Master of Science in Management course descriptions

ORG-502: LEADERSHIP & MANAGEMENT IN THE 21st CENTURY (3 credits)
This course offers students a comprehensive, relevant perspective on leadership and management. While the course provides grounding in important concepts, it also stresses application to professional and community settings. Students analyze concepts such as leading as an interactive process (involving the leader, the "followers," and the situation), managing with innovation and creativity, escaping from embedded practices, and embracing new managerial principles. This course provides students with contemporary empirical study of leadership and management as well as commentary, case histories, and multimedia presentations.

ORR-510: ORGANIZATIONAL RESEARCH (3 credits)
This course will equip students with the skills to conduct and complete the type of research and information-gathering projects that become a significant part of organizational life of most managers. The course also provides knowledge and techniques students will find helpful in researching questions and problems encountered in other MSM courses and especially in their Thesis/Applied Project (TAP). With the use of pertinent literature and practice exercises, students are led through major steps of the research process: framing the research problem or question; identifying suitable information sources and planning the information search; collecting the needed information and analyzing and manipulating the information to yield appropriate results; and, especially, assembling and presenting, orally and in writing, the outcomes of research in an audience-friendly fashion. In covering primary and secondary sources of information, the course will consider questionnaires, interviews, and manual and electronic library and index searches. Commonly used statistical tools and techniques will be presented, but not with the intent to make students experts in statistical analysis. With statistics, as with questionnaires, the goal is that students be able to read and evaluate questionnaire-based research using statistical analysis. Students will not be expected to imitate or replicate the more complex of these studies.

EIO-520:  ECONOMIC ISSUES IN ORGANIZATION (3 credits)
In the larger (macro) sense of economics, the purpose of this course is to interpret economic concepts and theory so that students can read some of the economic signals, know some of the key variables and make sense of their organizations' economic environments, from a management point of view. The course will provide a brief review of national income accounts as background for understanding such variables as GDP, GNP and personal income. Highlights of the banking and Federal Reserve System will also be reviewed to gain insight about fiscal and monetary policy, and interest rates and their movements. Some consideration will be given to economic forecasting, but in this, as in other topics, the emphasis will not be in creating forecasts or analysis, but in being able to use and appraise them, and in knowing where to find needed information. A second portion of this course concerns itself with the micro aspect of economics, relating to the operations of individual organizations. Here the emphasis will be on applying certain tools developed by economists which managers have found useful in capital budgeting analysis, investment analysis and estimating rates of return, product (and process) costing and pricing, and again, economic forecasting at the level of the individual organization.

HRM-530: HUMAN RESOURCES MANAGEMENT (3 credits)
In the interest of policies and practices which effectively employ an organization's human
resources toward the accomplishment of organization goals, this course focuses upon such processes central to Human Resources Management (HRM), as staffing (including job analysis), employee training and development, appraisal and reward, and career planning. The functions of a human resource department are outlined, but the emphasis of the course is on every manager's responsibility to manage human resources staff reporting. In discussion of the elements of the HRM process, the course will cover, through the use of case studies, exercises and articles, such issues as employee motivation, conflict resolution, performance management, negotiations, leadership, management and leadership styles, and labor relations.

FAM-540: FINANCE AND ACCOUNTING FOR MANAGERS (3 credits)
In the context of protecting investor funds and (for business organizations) applying these funds to produce a return on investment, this course considers the issues involved in managing an organization's financial resources and accounting for their applications. Among these issues are the selection of the firm's financial structure and the management of its financial assets, financial planning and budgeting for capital projects and continuing operations, reporting to shareholders and other stakeholders, and providing managers with the financial and accounting information necessary for the execution of their roles and responsibilities. While finance is the most visible focus of this course, accounting and its processes are treated as indispensable providers of the information employed by financial and other managers. The course provides a theoretical background for dealing with the above issues and processes, but its principal concerns are the day-to-day, year-to-year decisions and problems encountered by operating managers as they strive for judicious employment of the organization's financial and other resources in pursuit of organization goals. The emphasis on operating managers implies that the course does not pretend to equip students to be financial managers and accountants, but intends rather to equip “other-function” managers to work effectively with managers of finance and accounting and within the systems that they have developed. The learning materials of the course, in addition to texts and articles, include case studies and problems, and simulation exercises. Where applicable, software commonly used by accounting and financial managers will be introduced.

ETH-590: ETHICS FOR MANAGERS (3 credits)
The major objective of this course is to examine the intersections of business operations, professional responsibilities and ethics. An emphasis will be placed on the development of practical methods and models for thinking about and resolving ethical issues and conflicts as they arise in the conduct of business and professional life. Acquisition of the requisite skills, knowledge and independence of judgment needed to respond effectively to the moral dimensions of the working environment is an expected outcome.

OML-630:  CONTEMPORARY TOPICS IN LEADERSHIP AND ORGANIZATIONAL DEVELOPMENT (3 credits)
This course examines behaviors of the formal organization. Topics to be addressed include: rationalizing (understanding and explaining) an organization's structure; seeking alternatives to an organization's current structure; system-wide change in organizations (the introduction of Total Quality Management [TQM], incentive pay systems, new communication networks, work force reduction, cost-cutting programs and “stretch” goals); organizational culture and whether it actually exists; the relationship between organizational culture and the organizational performance; leadership at the top; when Organization A meets, merges with or acquires Organization B; and other contemporary issues.

MKM-530: E-COMMERCE FOR MANAGERS (3 credits)
This course explores the theories and practices being developed to build organizational effectiveness in the selling of products and services through electronic media. It integrates case-based online discussions and collaborative task groups, a term research paper, and a student-driven field project to explore the relationship between electronic commerce and market-place dynamics. Online discussions stretch across industries and sectors, examining applications of electronic commerce in private and public, profit and nonprofit environments.

MKM-560: MARKETING MANAGEMENT (3 credits)
Marketing Management provides a broad view of the marketing concepts and issues as applied to industry, nonprofit organizations, and government agencies. Topics to be addressed may include the analysis of consumer buying motives and behavior, product planning, distribution policies (including retailing, wholesaling, and physical distribution), advertising and selling, and pricing theory and practices. Focus is on the unique attributes of marketing, market segmentation principles, target marketing, relationship marketing, promotion planning, market research, competitor analysis, and marketing strategies. The course uses explanatory material, selected technical readings, and cases studies to develop skills in making decisions.

PJM 510: PROJECT MANAGEMENT (3 credits)
This course provides students with the essential concepts in project management and their applications in working environments. It examines the planning, organizing, leading, and controlling of projects. Topics include, but are not limited to, project life cycle, scheduling, and resource allocation. Team projects and tutorials include the use of project management software.

PJM-520: PROJECT LEADERSHIP AND COMMUNICATIONS (3 credits)
Project teams often present a unique management situation. They are frequently made up of people who are temporarily assigned, leaving lines of authority ambiguous. Planning, management, and communication skills are important throughout the project life cycle.  Project Leadership and Communications provides practical leadership and management guidelines for the project manager in a variety of situations.  Principles of effective planning, control, communication, and motivation through the project life cycle are the focus of this course.
 
PJM-530: PROJECT RISK MANAGEMENT (3 credits)
Project Risk Management provides students with an organized approach for managing the uncertainties that can lead to undesirable project outcomes. The course provides a systematic method for identifying the risks that can result in cost overruns, delayed schedules, or failure to meet performance standards. The first half of the course covers risk identification, which takes place during project definition and planning. The last half of the course covers risk mitigation, which takes place during project execution and closure.

GLM-550: GLOBAL MANAGEMENT (3 credits)
Global Management examines the issues and challenges facing managers in a global business context.  Specifically, the course explores and analyzes international aspects of organizational behavior, human resource management, labor relations, corporate strategy, and political risk.  In doing so, the course covers both micro-level topics (for example, cross-cultural communication) and macro-level considerations (for example, formulation of international strategy).

SOE-570: SOCIAL ENTREPRENEURSHP (3 credits)
Social Entrepreneurship focuses on the emerging field of social entrepreneurship, a marriage between for-profit entrepreneurship skills and ventures that focus on nonprofit mission and social value. It offers practical information for individuals in the field as well as innovative methods of conceptualizing the search for new and better ways to support and invest in social value. This course presents a framework for understanding this new sector of the economy, proven business skill-sets adapted for the non-profit environment, application tools for the field, and advice for avoiding common pitfalls. It also spotlights specific implementation activities designed to monitor performance and provide various constituencies—including donor-investors—with measurable results, accountability indicators, and overall return on investment.

OML-610: ORGANIZATIONAL MANAGEMENT AND LEADERSHIP I (3 credits)
This course presents a comprehensive, integrative, and practical focus on leadership and management. It is based upon a framework that analyzes leadership and management at different levels: individual leadership, team leadership, and organizational leadership. The course presents leadership and management theories/concepts that have emerged over the past several decades. It provides students the opportunity to apply these theories through case analysis and to enhance personal skill development through self-assessment exercises. Included in the course are identification of current leaders and leadership as well as contemporary perspectives on ethics, networking, coaching, organizational culture, diversity, learning organizations, strategic leadership, and crisis leadership.

Advisory: This course builds upon ORG-502 (Leadership and Management), although that course is not a prerequisite to OML-610. While there is some overlap in content between the two, OML-610 has a far greater emphasis on application and skill development than ORG-502.

OML-620: ORGANIZATIONAL MANAGEMENT AND LEADERSHIP II (3 credits)
With an emphasis on group behaviors, this course covers specific dynamic of units, groups and teams; the development and the consequences of informal customs, behaviors and norms in work groups; good and/or bad examples of group problem solving/decision making; the emergence and consequences of informal power, authority and leadership; dealing with diversity in the work group; when change comes to the work group; patterns of communication in the work group; formal and informal incentives and motivations of the work group; and empowering the work group. Work on these topics will draw from the theory and understanding gained from previous courses taken. Seminar coverage of these topics is not intended to be comprehensive; it will be selective and applied. Students will be required to examine and relate elements of theory and principles gained from other organizational management courses to the perceptions of their experience and to practice in their employer organization or organizations with which they are closely familiar.

OML-630: CONTEMPORARY ISSUES IN LEADERSHIP (3 credits)
Contemporary Issues in Leadership focuses on compelling issues in leadership theory and practice. It is intended to present students with some of the latest and most innovative thinking about leadership and to promote practical insights for leadership within work and community settings. The course encourages students to look beyond embedded leadership ideas and practices and to consider leadership more broadly. Students cover the topics of leaders and followers (toxic leadership), men and women (gender in leadership), and individuals and teams (team leadership). Students are invited to rethink their orientation to leadership and human interaction and to apply their learning to a real-world setting.

Advisory: This course follows naturally from the foundations laid in OML-610 (Organizational Management and Leadership I) and in OML-620 (Leadership and Management II). The three courses together form a logical sequence that moves from a general exploration of theory and practice in OML-610, to a focus on leading and managing self in OML-620, to a focus on contemporary leadership issues in OML-630. However, OML-610 and OML-620 are not prerequisites for OML-630, which can be taken as an individual course that provides exploration and focus on contemporary leadership issues and practices.

LCO-610: LEADING CHANGE IN COMPLEX ORGANIZATIONS (3 credits)
Leading Change in Complex Organizations focuses on what many scholars and practitioners consider the essence of leadership: organizational change. The course examines the importance of change, how change agents can work with others to effect meaningful change in organizations, and why change will become increasingly significant to organizations in the future. Students will examine and apply a change process that includes establishing a sense of urgency, creating guiding coalitions, developing vision and a strategic plan, communicating that vision, empowering people for action to realize the change, generating short-term wins along the way, consolidating gains, and embedding new approaches in the culture of the organization. This course provides students with an opportunity to think about change, to reflect on stories of individuals who have changed their organizations, and to put learning into practice in current organizational settings.

MSM-620: LEADERSHIP, VISION & STRATEGIC PLANNING (3 credits)
Leadership, Vision and Strategy examines, in detail, the strategic management framework that integrates core business knowledge across all decision-making and functional areas of the organization, highlighting the issues and challenges of vision, leadership and strategy in dynamic organizations. The course materials highlight the challenges and solutions of management strategy, vision and leadership, implementing value-added, ethically principled, economically sound strategy, and meeting the challenges of global competitive advantage. This course  combines lectures, discussions, case analysis with Harvard Business School cases, video cases  and  student exercises used for learning and understanding how to efficiently and effectively  to manage enterprises in a changing and competitive environment.

SUM-501: PRINCIPLES OF SUSTAINABLE MANAGEMENT (3 credits)
Principles of Sustainable Management introduces students to the topic of sustainable management in organizations. Sustainable management views the goals of an organization (its product and/or service-providing mission) through a long-term, environmental and social cost/benefit mental model. The course provides background on the social, economic, and environmental sustainability challenges facing managers today and explains the trade-offs and payoffs involved in striving for zero waste, both social and planetary. In addition, it provides tools that will help students guide organizations along appropriate paths to become more sustainable. Through this course students learn from the key leaders and the important literature in the field about the global issues challenging today's sustainable managers. Students will also develop their capacity to think critically about the role their organizations have played or can play in building a more sustainable world.

NPM-502: NONPROFIT MANAGEMENT (3 credits)
Nonprofit Management provides students with a holistic portrait of the U.S. nonprofit mission-driven sector. The course presents the sector's unique qualities and examines management philosophies and practices, as well as resource issues, of nonprofits today. Nonprofit Management begins with the evolution of nonprofit sector management and demonstrates its complex structure. The course then examines leadership and management in the nonprofit organization, constructing a contemporary managerial skill-set. Nonprofit Management also discusses how nonprofits obtain and manage resources. The primary goal of this course is to provide a thorough knowledge base, both theoretical and practical, for effective nonprofit management.

NPM-610: NONPROFIT GOVERNANCE AND BOARD LEADERSHIP (3 credits)
Nonprofit Governance and Board Leadership explores governance within contemporary nonprofit organizations. The course focuses on leadership dynamics from theoretical and practical perspectives. Students will explore salient internal and external environmental factors that influence behavior through the examination and analysis of best practices. The primary goal of this course is to provide a realistic understanding of the elements that both support and impede effective governance for nonprofits. The significance of strong leadership and governance practices is reinforced in the course's discussion of emerging trends within nonprofit entities.

MSM-630: CAPSTONE PROJECT (3 credits)
This course provides a guided, in-depth experience in defining, researching and illuminating a significant question, concern or problem relevant to the student's employer organization, industry or profession. The Capstone Project builds upon and applies learning gained in the Organizational Research course and, depending upon the chosen topic, extends the knowledge acquired in other MSM courses. The Capstone Project may be undertaken individually or in collaboration with one or more students. Students will complete the project according to their research plan and schedule. The requirements of The Capstone Project will be fulfilled by the submission and approval of a finished document, and the satisfactory oral presentation of project findings.