| source Georgetown (X) |
level |
department Management (X) |
Understanding effective communication is important for success in any organizational environment. The goals of this class are to improve the quality of your verbal and written communication and also identify internal and external barriers to communication effectiveness. You will have the opportunity to give presentations individually, and in groups, and will receive feedback from the professor and your peers. Overall, this class should provide a theoretical and practical basis for you to be more effective in any organizational setting.
Score: 7.1624727 Details | Listing | Web page
This course is a comprehensive overview of the management process and organizational behavior from a behavioral and social science perspective. Topics include: management across cultures; managing with ethics and social responsibility; fundamentals of organizing; organizational culture and design; leadership; motivation; communication; interpersonal skills; teamwork and group dynamics; goal-setting; alternative work arrangements; power and politics; conflict and negotiation; managing change; and management development. Emphasis is on the analysis and understanding of human behavior in organizations.
Score: 7.1624727 Details | Listing | Web page
As the marketplace becomes more "global," smart managers will be the ones who understand the role of culture in getting work done. Culture challenges us by assaulting some of our most basic assumptions about working, that is to say, how we communicate with each other to complete work successfully. Anyone interested in working internationally--or even those just interested in better understanding their communication with international friends--would benefit from the course. Each student is asked to do an in-depth study on communication in one culture while learning the principles of intercultural communication. The course explores the rules that govern communication in other cultures, how people in different cultures give feedback, plan and make decisions.
Score: 7.1624727 Details | Listing | Web page
This course prepares the student to interact with, manage within and be sensitive to the current and emerging trends in information technology. The course material will cover computer hardware and software, database management systems, and the systems analysis process. The course also examines the strategic importance of computing and related social and ethical issues. Computer laboratory assignments will be used to illustrate information systems concepts and applications. Prerequisite: Sophomore standing. (Formerly offered as Management Information Systems.)
Score: 7.1624727 Details | Listing | Web page
Increasingly, the manner in which a firm collects, processes, and uses information can determine its strategic success or failure. This course examines cutting-edge topics related to the management of these information systems. It focuses not on what we can do technically, but rather what we should do strategically, legally, and ethically. The course may address issues associated with information ownership; information security and integrity; electronic commerce and the World Wide Web; systems development (including outsourcing); human resources implications of information systems; and social/ethical concerns. Specific topics will vary with each offering of the course based on emerging trends in technology and in managerial approaches. Prerequisite: MGMT-250 (or instructor's permission). Fall.
Score: 7.1624727 Details | Listing | Web page
This course focuses on electronic commerce on the Internet. Topics include infrastructure issues for building e-commerce applications and issues related to business strategy and marketing on the Internet. Examples are offering products and services on the Internet, Internet advertising, building electronic communities, the fit between the technology and the organization's marketing strategy, and ethical and policy issues such as privacy that may constrain marketing choices if not managed strategically. Prerequisite: MGMT-250 (or instructor's permission). Spring.
Score: 7.1624727 Details | Listing | Web page
The objective of this course is to introduce the student to the key principles and activities associated with the design, use and administration of business databases. The course will discuss important database design principles and sophisticated data retrieval and mining techniques. These principles and techniques will be demonstrated using various computerized database tools, including Oracle and Access. The course will cover critical issues related to database development and administration in the context of consumer-oriented, electronic commerce (Internet and World Wide Web) environments. Prerequisite: MGMT-250 (or instructor's permission). Fall.
Score: 7.1624727 Details | Listing | Web page
The study of decision-making has become increasingly important as agendas (personal, organizational, governmental, etc.) have shifted toward global perspectives, shorter time frames, and greater data availability. This course provides the capstone for the Operations and Information Management major but is open to all majors. The purpose of the course is to study advanced topics in decision support systems--a broad term used for technology designed to enhance effective decision making. Topics will cover human decision processes, problem identification and formulation, interface design, and systems implementation. The Visual Basic for Applications (VBA) programming language within Microsoft Excel will be the primary tool for basic systems development and will be taught through a series of lab sessions (no prior programming knowledge required). Prerequisite: MGMT-250 or instructor's permission.
Score: 7.1624727 Details | Listing | Web page
This course is offered to students who have a desire to acquire the basic understanding of the interface between business and government entities both domestic and foreign. A general discussion of the facets of international business are covered so that the parameters of business-government relations can be analyzed. The emphasis of this course is not on international business per se but rather on the dynamic growth of business and government interaction on a global basis. Prerequisite: Junior standing. (Not offered every year)
Score: 7.1624727 Details | Listing | Web page
Credits: 3
Score: 7.1624727 Details | Listing | Web page
The "Business and Government Relations" is an alternative to Business Law in satisfying the "legal and political environment of business" requirement. The course is designed to prepare you for the time when you, as a senior manager of a business firm, will find your business activities being partly determined by government policies. Over the course of the semester, you will learn the Skills: to analyze normative arguments about what government and corporate policies ought to be; to analyze positive arguments regarding claims made about the effects of government policies on business; to understand the how and why of government policy-making; and to learn to "forecast" changes in government policy. You will develop Substantive Knowledge: of political institutions, here and abroad; of the effects of differing government policies on national industrial organization; and of the effects of business on government, in the United States and abroad. You will Reflect: on the appropriate role of corporations in the democratic political process; and on how your civic obligations should affect you in your role as a manager. The course readings will compare American political and business institutions with those of other democratic capitalist countries. Fall.
Score: 7.1624727 Details | Listing | Web page
This course examines the role of managers in an economy characterized by constantly changing regulatory and political constraints. The focus of the course is on antitrust (competition) and regulatory and deregulatory policies. Foundational antitrust topics include the principles and policies applicable to monopolization, mergers, joint ventures, collusion, and vertical integration. Application of these principles is developed through discussion of historical and present antitrust cases. Economic principles of regulation and deregulation are also developed. Application of these principles is developed through cases involving regulatory and deregulatory policies in industries such as telecommunications, electricity, airlines, banking, and cable TV. (Not offered every year)
Score: 7.1624727 Details | Listing | Web page
Businesses operate in a competitive global marketplace that judges them against the standards of "more, better, faster." If a business is not doing more, or doing it better, or doing it faster, the chance of it surviving in the competitive global marketplace will become remote. Those companies that not only survive, but also thrive, recognize that to do it "more, better, faster" requires imagination and creativity. The purpose of this course is to help you master the skills of imagination and creativity. Toward that end, we will identify common "blocks" to creativity and innovation in business. In addition, we will upgrade your imagination skills and identify strategies and techniques to enhance your personal and professional creativity. To achieve these objectives will not only require hard work and discipline, but also a renewed appreciation for foolishness and play.
Score: 7.1624727 Details | Listing | Web page
This course covers the fundamental requirements and processes of new business formation. Students will work in teams to identify an idea for a new venture, explore market and conditions that will surround the new business, and finally plan start-up operations and project financials. In addition, the course examines requirements and characteristics of leadership for organizational start-up, sources of capital, methods of negotiation for capital or strategic alliance, and the fundamentals of good selling. Prerequisite: Junior standing.
Score: 7.1624727 Details | Listing | Web page
This course examines the ethical foundations of economic activity, the general relationship between the business firm and society, and the role of ethical judgment in business decisions. The following topics are covered: the application of ordinary principles of morality in the business context; the rights and responsibilities that go with various roles in business relationships; ethical judgment and cultural diversity; managing the ethical environment in a company; individual responsibility in cooperative enterprises. Emphasis is on the practical problems of the relations between business and society, but students are expected to demonstrate understanding of the theoretical foundations of their reasoning about these problems. Analytical skills are stressed. Prerequisite: Senior standing. [Students cannot take MGMT-282 and MGMT-283 in the same semester.] Fall and Spring.
Score: 7.1624727 Details | Listing | Web page
Credits: 3
Score: 7.1624727 Details | Listing | Web page
Applications of micro-economic theory to the solutions of business problems in the areas of demand analysis, resource use, technological change, production and cost, pricing policy under various market structures, and profit planning. The course is problem-centered using real current business situations. Theory and empirical evidence are used to find answers. Workshop format. Prerequisite: Junior standing. (Not offered every year)
Score: 7.1624727 Details | Listing | Web page
This course is a study of private sector labor-management relations, workplace governance, and employee representation. It covers the following seven topics: (1) the historical framework; (2) the public policy framework--the Labor-Management Relations Act as amended, and the Labor-Management Reporting and Disclosure Act; (3) the organizational framework--union structure, government, and operation, and employer and management associations; (4) the collective bargaining process--contract negotiations, and the scope of labor-management agreements; (5) the major issues in bargaining--wages, escalator and wage-reopener arrangements, incentive systems, pension plans, union security, management rights, seniority, discharge and discipline, and technological change; (6) the administration of the provisions of collective bargaining agreements and the use and misuse of grievance procedures; and (7) the examination of the various labor dispute resolution techniques--mediation and arbitration. The course also covers such recent developments as public sector labor relations, collective bargaining in the federal government, international and comparative labor relations, and labor relations in emerging sectors such as professional sports and health care. The course includes an intensive mock negotiation problem and collective bargaining simulation. Prerequisite: Management and Organizational Behavior. Spring only. (Not offered every year)
Score: 7.1624727 Details | Listing | Web page
Mergers and acquisitions are common in today's global business environment. This highly integrative course introduces students to the world of mergers and acquisitions. The course applies concepts from various disciplines, including strategy, finance, law, organizational analysis, and negotiations. The course seeks to identify the causes of success and failure in mergers and acquisitions. The goal of the course is to develop student skills in analyzing mergers and acquisitions and the ability to think critically about them. The course is largely case oriented. There are no exams, but students complete several written reports and a final project. Prerequisite: MSB senior standing or permission of the instructor.
Score: 7.1624727 Details | Listing | Web page
This is an advanced course in managing people and organizations for high performance. The course is divided into two main topics, organizational design and change management. Specific topics include open systems organizational analysis, technology, effects of national culture on organizational forms, problem diagnosis, change implementation, resistance to change, the role of change agents, implementing mergers and acquisitions, changing the ethical climate, and managing organizational culture.
Score: 7.1624727 Details | Listing | Web page
This course focuses on management of processes for production and delivery of goods and services. Operations is a core business function, often involving the largest share of employees and physical assets. Management of supply chains, product development, and design, planning, and scheduling of operating units are main themes. The concepts, models and tools can be applied in a wide range of firms, such as fashion retailers, restaurants, hospitals, factories, investment banks, and consulting companies, and to government agencies. Real cases mesh theory with practice, and special emphasis is given to the interface with other functional areas such as finance and marketing. Prerequisite: Junior standing.
Score: 7.1624727 Details | Listing | Web page
The primary goal of this course is to enhance your ability to recognize and address HR issues faced by managers. We will focus primarily on the operational level, rather than the strategic (top management) level, and will examine HR problems from the perspectives (a) of the organization and its managers, and (b) the employees.
Score: 7.1624727 Details | Listing | Web page
Credits: 3
Score: 7.1624727 Details | Listing | Web page
Credits: 3
Score: 7.1624727 Details | Listing | Web page
This course examines the process of leadership and the use of power as essential ingredients for making a difference in business, government, and not-for-profit settings. One objective of this course is to improve inspirational skills to persuade people to focus their efforts toward achieving a shared purpose or goal. A second objective of this course is to understand power and identify strategies and tactics of influence. The third objective is to improve the ability to "manage" the dilemmas of leadership and power to promote productive actions.
Score: 7.1624727 Details | Listing | Web page