Management (MGMT)
Opus College of Business
Department of Management
Brinsfeld (chair), Diehn, Galloway, Hart, Henderson, Lenway, Maloney, Owens, J. Pattit, Sheppeck, Slack, Welsh, Young
Students completing a concentration in the Department of Management will develop a systems thinking perspective as they view organizations; will develop a competitive perspective as they work with organizations; will become problem-solvers; will value diversity in all its forms; and will study managerial skills.
Concentrations in Management:
Operations Management Undergraduate Courses
| Course Number | Title | Credits | |
|---|---|---|---|
| MGMT 200 | Working Skillfully in Orgs | 2 | |
| Description of course Working Skillfully in Orgs : | This course focuses on the knowledge and skills students need to successfully start their careers. This includes understanding that: organizations differ including having unique cultures which is important to consider when choosing an organization to work for; they are leaders and as leaders they need to take initiative and influence others; and, other individuals are different from them and adaptation to those differences is important. Skills developed include initiative, influence, decision making, and behavioral adaptation to be more a more effective team member and leader. Prerequisites: Sophomore standing. Note: Students who receive credit for MGMT 200 may not receive credit for MGMT 305. | ||
| MGMT 243 | Individual Study | 2 OR 4 | |
| Description of course Individual Study : | No description is available. | ||
| MGMT 269 | Research | 2 OR 4 | |
| Description of course Research : | No description is available. | ||
| MGMT 295 | Topics | 2 | |
| Description of course Topics : | The subject matter of these courses will vary from year to year, but will not duplicate existing courses. Descriptions of these courses are available in the Searchable Class Schedule on Murphy Online, View Searchable Class Schedule | ||
| MGMT 296 | Topics | 2 | |
| Description of course Topics : | The subject matter of these courses will vary from year to year, but will not duplicate existing courses. Descriptions of these courses are available in the Searchable Class Schedule on Murphy Online, View Searchable Class Schedule | ||
| MGMT 305 | Mgmt & Organizational Behavior | 4 | |
| Description of course Mgmt & Organizational Behavior : | This course is designed to introduce students to the complexities of working within organizations, regardless of whether it is a for-profit, non-profit, or governmental organization. Certain complexities are common across organizations, irrespective of their goals or size. Understanding these complexities is critical to becoming an effective member of any organization, and this course will develop students’ understanding and expertise in leading and managing themselves and others within organizations. Prerequisite: Sophomore standing. Note: Students who receive credit for MGMT 305 may not receive credit for MGMT 200 | ||
| MGMT 350 | Intro to U.S. Health Care | 4 | |
| Description of course Intro to U.S. Health Care : | This course provides students with a clear and comprehensive understanding of U.S. health care through the lens of various key stakeholders (e.g., consumers, providers, payers, policymakers, and third parties) and how they interrelate. They will gain an appreciation for the economic, political, and social environments in which they operate. Students will also learn about current issues, motivations, and incentives that influence the health care industry. The course is designed to give students a common base of understanding that will serve as a foundation for future coursework and considerations for a career in health care. A broad spectrum of healthcare organizations and settings will be included with emphasis on practical relevance and interaction with local healthcare organizations. | ||
| MGMT 352 | Health Care Risk Management | 4 | |
| Description of course Health Care Risk Management : | This course will introduce students to the complexity of risk faced within the health care system. They will understand the nature of risk faced by government, health care institutions, and individuals. They will see how risk is often the unintended consequence of government policy and organizational strategy. They will also review how health care and government organizations are redesigning themselves in order to take a more directed role in managing risk. | ||
| MGMT 360 | Organization & Empl Devel. | 4 | |
| Description of course Organization & Empl Devel. : | This course focuses on the theories, concepts, research and practice of organization change and development, performance management, and employee training and development that impact organizational employee behavior. Topics include an overview of human resource management, organization entry and socialization, employee performance management, career choices, employee motivation, job design, organization structure, culture, group dynamics, team- work, power and influence, organization restructuring, change management, and employee training and development. Prerequisites: MGMT 200 or MGMT 305 and Junior standing. Note: Students who receive credit for MGMT 360 may not receive credit for MGMT 365. | ||
| MGMT 362 | Attract and Reward Talent | 4 | |
| Description of course Attract and Reward Talent : | This course focuses on the theories, concepts, research and practice of staffing and compensation/reward programs that impact organizational employee behavior. Topics include labor markets, human resource planning, including recruiting, hiring and layoffs, job analysis, staffing and selection, human resource information systems, compensation strategy, policies and practices and benefits programs. Prerequisites: MGMT 200 or MGMT 305 and Sophomore standing. | ||
| MGMT 364 | Employee and Labor Relations | 4 | |
| Description of course Employee and Labor Relations : | This course is designed to prepare students to be successful human resource generalists, general managers or entrepreneurs. These careers require both HR knowledge and interpersonal skills. Thus, this course focuses on the concepts, research and practice of employee and labor relations and related organization processes that impact employee behavior. Topics include leadership, worker representation, conflict resolution and negotiation, performance management, employee counseling and discipline, and health and safety. Prerequisites: MGMT 200 or MGMT 305 and Sophomore standing | ||
| MGMT 365 | Organization Development | 2 | |
| Description of course Organization Development : | This course focuses on the theories, concepts, research, and practice of effective organization development (OD) and change. The course prepares students to carry out the steps managers and human resource professionals take to diagnose and analyze organizational and employee development opportunities, including entry and contracting, data gathering, analysis, and providing comprehensive feedback. This course will develop students’ understanding of conducting ethical OD practice linked to real-world business challenges. Prerequisites: MGMT 200 or MGMT 305 and Junior standing. Note: Students who receive credit for MGMT 365 may not receive credit for MGMT 360 | ||
| MGMT 367 | Leading and Managing Change | 2 | |
| Description of course Leading and Managing Change : | This course focuses on the knowledge and skills needed to design, implement, and manage change at the organizational, group, and employee levels. Topics include understanding reactions to and resistance to change, distinguishing between types and levels of change, designing change initiatives and how to lead and sustain change successfully. Prerequisites: MGMT 200 or MGMT 305 and Junior standing. | ||
| MGMT 382 | Management & Leadership | 4 | |
| Description of course Management & Leadership : | This course explores the concepts and skills involved in managing people and exercising effective leadership from the individual, interpersonal, and organization level perspectives, with an emphasis on personal leader development and building management skills. The course covers important leadership theories and explores the complexities in managing people, how organizational conditions affect competent leadership, and the work of leadership in managing people within organizations. Topics include self-awareness, managing stress, building relationships, gaining power and influence, and motivating others. This course examines the complexity of business leadership through understanding key theories and their application. Prerequisites: MGMT 200 or MGMT 305 and Sophomore standing | ||
| MGMT 383 | Effective Teams | 2 | |
| Description of course Effective Teams : | Businesses use teams to get work done at all levels of the organization. This course examines when teams are the right choice (and when they are not), how to be an effective team member and leader, and how to diagnose and solve common team problems. Prerequisites: MGMT 200 or MGMT 305 and Sophomore standing. Note: Students who receive credit for MGMT 383 may not receive credit for MGMT 388. | ||
| MGMT 384 | Project Management | 4 | |
| Description of course Project Management : | This course presents the concepts, techniques, and behavioral skills needed for managing projects effectively. The course introduces students to a project's life cycle (from project definition and goals to completion of the project) and the behavioral dynamics that need to be managed to achieve success. Project leaders need to fulfill multiple roles on a project including managing the timeline, meeting project specifications, resource budgeting and creating a sustainable project culture. Prerequisites: MGMT 200 or MGMT 305; and OPMT 300 or OPMT 310; and Junior standing. | ||
| MGMT 385 | Inclusive Leadership | 2 | |
| Description of course Inclusive Leadership : | Leaders, both with and without formal management titles, need to appreciate the diverse people internal and external to their organizations and society at large. It is critical that leaders step up to design and deliver effective programs of inclusion in their organizations. Culturally competent leaders think critically about these programs and practice inclusion at individual, interpersonal, team, organization, and community levels. This requires foundational knowledge, skills, and attitudes applied in diverse domestic and global contexts. This course introduces a range of perspectives to explore topics including, but not limited to, human diversity; inclusive cultures; social identity and perception; power and privilege; and models and paradigms for interpersonal and organizational inclusion. Prerequisites: MGMT 200 or MGMT 305 and Junior standing. Note: Students who receive credit for MGMT 385 may not receive credit for MGMT 388 | ||
| MGMT 386 | Advanced Org Behavior | 4 | |
| Description of course Advanced Org Behavior : | This course is designed to increase your effectiveness as a manager and team member by utilizing frameworks for understanding organizations and the behavior of people and groups within an organization. This course will focus on critical activities related to managerial and team effectiveness including managing interdependence, making decisions motivating performance, negotiating differences, and working within an organization's structural, political, cultural and global environment. Prerequisites: MGMT 305 and Junior standing | ||
| MGMT 388 | Leading Diverse Teams | 4 | |
| Description of course Leading Diverse Teams : | The purpose of this course is to understand theories and integrate experiences in leading diverse teams, including managing conflict and negotiating within and for the team. The course builds on the leadership and organizational behavior theories learned in prerequisite courses, leveraging and applying these concepts to teams. The design, management, and leadership of teams in organizational settings will be emphasized, along with conflict management and negotiation strategies. To develop student skills, applied experiences are integrated. The focus is on the interpersonal processes and structural characteristics that influence the effectiveness of teams, individual behavior in face-to-face interactions and the dynamics of interpersonal relationships. By the end of this course, students will have gained valuable skills, experience, and knowledge in effectively leading teams through challenges, collaborative negotiations, and conflict, while leveraging the diversity within. Prerequisites: MGMT 200 or MGMT 305 and MGMT 382. Note: Students who receive credit for MGMT 388 may not receive credit for MGMT 383 or MGMT 385. | ||
| MGMT 389 | Research | 2 OR 4 | |
| Description of course Research : | No description is available. | ||
| MGMT 391 | Elements of Global Business | 2 | |
| Description of course Elements of Global Business : | This course explores the opportunities and challenges associated with globalization, and provides the foundation for understanding how differences across countries affect businesses and their own careers. Prerequisites: BUSN 100 or permission from the instructor, and Sophomore standing | ||
| MGMT 393 | Individual Study | 2 OR 4 | |
| Description of course Individual Study : | No description is available. | ||
| MGMT 394 | Negotiating with Positive Infl | 4 | |
| Description of course Negotiating with Positive Infl : | Negotiating decisions, deals, contracts and progressive change is an important skill valued by organizations. In addition, individuals need to harness their personal power to influence others with integrity. This course equips students with knowledge, strategies, tactics, and practical skills to negotiate effectively and manage conflict with peers, superiors, subordinates, and external parties across various contexts. Effective negotiation, influence and conflict management positions professionals at all stages of their career to achieve organizational goals, improve outcomes and contribute to the common good. Prerequisites: MGMT 200 or MGMT 305 and Junior standing. | ||
| MGMT 395 | Strategic Thinking | 2 | |
| Description of course Strategic Thinking : | This course introduces students to the concepts, tools and principles of strategic management that effectively position businesses to gain a competitive market and industry advantage. Students will develop a strategic mindset as they learn about how businesses: capture value within an industry space, compete through providing superior value and align organizational assets and resources to execute firm strategies. Prerequisites: MGMT 200 or MGMT 305 and Junior standing. Note: Students who receive credit for MGMT 395 may not receive credit for MGMT 480 | ||
| MGMT 430 | Global Strategy & Management | 4 | |
| Description of course Global Strategy & Management : | Companies face an increasing variety of choices about where to locate different value-creating activities. This course explores the opportunities and challenges associated with conducting business in a global context. The goal of this course is to provide the foundations for understanding the external global environment facing a multinational enterprise (MNE), and the internal challenges of managing an MNE. Specifically, this course examines the following topics: the forces behind globalization, the different cultural, political, legal and economic environments in which global businesses operate, the tradeoffs between global and local strategies, the alternatives available for coordinating activity in an MNE, and the unique challenges involved with managing people in a globally dispersed organization. Prerequisites: MGMT 305 and MKTG 300 or MGMT 200 and MGMT 391; BETH 300 or BETH 301; plus two courses (minimum of six credits) from the following: IBUS 450, IBUS 460, or IBUS 470; and BUSN 202 or CISC 200; and Senior standing | ||
| MGMT 460 | Human Resource Strategy | 4 | |
| Description of course Human Resource Strategy : | This course focuses on the theories, concepts, research, and practice of human capital management that impacts employee behavior. Topics include systems theory, globalization, leading a contemporary human resource function, human resource careers, human capital strategy, human resource best practices, human resource analytics, and ROI analysis. Offered spring semester. Prerequisites: MGMT 360 or (MGMT 365 and MGMT 367); MGMT 362; BLAW 301, 302, 303 or BLAW 314; BETH 300 or 301; and BUSN 202 or CISC 200; and Senior Standing. | ||
| MGMT 480 | Strategic Management | 4 | |
| Description of course Strategic Management : | This course examines organizational issues from an integrative perspective. It draws on concepts from the entire business curriculum to view the organization as a whole. The focus of the course is to have you view the organization from the perspective of the president, rather than that of a manager of a particular function (e.g., VP of marketing). It examines the development of core competence and a sustainable competitive advantage as part of an organization's strategic planning process. Prerequisite: OPMT 200 or OPMT 300; FINC 310; MGMT 200; MKTG 200 or MKTG 300; BETH 300; and CISC 200 or BUSN 202; and senior standing. Note: Students who receive credit for MGMT 480 may not receive credit for MGMT 395. | ||
| MGMT 482 | Leadership Capstone | 4 | |
| Description of course Leadership Capstone : | This capstone course integrates and applies leadership knowledge, skills, character, and competencies. The course provides opportunities to think more systematically about leadership and organizations, its application, and the personal competencies needed for leadership success. The course is designed as an experiential, collaborative team exercise of leadership in a project-based setting. Students will learn about organizational leadership and management as well as develop their capacity for leading through principled initiative and influence. Prerequisites: MGMT 382; BETH 300 or BETH 301; Senior Standing | ||
| MGMT 490 | Topics | 4 | |
| Description of course Topics : | The subject matter of these courses will vary from year to year, but will not duplicate existing courses. Descriptions of these courses are available in the Searchable Class Schedule on Murphy Online, View Searchable Class Schedule | ||
| MGMT 491 | Research | 2 OR 4 | |
| Description of course Research : | No description is available. | ||
| MGMT 495 | Individual Study | 2 OR 4 | |
| Description of course Individual Study : | No description is available. | ||