Courses of Instruction
MPF 111 Introduction to Business (3)
Study of relationships between business
and its environment, social responsibilities of business, and business management.
Not open to business students above sophomore standing. IIC.
MPT 291 Organizational Behavior and Theory (3)
Introduction to the study of
organizations focusing on organizational behavior, organizational theory, and
organizational processes. Offers both micro and macro perspectives to frame the
organization as a behavioral entity. Topics include individual differences, learning
theory, motivation, leadership, interpersonal communication, decision-making,
group dynamics, organizational structure, and organizational culture. Prerequisite:
MPT 302 Introduction to Operations and Supply Chain Management (3)
understanding, analysis, application, and measurement of basic issues encountered
in the creation of goods and services for a given firm as well as the strategic
and tactical relationships between firms that participate in an effective supply
chain. Problems examined through use of cases, lectures, discussions, and computer-based
approaches such as simulation, spreadsheets, and problem-solving software. Prerequisite:
DSC 205, proficiency in spreadsheet use, and 58 earned hours or permission of
303 Human Resource Management (3)
Introduction to concepts, issues, and practices
of modern human resource management and their impact on organizational effectiveness.
Students develop a critical appreciation of the role human resource management
plays in the dynamic environment in which organizations operate. Topics covered
include human resource planning, recruitment, selection, training and career development,
performance appraisal, compensation and benefits, employee and labor relations,
and employee rights.
304 Cross Cultural Management (3)
This course is designed to familiarize students
with the major concepts used in managing people in diverse environments, both
internationally and domestically. In addition to learning about a variety of cultures,
students can become more adept at thinking about issues from multiple perspectives.
Prerequisite(s): MGT 291, MGT 303.
MPT 311 Project Management (3)
Focuses on the fundamental aspects of managing
complex projects, the central role of project management in organizations, the
project life cycle, and techniques for project planning, scheduling and controlling
using situations from technical disciplines. Cross-listed with EGM 311. Prerequisite:
STA 368, DSC 205 or equivalent.
330 Professional Practice (0)
Students participating in an internship program
register for this course during the semester they are on work assignment. Prerequisite:
permission of departmental internship coordinator.
381 Managerial Communication and Consulting (3)
Focuses on important communication
and consulting skills. Topics include but are not limited to: Professional presentation
skills, listening, interpersonal relationships at work, group facilitation, and
consulting skills. Prerequisite: COM 135 and MGT 291.
MPT 402/502 Employment Law (3)
Examines the growing body of law that governs
the employment relationship. Students learn the rights and responsibilities of
employers and employees by reading and discussing judicial decisions. Aims at
improving students' ability to analyze legal questions and to identify the
applications of the law for the practice of human resource management. Prerequisite:
MGT 303 or permission of instructor.
404/504 Compensation Management (3)
Explores design and evaluation of compensation
programs that attract, retain, and motivate competent employees. Particular emphasis
on job evaluation, performance appraisal, incentive wage systems, supplementary
benefits, and international compensation. Prerequisite: MGT 303 or permission
405/505 Labor Relations and Conflict Management (3)
Examines collective bargaining,
employee involvement, organizational dispute resolution systems, and other means
of ensuring participation and fair treatment in the workplace. Emphasis is given
to understanding and practicing techniques for managing workplace conflicts, including
mediation, negotiation, and arbitration. Prerequisite: MGT 303 or permission of
406/506 Staffing Organizations (3)
Presents complexities, challenges, and trade-offs
associated with staffing decisions in organizations. Integrates theory with tools
and methods, enabling effective translation of theory into practice. Major portion
of the course devoted to applying ethical, legal, and psychological perspectives
to contemporary staffing issues (e.g., recruiting, interviewing, selecting, evaluating,
and terminating employees). Prerequisite: MGT 303 or permission of instructor.
MPT 414 Motivation and Work (3)
In-depth examination of concepts, principles,
and theories of motivation and their relationship to work behavior and work contexts.
Historical and current perspectives are explored, emphasizing integration and
application. Prerequisite: MGT 291.
MPT 415 Leadership and Learning (3)
Investigates current leadership thinking
and behavior in formal organizations as well as its relationship to power and
decision-making in those settings. Emphasis on exploring theory, research, and
applications of leadership in order to develop personal guidelines for exercising
leadership in organizations. Impact of power and dependence of both leaders and
followers is investigated as well as the particular relationship of leadership
to decision-making in organizations. Prerequisite: MGT 291.
432/532 Purchasing and Materials Management (3)
Studies relating to materials
management. Emphasis on negotiating, purchasing, receiving, storing and inventory
control, value analysis, procurement information systems, and specialized problems
in institutional procurement. Prerequisite: MGT 302 or permission of instructor.
Offered first semester only.
451/551 Operations Planning and Scheduling (3)
Problems and solution methodologies
associated with planning and scheduling of operations in a production or service
environment. Prerequisite: MGT 302 or equivalent or permission of instructor.
Graduate credit not available for Farmer Business School students. Offered first
MPT 453/553 Productivity Improvement (3)
Study of techniques used to improve
productivity of organizational resources. Topics include employee involvement,
total quality management, group technology, cellular manufacturing, supplier development,
and preventive maintenance. Prerequisite: MGT 302 or equivalent or permission
of instructor. Offered first semester only.
457/557 Integrated Production/Operations Management Topics (3)
various elements of operations management curriculum. As a Capstone course, casework
and integrative projects are used to provide a decision-making framework. Prerequisite:
MGT 451/551, 453/553; or permission of instructor. Offered second semester only.
463/563 Employee Benefits (3)
Provides a description of pension, group life
and health, individual retirement, and other benefit plans. Discusses importance
of these plans to achieving business and societal goals. Cross-listed with FIN 463/563. Prerequisite: FIN 301 or permission of instructor.
474 Human Capital Metrics (3)
Students will learn how to measure various aspects
of an organization's human capital using a variety of tools enabling them
to quantify the effect of human capital on organizational performance. Prerequisites:
MGT 291, MGT 303 and senior standing
475 Organizational Change Management (3)
Final course for organizational behavior
majors. Offers in-depth study of behavioral topics critical for success of contemporary
organizations, including organizational theory, organizational design, organizational
change and development, organizational culture, job stress, organizational conflict,
and group dynamics. Extensive in-depth readings into selected topics and a major
project form the basis of the course. Prerequisite(s): MGT 291, MGT 303 and senior
490/590 Contemporary Issues (1-3; maximum 9)
Issues oriented seminar for seniors
or graduate students; focuses on a significant contemporary topic in the management
field. Prerequisite: senior or graduate standing and permission of instructor.
MPC 495 Strategic Management (3)
Provides opportunity for students, at or near
the conclusion of their undergraduate business curriculum, to integrate the concepts
learned in the core courses and to bring together various disciplines to bear
on the strategic issues facing any organization. Business problems are examined
that simultaneously involve several functional areas, employ analysis methodologies
from a variety of courses in marketing, organizational behavior, finance, accounting,
statistics, law, operations and economics, and involve consequences that effect
the entire organization. Prerequisite(s): FIN 301, 342, MGT 291, 302, MKT 291,
senior standing, or permission of instructor.
498/598 Supply Chain Management (3)
Provides students with broad understanding
of supply chain management. Covers primary activities required to manage supply
chains effectively, how members of the supply chain are horizontally integrated,
and processes for assessing performance and impact of supply chain management
activities. Focuses on relationships between supply chain entities and behavioral
issues that influence management of those issues. Students learn integrative tools
for analyzing and evaluating alternative courses of action regarding supply chain
management activities and functions. Prerequisites: MGT/MKT 305, MGT 432, MKT 431. Cross-listed with MKT 498/598.
601 MBA Operations Management Module (1)
Introduces the MBA student to concepts
and decisions within operations, as well as the implications operations decisions
have for other aspects of the organization. Examines the role resources and processes
play in the formation of value, and value creation's impact on profitability.
602 MBA Organizational Behavior Module (1)
Introduces the MBA student to concepts,
theory, and decisions within organizational behavior. Topics included in the course
include individual differences, leadership, motivation, organizational issues,
and groups in work settings.
603 MBA Human Resource Management Module (1)
Introduces the MBA student to human
resource management theory, concepts. Examines human resource management from
its strategic implications and implications for the manager with regard to staffing,
training, performance management, compensation, and international implications.
604 MBA Project Management Module (1)
Introduces the MBA student to project
management theory and practice. Examines the decisions affecting project outcomes
and the tools and techniques utilized to make those decisions.
615 Seminar in Managerial Skills (3)
Concerned with development of skills essential
for effective exercise of management. Skills include, but not limited to the following:
negotiation, conference leadership, decision-making, oral and written presentations,
interpersonal skills, power, and persuasion.
617 Seminar In Organizational Behavior (3)
Major contemporary theories, research,
and applications in organizational behavior are examined, including such topics
as motivation, reward systems, social influence, leadership, group behavior, job
design, and behavior measurement. Emphasis on development of a conceptual framework
for analysis of behavioral systems.
620 Process Improvement Team Workshop (1)
Introduces fundamental tools and
practices that help team members improve problem solving and work processes in
quality teams, re-engineering teams, or other project team settings. Framework
used is a quality improvement model that allows team processes and tools to be
learned in a context that simulates a real business environment.
627 Production/Operations Management Foundations (3)
Broad study of production
system that is part of all manufacturing and service organizations. Examines,
in a variety of organizational settings, the process design, facilities deployment,
materials management, and quality control problems and opportunities related to
creation of goods and services.
631 Strategic Management (3)
Capstone course examining process, structure, and
context of strategic management. Emphasis is placed on developing a strategic
perspective by integrating knowledge from various functional areas in the M.B.A.
program. To be taken during the last term of student's program.
654 Human Resource Management (3)
Views human resource management from perspective
of the general manager. Managers, regardless of functional area or specialization,
are frequently involved in recruiting, selecting, training, appraising performance,
compensating, motivating and disciplining employees they supervise. All of these
activities are shown to affect firm performance.
655 Studies in Operations Planning and Scheduling (3)
Overview of classical
planning and scheduling models as well as integrating concepts that evolved from
the Theory of Constraints. Effect-Cause-Effect and evaporating clouds are used
as decision-making techniques.
658 Negotiation and Conflict Management (1)
Provides M.B.A. students with negotiation
and conflict management theory. Through exercises students gain experience in
resolving a variety of conflicts through negotiation. Negotiation situations covered
will build from single party, single issues one-time interactions to multi-party,
multi-issue, continuing relationships. Students become skilled in dispute resolution
systems and learn to design such systems for use in their work lives.
667 Strategic Management (3)
This capstone course focuses on complex strategic
questions facing 21st century managers. Students are required to integrate both
M.B.A. core course material and strategic management concepts as they debate solutions
to these questions. Important emerging themes and issues are discussed.
681 Special Studies in Management (1-3; maximum 6)
Intensive reading or research
in a selected field of advanced management. Prerequisite: graduate standing and
permission of instructor.
700 Thesis (3-6)
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