MGT 301 Management and Organization Behavior. (3) F, S, SS
Administrative, organizational, and behavioral theories and functions of management, contributing to the effective and efficient accomplishment of organizational objectives. Prerequisites: 1 psychology (social and behavioral) course and 1 sociology course.
MGT 311 Human Resource Management. (3) F, S, SS
Human resource planning, staffing, training and development, compensation, appraisal, and labor relations. Prerequisite: MGT 301.
MGT 352 Human Behavior in Organizations. (3) F, S, SS
Human aspects of business as distinguished from economic and technical aspects and how they influence efficiency, morale, and management practice. Prerequisite: MGT 301.
MGT 380 Management and Strategy for Nonmajors. (3) F
Introduction to the functions and applications of management in organizations, including controlling, decision making, leadership, motivation, planning, and social responsibility.
MGT 394 Special Topics. (3) F, S, SS
Current topics in management, primarily designed for nonbusiness majors. See the Schedule of Classes for current offerings. Some of the following may be offered:
| (a) | Business Plan Development for Nonmajors |
| (b) | Small Business and Entrepreneurship for Nonmajors |
| (c) | Small Business Planning for Nonmajors |
MGT 413 Compensation Management. (3) F, S
Establishing base and incentive pay with job analysis, job evaluation, and wage surveys; performance appraisal; conformance to compensation laws. Prerequisites: MGT 311; professional program business student.
MGT 422 Training and Development. (3) F, S
Learning theory, orientation and basic level training, management development, resource materials and methods. Prerequisites: MGT 311; professional program business student.
MGT 423 Employee-Management Relations. (3) F, S
Employment relationship in union/nonunion setting. Employee-management rights/responsibilities, complaint administration, negotiations, union structure, and mock government negotiations.
MGT 424 Employee Selection and Appraisal. (3) F, S
Concepts and methods of personnel selection and performance appraisal. Includes job analysis, measurement, and legal issues. Experiential exercises emphasized. Prerequisite: MGT 311.
MGT 433 Management Decision Analysis. (3) F, S
Decision-making concepts and methods in the private and public sectors and their application to organizational problems. Understanding of individual and group decision making. Prerequisites: MGT 301; professional program business student.
MGT 434 Social Responsibility of Management. (3) F, S, SS
Relationship of business to the social system and its environment. Criteria for appraising management decisions. Managers as change agents. Prerequisites: MGT 301; professional program business student.
MGT 440 Entrepreneurship. (3) F, S, SS
Opportunities, risks, and problems associated with small business development and operation.
MGT 441 Venture Design and Development. (3) N
Analysis, design, and development of a business plan for a new venture. Prerequisite: ACC 240.
MGT 442 Small Business Management. (3) N
Students, acting as management consultants, apply business principles and make recommendations to small businesses while learning to manage small firms. Prerequisite: business core except MGT 463.
MGT 459 International Management. (3) F, S, SS
Concepts and practices of multinational and foreign firms. Objectives, strategies, policies, and organizational structures for operating in various environments. Prerequisite: MGT 301.
MGT 463 Strategic Management. (3) F, S, SS
Strategic formulation and administration of the total organization, including integrative analysis and strategic planning. To be taken last semester of senior year. Prerequisites: completion of 108 hours, including all other business administration core requirements; professional program business student. General Studies: L2.
MGT 468 Management Systems. (3) F, S
Systems theory and practice applied to organization process and research. Organizations seen as open systems interacting with changing environments. Prerequisite: MGT 301.
MGT 480 Team Management Skills. (3) F, S
A cooperative education class teaching team skills in active listening, conflict resolution, decision making, effective meetings, norming, and team roles. Cooperative learning.
MGT 494 Special Topics. (3) N
Current topics in management, primarily designed for business majors. See the Schedule of Classes for current offerings. Some of the following may be offered:
| (a) | Business Plan Development |
| (b) | Small Business Planning |
| (c) | Total Quality Management and Human Resource Management |
MGT 502 Organization Theory and Behavior. (3) A
Important concepts and applications in management, including communication, decision making, group dynamics, leadership, motivation, organization change, and organization design. Prerequisites: computer literacy; graduate degree program student.
MGT 589 Strategic Management. (3) F, S
Formulation of strategy and policy in the organization, emphasizing the integration of decisions in the functional areas. Prerequisite: completion or concurrent enrollment in all other core courses in the M.B.A. program.
MGT 591 Seminar. (3) N
Topics such as the following offered:
| (a) | Business Plan Competition |
| (b) | Entrepreneurship |
| (c) | Human Resource Activity and the Management of Diversity |
| (d) | International Management |
| (e) | Management Consulting |
| (f) | Organizational Change and Business Process Consulting |
MGT 593 Applied Projects. (3) A
Cross-functional teams initiate (possibly implement) organizational change within a local firm. Lecture, discussion, experiential learning. Prerequisite: completion or concurrent enrollment in all core courses in the M.B.A. program.
MGT 598 Special Topics. (3) N
Graduate special topics chosen from human resources, strategic management, and international management including special topics in international management in Asia or Europe. Prerequisite: instructor approval.
MGT 791 Seminar: Doctoral Seminar in Management. (1) A
Short module seminars such as:
| (a) | Causal Modeling |
| (b) | Change and Coping |
| (c) | Cognition: Micro and Macro Perspectives |
| (d) | Economic Theories of the Firm |
| (e) | Motivation and Attitudes |
| (f) | Organizational Identity and Identification |
| (g) | Organizational Learning and Organizational Identity |
| (h) | Organizational Performance and Reward Systems |
| (i) | Organizational Strategy and Culture |
| (j) | Organizational Structure, Technology, and Information Systems |
| (k) | Organizational Withdrawal |
| (l) | Performance Appraisal |
| (m) | Power and Organizational Change |
| (n) | Selection |
| (o) | Teams, Groups, and Leadership |
| (p) | The Craft of Research |
Page Last Updated:
Visits to this page: