Graduate Catalog 2010-12

Management

 

Note: Additional work will be required for graduate credit in 400-level courses.

MGT 403        Ethical and Social Issues for the Manager                                               3
Prereq.:  MGT 295 with a grade of C- or higher and junior standing or permission of the department chair. Defines contemporary ethical issues of managerial and corporate social responsibility and explores the impact of these issues on managerial decision-making behaviors. Emphasized issues that emerge in the internal as well as external environments of a business organization. Defines societal expectations of organizations regarding corporate social responsibility. 

MGT 425        Labor/Management Relations                                                                  3
Prereq.:  The 8 pre-major courses with grades of C- or higher and MGT 295 with a grade of C- or higher and junior or senior standing. Study of issues related to labor-management relations. Topics include collective bargaining, labor-management contracts, contract negotiation and administration, grievance handling, employee discipline, and related topics. Methods for measuring staffing-related criteria are included. Spring. 

MGT 431        Compensation and Benefits                                                                       3
Prereq.: The 8 pre-major courses with grades of C- or higher; MGT 305 and STAT 201 with grades of C- or higher; and junior or senior standing.  Study of compensation theory and practice. Topics include types of compensation and benefits, job analysis, job evaluation, pay structures, wage surveys, pay-for-performance, and methods for administering compensation and benefits. Fall. 

MGT 460        Staffing                                                                                                         3
Prereq.:  The 8 pre-major courses with grades of C- or higher; MGT 305 with a grade of C- or higher; and junior or senior standing. Study of issues related to the staffing organizations. Topics include job analysis, human resource planning, recruitment, selection, equal employment opportunity, and related topics. Methods of measuring staffing-related criteria are included. Spring. 

MGT 462        International Human Resource Management                                         3
Prereq.:  The 8 pre-major courses with grades of C- or higher; MGT 305 with a grade of C- or higher; and junior or senior standing. Study of human resource issues for multinational organizations. Topics include recruitment, selection, performance, training, career planning, compensation, labor relations, and related topics for expatriates and multicultural workforces. Fall. [I] 

MGT 470        Organizing and Managing for Quality                                                       3
Prereq.:  The 8 pre-major courses with grades of C- or higher; MGT 295 with a grade of C- or higher; and junior or senior standing.  Examines leading organizational architecture that employs quality management in all activities of the enterprise. Explores how competitive strength is built by enabling the work force to innovate, so that products and service meet global customer standards. Irregular. 

MGT 471        Managing Knowledge for Business Performance                                   3
Prereq.:  The 8 pre-major courses with grades of C- or higher; MGT 295 with grade of C- or higher; and junior or senior standing. For graduate students, permission of department chair (additional work required).  Explores how people in organizations manage processes for creating, sharing, and evaluating knowledge used to improve and innovate business performance. Covers nature of knowledge, communities of practice, intellectual capital, knowledge life cycles, and executing knowledge projects. Irregular. 

MGT 473        Organizing and Managing for Innovation                                                3
Prereq.:  The 8 pre-major courses with grades of C- or higher; and MGT 345 with a grade of C- or higher: and junior or senior standing; or permission of department chair.  Explores contemporary approaches for releasing employee, supplier and customer creativity to constantly innovate what and how an organization produces its products and services. Irregular.  

 

powered by finalsite