College of Business

Accounting

ACCT 201-3. Introduction to Financial Accounting.

Focuses on the selection and preparation of basic financial information for the principal financial statements of the business enterprise, with emphasis on asset and liability valuation problems and the determination of net income. Includes use of spreadsheets. Prer., INFS 100 and sophomore standing.

ACCT 202-3. Introduction to Managerial Accounting.

Preparation of the statement of cash flows, basic financial statement analysis, the analysis of product, service and period costs, and the role of accounting in the planning and control of business enterprises. Emphasis on management decision making uses of accounting information. Includes the use of spreadsheets. Prer., INFS 100 and ACCT 201.

ACCT 301-3. Intermediate Accounting I.

A comprehensive analysis of the practice of financial accounting and reporting by public corporations to investors, creditors and other users. Includes analysis of standards setting, accounting theory and generally accepted accounting principles. Emphasis is on the purpose of financial statements with a focus on income determination and asset valuation. Includes the use of spreadsheets. Prer., Junior standing, INFS 100 and ACCT 202 or ACCT 550 or ACCT 600.

ACCT 302-3. Intermediate Accounting II.

A continuation of ACCT 301 with focus on liabilities, equity, and special areas, including cash flow statements, leases, pensions, income taxes, earnings per share and changing prices. Includes the use of spreadsheets. Prer., ACCT 301.

ACCT 311-3. Cost Accounting.

Cost analysis for purposes of control and decision making. Analysis of cost behavior, role of accounting in planning and control, and managerial uses of cost accounting data. Includes use of spreadsheets. Topics of current interest will be discussed, including activity-based costing. Includes the use of spreadsheets. Prer., Junior Standing, ACCT 202 or ACCT 550 or ACCT 600.

ACCT 401-3. Advanced Financial Accounting.

Advanced financial accounting provides an in-depth analysis into the theory and practices of accounting for business combinations, consolidated financial statements, international operations and partnerships. Prer., ACCT 301 and ACCT 302.

ACCT 402-3. Financial Accounting Theory.

In-depth analysis of contemporary accounting issues and problems, the development of accounting thought and principles, and critical review of generally accepted accounting principles. Prer., ACCT 301. May be taken concurrently with ACCT 302.

ACCT 411-3. Managerial Accounting Issues.

Critical analysis of advanced topics in managerial accounting. Uses cases and readings from the current managerial accounting literature to focus on issues of concern to managers. Prer., ACCT 311.

ACCT 421-3. Individual Income Tax.

Analysis of basic concepts of federal income taxes such as income, exclusions, deductions, passive losses, and property transactions. Concepts will be applied to actual situations by the use of a computer-generated tax return package. Focus is on individual considerations and planning. Prer., ACCT 201, ACCT 202, or ACCT 550 or ACCT 600 and ECON 102.

ACCT 422-3. Corporate and Partnership Taxation.

Primary emphasis is on C and S corporations and partnerships. Basic analysis of planning and compliance of most forms of corporate and partnership organization, operations, mergers and dissolution. Business planning and international taxation are also considered. Prer., ACCT 421.

ACCT 431-3. Introduction to Accounting Systems.

An introduction to the elements in an accounting information system, one of an organization's central information systems. Explores the newest technology and the accountant's/financial analyst's role in designing systems. Includes ”hands-on” projects designed to expose the student to various software tools commonly used by accountants and financial analysts. Students will also complete several projects on a leading accounting software package. Prer., I S 100, FIN 305, ACCT 201 and ACCT 202, or ACCT 550 or ACCT 600.

ACCT 441-3. Fund Accounting for Government and Nonprofit Organizations.

To provide an introduction to accounting practices in governmental and nonprofit organizations. Fund accounting and budgetary control techniques will be covered in detail. Emphasis will be placed on management uses of this information. Necessary for CPA exam preparation. Prer., ACCT 201, ACCT 202, or ACCT 550 or ACCT 600.

ACCT 451-3. Accounting Ethics and Institutions.

An in-depth study of the technical and behavioral ethical standards existing for professional accountants in all fields, and of the political and regulatory institutions that affect the practice of professional accounting including the SEC, IRS, FASB, AICPA and state authorities. Prepares students for dealing successfully with ethical issues throughout their careers Prer., Nine semester hours upper division accounting.

ACCT 461-3. Auditing.

A study of generally accepted auditing standards, ethical responsibilities and legal liabilities of the independent auditor and auditing techniques used by the independent public accountant. Prer., ACCT 301. May be taken concurrently with ACCT 302.

ACCT 495-1 to 3. Topics in Accounting.

Experimental course in accounting.

ACCT 496-1 to 3. Internship in Accounting.

Undergraduate accounting internship for business students. Prer., Junior/senior business students only.

ACCT 600-3. Contemporary Issues in Accounting.

Focuses on the use of accounting information for executive decision making. Accounting information can provide managers with critical data about their organizations and those of customers and competitors. Will enable executives to manage better using accounting reports as effectively as possible. Knowledge of spreadsheets required.

ACCT 601-3. Seminar: Financial Accounting Theory.

A concentrated analysis and evaluation of alternative conceptual systems for reporting about and by public corporations in financial statements. Involves considering the economic and political history of currently acceptable and unacceptable theories and practices for financial accounting in general and for specific topics. Prer., ACCT 301 and ACCT 302 or equivalent.

ACCT 609-3. Contemporary Issues in Accounting.

Focuses on the use of accounting information for executive decision making. Accounting information can provide managers with critical data about their organizations and those of customers and competitors. Will enable executives to manage better using accounting reports as effectively as possible. Distance MBA course. Tuition schedule differs from on-campus courses.

ACCT 611-3. Seminar: Managerial Accounting Issues.

An in-depth exploration of the broad professional field of managerial accounting, especially as related to organizational decision making, planning and control. Development and current problems of the managerial accounting function are analyzed. Prer., ACCT 311 or equivalent.

ACCT 621-3. Seminar: Advanced Topics in Income Taxation.

Prepares the student to develop supporting documentation for tax planning and compliance. Research using tax statutes, regulations, rulings, and court cases related to advanced income tax issues is emphasized. Prer., ACCT 600.

ACCT 661-3. Seminar: Issues in Auditing.

Development of auditing as a profession including the evolution of auditing standards and audit reports. Current issues relating to ethical and legal responsibilities of the auditor are explored. Historical and contemporary literature in the field is reviewed. Prer., ACCT 600 or equivalent; ACCT 461 desirable.

ACCT 695-1 to 3. Topics in Accounting - Graduate.

Experimental course in accounting offered at the graduate level for the purpose of presenting new subject matter. Open only to MBA degree students.

ACCT 696-1 to 3. Graduate Internship in Accounting.

Graduate internship in accounting. Prer., Instructor approval.

ACCT 940-1 to 3. Independent Study in Accounting - Undergraduate.

With the consent of the instructor who directs the study and the dean.

ACCT 950-1 to 3. Independent Study in Accounting - Graduate.

With the consent of the instructor who directs the study and the dean.

Business Communication

BCOM 550-3. Professional Business Communication.

Purpose is to enhance oral and written communication skills. A combination of lectures and experiential learning techniques will be used to teach students how to develop effective reports and presentations for business audiences. Emphasis will be placed on the elements which form the basis for successful communication including analyzing situations, organizing and focusing thoughts, using proper transition, and constructing appropriate handouts and visual aids. Issues such as style, grammar, and punctuation rules will be reviewed as needed.

BCOM 559-3. Professional Business Communication.

Practical and theoretical components of effective professional business communication. Provides foundational skills in effective oral and written business communication, including development of business proposals and presentations. Further strategic communication in interpersonal and group and team contexts is investigated through case analysis with special emphasis on the importance of communication in understanding organizational culture, leadership, diversity, emerging organizational technologies, and business ethics. Tuition schedule differs from on-campus courses.

Business Law

BLAW 200-3. Business Law.

The legal significance of business transactions as they are part of the decision making process in business. Coverage of text and statues includes law and its enforcement and integration of the Uniform Commercial Code with the law of contracts, bailments, warehousemen and carriers, documents of title, sales of goods, and commercial paper. No longer required for Business degree; may be taken as a business elective. Recommended for accounting majors who will be sitting for the CPA exam. Prer., Sophomore standing.

Business Administration

BUAD 100-3. Introduction to Business.

Familiarizes students with the structure, operations, management, and socioeconomic aspects of business and nonbusiness entities. Course builds on the college themes of entrepreneurship, technology, team building, and international competitiveness to establish a foundation for integrating information encountered in more advanced business courses. Open only to freshmen and sophomores.

BUAD 209-3. Macroeconomics for Managers.

Development of economic skills and knowledge of the modern capitalist economic system. Emphasis on tools of economic analysis, the functioning of the macroeconomy, the growing influence of the international sector on the macroeconomy, and the role of technology in forming a ”new” economy. Students will learn to analyze simple market events, understand and interpret key macroeconomic variables, analyze the effect of both domestic and international events on the domestic economy, understand the government's and the Fed's role in the economy, and understand how technological change may be driving the formation of a ”new” economy. Distance MBA course. Tuition schedule differs from on-campus courses.

BUAD 295-1 to 3. Topics in Business.

Experimental courses offered irregularly at the Sophomore level for the purpose of presenting new subject matter in a particular business field. Course prerequisites will vary depending upon topics covered. Prer., Sophomore standing.

BUAD 300-3. Integrated Skills for Management.

Required for the core business courses. Students refine communication skills for management (interpersonal, writing, and presentation); learn principles and practice of teamwork in a lab setting; integrate skills by preparing an extended business project. May take as a second semester sophomore. This course is a pre-requisite (or co-requisite) for entry into the College of Business Professional Program. Prer., ECON 102, ENGL 131, INFS 110, ACCT 201, and QUAN 201. Prer. or Coreq., ACCT 202 and QUAN 202.

BUAD 301-1. Career Strengths: Assessment and Development.

Gives students an in-depth understanding of their interests, skills, and values and how these match to particular jobs and professions. Through research and analysis the students will gain a clear, detailed picture of what they want to do and what they have to offer an employer. Pass/fail only. Prer., Junior standing.

BUAD 302-1. Career Skills: Resume Writing and Interviewing.

Instructs and gives students hands-on experience on how to: (a) write cover letters and resumes, (b) practice effective interviewing techniques, and (c) develop effective job hunting skills. Pass/fail only. Prer., Junior standing.

BUAD 303-1. Career Success: Image and Impact.

Helps students converse, interact, and dress in a professional manner for job interviews, telephone calls, written correspondence, and professional work settings. Course will cover working in a diverse, cross-cultural environment, making effective first impressions, and appropriately communicating in a variety of speaking and writing situations. Pass/fail only. Prer., Junior standing.

BUAD 390-3. Improving Personal and Team Creativity.

Covers the concepts and theories of creativity but devotes most of the course time to specific, proven approaches to unlock and surface the student's innate creativity. Examples of creative approaches in business and industry are illustrated. Both individual and group creativity techniques are reviewed and practiced, with emphasis on how to form a creative work team. Prer., Junior standing.

BUAD 400-3. Government, Law, and Society.

An examination of interrelationships between business, society, and government and the legal significance of transactions in the business decision-making processes.

BUAD 450-3. Cases and Concepts in Business Policy.

Takes a general manager's perspective on the administration of the corporation. Topics include the role and responsibility of general management, analysis of threats and opportunities in the competitive environment, strategies for building and sustaining competitive advantage, strategy implementation and management, and strategic management in the international environment. Topics covered through comprehensive case analysis. Prer., QUAN 201, MKTG 300, OPTM 300, FNCE 305, ORMG 330, ENGL 307 or COMM 324. Business seniors only.

BUAD 460-3. International Business.

An introduction to international business. Examines economic, political and cultural systems and provides a broad overview of how these effect business management. Addresses managerial issues related to all the functional areas of business. Provides an overview of major aspects of planning, organizing and controlling international business ventures. Prer., All 300 level core courses. Junior/senior standing only.

BUAD 461-3. Regional Business Environment Europe.

A series of international business seminars conducted abroad by management personnel of European companies. Insight is provided into the cultural, social, and political environments of each country visited. This is an intensive international business and travel experience. Prer., Instructor approval.

BUAD 470-3. Emerging Businesses and Entrepreneurship.

How to plan, organize and operate a new independent business. Case studies of local small businesses. Prer., Senior standing.

BUAD 495-1 to 3. Topics in Business - Undergraduate.

Experimental courses offered irregularly at the undergraduate level for the purpose of presenting new subject matter in a particular business field. Second semester junior or senior standing required. Course prerequisites will vary depending upon topics covered.

BUAD 496-1 to 3. Internship - Undergraduate.

Undergraduate internship for business students. Prer., Junior/senior business students only.

BUAD 550-3. Fundamentals of Economics.

Students will learn to apply economic logic in solving business problems and in analyzing current topics. Course emphasis is on the role of free markets in determining economic well-being. Course covers the fundatmentals of micro and macro economics.

BUAD 560-3. Business, Government, and Society.

The interdependence of business with societal, governmental, and economic environments. Explores the role and balance of responsibilities between business and government, nature of the free market system, current public policy issues, and external trends affecting business. Prer., BUAD 550.

BUAD 569-3. Business, Government, and Society.

This course examines the interdependence of business with societal, governmental, and economic environments. The role and balance of responsibilities between business and government, the nature of the free market system, current public policy issues, and external trends affecting business are explored. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., BUAD 559.

BUAD 649-3. Transforming Technology Organizations and Employees.

Addresses three major issues facing technology organizations today: 1) How to motivate technical people, 2) How to design the technology-based organizations of the future, and 3) How to implement effective change. The purpose of this course is to link academic theory with practical examples from many global organizations concerning the best practices of technology and organizations and work forces. Distance MBA course. Tuition schedule differs from on-campus courses.

BUAD 650-3. Strategic Management.

Taking a global perspective, this course focuses on the role of the general manager in articulating a vision for the business, assessing threats and opportunities in the competitive environment, formulating a strategy for achieving competitive advantage, and designing an organizational architecture for effectively implementing the strategy. Utilizes a combination of lectures, group discussions, and case analysis to raise and examine the key issues. Prer., All preparation courses or their equivalents and all MBA core courses. Recommended for final semester in the program.

BUAD 659-3. Strategic Management.

Taking a global perspective, this course focuses on the role of the general manager in articulating a vision for the business, assessing threats and opportunities in a competitive environment, formulating a strategy for achieving competitive advantage and designing an organizational architecture for effectively implementing the strategy. Utilizes a combination of lectures, group discussions, and case analysis to raise and examine the key issues. Recommended for the final semester in the program. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., All preparatory courses or their equivalents and all MBA core courses.

BUAD 661-3. Managing Technology for Strategic Advantage.

This course provides managers with the knowledge necessary to adopt technology to advance an organization's goals. The course is divided into three segments: (1) an overview of existing technologies and the value each offers to an organization, (2) valuing technology and developing technology-based strategy, and (3) developing a business model to implement a technology-based strategy. The progression is from the general to the specific and from principles to applications.

BUAD 669-3. Managing Technology for Strategic Advantage.

Provides managers with the knowledge necessary to adopt technology to advance an organization's goals. The course is divided into three segments: (1) an overview of existing technologies and the value each offers to an organization, (2) valuing technology and developing technology-based strategy, and (3) developing a business model to implement a technology-based strategy. The progression is from the general to the specific and from principles to applications. Distance MBA course. Tuition schedule differs from on-campus courses.

BUAD 670-3. World Class Service Management.

Effective service management requires a multi - disciplinary approach involving marketing, management, human resource management, and information and production/operations management. Provides a foundation in these areas as they pertain to service management. Content for each area will include a conceptual overview of its importance to service quality, specific tools representative of the area, and exercises to demonstrate practical application. The focus is on the integrative requirements of service quality.

BUAD 671-3. Transforming Technology Organizations and Employees.

Addresses three major issues facing technology organizations today: 1) How to motivate technical people, 2) How to design the technology-based organization of the future, and 3) How to implement effective change. The purpose of this course is to link academic theory with practical examples from many global organizations concerning best practices of technology organizations and work forces.

BUAD 679-3. World Class Service Management.

Effective service management requires a multi- disciplinary approach involving marketing, management, human resource managment, and information and production/operations management. Provides a foundation in these areas as they pertain to service management. Content for each area will include a conceptual overview of its importance to service quality, specific tools representative of the area, and exercises to demonstrate practical application. The focus is on the integrative requirements of service quality. Distance MBA course. Tuition schedule differs from on-campus courses.

BUAD 680-3. New Venture Management.

Identifies unique features of new ventures (including start-up companies or internal ventures of established firms), high uncertainty, a newly formed management team, and a shortage of resources. Covers business plan development, recruiting the start-up team, legal and financial issues, start-up operations, managing growth, forming alliances, and exit strategies. Students, working in teams, will develop a business plan for a new venture.

BUAD 690-3. Managing in Global Markets.

Designed to prepare students to anticipate global forces that impact present management. Briefly reviews the economic, the social-cultural, and the political/legal context of global management. Also reviews various concepts related to the internationalization process of the firm and frameworks related to global strategy.

BUAD 691-3. Regional Business Environment Europe.

A series of international business seminars conducted abroad by management personnel of European companies. Insight is provided into the cultural, social, and political environments of each country visited. This is an intensive international business and travel experience. Prer., Instructor approval.

BUAD 695-1 to 3. Topics in Business - Graduate.

Experimental course offered at the graduate level for the purpose of presenting new subject matter in a particular business field.

BUAD 696-1 to 3. Internship - Graduate.

Graduate internship in business. Open only to MBA degree students. Prer., Determined by instructor.

BUAD 699-3. Regional Business Environment Europe.

Short study abroad. A series of international business seminars conducted abroad by management personnel of European companies. Insight is provided into the cultural, social, and political environments of each country visited. This is an intensive international business and travel experience. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., Instructor approval.

BUAD 940-1 to 4. Independent Study in Business Administration - Undergraduate.

Independent study at the undergraduate level with the prior consent of the instructor under whose direction the study is undertaken and the dean.

BUAD 950-1 to 3. Independent Study in Business Administration - Graduate.

Independent study at the graduate level with prior consent of the instructor under whose direction the study is undertaken and the dean. Prer., Consent of instructor and dean.

Finance

FNCE 305-3. Basic Finance.

An introduction to the financial management of the firm and the function of finance. Topics include the study of money and capital markets; time value of money; techniques of financial analysis, planning and control; capital budgeting techniques and analysis; management of short and long-term sources of financing; management of working capital; and capital structure theory. Emphasis is placed on the interpretation, analysis and use of accounting measures in making financial decisions. Prer., ECON 101, ECON 102, ACCT 201, and QUAN 201. Junior standing.

FNCE 330-3. Investments and Personal Finance.

The study of the basic problems concerning development and implementation of a personal investment program. Includes analysis of investment risk and return, alternative types of investments, obtaining and interpreting investment information, and designing and executing an investment program. No credit given toward degree for finance majors. Students may not receive credit for both FNCE 330 and FNCE 420. Prer., Junior standing.

FNCE 340-3. Risk and Insurance Principles.

Risk management is an important element of individual and corporate financial plans. Probability, theory of the firm under uncertainty, insurance carriers and contracts, underwriting, and regulation are covered. Types of insurance including life, health, homeowners, auto, other property liability, and individual employee benefits are discussed. Prer., Junior standing.

FNCE 400-3. Advanced Corporate Finance.

The comprehensive study of how corporations make investment decisions, raise capital to finance their investments, and manage their financial affairs to create shareholder value. Topics covered include capital budgeting and the cost of capital, dividend policy, capital structure and financial distress. Emphasis on developing analytical tools and problem solving. Prer., FNCE 305 and working knowledge of Excel. Second semester junior or senior standing.

FNCE 410-3. Cases and Concepts in Finance.

The development of analytical and decision-making skills of students in relation to problems that confront financial managers. Areas include planning, control and financing of both current operations and longer term capital commitments, management of income, evaluation of income-producing property, and expansion and contraction. Case method of instruction. Prer., FNCE 400. Second semester junior or senior standing.

FNCE 420-3. Investment and Portfolio Management.

The study of the investments industry and instruments. Topics include the investment setting, portfolio theory, risk and return, and valuation of common and preferred stocks, bonds, options and futures. The course discusses investment problems and policies and the methodology for implementing them. Students may not receive credit for both FNCE 330 and FNCE 420. Prer., FNCE 400. Second semester junior or senior standing.

FNCE 430-3. Bank Management.

An examination of the particular problems of managing a financial intermediary. The analytical tools for addressing the issues of regulatory requirements, the acquisition and management of funds, loan policies and precedures, capital adequacy, liquidity and solvency are developed. Prer., FNCE 305 and working knowledge of Excel. Second semester junior or senior standing.

FNCE 440-3. International Financial Management.

Examines the opportunities and risks of firms doing business in a global economy. International capital movements, balance of payment problems, foreign and international institutions, foreign exchange markets, and global investment and financing strategies are explored. Prer., FNCE 305. Second semester junior or senior standing.

FNCE 450-3. Money and Banking.

The study of the interaction between financial markets and the Federal Reserve system. The course emphasizes how the Federal Reserve Bank conducts monetary policy to promote a stable banking system and strong economic growth while minimizing inflation and unemployment. Topics covered include interest rates, inflation and the money supply and the effect of these variables on the business style. Prer., FNCE 305. Second semester junior or senior standing.

FNCE 470-3. Financial Information Systems.

An introduction to the elements in an accounting information system, one of an organization's central information systems. Explores the newest technology and the accountant's/financial analyst's role in designing systems. Includes ”hands-on” projects designed to expose the student to various software tools commonly used by accountants and financial analysts. Students will also complete several projects on a leading accounting software package. Prer., INFS 100, FNCE 305, ACCT 201, ACCT 202 or ACCT 600. Second semester junior or senior standing.

FNCE 496-1 to 3. Undergraduate Internship in Finance.

Undergraduate internship in finance. Prer., Instructor approval.

FNCE 600-3. Corporate Financial Management.

Concerned with the optimal allocation of a company's financial resources and a working knowledge of financial terminology and concepts. Capital market history, time value of money, valuation of securities, risk and return, capital budgeting principles and techniques, financial statement analysis, financial planning, raising capital, and cost of capital. Emphasizes techniques necessary to create and maximize the value of the firm. Prer., ACCT 600, BUAD 550 and QUAN 550.

FNCE 609-3. Corporate Financial Management.

Concerned with the optimal allocation of a company's financial resources and a working knowledge of financial terminology and concepts. Capital market history, time value of money, valuation of securities, risk and return, capital budgeting principles and techniques, financial statement analysis, financial planning, raising capital, and cost of capital. Emphasizes techniques necessary to create and maximize the value of the firm. Distance MBA course. Tuition schedule differs from on-campus course. Prer., ACCT 639 and BUAD 209.

FNCE 610-3. Problems and Policies in Financial Management.

Application of financial analysis to new product evaluation, project finance, working capital management, new issues of debt and equity, acquisitions and divestitures, and financial distress/ turnarounds. Prer., FNCE 600.

FNCE 620-3. Investment Management and Analysis.

The theory of investment management and security values is presented. Topics include portfolio management; the analysis of investment risks and constraints on investment policies and objectives; the analysis and use of investment information; the development and application of the tools for determinining value; the analysis of common stock, bonds, options and futures. Prer., FNCE 600.

FNCE 629-3. Investment Management and Analysis.

The theory of investment management and security values is presented. Topics include portfolio management; the analysis of investment risks and objectives; the analysis and use of investment information; the development and application of the tools for determining value; and analysis of common stock, bonds, options, and futures. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., FNCE 609.

FNCE 640-3. International Financial Management.

Uses the fundamental tools of financial analysis to assess the risks and opportunities for firms operating in an increasingly global economy. Special emphasis will be placed on the opportunities that arise from both market imperfections and the increasing integration of financial markets worldwide. Focuses on the international financial environment, the measurement and management of foreign exchange rate risk, and global funding and investment opportunities using both quantitative and qualitative decision tools to exploit opportunities and control risk. Prer., FNCE 600.

FNCE 649-3. International Financial Management.

Uses the fundamental tools of financial analysis to assess the risks and opportunities for firms operating in an increasingly global economy. Special emphasis will be placed on the opportunities that arise from both market imperfections and the increasing integration of financial markets worldwide. Focuses on the international financial environment, the measurement and management of foreign exchange rate risk, and global funding and investment opportunities using both quantitative and qualitative decision tools to exploit opportunities and control risk. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., FNCE 609.

FNCE 650-3. Managerial Economics and the Business Cycle.

Study of forces affecting the US and global business cycle. Interpretation of business cycle indicators and their implications for financial planning and decision-making. Topics include interest rates and inflation, the conduct of monetary policy, aggregate supply and demand, and employment levels. Presents concepts, tools, and methods of economic analysis relevant to decision-making within the firm. Prer., FNCE 600.

FNCE 659-3. Managerial Economics and the Business Cycle.

Study of forces affecting the US and global business cycle. Interpretation of business cycle indicators and their implications for financial planning and decision making. Topics include interest rates and inflation, the conduct of monetary policy, aggregate supply and demand, and employment levels. Presents concepts, tools, and methods of economic analysis relevant to decision making within the firm. Distance MBA course. Tuition schedule differs from on-campus courses.

FNCE 660-3. Financial Engineering and Corporate Risk Management.

Examines ”derivative” securities such as options, futures, swaps as instruments for controlling fluctuations in interest rates, exchange rates, and business conditions. Develops common methods for valuing derivative securities and applies these methods to representative cases. Prer., FNCE 600.

FNCE 695-1 to 3. Topics in Finance - Graduate.

Experimental course in finance offered at the graduate level for the purpose of presenting new subject matter.

FNCE 696-1 to 3. Graduate Internship in Finance.

Graduate internship in finance. Prer., Instructor approval.

FNCE 940-1 to 3. Independent Study in Finance - Undergraduate.

Independent study in finance at the undergraduate level given with the consent of the instructor who directs the study and the dean. Prer., Junior/senior standing only and consent of instructor and dean.

FNCE 950-1 to 3. Independent Study in Finance - Graduate.

Independent study in Finance at the graduate level given with the consent of the instructor who directs the study and the dean.

Human Resource Management

HRMG 434-3. Collective Bargaining and Labor Relations.

Examines in detail the dynamic relationships between labor unions and employers. Topics include the history of labor relations, labor laws, labor union structures, organizing campaigns, negotiation, contract administration, arbitration, and international labor relations. Legal and ethical practices are emphasized. Prer., ORMG 330 or equivalent recommended.

HRMG 438-3. Human Resources - Management, Staffing and Development.

Presents an overview of the entire Human Resource (HR) function. Topics include recruiting, staffing, human resource planning, employee separation and retention, training and development, career planning, and human resource information systems (HRIS). Prer., ORMG 330 recommended. Junior standing.

HRMG 439-3. Legal, Social, and Union Issues in Human Resources Management.

Covers the myraid of legal, social, and union issues facing Human Resources (HR) and other managers today. Major emphasis is placed on equal employment opportunity, affirmative action, safety and health, and collective bargaining and labor relations areas such as labor laws, organizing campaigns, negotiation, contract administration, and arbitration. Other topics may include sexual harassment, drug testing programs, employing the disabled, employee privacy rights, and wrongful termination. Prer., ORMG 330 or equivalent recommended.

HRMG 441-3. Motivating, Rewarding, and Appraising Employees.

Examines practices by which organizations and employees can maximize the mutual benefits that accrue to each other. Emphasis is placed on developing and applying skills in compensation and benefits. Other topics include developing effective performance management systems, strategic human resource management (HRM), and international HRM. Prer., ORMG 330 recommended or equivalent.

HRMG 485-3. Directed Research Projects in Human Resources and Management.

A comprehensive human resources or management reserach, analysis, and planning project. Students work with a local business under the supervision of the course instructor to perform a literature review, conduct analysis, present information, and put together a comprehensive project on some aspect of personnel or management. Prer., ORMG 330 and ORMG 335 recommended.

Information Services

INFS 100-3. Information Technology and BusinessProblem Solving.

Intro to information technologies and business information processing. Students will learn about careers in the rapidly expanding high-tech arena and how they can use information systems skills to help companies be more efficient. The course will enhance the students' personal knowledge of computers. May be taken as a business elective. Students interested in a Business degree should take INFS 110 (required).

INFS 110-3. Information-based Decision Making.

Topics include general problem solving techniques for individuals and groups. Analytical methods include flowcharting, decision tables, and workflow charting. Emphasis is placed on applying productivity software, a programming language, and stored information to the solution of business problems.

INFS 205-3. Introduction to Information Technology.

Key technology concepts for information system majors are introduced and applied. Topics include computer hardware, client-server architectures, operating systems, program design, web design, and databases. The course provides the elementary concepts required in subsequent INFS classes. Prer., INFS 110 and MATH 111.

INFS 251-3. Managing Network Interconnections.

This is a lab-based course dedicated to working with networking devices. The principles and practice of configuring local and wide area networks are covered with a focus on business practices, software and hardware technologies, and internetworking standards. Prer., INFS 205. Sophomore standing.

INFS 295-1 to 3. Topics in Information Systems.

Experimental course offered for the purpose of presenting new subject matter in information systems. Course prerequisites will vary depending on topics covered.

INFS 308-3. Business Programming I.

Provides comprehensive understanding of beginning structured programming. The emphasis is on structured programming methodology, procedural abstraction, and top-down design. Introduces file input-output and simple data structures. Proficiency developed as student designs, codes, compiles, and debugs programs. Prer., INFS 205.

INFS 240-3. Business Programming II.

Business program design and development from the perspective of visual programming technologies. Emphasis on performance characteristics and interface design considerations. Prer., INFS 308.

INFS 330-3. Systems Analysis and Design.

Provides an introduction to modern systems analysis and design, the procedures for conducting systems analysis and design, and the use of Computer Aided Software Engineering (CASE) tools. Students will be exposed to both structured and object oriented methodologies of analysis, design, and deployment. Prer., INFS 205.

INFS 340-3. Database Concepts and Application.

Students are introduced to the fundamental concepts of database including high level entity-relationship and object modeling, design, and coding via a Structured Query Language. This class involves heavy computer tools use and is regularly scheduled in a computer lab. Prer., INFS 330.

INFS 370-3. Computer Networks and Telecommunications.

Introduces students to the hardware, topology, and terminology aspects of computer networks and telecommunications. Students differentiate between the different networks, learn how they work, and learn business applications for networks. Includes the basics of data transmission and LAN protocols. Prer., INFS 330.

INFS 380-3. Web Development.

Topics include using HTML, creating web pages, creating applets with JAVA, server development, server applications, and the web server/database interface. No credit for Information Systems majors. Prer., Junior/senior standing.

INFS 440-3. Emerging Technologies.

Each year, many new technologies enter the development arena, bringing new advantages and new risks, new benefits and new challenges. Looks at the most recent developments and provides an overview of their place in the industry. Topics will be explored along with a discussion of its uses and misuses. Will focus on helping participants gain an insight into these technologies and understand their place in organizational settings. Prer., INFS 340.

INFS 450-3. Information Systems Project Management.

A capstone project course for IS majors. A realistic application will be completed using IS technology and concepts. Critical to success will be the creation of an application environment and incorporation of management issues, especially project management. Prer., INFS 340.

INFS 485-3. Directed Research Project.

Different phases of research investigating key issues in information systems. Students conduct a variety of analyses using spss-pc and work on real research projects. Focus on descriptive statistics, frequencies, crosstabs and measures of association, correlation analysis, regression analysis, and X-Y plotting. Knowledge of statistical methods and interest in information systems required. Prer., INFS 100 and QUAN 201. Junior/Senior standing.

INFS 496-1 to 3. Undergraduate Internship in Information Systems.

Undergraduate internship in information systems. Prer., Instructor approval.

INFS 600-3. Information Systems.

Introductory course. Students will learn what information systems are, how they work, and what purposes they serve. Students will also learn about data and information, and different methodologies for decision making and how much value information has. This course touches on such topics as telecommunications, databases and artificial intelligence. Also covered will be the integration of information within the organzation, decision support models, and what is required to manage information systems.

INFS 609-3. Information Systems.

Introductory course. Students will learn what information systems are, how they work, and what purposes they serve. Students will also learn about data and information, and different methodologies for decision making and how much value information has. This course touches on such topics as telecommunications, databases and artificial intelligence. Also covered will be the integration of information within the organzation, decision support models, and what is required to manage information systems. Distance MBA course. Tuition schedule differs from on-campus courses.

INFS 630-3. Principles of Programming.

Provides comprehensive understanding of structured and object-oriented programming. The emphasis on structured programming includes methodology, procedural abstraction, and top-down design. The primary concepts of objects, inheritance, polymorphism, and data hiding are stressed as valuable components of object-oriented programming. Introduces file input/output and simple data structures. Visual techniques for design are included. Proficiency in programming developed as students designs, codes, compiles, and debugs programs. Prer., INFS 600.

INFS 639-3. Principles of Programming.

Provides comprehensive understanding of structured and object-oriented programming. The emphasis on structured programming includes methodology, procedural abstraction, and top-down design. The primary concepts of objects, inheritance, polymorphism, and data hiding are stressed as valuable components of object-oriented programming. Introduces file input/output and simple data structures. Visual techniques for design are included. Proficiency in programming developed as student designs, codes, compiles, and debugs programs. Prer., INFS 619.

INFS 640-3. Development of Information Systems.

Planning, analysis, design, and construction phases of the development lifecycle. Information engineering methodology and integrated computer - assisted software engineering (I-CASE) tools to build information systems. A variety of techniques are used to build the enterprise model, entity model, decomposition diagrams, association matrices, data flow diagrams, stucture charts, action diagrams, and reengineering business processes. Prer., INFS 600 and INFS 630 or equivalent.

INFS 649-3. Development of Information Systems.

Planning, analysis, design, and construction phases of the development lifecycle. Information engineering methodology and integrated computer-assisted software engineering (I-CASE) tools to build information systems. A variety of techniques are used to build the enterprise model, entity model, decomposition diagrams, association matrices, data flow diagrams, structure charts, action diagrams, and re-engineering business processes. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., INFS 609 and INFS 639.

INFS 650-3. E-commerce Practice.

Focus on the breadth of aspects making e-commerce the driving force of business initiatives. Technology infrastructure issues are examined in detail with an added look at the traditional infrastructure required to be a player in the expanding e-marketplace. Prer., INFS 600.

INFS 659-3. E-commerce Practice.

Focus on the breadth of aspects making e-commerce the driving force of business initiatives. Technology infrastructure issues are examined in detail with an added look at the traditional infrastructure required to be a player in the expanding e-marketplace. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., INFS 609.

INFS 660-3. Database Principles.

Design, management, and implementation of data - oriented systems on all organizational levels including individual, departmental, corporate, distributed and international. Theories of data modeling and operational implementation of those models. Topics include systems and database planning, entity-relationships and object oriented data modeling, data normalization, data administration, SQL and other database languages, client-server processing, and distributed databases. Prer., INFS 600 and INFS 630 or equivalent.

INFS 661-3. Data Warehouse Implementation and Applications.

An examination of the business case for data warehouse. Alternative designs for data warehouses are critically examined including architectures of distribution, data models and data marts. Policies for the protection and utilization of the data are discussed. Current systems to use the data warehouse in decision settings are explored, including data mining and OLAPs. Prer., INFS 660 or instructor permission.

INFS 669-3. Database Principles.

Design, management, and implementation of data oriented systems on all organizational levels including individual, departmental, corporate, distributed and international. Theories of data modeling and operational implementation of those models. Topics include systems and database planning, entity-relationships and object oriented data modeling, data normalization, data administration, SQL, and other database languages, client-server processing, and distributed databases. Prer., INFS 619 and INFS 639.

INFS 670-3. Systems Development Project.

Students will work through a real-world industry information systems project to build development and research skills. Explores business problems, identifies areas where information technology can have an impact, implements re-engineering techniques, assesses and uses key project tools, and develops systems for those areas. Students will be exposed to the different phases of research investigating key issues in information systems. Prer., INFS 640.

INFS 671-3. Enterprise Systems.

Systems that integrate the multiple functional areas of an organization are examined in depth. The emphasis is on the reduction and replacement of complex legacy systems to improve data quality and build competitive advantage. Comparisons are made of enterprise systems and models of complete systems are developed to foster creative development of future integrative information systems. Prer., INFS 640 or instructor permission.

INFS 673-3. IT Portfolio Management.

The focus is on making investment decisions about the organizational technology infrastructure in order to create value. Detailed components of an information technology infrastructure are examined in light of contribution to the enterprise. Perspectives of investment include identification of risk and value while the balance of components includes hardware, software, services and personnel. Prer., INFS 600 or instructor permission.

INFS 681-3. Telecommunications and Networking Principles.

Telecommunications technologies, hardware and software, architectures, topologies, protocols, and standards. Telecommunication devices, media systems, network hardware and software; network configuration; network applications; coding of data; cost-benefit analysis; distributed versus centralized systems; performance analysis; privacy, security, reliability, installation of networks, monitoring and management of telecommunication. Prer., INFS 600.

INFS 683-3. Building Virtual Organizations.

Using computer and communications technology to achieve a physically unbounded enterprise. The technology structures required to achieve anywhere, anytime operations are fully explored as are current business practices, social barriers, and legal issues associated with implementing global practices. Prer., INFS 681 or instructor permission.

INFS 689-3. Telecommunication & Networking Principles.

Telecommunications technologies, hardware and software, architectures, topologies, protocols, and standards. Telecommunication devices; medial systems; network hardware and software; network configuration; network applications; coding of data; cost-benefit analysis; distributed versus centralized systems; performance analysis; privacy, security and reliability; installation of networks; monitoring and management of telecommunications. Distance MBA course. Tuition schedule differs form on-campus courses. Prer., INFS 609.

INFS 690-3. Special Topics in Information Technology.

For IS majors and for persons who want to manage IT activities within a functional area, such as marketing or finance. Topics include the changing nature of information technology, managing information, strategic value of information systems, business process redesign, ensuring effective interaction of IS and client organizations, information technology planning, managing systems development and computer operations, managing end-user computing, decision support, group support and executive information systems, project management, recruitment, selection, placement, motivation, and performance
evaluation, and the expanding universe of computing. Prer., INFS 600.

INFS 696-1 to 3. Graduate Internship in Information Systems.

Graduate internship in information systems. Prer., Instructor approval.

INFS 940-1 to 3. Independent Study in Information Systems - Undergraduate.

Independent study in Information Systems at the undergraduate level given with the consent of the instructor who directs the study and the dean. Prer., Junior/senior standing only and consent of instructor and dean.

INFS 950-1 to 3. Independent Study in Information Systems - Graduate.

Independent study in Information Systems at the graduate level given with the consent of the instructor who directs the study and the dean.

International Business

INTB 619-3. Managing in Global Markets.

Designed to prepare students to anticipate global forces that impact present management. Briefly reviews the economic, the social-cultural, and the political/ legal context of global management. Also reviews various concepts related to the internationalization process of the firm and frameworks related to global strategy. Distance MBA course. Tutition schedule differs from on-campus program.

INTB 660-3. Contemporary Topics in International Business.

This seminar examines major contemporary issues in international business. It takes a global view and particularly assesses key US, European, and Asian events and processes in a managerial context. Prer., Completion of all MBA preparatory courses.

INTB 670-3. International Field Project.

May be an independent student research project, an international internship, or an international field study. Offered on an ad hoc basis and occasionally with a specific focus. Students must get instructor's approval prior to registration. Prer., B AD 690 or instructor permission.

INTB 950-1 to 3. Independent Study in International Business.

With the consent of the instructor who directs the study and the dean.

Management

MGMT 600-3. Leading and Managing in Changing Times.

This course is designed to help students succeed personally and professionally in a rapidly changing, global world. The course begins with a focus on our changing environment and the need for personal and organizational excellence. The remainder of the course focuses on developing leadership and management skills and applying them with an understanding of individual, group, and organizational behavior. Students will also lead and manage change. The course concludes with a discussion of one or more contemporary organizational issues.

MGMT 609-3. Leading and Managing in Changing Times.

This course is designed to help students succeed personally and professionally in a rapidly changing, global world. The course begins with a focus on our changing environment and the need for personal and organizational excellence. The remainder of the course focuses on developing leadership and management skills and applying them with an understanding of individual, group, and organizational behavior. Students will also learn how to develop high performance teams and to lead and manage change. The course concludes with a discussion of one or more contemporary organizational issues. Distance MBA course. Tuition schedule differs from on-campus courses.

MGMT 610-3. Development of Groups and Organizations.

An introductory study of the dynamics involved in managing and facilitating change in groups and organizations by application of behavioral science knowledge. Emphasis is placed on both cognitive and experiential learing.

MGMT 620-3. Managing Organization Development and Change.

Addresses how to manage organization development and change, which will be one of the most critical skills managers and human resource professionals will need to master in an age of dynamic change. Provides sound theory and practical training in how to develop high performance individuals, teams, and organizations, and how to manage the change process. Prer., MGMT 600.

MGMT 629-3. Managing Organizational Change.

This course provides students with an understanding of how they can serve as proactive participants in the many organizational changes occurring today and can develop a feel for what works and what does not. Difficulties, obstacles, and resistance will be addressed and, while there are no pat answers, the more successful paths for bringing about change in complex organizations will be explored. Distance MBA course. Tuition schedule differs from on-campus courses.

MGMT 630-3. Managing Human Resources for Competitive Advantage.

Presents an overview of contemporary personnel/human resource management. Topics include job analysis, staffing, performance appraisal and development, training, compensation, career planning, equal employment opportunity and affirmative action, and ethics. Application of personnel/human resource management principles is emphasized through discussion and in-class cases and exercises.

MGMT 639-3. Managing Human Resources for Competitive Advantage.

This course probes the underlying values and techniques associated with employee recruitment, selection, motivation, training, affirmative action, compensation, benefits, performance appraisal, and related topics. Distance MBA course. Tuition schedule differs from on-campus courses.

MGMT 640-3. Legal and Social Issues in Human Resource Management.

Examines the profusion of legal, social, and ethical issues confronting human resource managers, though the course is appropriate for all majors. Emphasis is on equal employment opportunity, affirmative action, safety and health. Other topics include sexual harassment, drug testing programs, employing the disabled, employee privacy rights, wrongful termination, and honesty testing. Application of principles are emphasized with in-class cases and exercises. The overall objective for the course is to explain how organizations can manage employees legally and ethically, while still maintaining a productive work force.

MGMT 950-1 to 3. Independent Study in Management.

Management-Graduate. With the consent of both the instructor who directs the study and the dean.

Marketing

MKTG 300-3. Principles of Marketing.

Analytical survey of issues involved with the development and exchange of goods and services. Takes a marketing management approach in attacking problems related to product planning, channels of distribution, pricing and promotion. Emphasizes the role of marketing in responding to changing environmental conditions. Prer., ENGL 131. Junior standing.

MKTG 330-3. Marketing Research.

Course emphasizes marketing research as a decision - making tool with special attention to creativity and innovation. Practical experience in evaluating and using the following research methodology: planning an investigation, questionnaire design, sampling, experimentation, interpretation of results, and report preparation. Prer., INFS 100, QUAN 201, and MKTG 300. Junior standing.

MKTG 431-3. Introduction to Marketing Information Systems.

This applied course reviews the principles of gathering and organizing information about customers. Gives students a survey of design of marketing information systems. Proven practical ways to introduce successful marketing information systems into for-profit and not-for-profit organizations. Prer., MKTG 330. Junior standing.

MKTG 440-3. Service Management and Marketing.

The service component of business requires a distinctive approach to marketing strategy both in development and execution. In addition, quality service cannot be delivered without understanding and developing the organizational and human resources of the firm. The course builds and expands on the introductory marketing course by showing adaptations and applications of marketing ideas to the service setting. Designed for those students who are interested in working in either traditional service industries or in the service areas of manufacturing industries. Prer., MKTG 300. Junior standing.

MKTG 450-3. Retail Merchandising, Management and Promotion.

Prepares PGM students to work within and manage a successful retailing operation in the golf industry. Topics include inventory management, buying, supply chain issues, display, promotion and pricing strategies. Prer., MKTG 300.

MKTG 451-3. Sports Marketing.

Prepares PGM students to market golf and other sports activities. Topics include the practical and legal aspects of providing spectator events and participative golf events. Involves extensive contact with successful sports marketers and several site visits.

MKTG 455-3. Contemporary Issues in Marketing.

Course provides a comprehensive review of important marketing issues. The topics vary between semesters. Course uses a seminar format allowing in-depth discussion and exploration of topics. Prer., MKTG 300. Junior standing.

MKTG 460-3. Business Marketing Management.

A detailed description of commercial, institutional and governmental markets with emphasis on analyzing and understanding organizational buyer behavior. Major differences between business-to-business marketing and consumer marketing are examined and implications to marketing management of these differences are discussed. PRER., MKTG 300. Junior standing.

MKTG 465-3. Promotion Management and Strategy.

Emphasis on the management and integration of the promotion mix (advertising, personal selling, sales promotion and publicity). The impact of buyer behavior variables on promotional strategy is examined and several communication models are described. The relationship between the organization's marketing communications program and its marketing strategy is also explored. Prer., MKTG 300. Junior standing.

MKTG 470-3. E-Commerce.

The focus of this class is on the expanding role of e-commerce (electronic commerce) and direct marketing in contemporary business settings. Both consumer oriented and business-to-business aspects of e-commerce will be explored. Prer., MKTG 300.

MKTG 480-3. Marketing Policies and Strategies.

Detailed consideration of the process of formulating and implementing marketing policies. Major emphasis on market analysis, product/brand management, promotion, distribution and pricing. Case analyses used to develop analytical abilities and to integrate all major areas of marketing. It is recommended that students take two required marketing courses in addition to MK 300 before enrolling in this course. Prer., MKTG 300. Junior standing.

MKTG 485-3. Marketing Analysis and Planning Project.

A comprehensive marketing research and planning project. Students work with a local business, under the supervision of the course instructor, to analyze a marketing opportunity and to develop a comprehensive plan to exploit that opportunity. Prer., Nine hours marketing or instructor's permission. Junior standing.

MKTG 490-3. International Marketing.

Provides an overview of marketing issues related to international markets. Major topics covered are description of major world markets, market analysis including cultural and political assessment, target market selection, market entry modes, marketing strategy, program management and implementation issues. Prer., MKTG 300. Junior standing.

MKTG 496-1 to 3. Undergraduate Internship in Marketing.

Undergraduate internship in marketing. Prer., Instructor approval.

MKTG 600-3. Marketing Strategy.

A concentrated examination of fundamental principles of marketing including product and service development, positioning, distribution, promotion, and pricing.

MKTG 609-3. Marketing Strategy.

A concentrated examination of fundamental principals of marketing including product and service development, positioning, distribution, promotion, and pricing. Distance MBA course. Tuition schedule differs from on-campus courses.

MKTG 610-3. MBA Seminar in Contemporary Topics in Marketing.

An in-depth examination of selected topics in marketing. Course topics are chosen based on their current importance to the theory and practice of marketing. This study of advanced marketing material is accomplished through various activities including presentation, discussion groups, and experiential learning activities.

MKTG 630-3. Marketing Research and Decision Making.

The acquisition, organization, and dissemination of information for the purposes of making better decisions. Alternative approaches for accomplishing these tasks will be evaluated with special emphasis being placed on emerging information systems. Gives students the knowledge and tools to conduct business research and to use that information in developing marketing plans and assist in making other critical marketing decisions. Prer., MKTG 600.

MKTG 640-3. Service Marketing.

Focuses on customer needs, expectations, and decision processes as they relate to the purchase and evaluation of services. Topics include service quality, assessment of customer satisfaction, marketing planning for services, internal marketing, and customer evaluation of services. Prer., MKTG 600.

MKTG 650-3. Marketing Communications.

Theories of communication and buyer behavior are applied to the process of communicating with critical constituencies. The emphasis is on the practical aspects of creating and managing effective marketing communication programs with special attention being placed on business-to-business environments. Prer., MKTG 600.

MKTG 660-3. Marketing Field Project.

A comprehensive field project. Students will work with local businesses on a project emphasizing development and implementation of a marketing program. Prer., MKTG 600.

MKTG 670-3. E-Commerce.

The focus is on advanced topics in e-commerce (electronic commerce) and direct marketing including the integration of internet and traditional promotions, service quality, and pricing strategies. This class will examine these issues within both consumer and business-to-business environments.

MKTG 690-3. International Marketing and Export Management.

Provides an overview of international marketing issues. It provides detailed analysis of international market entry modes and strategy. Modes such as exporting, licensing, franchising, management contracts, alliances and partnerships, joint ventures, and the establishment and management of foreign sales subsidiaries are discussed. A major portion of the course is concerned with managing the export function. Prer., MKTG 600.

MKTG 696-1 to 3. Graduate Internship in Marketing.

Graduate internship in marketing. Prer., Instructor approval.

MKTG 940-1 to 3. Independent Study in Marketing - Undergraduate.

With the consent of the instructor who directs the study and the dean. Prer., Junior standing.

MKTG 950-1 to 3. Independent Study in Marketing - Graduate.

Independent study in Marketing at the graduate level given with the consent of the instructor who directs the study and the dean. Prer., Consent of instructor and dean.

Operations and Technology Management

OPTM 300-3. Fundamentals of Operations Management.

Intro to the design and analysis of production systems in manufacturing, service and public organizations. Topics include facility location and layout, job design and work standards, production and inventory planning and control, quality control, forecasting, simulation, waiting line analysis, linear programming, and productivity and competitiveness. Prer., ACCT 201, ACCT 202, and QUAN 201.

OPTM 600-3. Operations: Competing Through Capabilities.

Operations management focuses on the strategies and processes involved in providing goods and services to customers. This course wll provide students with the ability to evaluate key factors in the design of an effective operations system and to align an operations system with an organization's business strategy. The course provides the tools to effectively design, analyze, and manage operations systems in manufacturing, service, and public entities. Prer., ACCT 600 and QUAN 550.

OPTM 609-3. Operations: Competing Through Capabilities.

Operations management focuses on the strategies and processes involved in providing goods and services to customers. This course will provide students with thee ability to evaluate key factors in the design of an effective operations system and to align an operations system with an organization's business strategy. The course provides the tools to effectively design, analyze, and manage operations systems in manufacturing, service, and public entities. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., ACCT 639 and QUAN 559.

OPTM 610-3. Customer Focused Processes: Quality Management and Metrics.

Customer satisfaction provides the critical link of operations to the marketplace. This course examines service and manufacturing processes and their impact on quality. Students are provided with tools to document processes, diagnose problems, develop innovative process improvements solutions, and design metrics for process analysis. Through strategic quality management programs and techniques, students will develop an understanding of the critical link between productive systems and success in the marketplace. Prer., OPTM 600.

OPTM 620-3. Managing Supply Chains.

As companies seek to provide their products and services to customers faster, cheaper, and better than the competition, the need for cooperation between suppliers, manufacturers, and markets becomes increasingly important. Addresses the strategic implications of an integrated supply chain and the management of functional activities required to make a supply chain successful. Develops the integration of functional activities within the company and between supply chain partners with the help of textbooks, cases, and selected readings. Prer., OPTM 600.

OPTM 630-3. Managing Projects for Competitive Advantage.

Covers the fundamental project management topics necessary for implementation of and excellence in project management. Emphasis will be from a management perspective that addresses the basic nature of managing projects for business, information systems and the public. Students will deal with the problems of selecting projects, initiating them, operating them and controlling them. Also covered are the issues associated with terminating a project and with conducting a project that involves what project managers like to call the 'real world'. Prer., ACCT 600 and QUAN 550.

OPTM 639-3. Managing Projects for Competitive Advantage.

Covers the fundamental project management topics necessary for implementation of and excellence in project management. Emphasis will be from a management perspective that addresses the basic nature of managing projects for business, information systems and the public. Students will deal with the problems of selecting projects and initiating them and operating and controlling them. Also covered are the issues associated with terminating a project and with conducting a project that involves what project managers like to call the 'real world'. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., ACCT 639 and QUAN 559.

OPTM 649-3. Organizational Skills for Project Management.

Through a team experience, students learn both theory and practice of teamwork, with an emphasis on negotiation and mediation. Students learn how to adapt communication media to achieve management goals both inside and outside the team. Additionally, the course emphasizes the need to develop human resources as capital and intellectual assets to effectively manage projects within a dynamic organization. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., OPTM 639.

OPTM 659-3. Project Estimation and Risk Management.

Management of successful projects includes estimation and proactive risk management in areas of project scope, cost, resource allocation, schedule, and financial planning. Uncertainty is reduced when project risks, both technical and non-technical, are identified, quantified, and mitigation strategies implemented. Included will be tools, techniques, and methodologies commonly used by successful project managers. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., OPTM 639.

OPTM 669-3. Bridging Strategy and Tactics in Project Management.

Managers of project managers operate in the broad context of a business, unlike project managers who generally need to complete a project on time, within budget and within quality constraints. This course covers a broad range of topics including managing multiple projects, motivating project managers, make- vs.-buy decisions, outsourcing, project assessment, portfolio management, running project offices, maturity monitoring, and communication. Distance MBA course. Tuition schedule differs from on-campus courses. Prer., OPTM 639.

OPTM 950-1 to 3. Independent Study in Operations and Technology Management.

With the consent of both the instructor who directs the study and the dean. Prer., Instructor consent.

Organizational Management

ORMG 330-3. Introduction to Management and Organization.

An introductory study of management fundamentals and organizational behavior. How individuals adapt to organizations; how managers motivate and lead in work situations; how organizations are designed and managed. Students are urged to complete PSY 100 and SOC 111 before taking this course. Prer., Junior standing.

ORMG 335-3. Groups and Teams in Organizations.

Contemporary theories, concepts, applications. Examines what happens within and between groups, ”teamwork,” why teams are used, self-management processes, managing diversity in teams. Inter-personal skill development to become a productive team member and effective team leader. Prer., Junior standing, ORMG 330 recommended.

ORMG 411-3. Experiences in Leadership.

Through lectures, videos, exercises, case studies and a major project, students learn the needed skills to become effective leaders. Topics covered include building relationships, dealing with conflict, planning, change, teams and the major leadership theories that have been developed. Prer., ORMG 330 and ORMG 335 or COMM 111 and LEAD 411. Junior standing.

ORMG 436-3. Organization Processes and Design.

How organizations are structured and designed. The organization's environment, technology, size and age, and goals and strategies. Includes decision-making in organizations, innovation and change, organizational culture, power and politics, and organizational learning and renewal. Prer., ORMG 330 is recommended.

ORMG 437-3. Organization Development and Change.