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MG 6043 Innovation Management in Money, Banking and Financial Markets 3 Credits
This is an intensive course that examines the critical management issues of the management of financial institutions. The principal focus of the course is on interplay between the economic and technological developments in the management of modern financial institutions.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6073 Marketing 3 Credits
This course covers marketing concepts, processes and institutions. Topics: Positioning, segmentation and product-life cycles. Integration of marketing with new product planning, design and development. Strategies for technology-based products, services and processes. Market research, consumer behavior, advertising, promotion and sales. The special character of governmental and international markets.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6083 Economics 3 Credits
The course examines the fundamentals of microeconomics needed by managers. Topics: Demand theory (theory of the consumer) including models of demand, demand elasticities and demand forecasting. Supply theory (theory of the firm) including diminishing returns, profit-maximizing production levels, labor/capital tradeoffs, and long-run vs. short-run issues. Market structures and how they affect optimal production and profit levels. Positive and negative externalities and government intervention including regulation, tariffs and subsidies. Selected applied topics. All topics are presented with examples that emphasize managerial applications.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6093 Accounting and Finance 3 Credits
The course covers elements of accounting and finance of importance to managers. Topics: Analysis of principles and practices of the finance function. Financing methods for internal and external ventures and innovations; capital budgeting; R&D portfolio analysis. Contrast of strategic perspectives emphasizing innovation and development with those emphasizing short-term return and investment.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6103 Management Science 3 Credits
This course introduces major concepts and methods associated with Management Science, which deals with the application of quantitative modeling and analysis to management problems. Students learn to employ important analytical tools, to determine the assumptions used, and to recognize the limitations of such methods. The course discusses methods of linear and nonlinear programming, queuing, decision analysis, simulations and game theory. The course also introduces modeling with spreadsheets.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6113 Career Management 3 Credits
This course integrates theory, research and practice pertaining to careers in organizations, particularly as they change through the life span. It examines careers from the perspectives of both the individual and the organization, including topics such as career-stage models, organizational entry, early career development, mid-career transition, career change and career issues for women. The course develops greater understanding and insight into one’s own career growth and development through the use of career-assessment techniques and standardized instruments for self-evaluation.
Corequisite(s): MG 6013 or instructor’s permission.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6123 Human Resource Management 3 Credits
This course introduces the broad range of human resource functions and their organizational role. It addresses issues in managing people that have an impact not only on HR professionals but also on line managers. The course is divided into four modules: (1) an overview of HRM from a strategic perspective; (2) the management of human resources, including recruitment and selection, performance management, compensation and benefits, training and career support; (3) human resource challenges, including diversity, procedural justice and ethics, collective bargaining and managing change and innovation; and (4) professional roles in HRM.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6133 Labor Relations 3 Credits
This course introduces labor relations from various perspectives in both union and nonunion organizations. Topics include labor movement history; the current state of the labor movement; labor statistics; labor laws and practices; union organizing; negotiating; economics and labor unions; contract administration; achieving cooperation; grievances; labor and employment arbitration; employee discipline; engineering and professional unions, public sector unions; global aspects; and the future for unions.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6143 Conflict Management 3 Credits
This course investigates the nature and meaning of conflict in professional and technical organizations and in society. It analyzes the design of conflict avoidance and mitigation programs. Alternative dispute resolution modalities are presented and demonstrated. Students learn strategies to build successful relationships on an ongoing basis, and how to build skills around collaborative conflict resolution.
Corequisite(s): MG 6013 or instructor’s permission.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6153 Leadership and Team Development 3 Credits
This course focuses on the essential role of multifaceted leadership in diverse organizational settings, especially those utilizing technology. Students learn the nature of leadership and its relationship to team development and organizational effectiveness. The course broadly surveys theory and research on leadership and teams in organizations. Students learn a hands-on approach involving experiential learning and case analyses. Working in teams, students are required to participate actively.
Corequisite(s): MG 6013 or instructor’s permission.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6163 Job and Workplace Design 3 Credits
This course examines theory, research and applications of job and workplace design. Presented from an interdisciplinary perspective, the course shows how job design influences attitudes and work behavior within organizations. Students learn diagnostic tools for measuring and evaluating jobs and the psycho-social aspects of the workplace environment, as well as the principles of work redesign. Topics include the influences on work design by innovations in information technology, modern manufacturing, virtual work arrangements and open office systems; design and support of effective work teams; reengineering and total quality management; and privacy and communication in the workplace.
Corequisite(s): MG 6013 or instructor’s permission.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6173 Performance Management and Reward Systems 3 Credits
Students learn to create performance-appraisal systems that include theoretical and applied issues. Topics include coaching and feedback; team settings; multi-source feedback and selfratings; executive performance; and improving evaluations. The course examines the role of compensation, benefits and other rewards in attracting, retaining and motivating employees, including technical and professional personnel.
Corequisite(s): MG 6123 or instructor’s permission.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6181 Talent Management 1.5 Credits
In this survey course, students gain a knowledge and understanding of the strategies and range of processes, methods and tools that organizations use in effective Talent Management programs. The focus is on developing and managing leadership talent and on Talent Management practices for general management, professional, technical and other positions. Topics include identifying and competing for critical talent pools; alignment and integration of HR practices; recruiting and employment branding; identifying, selecting, developing, reviewing and managing leadership talent; retention and recognition strategies; and career paths and career planning.
Corequisite(s): MG 6123 or instructor’s permission.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6191 Coaching in Organizations 1.5 Credits
This course focuses on the role of coaching in organizations as part of a talent-management program to develop human resources. Students gain an understanding of the definition, theoretical basis, functions and models of coaching. Topics: How coaching is linked to the adult development lifecycle and the range of contexts in which it is applied. How coaching is used in leadership development as well as performance management, the multicultural aspects of coaching and the access minorities have to coaching. The course provides a familiarity with different coaching tools and instruments as well as how leading organizations use coaching in their talent management programs. Issues related to certification as a coach are addressed.
Corequisite(s): MG 6013 or instructor’s permission.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6201 Consulting in Organizations 1.5 Credits
This course provides a practical orientation to consulting in organizations within an academic framework. The course prepares students from a variety of disciplines for roles as internal and external consultants by building knowledge and skills to successfully take a client and project from entry through termination and evaluation. Each student is required to take a project from conception to presentation. This project gives students an in-depth understanding of the details and issues that consultants need to address.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6211 Outsourcing: A Human Capital Strategy 1.5 Credits
This comprehensive course prepares students from a variety of disciplines with the knowledge and skills necessary for a “make or buy” decision when considering outsourcing human capital. Topics include strategic implications, financial aspects, project management, internal consulting, metrics, legal considerations, development of an effective template RFP (request for proposal), internal communication details, and management of the vendor/provider relationship.
Corequisite(s): MG 6123 or instructor’s permission.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6223 Staffing Organizations 3 Credits
This course examines the design and management of successful staffing practices used to build, deploy and retain a quality workforce to achieve organizational effectiveness and individual job satisfaction. Topics include staffing strategy; human-resource planning and workforce diversity; job analysis; recruitment; hiring methods; the reliability and validity of employee-assessment methods; and retention management. The course reviews psychological theories of personnel assessment and integrates legal issues pertaining to staffing practices.
Corequisite(s): MG 6123 or instructor’s permission.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6233 Training in Organizations 3 Credits
This overview of numerous forms of training and related learning activities found in the modern workplace includes management development, technical training, career planning and mentoring. The course focuses on training as both an asset to the organization and a necessity for delivering goods or services that customers value. Topics include needs analysis, preparation of employees for jobs, training program design, traditional training methods, computer-based methods, development, implementation and evaluation of training, targeting various groups with special training needs, and management development.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6243 Organization Development 3 Credits
This course surveys theory, research and applications related to the process of managing planned change in organizations. Organization development (OD) encompasses a variety of interventions and techniques, including strategic management sessions, team building, organizational climate studies, career development and job enrichment. The course addresses the practical application of group, inter-group and individual changes; planned structural revisions in formal organizations; and the dynamics of organizational change processes. Experiential techniques are emphasized.
Corequisite(s): MG 6013 or instructor’s permission.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6253 Seminar in Organization and Career Change 3 Credits
This course explores organizational restructuring, including downsizing, reengineering, delayering, mergers and acquisitions, and focuses on the impact of such change on professional and managerial careers. The course emphasizes current organizational and individual management practices in coping with rapid structural, cultural and technological change in the work environment. Experts from the private and public sectors and from consulting firms address these management practices.
Corequisite(s): MG 6013 or instructor’s permission.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6263 Human Resource Information Systems 3 Credits
This course introduces the design, selection, implementation, enhancement and operation of human- resource information systems (HRIS), a computer-based tool that allows the efficient entry and updating of employee-related information. The focus is on the design and use of HRIS to facilitate the objectives of HR functions and of the organization. Students participate in a “hands-on” experience with the design of prototype simulations and database programming systems used to solve common HR problems and efficiently manage employee information.
Corequisite(s): MG 6123 or instructor’s permission.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6271 Managing Human Resource Technology in Organizations 1.5 Credits
This course examines factors critical to the effective organizational adoption and use of technology in human-resource applications. Topics include project management; HR data and process standardization; organizational governance; the unique security requirements of HR data; metrics; and HR process and technology outsourcing. By understanding these issues and how organizations can address them, students improve their ability to plan and to implement effectively HR process reengineering and HR technology.
Corequisite(s): MG 6123 or instructor’s permission.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6283 Web-Based Human Resource Management 3 Credits
This course surveys the effective use and application of Internet and Intranet technologies for HR functions. Topics include employee self-service and online recruiting as well as software that handles peer reviews, applicant tracking, performance management, succession planning and benefits administration. Issues include best practices in using Web technology for HRM; creating websites to achieve organizational goals; determining HR information to include in an organization website; impact of Web technology on organization design; evaluating privacy and security issues; and developing a vision and a plan for utilizing Web technology in HRM.
Corequisite(s): MG 6123 or instructor’s permission.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6293 Managing Technical Professionals 3 Credits
This course provides a survey of research and practice focusing on the effective management of technical professionals, who have come to represent a significant segment of the labor force. The success of organizations today is largely a result of the knowledge and skills applied by their technical professional employees. The effective management of such a work force has been one of the most critical problems faced by organizations that depend on their contributions. This course closely examines research and case studies that examine various management techniques to improve the utilization, development and motivation of technical professionals for achieving high levels of performance, innovation and creativity.
Prerequisite(s): MG 6013 or instructor’s permission.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6303 Operations Management 3 Credits
This course covers analytical techniques to design and operate production and service systems, including facility layouts and locations, capacity planning, job sequencing, inventory control and quality control. Topics include introductory linear programming and other formal methods, and case studies and computer usage.
Also listed under: MN 6303 .
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6313 Organization Theory and Design 3 Credits
Introduction to theories of organizations including structure, design and culture. Provides an understanding of how organizations work and their interrelationship with the external environment. Examines the process by which managers select and manage aspects of structure and culture to achieve organizational goals. Topics include characteristics of bureaucracy, adhocracy, sub-optimization, human dynamics and informal systems; influence and control systems; management of technology; and planned change. Examination of organizations through research and case studies.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6321 Global Human Resource Management 1.5 Credits
This course is an overview of human-resource management practices in today’s global work environment. Topics include international/ socio-cultural diversity; key characteristics of select countries’ international business behavior; international strategic alliances; identification, recruiting and selection of international personnel; training and development of expatriates and home-country nationals; evaluation and coaching of employees in international organizations; intercultural skills acquisition for the line manager and human resources professional; team-development strategies; and design of practical language learning tools for the HR professional and the line manager.
Corequisite(s): MG 6123 or instructor’s permission.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6333 Research Methods 3 Credits
This course introduces theories and techniques related to research methods applied to organizations. It also provides an understanding of why and how organizational research is carried out. The focus is on analyzing organizational problems and using research as a problem-solving tool. Topics include problem definition, theoretical framework, hypothesis development, research design, experimental designs, measurement, data-collection methods, sampling strategies and preparing research proposals. Students develop a research proposal they apply to a problem of interest.
Prerequisite(s): MG 5050 or undergraduate statistics course.
Note: Distance learning available.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6343 Human Capital Engineering & Analytics 3 Credits
This course examines and applies the valuation and management of intangible assets in designing and managing post-industrial organizations. As organizations increasingly rely on technology to produce value, these technological solutions require interactions with other forms of value creation like Human Capital Management, Intellectual Property development and Organization Culture. The first part of the course focuses on human capital engineering using an interdisciplinary approach, drawing on diverse fields including industrial-organizational psychology, industrial engineering, economics and artificial intelligence to create a holistic view of how work in its various forms creates value. The second part of the course addresses workforce analytics, providing the student with a knowledge and understanding of current best practices, issues, and decision points in building an effective human capital analytic program. This part of the course will also focus on data structure and design to enable automation and predictive modeling and will place an emphasis on technology-enabled reporting.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6353 Quality Management 3 Credits
Companies have found that focusing on quality and overall customer satisfaction as a primary objective of manufacturing and service operations is a proven competitive weapon. This course examines the concepts and methods to building quality into the management process. Total quality management (TQM) and similar approaches are covered through readings, case studies and examples.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6361 Managing Business Process Reengineering 1.5 Credits
Explores the organization effectiveness issues associated with large scale change through Process Reengineering, Toyota Production System (TPS), and Six Sigma programs. The course develops a thorough understanding of how processes can be designed, measured and maintained to optimize customer value creating performance. Techniques for defining performance requirements and managing process improvement on a large or small scale will be explored.
Prerequisite(s): MG 5050 or its equivalent
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6393 Managing Knowledge-Based Enterprises 3 Credits
This course addresses the organizational and management issues surrounding the emergence of knowledge as a key factor in the competitive advantage of an organization. The focus of the first part of this course is on knowledge as a manageable asset and how and why organizations use, or, do not use what they know. New technologies for handling information and knowledge are examined. Students “create” knowledge by researching knowledge-based organizations as well as via other approaches. The second part of the course addresses how knowledge management techniques can improve business performance, as well as strengthen management and leadership capabilities. The application of individual and team based strategies for augmenting human capital performance are examined in the context of knowledge management. Classic cases of leadership knowledge excellence in applying intelligent human capital acquisition and deployment are provided.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6463 Supply Chain Management 3 Credits
This course introduces supply-chain management and covers its qualitative and quantitative aspects. The underlying objective is to: (1) introduce students to the standard business concepts (and associated terminology) involved in the retailing and supply-chain management; (2) develop skills in understanding and analyzing retailing, marketing, logistics, operations, channel management and allied issues and the interactions between them; and (3) examine and discuss the important role played by technology and integration at various points in the supply chain.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6503 Management of Information Technology and Information Systems 3 Credits
This course is for managers who need to understand the role and potential contribution of information technologies in organizations. The course focuses on different information technologies and their applications in managing business-critical data, information and knowledge. The course concentrates on the current state of IT in organizations; challenges and strategic use of IT; IT infrastructure and architecture; building, implementing and managing IT applications; and emerging issues such as intelligent systems, business-process re-engineering, knowledge management and group support systems.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6523 Telecommunications Policy 3 Credits
This course looks at relationships among the development of the telecommunications industry and national growth and examines the development of telecommunications policy issues as well as policy-making organizations. The course analyzes the major issues that affect the telecommunications industry and commerce and society. The options and opportunities afforded by recent regulatory and policy issues are examined.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6543 Economics for Information Sectors 3 Credits
This course in applied competitive strategy draws upon recent experiences associated with the impact of information technology upon diverse industries. Students master a basic understanding of the economic and competitive implications of information technology. Students gain competence in analysis by understanding how the availability of information (through technology or otherwise) affects the basic strategic options available, and how firms and industries are likely to be affected. Students are introduced to the often poorly-structured process of evaluating the economics of potential systems innovations. Students then can participate in strategic-systems planning from a managerial point of view.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6553 Telecommunications Management I 3 Credits
This course introduces the fundamentals of modern telecommunications and networking for current and future managers. Topics include basic concepts such as components of data communication, data transmission, Open System Interconnection (OSI), TCP/IP and other models, data link and network layers and local area networks (LANs). The course expands technical knowledge and discusses related managerial issues.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6563 Telecommunications Management II 3 Credits
This course explores advanced issues and trends in modern enterprise networking. The course also examines the implications of suchdevelopments in the business environment and the infrastructural needs of organizations and clusters of organizations; reviews ramifications of the TCP/IP revolution leading to commercialization of the Internet/World Wide Web; discusses the network infrastructure required to implement Intranets/ Extranets, electronic commerce and interorganizational business communication and collaboration generally; evaluates emerging technologies (such as electronic payment systems, corporate digital libraries, push technology, multicasting, firewalls and digital signatures); and deals with the implications of Internetworking, such as digital cities, smart buildings, distance learning, telecommuting and teleconferencing.
Prerequisite(s): MG 6553 .
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6603 Management of New and Emerging Technologies 3 Credits
This course surveys and explores the business implications of selected new and emerging technologies with the potential to change business practices and create new industries. Technologies discussed include new Internet architectures, Wikis, Open Source, security issues, new Web services, social networking and Web 2.0. This course is for the manager who is interested in staying current with, and learning about, new technologies for use in business. No specific engineering background is required. A variety of reference texts, journals, case studies and websites is used.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6643 Management and the Legal System 3 Credits
This course discusses the impact of the legal system on corporate strategy, managerial decisions and planning processes. Issues covered include protection of intellectual and technological properties; consumer, contract and commercial laws; employer liability; negligence and risk-management from legal and corporate viewpoints; and constitutional and regulatory aspects of conducting business.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6703 Operations Management for knowledge-Based Enterprises 3 Credits
This course focuses on developing a deeper understanding of the role that operations management plays in determining business strategy and in developing competitive advantage. The primary emphasis is on developing and effectively managing operations in knowledge- intensive enterprises. Students discuss the operational design and managerial implications when the emphasis of the operations group is more on knowledge management than on managing production and facilities; managing the effective integration of technology, people and operating systems; understanding the complexities and challenges of operations management; meeting the challenges of developing and managing supply-chain networks; and understanding the critical role of technology in developing an organization’s operational capabilities.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6753 The Media and Entertainment Sector: Structure, Organization and Management 3 Credits
This course introduces the various industries that compose the media sector and outlines the major issues confronting these industries as they grapple with incorporating digital-based and mobile innovations into their businesses. Discussions cover the structure of industries within the sector and how managers are recalibrating their business models and redesigning their organizations to compete in the current media and entertainment sector. Other issues covered include the new media industry as a catalyst for change; the transformation of traditional content-intensive industries, such as the motion picture business, the book publishing business, the newspaper business and the music industry; and the newly defined role of users and customers. Participants read case studies and articles and access other relevant materials in electronic and print format. Emphasis is on interactive discussions in class and on projects developed by individual participants and teams of participants.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6763 Managing Emerging Technologies in the Media and Entertainment Sector 3 Credits
This course focuses on selected emerging technologies that are changing the nature of competition in the media sector. The dynamic relationships involving changing technology, business processes and management response are viewed in light of new digital platforms and applications, standards development, as well as legal and legislative initiatives. Topics include intellectual property rights and digital rights management; content-on-demand; and the management, archiving and preservation of digital content.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6773 Advanced Trends in Innovation and Technology in the Media and Entertainment Sector 3 Credits
This course explores important trends and issues with a significant impact on managing technological innovation in the media sector. The course covers a range of topics, which may vary year to year and which serve as a culmination of the ideas and issues discussed in the MOTIME track. Participants develop projects that reflect their interests in particular aspects of the sector. Examples are redefinition of the notion of convergence; the intersection of design, content and technology; and the globalization of the media industry.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6903 Managerial Decision Making for Information-Intensive Businesses 3 Credits
This course introduces managerial decision making and strategies, emphasizing information- intensive businesses and the fastchanging environment in which they compete. This course explores such issues as competing in both the digital and physical spaces, technology as an enabler of change, the role of the professional manager and managing in an increasingly globalized environment.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 6933 Information Technologies, Systems and Management in Organizations 3 Credits
This course is for managers who need to understand the role and potential contribution of information technology (IT) within organizations. The focus is on information technology and its business applications. The course concentrates on the current state of IT in organizations; challenges and strategic use of IT; IT infrastructure and architecture; the technical foundation of IT; building and implementing organization information systems; and emerging issues in IT, such as intelligent systems, business process re-engineering, knowledge management and group support systems. Course format is interactive with concept presentation followed by open discussion of real-world applications of IT and business cases.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7173 Enterprise Data Systems 3 Credits
The course addresses modern issues of large-scale information and knowledge management through the design, development and implementation of different kinds of database technologies. The course introduces and elaborates data modeling through relational models, SQL applications, database architecture, different types of database-management systems, and data integrity and administration. The course introduces emerging database technologies, such as distributed Internet-based databases, distributed client/server databases, multidimensional databases, groupware, data warehousing, and data mining for decision support.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7183 Strategy for the Modern Enterprise 3 Credits
This course provides an overview of strategic decision making for the modern enterprise. It introduces general management perspectives of strategy, competitive strategy, emerging analytical characteristics of strategy, and current innovation and global dimensions of strategy. The course concludes with an integrative approach for strategic decision making. Such an approach is geared to a business environment that is increasingly fast-paced, complex, knowledge-intensive, global and changing continuously.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7203 Intercultural Dimensions of Global Management 3 Credits
This course focuses on the critical intercultural dimensions of global management. Topics covered include identifying key culturerelated factors essential for effective global management, communicating across differentcultures, building effective trans-cultural organizations, developing capable cross-culture managers and leveraging cultural diversity.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7503 Electronic Business Management 3 Credits
This course investigates the management implications of electronic business. Topics include: (1) accelerated new product development; (2) impact of technology on the value chain: the changing role of intermediaries; (3) electronic commerce: business models and strategies for survival of general lifestyle; (4) implications of “being wired”; and (5) business applications involving collaborative communication, computation and teamwork. The course material is dynamic and Internet-based, reflecting the nature of change in electronic commerce and the IT industry, and the potential implications of electronic business for managers. Students work on a project that requires following developments in the business and IT press, interviewing managers and product developers and simultaneously testing and discussing current developments in the e-commerce market space. Classes use the case method, and a high level of class participation is expected.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7653 The Retailing Industry: Structure, Organization and Management 3 Credits
This course introduces the emerging structure of the modern retailing industry and effective retailing management. Students investigate how key firms in the modern retailing sector are managed and how pacesetting firms are organized and structured at both the strategic and operational levels. The course covers physical and internet-based retailing.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7663 Managing Technological Innovation and Emerging Technologies in the Retailing Industry 3 Credits
This course introduces technological innovation and emerging technologies in retailing. The focal point is the effective management of technological innovation in modern retailing. Also discussed are the role of technology platforms and applications, technology development and use, and the relationships between technologies and business processes.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7671 Global Retailing and Supply Chain Management 1.5 Credits
This course focuses on current theory and practice in global retailing and supply-chain management and the link between globalization and supply-chain management. The course examines the flow and transformation of goods from the raw-material stage to the end user. Another focus is the globalization of retailing, which has triggered a range of supply-chain innovations.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7693 Managerial Analytics 3 Credits
This course focuses on the use of “analytics” —a fast-growing element in modern management— for achieving more effective operations and heightened competitive advantage. The course provides a managerial overview of current deployment of a diverse range of analytics— internally-oriented and externallyoriented. The course also identifies the impact of analytics on a firm’s performance and explores their strengths and weaknesses. The course presents best practices of analytics from a range of industries, including retailing, hospitality, financial services, consulting, healthcare and logistics.
Pre/Co-requisites: MG 6083 and MG 6093 .
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7703 Entrepreneurship 3 Credits
This course focuses on entrepreneurship and venture creation as key engines for wealth creation and successful business strategy in the modern, innovation-intensive, high-tech economy. The course deals with key issues such as: (1) assessing attractiveness of opportunities; (2) launching a new venture; (3) nurturing, growing and entrepreneurial venture; (4) obtaining the necessary financial, human and technology resources; (5) managing the transition from a small entrepreneurial firm to a large, sustainable, professionally managed but still entrepreneurial corporation; and (6) being an entrepreneur and promoting entrepreneurship in a large corporation.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7713 The Bio-Pharma Sectors: Structure, Organization and Management 3 Credits
This course introduces effective management in the modern bio-Pharma sectors. Students investigate how key bio-Pharma firms are organized and managed at both the strategic and operational levels. Particular attention is paid to various forms of technology and innovation management in the bio-Pharma arena.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7723 Managing Technological Innovation and Emerging Technologies in the Bio-Pharma Sectors 3 Credits
urse explores the two major routes for discovery and manufacturing: the “chemical” route and the “biological” route. Students receive a blend of conceptual overviews, essential technical and scientific basics, competitive, and the regulatory and management implications of the developments, cases and industry examples that are studied.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7733 Services Innovation 3 Credits
This course deals with services innovation. Services have eclipsed manufacturing and dominate a modern, advanced economy. According to some estimates, services account for close to 80 percent of U.S. employment. This course examines how value creation occurs in a range of fast-growing services sectors, including retailing, hospitality, financial services, professional services, travel, logistics and healthcare. The course emphasizes that services are diverse, and distinguishes explicitly between traditional and high-value services. This course focuses especially on high-value services. A key objective of this course is introducing best practices for nurturing modern services innovation.
Prerequisite(s): Graduate Standing
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MG 7743 Advanced Trends in Technology Management and Innovation 3 Credits
This course explores several emerging trends in the technology management and innovation arena in the past decade. These trends include the advent of digital-based innovation in the late 1990s, which has affected profoundly how many firms conduct business; the effect of the crash of the NASDAQ in March 2000 and the September 11 attack that affected corporations, which then had to operate within major economic and creative constraints; the development of the concept of networks as it relates to a firm’s organization and strategy; the development of the wireless technology platform and its effect on technology innovation; and the development of a new innovation paradigm that suggests a relationship between information technology, creativity and business practices. The course emphasizes classroom discussions and team-based and individual projects.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7811 Selected Topics in Networking and Information Technologies 1.5 Credits
This course explores in-depth selected modern networking and information technologies. Specific topics vary year to year. Examples are mobile communications, IP telephony, enterprise data systems. The course builds on previous TIM courses. Students receive a solid technology grounding in a learning context that also emphasizes how these selected technologies affect markets, industries, providers, integrators and users. The course’s technical content is supplemented by case examples and guest speakers.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7841 Negotiation in Technology Intensive Sectors 1.5 Credits
Negotiation is the art and science of creating good agreements. This course covers the science of negotiation by discussing and applying theories of negotiation. The art of negotiation is learned by practice. Students develop the art by negotiating with each other in realistic cases. A wide variety of negotiation applications is covered, including one-time and repeated negotiation, single and multi-issue negotiations, and two-party and multiparty bargaining. The class emphasizes negotiations in technology-intensive environments. This class is taught using the case method. Many examples are cases that students negotiate with each other. Students’ grades are based on their performance in these negotiations and on class participation.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7851 Leadership 1.5 Credits
Leaders set a vision, communicate it well and influence and inspire others to achieve their vision. However, leaders face many challenges in effectively meeting these objectives and can be aided or handicapped by effective and ineffective methods. This course develops the student’s leadership approach by analyzing individual styles, understanding their impact and then enabling each student to create the right leadership style. This course addresses fundamental leadership issues and frameworks, drawing on current organizational research, but most of all it provides students with ways of getting insights on their own leadership style. The course emphasizes hands-on experience and focuses on experiential learning. Course objectives include assessing leadership styles; developing leadership skills; and understanding the role of leadership coaching in managing teams.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7861 High-technology Entrepreneurship 1.5 Credits
This course focuses on entrepreneurship as a critical engine for wealth creation in the high-technology, innovation-intensive economy. It covers such key issues as: (1) assessing attractiveness of opportunities; (2) launching a new venture; (3) obtaining the necessary financial, human and technology resources; (4) managing the transition from a small entrepreneurial firm to a large, sustainable professionally managed but still entrepreneurial corporation; and (5) being an entrepreneur and promoting entrepreneurship in a large corporation.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7871 Intellectual Property for Technology and Information Managers 1.5 Credits
This course focuses on the role of intellectual property (e.g., patents, trade secrets, copyrights and trademarks) as a major element in modern technology and information strategy. Relevant concepts and case studies are used, with examples representing classical and digital innovations.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7873 Managing Intellectual Property and Intellectual Capital 3 Credits
Intellectual property and intellectual capital constitute major strategic and financial assets of a modern business and can be employed to protect existing products, services and business methods and to accelerate development of new products, services and business methods. Firms can leverage intellectual property and intellectual capital to enhance their competitiveness, value and profitability. This approach is true in the physical world and in the online world of the Internet and e-business (where traditional principles of Intellectual Property Rights are often stretched and may need reinterpretation and even modification). Intellectual property is becoming increasingly complex as emerging digital technologies advance. This course is a broad and full survey of the main areas and issues associated with managing intellectual property and intellectual capital. The course concludes by examining how firms can best manage their intellectual capital.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7881 Modern Supply Chain Management: Integration Through Technology 1.5 Credits
This course introduces the role of information technology in supply-chain management. Both qualitative and quantitative aspects of supply chain management are covered. Students discuss and analyze articles pertaining to leading-edge research and management thought. The underlying objective is to prepare participants to develop useful skills for analyzing technology, marketing, logistics, operations and broader channel management issues. Classes use the case method. A high level of class interaction is expected.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7883 Information Security and Privacy: Systems 3 Credits
This course centers on management issues in information security and privacy in systems planning and development. Students learn to take a risk-based approach to integrating security into the planning and development of information systems at organization and enterprise levels. Topics covered: Risk analysis and management; integrating security into system design processes; security policies; legal, ethical, and privacy issues; and security in the software design process.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7891 Special Elective Topics for EMOT and EIM 1.5 Credits
This course covers selected key emerging trends and issues in the MOT and IM domains. The course involves discussion with industry leaders and specialists from business, government and academia. The course includes topical treatment of technologies, markets, business practices, government regulations and the relationships among them.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7953 Global Innovation 3 Credits
This course focuses on global technology-enabled innovation. Topics covered include accessing global sources of innovation, coordination and organization of activities worldwide, new product development globally, the role of revitalized global R&D, growing prominence of IT and e-Business in global innovation and the role of alliances and linkages with customers, suppliers and other third parties.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7963 Modern Financial Institutions and Their Competitive Environment 3 Credits
This course focuses on managing modern financial enterprises, innovation and technology management in these organizations, and the risk-return tradeoff from a financial institution perspective. It deals with the theory and practice of financial institutions by analyzing the regulatory, technological and competitive factors that define the dynamics of this rapidly changing industry. Knowledge in this course is developed primarily with a mix of textbook reading and discussions of concepts in real business contexts through case studies. The objective is to provide technology managers with a firm knowledge of the normative consequences on financial-management decision making to create shareholder value.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7971 Financing for Value Creation 1.5 Credits
This course focuses on creating strategies and financial skills required by managers of entrepreneurial and innovative firms at various stages of evolution: from new, stand-alone entrepreneurial ventures to innovative, technology driven projects of established corporations.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 7983 Managing Technological Innovation and Emerging Technologies in Financial Services 3 Credits
This course, for current and future managers, introduces emerging information technologies and their applications in financial services industries. It covers three major financial services industries: banking, investment and insurance. Students develop a deeper understanding of concepts and analyze real-business context through case studies. The course provides adequate technical knowledge and discusses related managerial issues in depth.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8203 Project Management 3 Credits
This course examines the management of technology-based projects, ranging from individual research and development to large scale and complex technological systems. Topics: Feasibility and risk analyses. Project selection and portfolio optimization. Functional and administrative structures, coordination and scheduling of activities, personnel planning, negotiations and contracts, cost estimation, capital budgeting, cost controls, effective matrix management.
Also listed under:
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8213 Information Security and Privacy for Managers 3 Credits
This course addresses the principles of information security and privacy from a risk management perspective. Students learn why security is important to the enterprise and the potential impacts of security and privacy failures. Attacks will be discussed in terms of the goals of the attackers, their capabilities and the concept and high-level technical aspects of the attack’s operation. Each of the leading security controls is discussed in terms of the kinds of attacks it is meant to thwart, the concept of the defensive operations of both technologies and related processes, and management issues concerning the control.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8253 Project Management for Construction 3 Credits
The course covers topics specific to developing and coordinating large projects, including organizational structures, management functions, pricing and estimating project costs, bidding and contracting, risk allocation, scheduling, time and cost control, labor relations, quality management and project life-cycle activities.
Also listed under:
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8263 Construction Cost Estimating 3 Credits
This course covers estimating and cost control from the viewpoint of contractors and construction engineers; details of estimating with emphasis on labor, materials, equipment and overhead.
Also listed under:
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8273 Contracts and Specifications 3 Credits
This course covers principles of contract law as applied to the construction industry and legal problems in preparing and administering construction contracts.
Also listed under:
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8333 Information Security and Privacy: Operations 3 Credits
This course focuses on management issues related to information security and privacy in operations. Students design security programs and processes that foster strong lifecycle security. Topics addressed include security organization structure, security program models, economics of security, security management of operations, incident response, contingency planning, compliance, security considerations of outsourcing and global operations, and security audits.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8573 Managing Cleantech and Renewable Energy Innovation 3 Credits
This course focuses on the rise of cleantech/ renewable energy (aka sustainability green, etc.) as a possible major locus of Twenty- First-Century innovation. The course deals with the diverse ways innovation is taking pace in the broadly defined cleantech arena. The course covers technology management in several distinct cleantech/renewable technology regimes and varied company venues (e.g. small, medium size and large firms). The encompasses local and global modes of cleantech/renewable energy innovation. The course requires single-firm, multi-firm and “systems” perspectives for understanding with cleantech/renewable energy innovation. The course employs both intellectual and practitioner- oriented orientations. Throughout, this course maintains a primarily managerial perspective. Students are often asked to assume the role of managers charged with the responsibility of designing, supporting and implementing a cleantech/renewable energy innovation strategy. An overarching concern is on discovering ways to improve the effectiveness of cleantech/renewable energy innovation and technology management and, where appropriate, entrepreneurship.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8603 Financial Planning and Control 3 Credits
This course examines the latest and most relevant approaches for modern financial planning and control. Specific examples of best practices are studied. Topics covered include an overview of financial planning and control, operational-level financial planning and control, management reporting, forecasting, the application of technology and analytics, the relationship between strategic planning and operational-level financial planning and control, the challenges of implementation and emerging trends in the financial planning and control area. The course emphasizes trade-offs and balance, e.g., a need for financial planning and control and a desire to also have employee empowerment in modern firms.
Prerequisite(s): MG 6093 .
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8633 Market Research 3 Credits
This course deals with the role of market research in modern firms and with the ways market research can help to make business decisions. The focus is on how market data and information is gathered, analyzed and used. Topics include experimental and questionnaire design, use of various analytical tools, interpretation of findings and development and execution of plans based on market research results. The strengths and drawbacks of various techniques are examined.
Prerequisite(s): MG 6073 .
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8643 New Product Development 3 Credits
The dynamics of technology and the pressures of competition drive enterprises to make their product development and production processes strategically more effective and economically more efficient in time and cost. The course deals with the state of the art in new product activities for services and manufacturing firms and examines in-depth the marketing, technology and manufacturing technology linkages.
Also listed under: MN 8643 .
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8653 Managing Technological Change and Innovation 3 Credits
This course focuses on how to employ a dual perspective to manage technological change and innovation effectively. One perspective is based on individual, group and organizational theory, research and practice. This body of literature, viewpoints and experience provide essential guides to manage successfully the introduction of new technologies. Realizing the full potential of new technologies requires effectively managing change to assure the commitment of all stakeholders. The second perspective is based on innovation theory, research and practice. This body of literature, viewpoints and experience provide key insights to manage effectively the process of innovation and its impact on an enterprise. The course explicitly considers a firm’s need to manage and inspire people so they can communicate and innovate effectively.
Also listed under: MN 8653 .
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8663 Technology Policy 3 Credits
This course focuses on the macro-environment that influences and is relevant to technology decision making, strategy and innovation in firms, government agencies, non-profit institutions and other organizations. Primary concerns include introducing effective approaches to analyze and evaluate societal-wide factors that influence innovation; to assess various attempts and policies to stimulate innovation in a city, region, nation or globally; to explore the role of technology and innovation in diverse managerial, economic and social contexts (e.g., advanced economies, rapidly emerging economies and Third World economies); to examine the relationship between business-government and NGOs in promoting and sustaining innovation; to explore the impact of global rivalry and global cooperation in the technology and innovation arena; and to understand the place of technology and innovation in the post-Cold War era and in the early 21st century.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8673 Technology Strategy 3 Credits
This course examines indepth the strategic technological decisions that a general manager faces. From entrepreneurial start-ups to established companies, in dynamic as well as mature environments, a firm must create a conscious process of formulating and implementing a technology strategy to serve its business interests. Such a strategy guides investments in research and development, selection among and timing of alternate technologies, organization and communications, formation of alliances and funding of ventures.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8693 Special Topics 3 Credits
This course requires Individualized readings on special topics assigned by instructor.
Prerequisite(s): Doctoral standing or instructor’s permission.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8703 Introduction to Modern Information Technology Strategy 3 Credits
This course deals with applied competitive strategy. Students completing this course master a basic understanding of the competitive implications of information technology and the strategies for using information technology in business. This competence in analysis is arrived at through understanding how availability of information (through technology or otherwise) affects the basic strategic options available, and how firms and industries are likely to be affected. In addition, students are introduced to the process of evaluating potential systems innovations. They then are able to participate in strategic and systems planning from a managerial point of view.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8711 Introduction to Entrepreneurial Finance 1.5 Credits
This course is briefly introduces the financial requirements of entrepreneurial ventures and different sources of finance available to entrepreneurs. The course presents fundamentals for assessing various entrepreneurial financial strategies. The program will consider offering this course only at the request of other departments.
Note: This course is not open to MSM and continuing MBA students.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8713 Entrepreneurial Finance 3 Credits
This course focuses on the financial requirements of entrepreneurial ventures and on different sources of finance available to entrepreneurs. The course develops an understanding on how to assess various entrepreneurial financial strategies. The course also examines the unique roles in the entrepreneurial finance arena of such factors as retail banks, investment banks, VCs, angels, internal sources of capital, and incubators.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8721 Introduction to Managing Growing Enterprises 1.5 Credits
This introductory course deals with a critical challenge that potentially confronts all successful entrepreneurial small- or medium-size firms: how to sustain and accelerate major growth. At some point in the life of all growing enterprises, a firm usually must change. This course introduces several ways a growing firm can transform itself from a small to a larger enterprise. The course explores how such companies can maintain the benefits of an entrepreneurial commitment and spirit while
obtaining needed skills associated with professionally managed larger firms. The program will consider offering this course only at the request of other departments.
Note: This course is not open to MSM and continuing MBA students.
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MG 8723 Managing Growing Enterprises 3 Credits
This course deals with a critical challenge that potentially confronts all successful entrepreneurial small or medium-size firms: how to sustain and accelerate major growth. At some point in the life of all growing enterprises, a firm usually must change. The firm no longer can operate on a scale that is small, possibly ad hoc and overly responsive. to adapt, the firm needs to exploit successfully its success in the marketplace and the future attractiveness of its innovative products and services. This course examines how a growing firm can transform itself from a smaller to a larger enterprise. The course focuses particularly on how companies can maintain the benefits of an entrepreneurial commitment and spirit while still obtaining needed skills associated with professionally managed larger firms. In this way, fast-growing firms can take advantage of innovation-based opportunities while scaling up.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8731 Introduction to Corporate Entrepreneurship 1.5 Credits
Large firms require professional management. to innovate, however, large corporations often must also practice entrepreneurship. This course briefly introduces how large corporations nurture and sustain entrepreneurship.
Note: Not open to MSM, MSOB and continuing MBA students. The program will consider offering this course only at the request of other departments.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8733 Corporate Entrepreneurship 3 Credits
Large firms require professional management. to innovate, however, large corporations often must also practice entrepreneurship. This course focuses on how large corporations nurture and sustain entrepreneurship and on how entrepreneurship is an integral part of a successful large firm’s strategy and structure today. This course examines forms of internal entrepreneurship, corporate venture capital, and the obtaining of entrepreneurial capabilities via acquisition.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8741 Introduction to Entrepreneurial Marketing and Sales 1.5 Credits
This course introduces entrepreneurial marketing and sales and covers various topics about entrepreneurial marketing and sales. The program will consider offering this course only at the request of other departments.
Note: This course is not open to MSM and continuing MBA students.
Weekly Lecture Hours: 1.5 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8743 Entrepreneurial Marketing and Sales 3 Credits
This course focuses on critical marketing and sales challenges facing entrepreneurial firms. The course examines an underlying theme of entrepreneurship: that successful innovative enterprises must deeply understand relevant markets and must effectively cultivate and reach those markets. Topics include market identification, segmentation, sales, overall market planning, niche and viral marketing, and customers as sources of innovative ideas.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8753 Information Technology: Systems 3 Credits
This course prepares the student to be an educated consumer of information technology systems, thereby maximizing the strategic advantage of IT to an organization. Information technologies, architectures and products are categorized and analyzed with a view to develop and maintain the most favorable IT asset portfolio to carry out successfully business goals and strategies. Students learn techniques for making group decisions in assessing technology, outsourcing decisions, bidding on projects and negotiating contracts. Students also learn to manage a reliable, high-quality portfolio of information-technology systems, based on new insights into the relationship between the technology and business needs.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8763 Information Technology: Operations 3 Credits
This course covers IT operations and services. Students learn to deliver reliable, high-quality IT services through an automated, optimized IT infrastructure and operation, based on new insights into the relationship between those services and business needs. Topics covered: IT governance, data center automation, infrastructure optimization, service management, application performance management, and security management.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8763 Knowledge Management 3 Credits
Knowledge workers, employed primarily in professional and technical occupations, are increasingly becoming an important segment of the U.S. labor force. The success of innovative organizations today often results from the knowledge and skills applied by their professional and technical employees. Effective management of such a work force has become one of the most critical problems faced by organizations in the private and public sectors. Reflecting this problem, the course addresses issues relating to creating, sharing and applying knowledge in organizations. The course examines knowledge management from various perspectives, focusing primarily on the organizational, managerial and technological perspectives.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 8783 Managing Cloud Computing 3 Credits
Many corporations and governments around the world are either planning or are in the process of migrating into a “Cloud”. Cloud computing as a technology is proliferating
at a rapid pace, and as such, there are myriad definitions, architectures, and models
that are being developed. Cloud is a significant part of information management, and business managers should become well versed in managing and leading this cutting edge technology. They need to clearly understand how IT components such as virtualization, automation and security fit into and define a Cloud. This course provides a Comprehensive overview of managing cloud computing. The course starts by developing a comprehensive technology foundation and then deals with the economics of cloud computing by analyzing its benefits, risks and obstacles. The course then examines Virtualization, Automation, and Security, the three essential components of cloud computing. Specific case studies on private and public clouds are illustrated. The course concludes with the development of specific templates and roadmaps that help an organization migrate from managing traditional IT into a cloud based infrastructure.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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MG 9203 Seminar in Managing Knowledge-Workers in Innovative Organizations 3 Credits
Knowledge workers, who are primarily in professional and technical occupations, now represent the most important segment of the U.S. labor force. The success of innovative organizations today results largely from the knowledge and skills applied by their professional and technical employees. The effective management of such a work force is one of the most critical problems faced by innovative organizations in the private and public sectors. This seminar closely examines theory and research and various management techniques to improve the use and development of knowledge workers in innovative organizations.
Prerequisite(s): Doctoral standing or instructor’s permission.
Weekly Lecture Hours: 3 | Weekly Lab Hours: 0 | Weekly Recitation Hours: 0
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