Department of International BusinessCourse Descriptions & Learning Objectives

An introduction to the general theories, principles, concepts and practices of entrepreneurship. Developing business plans. Heavy emphasis is placed on lecture, readings, case studies and group projects.

Learning Objectives

1. 1. Recognize, define, test and learn to different methods for collecting information within the environment for business-related opportunities
   2. Develop business concepts into revenue and business models that create value in the marketplace allow for transactions to occur
   3. Determine the feasibility of the business concept and model through industry, market, trend, economic, break even and risk analyses
   4. Identify proper ethnical and legal foundations for various types of business models

1. 1. Prepare a succinct and effective oral and/or written presentation explaining the viability of the business concept/model

 

Introduction to the business world, including the functions of business and management. Examination of the free enterprise system, forms of business ownership and the role of business in society. (F)

Learning Objectives

1. Understand our changing concept of organizations as social systems
2. Develop knowledge of fundamental management concepts, principles, and values
3. Identify and understand the organization's internal and external environment and the factors, forces, and issues impacting business performance
4. Understand and identify the factors affecting management and leadership styles, decision- making models and follow-up and control techniques
5. Develop critical thinking skills to analyze and resolve organizational problems

 

Takes students through the process of initiating a business venture. Provides students with tools to develop a new business, evaluate business models and analyze entrepreneurial issues.

Learning Objectives

1. 1. Explain the basics of business ownership including the legal and regulatory processes of launching a business.
   2. Understand and develop functioning revenue and financial models for developed business concepts, including cash flow management, break even analysis, balance sheets, and income statements
   3. Demonstrate understanding of the different strategies and tools used to identify, develop, describe, and pursue a given niche within the marketplace
   4. Demonstrate ability in managing the transaction process involved in a functioning business and revenue model and identify core competencies within those models

1. 1. Prepare and compose a written business plan

1. 1. Prepare and launch a selling pitch for the business plan

1. 1. Understand different methods for raising capital/funds and demonstrate the understanding through appropriate selection of a strategy for the business plan

 

Prerequisite

1. 1. ENT 4113.

 

 

N/A

This course presents techniques for outstanding presentation, business planning, analytical and critical thinking skills. The course includes significant focus on business ethics, entrepreneurial dynamics, economics issues, and international business.

 

Learning Objectives

1. Develop outstanding presentation and public speaking skills
2. Analyze the dynamics of complex political, legal, economic, and cultural challenges
3. Develop and apply analytical and critical thinking skills to solve complex social and business problems
4. Apply knowledge to develop strategies within foreign, regional, and global contexts
5. Understand how to use information technology as a tool to perform essential activities for implementing a new program or innovation
6. Recognize ethical dilemmas and make ethical decisions taking into account stakeholders and ethical schools of thought

An analysis of organizations and the management processes of planning, organizing, directing, and controlling in the context of socio-technical systems. Individual, group, intergroup, and organizational responses to various environments and technologies are studied, as are pertinent techniques of manpower management.

Prerequisite

1. 1. Students must complete a minimum of 60 credit hours.
      1. Define the management functions and business processes that create value for an organization
      2. Give examples of basic business concepts, principles and values that contribute to organizational performance
      3. Formulate a set of management policies, practices, and procedures that influence group and individual dynamics in organizations
      4. Describe situations where management decision-making should incorporate ethical reasoning, multiculturalism, and internal inter-group behavior

Learning Objectives

 

A special program enabling management majors to work in jobs significantly related to their major area and career goals. Specific placement must be approved by the Department Chairperson prior to enrollment.

Learning Objectives

1. 1. Describe real-world internship experiences that relate to the content of your academic courses ( and discuss several specific Management, Finance, IB, Accounting, Marketing and/or Information Systems courses)
   2. Explain the organizational structure, roles, and individual responsibilities within your internship organization.
   3. Identify what you have learned about your career regarding professional and work-related interests.

1. 1. Describe your internship experiences/opportunities and what your learned about effective teamwork, networking, and development of communication skills.

1. Explain how the Employer Evaluation of you will change your professional work habits.
2. Discuss what you observed and learned about supervisory/leadership styles.
3. Describe the importance of ethical decision making standards in the organization where you interned
4. Compare your own experiences to others in the internship course and explain how they differed
5. Discuss the extent to which course textbook assisted you in dealing with what to expect in your internship, how to adapt to the organization and how to face the realities and workplace dilemmas you encountered.

Prerequisite

1. 1. Qualification for Internship program.

 

 

Addresses managing creative people, projects and departments. Emphasis is on motivating, evaluating, and rewarding creative people, and creating an environment that enhances innovation productivity.

Learning Objectives

1. 1. Explain the need for continuous change as a means of adaptation and survival.
   2. Demonstrate mastery of multiple models and techniques for generating ideas.
   3. Describe how to lead group brainstorming session.
   4. Discuss methods of how to screen new ideas.

1. Identify methods to manage creative people, projects, and departments.
   
   
2. Explain how to increase innovative productivity.

 

Examines the dilemmas of managerial responsibility that occur when organizations face crisis because of disasters or other unexpected circumstances. Emphasis is placed on how to avoid or minimize the organizational or environmental damage a crisis can cause.

Prerequisite

1. 1. A grade of "C" or higher in MAN 3025 or equivalent.
      1. Identify and analyze each of the eleven major types of crises and design an appropriate plan of action needed to properly neutralize each crisis situation.
      2. Develop a formal Crisis Management Plan and demonstrate the ability to properly perform a precrisis and postcrisis audit for an organization.
      3. Prepare an effective press release for a company that is currently experiencing a major crisis and demonstrate the ability to think clearly under pressure.

Learning Objectives

The application of ethical theory to business management. A review of ethical systems, and examples, theoretical and practical of institutionalizing ethics in organizations. Case analyses used, and written projects required.

Prerequisite

1. 1. Students must complete a minimum of 60 credit hours.
      1. Identify and demonstrate an understanding of central concepts and theories of business ethics including theories on ethics, ethical problems that typically arise in organizations, decision-making processes in business ethics issues, and the development and maintenance of an ethical culture in organizations.
      2. Compare, contrast, and evaluate methods for explaining the ways in which ethical standards can be developed and implemented in organizations, to recognize cultural and national differences in ethical standards, and to appraise the consequences of globalization, using case studies and research, activities which typically include finding information on the internet, using databases, and reporting findings.
      3. Be able to discuss ethical leadership, including organizations which provide resources to businesses in developing and implementing ethics programs and programs to enhance organizational reputation.
      4. Describe how business leaders can demonstrate leadership in the community by reviewing current articles, conducting projects in which an analysis is made of organizations confronting topical issues and problems. Learn how to analyze and synthesize relevant materials in a written report and/or a presentation using available technologies and application of insights to topical issues in the community and in society.
      1. 1. Prerequisites: MAN 3701 or permission of the instructor.

       

Learning Objectives

Prerequisite

 

Examines how workforce diversity can lead to competitive advantage and ethical, fair-minded decision making. Includes topics of gender, race, ethnicity, and other areas of diversity. Covers perception and stereotyping, sexual harassment, the "glass ceiling," and legal issues.

Prerequisite

1. Students must have completed a minimum of 60 credit hours.

Learning Objectives

1. 1. Recognize and be more aware of the cultural differences that exist in today's business environment.
   2. Identify social and/or personal barriers that may hinder managerial style and success.
   3. Develop personal action plan to overcome identified social and/or personal barriers that inhibit managerial leadership style.
   4. Gain understanding why managers should generate and promote diversity consciousness in themselves and others to increase team and organizational effectiveness.

 

Centers on the analysis of selected concepts in intergroup relations and introduces the strategies, tools and techniques necessary for success in a virtual team environments.

Prerequisite

1. A grade of "C" or higher in MAN 3025 or equivalent.

Learning Objectives

1. 1. Define management-member relationships, responsibilities, & conflicting roles
   2. Explain various theoretical approaches to contemporary team theories

1. Develop e-leadership skills and e-team player skills through active team participation
2. Synthesize critical reasoning & decision skills when faced with e-team dilemmas
3. Assess cultural, social, political, personal & organizational biases, accountability, gender, economic & environmental influences on team dynamics & performance
4. Examine and evaluate issues in cyber-ethics of Internet and E-commerce
5. Employ team-building skills and collaborative problem-solving skills
6. Illustrate the strategies, tools, designs, and techniques for virtual team success

 

Prerequisite

1. 1. MAN 3025.

 

 

Balancing Rational and Intuitive approaches for a flexible decision style. Experiential learning individually and in groups. Application of class learnings to life situations.

Learning Objectives

1. 1. Define management-member relationships, responsibilities, & conflicting roles
   2. Explain various theoretical approaches to contemporary team theories
   3. Develop e-leadership skills and e-team player skills through active team participation
   4. Synthesize critical reasoning & decision skills when faced with e-team dilemmas

1. Assess cultural, social, political, personal & organizational biases, accountability, gender, economic & environmental influences on team dynamics & performance
   
   
2. Examine and evaluate issues in cyber-ethics of Internet and E-commerce
   
   
3. Employ team-building skills and collaborative problem-solving skills
   
   
4. Illustrate the strategies, tools, designs, and techniques for virtual team success

Prerequisite

1. 1. MAN 3025.

 

 

 

An analysis of selected concepts in behavioral science, their interaction and application to management. Topics include perception, motivation, and group behavior.

Learning Objectives

1. Recognize different organizational structures, work designs and methods for organizing in dynamic and stable organizational environments.
2. Demonstrate understanding of the role of human abilities, perception, personality, attitudes, values, culture and other individual differences in predicting, organizing and managing behavior in organizations.
3. Explain various methods of fostering motivation, commitment and learning through people management skills.
4. Describe the impact of employee attitudes (such as job satisfaction) and demands (such as work- related stress ) on job performance.
5. Describe the process of organizational communication and some of the ways to organize to improve it.
6. Explain how to manage group processes in organizations including management of teamwork, conflict, negotiation and decision making.
7. Discuss leadership in organizations including leader styles, decision making, power and politics, ethics & integrity, and performance management.
8. Identify methods for overcoming resistance to change and carrying out organizational development processes.
9.  

Prerequisite

1. A grade of "C" or higher in MAN 3025 or equivalent.

This experimental and webassisted course will teach students to facilitate activities to improve group communication, trust, decision-making, problem solving and interpersonal skills.

Learning Objectives

1. 1. Explain some of the important goals and outcomes of building an effective team
   2. Identify six or more effective team building techniques
   3. Describe the role of the facilitator in building effective teams
   4. Demonstrate the ability to carry out an effective team building exercise

1. 1. Discuss the need for implementation and follow-up of a team building program

1. Discuss how participant diversity impacts the team building plan and process

Prerequisite

1. 1. MAN 3025.

 

 

Designed to provide a clear understanding of current thinking in the area of leadership. Topics include general leadership issues such as leader integrity and authenticity, managing people and effecting change and chairing effective meetings. Use of technology is leading effective meetings. Use of technology is leading effective global teams is emphasized.

Learning Objectives

1. 1. Describe examples of effective and ineffective leadership as specific actions ( or inaction) by the leader.
   2. Identify various leader styles and discuss their effectiveness in different situations
   3. Explain how leadership has an impact on organizational performance. Answer the question"Does leadership matter?"
   4. Demonstrate leadership skills in running a meeting

1. Explain methods for changing attitudes and effecting acceptance of change
   
   
2. Describe the leader-member exchange process
   
   
3. Identify methods by which leaders can motivate through modifying employee expectations and behavior
   
   
4. Discuss the critical importance of integrity and authenticity for effective leadership
   
   
5. Describe methods for leadership incubation in organizations as part of success planning
   
   

 

Prerequisite

1. 1. Senior Standing.

 

 

A comparative analysis of various theories of organization (including the classical, biological, economic and Cyert-March models); and of their treatment of fundamental structure; conflict communications; group and individual behavior; and decision-making. Primary emphasis on developing an integrated philosophy of organization and management.

Learning Objectives

1. 1. Discuss the influence of psychological, sociological, and economic schools of thought on contemporary organization theory.
   2. Describe the hierarchical and matrix structures that firms use to respond to challenges related to globalization and product diversification, and be aware of the tradeoffs between these organizational forms.
   3. Identify the various stakeholder groups and how their power and claims on the firm differ.

1. 1. Describe the various steps in organization and industry lifecycles, and evaluate their impact on organizations.

1. Demonstrate understanding of the most critical aspects of the external environment and describe their impact on organizational decision-making.

Prerequisite

1. 1. MAN 3025 or equivalent.

 

 

Designed to provide the undergraduate IB student with a clear understanding of current thinking in the area of leadership in multinational firms and coordination of multilateral work activities.

Learning Objectives

1. Discuss the concept of "global leader" and describe some of the characteristics necessary to fulfill such a role
2. Describe examples of effective and ineffective leadership as specific actions ( or inaction) by the leader in different cultural contexts.
3. Identify various leader styles and discuss their effectiveness in different international situations
4. Explain how leadership has an impact on performance of multilateral units. Answer the question"Does leadership matter?"
5. Describe some of the demands placed on the leader when his/her physical presence is intermittent
6. Explain methods for changing attitudes and effecting acceptance of change in different cultures
7. Identify specific problems likely to be incurred in managing across different units, regions, countries and organizations
8. Identify methods by which leaders must plan and control activities across units and functional areas
9. Discuss the critical importance of integrity and authenticity for effective leadership in multicultural management
10. Describe methods for leadership incubation in global organizations as part of success planning

 

Prerequisite

1. 1. MAN 3025 and MAN 4602.

 

 

Explores techniques for inventing new things or making things better. These techniques include brainstorming, how to get new ideas, how to evaluate ideas, and how to select ideas for implementation.

Learning Objectives

1. 1. Demonstrate creative thinking skills in solving problems.
   2. Describe multiple models and techniques of generating new ideas.
   3. Explain various idea-generating models

1. 1. Describe how to use brainstorming and how to lead a brainstorming session.

1. Demonstrate how to screen new ideas and improve them.
2. Discuss methods that foster creativity in others.

Attention is focused on the theory and practice of modern personnel management as related to other management functions. Topics include: selection; training; job and performance evaluation; and incentive schemes. Special attention is given to human resource management and development at various organizational levels.

Learning Objectives

1. Explain the interrelationship between the human resource management function and the management of the organization as strategic HR.
2. Explain the basics of recruiting, interviewing, and selection/hiring.
3. Explain the methods of training and development.
4. Explain the purposes and types of performance appraisal, feedback, and performance management.
5. Understand the basics of employee discipline and termination.
6. Explain how to maintain human resources and human capital through selection, evaluation, compensation, skill training, and career development processes.
7. Demonstrate understanding of legal issues in employment decisions and employer negligence.
8. Understand labor-management practices that foster a productive work environment and that are legally sustainable.
9. Identify the measures that create a safe work environment, the role of employee assistance programs and services for building a healthy workplace.
10. Develop & demonstrate spreadsheet analysis skills through individual Excel® projects

Prerequisite

1. A grade of "C" or higher in MAN 3025 or equivalent.

In-depth study of the personnel staffing function. Includes an analysis of objectives, techniques, and procedures for forecasting manpower needs, recruiting candidates, and selecting employees.

Prerequisite

1. A grade of "C" or higher in MAN 4301 or equivalent.

Learning Objectives

1. Discuss the personnel staffing function including both legal and practical issues in the employee selection and placement processes process
2. Identify recruitment sources and techniques/strategies for design of effective recruitment ads using traditional and internet media
3. Describe how to create a systematic manpower planning system using employment data and labor market data in spreadsheet /HRIS analyses
4. Demonstrate understanding of the use of job descriptions to identify important job-related skills for particular occupations in a variety of public and private organizations
5. Discuss how to screen applicants using application forms and resumes. Demonstrate interviewing skills using various in-person and distance/global techniques
6. Provide an in-depth explanation of legal issues in personnel selection regarding discrimination, EEO compliance and creating fair and sustainable hiring protocols
7. Discuss use of tests and other measurement methods to identify specific skills and abilities using legally sustainable methods
8. Demonstrate understanding of the use of correlation/regression analysis to show reliability and validity of selection systems. Understand the different types of reliability and validity recognized in professional practice and in the legal arena.
9. Identify specific legal and practical issues in employment contracts and job offer letters
10. Demonstrate understanding of how to conduct a cost/benefit analysis to audit and determine the justification of recruitment, selection, and job orientation costs

A survey of personnel reporting requirements; assessment of information needs; manpower planning; and development of integrated personnel systems.

Learning Objectives

1. Describe considerations in evaluation, design, selection and use of human resource management systems.
2. Explain the benefits and limitations of an Human Resource Information System (HRIS).
3. Explain how HRIS are integrated with other HR systems.
4. Identify relevant criteria based on organizational needs for evaluating packaged software systems.
5. Identify current software packages that can replace manual practices in each of the major human resource management areas.
6. Demonstrate the use of an HRIS software package.
7. Identify steps are required for implementing an HRIS.
8. Explain how HRIS contributes to organizational success by furthering

Prerequisite

1. 1. A grade of "C" or higher in MAN 4301 or equivalent.

 

 

Presents the theories and techniques used by management in the areas of work measurement, wage incentives, and job evaluation.

Learning Objectives

1. Design and implement reward systems that facilitate the attraction, development, and retention of a flexible work force.
2. Understand the laws affecting compensation and benefits practices.
3. Design compensation structures that reflect job worth through job evaluation practices.
4. Design and implement strategically aligned skill-based and merit systems that rely on effective and defensible performance evaluations.
5. Design compensation and benefit systems for executives and global managers.

Prerequisite:

1. 1. A grade of "C" or higher in MAN 4301 or equivalent.

 

 

Corporate training functions. Needs analysis; content design/delivery. Expatriate orientation. Globalization: training in multicultural/diverse contexts. Management development. Presentation skills.

Learning Objectives

1. Thoroughly review and explain the basic concepts and principles of training and development and to demonstrate the ability to apply learned knowledge to the real world.
2. Describe the strategic value of T&D and how it contributes to organizational success.
3. Explain the importance of conducting needs analysis and the methodologies utilized to do so.
4. Discuss training design and development.
5. Explain how to conduct training evaluation and measure return on investment.

 

Prerequisite

1. 1. A grade of "C" or better in MAN 4301 or equivalent.

 

 

Introduction to labor/management relationships in the United States. Attention to the development of unionism as an American institution, government regulations, and collective bargaining in private and public sectors. A negotiation simulation generally is integrated with classroom work.

Learning Objectives

1. 1. Identify the key players in the labor relations process
   2. Discuss the labor relations and collective bargaining process
   3. Provide an overview of the legal framework that regulates the labor relations process

1. Demonstrate ability to apply principles of labor relations and negotiations in a simulated collective bargaining experience
2. Demonstrate ability to conduct web-based research on current labor issues
3. Demonstrate ability to apply spreadsheet analysis to solve collective bargaining issues.
4. Identify, analyze, evaluate and defend complex problems having no "right" answer within the appropriate labor relations legal framework.
5. Recognize and demonstrate an ethical understanding of organizational responsibilities to stakeholders within the legal constraints of the NLRA
6. Demonstrate ability to integrate compensation, benefit and reward systems into the collective bargaining process.

Prerequisite

1. 1. MAN 4301.

 

 

Examination of current issues and problems facing unions and management, with emphasis on unfair labor practices, contract administration, and arbitration

Learning Objectives

1. 1. Identify the key players in the labor relations process
   2. Discuss the National Labor Relations Act and the grievance procedure and arbitration process
   3. Provide an overview of the legal influences on daily personnel/human resource issues

1. 1. Apply knowledge of the NLRA and the grievance/arbitration process to discuss real-life labor relations situations

1. Defend solutions to problems which integrate the problems within the appropriate labor relations legal framework.
2. Recognize ethical dilemmas in the arbitration process including an understanding of the ethical responsibilities of organizations
3. Evaluate and discuss how stakeholders will be affected by various possible solutions to ethical dilemmas
4. Provide a rational for decisions using ethical schools of thought and the legal constraints of the NLRA
5. Conduct web-based research on labor issues and create documents and presentations on line.

Prerequisite

1. 1. A grade of "C" or higher in MAN 4301.

 

 

Developing expertise in negotiations across cultural borders, working with various suppliers, developing multicultural project teams and sensitivity, and developing counter proposals.

Learning Objectives

1. 1. Establish a framework for observing, evaluating, planning and improving their international business negotiations skills.
   2. Apply framework to specific issues facing managers in the international negotiation process.
   3. Assess the implications of differing national contexts (for example, the national industrial policy in a given country) for various types of company operations and the negotiations necessary to establish and sustain them over time.

1. 1. Identify ethical implications of managerial behaviors domestically and globally as they impact the international negotiation process.

1. Define the cross-cultural differences in regulation of management practices as they pertain to the international negotiation process.

Prerequisite

1. 1. MAN 4602.

 

 

Examines the functions of management in the international firms (e.g., leadership, motivation, communication, human resource development) and issues related to adapting managerial practice to “local” environments.

Learning Objectives

1. Understand the cultural environment of international business.
2. Describe the impact of cultural values on managerial behavior.
3. Recognize the need to adapt one’s own managerial style to each culture.
4. Explain how to lead, motivate, and communicate in other cultures.
5. Identify how to plan, organize, and staff in foreign operations.
6. Understand how to conduct research on the Internet to continue learning how to manage in another country.

Prerequisite

1. A grade of "C" or higher in MAN 4602 or equivalent

Examines the political, economic, legal, and cultural international business environment and related institutions impacting global firms; covers international issues in all functional business areas.

Learning Objectives

1. Demonstrate an in-depth understanding of environmental forces affecting International Business.
2. Present an overview of International Business functional areas.
3. Explain functions of supranational organizations and their impact on International Business.
4. Identify the critical issues in International Business.
5. Develop & demonstrate spreadsheet analysis skills through individual Excel® projects

Prerequisite

1. ECO 2013
2. ECO 2023
3. Students must have completed a minimum of 60 credit hours.

Compares global human resource systems with emphasis on the reasons HR differences exist. The HR functions of selection, training, compensation and performance management are compared in different countries and cultures. Focuses on both expatriate assignment and foreign HR operations.

Learning Objectives

1. Identify issues and effective practices pertaining to the major HRM functions (personnel selection, training, compensation, performance management) within the context of a multinational environment
2. Discuss the value of cultural differences
3. Develop and describe successful programs for international assignees & expatriates
4. Demonstrate expertise on a particular country with regard to issues and practices pertaining to major HRM functions
5. Discuss ways to take ownership of own career and its development

 

Prerequisite

1. 1. A grade of "C" or higher in MAN 4301 or equivalent.

 

 

 

Introduces the types of risk confronting businesses operating internationally. Critiques specific techniques used to assess risk and relates the results to management decision making.

Learning Objectives

1. Explain the concept of business risk and how it has evolved in recent years.
2. Demonstrate familiarity with the principal tools companies use to assess their vulnerabilities to man-made, technological and natural disasters that could potentially affect operations.
3. Give examples of the difference between political and country risk.
4. Explain the different drivers of political risk (e.g., external, internal and interaction)
5. Demonstrate understanding of the different strategies and tools available to international companies to mitigate and manage risk.

Prerequisite

1. 1. Prerequisite: A grade of "C" or higher in MAN 4602 or equivalent.

 

 

Study of the concept and process of MNC strategy. Involves considering the competitive and political structure of the global market, logic of the multinational enterprise, and nature of organizations.

Learning Objectives

1. Understand how to make strategic decisions regarding investment in manufacturing facilities given projected global sales demand using business strategy game simulation.
2. Understand how to analyze annual reports on competitors' sales, production, pricing, product quality, service, and advertising in order to maximize EPS, ROI, bond rating, and share price using business strategy game simulation.
3. Explain how to develop a strategic plan that will differentiate an MNC from competitors' companies in order to gain a competitive advantage.
4. Describe a SWOT analysis and describe the current situation of an existing company that (a) assesses the major issues of the company and its current strategies and (b) evaluates the strategy to make a strategic recommendation for the company.

Prerequisite

1. 1. Prerequisite: A gradeof "C" or higher in MAN 4602.

 

 

 

Examines the Latin American business climate and U.S.-Latin American Business linkages. Topics include exporting to Latin America, regional economic integration, and examinations of individual countries.

Learning Objectives

1. Describe and explain the role of hyperinflation on Latin American business.
2. Analyze and evaluation import substitution industrialization.
3. Describe and explain the difficulties and opportunities of devaluation on business.
4. Analyze and evaluate export-led growth, both historically and at present, including the problems faced by business from declining terms of trade.
5. Describe and explain the bureaucratic obstacles faced by business in the region.
6. Understand the role of the major international financial institution in Latin America (IMF, World Bank, Inter-American Development Bank, etc.)
7. Describe and explain the previous political popularity of “neo-liberalism”. Identify the three major stages of the “Washington Consensus” neo-liberal policies. Evaluate and analyze the major problems and issues in the neo-liberal business model.
8. Understand and evaluate the recent rise of neo-populism in Venezuela, Bolivia, Argentina, etc. and its implications for doing business in the region.
9. Understand the different business cultures and ethical norms prevalent in the Latin American and Caribbean countries.
10. Grasp the demographic and socioeconomic characteristics of the region as a whole and those of major sub-markets.
11. Be aware of the history of regional integration schemes and the reasons for the recent proliferation in bilateral and multilateral trade accords.
12. Understand the competitive landscape, and the importance of family-owned conglomerates, state-owned enterprises, and the informal sector to the region’s economy.
13. Grasp what is meant by the “Chilean miracle,” and whether this country’s economic success can be replicated by other countries in the region.

Prerequisite

1. 1. Prerequisite: A grade of "C" or higher in MAN 4602 or equivalent.

 

 

Comprehensive overview of culture and management in major East and Southeast Asian economies. Includes a brief survey examination of the Asian business environment.

Learning Objectives

1. 1. Describe the Asian business environment in general as well as that of each of 13 major economies in the region.
   2. Analyze the historical regional changes, including political, economic, and social, that affected the economic changes in Asia.
   3. Identify cultural sensitivity issues and awareness to each of the major countries studied.

1. 1. Understand how to use information technology as a tool to perform essential activities for implementing a new program or innovation

1. 1. Explain the various legal, political, social, and environmental constraints within which businesses must operate in the region.

1. 1. Discuss international business activities both within the region and with business people from the region generally.

1. 1. Describe specific observed cultural differences from the US that affect business practices in the Asian country ( countries) visited.

1. 1. Research, observe and describe specific changes in business practices in the Asian country (countries) visited.

1. 1. Clarify through written exposition and analysis your future recommendations and predictions for the Asian country (countries) visited.

 

Prerequisite

1. 1. MAN 4602.

 

 

Investigates and shows how a unique combination of cultures and environments, despite great social and military conflicts now compete among the top world economies.

Learning Objectives

1. 1. Describe the Asian business environment in general as well as that of each of 13 major economies in the region.
   2. Analyze the historical regional changes, including political, economic, and social, that affected the economic changes in Asia.
   3. Identify cultural sensitivity issues and awareness to each of the major countries studied.

1. 1. Identify the major multinational companies and their business operations within the region.

1. 1. Explain the various legal, political, social, and environmental constraints within which businesses must operate in the region.

1. 1. Discuss international business activities both within the region and with business people from the region generally.

1. 1. Describe specific observed cultural differences from the US that affect business practices in the Asian country ( countries) visited.

1. 1. Research, observe and describe specific changes in business practices in the Asian country (countries) visited.

1. Clarify through written exposition and analysis your future recommendations and predictions for the Asian country (countries) visited.

Prerequisite

1. 1. MAN 4602.

 

 

For groups of students who wish to study intensively a particular topic, or a limited number of topics, in international business, not offered elsewhere in the curriculum.

Learning Objectives

1. Demonstrate an in-depth understanding of a key international business issue(s) not covered in detail within regularly scheduled international business courses.
2. Demonstrate skills and techniques necessary to apply theoretical concepts within a topic area to real-world international business situations.
3. Demonstrate ability to discern whether and to what degree the applications of theoretical concepts within the special topic area can be consistently applied across varying company environments.

Prerequisite

1. 1. Students must have completed a minimum of 60 credit hours, Faculty Sponsor, Consent of Dept. Chair.

 

 

A conceptual and practical overview of the role of business in contemporary society. Explores the social context of economic systems, examines the concept of business legitimacy, and looks at responsible management in a global, hi-tech economy.

Learning Objectives

1. Recognize, reason about, and respond to political, social and moral dilemmas faced by business managers.
2. Understand how business decisions affect society as a whole.
3. Design and manage organizational programs to promote responsible business practice.
4. Analyze the social implications of important contemporary business trends such as globalization, de-regulation, corporate mergers, technological advances, workforce diversity, ecological sustainability, changing employment practices, and corporate citizenship.
5. Explain how maintaining high ethical standards and practicing good corporate citizenship can build organizational reputation and create economic advantage for both companies and their stakeholders.

Prerequisite

1. 1. A grade of "C" or higher in MAN 3025 or equivalent.

 

 

Organizational response to emergencies and disasters. Preparing for and responding to external crisis such as hurricane, floods fires, etc.

Learning Objectives

1. Recognize, reason about, and respond to political, social and moral dilemmas faced by business managers.
2. Describe how a crisis management team is formed and operates
3. Explain management of human resources and human capital even under circumstances of emergency and disaster
4. Describe effective use of partnerships and technology to coordinate organizational response and recovery in disaster and emergency
5. Explain how organizational learning process can be managed effectively during and following emergency and disaster

 

Prerequisite

1. Students must have a minimum of 60 credit hours.

Examines the importance of organizational reputation. Emphasizes ways organizations can create and maintain reputations for integrity, consistency and quality that will insure viability.

Learning Objectives

1. Explain the value of organizational reputation and reputational capital as key strategic assets for organizational success and survival.
2. Analyze and discuss how organizations can manage these threats to most effectively preserve reputation over time.
3. Determine and describe ways to build and maintain organizational reputation for integrity, consistency and quality.
4. Design and explain interventions to build, maintain or repair organizational reputation.

 

Prerequisite

1. 1. MAN 3025.

 

 

Examines the role of the company as a community citizen, focusing on ways business leaders can contribute to strengthening the social fabric of their communities to achieve benefits for both the community and the firm.

Learning Objectives

1. Describe the qualities of effective leaders in organizational and community settings.
2. Identify personal leadership qualities and how to develop them
3. Demonstrate awareness of examples of local, regional, national, and international leadership models.
4. Explain the role of visioning in leadership
5. Describe how to develop a leadership protégé

 

Prerequisite

1. A grade of "C" or higher in MAN 3025 or equivalent.

The use of cases, guest lecturers, and gaming to integrate analysis and measurement tools, functional areas, and public policy issues. The objective is to develop skill in broad areas of rational decision-making in an administrative context of uncertainty.

Learning Objectives

1. Describe the contents of a company’s strategic management audit report.
2. Identify and assess the impact of opportunities and threats in a company’s environment, its industry, and its set of competitors.
3. Identify and assess a company’s strengths and weaknesses, and match them with its opportunities and threats to suggest four alternative strategies.
4. Identify, analyze, and synthesize data and information that supports company decision-making to improve customer satisfaction, and overall financial performance.
5. Describe the generic and business-specific factors that reflect a company’s overall operational performance, and its performance in its business units and functional business areas including corporate and social responsibility.
6. Create a brief strategic business plan to improve companies organizational performance. As part of this plan the student will:

   (i) identify key business drivers and strategic direction.

   (ii) identify and organize data to create key strategic and operational performance measures.

Prerequisite

1. 1. Students must have completed a minimum of 90 credit hours. Completion of all core requirements. Must be taken in last academic semester of senior year.

 

 

An examination of the history of the corporation in the United States since the Civil War, up to, and including, the development of the multinational corporation. An examination of the social and economic forces operative in the development of the corporate form. A full exploration of the current power of the corporate form and legal and other, efforts to limit this power.

Learning Objectives

1. 1. Recognize and identify different ways that business structure often follows business strategy.
   2. Explain why the “Commercial Revolution” of the 1830-1865 period led directly to the more famous “Industrial Revolution”.
   3. Analyze and describe various difficulties American business has faced in the last 25-30 years and how business has dealt with them.

1. 1. Explain the entrepreneurial concept of “creative destruction” in American business history.

1. Explain how modern business is the result of the integration of mass production with mass distribution.
2. Describe the factors leading to mass production in American business and the process by which it took place.
3. Explain why entrepreneurship has so often played a key role in the development of American business.
4. Identify and describe the development of the major institutional and organizational forms of U.S. business enterprises.
5. Explain how and why professional management evolved first in mid-level management and only later in (largely entrepreneurial) top-level management.
6. Discuss the various advantages and disadvantages of “internalization” as an organizing principle of American business.

Prerequisite

1. 1. A grade of "C" or higher in MAN 3025 or equivalent
   2. Instructor Consent

 

 

Emphasizes organizational challenges associated with internal change and examines the importance of change management strategies for organizational policy formation. Explores the impact of change on employee morale, firm performance, and management response capability.

Learning Objectives

1. 1. Identify situations conducive to change, innovation and organizational adaptation.
   2. Explain some reasons for organizational resistance to change
   3. Describe the effects of both planned and unplanned change on organizational systems
   4. Analyze and discuss the attitudes toward change among individuals at various levels of the organizational hierarchy

1. 1. Demonstrate the use of effective methods to motivate change among individuals in various stages during each phase of the organizational change process and show how to build commitment to new organizational models.

1. Use organizational data to design and implement effective change management strategies throughout an organization.
2. Demonstrate how to conduct effective organizational change consultation, provide constructive recommendations feedback, and develop appropriate recommendations to improve performance at the individual, group and organizational levels.

Prerequisite

1. 1. A grade of "C" or higher in MAN 3025 or equivalent.

 

 

The organization and operation of the small business: accounting, finance, production, and marketing subsystems. The use of analytical approach. Problems of manpower management and information flow. Possible use of EDP, case studies.

Learning Objectives

1. 1. Demonstrate ability to identify and recognize valid small business opportunities.
   2. Evaluate business opportunities for feasibility and document possible implementation, both qualitatively and quantitatively.
   3. Describe and define the essential components of a feasibility analysis and business plan, including the interrelatedness of the various components.

1. 1. Assess small business risks, both business and financial.

1. Explain the concepts of value and differentiation and how they affect the success (or failure) of a small business.
2. Explain the decision making processes for both starting and managing a small business
3. Demonstrate understanding of some basic legal issues including business formulation, intellectual properties, and human resources as they apply to small businesses.
4. Utilize a team approach to present and promote a business opportunity.
5. Discuss management ‘tools’ that can complement a small business owner's ideas.
6. Discuss how small business social practices can form advantageous links to the community

Prerequisite

1. 1. A grade of "C" or higher in MAN 3025 or equivalent.

 

 

Addresses the special issues facing family-owned and managed firms and gives an appreciation for the dynamics in such firms and how to be professional managers in such organizations.

Learning Objectives

1. Identify and describe the significance of family businesses and their role in the U.S. and global economies.
2. Describe the major issues and dynamics facing family businesses as well as how these issues and problems can be dealt with strategically to improve family business performance, including:
   • Founder ideologies and sentiments
   • The Dual Entity of the Family Firm
   • Generational and Sibling Perspectives
   • Cultural Perspectives
   • Conflict and Conflict Management
   • Succession and Transition: Managing Change
   • Strategic Planning
3. Assess and document family owned risks, both business and financial.
4. Explain the decision making processes for both starting, managing, and disposing of a family business.
5. Utilize a team approach to present and evaluate a recognizable family business
6. Discuss how social practices in family businesses can advantageously link the business to the community

Intensive study of a particular topic or a limited number of topics not otherwise offered in the curriculum. Faculty sponsor and written permission of Chairperson and Dean required.

Learning Objectives

1. Demonstrate an in-depth understanding of a key management issue(s) not covered in detail within regularly scheduled management courses.
2. Demonstrate skills and techniques necessary to apply theoretical concepts within a topic area to real-world management situations.
3. Demonstrate ability to discern whether and to what degree the applications of theoretical concepts within the special topic area can be consistently applied across varying company environments.

Continuation of MAN 3949.

Learning Objectives

1. 1. Describe real-world internship experiences that relate to the content of your academic courses ( and discuss several specific Management, Finance, IB, Accounting, Marketing and/or Information Systems courses)
   2. Explain the organizational structure, roles, and individual responsibilities within your internship organization.
   3. Identify what you have learned about your career regarding professional and work-related interests.

1. 1. Describe your internship experiences/opportunities and what your learned about effective teamwork, networking, and development of communication skills.

1. Explain how the Employer Evaluation of you will change your professional work habits.
2. Discuss what you observed and learned about supervisory/leadership styles.
3. Describe the importance of ethical decision making standards in the organization where you interned
4. Compare your own experiences to others in the internship course and explain how they differed
5. Discuss the extent to which course textbook assisted you in dealing with what to expect in your internship, how to adapt to the organization and how to face the realities and workplace dilemmas you encountered.

Prerequisite

1. 1. Qualification for Cooperative Education Program; 2.75 GPA; and senior standing. Permission of Department Chairperson required.

 

 

This course is an integrated program of learning conducted in foreign business environments. It develops an understanding between economic, political, and cultural factors in various countries.

Learning Objectives

1. 1. Document research, observations, and analysis of the different methods used to make business decisions in the host country. Document interviews and company visits to explore innovative practices.
   2. Analyze cultural beliefs which may contribute to these differences, and assess the impact that these contribute to attitudes toward diversity in the host country.
   3. Observe and evaluate the use of innovation and creativity in changing traditional businesses and the processes used to build new business models.

1. Present recommendations and observations in writing, clearly, and with detail, and use various media, including visual and current technology to show both a broad view using global examples as well as describing the host country's strengths and weaknesses.

Prerequisite

1. 1. MAN 4602.