Courses

This course provides students with exposure to the basics of creating and launching a new business online. Students will be exposed to different platforms used to launch a new business online and will understand the unique features of each platform. Additional emphasis will be placed on sourcing and listing inventory. Finally, students will learn about the history of entrepreneurship, with particular emphasis placed on the move from offline to online platforms. This course is applicable for students wanting to start a new online business and students who want to take an existing business online.

This course will give students the skills to innovate and meet the evolving needs of their customers. Students will learn how to establish a business-level strategy to guide their business, how to identify and respond to customers' needs. Additional emphasis will be placed on developing new products through novel and incremental innovation. Students will learn the process for launching a new product on an online platform. This course is applicable for students wanting to start a new online business and students who want to take an existing business online.

This course provides students with the knowledge of how to successfully grow their business online. Students will learn how to develop the resources needed to grow their new business and how to build and lead their team for success. Additional emphasis will be placed on developing a corporate-level strategy and how to create an effective company culture. Students will learn the current trends in entrepreneurship including the trend of moving from online to offline. This course is applicable for students wanting to start a new online business and students who want to take an existing business online.

This is an introductory course designed to help students understand the critical role entrepreneurs and entrepreneurship play in the global economy. This course will provide students with an overview of the fundamental principles and processes of entrepreneurship. Students learn the history of entrepreneurship and are exposed to entrepreneurship in its variety of forms from the firm- to the individual-level. Throughout the course, students are encouraged to apply theory and principles to real world situations to gain a better understanding of how the two interrelate.

This course teaches students the psychology of how to be more creative and then how to turn that creativity into innovative business or non-profit ideas. Using a lean start-up approach, students create several iterations of a business model canvas to validate their ideas in the marketplace. Through this iterative process, they learn to fast prototype, when to "pivot", and how to adapt to market feedback to refine their ideas. By the end of the course, students have mastered this business model-validation process. Ideally, students have a proven business model that is beginning to produce revenue.

Opportunity to obtain simultaneously the practical as well as the theoretical knowledge through internship with cooperating businesses. Employment details and academic expectations must be instructor and company-approved prior to enrollment. Variable content course. May be repeated to a maximum of three hours. Graded Pass/Not Pass only.

This course provides insight into the creation and development of an entrepreneurial venture. Students will gain an understanding of where operating 'levers' for the business are located, the going-to-market plan, and the impact of business dynamics/the marketplace on the entity's economics and organization. The course will explore evolving responses to change while maintaining operating control. The analysis and exercises will form the basis for a cogent business plan. Emphasis is placed on student preparation and presentation of a complete business plan. May be taught concurrently with ENT 643. Cannot receive credit for both ENT 543 and ENT 643.

Students solve real problems within the small business environment. Students gain first-hand experience in assessing and improving the operations of existing entrepreneurial firms. Cases may be developed in-class and/or referred through the Small Business Development Center. May be taught concurrently with ENT 671. Cannot receive credit for both ENT 561 and ENT 671.

An exposure to the dynamics of identifying opportunities and dealing with the risks of implementing new ideas and ventures. In consultation with the instructor, students assess the viability of real business ventures. Cases may be developed in-class and/or referred through the Small Business Development Center. Emphasis is placed on team preparation and presentation of a feasibility study. May be taught concurrently with ENT 684. Cannot receive credit for both ENT 584 and ENT 684.

This course provides insight into the creation and development of an entrepreneurial venture. Students will gain an understanding of where operating 'levers' for the business are located, the going-to-market plan, and the impact of business dynamics/the marketplace on the entity's economics and organization. The course will explore evolving responses to change while maintaining operating control. The analysis and exercises will form the basis for a cogent business plan. Emphasis is placed on student preparation and presentation of a complete business plan. May be taught concurrently with ENT 543. Cannot receive credit for both ENT 543 and ENT 643.

Students solve real problems within the small business environment. Students gain first-hand experience in assessing and improving the operations of existing entrepreneurial firms. Cases may be developed in-class and/or referred through the Small Business Development Center. May be taught concurrently with ENT 561. Cannot receive credit for both ENT 561 and ENT 671.

An exposure to the dynamics of identifying opportunities and dealing with the risks of implementing new ideas and ventures. In consultation with the instructor, students assess the viability of real business ventures. Cases may be developed in-class and/or referred through the Small Business Development Center. Emphasis is placed on team preparation and presentation of a feasibility study. May be taught concurrently with ENT 584. Cannot receive credit for both ENT 584 and ENT 684.

Introduction to the roles, knowledge, and skills helpful to the development and growth of talent in the entertainment industry. While the primary focus will be on the relationship between the personal manager and the recording artist/group in the music industry, attention will also focus on strategies for expanding opportunities across the entertainment industry.

This course will enhance communication effectiveness and professionalism within organizational and business settings by developing career-readiness skills – e.g., oral and written communication, professionalism and engagement, teamwork and networking, critical thinking, and ethical leadership.

This service component for an existing course incorporates community service with classroom instruction in Management to provide an integrative learning experience that addresses the practice of citizenship and promotes an awareness of and participation in public affairs. Includes 40 hours of service that benefits an external community organization, agency, or public service provider. Approved service placements and assignments will vary depending on the specific course topic and learning objectives; a list of approved placements and assignments is available from the instructor and the Citizenship and Service-Learning Office. May be repeated.

An introduction to the entertainment industry including facets unique to the field such as managerial roles and organizational structures. Topics will also include an exposure to policies, legal, social, economic, and financial characteristics of this industry.

A course designed specifically for non-business majors desiring a knowledge of management and its importance and application in various fields. Topical areas include: management functions and problems, decision-making, organizational design, managerial/non-managerial relationships, and management job opportunities. Cannot be taken for credit by students who have previously received credit for MGT 340.

This course is designed for non-business majors. Topics include principles of employee supervision, recruitment, selection, training and development, compensation, labor relations, and separation. This course will be of particular value to managerial, supervisory, administrative, professional, and technical personnel in a variety of organizational settings. Cannot be used to satisfy any requirement for a College of Business major. Cannot be taken for credit by students who have previously received credit for MGT 345.

A study of individual, interpersonal, and group behavior within organizations and the behavioral implications of management processes. The interaction of human, technological, structural, global, ethical, and environmental factors are also discussed. Cannot be taken Pass/Not Pass. Public Affairs Capstone Experience course.

An in-depth study of individual and organizational behaviors, processes, and leadership. Such areas as individual differences, group dynamics, organizational processes, organizational change/development, and culture and ethics will be addressed utilizing a variety of interactive teaching methods.

A study of the macro-organization functioning with emphasis on how organization design dimensions interrelate to effect performance. Organization dimensions studied include environment, technology, size, structure, leadership, and effectiveness.

Developing competitive advantage through people by establishing strategic human resource programs including staffing, training, performance management, and compensation initiatives, with a focus on human resource metrics in decision-making and program evaluation.

The opportunity to earn academic credit in a planned learning process that integrates academic training with supervised work experience. Variable content course. May be repeated to a maximum of six.

Intensive preparation in the fundamentals of writing various types of business reports. Attention given to methods of and practice in determining the purpose, planning the investigation, collecting and organizing data, interpreting findings, and making oral and written presentations.

Accelerated study of organizational communications theory and practice. Emphasis on international communication and ethics. Individual and small group development of a variety of business documents and presentations. Replaces MGT 286 and 397.

A variable content course with topics that can change from semester to semester depending upon student and faculty interests. Topics generally require previous study in management. Examples: entrepreneurship, federal regulation of personnel management, designing structure for growth organizations, computerization and human resource management, stress and time management, managing not-for-profit organizations, women in management, and management feasibility studies. May be repeated to a maximum of three hours.

Study of how sponsorship is a symbiotic revenue relationship between a brand and an entertainment/sport property, including reasons for the growth of sponsorship, benefits for brands, and benefits for properties. Other concepts examined include activation, cross-promotion, sponsorship tiers, associative benefits, sponsorship sales, and evaluative techniques for sponsorships.

Study of the management of venues such as convention centers, sports arenas, theme parks, performing arts centers, etc. Topics addressed include technical, financial, legal, risk, contracting, and political implications.

Study of the financing, management and marketing processes of various entertainment and sport events. Topics addressed include alignment of events with organizational values and mission; strategic planning of an event; cost/benefit analysis; operational effectiveness; factors involving promotion, audience, partnerships, environment, revenue and cost centers; management of an event's stakeholder groups; analysis of pre- and post-even activities.

Study of the distinct nature of the sport business and the application of planning, organizing, leading, and evaluating techniques applied to the operation of sport enterprises. Topics include the unique nature of the sport product; sport financial management principles, including cost sources and revenue streams; and the impact of sport as a social institution on the marketplace.

The focus of this course is a comprehensive review of the theories and core behaviors of leadership, with minor emphasis given to trait, behavioral, and contingency approaches and associated core leader behaviors. Emphasis will also be placed on the applications of theory to management practice. Students will develop an understanding of and skill in applying leadership behaviors to management functions, roles and activities. The course includes self-assessments of leadership style, cases, and experiential exercises.

This course examines the unique ethical demands of leadership and prepares students to meet these challenges. Alternative perspectives in leadership and ethics are explored and applied to emergent ethical issues facing organizations and society. The overall mission of the course is to promote ethical decision-making. The course seeks to teach students to recognize and be sensitive to moral issues, to consider such issues from multiple perspectives, to engage in a systematic and transparent analysis of alternatives, and to take individual responsibility for their decisions and ethical conduct. The course is student led and faculty facilitated, involves a significant amount of public speaking, and includes participation by various leaders from the community. The course and materials are structured around the Intercollegiate Ethics Bowl Competition and as part of the course, student teams will compete each November in the Regional Ethics Bowl Competition.

This course will focus on major current and emerging issues in organizational behavior (OB). Issues include topics such as motivation and leadership, communications, stress and wellness programs, group dynamics, etc. A single or selected set of topics will be dealt with in any given offering of the course. Content, research findings, and practical application of major models and theories will be stressed through a variety of approaches intended to maximize student involvement. The course content will vary as demanded by student interest, faculty expertise, and environmental changes.

A study of management principles and practices as they relate to the management of international organizations. Emphasis is placed on understanding, analyzing, and integrating managerial concepts within the context of cross-cultural settings. Cannot receive credit for both MGT 447 and MGT 747.

The design, implementation and evaluation of employee development programs. Topics covered include: training needs, analysis, learning theory, training methods, validity, and legal requirements. Specific employee development programs are discussed as they relate to executives, managers, and supervisors in organizations.

An in-depth study of the application of Federal and state laws and regulations to HRM practices regarding the acquisition of human resources, appropriate and effective techniques of job analysis, HR planning, recruitment, and a detailed study of techniques and procedures for ensuring valid and effective selection of employees.

Managing the employment relationship and the environment of human resources through the study of the legal, regulatory, and contextual considerations of the work environment. Topics include labor and employment law, workplace safety and health regulation, compensation regulation, and employee rights and responsibilities.

An in-depth study of practical human resource management issues and the steps involved in the design and implementation of employee selection systems, training programs, and performance appraisal systems. Included are methods of job analysis and the design and utilization of appraisal forms useful to managers. Based on practical considerations, some experiential techniques are used. Recent developments relevant to human resources practices will also be covered.

Analysis of various business problem situations and development of appropriate communication strategies.

Integration of specialized areas of business administration; coordination of various business functions from the standpoint of the formulation, implementation and control of business objectives, strategies and policies.

Opportunity to obtain simultaneously the practical as well as the theoretical knowledge through internship with cooperating businesses.

Planned readings designed to intensify and supplement the area of management.

Development and management of job-based and individual-based pay systems using job evaluation, skill/competency analysis and certification, wage surveys, and related techniques. The development of performance appraisal systems and the creation of individual-based, team-based, and aggregate performance-based pay systems are studied with emphasis on the strategic aspects of pay, internal consistency, external competitiveness, and legal compliance. May be taught concurrently with MGT 646. Cannot receive credit for both MGT 546 and MGT 646.

Background and interrelationship of classical, behavioral science, systems and quantitative management schools of thought; works of major contributors to contemporary management concepts, practices and theory. May be taught concurrently with MGT 680. Cannot receive credit for both MGT 560 and MGT 680.

Research issues and projects growing from particular needs which may require additional depth or breadth of study. Outline of study must be approved prior to enrolling. Undergraduate students only may repeat to a maximum of six hours. May be taught concurrently with MGT 697. Cannot receive credit for both MGT 596 and MGT 697.

Comprehensive study of the fundamentals of the management function, organizational behavior and design, and production and operations management. Designed for graduate students who have not had undergraduate courses in management or organizational behavior and operations management. This course will not be counted in the hours required for a College of Business graduate degree.

Development and management of job-based and individual-based pay systems using job evaluation, skill/competency analysis and certification, wage surveys, and related techniques. The development of performance appraisal systems and the creation of individual-based, team-based, and aggregate performance-based pay systems are studied with emphasis on the strategic aspects of pay, internal consistency, external competitiveness, and legal compliance. May be taught concurrently with MGT 546. Cannot receive credit for both MGT 546 and MGT 646.

Background and interrelationship of classical, behavioral science, systems and quantitative management schools of thought; works of major contributors to contemporary management concepts, practices and theory. May be taught concurrently with MGT 560. Cannot receive credit for both MGT 560 and MGT 680.

Research issues and projects growing from particular needs which may require additional depth or breadth of study. Outline of study must be approved prior to enrolling. May be taught concurrently with MGT 596. Cannot receive credit for both MGT 596 and MGT 697.

Introduction to the United States health services delivery system. Analysis of the organizing, financing, and distribution of health services. Hospitals, acute care facilities, long-term facilities, prepaid practices, fee-for-services group practices and others are examined. Forces shaping present and future health care are evaluated from a global perspective.

A broad overview of techniques and practices applied to managing healthcare organizations at all levels including governing board; professional staff; executive offices; and operational systems that deliver acute care, rehabilitation, diagnosis, therapy, ambulatory care, clinical information, clinical support, patient access, facilities and nutrition services. Organizational settings will include hospitals; physician practices; integrated health systems; rehabilitation and sub-acute facilities; behavioral medicine; long-term care; hospice; and home health. Course format will include a series of guest presentations from actively practicing, senior healthcare executives, along with visits to healthcare organizations.

This course will provide students with in-depth knowledge and understanding of legal and ethical issues facing healthcare managers. Statutory and common law legal doctrines applicable to hospitals, physicians, health systems and organizations, including current court decisions, Office of Inspector General and Internal Revenue Service determinations will be included. The course will touch on many legal and ethical subjects, including professional and institutional liability, provider-patient relationships, compliance-related areas that include Stark regulations, end-of-life care, physician-assisted suicide, and individual patient rights.

Integration of human resources management into the strategic and operational decision-making processes of a contemporary healthcare organization. Functional topics include HR strategic planning, HR legal environment, organizational culture, diversity and inclusion, compensation strategies, recruitment/selection/retention, performance management and motivation, workforce development/training, employee/labor relations, employee safety and sexual harassment. Particular consideration of these HR concepts will be related to clinical and non-clinical professionals and employed and non-employed physicians.

Integration of the functional areas of healthcare organizations via the strategic planning process. Emphasis is placed upon the identification of major strategic processes for healthcare organizations as well as policy issues related to the current and anticipated future healthcare environment.

Intensive study of communication behavior within various types of business organizations; provides student opportunities to develop communication skills further and to apply one's capacity to use effective organizational communication concepts through written and oral presentations. Emphasis upon the study of oral communication within business.

Healthcare informatics merges healthcare and technology by using resources, devices, and methods required to acquire, store, retrieve, and use health and medical data. This course examines the knowledge and skills needed by healthcare executives to manage information and information systems in a modern healthcare organization. Students will investigate the qualities necessary to strategically evaluate, select and implement system-wide informatics. Topics include clinical data, standards, electronic medical records, computerized provider order entry, decision support, telemedicine, and consumer applications.

Design and management of quality systems in healthcare operations. Major emphasis placed on measurement, analysis, and improvement consistent with Lean Six Sigma principles. Acquisition of skill set and use of tools to increase value in the clinical and administrative settings.

A study of management theory and practices as related to international organizations that are multinational in nature. Emphasis is placed on analyzing, understanding, and integrating managerial concepts as they apply to cross-cultural settings. Students are required to complete a research project. Cannot receive credit for both MGT 447 and MGT 747.

Variable topics course in Management. Areas studied will be announced each semester in the class schedule. Course requirements include extensive readings, a paper, and, when appropriate, field trips.

Advanced study of the operations function in organizations. Emphasis is placed on operations management, planning and controlling techniques as they apply to all types of domestic and international organizations. Cost output-profit decisional techniques and productivity issues are studied as they relate to managerial goals, environmental conditions, and economic developments.

Intensive examination of the institutional, legal, and policy considerations of the parties involved in human resources management and labor relations with an emphasis on current issues.

Study of individual and group behavior viewed from a managerial perspective within the organizational setting. Attention is focused on applications by managers of theory and research about the interaction between human beings and the formal organization, with emphasis on individual differences, interpersonal relations, and small group dynamics.

An intensive macro approach to the study of the organization with emphasis on the interrelationships of organizational dimensions as they interact to effect organization design. Topics covered include environment, technology, work flows, structure, size, power, objectives, managerial philosophies, and effectiveness.

Integration of the functional areas of business via the strategic planning process. Emphasis is placed upon the formulation, implementation, and control of an organization's mission, objectives, strategies, and policies as determined by external and internal analyses.

Comprehensive review and application of various theories regarding leadership. The course involves significant reading and presentations. The course focuses on building skills through the use of comprehensive self-assessments, experiential exercises, and learning projects.

In this course, students will integrate all of the theories and knowledge gained throughout the MHA program to apply a systems-based approach to a project designed to present challenging opportunities for strategic decision-making. Capstone projects allow students the chance to apply their coursework in organizational settings of their choice that include their employer, hospitals, clinics, community health agencies, local, state, and federal public health agencies and non-profit organizations.

Critical evaluation and analysis of theory, research and practice in management.

In consultation with the coordinating professor, the student is engaged in first-hand experience with a business, organization, or other professional entity. A portfolio of assigned work shall be collected, examined and evaluated during the semester.

In consultation with the advisor, student selects for intensive study a specific area of concern related to the student's program with emphasis on research.

Independent research and study connected with preparation of thesis.