|
|
|
|
|
|
|
|
|
|
Course Criteria
Add courses to your favorites to save, share, and find your best transfer school.
-
3.00 Credits
Prerequisite(s): MGMT 100 & MGMT 101; limited to Management and Technology sophomore students. This course examines the innovative process within technology-based organizations and the range of internal and external forces which impact on technological innovation and growth. Emphasis is placed on managerial initiatives which can influence the nature and rate of technological development. Technological innovation and change, technology forecasting and assessment, R&D management, technical planning, and organizational models are among the topics to be considered.
-
3.00 Credits
Prerequisite(s): MGMT 100 & MGMT 101. Management 238 is the standard undergraduate course in Organizational Behavior. The course deals essentially with the management of people at work. It examines the individual employee in his organizational environment, as well as the organization itself. Topics range from motivation, leadership groups all the way to organization structure, culture, human resources and organizational change. The course develops some themes in which these topics become relevant - for example the networking organization and diversity at the workplace. Students should expect to conduct group projects involving actual fieldwork and might be asked to give a presentation in class.
-
3.00 Credits
Prerequisite(s): MGMT 100 & MGMT 101. We are born in and spend much of our lives in organizations. From families to schools to athletic teams and jobs, organizations play a central role in our experience. And this is especially so as we pursue careers. Few of us have the luxury of working as a lone artist unfettered by an organization's demands and restrictions. At times we are grateful to organizations for their services and protection. At other times we hate them being unfeeling and inflexible bureaucracies. In this coures we shall examine how organizations are structured with a particular emphasis on businesses and not-for-profit organizations for which most of us will work. How can they be structured so that they are effective and efficient And how can we personally survive in them when they are less than we might want
-
3.00 Credits
This course is designed to develop students' skills in effectively designing, leading and consulting to teams in organizations. This will be a highly interactive course with emphasis on class participation and experiential learning. One of the goals of this course is to provide both the conceptual understanding and the behavioral skills required to implement strategies. To this end, class sessions will make use of a variety of approaches to teaching and learning, including the case method, simulation exercises and lectures. We will cover topics such as leading groups, group formation and socialization, diversity, creativity, group problem solving and decision making, conflict and knowledge sharing. Students will leave this class with knowledge of how to most effectively lead a team as well as how to be an effective team member. [NOTE: Instructors may have different objectives for this course. Please see individual instructors' syllabi for further clarification.]
-
3.00 Credits
Employment Law
-
3.00 Credits
Prerequisite(s): MGMT 100 & MGMT 101. This course explores the role of mergers and acquisitions and alternative methods of corporate development in advancing the strategies of operating business. Emphasis is on the way companies use acquisitions to alter business mixes; seize opportunities in new products, technologies and markets; enhance competitive positioning; adjust to changing economics, and promote value-creating growth. Although the course will emphasize strategic acquisitions, it also will explore leveraged buy-outs and hostile financial acquisitions as well as their influence on corporate buyers.
-
3.00 Credits
Prerequisite(s): MGMT 100 & 101; Junior or Senior Standing Recommended. This course offers students a unique opportunity to develop consulting skills and entrepreneurial expertise by working as consultants to entrepreneural ventures in the Philadelphia area. This capstone course combines both fieldwork and class work and allows students to apply knowledge and skills acquired through other course work to real world issues that must be addressed by operating companies. An understanding of characteristics producing rapid entrepreneurial growth and skills related to effective communications and management of a business relationship are emphasized.
-
3.00 Credits
Prerequisite(s): Mgmt 100 & Mgmt 101. A study of the creation and presentation of art (e.g., theater, film, sculpture), the cultural context of creativity and the management of individual and institutional performance and exhibition. A combination of lectures by instructors and practitioners, case studies and consulting projects with local institutions will illustrate the relationship between creativity and presentation. Students will be required to write papers, proposals, and complete a term project.
-
3.00 Credits
Prerequisite(s): Completion of MGMT 100 or MGMT 101, and a course in Finance are strongly recommended. This course is about business and economic development in lower income, and often economically distressed, high-risk locations in urban, metropolitan areas. It is also about public policies, programs, and public/private partnerships that can best support investment and entrepreneurship in such areas. This course will give students an overview of economic inequality in urban settings, and the opportunity to think about such areas in a new way -- as a potential, promising location for a successful business start-up, acquisition, joint venture, investment, or expansion. The course will discuss how to promote investment entrepreneurial actions, and creative development in communities that have experienced structural dislocation, long term stagnation,and chronic underperformance, economic deterioration, and under investment. This course offers an opportunity to develop and practice consulting skills, and to complete a research project, or an internship with a local community development organization. You will have the opportunity to produce findings and recommendations that can be implemented, and might make a lasting, tangible difference in growth of jobs and income in distressed urban areas. The tools we study can be applied to many situations where there is chronic under investment or disinvestment, such as manufacturing facilities leaving a community with no businesses to replace them.
-
3.00 Credits
Prerequisite(s): MGMT 100 & 101; Junior or Senior Standing Recommended. This elective course focuses on venture capital management issues in the context of a high-growth potential start-up company. The course is motivated by rapid increases in both the supply and demand for private equity over the past two decades. On the supply side, the amount of private equity under management has increased from under $5 billion in 1980 to over $300 billion at the beginning of 2003. Despite the recent downturn in private equity fundraising and investment activity, private equity funding is likely to remain an important activity in the near future as pension funds and other institutions continue to diversify their portfolios. On the demand side, an increasing number of entrepreneurs are interested in forming and growing their ventures. The supply and demand for funds are growing globally. The course is designed principally to address the interests of students who either expect to embark on an entrepreneurial career, or those who expect to assume a managerial role with a venture-backed start-up company, or students who wish to pursue a career in venture capital. The course will touch upon a range of fields including management, finance, accounting, strategy, and legal- and attempt to identify mainstream "best practices" in the area of high growth potential start-ups, with the objective of ensuring that students completing the course will have a solid understanding of the questions and issues that face the typical start-up.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Privacy Statement
|
Cookies Policy |
Terms of Use
|
Institutional Membership Information
|
About AcademyOne
Copyright 2006 - 2025 AcademyOne, Inc.
|
|
|