Examines common trade theories and how these affect government policy and regulation. Considers alternative strategies for the conduct of multinational and global business. Explores the different international configurations of business-government-society relationship systems and how these affect international business strategies. Considers policy, strategy and management challenges in marketing, finance, production and personnel faced by multinational and global corporations.
Effective 3/20/12 Provides a thorough coverage of management theory and applies the principles of management in formal organizations including planning, organizing, leading, and controlling. Develops a basic understanding of the communication process and gives special attention to managerial effectiveness at achieving organizational goals in an ethical way within the changing external environment.
Effective 3/20/12 Develops critical thinking and analytical skills, and skills needed for managing and working in effective teams, including designing on-ground and virtual teams, managing interpersonal dynamics through trust building, conflict management, coaching, feedback, self-reflection and analysis. Must be taken in the first six units of the MBA Advanced Program.
Studies the underlying principles and theories of entrepreneurship, exploring its how tos and pitfalls. Entrepreneurial strategies and management alternatives will be examined. Emphasis on starting new ventures, acquiring other businesses and making existing enterprises profitable. Students will be able to work on projects while learning the ins and outs of being successful and happy entrepreneurs. Both academic and practical considerations will be emphasized.
Presents issues and challenges for managing a multinational work force in light of an organizations strategic objectives and the larger global environment in which multinational organizations operate. Discusses techniques and strategies for managing performance in multinational settings to insure effective and efficient performance. Topics include cross-cultural teams and leadership and international dimensions of human resource management.
Reviews the origin, nature and scope of international law; examines the bases for jurisdiction; sovereign immunity; dispute resolution; US export controls; trade regulation; and extraterritorial application of US laws governing international business transactions. Also examines the legal aspects of establishing an overseas operation; joint venturing abroad; using a foreign distributor; exporting technology; and the Export Administration Act, Foreign Corrupt Practices Act and relevant antitrust laws .
Units: 3 , Offered: Fall 2014
Designed to provide each student with knowledge and practical skills for entrepreneurs and business managers so they can effectively develop plans and strategies for innovative business enterprises. Topics covered include opportunity assessment, identification of competitive advantage, financial forecasting, alternate financing sources, valuation methodologies, legal issues, and organizational development. Students will have the opportunity to prepare a business plan, and gain feedback from experienced professionals.
Examines theories of leadership, their history and their application to current management theory and practice. Uses lectures, case methods and discussions in review of classic models and emerging trends; compares entrepreneurial, hierarchical and team management. Examines the student's own leadership styles and those of others.
Effective 3/20/12 Builds students' abilities to recognize crucial underlying interpersonal dynamics that generate practical problems in their own professional lives. Teaches effective interpretation of meanings and dialogue methods. Develops listening and public speaking skills and the ability to appropriately use power and influence. Experiential and group exercises are used extensively in this workshop style course.
Units: 3 , Offered: Summer 2014
Reviews the health/welfare and retirement-plan management fields. Examines benefit planning and negotiation; controlling benefit costs; administering benefit programs; legal issues, including ERISA impact; future trends.
Examines procedures and strategies for determining compensation systems in contemporary organizations, considering both traditional and more innovative methods of compensation. Addresses the need for strategically focused compensation systems and examines the related variables that impact employee motivation and performance in a variety of organizational settings.
Examines issues and trends in the relationship between organized labor and management in a variety of organizational settings. Provides an in-depth understanding of the National Labor Relations Act and the role of the National Labor Relations Board. Addresses the negotiation and collective bargaining process as well as forms of alternative dispute resolution.
Provides a rigorous study of the functions and roles of individual employee and team training and development to ensure effective performance. Examines the role of training from a strategic perspective including planning and assessment, design and delivery, evaluation of training and integration of training with performance management and compensation systems. Includes study of technology applications in training.
Examines the critical impact of non-market forces including the international, legal, political, social, environmental and cultural roles played by the business enterprise in conducting global business. In addition to purely legal concerns, a major emphasis of the course is the ethical, social and environmental obligations of both the individual manager and the corporation as a whole.
Provides an overview of the critical functions and activities of human resource management from the perspective of the general manager. Illustrates the need for an integrated approach towards human resource planning, staffing, training, performance management, compensation and benefits, labor relations and employee separation. Special attention paid to the role of HR in assuring compliance with legal regulation of the employment relationship.
Examines the knowledge and skills needed to be an effective negotiator. Applications include employment and salary negotiations; negotiating with employees/employers; sales negotiations; and negotiating with colleagues. Stresses knowledge, discipline and skill that students need to achieve their objectives during negotiations.
Applies behavioral science theory to corporate change and problem solving through the organizational development method; examines the role of the facilitator and client, data collection, climate studies, diagnosis, interventions such as data feedback and confrontation; planning and institutionalizing change. Students will practice the techniques of the facilitator. (Cross-listed with PSYCH 342.)
Surveys management development within and outside of organizations. Focuses on career-management systems: the recruiting, selection, and assessment process; training techniques; appraisal; career planning; exit programs; examines in-house practices and programs; and additional resources for education and development.
Surveys federal and state laws and their impact on the employment relationship, with particular emphasis on Title VII of the Civil Rights Act and other laws that regulate the terms and conditions of employment. Emphasis placed on the role of the Equal Employment Opportunity Commission and on judicial interpretation of newer laws whose terms are ambiguous and hence present special challenges to organizations. Discusses the roles of the employer, federal government and public and private interest groups and their impact on employer/ employee relations.
Examines techniques and strategies for recruiting, selecting, motivating and retaining a high quality work force. Considers alternative forms of work organization and their impact on employee careers as well as organizational efficiency and effectiveness. Studies techniques of human resource planning and strategies for managing employee separation, including termination, retirement and layoffs to insure smooth personal and organizational transitions while maintaining compliance with relevant employment laws.
Covers the development and implementation of strategies for gaining competitive advantage. Students will consider the strategic problems encountered by top-level managers in a competitive global market from an integrated perspective. They will learn varied approaches to analyzing strategic situations, developing a competitive strategy and managing policies to implement these strategies including controlling organization-wide policies, leading organizational change and the allocation and leverage of resources. Students will consider such emerging topics as competitive dynamics, technology-based competition, business-governmental relationships, corporate social responsibility and cooperative strategy. This is the Capstone MBA class and should be taken in the last term of the MBA program.
Investigates various technological applications to assist an organization in managing its employees. Examines system requirements and available standard or customized software options for processing HR-related information, including Internet and intranet development, and usage for human resource planning, staffing, training, compensation, career management and legal compliance.
Analyzes the critical role of human resource management in achieving an organization's strategic objectives. Examines techniques for developing a holistic, integrated approach toward the various human resource functions that is aligned with the organizations strategy. Compares and contrasts models of traditional human resource management with strategic human resource management and the application of strategic HR in a variety of traditional and nontraditional organizational settings.
Explores the skills and techniques necessary for conflict mediation. Students will learn communication techniques, problem-identification and management skills, techniques for achieving agreement or settlement and intake skills. Cross-listed with PSYCH 353.
Units: 3 , Offered: Fall 2014
Provides an understanding of financial information needed to launch, manage and rapidly grow a start-up into a successful, sustainable business. Topics include financial statement preparation and analysis, price-volume-cost and breakeven analysis, management of cash and working capital, and preparation of business projections. Students will develop a pro-forma financial plan or projection for an early-stage company that lays out how it will create, deliver and capture value.
Covers the basics of marketing to quickly establish a company in the marketplace and attract customers. Topics include market assessment and demand, digital marketing and CRM tools, low-cost or free PR techniques/tools, branding and effective guerilla marketing tactics. Students will leave the class with a hands-on marketing action plan, including a budget and milestones to execute during a one-year time frame.
Covers the key components of a business plan, the alternative best practices in business planning and how to determine the best approach for different businesses. Focuses on the adaptive business planning process. Students will learn how to build, revise, test and validate their plans, as well as how to communicate their plans to investors and incorporate feedback. Students will gain familiarity with common business-planning tools and resources, and build a business plan complete with market and financial models.
Explores the dynamics that occur in small groups. In addition to learning how to lead and facilitate groups, students will acquire an advanced understanding of theoretical constructs such as membership, norms, communication and leadership. Group research methodologies and the principles on which they are based are also covered. Also offered as PSYCH 306.
This course will explore the business and legal issues associated with starting up and running a high technology company. It will cover the following topics: Formation of the entity (and governance), Founder's equity (and stock options), Business contracts (sale of goods, services, and E-commerce), Financings (venture capital and securities regulations), Employment issues, Intellectual property protection, and Exit strategies (M&A and IPO). This is a "hands-on" practical-oriented course, for those students planning to either become entrepreneurs, or provide legal advice to entrepreneurs. There will be Group Projects (50% of grade), as well as a final exam (50% of grade).
Explores the theory and practice of industrial and organizational psychology. Students will examine the dynamics of organizational life and develop an understanding of the individual, interpersonal and group behaviors in work settings. Methods of assessment and intervention will be covered. Also offered as PSYCH 340.
Offers a broad "101" survey of legal issues confronting businesses and their management, providing an overview of common topics at the intersection of business and law. The course will prepare students to recognize potential legal issues and effectively interface with colleagues, in-house and external counsel and others when they arise.
Units: 3 , Offered: Spring 2015
Explores the growing field of business, organizational and personal coaching as both a profession and also for the personal development of the student. Topics will include: the unique communication skills of a coach, assessment and coaching tools, developmental models of change, common coaching issues, the stages and structures of coaching, and coaching as a profession. Class structure will include: demonstrations, experiential practice and learning, and guest lectures from successful coaches. May be used as a management, industrial/organizational psychology or conflict resolution certificate elective option.(Cross-listed with PSYCH 396I.)
Units: 3 , Offered: Spring 2015
Examines the structure, function and performance of organizations and the impact of psychological and sociological variables on the behavior of groups and their members. Students will learn the key relationships between organizational culture, behavior and processes. (Cross-listed with PSYCH 341.)
Provides effective methods and techniques for developing specific and measurable individual and organizational performance objectives, including setting goals and standards. Concepts and tools are presented for HR professionals, as business partners, to drive the design and implementation of fully integrated performance management systems across their entire organization. This includes performance development and feedback in addition to various ways of designing and writing performance evaluations and appraisals.
Units: 3 , Offered: Fall 2014
This course covers the development of a strategy and its execution. Students will be asked to develop ideas and determine which one best fits a viable opportunity. Students will be expected to craft a workable strategy and communicate this strategy to functional areas within an organization. They will be challenged to engage and succeed in a functional environment and to align functional plans with an organization strategy. A final element of the course is the presentation of an organization strategy, supported by functional plans, which have generated a real product or service.
Explores professional conflict resolution and mediation as an emerging means of problem solving in family, industrial, environmental and business law. Students will examine the theoretical framework of dispute resolution and its relationship to the traditional justice system, and explore related ethical issues. Also offered as PSYCH 352.
Offers students the opportunity to receive graduate-level work experience in management. They are responsible for their own placement in an internship approved by the department chair. A written internship proposal is required before consideration for this course. A written report is required upon completion of the internship.
Provides an opportunity for the advanced student with a specific project in mind to do reading in a focused area and to prepare a substantial paper under the direction of a faculty member. Only one directed study course may be taken for credit toward a masters degree.
Prerequisite: Completion of six graduate seminars in the Advanced Program; consent of the instructor and the department chair., Units: 1 - 3
Seeks to improve communication skills in various management situations such as interviewing, oral presentation, group leadership and decision making. Emphasis will be placed on both oral and written professional communications. Students are encouraged to develop individual evaluative criteria with the aid of the instructor and fellow students.
Studies the impact that individuals, groups and organizational structure and processes have on behavior within organizations. Examines the foundations of individual and small-group behavior and how this behavior affects organizational processes and performance. Utilizes case studies, role playing and experiential exercises. Requires extensive student participation.
Focuses on the development of company policy and strategy, examines the impact of a company's internal and external environment on strategic decisions and assigns case practice in analyzing and formulating business policy and strategy. Lower-division requirements must be satisfied. To be taken in the last 12 units of the BBA degree and Bridge programs.
Focuses on the integration of learning across the business disciplines and general education program. Using skills, knowledge and abilities in the areas of critical thinking, communication, ethics and organizational behavior, this class will require the application of business theory and practice to real-world examples to demonstrate mastery of the program's learning objectives. This course is to be taken in the last term of the bachelor of arts in management program.
Surveys contemporary federal and CA employment law: worker classification, hiring, management, evaluation and termination of employment relationships, with specific focus on the relevant legal system, common law rules, anti-discrimination statutes, wage/hour law, privacy, worker safety and pension matters.
Units: 3 , Offered: Spring 2015
Surveys the principles and practices in managing personnel: human resource planning, recruiting, selection and training; development of personnel policies; and government regulation including EEOC, OSHA and wage-and-hour laws. Introduces labor relations and collective bargaining.
Traces the growth of the labor movement and management reactions and policies; examines the role of government, contemporary problems, current practices in collective bargaining, grievance handling, state and federal labor legislation.
Prerequisite: MGT 173., Units: 3 , Offered: Summer 2014
Examines the personnel process of human resource planning; generating applications (internal and external); analyzing qualifications, selection methods and decisions (including test evaluation); interview methods and practice; placement and exit programs (outplacement, retirement); and legal considerations. Utilizes simulation case practice and role playing.
Prerequisite: MGT 173., Units: 3 , Offered: Spring 2015
Reviews the elements necessary to make sound compensation decisions. Topics include types of compensation plans, employee motivation, economic theory, labor markets, compensation surveys, job analysis and evaluation, performance assessment, compensation methods, employee benefits, non-economic rewards and compensation administration.
Prerequisite: MGT 173., Units: 3 , Offered: Summer 2014
Examines the role of the training function within the field of Human Resource Management. Students will identify performance problems related to training, practice a variety of training methods and materials and decide the methods of evaluation. Students design a training package and do a brief training session in class. Demonstrations of interactive video and computer programs.
Prerequisite: MGT 173., Units: 3 , Offered: Fall 2014
Examines environmental, economic, political and social constraints on doing business abroad; effects of overseas business investments on domestic and foreign economies; foreign market analysis and operational strategy of a firm; management problems and development potential of international operations.
Focuses on the conduct of business between the United States and our major trading partners in East and Southeast Asia. Students will prepare a market analysis for one of these countries and a product or service of the student's choice. Students will learn how to identify what products and services are in demand, how to conduct business, what barriers to trade exist and what trade assistance is available for US companies.
Corequisite: MGT 179., Units: 3 , Offered: Summer 2014
Focuses on the conduct of business between the United States and our major trading partners in Western Europe. Students will prepare a market analysis for one of these countries and a product or service of your choice. Students will learn how to identify what products and services are in demand, how to conduct business, what barriers to trade exist, and what trade assistance is available for US companies.
Corequisite: MGT 179., Units: 3 , Offered: Fall 2014
Focuses on the conduct of business between the United States and our major trading partners in Latin America. Students will prepare a market analysis for one of these countries and a product or service of your choice. Students will learn how to identify what products and services are in demand, how to conduct business, what barriers to trade exist, and what trade assistance is available for US companies.
Corequisite: MGT 179., Units: 3 , Offered: Spring 2015
Reviews the principles and practices of entrepreneurship and small businesses. Explores entrepreneurship as an alternative to regular corporate executive career paths, entrepreneurial strategies, ownership alternatives, buying/selling business, franchising, venture capital and other related subjects. Both academic and hands-on real world exercises will be included.
Prerequisite: Any Accounting course., Units: 3
Offers students the opportunity to receive work experience in a job directly related to their academic major and career goals. Students will be responsible for their own placement in an internship approved by the department chair. A written internship proposal is required before consideration for this course. A written report is required upon completion of the internship.
Prerequisite: Consent of the department., Units: 1 - 3 , Offered: Fall 2014
Addresses significant, topical and practical problems, issues and theories in management. Topics will be selected by the department chair. This course may be taken more than once, provided the same topic is not repeated.
Prerequisite: Consent of the department chair. Prerequisites will vary based on topic., Units: 3
Provides individual study of selected topics under supervision of a faculty member. Students are limited to one directed study course per trimester.
Prerequisite: Consent of the department., Units: 1 - 3