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Course Criteria
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3.00 Credits
Knowledge, understanding and skills to actively contribute, whether as a manager, leader or change agent, to essential renewal and transformation processes within organizations. Change leadership is a core competency in successful twenty-first century organizations. The course examines how change occurs in large-scale organizations, the role of leadership in the change process, the use of vision, symbols and metaphor to stimulate change, and the use of change forums to help employees maintain momentum during the process. Further, the course examines the organizational development perspective on planned change, how to design, implement and institutionalize planned change in the human or technical systems of an organizations, and roles in the change process. The course will benefit managers who recognize the need for change in their organization and who want to develop change leadership skills. MBA graduate courses are not open to undergraduates. See the Graduate Catalogue for general and program requirements.
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3.00 Credits
A step-by-step program for redesigning an organization so that teams, rather than individuals, are the primary performance units. The course examines the documented benefits that teams provide, discusses the conditions under which teams are appropriate, provides key design principles, considers how other systems (cultural and technical) must change to accommodate teams, considers how to prepare employees and managers for the change and implementation strategies. MBA graduate courses are not open to undergraduates. See the Graduate Catalogue for general and program requirements
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3.00 Credits
Management of the flow of materials into, through and out of operations, in an international context. The course investigates how to manage such complexities as long distances, currency fluctuations, variable infrastructures, diverse cultures, political instability and dissimilar legal systems. The value-adding activities of procurement, manufacturing/operations, and logistics/distribution are conceptualized as one integrated supply chain. By understanding various facets of the supply chain, this course will provide sufficient insight to analyze the challenges of configurations and coordination in a global environment. MBA graduate courses are not open to undergraduates. See the Graduate Catalogue for general and program requirements.
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3.00 Credits
Business processes through which “value-adding activities” to customers are accomplished, such as order fulfillment, product development, and customer service. The course provides fundamental ideas underlying total quality management, time-based competition and business process reengineering. Specific topics include capacity management, integrated work, the impact of variability on process performance, tools for business process design, lean and agile management systems, dynamic flow management, time compression, performance measurement systems and inter-firm coordination. MBA graduate courses are not open to undergraduates. See the Graduate Catalogue for general and program requirements.
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3.00 Credits
Business processes through which “value-adding activities” to customers are accomplished, such as order fulfillment, product development, and customer service. The course provides fundamental ideas underlying total quality management, time-based competition and business process reengineering. Specific topics include capacity management, integrated work, the impact of variability on process performance, tools for business process design, lean and agile management systems, dynamic flow management, time compression, performance measurement systems and inter-firm coordination. MBA graduate courses are not open to undergraduates. See the Graduate Catalogue for general and program requirements.
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3.00 Credits
An opportunity for the faculty to propose a course and teach it as an elective to students who express interest in a particular subject. Topics will vary and be announced before registration is completed in the previous semester, may be repeated with change of content. MBA graduate courses are not open to undergraduates. See the Graduate Catalogue for general and program requirements.
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0.00 - 9.00 Credits
An opportunity for the student to propose a course and study with a particular professor who agrees to participate in it as an elective for the student. This course series is a particularly useful way to engage a student in a thesis. Topics will vary and be announced before registration is completed in the previous semester. Students can earn three to six credits. MBA graduate courses are not open to undergraduates. See the Graduate Catalogue for general and program requirements.
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3.00 Credits
Study under the supervision of a faculty member in an area covered in a regular course not currently being offered. Terms and hours to be arranged. MBA graduate courses are not open to undergraduates. See the Graduate Catalogue for general and program requirements.
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3.00 Credits
Prerequisites: CCB entering freshman only A technology-based, cross-discipline course for first-year students, the first business core course. It introduces first-year business majors to the world of business and enriches their first year experience. It provides students with an overview of business, its environment and its subsystems (e.g. operations, marketing, accounting, finance and information systems); and enhances their computer and team-working skills. Through informational and advising experiences students make decisions in areas such as the selection of courses, a major, a career and the utilization of on-campus student resources.
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3.00 Credits
Conditions and hours to be arranged Study under the supervision of a faculty member in an area covered in a regular course not currently being offered.
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