330 Peter B. Lewis Building
Matthew J. Sobel, Chair
Phone 216-368-4141; Fax 216-368-6250

The Operations Department offers courses in operations research, operations management, and quantitative methods. The Department offers the M.S. in Management in Operations Research, and Supply Chain Management, a Ph.D. degree in operations research, and courses pertinent to the M.B.A. and undergraduate programs.

Matthew J. Sobel, Ph.D. (Stanford University)
Professor of Operations and Chair; William E. Umstattd Professor
Product design and technology change, coordination of operations, finance, and marketing; supply chain management, environmental and energy management; large-scale structured Markov decision processes

Ronald H. Ballou, Ph.D. (Ohio State University)
Professor of Operations
Planning, analysis, and control of supply chains, with particular emphases on facility location, transportation, and inventory issues.

Roger A, Bielefeld, Ph.D. (Case Western Reserve University)
Professor for the Practice of Operations, and Director, Information Technology
Artificial neural network models, computer simulation, evolutionary computation, statistical computing, fuzzy representation of uncertainty

Apostolos N. Burnetas, Ph.D. (Rutgers University)
Associate Professor of Operations
Stochastic optimization and learning; adaptive Markov decision models of supply chain management, real options and investment under uncertainty.

Hamilton Emmons, Ph.D. (The Johns Hopkins University)
Professor of Operations;
Queueing control, workforce and jobshop scheduling

A. Dale Flowers, D.B.A. (Indiana University)
Associate Professor of Operations , and Codirector, Institute for the Integration of Management and Engineering
Enterprise resource planning, operational forecasting, quality control and management, manufacturing planning and control systems.

Lisa M. Maillart, Ph.D. (University of Michigan)
Assistant Professor of Operations
Stochastic processes, Markov decision processes, maintenance optimization and reliability.

Kamlesh Mathur, Ph.D. (Case Western Reserve University)
Associate Professor of Operations
Management science and statistical applications, mathematical programming.

Harvey M. Salkin, Ph.D. (Rensselaer Polytechnic Institute)
Professor of Operations
Analytical portfolio management, finance and investments, integer programming, linear programming.

Daniel Solow, Ph.D. (Stanford University)
Use of models for studying complex systems, linear and nonlinear programming, combinatorial optimization, mathematics and computer science education.

George Vairaktarakis, Ph.D. (University of Florida)
Assistant Professor of Operations, Lewis-Progressive Assistant Professor of Management
Production and workforce planning, just-in-time scheduling, management of flexible manufacturing systems, management of virtual and traditional projects, product/process design, quality management, robust optimization.

Yunzeng Wang, Ph.D. (The Wharton School, University of Pennsylvania)
Assistant Professor of Operations
Service parts logistics, supply chain coordination, new product development, production and inventory models.

Moren Lévesque, Ph.D. (University of British Columbia)
Associate Professor of Operations
Assistant Professor of Management Policy and Entrepreneurship and Assistant Professor of Operations
Stochastic models for entrepreneurial processes, dynamic modeling of entrepreneurial behavior and decision making, effort allocation models for new venture creation, entry strategies of new ventures.

Thomas E. Love, Ph.D. (University of Pennsylvania)
Assistant Professor of Medicine, Epidemiology and Biostatistics and Assistant Professor of Operations
Data Analysis, diagnostics, experimental and observational study design, psychometics, statistical process control.

Peter Ritchken, Ph.D. (Case Western Reserve University)
Professor of Banking and Finance; Professor of Operations; Kenneth Walter Haber Professor of Finance
Financial economics, fixed income and derivatives, applied stochastic processes and statistics.

OPRE 201. Introduction to Operations Research I (3)
This course covers philosophy, concepts, methods, and techniques of operations research, several classical problems and some contemporary case studies. Topics include linear programming, the transportation and assignment problems, integer programming, PERT/CPM, inventory models, simulation, and the use of analytical techniques in portfolio management. Prereq: Introductory statistics.

OPRE 300. Undergraduate Projects in Operations Research (1-18)
Individual operations research projects are carried out by qualified students. Prereq: Consent of instructor.

OPRE 345. Decision Theory (3)
(See OPRE 445.)

OPRE 348. Personal Investment Strategies (3)
This course is an introduction to the world of personal investing. In the framework of personal investment objectives and alternatives, topics included are: stocks, bonds, convertibles, warrants, options and mutual funds. Discussions of contemporary factors driving stock and bond prices such as international currency and interest rate implications are also discussed. Practical money management programs to meet different investment objectives and levels of wealth are explored. Prereq: ACCT 102 or consent.

OPRE 402. Stochastic Models with Applications (1.5)
This course surveys fundamental methods and models in operations research and operations management that incorporate random elements. Topics discussed will include basic results from the theory of stochastic processes, especially Markov chains; an introduction to stochastic dynamic programming; and models in the control of queues and inventories. Prereq: OPRE 425A and OPRE 425B.

OPRE 404. Data Analysis (3)
This course presents selected topics in applied data analysis focusing on the fundamentals of time series analysis, categorical data analysis and experimental design. The course emphasizes what the statistical process is all about: how to conduct studies, what the results mean and what can be inferred about the whole from pieces of evidence. Modules include the analysis of data from designed experiments through the analysis of variance and covariance, fundamental models for the analysis of time series data, including smoothing techniques, classical decomposition, and Box-Jenkins ARMA, and the analysis of categorical responses through measures of association, log-linear models, and logistic regression. Prereq: OPRE 405 or OPRE 428B or MBAC 414/QUMM 414 or consent of instructor.

OPRE 405. Regression Models in Management (1.5)
This course is for students interested in the problems of business and management. A wide variety of applications, drawn from the spectrum of business disciplines, drive our treatment of regression. The focus is on understanding and forecasting in a variety of data settings. Students will learn how to summarize relationships and measure how well these relationships fit data, and how to make meaningful statistical inferences when the usual assumptions do not hold. Students should achieve a working knowledge of multiple regression, and will be encouraged to become critical consumers of statistical information. OPRE 428B covers much of the same material, with a higher assumed knowledge of mathematical statistics. Prereq: MBAC 414 or consent of instructor.

OPRE 410. Math Foundations for Advanced Studies (1.5)
This course enhances the ability to use mathematics in advanced studies. In addition to learning such elementary ideas as the difference between closed-form and numerical-method solutions, a systematic approach is used to learn how to read, understand, think about, and do proofs. Specifically, it is shown how all proofs, regardless of subject area, can be explained as a sequence of individual proof techniques. The following mathematical skills are also taught: translating visual images to symbolic form using quantifiers; classifying mathematical objects into groups having similar properties; creating and working with mathematical definitions; unification; generalization. Prereq: Linear Algebra (equivalent of 1 semester undergrad course) and Calculus (equivalent of 3 semesters of undergrad studies) or consent of instructor.

OPRE 411A. Linear Programming (1.5)
The objective of this course is to enable the student to formulate deterministic (linear, nonlinear, integer and network) models. The simplex algorithm for solving linear programming problems is presented geometrically, algebraically and economically. The role of duality theory is also discussed. Case studies are used to teach the student how to interpret computer output obtained from the simplex algorithm and how to use that output to answer "What happens if..." questions. Prereq: One semester of undergraduate linear algebra or consent of instructor.

OPRE 411B. Deterministic Models with Applications (1.5)
Case studies are used to teach the student how to formulate, use computer packages, and prepare managerial reports for solving deterministic (linear, nonlinear, integer, network, and goal programming) problems that arise in business operations as well as project management problems (using PERT/CPM techniques). Conceptual and mathematical ideas of the various methods for solving such problems are presented. Prereq: OPRE 411A or MBAC 414/QUMM 414 or consent of instructor.

OPRE 412A. Theory of Linear Programming (1.5)
This course presents the theory of linear programming, including the formal development and proofs of (a) the geometry of linear programming problems (convex sets, extreme points and extreme rays), (b) the steps of the simplex algorithm and their relationship to the geometry, and (c) duality theory and its uses in sensitivity and post-optimality analysis. Prereq: OPRE 410 and OPRE 411A or consent of instructor.

OPRE 412B. The Theory of Nonlinear Programming (1.5)
This course presents the algorithms and theory for solving nonlinear programming problems. Problems that do not have constraints include: (a) solving nonlinear systems of equations with Newton’s method, (b) finding fixed points of functions using the Brouwer and contractive fixed-point theorems, and (c) optimizing nonlinear functions of a finite number of variables using gradient and conjugate-gradient algorithms with line searches. Problems that have constraints include: (a) solving the linear complementarity problems, (b) solving optimization problems with methods of feasible directions that use the Karush-Kuhn-Tucker conditions and also with methods that use penalty functions. Throughout, the role of convexity in establishing convergence of algorithms is explained. Prereq: OPRE 412A or consent of instructor.

OPRE 413. Business Applications of Decision Models (1.5)
The objective of this course is to expose the students to situations from various business disciplines (e.g., Finance, Marketing, Information Systems, Supply Chain Management, etc.) where quantitative models effectively address the decision problems. This course will also integrate these business disciplines and will prepare students for action learning projects where quantitative tools may be appropriate. The course will apply tools and techniques learned in MBAC 414. Other quantitative tools will be introduced "just-in-time" in context to particular application area. Prereq: MBAC 414 or QUMM 414. Coreq: MBAC 425 or OPMT 405.

OPRE 419. Game and Decision Theory (1.5)
Most of this course is an introduction to game theory; the remainder is a brief introduction to Bayesian analysis of decision problems including decision trees and conjugate pairs of distributions. The game theory portion consists of an axiomatic approach to utility theory, noncooperative solution concepts emphasizing equilibrium points, and cooperative solution concepts. Examples are drawn from economics, marketing, and operations research. Prereq: Linear Algebra and Calculus. Coreq: Linear Programming.

OPRE 424. Scheduling Theory (3)
Combinatorial and implicit search techniques are developed and applied to scheduling problems, including sequencing on a single and on parallel processors, scheduling in flow shops, open shops and general job shops, and resource-constrained project scheduling, to satisfy various objectives. Topics in the complexity of algorithms and worst-case analysis of heuristics are discussed. Stochastic extensions, manpower scheduling or other special topics may be considered. Prereq: OPRE 425A or equivalent or consent.

OPRE 425A. Probability Applications (1.5)
This course introduces the basic tools of probability. Topics include combinatorial analysis, basics of random variables and distributions, and correlation. Emphasis is placed on business applications in production and inventory planning, reliability and maintenance and finance. Prereq: A semester of calculus or consent of instructor.

OPRE 425B. Probability II (1.5)
This course introduces the fundamental concepts of probability theory. Topics include probability spaces and events, conditional probability and Bayes theorem, joint distributions of random variables, moment generating functions, laws of large numbers and the central limit theorem. Prereq: OPRE 425A or consent of instructor.

OPRE 426. Stochastic Processes (3)
This course develops probability models for systems that evolve dynamically over time and display uncertain behavior. The models studied include discrete and continuous time Markov processes, with several important special cases including the Poisson Process and other birth-and-death processes, branching processes, and Brownian motion. Other models include renewal, regenerative and semi-Markov processes. Applications include production and manufacturing, supply chain management, telecommunications, finance and economics. Prereq: OPRE 425A and OPRE 425B.

OPRE 427. Convexity and Optimization (3)
Introduction to the theory of convex sets and functions and to the extremes in problems in areas of mathematics where convexity plays a role. Among the topics discussed are basic properties of convex sets (extreme points, facial structure of polytopes), separation theorems, duality and polars, properties of convex functions, minima and maxima of convex functions over convex set, various optimization problems. Prereq: MATH 223 or consent. Cross-listed as MATH 427.

OPRE 428A. Statistics (1.5)
This course covers the basic foundations of statistical analysis, with an emphasis on applications of confidence intervals and hypothesis testing for a wide array of experimental designs. Topics include: descriptive statistics, sampling, comparison of means, medians and proportions through interval estimation and hypothesis testing, and an introduction to the design of experiments. Prereq: OPRE 425B or MBAC 414/QUMM 414 or consent of instructor.

OPRE 428B. Regression and Experimental Design (1.5)
This course covers the fundamentals of regression analysis and generalized linear models, emphasizing understanding and forecasting relationships between variables in a variety of data settings. Heavy use of case studies is supplemented by more technical material, as students learn to summarize relationships and measure how well these relationships fit data, and how to make meaningful statistical inferences when the usual assumptions do not hold. Prereq: OPRE 428A or consent of instructor.

OPRE 429. Stochastic Processes and Optimization (1.5)
The course provides an introduction to various models and methods for optimization under uncertainty. Applications are considered from operations management (supply chain management, revenue and yield management, inventory control, queueing control), finance (portfolio optimization, option pricing, hedging policies), industrial organization (product development and pricing, research and development investment policies), and other areas. Topics covered include stochastic programming modeling and solution methodologies, extensions to sequential control of Markov Processes and a brief introduction to adaptive estimation and control. Prereq: OPRE 426 and OPRE 513A or consent.

OPRE 432A. Simulation Models with Applications (1.5)
This course covers the modeling and analysis of business systems using computer simulation. The focus of the course is the introduction of simulation as a modeling tool with emphasis on understanding the structure of a simulation mode and how to build such models with the help of popular simulation software(s). Some fundamental statistical concepts behind simulation modeling will also be discussed. Coreq: A course in basic statistics (QUMM 414 or MBAC 414, or OPRE 428A and OPRE 428B) or consent of instructor.

OPRE 432B. Simulation Design (1.5)
This course covers the statistical design and analysis of simulation models. The topics include random number generation, input data analysis, statistical analysis of simulation outputs, variance reduction techniques, and design of simulation experiments. Prereq: OPRE 432A. Coreq: OPRE 428A and OPRE 428B or consent of instructor.

OPRE 435A. Computer Programming (1.5)
The objective of this course is to provide the student with the ability to write object-oriented computer code in C++ for solving problems that do not involve complex data structures. Topics include the use of variables and pointers, built-in functions, input and output, selection statements, loops, functions, and classes. Prereq: Knowledge of one of the following programming languages: Pascal, FORTRAN or C, or permission of the instructor.

OPRE 435B. Integrated Problem Solving in OR and OM (1.5)
This project-oriented course uses a variety of software to involve the student in the complete problem-solving process in OR and OM. This process includes problem definition and formulation, data collection, and storage in a database, connecting the database to the solution algorithm, designing and implementing an appropriate user interface, and presenting the final solution. Prereq or Coreq: OPRE 411B or consent of instructor.

OPRE 435C. Data Structures (1.5)
The objective of this course is to provide the student with the data structures (arrays, files, linked lists, trees, and so on) and the numerical methods (differentiation, integration, and solving linear equations) needed for implementing algorithms that solve operations research and operations management problems. These topics are illustrated with C++ and object-oriented programming. Emphasis is given to ensuring that the programs are robust and usable by nontechnical people. Prereq: OPRE 435A or consent of instructor.

OPRE 445. Decision Theory (3)
This course provides an understanding of the principles, basic concepts, and methodology of engineering economics. It develops proficiency with these methods and with the process for making rational decisions regarding situations likely to be encountered in professional practice.

OPRE 448. Personal and Institutional Money Management (3)
This course is an introduction to contemporary portfolio management. In addition to introductory material on securities, options and security markets, topics include contemporary equity and debt management models, hedging strategies, program trading, portfolio insurance, arbitrage programs, mergers and acquisitions, international investing and intermarket influences, and other contemporary factors driving stock and bond prices. Prereq: BAFI 402 or equivalent or consent.

OPRE 454. Analysis of Algorithms (3)
This course presents and analyzes a number of efficient algorithms. Problems are selected from such problem domains as sorting, searching, set manipulation, graph algorithms, matrix operations, polynomial manipulation, and fast Fourier transforms. Through specific examples and general techniques, the course covers the design of efficient algorithms as well as the analysis of the efficiency of particular algorithms. Certain important problems for which no efficient algorithms are known (NP-complete problems) are discussed in order to illustrate the intrinsic difficulty which can sometimes preclude efficient algorithmic solutions. Prereq: OPRE 435A, OPRE 435C and OPRE 410. Cross-listed as EECS 454.

OPRE 490. Independent Study in Operations Research (1-15)
This course is offered, with permission, to students undertaking reading in a field of special interest. Prereq: Consent of instructor.

OPRE 501. Special Problems and Topics (1-36)
This course is offered, with permission, to students undertaking reading in a field of special interest. Prereq: Consent of instructor.

OPRE 504A. Research in Mathematical Finance I (1.5)
The course introduces the basic principles of discrete time financial markets. The focal points are the method of no arbitrage asset pricing, its relationship with equilibrium investment strategies of individuals in a market of financial securities, and its applications in valuation of contingent claims. Specific topics include basic utility theory, single and multiple period investment models, complete and incomplete markets, risk neutral probability measures, pricing of European and American stock options, and introduction to bonds and interest rate derivative models. Prereq: OPRE 411A, OPRE 425A, and OPRE 425B.

OPRE 504B. Research in Mathematical Finance II (1.5)
The course introduces the mathematical models of financial analysis in continuous time. Topics include diffusion processes, stochastic differential equations and Ito’s lemma martingales, equivalent martingale measures for risk neutral valuation, Girsanov’s theorem, the Black-Scholes model of European option pricing, American options in continuous time, and introduction to the Heath-Jarrow-Morton model of interest rate claim valuation. Prereq: OPRE 504A.

OPRE 512. Large Scale Problems in Mathematical Programming (3)
This course deals with the computational theory of solving large problems in mathematical programming by exploiting the many special structures that arise in real-world problems. Prereq: OPRE 411A and OPRE 411B and OPRE 412A is recommended.

OPRE 513A. Dynamic Programming (1.5)
Dynamic programming consists of optimization models of sequences of decisions as time passes. The motivation and applications include all fields of management, engineering, and economics. This half-semester course includes the formulation of dynamic programming models and an introduction to the algorithms for analyzing the models. Deterministic and stochastic models (including Markov decision processes) are considered. Examples are drawn from many kinds of applications. Prereq: OPRE 411A, OPRE 425A, OPRE 425B, or equivalent.

OPRE 515A. Combinatorial Optimization (1.5)
This course provides the ability to recognize, formulate, and solve (or determine how difficult it is to solve) combinatorial optimization problems. Mathematical programming and network/graph-theory problems are used to illustrate the art of problem formulation. The individual components of combinatorial optimization are identified and presented in a unified framework. The two standard search strategies for finding an optimal solution–namely, the greedy approach and the finite-improvement approach–are illustrated with numerous examples. Conditions are presented under which these search strategies provide an optimal solution. Prereq or Coreq: OPRE 410 or consent.

OPRE 515B. Graph Theory (1.5)
This course provides the ability to use graph theory as a problem-solving tool. The student is taught to recognize, formulate, and solve graph theory problems. Numerous examples from Operations Research, Computer Science, and related areas are used to illustrate the art of problem formulation. Appropriate theory and algorithms are then developed for solving these problems using the two basic search strategies of the greedy algorithm and the finite-improvement algorithms. Prereq: OPRE 515A or consent.

OPRE 517. Networks (1.5)
This course is an introduction to Network Flow optimization with emphasis on applications, theory, and techniques. Applications include design of distribution systems, project scheduling, production planning, routing and scheduling, etc. The course also develops specialized techniques to solve key network problems, namely, Shortest Path, Maximal Flow, Minimum Cost Flow, and Traveling Salesperson problems. Computational complexity issues of these algorithms are also emphasized. Prereq: OPRE 411A.

OPRE 518. Integer Programming (1.5)
This course provides foundations to Integer Programming with the emphasis on applications, theory, and techniques. Applications include problem in scheduling, location, sequencing, capital budgeting, loading, and frequency management. Basic ideas and results are discussed for cutting plane, enumerative, and partitioning algorithms. Prereq: OPRE 411A and OPRE 412A.

OPRE 521. Queueing Theory (3)
This course covers basic theorems in stochastic processes pertaining to queueing theory; analysis of descriptive models for queues with exponential, Erlang and general distributions for interarrival times and service times; distributions of the queue size and the waiting time; and optimization analysis for control and design of queueing systems. Prereq: OPRE 425A or OPRE 425B.

OPRE 523. Multiobjective and Hierarchical Systems (3)
This course covers basic concepts of hierarchical, multi-level systems, Lagrangian decompositions, and coordination principles. Fundamentals and recent advances in theory, methodology and applications of multiple criteria decision making (MCDM) with single and multiple decision makers are included as are: interactive MCDM methods; multiple objectives for discrete and continuous models; multi-objective programming methods, hierarchical overlapping coordination with single and multiple objectives; multi-objective multi-stage impact analysis; and applications to large-scale systems and to decision support systems. Prereq: OPRE 411A and OPRE 411B or consent of instructor; OPRE 412A recommended. Cross-listed as EECS 523.

OPRE 601. Advanced Readings in Operations Research (1-18)
Students report on recent literature and review selected topics in the various areas of operations research. Students also perform detailed studies of special topics in operations research under the guidance of a faculty member. M.B.A. students should enroll in OPRE 501. Prereq: Consent of instructor.

OPRE 602A. Predissertation Research (1.5)
The objective of this course is to study a potential Ph.D. thesis area in detail. Under the guidance of a committee headed by a faculty member in the Department of Operations, students perform a thorough literature review of the chosen area with the objective of summarizing the recent major results obtained in the area and identifying open problems that might be suitable for research. Prereq: Consent of instructor.

OPRE 602B. Predissertation Research (1.5)
As a continuation of OPRE 602A, students complete study of a potential Ph.D. thesis area in detail. Under the guidance of a committee headed by a faculty member in the Department of Operations, students finish a thorough literature review of the chosen area and write a 10-page report summarizing the recent major results obtained and identifying open problems that might be suitable for research. Students also make a one-hour oral presentation to their committee and other interested students and faculty. Prereq: Consent of instructor.

OPRE 701. Dissertation Ph.D. (1-18)
This course is limited to candidates for the Ph.D. degree who are preparing dissertations in some field of operations research. Prereq: Consent of instructor.

OPMT 350. Operations Management (3)
This course presents an overview of the management of operations in business and service firms. The nature of operations problems through the use of case studies is introduced. Emphasis is placed on problems of production, purchasing, product movement and storage, and the attendant information required to achieve desired levels of consumer satisfaction and company profitability. Not recommended for freshmen and sophomores. Prereq: Introductory course in Statistics or consent of instructor.

OPMT 390. Special Problems and Topics in Operations Management (1-18)
Undergraduate student pursues a special topic or problem, with agreement of operations management instructor. Prereq: Consent of instructor.

OPMT 405. Operations Management (3)
Operations management deals with the design of products and processes, the acquisition of resources, the conversion of inputs to outputs, and the distribution of goods and services. It is central to a firm’s ability to compete effectively. As global competition in both goods and services increases, the management of operations is becoming more and more important. This course provides a broad overview of the managerial issues associated with production and delivery of goods and services. It includes the use of quantitative modeling using computers as a central methodology. Prereq: QUMM 414 or MBAC 414.

OPMT 407. Supply Chain Management (3)
If you’re not on the shelf, you’re not in business. This course addresses managing the processes of getting products and service to market. It focuses on strategic and tactical management of the supply chain and distribution channels as value-adding networks. Topics include assessing the value creation potential of network members (suppliers, producers, distributors, dealers, and retailers), which of them should make key decisions and how they relate to each other. Emphasis is on communication throughout the marketing network to coordinate activity, to provide appropriate compensation, and to ensure the marketing program is implemented effectively at the customer level. Prereq: MKMR 403 or MBAC 424 or MIDS 456. Cross-listed as MKMR 407.

OPMT 420. Managing Quality in Organizations (3)
This course provides an introduction to managing quality in both manufacturing and service settings. It begins with the development of a customer centered approach through the concepts of quality function deployment. Representative programs which may be covered are: the Juran trilogy, Deming’s approach, Crosby’s approach, Kaizen or continuous process improvement, quality teams and vendor relationships and certification. Broad managerial considerations in managing quality, such as education and training of organizational personnel, commitment to quality, and administration of the quality function are also covered. Students may work in teams on cases or real world projects in order to apply the concepts introduced in the course. Prereq: OPMT 405 or MBAC 425.

OPMT 422. Service Operations Management with E-Commerce (3)
This course concerns the management of operations in e-commerce and other kinds of services. E-commerce absorbs more course time than any other type of service, but we also examine other settings such as financial services, health care, information systems, and transportation. There are modules on the similarities and differences of operations in e-commerce versus other service industries, structures of service industries, design of services, profitably utilizing service capacity, enhancing the quality of services, and managing service projects. Topics in capacity management include revenue management, queueing models, and simulation. A recurring theme is the integration of service operations with marketing, finance, and information systems. Prereq: MBAC 425 or OPMT 405 or equivalent.

OPMT 423. Operations Management-E.M.B.A. (2)
Participants study the processes by which goods and services are supplied, produced and distributed in organizations, with emphasis on systems for analyzing design and operational problems in the production/operations function. This course is limited to students in the Executive M.B.A. program.

OPMT 475. Logistics/Physical Distribution Management (3)
Effective management of the distribution of goods and services as they flow from plants/ports/vendors to customers is the focus of this course. Concepts and methods, some computerized, are presented that can lead to improved physical distribution customer service and/or to lower costs in a variety of manufacturing and service company settings. Key topics include transportation, inventories, warehousing, materials handling, order processing, packaging, pricing, customer service standards, and warehouse and retail location. (A companion course to OPMT/MKMR 476.) Prereq: OPMT 405 or MBAC 425. Cross-listed as MKMR 475.

OPMT 476. Purchasing/Materials Management (3)
Effective management of the physical supply of goods and services to manufacturing and service companies is the focus of this course. The course is designed to provide an overview of the management problems associated with acquiring and maintaining the flow of material supplies to a firm, and to sharpen decision-making skills as related to materials supply within the broader scope of logistics and the firm as a whole. Topics include purchasing, inventory control and supply scheduling. (A companion course to OPMT/MKMR 475.) Prereq: OPMT 405 or MBAC 425. Cross-listed as MKMR 476.

OPMT 477. Enterprise Resource Planning (3)
Enterprise resource planning (ERP) includes the application of various concepts to plan proper resource utilization for an enterprise. Concepts including forecasting, material requirements planning, operations scheduling (aggregate and detailed), capacity planning, and activity control are central to ERP. Both quantitative modeling and managerial analysis for these subjects are included in this course. The quantitative analysis will be performed on a microcomputer using software available in the Weatherhead Computer Lab. Prereq: MBAC 425, OPMT 405, OPMT 423 or consent of instructor.

OPMT 478. Operations Design and Quality Control (3)
The primary thrust of this course is statistical applications in manufacturing. The areas of acceptance sampling, process control, total quality control and an introduction to industrial research are included in the course. Methods engineering is introduced as an important underpinning of the quality control system. Prereq: OPMT 405 or MBAC 425 or consent.

OPMT 479. International Operations Management (3)
The main objective of this case-based course is to help prospective operations managers to overcome national and cultural myopia, identify cultural and contextual differences in operations management practice, describe successful operations management approaches in other countries and examine reasons for their success as well as the viability of transferring them to significantly different operating environments, and finally address the impact of the global scope of operations on the usual operating decisions (production planning, quality control, etc.). Topics to be covered include organization of global operations, production strategies in entering foreign markets, development of a global manufacturing strategy, international facilities location, offshore manufacturing, global sourcing and logistics, global transfer of technology, risk management on global operations, cultural and national comparisons of operations management practices, and successful global service operations. Prereq: OPMT 405 or MBAC 425.

OPMT 480. Operations Strategy and Technology (3)
This course discusses the process of developing an operations strategy for competitive advantage. A number of strategic issues are studied from a manufacturing perspective, including: product development, introduction of new technologies, managing multiple plant operations, flexibility, and financial control systems. Coreq: OPMT 405 or MBAC 425.

OPMT 490. Independent Study in Operations Management (1-15)
This course is offered, with permission, to students undertaking reading in a field of special interest. Prereq: Consent of instructor.

OPMT 501. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking reading in a field of special interest. Prereq: Consent of instructor.

OPMT 504A. Research in Operations Management I (1.5)
The material in this introduction to the research literature in operations management consists of several research papers on supply chains for goods and services. Although specific topics and papers vary from year to year, representative topics include manufacturing, logistics, design of service networks, and revenue management. Prereq: OPRE 412A, OPRE 419, OPRE 426, OPRE 513A or consent.

OPMT 504B. Research in Operations Management II (1.5)
Seminar continuation OPMT 504A’s introduction to the research literature in supply chains for goods and services. Specific topics and papers vary from year to year, but representative topics include manufacturing, logistics, service networks, and revenue management. Prereq: OPMT 504A or consent.

OPMT 601. Special Problems and Topics (1-18)
This is a course of flexible design in which a student, with the agreement of an instructor in operations management, may pursue a special topic or problem. M.B.A. students should enroll in OPMT 501. Prereq: Consent of instructor.

OPMT 602A. Predissertation Research (1.5)
The objective of this course is to study a potential Ph.D. thesis area in detail. Under the guidance of a committee headed by a faculty member in the Department of Operations, students perform a thorough literature review of the chosen area with the objective of summarizing the recent major results obtained in the area and identifying open problems that might be suitable for research. Prereq: Consent of instructor.

OPMT 602B. Predissertation Research (1.5)
As a continuation of OPMT 602A, students complete study of a potential Ph.D. thesis area in detail. Under the guidance of a committee headed by a faculty member in the Department of Operations, students finish a thorough literature review of the chosen area and write a 10-page report summarizing the recent major results obtained and identifying open problems that might be suitable for research. Students also make a one-hour presentation to their committee and other interested students and faculty. Prereq: Consent of instructor.

QUMM 414. Statistics and Decision Modeling (3)
This course provides the foundations of statistical and operations research methodologies for managerial decision-making. Business statistics focuses on statistical thinking as one of the fundamentals of effective management. Topics covered include sampling and the normal distribution, making inferences from data via confidence intervals and hypothesis tests, and analyzing relationships between samples. Decision modeling of organizational systems uses mathematical and computer models to provide a quantitative perspective on identifying, analyzing and solving complex decision problems. This course includes an introduction to linear programming models and applications, simulation techniques in decision-making, and project management.

QUMM 415. Quantitative Methods for Management-E.M.B.A. (2)
This course examines the use of modern quantitative methods to support the executive decision-making process. Particular models examined include those which assist in describing and analyzing problems and those devoted to suggesting possible managerial actions. This course is limited to students in the Executive M.B.A. program.

QUMM 501. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking reading in a field of special interest. Prereq: Consent of instructor.

QUMM 501H. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking reading in a field of special interest. Prereq: Consent of instructor.

QUMM 601. Special Problems and Topics (1-18)
This is a course of flexible design in which a student, with the agreement of an instructor in quantitative methods, may pursue a special topic or problem. M.B.A. students should enroll in QUMM 501. Prereq: Consent of instructor.

Peter B. Lewis Building
Richard E. Boyatzis, Chair
Phone 216-368-2055; Fax 216-368-4785

The Organizational Behavior Department offers programs leading to the Master of Science in Organization Development and Analysis degree and the Ph.D. degree, as well as providing courses pertinent to the M.B.A. program.

Richard E. Boyatzis, Ph.D. (Harvard University)
Chair, Department of Organizational Behavior; Professor of Organizational Behavior
Leadership and developing emotional intelligence, lifelong learning, competency and outcome assessment, values development

Diana Bilimoria, Ph.D. (University of Michigan)
Associate Professor of Organizational Behavior
Corporate governance and leadership, women directors, leaders and entrepreneurs, management education

Hilary Bradbury, Ph.D. (Boston College)
Assistant Professor of Organizational Behavior
Organizations in the natural environment, negotiation, change and transformation

Susan S. Case, Ph.D. (State University of New York at Buffalo)
Associate Professor of Organizational Behavior
Organizational communication, management of diversity, multicultural work environments and teams, gender and organizations, career assessment and development

David L. Cooperrider, Ph.D. (Case Western Reserve University)
Associate Professor of Organizational Behavior
Social innovations corporate governance and policy, management of professional organizations, organization analysis, appreciative inquiry

Vanessa U. Druskat, Ph.D. (Boston University)
Assistant Professor of Organizational Behavior
Effectiveness in self-managed teams; gender and leadership style; group facilitation.

Ronald E. Fry, Ph.D. (Massachusetts Institute of Technology)
Associate Professor of Organizational Behavior, Faculty Director, EMBA Program
Team development, functioning of the executive, design of learning environments, effecting system-wide change, appreciative inquiry

David A, Kolb, Ph.D. (Harvard University)
Professor of Organizational Behavior;
Individual and social change, experiential learning, career development, organization development

William K. Laidlaw, E.D.M. (Case Western Reserve University)
Professor for the Practice of Management

Poppy McLeod, Ph.D. (Harvard University)
Associate Professor of Organizational Behavior
Group decision making, technology effect on interpersonal communication, interpersonal and group dynamics, social and organizational issues in MIS

Eric H. Neilsen, Ph.D. (Harvard University)
Professor of Organizational Behavior
Organizational change and development, team building, executive education, history and sociology of industrial development

Sandy Kristin Piderit, Ph.D. (University of Michigan)
Assistant Professor of Organizational Behavior
Change agents, ambivalence and resistance to change, networking and relationships among co-workers, influence and persuasion

Melvin L. Smith, M.B.A. (Clark Atlanta University)
Instructor of Organizational Behavior
Human resource and strategic management

Suresh Srivastva, Ph.D. (University of Michigan)
Professor of Organizational Behavior
Management of work, management of power, organizational analysis and development, administrative strategy and planning

Duncan vB. Neuhauser, Ph.D. (University of Chicago)
Professor of Epidemiology and Biostatistics, School of Medicine; Professor of Organizational Behavior; CoDirector: Health Systems Management Center

Peter J. Whitehouse, M.D., Ph.D. (The Johns Hopkins University)
Professor of Neurology, School of Medicine; Professor of Organization Behavior

ORBH 250. Introduction to Organizational Behavior and Management (3)
This course challenges students to analyze and manage organizations as complex systems, and to enhance their individual and interpersonal effectiveness.

ORBH 303. Leadership and Personal Development (3)
This is an experience-based course designed for increased integration of cognitive and emotional processes, greater awareness of one’s behavior and impact on others, and greater opportunity for behavioral choice in interpersonal relations. Several Saturday classes.

ORBH 304. Advanced Workshops in Personal Development (3)
This is an experience-study course offered for groups of interested and qualified individuals. This course concentrates on an affective theme: conflict and power, intimacy, aggression, etc. There is an effort to combine experience-based learning with conceptual understanding. Prereq: ORBH 303.

ORBH 390. Special Topics (1-18)
This course is offered for candidates undertaking reading in a field of special interest.

ORBH 403. Developing Interpersonal Skills for Managers (3)
This course is intended to sharpen students’ skills in the art of relating successfully to other individuals and groups. The course uses an intensive group experience to make students more aware of how their actions affect others, more capable of giving and receiving interpersonal feedback, and more cognizant of processes through which groups work. Several Saturday classes.

ORBH 412. Organizational Analysis (3)
This course studies organizational analysis through appreciative inquiry. It explores multiple frame works for understanding the complexity of organizational life. Students form teams and conduct appreciative studies across industries. This course also addresses questions of organizational change (how to move from theory/ideal to practice). Learning is experiential in nature.

ORBH 415. Residency Periods-E.M.B.A. (2)
The primary objective of the residency periods is to create and maintain relationships among the E.M.B.A. participants and faculty that enable and accelerate learning throughout the program. This includes the formation, maintenance and development of effective Study Groups. Another primary objective is to develop behavioral management skills in leadership, teamwork, conflict negotiation, decision making and problem management that are best studied through sustained periods of experiential learning, simulations and exercises available in a residential setting. This course is limited to students in the Executive M.B.A. Program.

ORBH 417. Managing Organizational Change (3)
This course focuses on change as an inescapable fact for organizations and societies of the present and future. Given the existence of such change, how may individuals charged with managing or facilitating an organization’s response to change deal with their task, and what conceptual or technical tools will help them cope with the challenges of the unpredictable? The course examines social and organizational change to provide a base for considering the future and the demands it is likely to pose. Strategies and tactics used in organizational and social developments in the past are critically examined for their relevance to the future.

ORBH 418. Management of Work: Organizational Systems Design (3)
This course views behavior in organizations as a result of interaction between the person and the environment. Person-based characteristics such as needs, style, motives, experience, etc., will be studied in concert with contextual factors such as structure, rewards, co-worker relations, leadership, etc. to explore optimum job design, effective performance management and sustainable system structures. Theories and concepts regarding motivation, high performance cultures, sociotechnical systems, and team-based organization design will provide the bases for our inquiry.

ORBH 425. Developing Emotional Intelligence (3)
Although helping or stimulating individuals to change, learn, and develop is considered a responsibility of the human resource function in an organization, every professor, manager, consultant, and helping professional spends most of their time trying to provoke, evoke, or catalyze a change in others. This course will examine the processes by which individuals change and the methods often used to facilitate this change. How and what a person chooses to change (i.e., select their change goals) will be explored, as well as factors affecting the extent to which he/she changes. The efficacy and ethics of various approaches to individual change as part of human resource and organization development efforts will be discussed. Prereq: MGMT 403 and MBAC 413.

ORBH 432. Understanding and Enhancing Human Systems (4)
This is an introduction to organizational behavior and development. The twin objectives are to increase awareness of the many ways in which behavior in organizations can be explored and to develop basic skills in understanding, diagnosing and intervening in organizational life. Classroom activities combine experiential exercises with homework assignments that focus on participants’ current jobs, leadership responsibilities and career plans. Limited to candidates for the MSODA program.

ORBH 435. Practice in Intervention Skills (3-4)
This course develops participants’ consultative skills. Competence in role entry and development, data collection, intervention and evaluation is gained through class exercises and field projects. The focus is on developing a problem-centered approach to intervening in organizations that minimizes reliance on programmed techniques and maximize collaborative innovation and learning between client and consultant. This course is limited to candidates for the MSODA program.

ORBH 436. Human Issues and Problem-Solving-E.M.B.A. (2)
This course surveys past and present research on the unique contributions of the executive role in organizations and how leadership, decision and problem management, change management, and strategic planning are enacted from the executive perspective. Participants’ historical analysis of leadership in their organizations provides the basis for applying the concepts presented. This course is limited to students in the Executive M.B.A. Program.

ORBH 438. Design of Organizational Development and Analysis Projects (4)
This course has two objectives: (1) to learn to design and deliver training workshops; and (2) to plan and execute organizational change and/or analysis projects that are consistent with their current skills, career plans and developmental needs, and with the opportunities, strategic needs and organizational problems of their client organizations. This course is limited to candidates for the MSODA program.

ORBH 439. Individual Field Project (4)
Participants design, execute and formally present problem-solving projects in their organizations. Each project is supervised by appropriate faculty and organization members. This course is limited to candidates for the MSODA program.

ORBH 444. Organizational Analysis and Development-E.M.B.A. (2)
This course is an introduction to concepts for understanding the organization as a complex social system, with emphasis on the behavioral aspects of strategy and structure, including recruitment, reward systems, staffing and social and technical aspects of special arrangements. This course is limited to students in the Executive M.B.A. degree program.

ORBH 450. Executive Leadership (3)
This course explores answers to questions such as: Who are leaders? Are they different than managers, heroes and heroines? How do the effective ones think and act? What situations create leaders, foster their emergence or provide opportunities? What makes us want to follow them? What are the personal pits of being a leader (i.e., sex, drugs, alcohol, insomnia, ulcers, etc.)? How are leaders developed? Case studies, self-study and at-work projects will be the primary methods used in the course.

ORBH 460. Women in Organizations (3)
This course addresses important leadership and management issues concerning women in organizations. The course provides complex understandings of issues pertinent to professional women and work such as sex role typing, sex-based discrimination, equal pay, sexual harassment, work-family balance, women’s leadership and women’s career issues and development. The course helps students increase self-knowledge about their own values and practices as well as enhance their capabilities as leaders and managers. We will examine the opportunities, challenges, trade-offs, and organizational dynamics experienced by women in work settings, as well as the interpersonal, organizational, and societal structures and processes impacting women in organizations. Through a variety of course methods, students gain greater awareness of the gendered nature of work and organizations and learn effective strategies for women’s career progress and effective participation in organizations.

ORBH 478. Organization and the Environment (3)
This course focuses on ways of looking at the interface between organizations and their environments that have important implications for organizational development activities and the people who design and implement them. The first part of the course reviews several conceptual approaches to assessing this interface. The second part involves the application of these approaches to a series of organizational/environmental problems that members of the class perceive their organizations as currently experiencing. Limited to MSODA candidates.

ORBH 488. Leadership and the Global Agenda (3)
This course will attempt to develop leadership values and competencies in Organization (OD) within the global arena. Objectives for the course include: (1) developing an executive view of the state of the world; (2) building skills in appreciative inquiry for researching best practices of organizations to maintain sustainable economic development; (3) learning how to build organizational capacities for responding to the global agenda for change; and (4) developing a global consciousness to a larger set of global values to provide a vision for a better world and the potentials of our organizations to assist in realizing such a vision.

ORBH 490. Special Topics (1-18)
This is a seminar course led by a member of the faculty of the Department of Organizational Behavior. Specific topics are announced at the start of each semester. This course is intended also for independent study. Prereq: Consent of instructor.

ORBH 491. Diversity, Innovation, and Organizational Change (3)
This course addresses workforce diversity issues from individual, group, and organizational perspectives. The focus is on innovative ways of utilizing today’s culturally expanding workforce. Emphasis is on the "what and how" for managers in developing a corporate culture that embraces diversity, helping them in learning to work with, supervise and tap the talent of diverse employees within their organizations. Included are methods for modifying systems to attract, retain, develop, and capitalize on benefits of the new workforce demographics. A retreat experience is part of this course and is required of all participants.

ORBH 496. Leadership, Executive Assessment, and Development-E.M.B.A. (3)
The purpose of this course is to learn a method for assessing a participant’s knowledge, abilities, values and interests relevant to leadership and executive management so that the person will be able to develop and implement a plan for enhancing leadership and executive capability throughout career and life. The enabling objectives are: (a) to construct a view of current and desired capability (i.e., knowledge, abilities, values, and interests); (b) to develop an individualized learning agenda and plan for the next 3-5 years; and (c) to explore techniques to assist others in doing the same. This course is limited to students in the Executive M.B.A. program.

ORBH 497. Development of Executive Leadership Skills (3)
The objective of this course is the development of skills in effective human interaction, with emphasis on the pragmatics of working with people in organizations. The focus is on learning by doing through the use of applied behavioral science methods of simulation, role plays and structured exercise. Leadership topics covered include decision management, problem management, motivation, planned change, teamwork, and the language of leaders. Designed for MSODA students. M.B.A. students admitted upon consent of instructor.

ORBH 501. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking reading in a field of special interest.

ORBH 510. Foundations of Organizational Thought (3)
Learning some of the foundations of organizational thought can stimulate a vision for creating organizations for the twenty-first century. This course is intended to prepare future scholars for understanding, creating and intervening in future organizational life. Preparation will include study of the classics in organizational literature, contemporary writings and historical analyses of seminal thought in organizational behavior. Preparation will include the process of historical and appreciative inquiry, roots in organizational thought, contemporary roots of organizational thought and some organizing principles. Prereq: Consent of instructor.

ORBH 520. Group and Interpersonal Analysis (3)
This course is a review of major concepts and research in group dynamics and interpersonal relations. Topics concern face-to-face social interaction such as communication patterns, power, hierarchy, leadership, norms, goals, productivity, social theories of personality, and personal change through group methods. The course combines cognitive emphasis and personal experience-based learning. Prereq: Consent of instructor.

ORBH 525. Developing Emotional Intelligence (3)
This course will examine the process by which individuals change and the methods often used to facilitate this change. How and what a person chooses to change (i.e., select their change goals) will be explored, as well as factors affecting the extent to which he or she changes. The efficacy and ethics of various approaches to individual change as part of human resources and organization development efforts will be discussed.

ORBH 530. Social Analysis (3)
This course is an introduction to major themes and concepts in sociology that influence the field and to sociological analysis as it relates to the careers of behavioral science practitioners. Students are exposed to major theoretical orientations as well as to summaries of current thinking in several major topic areas in sociology. The studies of sociology, sociologists and the self are combined to help students develop a sociological perspective of their own potential roles in the applied behavioral sciences. Prereq: Consent of instructor.

ORBH 541. Organizational Systems (3)
This course covers the use of general systems theory as a conceptual base for examining organizations from the macro-perspective. The course examines organizational structure and technology, organizations and interorganizational networks in interaction with their societal environments, and large-scale problems of organizational and social power, conflict and change. It is designed to present a large-scale perspective on organization theory and behavior that is complementary to the micro-perspective of organizational behavior. Prereq: Consent of instructor.

ORBH 561. Research Methods II: Theory Building (3)
This course is designed as a methodological practicum in theory building through qualitative methods. The process of good theory construction is portrayed as the discovery of theory from data, resulting in the co-construction of knowledge of consequence. The course asserts, in Lewinian fashion, that "there is nothing so practical as good theory." It then focuses on the methods, personal disciplines, and perspectives needed to bring this dictum alive. Individual research proposals are developed throughout the semester.

ORBH 565. Research in Gender and Diversity in Organizations (3)
Examination of full range of feminist research methods exploring relationship between feminism and methodology involving a plurality of perspectives for conducting research and creating knowledge with an emphasis on collecting and interpreting qualitative materials. Particular attention is paid to understanding gender- and diversity-related phenomenon that occur in the workplace. Classic feminist research from a variety of historical, societal, economic, interpersonal, and organizational paradigms are incorporated.

ORBH 570. Learning and Development (3)
This course provides an exploration of the learning and development paradigm underlying the human potential development approach to human resource development. The origins of this approach in the naturalist epistemologies John Dewey’s pragmatism, Kurt Lewin’s gestalt psychology, the work of James, Follett, Emerson, Piaget, Maslow, Rogers, and others and current research in adult development, biology and brain/mind research, artificial intelligence, epistemology, moral philosophy and adult learning will be considered. The course will focus on applications of theses ideas to current issues in human resource development such as adult learning in higher education, advanced professional development, and large system learning and development. Prereq: Consent of instructor.

ORBH 572. Thematic Analysis (3)
This course will help students develop the abilities to sense themes or patterns, to apply coding systems in a reliable manner, to develop a coding system, and to design research studies for developing or using codes. Participants will develop and practice three abilities on four types of data: conscious and unconscious thought; an individual’s behavior; interaction among people; and historical documents such as speeches, myths, ballads, etc. Assignments will involve reading, practice coding of material provided, developing preliminary code from materials selected, and completing a research project in which the development and/or use of a code is required. This course is appropriate for doctoral students in the behavioral or social sciences. Prereq: Consent of instructor.

ORBH 575. Theory and Research in Small Groups (3)
The course is designed to provide doctoral students with broad exposure to the theoretical foundations of research in the area of groups and teams in organizations, and to current and emerging trends in the research within this area. The ultimate objective is to enable students to conduct independent research on topics relevant to groups and teams within organizations. The primary focus will be on task-oriented groups and teams, and in the organizational context. It will draw from basic research in social psychology and sociology in addition to organizational behavior.

ORBH 601. Special Problems and Topics (1-18)
This course is offered, with permission, to candidates undertaking reading in a field of special interest.

ORBH 660. Methods of Applied Behavioral Science (3)
This course includes laboratory methods of learning, techniques of design and operation in human relations training, and trainer behavior in group settings. The course is aimed at conceptualizing learning and influence processes in training laboratory settings as well as providing opportunities for the practice of design and operating skills. Prereq: Consent of instructor.

ORBH 706. Advanced Behavioral Science Theory I: Integrative Seminar (3)
These seminars are advanced courses which various faculty offer depending on current research interests. Content topics and convening faculty change from semester to semester. These advanced seminars may lead into new intervention activities and/or dissertation research.

ORBH 707. Advanced Behavioral Science Theory II: Integrative Seminar (3)
(See ORBH 706.)

MBAC 404. Executive Dialogues (1)
Credit/pass/fail option only. Students will engage in dialogues with leaders of regional organizations on issues related to leadership, organizational development and success, and community activism/social responsibility. Each class will begin with remarks from the invited guest on a topic related to the course, and the remainder of the class time will consist of a dialogue among the students and the speaker. Students are expected to prepare for each session by reading materials about the speaker’s organization and articles related to the topic to be discussed in class. The pass/fail grade will be based on individual class attendance and participation, as well as on the performance of each team in preparing for its assigned speaker.

MBAC 410. Leadership Assessment and Development (2)
The Leadership Assessment and Development course is the cornerstone of the Weatherhead M.B.A. program that offers students an opportunity to take an active role in shaping their learning experience in the program. The objective of the course is to have students learn a method for assessing and developing the knowledge and abilities relevant to management throughout their careers. This is accomplished through helping students develop an individualized learning plan to enhance their abilities and knowledge areas as well as to help achieve their career objectives. Students engage in a number of assessment activities, then receive feedback and interpret it. These activities take place in the context of an Executive Action Team where students collaboratively help each other assess their current capability and future development needs.

MBAC 410A. Leadership Assessment and Development (2)
The Leadership Assessment and Development course is the cornerstone of the Weatherhead M.B.A. program that offers students an opportunity to take an active role in shaping their learning experience in the program. The objective of the course is to have students learn a method for assessing and developing the knowledge and abilities relevant to management throughout their careers. This is accomplished through helping students develop an individualized learning plan to enhance their abilities and knowledge areas as well as to help achieve their career objectives. Students engage in a number of assessment activities, then receive feedback and interpret it. These activities take place in the context of an Executive Action Team where students collaboratively help each other assess their current capability and future development needs.

MBAC 410L. Management Skill Building Lab (.5)
The course helps develop interpersonal and team management skills. The course is interactive and has recommended readings and extensive in-class participation in groups.

MBAC 411. Strategic Issues and Applications I (2.5)
The first two weeks of this course are an initial introduction to the full range of issues managers confront in the process of creating value in organizations and to the multiple skills required to deal effectively with them. This course also addresses in detail the issues and skills involved in strategic thinking and management, including analyzing industry and competitive environments, developing organizational objectives and strategies for the long term, integrating functional activities into implementable action programs, and structuring and leading the organization. Other managerial issues and skills introduced in the first two weeks of the course will be addressed in detail throughout the first year in the M.B.A. functional core courses.

MBAC 411A. Strategic Issues and Applications (3)
Student EAT teams are introduced to a comprehensive case study to discover the broad range and integrative aspects of management issues confronting organizations today. Functional teachers in the accelerated core courses will provide "just-in-time" coaching as students break down the complexities of the case.

MBAC 412. Managing Your Career and Action Learning Preparation (.5)
This course is designed to build the skills necessary for a successful job search, personal career development, and business etiquette. The course sessions are interactive and require extensive classroom participation.

MBAC 412A. Management and Career Skills (1)
Course explores communication skills, team building, and negotiations; classes are interactive. There will be recommended readings and extensive in-class participation in groups.

MBAC 412L. Career Development Skills (1)
This is a seminar course designed to build skills necessary for a successful job search and future career development. The course sessions are interactive and require extensive classroom participation.

MBAC 413. Human Value in Organizations (2.5)
Examines the behavioral sciences relevant to the effective management of people and the effective design of human resources system, structure, and policies. Topics include leadership, change management, motivation and pay systems, team dynamics, staffing, decision making, organizational communications, employee participation, performance appraisal, conflict management, negotiation, work design, organizational design, and organizational culture. A variety of methods, including experiential and interactive learning methods, are used to study these topics.

MBAC 413A. Human Values in Organizations (1)
Classes will explore research in the fields of organizational behavior and human resource management and apply this knowledge in actual situations and cases. They will learn about how to learn from experiences they have in class and in their EATs. Students will be able to directly apply skills learned in class to leadership, project management, task force management, team development, staff meetings, decision making, problem solving, interpersonal relations, environmental analysis, job redesign, organizational change, and labor and human resource policy.

MBAC 413L. HVO Laboratory: Negotiation Skills (.5)
This course is designed to build negotiation skills with recommended readings and extensive in-class participation. Available only to full-time M.B.A. candidates.

MBAC 414. Statistics and Decision Modeling (2.5)
This course provides quantitative foundations for modern business decision making. It begins with an introduction to managerial statistics and data analysis, covering such topics as the use of graphical tools for data description, methods for estimation, comparison and hypothesis testing, and regression models. The second part of the course introduces management science techniques, including mathematical programming models, simulation and project management. Computer software is heavily used throughout.

MBAC 414A. Statistics and Decision Modeling (1)
This class provides a brief look at management science and selected key tools and applications. Topics include modeling, linear programming, simulation and linear regression. Students should have a background in statistics and college-level algebra. Just-in-time statistics review workshops will be available at the beginning of the semester.

MBAC 415. Financial Reporting and Control (2.5)
This course examines the framework that underlies financial and managerial accountancy, and how the information produced by these functions can be used by (1) parties external to the firm, i.e., stockholders, creditors, and government, to evaluate the financial performance of an organization; and (2) internal management to fulfill planning and control requirements.

MBAC 415A. Financial Reporting and Control (1)
The accounting component will cover the use and application of basic financial statements, the basic cost structures in a firm, and decision making using accounting information. We will discuss usage and analysis of information from the annual report, focusing on the balance sheet, income statement, cash flow statement, and related notes. The course will also cover internally generated accounting information about the cost structure of the firm. We will discuss use of this information in decision making. You are expected to be comfortable with definitions of basic accounting terms, and you should be familiar with the accounting structure and the financial statements.

MBAC 416. Managerial Finance I (2.5)
Finance is the study of the allocation of resources under uncertainty, especially as it involves contracts with the providers of funding. This first course develops finance reasoning and tools valuable to both financial and non-financial managers. Central topics include the use of accounting information to evaluate the sources of value, the techniques for valuing prospective cash flows in risky situations (including valuation of projects, and securities like stocks and bonds), capital budgeting, and the measurement of risk for asset pricing in capital markets. Teaching methods include lectures, discussions, cases, and extensive exercises.

MBAC 416A. Managerial Finance (1)
This module reviews knowledge and refreshes core skills in managerial finance, especially those related to financial statement analysis, discounted cash flow valuation, and risk and return in the capital markets. Teaching methods include lectures, discussions, cases, and extensive exercises. (Summer).

MBAC 421. Strategic Issues and Applications II (2)
This course wraps up the M.B.A. core by providing an integrative experience of applying the full range of managerial skills addressed throughout the core in a comprehensive case exercise. Students develop, document and present comprehensive, implementable strategic and tactical actions programs in groups. Prereq: MBAC 411.

MBAC 422. Management and Career Skills II (1)
This course explores communication skills, team building and negotiations. These are interactive classes. There will be recommended reading and extensive in class participation in groups. Prereq: MBAC 412.

MBAC 423. Information Design and Management (2.5)
Organizations are technology- and knowledge-intensive systems. All their functions are driven by the flow and use of information. This course will enable students to develop the models, analytic techniques, and critical attitudes needed to design effective, adaptable organizations. Student will learn to employ information technologies and new organizational forms to improve a firm’s functions and strategies.

MBAC 423A. Information Design and Management (1)
This course will cover systems thinking and the systems approach to structuring and solving problems. Topics include principles of the management of information systems, the biases and heuristics of decision making, linear models and decision support, the human aspect of information systems and the economics of IS. We will assume that students are aware of the range of application of IS to business problems, and that they have an appreciation of their potential administrative and strategic importance.

MBAC 424. Marketing (2.5)
This course focuses on managing marketing as a process of creating value and mutually desirable exchanges of values. That is the foundation of a customer orientation and a central theme of market-driven management. Methods for strategic marketing planning, understanding buyer behavior, market analysis, segmentation, and devising integrated marketing programs are introduced. Creating customer value and competitive advantage in worldwide markets is the central theme. Prereq: ACCT 401.

MBAC 424A. Marketing (1)
The marketing management course will focus on the process of identifying and developing strategies that capitalize on the firm’s unique capabilities and deliver superior customer value. That is the foundation of customer orientation and central theme of market driven management. Students will apply a broad range of marketing principles and techniques to marketing decision making in domestic and global settings. Knowledge of basic marketing concepts and models will be assumed.

MBAC 425. Operations Management (2.5)
Operations Management deals with the design of products and processes, the acquisition of resources, the conversion of inputs to outputs, and the distribution of goods and services. As global competition in both goods and services increases, the management of operations is becoming more and more important. This course provides a broad overview of the managerial issues associated with production and delivery of goods and services. It includes the use of quantitative modeling using computers as a central methodology. Prereq: QUMM 414 or MBAC 414.

MBAC 425A. Operations Management (1)
In recent years, a changing competitive landscape has highlighted the critical role of the operations function in ensuring business success. In this course, we treat business as a value-added chain of processes that supply and convert disparate inputs into products and services and distribute these outputs. We examine how to best design, run and improve these processes. A variety of manufacturing and service sector settings will be used as examples to illustrate the concepts. It is assumed that the student is familiar with the material covered in a basic undergraduate course in operations management. Specifically, a vocabulary of operations management terminology and proficiency in basic tools and techniques of operations management are expected.

MBAC 426. Economics for Management (2.5)
This course surveys the basic principles of micro- and macroeconomics. The focus is on how these principles help managers to better understand the effect of the economic environment on their organization, so as to make more effective decisions. Topics covered include supply and demand, foreign trade and the foreign exchange market, market structures, and fiscal and monetary policies. Special emphasis is given to recent innovations in the study of strategic interactions between firms.

MBAC 426A. Economics (1)
This course serves as a review of economic principles and an introduction to the use of economics in the management setting. Basic economic concepts will be demonstrated by analyzing economic issues and policies relating to the environment in which organizations function. Economic analysis will be demonstrated with reference to particular decisions confronted by firms, including game theory.

MBAC 440. Leadership Assessment and Development (1)
In the outcome assessment, M.B.A. students reassess their management abilities and knowledge areas and measure the progress they have made during their learning experience at the Weatherhead School. This documentation of individual strengths is applied to students’ job search strategies and/or their postgraduate learning plans.

MBAC 498. Action Learning (6)
This course allows teams of students to integrate functional core knowledge from the first year of the M.B.A. program and apply analysis and strategic management skills in a real-world setting. Students will be evaluated by the instructor and the project managers at the client organizations. Prereq: Second year full-time M.B.A. status.

MGMT 001. Supervised Professional Practicum - Semester 1 (0)
A professional practicum is a workplace experience, the primary goal of which is the intellectual, personal and professional growth of the student. It occurs under the sponsorship or supervision of a mentor in the workplace who is committed to seeing that it is an educational as well as a work venture. It requires skills appropriate to the student’s year in college and provides students with new skills, insights and experiences that are transferable back to the academic setting and/or to a future position in the workplace. (Only available to declared Weatherhead Accounting or Management majors.) Prereq: Junior standing.

MGMT 002. Supervised Professional Practicum - Semester 2 (0)
A professional practicum is a workplace experience, the primary goal of which is the intellectual, personal and professional growth of the student. It occurs under the sponsorship or supervision of a mentor in the workplace who is committed to seeing that it is an educational as well as a work venture. It requires skills appropriate to the student’s year in college and provides students with new skills, insights and experiences that are transferable back to the academic setting and/or to a future position in the workplace. (Only available to declared Weatherhead Accounting or Management majors.) Prereq: Junior standing.

MGMT 360. Special Topics and Issues in Management (1-9)
This course option is available to qualified students who are undertaking special projects in a management related field.

MGMT 403. Leadership Assessment and Development (3)
This course is designed to increase competitive attractiveness in the marketplace and maximize the added value of the M.B.A. program. The objective of the course is to have students learn a method for assessing and developing in themselves the knowledge and abilities relevant to management throughout their careers. This is accomplished by helping students develop an individualized learning plan to enhance their level of knowledge in 11 fields and 22 abilities. Students engage in a number of assessment activities, then receive feedback and interpret it. This occurs in the context of an Executive Action Team (i.e., students and a facilitator) in which students help each other assess their current capability and future development needs. This course is limited to students in the M.B.A. program.

MGMT 413. Human Value in Organizations (3)
Examines the behavioral sciences relevant to the effective management of people and the effective design of human resources system, structure and policies. Topics include leadership, change management, motivation and pay systems, team dynamics, staffing, decision making, organizational communications, employee participation, performance appraisal, conflict management, negotiation, work design, organizational design, and organizations culture. A variety of methods, including experiential and interactive learning methods, are used to study these topics.

MGMT 419. Corporate Field Research (1)
This course is intended for the graduate business student who wishes to gain applied/practical business experience based on his/her intended career path and/or with an organization. This course will assist building required skills and bridge the gap between the classroom and real world application. Prereq: Permission of the instructor.

MGMT 421. Business for Engineers (3)
This course is designed to assist practicing engineers to interface with the management of their organization. The focus of such interaction is with marketing, from whom the voice of the customer is relayed to engineering design, and with manufacturing, to whom the engineering function provides product and process designs. In addition, there are some integrative and contextual topics to round out the course. No M.B.A. credit. Prereq: Admission to Practice Oriented Master’s program.

MGMT 441. Planning for Personal Learning (3)
This course is designed for mid-life, mid-career professionals (health care, law, science and technology, management and the like) who may be moving toward new levels of leadership in their fields or organizations or who may be undergoing significant life or career transitions. Two three-day workshops (in August and January) plus three all day Saturday sessions in between are planned, along with individual follow-up in February or March. No M.B.A. credit.

MGMT 442. Seminar: Contemporary Management Issues I (3)
This is a two course sequence where a variety of current topics on leadership and management issues are presented in a seminar format. Specific topics for the year are selected in consultation with the participants. Previous topics have included re-engineering the corporation, marketing opportunity analysis, reinventing government, quality management, leadership and governance structures, and conflict management in organizations. In addition, each participant selects a subject for research. Proposals are prepared and reviewed by the faculty and class. Faculty guidance is offered. No M.B.A. credit.

MGMT 443. Planning for Personal Learning II (3)
This course is the second of a two-part sequence on personal and professional assessment, learning, and development. Part II includes a three-day residential retreat in January, a two-day retreat in May, and six half-day weekend sessions (February, March, April) for goal setting and action planning. Executive coaching is provided. An individualized development plan and an organizational project are completed. Prereq: MGMT 441.

MGMT 452. Japanese for Managers II (3)
Japanese for Managers II continues the introduction of fundamental Japanese grammar, pronunciation, and vocabulary essential for everyday business in Japan. In addition to language skills needed for specific situations (such as visiting, making appointments, extending invitations, business luncheons, etc.), the course will present, through discussion, video, and guest lecture, elements of Japanese society and culture relevant to conducting business in Japan. As the course emphasizes the development of productive oral and aural Japanese language skills, a major portion of each class meeting is devoted to the performance of dialogues and applied situational conversation. Prereq: Permission of instructor.

MGMT 453A. Working Spanish I (3)
Instruction in Spanish language and culture for managers with intensive study in Mexico.

MGMT 453B. Working Spanish for Managers II (3)
Continuation of MGMT 453A.

MGMT 455. Issues in Public Policy (3)
This course will introduce students to the primary frameworks and tools of public policy analysis. Such skills have become essential to business managers, who are increasingly called upon to perform quasi-public functions, especially at the CEO and vice-presidential levels. The course will begin by presenting analytical frameworks, drawn mostly from political science and economics. It will proceed to illustrate these frameworks using three public policy cases. Current plans are to discuss telecommunications regulation, urban development policy, and conflicts in the arts. This course is required for students enrolled in the M.B.A. certificate in public policy. It will also be open to graduate students from throughout the university, on the theory that a classroom with diverse professional backgrounds will better simulate the public arenas in which managers must increasingly operate.

MGMT 460. Managing in a Global Economy (3)
Managers need new skills to enable them to manage effectively in what is increasingly a global economy. They need a deeper understanding of cultural differences and how these differences may influence communications with foreign employers, employees, customers, suppliers or partners. They need a better understanding of the economic and political mechanics of the world business system. They need to learn how to find out more about potential opportunities and threats that lie outside the United States. This course is designed to address these needs.

MGMT 460A. Managing in a Global Economy (3)
Managers need new skills to enable them to manage effectively in what is increasingly a global economy. They need a deeper understanding of cultural differences and how these differences may influence communications with foreign employers, employees, customers, suppliers or partners. They need a better understanding of the economic and political mechanics of the world business system. They need to learn how to find out more about potential opportunities and threats that lie outside the United States. This course is designed to address these needs.

MGMT 460E. Managing in a Global Economy-E.M.B.A. (3)
This course is open for enrollment by E.M.B.A. students only. The course is designed to present first-hand issues in international management. It accomplishes this by means of readings, a written assignment and, most importantly, an international trip designed to witness different management cultures, styles and environments for business in the international community. The course is offered during the Spring semester of the second year (referred to as Semester V in the program). Faculty responsibility rests with the Faculty Director of the E.M.B.A. Program as well as a "Resident-Faculty" specific to each field trip. Such faculty are drawn from the Weatherhead community and vary by the design and destination of the trip. In addition, the course is staffed by an administrative assistant from the complement of Dively CMDR staff. Occasionally and where appropriate, there is also "in-tourist" assistance in some of our foreign locations. This course is part of our overall management offerings and is designated as MGMT 460, Section E.

MGMT 460K. Managing in a Global Economy (3)
Managers need new skills to enable them to manage effectively in what is increasingly a global economy. They need a deeper understanding of cultural differences and how these differences may influence communications with foreign employers, employees, customers, suppliers or partners. They need a better understanding of the economic and political mechanics of the world business system. They need to learn how to find out more about potential opportunities and threats that lie outside the United States. This course is designed to address these needs.

MGMT 461. Development of American Business (3)
The major theme of this course traces the development of concepts relating to business structures and capital markets and workplace values in the United States and other countries. Attention is given to the emergence of the professional manager and the exploration of current business issues from a societal and historical perspective.

MGMT 462. Technology and Society: Progress and Problems (3)
Rapid technological change has markedly transformed business and society. Managers operate in an environment where consequences of new technologies need to be understood from an economic and social perspective. Given the broad context within which technologies emerge and evolve, this course seeks to create an awareness of how technology is a driving (but sometimes subtle) force that (1) shapes nearly all aspects of our experiences, opportunities, satisfactions, and problems; (2) influences and is influenced by the network of increasingly governmental and private sector organizations and interests; (3) drives the emergence of social and ethical issues and, in dealing with these issues, shows the strengths and limitations of political and economic institutions; and (4) is a significant determinant of corporate strategy in a world where economic, political, and social considerations coexist.

MGMT 462A. Technology and Society: Progress and Problems (1.5)
Summer offering.

MGMT 462B. Technology and Society: Progress and Problems (1.5)
Fall offering. Prereq: MGMT 462A.

MGMT 464. Business Ethics (3)
This course is built around two core learning tracks. The first is extended analyses of case studies, which identifies ethical problems, diagnoses import, and develops strategic programs to address them. The second learning track uses short pieces of fiction to explore issues of ethical character, leadership, and organizational responsibility. Each student keeps an ethics journal over the course of the semester to reflect on ethical issues, both inside and outside the classroom. In addition, small student groups are formed to write case studies focusing on a business ethics problem.

MGMT 465. Perspectives in European Management (3)
The European Summer Institute provides an introduction to international business through a unique combination of class meetings on campus and a two-week excursion to central Europe. While in Europe, students meet with local business people, consulate officials, and university professors to learn the prerequisites for doing business in the region. The trip features a number of site visits to local companies. (This course may be used for perspective course credit.) Prereq: Permission of instructor.

MGMT 466. Seminar in International Business (3)
This course is a continuation of MGMT 465 and includes an independent study component. (Approval for course credit in the student’s area of concentration may be approved by the instructor at the time of registration.) (Summer only.) Prereq: Permission of instructor.

MGMT 498. Process Improvement Consulting (3-6)
This course is highly recommended to students who are planning to pursue post-M.B.A. careers in consulting firms or as an in-company process improvement or quality management consultant. At the start of the course, students will be organized as five-member consulting teams and will be assigned a consulting project and a project manager from a major Cleveland organization. Students will be expected to spend at least one day a week at the organization facility. The student consulting teams will be taught to use several tools for process improvement, project management, and communication with clients. Faculty member will act as a "consulting partner" during the course to provide guidelines and advice during challenging periods of the projects and to keep the progress of the projects on schedule. Student consulting groups will be evaluated on the quality of their analysis, reports and presentations and on the significance of the cost-savings or profits which they have identified for the firm through their analysis. Prereq: Second-year status.

MGMT 499. Strategic Issues and Applications (3)
This course wraps up the M.B.A. core by providing an integrative experience of applying the full range of managerial skills addressed throughout the core in a comprehensive case exercise. Students develop, document, and present comprehensive, implementable strategic and tactical actions programs in groups. Prereq: ACCT 401 and BAFI 402.

MGMT 501. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking reading in a field of special interest.

MGMT 560. Theoretical Perspectives in Management (3)
The aim of this seminar is to expose the students to the theoretical underpinnings and empirical research associated with emerging ideas and theories in management. The end goal would be to challenge the students to utilize the perspective offered by one or more of these ideas to analyze a critical research issue in their field and develop a proposal for future research. Prereq: Ph.D. level course; otherwise instructor permission required.

MGMT 563. Qualitative Research Methods (3)
This course emphasizes qualitative methods for organizational diagnosis. The major portion of the course will involve presentations and discussions of fieldwork experience. (Fall, alternate years)

MGMT 570. Research Theory and Method (3)
A range of traditions in the social science are introduced, highlighting different positions from the philosophy of science and epistemology that are drawn upon to guide contemporary research methods. Issues of research design and statistical analysis in laboratory and field settings are explored. Ph.D. standing is required.

MGMT 571. Measurement Theory and Method (3)
This course provides a broad understanding of the theoretical and methodological issues in social science measurement, emphasizes scale development and assessment procedure, and involves extensive use of multivariate statistics (e.g., via SAS or SPSSx) and structural equations modeling (e.g., via LISREL or EQS).

MGMT 573. Application of Multivariate Data Analysis (3)
This course provides an understanding of the assumptions, principles and applications of a diverse range of multivariate data analytic techniques, including Principal Component/Factor Analysis, Canonical Correlation Analysis, Multiple Discriminant Analysis, Cluster Analysis, Path Analysis and Latent Variable Structural Equations modeling. This course involves extensive use of statistical packages (e.g., SAS/SPSSx). Students also will use LISREL/EQS.

MGMT 601. Special Topics (1-18)
This course is offered, with permission, to Ph.D. candidates undertaking reading in a field of special interest.

MGMT 602. Advanced Topics (1-18)
This is a course of flexible design to meet advanced theoretical and/or methodological needs of doctoral students. Approval is needed from the instructor, and it requires a letter grade.

MGMT 650. Leadership in a Changing World: Culture, Politics, Economics (4)
Study of the interaction of cultural, political, and economic factors in the international environment, explaining the implications of these issues for organizations and their leaders. The course emphasizes the development of frameworks for managerial thinking with respect to complex global issues. A team-teaching approach stresses the interdisciplinary quality of complex problems facing organizational leaders.

HSMC 420. Health Finance (3)
(See BAFI 420.) Prereq: ACCT 401 or permission of instructor. Cross-listed as BAFI 420.

HSMC 421. Health Economics and Strategy (3)
(See ECON 421.) Cross-listed as ECON 421 and MPHP 421.

HSMC 422. Health Systems Marketing (3)
(See MKMR 420.) Prereq: MKMR 403 or MBAC 424 or consent of instructor. Cross-listed as MKMR 420.

HSMC 427. Health Law (3)
(See LAWS 227.) Cross-listed as LAWS 227.

HSMC 432. Health Care Information Systems (3)
(See MIDS 432.) Prereq: MIDS 409 or MBAC 423 or consent of instructor. Cross-listed as MIDS 432.

HSMC 456. Health Policy and Management Decisions (3)
This seminar course combines broad health care policy issue analysis with study of the implications for specific management decisions in organizations. This course is intended as an applied, practical course where the policy context is made relevant to the individual manager. Cross-listed as MPHP 456 and NURS 456.

HSMC 501. Special Problems and Topics (1-18)
This course is offered, with permission, to students undertaking reading in a field of special interest.

HSMC 501G. Medical School Electives (1-3)
Students complete requirements for three six-week electives offered by the Medical School and complete a paper to receive 3 hours of credit. For detailed information about this course, contact the Health Systems Management Center advisor in 370 Enterprise Hall (368-6403).

HSMC 502. Health Care Executive Education Series (1-3)
Students may choose six out of eight all day Friday seminars in the Health Care Executive Education Series, plus completion of a paper covering an aspect of the management of health care systems. Registration is 1 credit for Fall semester and 2 credits for the Spring Semester as seminars begin in the Fall and continue through the Spring semester. Limited to students admitted to the Health Systems Management Certificate program and those with approval from Barbara Bolek (bxp4@po.cwru.edu; 216-368-6403).

HSMC 601. Special Problems and Topics (1-18)
This course is offered, with permission, to Ph.D. candidates undertaking reading in a field of special interest.

EDMP 610. Culture and World Politics (3)
Religion, ethnicity and nationalism are assuming increasing significance as defining factors in the post cold war period. These developments call for analysis of how culture affects domestic, regional and international integration and disintegration. They raise questions about how culture and social structure are interrelated with economic development. The seminar will examine ideas of political democracy and economic liberalism in relation to different cultural and religious ideas and explore relationships among social values, political structures and economics.

EDMP 611. Theory and Practice of Collective Action (3)
The dominant model of business behavior assumes that organizational actions are solely individualistic, autonomous and competitive. Recently, the importance of collective action, within and across industries and communities, has been recognized. This seminar will address the theory and practice of collective action in the business environment and examine problems and solutions in local, national and global contexts. Case studies of collective action problems, such as waste recycling, technology development and community revitalization, will be discussed.

EDMP 612. Participant Observation and Ethnographic Methods/Project 1 (3)
Exposure to methodological issues of modern empiricism, qualitative study, and postmodern inquiry. Beginning development of participant observation skills, placing oneself in a context relevant to one’s research issue, observing, recording, and analyzing behavior. Exploring academic and practitioner literatures to inform data interpretation. By the end of the semester, production of a written miniethnography/participant observation and proposal for an expansion of the ethnography to be completed in the second semester. Part of the proposal will be the identification of a faculty advisor who can provide substantive advice in the chosen research area.

EDMP 613. Leadership to Create Human Value (3)
This seminar will promote reflection on the meaning and responsibilities of leadership in modern society. The role of sense-making–constructing the world of the organization in ways that make collective action possible–will be examined and discussed, using classical and modern literature that addresses the need for leadership. These discussions and participants’ own experiences in leading will form the basis for exploring three executive issues: the valuing of multiple beliefs and ideas that shape human intentions; the translation of that intention into possibilities for action; and the personal enactment of aspirations and visions that attracts others toward collective efforts in a global society. Assignments will include individual dialogue between participants and contemporary leaders to inquire about the experience of leadership and the current and future roles of the leader.

EDMP 614. Business as a Dynamic System (3)
This seminar examines the evolution of large-scale business firms as a result of technological and organizational change. It deals with the role of history, culture and finance in generating business organizations in different countries. The seminar also studies technological and regional systems as well as innovation and industry structure.

EDMP 615. Participant Observation and Ethnographic Methods/Project 2 (3)
Major emphasis on goals and methods of ethnography, reading texts of exemplary ethnographic works. Implementation of an ethnographic field project including observations, analytic induction, and theoretic interpretation. Expectation of completion of an ethnographic project, in publishable form, by the end of the semester.

EDMP 616. Global Economic Systems and Issues (3)
This seminar examines recent structural changes occurring in the world economy and how countries and international institutions are responding. Evolving patterns of global investment and trade are analyzed, especially the emergence of regional trade and investment blocs, and the changing roles of international economic institutions such as the World Bank, the International Monetary Fund, and the World Trade Organization.

EDMP 617. Technology and Social System Design (3)
Intensification of electronic technology, especially communication and computing technology, generates issues of technology assessment and social system design. Technology assessment concerns broad questions of how managers can anticipate and evaluate the potential consequences of existing and emerging technology, including social, economic, and political implications. As technologies intensify, questions of social system design will replace parochial concerns with organization design. Interorganizational networks, citizen action networks and financial government structures will become primary management concerns. This seminar will draw on historical studies of communication technologies and their impact on society.

EDMP 622. Thematic Elective I (1-3)
Participants in the E.D.M. Program take a selected sequence of two coordinated elective courses that provide opportunities for advanced study in topic- or sector-specific areas. Sequences will be designed according to the shared interests of participant groups. For example, a sequence for participants with special interest in Nonprofit Management may consist of courses in Constitutional Issues, Nonprofit Organizations in the Marketplace, or The International Nonprofit Sector. A sequence designed for participants interested in Technology Management may include Foundations for Technology Management Leadership plus an additional course that integrates topics in Information Systems, Management Policy, Operations Management, and Organizational Behavior.

EDMP 623. Thematic Elective II (1-3)
(See EDMP 622.)

EDMP 624. Applied Research II (1-4)
(See EDMP 621.)

EDMP 625. Thematic Elective III (1-6)
(See EDMP 622.)

EDMP 626. Applied Research III (1-9)
(See EDMP 621.)

EDMP 627. Applied Research IV (3-9)
(See EDMP 621.)

EDMP 637. Formulation and Analysis of Social Policy (3)
This seminar examines the institutions and processes involved in assessing social needs, designing polices to address those needs, and evaluating policy effectiveness. Using health care as a primary example, seminar themes include the complexity of democratic decision making, dilemmas associated with problem definition, difficulties in monitoring implementation, and differences in the functioning of the policy cycle across sectors, nations, and cultures. Students apply seminar concepts and analytical tools to social issues of interest to them.

EDMP 638. Qualitative Research Methods I (3)
This introductory seminar will build upon students’ experience with ethnography. Emphasis is placed on designing a structured and rigorous approach to qualitative inquiry. Students will craft research questions that attend to the larger pragmatic and theoretical contexts that shape them. Through readings, class discussions, expert consultations, and design of a personal (or group) research project, participants are introduced to the differences between inductive and deductive qualitative research while exploring major qualitative methods such as grounded theory, archival study, case studies, and action research. Emphasis is placed on developing clear conceptual frameworks that inform and bound the research work. Research practices concerned with review of appropriate literature, site selection, sampling, development of semi-structured interview protocols, interview techniques, and methods for triangulating data will be covered.

EDMP 640. Social Ethics: Contemporary Issues (3)
While drawing upon intellectual ancestors in philosophy and ethics, a primary focus on current issues and points of view. Analysis of social and ethical questions pertaining to the definition and purpose of contemporary life, the need for moral coherence, and the meaning of living in a global society. Particular emphasis on the ethical questions and dilemmas, opportunities and threats, posed by technological advances. Objectives are to expand capacity to address the ethical implications of these issues and to come closer to framing the right questions.

EDMP 641. Qualitative Research Methods II (3)
The continuing seminar emphasizes both systematic data analysis and theory building. We will seek to apply coding approaches in a rigorous manner and to pursue quantification of data and its statistical manipulation where appropriate. Research practices to be covered include: issues of validity and reliability, enfolding appropriate theory to ensure a contribution to the problem or issue with which one is working, and structuring the written work so as to make it first presentable and then publishable. Completed projects will be reviewed and assessed for their contribution by a faculty review committee.

EDMP 642. Directed Studies Seminar (3-9)
A course in the third program year dedicated to student-identified directed study. Individually, in pairs, or in trios, students develop objectives and plans of study to deepen their understanding in particular topics, either through initiating a new writing project, extending a previous project, engaging in a directed reading program, or undertaking new field research. Faculty are invited to advise projects in their areas of interest. Sharing of interest and learning among students in a dedicated seminar.

EDMP 643. Foundations for Quantitative Inquiry (3)
This seminar will focus on basic foundations for designing generalizable (quantitative) studies. The participants will be able to use theses skills in framing and designing their own research work. Basic foundations will be covered including survey, experimental/longitudinal, and secondary research design issues, sampling, control over confounding variables, selection/survey error and generalizability issues. Also covers scaling and measurement of social science phenomenon with emphasis on reliability and validity of constructs.

EDMP 644. Univariate Statistics II (2)
This is a follow-up seminar to the work in univariate statistics done in year two. This seminar will cover the assumptions, principles, and application of additional univariate statistics including covariance, test for mean difference, multiple comparisons, and regression/anova. This seminar covers the use of SPSS and EQS software for implementing statistical analysis.

EDMP 645. Critical Application and Research Project Issues (4)
This seminar will focus on common application issues that arise during the participants’ execution of individual research projects. By critically analyzing selected pieces of published applied research, participants will develop an appreciation of critical application issues that have wider applicability and relevance. Application to the participant’s own research stream will be encouraged and supported by sharing and discussing of common themes and problems.

EDMP 646. Advanced Analytical Methods for Generalizable Studies (3)
This seminar will focus on building the methodological skill base for rigorous analysis of quantitative data. This covers the assumptions, principles, and application of multivariate statistics including multiple regression analysis, moderator-mediator analysis, factor analysis, and path analysis. Also includes implementation of multivariate procedures using SPSS/EQS.

EDMP 699. Applied Research Project Continuation (1-9)
Program participants who have not successfully completed their Applied Research Projects before the start of the fall semester following their third year of enrollment in the E.D.M. Program will have until April 30th of the next year to complete the Applied Research Project. Students will be required to take sufficient additional hours to satisfy 54 semester credit hours required to receive the E.D.M. degree. In each case, the major advisor for the Applied Research Project will be responsible for supervising additional hours of independent work.

ENTP 295. Entrepreneurial Strategy (3)
This course is designed to show students how to identify potential business opportunities, determine what constitutes a good business model, and to strategically implement a business proposal. Topics of focus include an overview of the entrepreneurial process, determinants of venture success in high tech and other business environments, and strategies for industry entry and venture growth.

ENTP 310. Entrepreneurial Finance - Undergraduate (3)
This course explores the financing and financial management of entrepreneurial new ventures. The course will focus on issues of financial management of new ventures (forecasting cash flows, cash flow management, capital budgeting, valuation, capital structure) and the various financial methods and mechanisms available to entrepreneurs (bootstrapping, angel investors, venture capitalists, IPOs). Prereq or Coreq: ACCT 101 or ACCT 303 or consent of instructor.

ENTP 311. New Venture Creation (3)
This course explores all aspects of the creation of a new venture from idea through startup, growth, and beyond. Students will learn how to evaluate opportunities, develop strategies, create a business plan and acquire financing for a new venture. In this course students will develop a business plan for a new venture.

ENTP 418. New Enterprise Development (3)
This entrepreneurship course teaches how to start, acquire and manage one’s own business. Valuation, capital acquisition, turnarounds and growth strategies are featured, utilizing successful entrepreneurs and their companies to assure a real world learning experience. Cross-listed as PLCY 418.

ENTP 419. Entrepreneurship (3)
Utilizing active entrepreneurs, class exercises and original case studies, this course will explore the roles of the chief executive in smaller enterprises as negotiator, manager, leader and strategist. Cross-listed as PLCY 419.

ENTP 420. Managing the Family Firm (3)
The vast majority of U.S. firms are family controlled and present special problems in strategic management including the interaction of family and firm objectives, executive succession, management development and motivation, finance, estate planning, etc. This course explores solutions to these problems in the context of guiding the firm’s growth through the threshold between personal and professional management. The course pedagogy is participative and experiential. Cross-listed as PLCY 420.

ENTP 422. Managing an Emerging Growth Enterprise (3)
Students are exposed to what it is like to work in an emerging growth company with sales under $100 million. Prospective students might be individuals who are considering employment with middle market company, entrepreneurs who may start a company, or business persons who may buy a middle market company. The learning experience will stem from participating in an actual semester-long project. In-class discussions include: business planning, selling, managing technology transfer, and creativity/innovation, and guest presentations by CEOs from middle market companies. Prereq: ACCT 401 and BAFI 402 and MKMR 403 and MIDS 409 and consent of instructor. Cross-listed as PLCY 422.

ENTP 424. Advanced Principles of Entrepreneurship (3)
This course will provide students with in-depth information on the entrepreneurial process by cross-cutting the stages of venture development with key functional business areas including marketing, operations, strategic planning, finance, and human resources. Each student will complete a practicum with a host company that consists of a weekly time commitment (work schedules will be set and agreed to by the course instructor, the host company and the student). Prereq: Approval of Ellen Blahut, EDI. Cross-listed as PLCY 424.

ENTP 425. Managing Human Resource Issues in Entrepreneurial Firms (3)
(See LHRP 425.) Cross-listed as LHRP 425.

ENTP 426. International Entrepreneurship (3)
This course introduces the area of international entrepreneurship by focusing on various aspects of this area. Topics to be covered include: conditions making small, medium-sized, and new ventures increasingly important in international business; information sources relevant to international entrepreneurship; critical steps in deciding on doing international entrepreneurship, strategic planning and methods in conducting international entrepreneurship; and benefits and problems of going international as a new venture. Cross-listed as PLCY 426.

ENTP 427. Entrepreneurial Strategy (3)
(See PLCY 427.) Cross-listed as PLCY 427.

ENTP 428. Small Enterprise Consulting (3)
Student teams will apply their expertise and experience to solve a strategic problem for a small enterprise selected by COSE (Council of Small Enterprises). Teams are expected to meet with their client, manage the project workload, and provide a case report with recommendations. Cross-listed as PLCY 428.

ENTP 429. New Venture Creation (3)
This course focuses on all aspects of creating a new venture from both an entrepreneurial as well as an intrapreneurial perspective. The primary focus of the course will be understanding all the aspects of the business plan both at start-up as well as growing the venture. This will involve understanding: sources of capital, the financial plan, the marketing plan, the organization plan, and the production plan all within the business plan framework. (Fall) Cross-listed as PLCY 429.

ENTP 434. Business and Nonprofit Entrepreneurship (3)
This course examines the power of entrepreneurship in the nonprofit sector. It will cover large scale policy initiatives, new services and for-profit activities. Course elements include vision, staffing, leadership, and funding. Cross-listed as ECON 434 and MAND 434.

ENTP 440. Entrepreneurial Finance (3)
This course explores the financing of entrepreneurial new ventures. The primary focus of the course will be the various financing methods and mechanisms available to entrepreneurs. This will involve understanding: estimation of capital requirements, bootstrap financing, angel investors, venture capitalists, private placements, firm valuation and initial public offerings. Cross-listed as PLCY 440.

ENTP 441. Technology-Based Entrepreneurship (3)
(See PLCY 441.) Cross-listed as PLCY 441.

ENTP 450. Entrepreneurial Marketing (3)
(See MKMR 450B.) Cross-listed as MKMR 450B.

ENTP 471. Innovation and Intrapreneurship (3)
(See PLCY 471.) Cross-listed as PLCY 471.