Management and Leadership Courses
M L 250 - Interpersonal Effectiveness in Organizations
Individual and group theories of behavior within organizations. Applying methods of effective interpersonal interactions, increasing self-awareness (through topics including perception, personality, attitudes, values and the effects of stress) in order to better inform an understanding of others. Various interpersonal competencies including motivating others, team dynamics including diversity, problem-solving, decision-making and conflict management, and communicating expectations and feedback. Prerequisite: Sophomore standing. Students who have already completed BUS 210 will not receive credit for this course.
M L 300 - Environments of Organizations
Prepares students to be productive managers by increasing their understanding of the organization context. Provides an overview of the environments in which firms operate. Give students a fundamental understanding of the various industries in which firms function and the key issues within those environments that affect the practice of management (including adapting to global environments, sustainability, and ethics) providing students with the conceptual frameworks and tools that will enable them to analyze and understand the managerial context. Students discuss and perform analysis and assessment of the environments of organizations.
M L 315 - Risk and Insurance
Insurance aspects of risk. Nature of risk assessment and control and financing activities in organizations. Firm risk policy issues. Cross-listed as ASB 315. Prerequisite: Junior standing.
M L 350 - Managing for Results in Organizations
Planning, organizing and control processes as practices of management. Introduction of management roles, functions, and skills, and evolution of management thought. Discussion of general and task environment and organizational stakeholders. Analysis of planning, strategy, and decision-making frameworks. Foundations of organizational structure and design, human capital, and managerial control models including feedback systems. Application of concepts to contemporary examples. Prerequisite: Junior standing or declared first major and 42 credit hours. Students who have already completed BMA 352 will not receive credit for this course.
M L 353 - Operations Management in Organizations
Survey of issues and methods related to designing, implementing, and controlling the production and delivery of goods and services. Topics include waiting line management, forecasting, project management, JIT and lean operations, supply chain management, Six Sigma quality management, and strategic importance of operations management. Prerequisite: Q M 262; M L 350
M L 354 - Maximizing Effectiveness in Organizations
Organizational effectiveness theories and techniques. Analysis and data gathering tools including employee survey research, process mapping, organizational culture assessment, and systems thinking. Action planning and implementation topics including organizational adaptability, leadership coaching, and organizational change management. Introduction to consultative skills. Prerequisite: M L 250, M L 350, PSY 101
M L 356 - Human Capital in Organizations
A survey course considering the strategic management of firm's human capital in the context of the human resource management function. Covers the legal, strategic, and regulatory facets of human resource management along with the topics of staffing, training, compensation management, and labor relations. Experiential exercises, case studies, and class presentations will be used to illustrate the effective and efficient management of a firm's human capital through human resource management. Prerequisite: M L 350
M L 357 - Leading Organizations
Theory and practice of organizational leadership skills. Exposure to major leadership theories and advanced interpersonal techniques. Strengths-based leadership, networking, negotiation, decision-making, organizational direction setting, and communicating with influence and authority. Applied projects and in-class experiences. Prerequisite: M L 250
M L 358 - Managerial Decision Making
Descriptive and prescriptive approaches; formal and informal methods. Emphasis on subjective judgments and choices. Prerequisite: ML 350 or 6 hours psychology and/or sociology; a 3-credit-hour course in statistics.
M L 394 - Supply Chain Tools and Techniques
Prepares students for work as supply chain professionals by giving them familiarity with the dominant terminology, tools, and approaches used in supply chain management. Cross-listed with MTG 394. Prerequisite: MTG 315, M L 353
M L 450 - Competitive Strategy
Concepts, principles, and techniques of developing strategy in competitive markets. Case studies for analysis of firms' strategic maneuvering. Simulation exercises on strategic decision making in competitive market structures. Prerequisite: M L 350; FIN 322; MTG 315
M L 452 - Strategic Management in Organizations
Core Curr. MI
Integrative capstone includes the strategic-planning process, environmental analysis, developing strategy, strategic decision making, and strategy execution. Concurrent enrollment with BUS 400 required. Prerequisite: FIN 322; M L 350; MTG 315; senior standing. Corequisite: BUS 400
M L 456 - Compensation Management
Advanced course considering the strategic management of a firm's human capital through the human resource management function of compensation management. Compensation management topics of internal alignment, external competitiveness, pay for performance, benefits management, and pay system administration will be considered. Includes an integrative simulation exercise to illustrate the effective and efficient management of a firm's human capital through compensation management. Prerequisite: M L 356
M L 457 - Advanced Human Capital Management
Advanced consideration of the management of firm's human capital in the context of activities associated with the human resources function. The course will emphasize the strategic, theoretical, technical, and legal aspects of staffing, training, and compensation management. Experiential exercises, case studies, and class presentations will be used to develop an advanced understanding of the use of human resource management to effectively and efficiently manage a firm's human capital. Prerequisite: M L 356
M L 459 - Topics in Management
Topics of special interest which may vary each time course is offered. Topic and prerequisite stated in current Schedule of Classes. May be repeated under different topics for a maximum of six hours credit.
M L 497 - Research in Organizations
Participation in academic research by academically qualified students under the guidance of a faculty member, with the approval of the chair of the Department of Management and Leadership. Prerequisite: Junior/Senior standing. Management and Leadership majors only.
M L 498 - Independent Studies
Studies undertaken by academically qualified students under the guidance of a faculty member, with the approval of the chair of the Department of Management and Leadership. Management and Leadership majors only. Prerequisite: Junior/senior standing
M L 499 - Independent Studies
Studies undertaken by academically qualified students under the guidance of a faculty member, with the approval of the chair of the Department of Business Management and Administration. Management and Leadership majors only. Prerequisite: Junior/senior standing.
M L 553 - Operations Management
Survey of issues and decision-making techniques related to the operations of an organization. Quality management, project management, inventory management, waiting line analysis, production scheduling, job design, and facility layout. Cannot be used to satisfy MBA elective or concentration requirements. Prerequisite: Consent of graduate program director.
M L 602 - Organizational Behavior
Modeling financial processes, cash flows, security prices, etc., for decision making. Econometric, distribution-based, Markov and Stochastic Process concepts are employed. Treats risk/uncertainty identification, measurement and management. Prerequisite: Enrollment in a graduate program of study in business
M L 608 - Open Book Management
Effective management practice under conditions of timely communication of frequently updated operational and financial data for problem solving by organization members. Emphasis on effective coordination of organization members'\x1a tasks with shared goals and shared knowledge of how activities relate to these goals. Course considers Open Book Management implications for job descriptions, performance measurement, selection and training, supervision, handling conflict, relationships with suppliers, innovation, and learning from failure.
M L 615 - Interpersonal Relations
Foundations of interpersonal behavior, emphasizing the development and application of the interpersonal skills critical for managerial success. Foster self-understanding and self-awareness through a variety of assessment instruments.
M L 620 - Management Theory
Planning, organizing, directing, coordinating, and controlling operations through managerial decision making. Emerging issues and trends; integration of principles and concepts with contemporary concerns.
M L 628 - Business Policy and Strategy Formulation
Strategies in response to conditions such as competition and future development. Must be taken in last semester of program.
M L 630 - Management in Healthcare Organizations
Interdisciplinary approach to understanding management in healthcare organizations. Emphasis on the complex roles of healthcare workers and the behavioral processes of leadership, communication, motivation, group dynamics, conflict, change, organizational development. The class also considers diversity, social responsibility, and ethics. Prerequisite: Graduate standing; As specified in the Schedule of Classes
M L 630 - Management in Healthcare Organizations
Interdisciplinary approach to understanding management in healthcare organizations. Emphasis on the complex roles of healthcare workers and the behavioral processes of leadership, communication, motivation, group dynamics, conflict, change, and organizational development. The class also considers diversity, social responsibility, and ethics. Prerequisites: Graduate standing; as specified in the Schedule of Classes.
M L 653 - Operations Management
Foundational knowledge and deeper understanding of the operations function. A broad managerial perspective emphasizes the strategic impact of the operations decisions and the interfaces between operations and the other functional areas of the organization. Operation functions in both service and manufacturing contexts will be examined, as well as investigating how operations provides sustainable competitive advantage along the dimensions of cost, quality, delivery, flexibility, and innovation. Prerequisite: BUS 500 and Foster College of Business Graduate Student or Consent of Associate Dean
M L 655 - Organizational Change
The need for change and building a readiness for organizational change. Models for implementing change that build employee support and commitment. Practical approaches and unique health care related situations of seminar participants are discussed.
M L 657 - Executive Development
Theory and research of development stages of executive careers. The impact of the organization on the executive personality; forces influencing the development of executive skills and abilities; studies of antecedents of executive role performance; and the role of training programs in executive development.
M L 658 - Topics in Business Administration
Topics of special interest, which may vary each time the course is offered. Repeatable to a maximum of 6 credit hours. Topic stated in current Schedule of Classes.
M L 659 - Topics in Management
Management-related topics presented in modules or seminars. Topics may vary each time the course is offered. Topic stated in current Schedule of Classes. Repeatable to a maximum of 6 credit hours.
M L 660 - Readings in Management & Leadership
Individual readings for qualified students, under the guidance of a member of the faculty. Repeatable to a maximum of 3 credit hours. Prerequisite: advancement to candidacy; consent of instructor and director of graduate programs.