete changes on a rapid basis, and the pace of change in the business world will accelerate over time. This is especially true in the human resources realm, where human resources professionals are tasked with understanding and implementing change on a variety of subjects ranging from corporate policies, employee compensation procedures, the legal ramifications of doing business, and more. Many HR professionals serve as internal consultants in their own organizations or become outside consultants for other organizations. This course is designed to educate the students on the realities of change management in the workforce, provide practical application of change management strategies, engage in theoretical discussions on the subject, and provide a clearer understanding of the consultancy process as it relates to human resources management.

    Grading Basis: Graded
  

  • OTMT 626 Designing and Leading Organizations for Sustainable Effectiveness (3)

    This course provides an introduction to the variety of theories, frameworks, and models of organization design and management. The course will focus on how the multiple elements of organization design and management contribute to an organization’s sustainable performance outcomes and strategic alignment. Multiple frameworks and models of organization will be examined, including mechanistic/bureaucratic, human relations, political, open systems, and contingency perspectives. The course will provide special attention to several core organization design elements, including organizational structure and processes, job design, management and leadership style, talent management practices, and innovation and change. Prerequisite(s): BSCI 607 Personal Development for Leadership (2)  and BSCI 650 Personal and Leadership Development Workshop (1)  or BSCI 622 Personal and Career Development for Leaders (3) .

    Grading Basis: Graded
  

  • 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)  or OTMT 626 Designing and Leading Organizations for Sustainable Effectiveness (3) .

    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 663 Entertainment, Media, and Sports Talent Management and Representation (2)

    Business executives in entertainment, media, and sports (EMS) must navigate constantly evolving technologies and channels of distribution to manage and represent talent as an integral part of their business functions. The purpose of this course is to examine the trajectory of athletes and artists in EMS, and to provide insights on how to manage and advise talent. The course will examine organizational structures and roles of agents, managers, lawyers, and HR managers, elaborate on the foundation and principles of deal structures, as well as negotiation, mediation, arbitration, and other resolution processes. Cases will be discussed across industry sectors like music publishing, music streaming, film, TV, and others, to develop practical skill-building exercises in negotiation of agreements and resolving financial and contractual issues. Also covered will be the different standards and ethical practices, codes of conduct, including current and emerging topics in the field.

    Grading Basis: Graded
  

  • 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)  or BSCI 622 Personal and Career Development for Leaders (3) . Fully-Employed– BSCI 651 Behavior in Organizations (4) .

    Grading Basis: Graded
 

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