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Departmental Course Offerings
Specified advanced undergraduate major courses, numbered on the 300 level, are open to graduate students. When these courses are taken for graduate credit, the instructor assigns additional work, usually research. Graduate courses are numbered 400 and above. Listed below are undergraduate and graduate course offerings for the master's and doctoral degree programs and the certificate programs described earlier.
The Accountancy Department prepares students for professional careers in public accountancy, financial management and academia. The faculty offer coursework leading to the Bachelor of Science in Accounting (College of Arts and Sciences) and the Master of Accountancy degree (Weatherhead School of Management). A major field in accountancy in the Ph.D. in Management program is also offered. In addition, the faculty provide service courses to M.B.A. students seeking elective coursework in accounting, taxation, auditing and related subjects in preparation for professional examinations. University-wide general service courses are also provided for students not enrolled in the College of Arts and Sciences, the Weatherhead School of Management or the School of Graduate Studies.
David R. Campbell, Chairman
Marcia E. Strachan, Department Administrator, 621 Enterprise Hall. Phone: 368-2073. Fax: 368-4776.
Faculty: Robert J. Bricker, David R. Campbell, Scott S. Cowen, Timothy J. Fogarty, Julia E. S. Grant, David G. Jaeger, Larry M. Parker, Gary J. Previts, James L. Strachan and Peter D. Woodlock
UNDERGRADUATE COURSES
ACCT 101. Introductory Accountancy I (3).
This course covers concepts, software, principles, and practices including the preparation and interpretation of financial reports, record-keeping procedures, and internal controls.
ACCT 102. Introductory Accountancy II (3).
(Continuation of ACCT 101.) This course examines the collection, classification, and analysis of financial information for internal management, including basic software applications. Partnership accounting, consolidated financial reports, and accounting for investments, liabilities, and stockholder's equity. Prerequisite: ACCT 101.
ACCT 300. Intermediate Accountancy I (3).
This course covers financial theory and reporting practice, including evaluation of current issues and practices related to asset valuation and present value, including receivables, inventory and fixed assets. Software applications and international aspects are considered. Prerequisite: ACCT 401 or equivalent.
ACCT 301. Intermediate Accountancy II (3).
This course covers financial accounting theory, technique and reporting practices. Areas of focus include: liability determination; equity measurement; principles of revenue and expense measurement; earnings per share, inflation and interim reporting; pensions; and lease accounting. Software applications and international aspects are considered. Prerequisite: ACCT 300.
ACCT 302. Introductory Cost Accountancy (3).
This course covers internally-generated reports and information for management decisions. Subjects include standard and product cost systems, cost-volume-profit relationships, budgeting. systems design and relevant cost studies. Prerequisite: ACCT 401 or equivalent.
ACCT 303. Accounting Principles and Practices (3).
(Also listed as ACCT 403.) The course covers the principle of financial and managerial accounting for non-management students, including the framework that underlies financial and manual accounting and how accounting information should he 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 the planning, control and performance evaluation functions. Enrollment is limited to students who are neither management or accounting majors nor enrolled in the Weatherhead School of Management. This course cannot be substituted for ACCT 101-102 without a waiver from the chairman.
ACCT 304. Advanced Accountancy (3).
This course covers partnerships, consolidations, fiduciaries, receiverships, estate and trusts and foreign exchange. Computer spreadsheet applications are utilized. Prerequisite: ACCT 301.
ACCT 305. Federal Income Taxes (3).
This course covers underlying federal income tax and concepts and law applicable to individuals. Prerequisite: ACCT 401. May not be taken for credit if ACCT 430 is taken for credit.
ACCT 314. Fundamentals of Auditing (3).
This course covers methods for the verification of financial statements and accounting procedures, professional ethics, internal control and internal audit, statistical sampling and computer systems application. Prerequisite: ACCT 301.
ACCT 360. Independent Study. (credit and hours as arranged).
ACCT 396. Accounting for Non-Profit Entities (3).
This course covers essential techniques of accounting valuation, recording, measurement and reporting process for health care, government and institutional entities. Prerequisite: ACCT 102 or 303 or 401 or MAND 425 and 426, or consent of instructor.
GRADUATE COURSES
ACCT 401. Financial and Managerial Accountancy (3).
This course examines the framework that underlies financial and managerial accountancy and how reports and information should 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 the planning, control and performance evaluation functions.
ACCT 402. Advanced Managerial Cost Accountancy (3).
This course covers inventory planning and control, budgeting, managerial performance measures, decision models and cost behavior patterns. Computer analysis is utilized. A research project is required. Prerequisite: ACCT 302 or consent of instructor.
ACCT 403. Accounting Principles and Practices (3).
(see ACCT 303) Students should register in ACCT 403 to receive graduate credit. This course may not be taken for M.B.A. credit.
ACCT 405. Advanced Federal Taxes (3).
Corporate income taxes, estate and gift tax, partnerships and hybrid forms of organization are covered. Computer-related analysis and assignments are made. Prerequisite: ACCT 305.
ACCT 406. Computer-Based Accountancy Systems (3).
This course covers the construction and study of sporting systems for business organizations. The emphasis is on computerized data processing. Prerequisites: ACCT 401 and MIDS 409, or ACCT 102 and MIDS 309.
ACCT 413. Seminar In Financial Management Control Systems (3).
This is an integrative case oriented course intended to examine the characteristics and elements of planning and control systems and the requirements for the development and implementation of such systems. Planning control systems in service, nonprofit and multinational organizations are analyzed. The course explores the role accounting plays in the development and support of planning and control systems, and the problems and implications for accounting of developing systems for different types of organizations. Prerequisite: ACCT 401 or MAND 425 and 426 or consent of instructor.
ACCT 414. Corporate Reporting and Analysis (3).
This course provides a basis for evaluation of traditional and proposed uses of report and information for decision making in investment, credit and internal planning and control. Students are introduced to concepts and analytical techniques that can be used to critique and interpret the financial health of the organization. At a practical and theoretical level, the course integrates research in the areas of accounting, quantitative methods and finance which has proved useful in the financial analysis of organizations. Prerequisite: ACCT 401 or MAND 425 and 426 or consent of instructor.
ACCT 415. Managerial Accountancy-E.M.B.A. (2).
This course examines the framework underlying management accounting and describes how accounting information should he used to fulfill planning, control and performance evaluation functions. This course is open only to students in the Executive M.B.A. program.
ACCT 416. International Accounting for Management (3).
This course introduces students with a primary interest in management to the international dimensions of accounting. It expands on existing knowledge of U.S. accounting practices and issues faced by domestic companies by examining accounting in other countries as well as certain financial and managerial accounting issues faced by multinational corporations. It emphasizes multinational consolidation of financial statements, especially foreign currency translation methods and applications. Prerequisite: ACCT 401.
ACCT 420. Advanced Accountancy Theory (3).
This course covers current theory and problems, including critical analysis of literature from professional organizations and government commissions. Prerequisite: ACCT 301.
ACCT 422. Decision Support Systems (3).
(See MIDS 422.).
ACCT 430. Principles of Federal Taxation (3).
This course covers federal income and estate and gig tax provisions for individuals and surveys corporate federal income tax law. It also covers tax rules as they relate to business investment and family financial planning decisions. Prerequisite: ACCT 401 or MAND 425 and 426. May not be taken for credit if ACCT 305 is taken for credit.
ACCT 441. Audit and Security of Information Systems (3).
(see MIDS 441).
Note: Accounting courses on the 500 level are open only to students in the Master of Accountancy program. Prerequisites or corequisites: ACCT 402, 405, 420
ACCT 530. International Taxation (3).
This course provides a basic understanding of U.S. taxation of foreign-source income of multinational corporations, U.S. citizens and resident, and includes: taxation of foreign subsidiary versus branch operations: Sec. 861 and Sec. 482 income and expense allocation problems; foreign tax credits; tax treaties; tax policy issues of equity and neutrality; and Foreign Sales Corporations.
ACCT 531. Tax Research Methods (3).
This course concentrates on the basic nature of the tax research process, identification of pertinent facts, evaluation of authoritative sources, problem definition, evaluation of alternative courses of action and recommendation of solutions to the problem. Library research materials are used, including tax services, journal articles, analyses of court cases and administrative rulings. Tax research cases are employed as the basic methodology for simulating actual tax research problems. Computer applications for tax research are assigned.
ACCT 532. Advanced Corporation and Shareholder Tax Problems (3).
This course includes federal tax problems of corporations and their shareholders: corporation formation; liquidation; reorganization; reincorporation; dividends, earnings and profits; stock redemptions; problems of choice of business organizations; thin capitalization; and special designations. There is extensive use of journal articles, treasury regulations and codes, and corporate tax search and planning cases. Computer applications are assigned.
ACCT 533. Partnership Taxation (3).
This course provides in-depth analysis of the Federal income taxation of partners and partnerships. Topics covered include partnership formation, transfers of partnership interests, distributions of partnerships' property, and rule governing the termination of a partnership.
ACCT 534. Estate and Gift Taxation (3).
This course covers code, regulations and case law in the federal estate and gift area. Family financial planning to minimize income and transfer taxes is included.
ACCT 535. Special Topics in Federal Taxation (3).
This course includes tax practice and procedure, tax policy, consolidation, tax returns, international taxation and deferred compensation.
ACCT 539. Regulation of Accountancy (3).
This course examine the role and structure of standard-setting agencies in the private and public sectors, including FASB, AICPA boards and divisions, the Securities and Exchange Commission and other regulatory bodies. The 1933 and 1994 securities acts, the disclosure and independence aspect of securities regulation, and elements of professional behavior, international reporting and measurement requirements are also explored, as is the use of the disclosure-spectrum database.
ACCT 540. Contemporary Accountancy Policy (3).
This is a seminar on subject of contemporary concern to the profession which are currently being debated and researched by professional bodies and the academic community. These subjects include: independence; scope of services; litigation; relationships with financial and non-financial management; social accounting; and education and competency issues. The seminar provides a participative understanding of the press of various economic and accounting environments.
ACCT 544. Advanced Auditing Theory and Practice (3).
This course examines auditing concept and issues in depth, including: the philosophy of auditing operational auditing compilation and review; ethics; analytical review procedures; fraud; the computer as an audit tool; and statistical sampling. Student are expose to judgement making through the use of audit cases.
ACCT 601. Special Problems and Topics. (credit and hours as arranged).
This course is offered, with permission, to candidates undertaking reading in a field of special interest.
ACCT 701. Dissertation-Ph.D. (credit and hours as arranged).
UNDERGRADUATE COURSES
BLAW 329. Business Law I (3).
This course is an introduction to the American legal system as well as coverage of the legal rules and regulations governing specific areas of the law. Emphasis is on legal topics of special interest to business students - contracts, agency, personal property, bailments, sale, negligence, and strict liability.
BLAW 330. Business Law II (3).
This course provides further coverage of the legal rules and regulations governing specific advanced areas of business law. Designed as a survey course with the emphasis on legal topics of special interest to business students-partnerships, corporations, commercial paper, bankruptcy, and security interest. Prerequisite: BLAW 329.
BLAW 430. Legal Environment for Managers (3).
This course provides an overview of the legal environment in which business transactions take place. Through coverage of a number of topical areas the student will be given a broad understanding of how the law impacts upon daily decisions. More specifically, the student will be better able to identify and understand the legal issues inherent in everyday business decisions. Topics covered will include the legal system, torts, contracts, product liability, employment law, and corporate legal issues (including director, officer, and shareholder liability). Prerequisite: ACCT 401.
David A. Bowers, Chairman
June Yenco, Department Administrator, 686 Enterprise Hall. Phone: 368-2040. Fax: 368-4776.
Faculty: Kenneth A. Borokhovich, David A. Bowers, Robert T. Kauer, Lucille S. Mayne, Thomas F. Morrissey, Ranga Narayanan, J. B. Silvers, Sam Thomas and Arthur J. Wilson.
UNDERGRADUATE COURSES
BAFI 341. Money and Banking (3).
This course emphasizes the importance of financial markets, the nature and role of the financial system, and the linkages between these, money and banking, and the economy. Emphasis will be placed on both theoretical and practical constructs, on major innovations and contemporary changes, and the closely interwined condition of financial and economic systems with monetary and fiscal policy. Prerequisite: ECON 103.
BAFI 342. Public Finance (3).
(See ECON 342.)
BAFI 355. Corporation Finance (3).
This course emphasizes the identification and solution of the financial problems confronting the business enterprise. Designating the goal of the firm to be maximization of shareholder wealth, topics include financial analysis, valuation, capital budgeting, financial structure, dividend policy, and working capital management. Prerequisite: ACCT 102.
BAFI 356. Investments (3).
This course is about investing in securities. It provides a comprehensive introduction to security analysis and portfolio management. Investing is a rational decision-making process in which the investor seeks to select a package or portfolio of securities that meets a predetermined set of objectives. Descriptive, institutional and quantitative decision-making methods are arranged in a cohesive framework of analysis of interest to the in formed investor. Prerequisite: BAFI 355.
BAFI 360. Independent Study (credit as arranged).
This course is offered for candidates undertaking reading in a field of special interest. Prerequisite: Permission of department chairman.
GRADUATE COURSES
Note: BAFI 402 is a prerequisite for all graduate courses in Banking and Finance.
BAFI 402. Financial Management I (3).
In this course, students are introduced to the mathematics of finance, the basis for decision making in the investment of long-term and short-term assets, financial statement analysis and working capital management. Corequisite: ACCT 401.
BAFI 403. Financial Management II (3).
This is a continuation of BAFI 402 and serves as a prerequisite for several advanced electives in banking and finance. Its purpose is to familiarize the student with the theory and application of additional models used in financial decision-making by corporations. Issues relating to efficient markets, dividend policy, capital structure, financing decisions, option pricing, leasing, and risk management are among the topics considered. In addition, special topics may include mergers and acquisitions, pension funds, and international financial management. Prerequisites: ACCT 401, BAFI 402, QUMM 403. Prerequisite or corequisite: ECON 409.
BAFI 415. Economic Analysis for Managers-E.M.B.A. (2).
This course, which is limited to students in the Executive M.B.A. program, explores the basic elements of the economic system which the executive needs to know in order to understand how the firm interacts with the system and how economic factors affect decision making.
BAFI 420. Health Finance and Economics (3).
(Also listed as HSMC 420.) This course develops basic financial ideas, techniques, structures and strategy for an institution in the United States health care delivery system. Relevant factors in the economic, medical and financial environment which shape an intelligent financial decision are presented as a foundation. Policy makers in these areas will find this course useful. Prerequisites: ACCT 401 or consent of instructor.
BAFI 422. Management of Financial Institutions (3).
This course applies the principles of financial management to financial institutions, especially commercial banks. The impact of monetary and fiscal policies and the changing regulatory, legislative, and technological environments are studied. Specific problem-solving techniques and decision-making are emphasized. Prerequisite: BAFI 402 or consent of instructor.
BAFI 423. Managerial Finance-E.M.B.A. (3).
This course, which is limited to students in the Executive M.B.A. program, analyzes the policies and problems of obtaining and managing funds for operation, expansion and diversification.
BAFI 426. Investment Analysis (3).
This is a course for those seeking an in-depth examination of investment decisions and portfolio management for both personal and vocational uses. The course emphasizes the empirical and analytical uses of measures and models that are taken from investment and portfolio theory. Empirical studies are examined to assess the strengths and weaknesses of the underlying models, the methodology and the outcomes. Prerequisites: BAFI 402, ECON 403, QUMM 405. (Students nay not receive credit for both BAFI 426 and OPRE 448.)
BAFI 427. Asset Management (3).
This course introduces a variety of analytic techniques and models for assessing the financial health and prospects of the firm. By utilizing text, articles, and cases, it applies those techniques to a variety of situations (asset management, project valuation, etc.) and for a variety of organizations (large and small, public and private, corporation and proprietorship).
Prerequisite: BAFI 403.
BAFI 428. Problems in Financial Management (3).
This course primarily uses cases to explore how economic value is created and captured by organizations through exploiting market imperfections. This framework is applied to issues in both the product market and the financial markets. Prerequisite BAFI 403.
BAFI 430. Options and Futures (3).
This course is intended to give students an understanding of options and futures markets both in theory and practice. The emphasis is on arbitrage and hedging. The course concentrates on listed common stock and index contracts as well as commodity markets. Various theories for trading strategies are studied. These strategies are then practiced as the students participate in an investment game. Prerequisite BAFI 403.
BAFI 431. Financial Engineering (3).
This course is a sequel to BAFI 430. Extensions of standard option pricing models are considered. Hedging and risk management of interest rate risk and the use of swaps are covered in depth. Other topics include the valuation of corporate securities, the value of flexibility in projects and new financial innovations. Prerequisite: BAFI 430.
BAFI 440. Advanced Corporate Finance Theory (3).
This course exposes students to recent developments in corporate finance from both theoretical and empirical viewpoints. Topics covered include agency and signalling theories of capital structure and dividend policy, mergers and acquisitions, CEO compensation, bankruptcy, investment banking and insider trading. Prerequisite: BAFI 403.
BAFI 441. Advanced Money and Banking (3).
(Also listed as ECON 441.) Participants study the roles of money and monetary institutions in the economy, the creation, liquidation and control of the money supply, and problems of the value of money and policies of the monetary authorities. Prerequisites: ACCT 401, BAFI 402, ECON 403 and QUMM 403.
BAFI 445. Money and Capital Markets (3).
This course provides an examination of the current structure, pricing, competition and financial innovations in money and capital markets. Theory is coupled with contemporary events to study the impact of the secular rise and cyclical variability of interest rates, the proliferation of financial instruments, deregulation and the wider competition in financial markets. Individual segments of the money market such as the commercial paper and acceptances markets are examined, as are capital market segments such as the various bond markets, mortgages and derivative instruments. Prerequisite: ACCT 401, BAFI 402, ECON 403 and QUMM 403.
BAFI 450. Corporate Restructuring (3).
This course examines the economic rational behind and analytical techniques used in, decisions to restructure assets and capital. Emphasis is on valuation and corporate control aspects of acquisitions, divestitures and changes in the debt/equity mix. Prerequisite: BAFI 403.
BAFI 466. Analysis and Forecasting of Business Conditions (3).
(Also listed as ECON 466.) This course covers sources and evaluations of statistical data for measuring business conditions and identifying trends and cycles. Econometric techniques that are applicable to analyzing conditions in the national economy, the market for a given product, or the individual firm are studied. Prerequisite: ACCT 401, BAFI 402, ECON 403 and QUMM 403.
BAFI 480. International Financial Management (3).
This course introduces students to the international financial environment. Topics include foreign exchange markets, international financial institutions and international banking. Problems of international cash management, hedging, exchange rate risk and documenting foreign trade transactions are considered. Prerequisite or corequisite: BAFI 403.
BAFI 601. Special Problems and Topics (credit as arranged).
This course is offered, with permission, to candidates undertaking reading in a field of special interest.
BAFI 701. Dissertation-Ph.D. (credit as arranged).
Asim Erdilek, Chairman
Anne L. Soulé, Department Administrator, 400 Wickenden Building. Phone: 368-4110. Fax: 368-5039.
Faculty: Robert N. Baird, Neil Bania (Adjunct), William T. Bogart, Bo Carlsson, Robin A. Dubin, Asim Erdilek, Michael S. Fogarty, William T. Gavin (Adjunct), Amresh Hanchate, Susan Helper, Laura Leete, Andrew P. Morriss, Richard J. Parkin, William S. Peirce, Gerhard Rosegger, Robert F. Ware (Adjunct), Arthur J. Wilson and Dennis R. Young
UNDERGRADUATE COURSES
ECON 102. Principles of Microeconomics (3).
This course includes how productive resources are allocated in a market economy, the determination of individual prices and costs of production, consumer behavior, the consequences of governmental controls over prices and wages, and problems related to allocating resources between the private and public sectors. ECON 102 and 103 may be used to satisfy the B.A. distribution requirement in social and behavioral sciences.
ECON 103. Principles of Macro-economics (3).
This course covers how incomes, employment, inflation, and the national output of goods and services are determined, as well as the monetary system and its management. Government revenue and expenditure policies and their influence on economic stability and growth are also studied. Prerequisite: ECON 102. ECON 102 and 103 may be used to satisfy the B.A. distribution requirement in social and behavioral sciences.
ECON 205. Economic Perspectives (3).
This course is designed to help students "think like an economist." It puts economics in the context of other social sciences by applying economic analysis to general questions of social organization. It also shows the insights to be gained by examining current policy questions and historical topics from an economic perspective.
ECON 255. The Economic History of the United States (3).
The growth of the American economy from the colonial period to the present is studied in this course. Also covered are social and cultural, as well as economic causes of growth, the political context, and the distribution of income and wealth. (Also cross-listed as HIST 255.)
ECON 306. History of Economic Thought (3).
This course covers the development of contemporary economic theory. Economists studied include Smith, Ricardo, Malthus, Marx, Marshall, and Keynes, among many others. Prerequisites: ECON 102 and 103.
ECON 307. Intermediate Macrotheory (3).
This course examines the theories of the determination of national income, the unemployment rate, inflation, and the rate of interest, as well as alternative theories of income determination, the theory of capital, monetarists vs. Keynesians, and dynamic analysis. Prerequisite: ECON 103.
ECON 308. Intermediate Microtheory (3).
This course examines pricing and resource allocation, welfare economics, general equilibrium, and relative economic efficiencies of capitalistic and alternative forms of economic organization. Prerequisite: ECON 102.
ECON 309. Intermediate Microtheory: Math Based (3).
This course covers the same topics covered in Economics 102: theory of the consumer, theory of the firm, markets and government intervention in the market. However, it covers these topics in more detail and uses calculus. This course gives students a greater understanding of how consumers and firms make their decisions and how they interact in the market place. Prerequisites: ECON 102 and MATH 121 or MATH 125.
ECON 326. Econometrics (3).
This course covers the technique used by economists to estimate the parameters of economic relationships such as demand curves and consumption functions. Prerequisites: ECON 102 and 103, and one semester of statistics.
ECON 332. Economic Analysis of Labor Markets (3).
This course examines the determinants of the demand for and supply of labor, the operation of labor markets under differing degrees of competition, and the relationship between the operation of the labor market and the level of inflation. Prerequisite: ECON 102.
ECON 335. Comparative Economic Systems (3).
This course examines economic systems functioning in the world, including capitalism, democratic Socialism, Socialism under Communist ideology, and representative systems in less developed countries. The theoretical foundations of capitalism, Socialism, and Communism are studied. The variants of these ideologies in operation and their accomplishments and problems are reviewed. Prerequisites: ECON 102 and 103.
ECON 338. Law and Economics (3).
This course covers the economic analysis of the common law. Topics include accident law (torts), property rights, contracts, criminal law, and others. (A basic overview of the legal system is provided.) In these areas, the course examines whether the law is economically efficient. It also investigates whether efficiency is an appropriate goal for the legal system, or whether other values, such as justice and fairness, should also play a role. Prerequisite: ECON 102 or ECON 305
ECON 341. Money and Banking (3).
(see BAFI 341) Prerequisite: ECON 103.
ECON 342. Public Finance (9).
(Also listed as BAFI 342.) This course covers economic aspects of government spending and taxing, allocation of scarce resources among competing claims in the public and private sectors, application of equity and efficiency criteria to tax and expenditure systems, and theories of bureaucratic performance. Prerequisite: ECON 102 and 103.
ECON 343. State and Local Government Finance (3).
This course examines economic analysis of the roles of federal, state, and local governments: economic effects of state and local property, sales, and other taxes; effects of intergovernmental grants; public school finance; the urban fiscal crisis. Prerequisites: ECON 102 and 103.
ECON 345. Public Choice (3).
This course covers economic theory and empirical analysis of the behavior of politicians, bureaucrats, and voters based on the assumption of rational pursuit of self-interest, comparison with other approaches to the study of political behavior, and implications of alternative collective decision procedures. Prerequisites: ECON 102 and 103.
ECON 361. Managerial Economics (3).
This course examines the application of basic economic theory to the production, marketing, and investment decisions faced by professional managers. Prerequisites: ECON 102 and 103.
ECON 364. Competition and Public Policy (3).
This course covers alternatives to the capitalist market structure and their performance in terms of profit, price, and productivity, as well as antitrust laws and regulations and their importance to industrial organization. Prerequisite: ECON 102.
ECON 367. Economics of Energy (3).
The economic aspects of energy. Long-term trends in consumption, sources of supply, the theory of nonrenewable resources, interactions with environmental problems, and current questions of energy policy. Prerequisite: ECON 102.
ECON 369. Economics of Industrial Production and Technology (3).
This course covers the application of economic analysis to problems of industrial production including choice of technology, size of plant and output decisions, the products of technological change from the firm's and the economy's viewpoint, economics of research and development, innovation and technology transfer, and the roles of government and of the private sector in promoting technological advance. Prerequisite: ECON 102.
ECON 374. International Economics (3).
This course covers the economic analysis of international trade and foreign investment, including theories of international trade, balance of payments, exchange rates and international monetary arrangements, adjustments of payments disequilibrium, and government policies on trade and aid. Prerequisites: ECON 102 and 103.
ECON 375. Economic Development (3).
This course examines the development problems of less developed countries, including theories of economic growth, policies for capital accumulation, criteria for resource allocation, foreign trade problems, inflation, population trends, and development planning. Prerequisites: ECON 102 and 103.
ECON 386. Urban Economics (3).
This course covers the analysis of resource allocation in urban areas, with emphasis on spatial relationships among economic activities with applications to policy areas including transportation, housing, pollution, poverty, racial discrimination, and local government finance. Prerequisite: ECON 102.
ECON 397/398. Honors Research I and II in Economics (3).
Students working on a Senior Honors Thesis in preparation for receiving Honors in Economics meet in a small workshop to discuss and evaluate their research progress. Prerequisite: Consent of the Economics Department Chairman.
ECON 399. Individual Readings and Research (3).
Intensive examination of a topic selected by the student. Prerequisite: Consent of instructor.
GRADUATE COURSES
ECON 403. Economics for Management (3).
This course is a survey of the basic principles of micro and macroeconomics. Topics covered in microeconomics include supply and demand, the theory of production and costs, market structures and factor markets. Macroeconomics topics are the national incomes accounts, the determination of national income, employment and inflation, fiscal and monetary policies and international trade.
ECON 435. Industrial Economics and Technological Innovation-E.M.B.A. (2).
This course, which is limited to students in the Executive M.B.A. program, presents the basic elements in the analysis of production and technological change. It explores the uses and limitations of theory in analyzing innovative activity in industry and examines the role of technological progress in the growth of firms and industries.
ECON 441. Advanced Money and Banking (3).
(see BAFI 441)
ECON 461. Managerial Economics (3).
This course covers economic analysis of managerial decisions and planning problems involving products, price, costs, production and investment. Prerequisite: ECON 403 or equivalent.
ECON 462. Industrial Economics (3).
This course deals with the dynamics of the industrial growth process. Topics include industrial production and productivity, the evolution of industrial structure, technological innovation and choice of technology, the response of firms to competition in an international environment, the characteristics of industrial restructuring processes, and the role of industrial policy. Prerequisite: consent of instructor.
ECON 466. Analysis and Forecasting of Business Conditions (3).
(See BAFI 466)
ECON 473. International Economics for Management (3).
This course covers the international environment for business, including the world trade systems and the international monetary mechanism. Prerequisite: ECON 403 or consent of instructor.
ECON 474. International Trade: Theory and Policy (3).
Trade theories from the classical period to the present are studied, including: disequilibrium and adjustment of the balance of payments; international investment and its effects; the relationship between trade and domestic stability and growth; international trade agreements and conferences; economic regionalism; and foreign economic policy of the United States. Prerequisite: consent of instructor.
ECON 475. International Finance (3).
This course covers exchange rates, exchange markets, the balance of payments, and the adjustment mechanism. Problems of disequilibrium, including national income effect of international capital movements and the coordination of domestic and international monetary policy, are studied. Prerequisite: consent of instructor.
ECON 601. Special Problems and Readings in Economics (credit and hours as arranged).
Paul F. Salipante, Chairman
Dolores Kale, Department Administrator, 599 Enterprise Hall. Phone: 368-5239. Fax: 368-4785.
Paul F. Gerhart, Head (368-2045)
Faculty: Everette J. Freeman, Norman G. Halpern (Adjunct) Paul F. Gerhart and Paul F. Salipante
UNDERGRADUATE COURSES
LHRP 251. Labor and Human Resources Analysis and Practice (3).
This course covers the employment relationship, macro- and micro-views of the labor market, historical and legal bases of later relations, managing human resources, individual and collective bargaining and conflict and dispute resolution.
LHRP 311. Labor and Problems (3).
This course examines labor/capital/government relations from current and historical perspectives, as well as a review of sociological, political, psychological, and economic explanations for conflict and cooperation between labor and management. Selected aspects of law and negotiated institutions, such as individual rights and grievance procedures and a comparison of the U.S. with other countries, are also covered.
LHRP 360 Independent Study (credit as arranged).
This course is offered for candidates undertaking reading in a field of special interest. Prerequisite: Permission of department chairman.
GRADUATE COURSES
LHRP 409. Unions and Management Policy (3).
This course examines: why employees join, or do not join, unions; the organization and decertification of unions; and union development in industrialized countries outside the US, including alternative management strategies and public policies for dealing with unions and unionized employees. Collective bargaining strategies and dispute resolution tactics, including grievance resolution, in the US context are explored with the aid of simulations.
LHRP 421. Human Resource Analysis and Policies (3).
The active and effective management of human resources within the enterprise and society is treated in this course. Implications of the inevitable conflict of goals and interests among organization members are considered, covering such areas as hiring, performance appraisal, labor-management relations, employee rights, pay systems and worker participation. Special emphasis is given to human resource policies affecting firms operating in leading world economies. This course is required; however, with faculty approval, a student may substitute a LHRP elective for this required course.
LHRP 422. Human Resource Management: Motivation and Control (3).
This course investigates human resource management from the perspective of both the individual manager and the total organization. Theories of motivation and control are considered, as are the pros and cons of techniques and systems (e.g., incentive and bonus pay schemes, management by objectives, quality of work life) designed to enhance organizational effectiveness. Additional topics include performance appraisal, organizational justice and complaint-handling and human resource development.
LHRP 423. Human Resource Management: Planning and Staffing (3).
Designed for both general managers and personnel specialists, this course covers staffing procedures in organizations and their subunits. Specific epics covered through readings and cases are: strategic human resource (HR) management recruiting and interviewing; training, selecting and promoting; the impact of equal employment opportunity on HR practices and organizational effectiveness; and approaches to assessing the effectiveness of HR practices in a particular organization.
LHRP 431. Conflict Management and Dispute Resolution (3).
This course recognizes the pervasive nature of conflict within organizations and emphasizes the usefulness of a negotiations orientation to manage and resolve such conflict. The focus is on enhancing organizational performance and achieving improved outcomes for individuals though development of negotiating skills. Theory and models of dispute resolution are drawn from social psychology, economics, labor relations and legal literature. There is heavy reliance on case analysis, role play and simulation.
LHRP 432. Managing Benefits: Legal Aspects and Cost Containment (3).
This course is oriented to integrating the legal, HR, and managerial understandings necessary in effective design, administration and evaluation of benefit plans. Employee benefits are a very significant portion of labor costs (up to 50%). Human Resource Managers are normally responsible for the design, administration, and costs of these plans even though benefits are now mainly driven by statutes and regulations. Many of these are part of the tax code, e.g., REA, TEFRA, DEFRA, OBRA; and others are laws focused directly on benefit regulation, e.g., ERSA, COBRA, HMO Act. Some benefits are mandated through federal and state payroll taxes, i.e., Social Security (FICA), Worker's Compensation. Prerequisite: LHRP 445 or consent of instructor.
LHRP 440. Human Resources Policy for Executives-E.M.B.A. (2).
This course focuses on managing human resources from the viewpoint of the general or line manager. It considers strategic, practical and legal aspects of hiring, performance appraisal, employee rights, pay systems, worker participation and unions. Some emphasis is given to the enhancement of negotiating skills to improve outcomes for all organizational participants. This course is limited to students in the Executive M.B.A. program.
LHRP 445. Labor Markets and Compensation Management (3).
This course begins with an analysis of labor markets for unskilled, skilled, professional and technical employees. It then considers: various models of the firm's employment decisions; the economics of recruitment and training; systems of job evaluation, internal wage structure and pay equity (including the economics of discrimination); union wage effects; methods for relating performance and pay; and the effects of government policies. Prerequisite: ECON 403 or equivalent.
LHRP 510. Contemporary Problems in Labor and Human Resource Policy (3).
This course considers labor and human resource management problems of current interest, with specific topic varying from semester to semester. The primary focus is on the consideration of public (societal) and private (organizational) policies, especially as they relate to current issue and projected institutional, market and legal trends. The course may include consideration of procedures for evaluating policies and programs and for using evaluations in formulating and modifying policies. (Students are advised to consult with the instructor for specific course content.)
LHRP 601. Special Problems and Topics (credit as arranged).
This course is offered with permission to candidates undertaking reading in a field of special interest.
LHRP 701. Dissertation-Ph.D. (credit as arranged).
Sayan Chatterjee, Head (368-5373)
Faculty: Theodore M. Alfred, John D. Aram, Sayan Chatterjee, Richard M. Donaldson (Adjunct), Steven P. Feldman, Leonard H. Lynn, Richard L. Osborne and Vasudevan Ramanujam
UNDERGRADUATE COURSES
PLCY 200. The Social and Political Environment of Management (3).
This course covers the impact of the legal and regulatory environment of business on the policies and practices of the firm. Director fiduciary responsibility, product liability, antitrust and corporate political action and major issues in the public policy environment of business are also examined.
PLCY 360. Independent study (credit as arranged).
Consent of instructor required.
PLCY 399. Business Policy (3).
This course uses use analysis to develop perspective and judgment on business problems through the integration of functional areas. Formulation, development, and implementation of organization goals and policies, the development of strategy in relation to the competitive environment, and applications of quantitative and behavioral decision-making technique are examined. Prerequisite: Completion of all other course requirements of the School of Management.
GRADUATE COURSES
PLCY 418. New Enterprise Development (3).
(Also listed as MKMR 418
This course covers entrepreneurship and the management of new enterprises, with emphasis on the analysis of opportunities for both established and new organizations. Projects, case studies and visiting speakers are featured.
PLCY 419. Entrepreneurship (3).
(Also listed as MKMR 419.) Utilizing active entrepreneurs, class exercises and original case studies, this course will explore the rules of the chief executive in smaller enterprises as negotiator, manager, leader and strategist.
PLCY 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.
PLCY 421. Management Systems in Emerging Companies (3).
(see OPRE 421)
PLCY 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 CEO's from middle market companies. Prerequisites: ACCT 401, BAFI 402, MKMR 403 and MIDS 409 and consent of instructor.
PLCY 430. Executive Seminar on Current Issues I - E.M.B.A. (1).
This is the first of a series of seminars in which guest professionals and executives examine social, technical and economic issues as they affect executive and corporate objectives. This course is limited to students in the Executive M.B.A. program.
PLCY 431. Executive Seminar on Current Issues II - E.M.B.A. (1).
This course, a continuation of PLCY 430, is limited to students in the Executive M.B.A. program.
PLCY 432. Executive Seminar on Current Issues III - E.M.B.A. (1).
This course, a continuation of PLCY 430, is limited to students in the Executive M.B.A. program.
PLCY 433. Executive Seminar on Current Issues IV - E.M.B.A. (1).
This course, a continuation of PLCY 430, is limited to students in the Executive M.B.A. program.
PLCY 450. Challenges to U.S. Management from East Asia (3).
Analysis of Japanese business and the sources of its competitive strength. Comparison between Japan and the business systems of Korea, Taiwan, Singapore, and Hong Kong. Analysis of the social context of business in the Far East, business history, human resource management, government relations, finance, marketing, the management of technology, and U.S. investment.
PLCY 471. Introduction and Development of Management Innovation (3).
This course is designed to acquaint students with the ongoing innovation process in an organization. Through in-depth participation and observation of an innovation in an area organization, students develop an understanding of what leads to entrepreneurial activity and the analytical skills to evaluate and design managerial processes for innovation.
PLCY 480. Management Policy and Organizational Problem Analysis - E.M.B.A. (1).
This course places the functional areas covered in the first year in the Executive M.B.A. program in a context of corporate objectives and works on problems involving the interaction of functional areas. This course is limited to students in the Executive M.B.A. program.
PLCY 481. Strategic Planning-E.M.B.A. (2).
This course develops an understanding of the long-term strategic view of the firm. The ability to analyze types of business strategies and capabilities is emphasized. Readings and cases examine alternatives, including internal growth, acquisitions divestitures and other emerging forms of corporate development. This course is limited to students in the Executive M.B.A. program.
PLCY 488. Applied Problem Analysis - E.M.B.A. (2).
Participants are required to study an organization of corporate problems which reflects individual backgrounds and interests and which is of significance to their futures and to corporate objectives. This analysis is carried out with faculty supervision and may be conducted with a team of full-time M.B.A. students. This course is limited to students in the Executive M.B.A. program.
PLCY 489. Management Policy and the Environment - E.M.B.A, (2).
This course provides concepts for formulating and implementing corporate strategy in the multi-national global context. Through analysis and discussion of case studies, participants are provided with practice in applying and integrating the concepts of corporate strategy and industry analysis at local, regional and global levels. The knowledge, attitudes and skills necessary to formulate, evaluate and implement corporate strategy, including product/market strategy, organization strategy and corporate goals, are developed. The focus is on specific typical problems of middle- and senior managers and directors. This course is limited to students in the Executive M.B.A. program.
PLCY 494. Consultancy and Management of Professional Service Firms (3).
The course views consultancy as a role rather than career and conceptualizes consultancy as a process of optimizing an organization's value creation potential. Students should be able to apply the concepts regardless of career choice. Unique aspects of consultancy to entrepreneurial firms will be emphasized. Exposure to senior practicing consultants is featured. Students will learn to match consulting methodologies with client needs. Projects include student consultancy to actual companies. Prerequisites: BAFI 402 and MKMR 403.
PLCY 495. Industry and Competitive Analysis for Strategic Planning (3).
This course is designed to develop and apply methods of industry analysis. Industrial structure and behavior are studied from the standpoints of the development of corporate strategy and the formulation of public policy. Readings and ease are used, as well as materials from public hearings of particular industry investigations. The analysis of a specific industry is a required project.
PLCY 496. Strategic Planning and Control Systems (3).
This course reviews the concepts and processes of formal planning in organizations. The focus is on the integration of strategic and operational tasks through planning procedures. Attention is given to large and small organizations and to the business and health care sectors.
PLCY 499. Management Policy (3).
This course focuses on the work of top managers in their roles as creator of value in organizations and society. The multiple skill requirements of top managers' roles are stressed, particularly their leadership ability and their ability to develop and implement strategies for the long term in the face of environmental changes and domestic and global competitive threats and opportunities. The integration of functional areas such as marketing, finance, manufacturing and human resource management into a coherent and comprehensive analysis of the total organization is emphasized. Course requirements vary, but exercises such as computer simulations of whole industries, field projects involving contact with local organizations, and strategic analysis of firms or industries using in-depth library research are frequently used. The course is taught through the case method, and learning by discussion, reading, debate and written analysis of cases is stressed. The course tends to be more varied and open-ended than functional area courses. Prerequisite: completion of all other required M.B.A. courses.
PLCY 601. Special Problems and Topics (credit as arranged).
This course is offered, with permission, to candidates undertaking reading in a field of special interest.
PLCY 701. Dissertation-Ph.D. (credit as arranged).
Stanton G. Cort, Head (368-2064)
Faculty: Jonlee Andrews, Sunil Bhatla, Stanton G. Cort, Jan B. Heide, Robert D. Hisrich, N. Mohan Reddy, Jagdip Singh and Deepak Sirdeshukh
UNDERGRADUATE COURSES
MKMR 301. Marketing Management (3).
This course covers key concepts and practices of marketing with emphasis on analysis and development of integrated marketing plans and problems that create customer value and competitive advantage in the international marketplace. Prerequisite or corequisite: ACCT 102.
MKMR 390. Seminar in Marketing Management (3).
This course covers special topics in marketing management. Prerequisite: Senior standing and consent of instructor.
GRADUATE COURSES
Note: MKMR 403 or MAND 425 and 435 are prerequisites for all graduate courses in marketing.
MKMR 403. Managerial Marketing (3).
This course focuses on the analysis, planning and implementation of marketing strategies and tactics. Methods for strategic planning, understanding buyer behavior, market analysis and segmentation, and devising integrated programs are introduced. Creating customer value and competitive advantage in worldwide markets is emphasized. Prerequisite: ACCT 401.
MKMR 405. Industrial and New Technologies Marketing (3).
This course will focus on concepts and practices of business-to-business marketing of products and services. It will also examine how rapid technological change impacts industrial markets. Topics to be covered include: buyer-seller relationship building, competitive bidding, developing markets for new materials and valued-based pricing strategies. Marketing to the government, marketing of intellectual property and marketing-R&D-manufacturing interface issues will also be explored.
MKMR 406. Sales Management (3).
This course covers planning, programming and managing the field sales effort. Key topics include the role of field sale in the marketing mix, non-consumer buying behavior and purchasing organizations, and sales force organization, staffing, training, allocation, evaluation, motivation and control. The emphasis is on decision making and program development in firms offering a variety of consumer goods, non-consumer goods and services.
MKMR 407. Marketing Channels Management (3).
This course examines special issues and practices associated with marketing products and services through networks of independent intermediaries such as manufacturer's representatives, distributors, dealers and retailers. The primary emphasis is on channel system design and management of relationships among channel members.
MKMR 410. Marketing Research Methods (3).
This course covers: the scope and purpose of market research for the industrial and consumer goods firm; determination of objectives, sources of data, techniques of data analysis, collection and interpretation; sampling techniques; preparation of reports; and application of findings. Prerequisite: QUMM 405 or MAND 410.
MKMR 411. Buyer Behavior (3).
This course examines the buyer's perspective on marketing exchange relationships. Frameworks and models for analyzing why consumers and industrial purchasers buy particular products and services are presented. Effective marketing strategic based on those frame works and models are developed.
MKMR 415. Managerial Marketing-E.M.B.A. (2).
This course focuses on the analysis, planning and implementation of marketing strategies from middle and upper management perspectives. Key concepts and methods for the development of integrated marketing programs are introduced. This course is limited to students in the Executive M.B.A. program.
MKMR 418. New Enterprise Development (3).
(see PLCY 418)
MKMR 419. Entrepreneurship (3).
(see PLCY 419)
MKMR 420. Health Systems Marketing (3).
(also offered as HSMC 422) This course stresses the practical application of marketing technique to health care products and services. The major components of the industry and the interrelationships among health care customers, payers, providers and equipment suppliers are examined. Also addressed are ethical issues of health care marketing.
MKMR 421. Product Strategy and Management (3).
This course presents the concepts, strategies and practices of developing new products, managing existing product lines, and balancing product line portfolios. Implementation issues and organizational aspects of product strategy are also examined.
MKMR 425. Multinational Marketing (3).
This course covers principles, concepts and management of marketing across national and cultural boundaries. The emphasis is on planning, programming and managing profitable marketing strategies for exporting, importing or in-country production. Topics include: comparative opportunity analysis; identification of key points where value is added; market entry strategies; in-country competition after entry; and worldwide organization for various stages of multinational marketing involvement.
MKMR 440. Market Opportunity Analysis (2, 3).
This course is offered: (1) as a two-credit-hour requirement in the Executive M.B.A. program; and (2) as a three-credit-hour elective in the M.B.A. program. Each student selects a market opportunity and take it from strategic opportunity analysis to an operational marketing plan. The emphasis is on: business and market definition and industry structure analysis; specifying information needs to evaluate the opportunity; working with secondary data source; and the decision process in developing an implementable marketing plan.
MKMR 460. Promotional Strategy and Management (3).
This course covers management of the promotion effort, including advertising and sales promotion. It examines the role of promotion in marketing and the process of developing and measuring the results of effective promotion strategy and programs.
MKMR 475. Logistics/Physical Distribution Management (3).
(see OPMT 475)
MKMR 476. Purchasing/Materials Management (3).
(see OPMT 476)
MKMR 511. Advanced Data Analysis for Marketing Research (3).
This course provides an in-depth study of the more complex research design and data analysis issues in marketing research. Topics are developed though the use of a set of problems and standard statistical packages, and include: applications of discriminant analysis; canonical correlation; multivariate analysis of variance; factor analysis; cluster analysis: multidimensional sealing and conjoint scaling. Prerequisite: MKMR 410 or equivalent or consent of instructor.
MKMR 601. Special Problems and Topics (credit as arranged).
This course is offered, with permission, to candidates undertaking reading or a project in a field of special interest.
MKMR 701. Dissertation-Ph.D. (credit as arranged).
Michael J. Ginzberg, Chairman
Colleen Gepperth, Department Administrator, 699 Enterprise Hall. Phone: 368-2144. Fax: 368-4776.
Faculty: Richard J. Boland, Jr., Fred Collopy, Alan F. Dowling, Jr. (Adjunct), Michael J. Ginzberg, Miles Kennedy, Robert M. Mason, Dov Te'eni and Betty Vandenbosch.
UNDERGRADUATE COURSES
MIDS 307. Computer Programming and Problem Solving (3).
(See MIDS 407.)
MIDS 308. Management Information Systems I (3).
This course provides an introduction to computer systems as tools to support managers and includes discussion of basic concepts of computer hardware and software and use of files. Students will learn how to use three important tools for developing managerial applications on the computer: data base management systems, spreadsheet software, and word processing.
MIDS 309. Management Information Systems II (3).
This course examines tools, processes, and implications of information systems development and use. Concepts of database management, computer security, data processing management, telecommunications, and office automation are discussed. Tools and techniques of structured systems analysis and design are presented and used. Prerequisite: MIDS 308 or consent of instructor.
MIDS 310. Technology of Information Systems (3).
This course presents a review of present day computer systems and survey of developments in information technology. Topics covered include: computer systems architecture, operating systems, communications and networks, graphics, and recent developments in programming paradigms. Prerequisites: MIDS 308, MIDS 307, or CMPS 131.
MIDS 327. Database Management (3).
Technical and managerial issues of database management, especially the features of database management systems (DBMS) and the role of the database administrator (DBA).DBMSs using the major data models are presented. Techniques for database design at the logical and physical level are discussed. Students will have hands-on experience in using a DBMS. Prerequisites: MIDS 308 and MIDS 307.
MIDS 329. Design of Object-Oriented Systems (3).
This course provides an opportunity to gain an understanding of the concepts and technology of object-oriented systems, and to learn system design techniques that take full advantage of this technology. Students also develop competence in programming in C++ and in using object-oriented databases. Prerequisites: ability to program in C and consent of the instructor
GRADUATE COURSES
MIDS 403. Introduction to Computers and Software-E.M.B.A. (1).
This course provides an introduction to the use of personal computer software to enhance individual productivity. Topics covered include basic operating system commands, word processing, spreadsheet software, graphing and the use of spreadsheets for data management. This course is limited to students in the Executive M.B.A. program.
MIDS 404. Management Information Systems-E.M.B.A. (2).
This course provides an understanding of the capabilities of computer-based information systems, the managerial practice most likely to ensure successful systems, and a survey of major information technology management issues from a top management perspective. This course is limited to students in the Executive M.B.A. program.
MIDS 407. Computer Programming and Problem Solving (3).
The objective of this course is to help students gain proficiency in computer programming using the C language, and show how programs are used to support problem solving. Emphasis is placed on: a modern structured approach to developing programs; the use of workbench tools (dynamic debuggers, etc.) for increasing productivity in the development and testing of programs; the use of data structures such as lists, trees, hashtables, etc.; the use of a variety of file structures; the design and analysis of efficient algorithms; and the design of interfaces that are user friendly. Object-oriented programming using C++ also will be briefly surveyed. Though prior programming experience is not required, students who have never programmed in any procedural language (such as BASIC, FORTRAN, COBOL or Pascal) should expect to find this course demanding.
MIDS 409. Introduction to Management Information Systems (3).
This course focuses on the effective, value creating deployment of information technology in organizations. Students develop a strong conceptual foundation as a basis for determining and evaluating information and decision support requirements, and for identifying opportunities to amplify individual and organizational intelligence though information technologies. The examination of actual systems being used in organizations serves to ground the concepts and issues explored in the course and make them as relevant as possible to the needs of modern organizations operating in a global environment.
MIDS 410. Information Systems Technology (3).
This course provides a review of present-day computing and an understanding of the functioning of modern computer technology. Topics covered include computer systems architecture, telecommunications, networks and operating systems. Prerequisite: MIDS 407 or consent of instructor.
MIDS 411. Advances in Information Systems Technology (3).
This course examines advanced and emerging information technologies, and evaluates their potential uses. Topics include: advanced computer architectures, massively parallel computers, networking, graphics, machine learning, and new programming paradigms. Prerequisite: MIDS 409 (fall).
MIDS 414. Artificial Intelligence for Management (3).
This course will survey those parts of the field of artificial intelligence that are already relevant to management or are likely to become so in the near future. Students will gain a grasp of the nature of AI and its potential for managerial applications. Students will acquire the ability to develop simple working systems. Particular attention will be given to expert systems, and the role of AI in management information systems. Prerequisites: MIDS 407 or consent of instructor.
MIDS 422. Decision Support Systems (3).
(Also listed as ACCT 422.) This course focuses on the use of computer-based systems to assist human decision makers by supporting their decision-making processes. Three types of skills are developed: (1) detecting and defining decision support needs; (2) designing and implementing decision support systems, and (3) managing the change processes involved in DSS adoption. A team project to design and implement a real DSS is a major component of the course. The course is intended both for DSS designers and for sophisticated DSS users. Prerequisite: MIDS 409.
MIDS 426. Systems Analysis for Organizational Reengineering (3).
This course is concerned with the process of defining the organizational and information systems which can best enable an organization to achieve its objectives. The course emphasizes a critical approach to the analysis and modeling of organizational processes, and encourages a fundamental rethinking of how systems are organized to take maximum advantage of their human and technical resources. The course stresses structured methodologies and the use of computer-assisted tools to support analysis. Topics covered included: interviewing, data collection, leading participative analysis teams, generating and testing ideas for organizational reengineering, documenting requirements in a form suitable for use in detailed system design. Prerequisite: MIDS 409.
MIDS 427. Database Management (3).
This course addresses the technical and managerial issues of database management, especially the features of database management systems (DBMSs) and the role of the database administrator (DBA).
Relational modeling is emphasized. Hierarchical, network and post-relational models are also discussed. Techniques for database design at both the logical and physical level form the core of the course. Students have hands-on experience with a relational DBMS. Prerequisite or corequisite: MIDS 407 and 409 or consent of instructor.
MIDS 428. Human-Computer Interaction (3).
This course deals with human-computer interaction (HCI) for decision making. Students learn the importance of HCI, the impact of good and bad HCI, user and task diversity, design tradeoffs, technology for developing HCI, and HCI for managerial decision making. Students will use HCI generators to develop a system. Prerequisite: MIDS 409 or consent of instructor.
MIDS 429. Design of Object-Oriented Systems (3).
This course provides an opportunity to gain an understanding of the concepts and technology of object-oriented systems, and to learn system design techniques that take full advantage of this technology. Students also develop competence in programming in C++ and in using object-oriented databases. Prerequisites: ability to program in C and consent of the instructor.
MIDS 432. Health Care Information Systems (3).
(Also listed as HSMC 432.) This course covers concepts, techniques and technologies for providing information systems to enhance the effectiveness and efficiency of health-care organizations. Prerequisite: MIDS 409 or consent of instructor.
MIDS 441. Audit and Security of Information Systems (3).
(Also listed as ACCT 441.) Accidental or intentional unauthorized disclosure, modification or destruction of data or software can result in processing delays, errors and financial loss. To minimize such risks, adequate control, audit and risk analysis methodologies are examined. Prerequisites: ACCT 401 and MIDS 409.
MIDS 442. Information Systems Management (3).
This course addresses policy issues such as IS structure, strategic planning of both facilities and the applications portfolio, relations with top management and end users, chargeout and IS operations issues (including those related to staffing, procurement of hardware and software, and technology forecasting).Case studies and lectures by visiting 15 professionals illustrate the management concepts. Prerequisite: MIDS 426 or consent of instructor.
MIDS 444. Managing Scientific and Technical Knowledge as a Corporate Asset (3).
This course explores the role of technology in the successful enterprise. It examines the interaction of technical knowledge and systems with strategic enterprise management, with emphasis on managing scientific and technical capabilities as a strategic asset. Students will learn how to analyze and assess the value of technical capabilities, and to improve their written and oral skills for communicating about technology management decisions. Prerequisite: MIDS 409 and consent of instructor.
MIDS 527. Seminar in Management Information and Decision Systems (3).
This seminar addresses topics of current interest with a strong emphasis on research. It is intended primarily for the faculty and doctoral students of the MIDS Department. Prerequisite: consent of instructor.
MIDS 601. Special Topics in MIS (credit and hours as arranged).
Prerequisite: consent of instructor.
MIDS 602. Special Topics in Health Care Information Systems (credit and hours as arranged).
Prerequisite: consent of instructor.
MIDS 631. Project in MIS (credit and hours as arranged).
Prerequisite: consent of instructor.
MIDS 632. Project in Health Care Information Systems (credit and hours as arranged).
Prerequisite: consent of instructor.
MIDS 701. Dissertation-Ph.D. (credit and hours as arranged).
Prerequisite: successful completion of the doctoral comprehensive examination with a MIDS major.
The Operations Research Department includes the Division of Operations Management and offers courses in operations management, quantitative methods and operations research. The Department offers the M.S. in Management Science Ph.D. degree programs in operations research, courses pertinent to the M.B.A. program and courses for students in undergraduate and graduate programs in engineering and management.
Hamilton Emmons, Chairman
Elaine Iannicelli, Department Administrator, 601 Enterprise Hall. Phone: 368-4141. Fax: 368-4776.
Faculty: Ronald H. Ballou, Hamilton Emmons, A. Dale Flowers, Stephen M. Gilbert, Kamlesh Mathur, Ramakrishnan S. Nambimadom, Arnold Reisman, Peter Ritchken, Harvey M. Salkin, Charu Sinha and Daniel Solow
A. Dale Flowers, Head (368-4141)
UNDERGRADUATE COURSES
OPMT 345. Decision Theory (3).
(see OPRE 445)
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. Prerequisite: Introductory course in statistics required. Not recommended for freshmen and sophomores.
OPMT 351. Design of Logistical Systems (3).
This course covers the design of logistics systems in business and service firms, emphasizing product and information flows and the creation of time and place values in goods and services. Topics include transportation, warehousing, materials handling, field inventory management, order processing, protective packaging, purchasing, warehouse location, and logistics system planning and control. Prerequisite: OPMT 350 or equivalent.
OPMT 352. Design of Production Systems (3).
This course covers the design of production processes by which goods and services are created, emphasizing the satisfaction of institutional goals while meeting consumer desires for quality and price. Topics include quality control, job design, work standards and measurement, plant layout, equipment selection, manpower requirements planning, production scheduling, process and inventory control, and production system planning and control. Prerequisite: OPMT 350.
OPMT 390. Special Problems and Topics in Operations Management (credit as arranged).
Undergraduate student pursues a special topic or problem, with agreement of operations management instructor. Prerequisite: Consent of instructor.
GRADUATE COURSES
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. Manufacturing companies are successful only if they can provide products that meet the customer's needs at a competitive price. Banks are profitable only if they perform the mechanics of financial transactions correctly and at low cost. Airlines are successful only to the extent that they are able to provide on-time arrivals of flights at a reasonable cost. 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 the production and delivery of goods and services. It includes the use of quantitative modeling using computers as a central methodology.
OPMT 410. Quantitative Approaches to Operations Management (3).
Various operations management problems are presented in this course, and quantitative models which may be used to assist in their solution are emphasized. Problem areas may include distribution, facility location, capacity planning, transportation planning, vehicle scheduling and routing, facility layout, assembly line balancing, forecasting, production scheduling, inventory management, manufacturing resource planning, purchasing, quality assurance, job shop scheduling and facilities maintenance. Computerized solution procedures for many of these subjects will be stressed, and students may use university computing facilities to solve sample problems. A solid technical background is required prior to enrolling in this course. Prerequisite: Consent of instructor.
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. The concepts of design versus production quality help define the strategy of the organization in the quality domain. Then the measurement of the current status of the organization via a cost of quality program is used to define the difference between goals and achievements. This difference must be reduced through quality improvement programs. A variety of these programs are presented, including some from the so-called gurus of quality management. Representative of programs which may be covered are the Juran trilogy, Deming's approach, Crosby's approach, Kaizen or continuous process improvement, quality teams, vendor relationships and certification, and others. Such programs provide the base on which quality awareness may be built. The course also includes broad managerial considerations in managing quality, such as education and training of organizational personnel, commitment to quality, and administration of the quality function. Students may work in teams on cases or real world projects in order to apply the concepts introduced in the course. Prerequisites: OPMT 405 or OPMT 410 or consent of the instructor.
OPMT 421. Operations Management in the Service Industry (3).
This course examines the critical issues in the major service sectors such as financial services, fast food, restaurant, hotel, repair services, express package pick-up and delivery, and international trade in services. It is designed to focus on both "macro" issues as well as the "nuts and bolts" aspects of running and improving the day-to-day operations. Among the topics covered are: service concept and the delivery system design, the service encounter, service strategy, service quality, matching supply and demand, customer service, and capacity planning. With an OM anchoring, aspects related to strategy, organization, technology, and logistics will be discussed. The course will be based both on cases and on readings from various journals and publications. Prerequisites: OPMT 405 or 410 or consent of instructor.
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 441. Systems Analysis in Hospitals and Outpatient Clinics (3).
(see OPRE 441)
OPMT 445. Decision Theory (3).
(see OPRE 445)
OPMT 452. Materials Management in the Health Care Services (3).
(see OPRE 452)
OPMT 475. Logistics/Physical Distribution Management (3).
(Also offered as MKMR 475.) 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. Prerequisite: OPMT 405 or OPMT 410 or consent of instructor.
OPMT 476. Purchasing/Materials Management (3).
(Also offered as MKMR 476.) 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. Prerequisite: OPMT 405 or OPMT 410 or consent of instructor.
OPMT 477. Production Planning and Inventory Control (3).
The production control system of a manufacturing organization provides the focus for this course. The primary subjects of forecasting, production scheduling and manufacturing resource planning for dependent demand inventory management are emphasized via computer methods. Quantitative modeling and managerial analysis for these production control problems are thoroughly discussed. Prerequisite: OPMT 405 or OPMT 410 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. Prerequisite: OPMT 405 or OPMT 410 or consent of instructor.
OPMT 479. Computers in Operations Management (3).
The use of computerized quantitative models for the analysis and solution of operations management problems is the focus of this course. Students will gain hands-on experience with a wide variety of such models available on the university's computer system. Problems which may be addressed by such models are facilities maintenance, job shop scheduling, facilities layout, distribution planning, production and inventory management, facility capacity planning, assembly line balancing, project planning and scheduling, facility location, vehicle scheduling and routing, forecasting, quality control, production scheduling and lot sizing, and equipment investment and replacement. Prerequisite: OPMT 405 or OPMT 410 or consent of instructor.
OPMT 480. Operations Technologies and Strategy (3).
This course discusses the process of developing a manufacturing strategy for competitive advantage. A variety of advanced manufacturing, Flexible Manufacturing Systems, Group Technology, and CAD/CAM. These systems are studied from a managerial rather than an engineering perspective. The emphasis is on the role that is played by the selection and implementation of various manufacturing technologies within the overall strategy of the firm. Prerequisite: OPMT 405 or OPMT 410 or consent of instructor. (At least two advanced OPMT courses are recommended.)
OPMT 601. Special Topics and Problems (credit as arranged).
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. Prerequisite: consent of instructor.
OPMT 701. Dissertation-Ph.D. (credit as arranged).
This course is open to Ph.D. candidates who are preparing dissertations in some field of operations management. Prerequisite: consent of instructor.
UNDERGRADUATE COURSES
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.
OPRE 300. Undergraduate Projects in Operations Research (1-6).
Individual operations research projects are carried out by qualified students. Prerequisite: Consent of department chairman.
OPRE 341. Systems Analysis in Hospitals and Outpatient Clinics (3).
This course is divided into three parts: (1) introduction to the basic methods of systems analysis; (2) discussion of systems analysis actually used in describing, modifying, and designing systems and procedures in primary (including dental care), secondary, and acute health-care delivery institutions; (3) hands-on problem-solving experience in local hospitals and outpatient clinics. This course is intended for practicing or prospective health-care practitioners and/or administrators. The knowledge of mathematics is not presumed. Prerequisite: Consent of instructor.
OPRE 345. Decision Theory (3).
This course takes a unified approach to decision-making involving tangible and intangible criteria under certainty, risk, and uncertainty. Applications are drawn from governmental, industrial, social agency, and educational establishments as well as private life. Prerequisite: Consent of instructor.
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. Prerequisites: ACCT 102 or consent.
GRADUATE COURSES
OPRE 401. Survey of Operations Research Methods (3).
This course surveys important operations research methods that are not covered in the required courses of the MS program. It begins with a brief coverage of elementary linear programming and then surveys the major topics of integer, nonlinear and dynamic programming. Basic results from the theory of stochastic processes are surveyed. The above techniques are used in covering the most important models from queueing and inventory theory. Topics from time series forecasting, game theory and decision analysis also may be covered. Prerequisite or corequisite: OPRE 425 or consent of instructor.
OPRE 404. Data Analysis (3).
This course introduces the student to applied data analysis and the fundamentals of applied regression modeling and experimental design. The focus of the course is to understand a variety of experimental designs and to know how to summarize linear relationships, measure how well these relationships fit data, test hypotheses concerning parameters, and make meaningful statistical inferences, when both the usual assumptions are valid, and when they do not hold. The course is divided into five sections. The first module investigates the problem of predicting continuous data from continuous data (regression analysis). The second module is concerned with predicting continuous data from categorical data. The third module deals with predicting categorical data from categorical data. The fourth module is concerned with predicting categorical data from continuous data. Finally, the fifth module deals with selected topics in nonparametric methods. Prerequisites: QUMM 403 and QUMM 405 or equivalent.
OPRE 408. Structured Programming (1).
The elements of a structured programming language (such as Pascal) will be taught as a prerequisite for OPRE 435. Emphasis will be placed on computer problem-solving techniques, systematic debugging techniques, Pascal syntax and good programming style.
OPRE 409. Mathematical Foundations of Operations Research (3).
One part of this course deals with the techniques and theory of calculus that are needed to successfully complete the M.S./Ph.D. programs in operations research. A second part presents the linear algebra theory and applications that are needed for OPRE 411 and other operations research courses. The third part of this course teaches a student how to read, understand, and perform formal mathematical proofs.
OPRE 411. Linear Programming and Extensions (3).
This course is an exposition of linear programming theory and applications. Topics include linear programming models, simplex methods, duality theory, geometrical interpretations, degeneracy and sensitivity analysis. Case studies, computer codes and implementation are also discussed. Prerequisite or corequisite: OPRE 409 or consent of instructor.
OPRE 412. Nonlinear Programming and Extensions (3).
This course deals with the theory and algorithms for solving optimization problems involving nonlinear functions of n variables. Necessary and sufficient conditions are derived for both unconstrained and constrained problems. Prerequisites: OPRE 411 and two year of calculus or consent of instructor.
OPRE 421. Management Systems in Emerging Companies (3).
(Also listed as PLCY 421.) Students in this course work as project teams to build management systems in particular functional areas for emerging growth businesses. Emphasis is placed on development of working policies, guidelines and procedures for the client organization. Particular attention is given to systems analysis and design.
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. Prerequisite: OPRE 425 or equivalent or consent of instructor.
OPRE 425. Probability Theory in Operations Research (3).
This course introduces the fundamental concepts and tools of probability theory. Topics covered include combinatorial analysis, the axioms of probability, conditional probability, discrete and continuous random variables, distribution functions, expectations, and limit theorems. Prerequisites: OPRE 409, or two semesters of calculus, or consent.
OPRE 426. Stochastic Processes in Operations Research (3).
(Also listed as STAT 487.) The basic theory of branching processes, Markov chains in discrete and continuous time, the Poisson process, renewal processes and stochastic order relations are developed. Examples are drawn from inventory and queueing theory, reliability and replacement theory, population dynamics and other biological models. Prerequisite: OPRE 425 or equivalent or consent of instructor.
OPRE 428. Statistical Methods for Operations Research Applications (3).
This course covers the basic foundations of estimation, confidence intervals and hypothesis tests, statistical decision theory, analysis of variance models, regression analysis and nonparametric methods. Prerequisite: OPRE 425 or equivalent or consent of instructor.
OPRE 432. Computer Simulation (3).
This course covers modelling and analysis of discrete-event dynamical systems using computer simulations. Topics include an introduction to simulation as a modelling tool, with emphasis on understanding the structure of a simulation model and how to build such models, model validation, random number generation, simulation languages, statistical simulation output analysis, design of simulation experiments and selected current research topics. Prerequisite: OPRE 425, a working knowledge of FORTRAN, Pascal, or C, or consent. Corequisite: OPRE 428.
OPRE 435. Computer Methods in Operations Research (3).
This course covers three major topics as they apply to problems in operations research: (l) data structures (e.g., linked lists) and how to use them in designing efficient operations research algorithms; (2) the use of a database computer package (such as dBase III); and (3) numerical methods for solving linear and nonlinear equations, finding derivatives and integrals, and similar problems related to operations research. Prerequisite: OPRE 408 (maybe taken concurrently) or consent of instructor.
OPRE 441. Systems Analysis in Hospitals and Outpatient Clinics (3).
(Also listed as HSMC 441 and OPMT 441.) This course is divided into three parts: (1) introduction to the basic methods of systems analysis; (2) discussion of systems analysis actually used in describing, modifying and designing systems and procedures in primary (including dental care), secondary and acute health care delivery institutions; and (3) hands-on problem-solving experience in local hospitals and outpatient clinics. The course is intended for practicing or prospective health care practitioners and/or administrators. A knowledge of mathematics will not be presumed. Prerequisite: consent of instructor.
OPRE 445. Decision Theory (3).
(Also listed as OPMT 445.) This course presents a unified approach to decision making involving tangible and intangible criteria under certainty, risk or uncertainty. Applications are drawn from governmental, industrial, social agency and educational establishments, as well as private life. Prerequisite: consent of instructor.
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 hedging strategies, program trading, portfolio insurance, arbitrage programs, mergers and acquisitions, international investing and intermarket influences, and other contemporary factor driving stock and bond prices. Prerequisite: BAFI 402 or equivalent, or consent of instructor. (Students may not receive credit for both BAFI 426 and OPRE 448.)
OPRE 452. Materials Management in the Health Care Services (3).
(Also listed as HSMC 452 and OPMT 452.) This course addresses the seemingly incompatible objectives of minimizing materials-related costs while simultaneously reducing the incidence of materials stockouts. The course provides an integrated approach to the design and use of materials management information systems, stock replenishment decision rules and management infrastructures. It is intended for current and prospective workers in the health care services who are concerned with proper purchasing, storing, distributing, stocking and/or replenishing of consumables, reusables and/or disposables. Prerequisite: consent of instructor.
OPRE 454. Analysis of Algorithms (3).
(Also listed as CMPS 454.) 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. Prerequisites: OPRE 409 and OPRE 435 or consent of instructor.
OPRE 484. Linear Models (3).
This course covers simple and multiple regression, variable selection, multi-collinearity, autocorrelation, multivariate analysis of variance, factor, canonical, discriminant and cluster analysis, and other multivariate methods useful in applied statistics. Prerequisite: OPRE 428 or consent of instructor.
OPRE 501. Special Topics In Applied Operations Research (3).
This course deals with the in-depth analysis and review of a particular area(s) in operations research. Topics vary from semester to semester. Prerequisite: consent of instructor.
OPRE 502. Special Topics in Quality Management (3).
The course is the capstone course of the quality management program. It integrates many of the ideas taught in other courses. This course is concerned with experimental design methods for quality control, reliability testing, statistical quality control design and with implementation issues in quality management. Corequisite: OPRE 528.
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. Prerequisite: OPRE 411 and 412 are recommended.
OPRE 513. Dynamic Programming (3).
This course covers the development and treatment of dynamic programming cases of both deterministic and stochastic types and basic computational algorithms, including Howard's. The course provides an introduction to optimal control, Markov decision processes and dynamic programming in higher dimensions. Various examples and applications are discussed. Prerequisites: OPRE 409 and 425, or consent of instructor.
OPRE 514. Graph Theory (3).
(Also listed as MATH 413.) This course deals with the theory and application of graphs in mathematics and operations research. There is heavy emphasis on theory. Applications include network flows, maximum matchings, the traveling salesman problem, and computer science-related algorithms. Prerequisite: a fundamental understanding of mathematical proof techniques or consent of instructor.
OPRE 517. Network Flow Theory (3).
This course covers basic concepts in graph theory, matrices associated with graphs, maximal flow problems, labeling algorithms, analysis of cuts, shortest path problems, relationship between linear programming and network models, feasibility theorems and combinatorial applications, minimal cost flow problems, project scheduling, and the computational complexity of network algorithms. Prerequisites: OPRE 409, 411.
OPRE 518. Integer Programming I (3).
This course is an introduction to integer programming with the emphasis divided among applications, techniques and computations. Applications include problems in scheduling, location, sequencing, capital budgeting, loading and frequency management. Algorithms discussed are of the cutting plane, enumerative, partitioning and group theoretic type. Prerequisite: OPRE 411 or consent of instructor.
OPRE 519. Special Topics in Mathematical Programming (3).
This course provides an in-depth analysis and review of a particular area(s) in mathematical programming. The topics vary from semester to semester. Prerequisite: consent of instructor.
OPRE 521. Queueing Theory (3).
(Also listed as STAT 489.) 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. Prerequisite: OPRE 425 or 426.
OPRE 523. Multiobjective and Hierarchical Systems (3).
(also listed as ESYS 523.) This course covers basic concepts of hierarchical, multi-level systems, Lagrangian decompositions, Dantzig-Wolfe decomposition, non-Lagrangian coordination, and coordination principle. 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, such as the surrogate worth trade-off; hierarchical overlapping coordination with single and multiple objectives; hierarchical holographic modeling multi-objective multi-stage impact analysis; and applications to large-scale systems and to decision support systems. Prerequisite: OPRE 411 or consent of instructor; OPRE 412 recommended.
OPRE 524. Advanced Markov Processes in Operations Research (3).
Participants study the standard mathematical models for repetitive decision making in an uncertain environment. The course develops the theory of various types of stochastic processes with a cost superimposed, particularly Markov and semi-Markov decision processes. Applications include inventory models, equipment repair or replacement, vehicle dispatching and optimal stopping times, among others. Prerequisites: OPRE 426 and 513, and consent of instructor.
OPRE 525. Special Topics in Probability, Stochastic Processes and Statistics (3).
This course covers specialized topics such as advanced queueing theory, stochastic inventory control, reliability, time series analysis, simulation, statistics, etc., with the goal of introducing and stimulating further research. Prerequisite: consent of instructor; depends on the special topic(s) covered in the course.
OPRE 528. Experimental Designs (3).
Topics include: one factor experiments; multi-factor experiments with fixed and random factors; nested experiments; split plot; confounding and fractional experiments; composite designs; repeated measurements designs; analysis of response surface models and covariance; and multivariate analysis of variance. Prerequisite: OPRE 428 or consent of instructor.
OPRE 543. Reliability, Replacement and Maintenance (3).
This course covers theories and statistical models of aging elements, reliability, replacement, repair maintenance and their integration in surveillance, quality control and manufacturing problems. Prerequisite: OPRE 426.
OPRE 601. Advanced Readings in Operations Research (credit as arranged).
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. Prerequisite: consent of instructor.
OPRE 602. Research Evaluation (3).
The objective of this course is to test and teach literature review techniques and ability to perform independent research of advanced topics to Ph.D. candidates under the guidance of a committee. Student presents the findings to the faculty and student body. This course is open only to operations research students and must be taken within one year of advancement to Ph.D. candidacy. Prerequisite: student must have passed the Ph.D. Comprehensive Examination.
OPRE 651. Thesis-M.S. (1-6).
This course is limited to candidates for the degree of Master of Science who are preparing a thesis in some phase of operations research. Prerequisite: consent of instructor.
OPRE 701. Dissertation-Ph.D. (credit as arranged).
This course is limited to candidates for the Ph.D. degree who are preparing dissertations in some field of operations research. Prerequisite consent of instructor.
QUMM 403. Managerial Statistics (3).
This course covers data classification, frequency distributions, measures of central tendency and variation, probability, probability distributions, sampling distributions, confidence intervals, sample sizes, hypothesis testing and contingency tables.
QUMM 405. Quantitative Methods for Management (3).
This course is designed to provide foundations of quantitative methods for managerial decision making. The techniques covered include linear programming, the transportation algorithm, PERT/CPM, decision theory, linear and multiple regression, and other topics of operations research. Prerequisite: QUMM 403.
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 601. Special Topics and Problems (credit as arranged).
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. Prerequisite: consent of instructor.
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.
Eric H. Neilsen, Chairman
Retta M. Holdorf, Department Administrator, 520 Enterprise Hall. Phone: 368-2055. Fax: 368-4785.
Faculty: Darlyne Bailey, Lisa R. Berlinger, Diana Bilimoria, Richard E. Boyatzis, Susan S. Case, David L. Cooperrider, Ronald E. Fry, David A. Kolb, Eric H. Neilsen, Duncan vB. Neuhauser, William A. Pasmore, Suresh Srivastva, Peter J. Whitehouse and Donald M. Wolfe
UNDERGRADUATE COURSES
ORBH 101. General Psychology (3).
(See PSCL 101).
ORBH 250. Introduction to Organizational Behavior and Management (3).
This course examines the elements of organization planning, directing, implementing, and control and the integration of technical and human factors in managerial decisions.
ORBH 300. The Management of Self (3).
Experiments, discussion, lectures, and reading in the development of human potential are included in this course. Participation in the learning concepts is through experimentation and exercises in class. Patterns of relationship and change between the self and others are explored.
ORBH 301. Undergraduate Seminar in Management (1-6).
Individual research projects are carried out by qualified students. Prerequisite: Consent of instructor.
ORBH 303. Leadership and Personal Development (3).
This is an experience-based course designed for increased integration of cognitive and emotional issues, greater awareness of one's behavior and impact on others, and greater opportunity for behavioral choice in interpersonal relations. Several Saturday classes. Prerequisite: Consent of instructor.
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. Prerequisite: ORBH 303.
ORBH 310. Working in Groups (3).
This course examines interpersonal and group relations in a variety of contexts: employment organizations, schools, voluntary groups, etc. The processes of interaction such as perception, communication, influence are covered. Exercises and simulations are used in class to develop concepts.
ORBH 390. Special Topics (credit as arranged).
This course is offered for candidates undertaking reading in a field of special interest. Prerequisite: consent of instructor.
GRADUATE COURSES
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.
ORBH 407. Organizational Behavior and Analysis (3).
This course provides a basic grounding in the behavioral science relevant to management and organization design. It focuses on basic principles of human relations in management and surveys such topics as leadership, motivation, interpersonal relations, group dynamics, career development, organizational communications, problem solving and decision making, intergroup relations and conflict management, and the design and alignment of organizational subsystems (strategy, structure, systems, staffing, etc.) to achieve organizational goals and manage organizational change. It includes lectures, discussions, simulations, case analyses and the application of course concepts to real-life situations of class members.
ORBH 412. Organizational Analysis (3).
This course approcaches organizational analysis through appreciative inquiry. The course 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. Prerequisite: ORBH 407.
ORBH 415. Residency Period-E.M.B.A. (2).
A four-day residency period precedes Semester 1 of the Executive M.B.A. Program, while three-day residency periods precede Semesters 2 and 4. The primary objective of the residency periods is to create and maintain relationships among participants and faculty which facilitate and accelerate learning in the program. A second objective is to introduce participants to the concepts and material in the regular semester classes. The last two residencies also involve the development of behavioral management skills in leadership, teamwork and decision making that are best learned through the sustained periods of interaction and instruction 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. This course is limited to candidates for the M.S.O.D.A. degree.
ORBH 418. The Management of Work: Sociotechnical Systems (3).
This course views organizations as composed of two distinct but interacting subsystems: the social system, consisting of the organization's members, and the technological system, consisting of the tools and processes used to convert raw material inputs into outputs. The course reviews sociotechnical system theory, describes methods of sociotechnical diagnosis, and involves the student in a sociotechnical analysis of an actual organization. Prerequisite: ORBH 402 or ORBH 407.
ORBH 422. Self-Assessment and Career Development (3).
This course is designed for students who want to examine their abilities and interests with the aim of more effectively managing their own career development. The course has four connected and recurring themes: adult development, career development, career path analysis, and career in the context of family, friends, and self development. Special topics include job selection, two-career families, risk management and mid-life change. Heavy emphasis is on experiential learning, self-analysis and seminar discussions. Outside resource people participate in some classes. Prerequisite: ORBH 402 or ORBH 407 or consent of instructor.
ORBH 432. Understanding and Enhancing Human Systems (3).
This course deals with the structure and dynamics of human systems at four levels: the individual, the group, the organization and the society. The twin objectives are to increase one's awareness of the many ways in which behavior in organizations can be explained and to develop basic skills in dealing with day-to-day behavioral problems in organizational life. Classroom activities combine experiential exercise with homework assignments that focus on participants' current jobs, leadership responsibilities and career plans. This course is limited to candidates for the M.S.O.D.A. degree.
ORBH 435. Practicum in Intervention Skills (3).
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 technique and maximize collaborative innovation and learning between client and consultant. This course is limited to candidates for the M.S.O.D.A. degree.
ORBH 436. Human Issues and Problem Solving-E.M.B.A. (2).
This course is an introduction to human issue in the executive role including the dynamics of leadership, colleagueship, subordinacy, teamwork, decision making and career management. Participants' experiences in their own organizations are used as the information basis for learning to use the concepts presented. This course is limited to students in the Executive M.B.A. program.
ORBH 438. The Design of Organization Development and Analysis Projects (4).
This course helps participants 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 degree.
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 M.S.O.D.A. degree.
ORBH 444. Organization 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. 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 its 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. Prerequisite: ORBH 402 or ORBH 407.
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. This course is to be taken by candidates for the M.S.O.D.A. degree in the last term of their program.
ORBH 490. Special Topics (1-3).
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. Prerequisite: consent of instructor.
ORBH 497. Developing 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. This course is limited to candidates for the M.S.O.D.A. degree.
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. Prerequisite: consent of instructor.
ORBH 511. Personality Theory and Developmental Processes (3).
In this course, the problem areas of personality theory are integrated with the formulations of leading personality theorists. Problems center on heredity-environment, developmental epochs, stability and change, rationality and irrationality, and social forces. The systematic positions of Lewin, Allport, Kelly, Freud, the neo-Freudians and the social theorists are woven into the treatment of problems. Prerequisite: 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 though group methods. The course combines cognitive emphasis and personal experience-based learning. Prerequisite: consent of instructor.
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. Prerequisite: 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. Prerequisite: consent of instructor.
ORBH 560. Research Methods I (3).
This course concerns itself with issues associated with the conduct of social research. The primary focus is on learning the "craft" of research and its associated technologies. Among the topics that are addressed are: scientific method; research terminology and definitions; search design; laboratory experiments; simulations; field experiments; field studies; measurement, reliability and validity; and sampling. This course is intended to help students acquire the skills necessary in undertaking dissertation-related research. Prerequisite: consent of instructor.
ORBH 561. Research Methods II (3).
This course is a continuation of ORBH 560 and further explores the issues of research design, measurement and sampling, and techniques of data collection and analysis. Individual research proposals are developed throughout the semester. Prerequisite: ORBH 560.
ORBH 570. Learning and Development (3).
This course provides an exploration of the learning and development approach to human resource development. The origins of this approach in the naturalist epistemologies - John Dewey's pragmatism, Kurt Lewin's gestalt psychology and the work of James, Follett, Emerson, Piaget, Maslow, Rogers and others - and current search in adult development, biology and brain/mind research, artificial intelligence, epistemology and adult learning will be considered. The course will focus on applications of these ideas to current issue in human resource development, such as adult learning in higher education, advanced professional development and organization learning development. Prerequisite: 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. Prerequisite: consent of instructor.
ORBH 601. Special Problems and Topics (credit as arranged).
This course is offered, with permission, to candidate 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. Prerequisite: consent of instructor.
ORBH 701. Dissertation-Ph.D. (credit as arranged).
ORBH 706, 707. Advanced Seminar in Behavioral Science Theory I, II: Integrative Seminar (3).
These courses are advanced seminars on developing integrative concepts in the field of organizational behavior. They are research-based in behavioral sciences and attempt to build interdisciplinary understanding of human phenomena. Prerequisite: consent of instructor.
The following 400-level courses are interdisciplinary courses taught by faculty from various Weatherhead School departments.
MGMT 403. Management Assessment and Development (3).
To increase competitive attractiveness in the marketplace and maximize the added value of the M.B.A. program, M.B.A. students take this course in their first semester. 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 through helping students develop an individualized Learning Plan to enhance their level of knowledge in eleven 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 student help each other assess their current capability and future development needs. This course is limited to student in the M.B.A. program.
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 461. History of Industrial Development (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 industrialized countries. Special 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 (a) shapes nearly all aspects of our experiences, opportunities, satisfactions, and problems; (b) influences and is influenced by the network of increasingly governmental and private sector organizations and interests; (c) 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 (d) is a significant determinant of corporate strategy in a world where economic, political, and social considerations coexist.
MGMT 463. Communication, Organization and Control (3).
Cybernetics is the study of communication and control in the animal and the machine, emphasizing analogies that hold across many domains. Cybernetics provides insights into the dynamics of social and economic systems that are used daily by policy analysts and social scientists to conceptualize, evaluate and plan the institutions of the modern world. In this course, cybernetic concepts from areas as diverse as anthropology, biology, economics, energy, and art are applied by analogy to problems of management in the global age. Students will also be exposed to a critique of these concepts and will consider the social, economic and ethical implications of the ways that cybernetic thinking has become embedded in the practice of organizational and political governance.
Note: The following 500-level courses are designed for the Ph.D. in Management program. Any student not enrolled in that program must obtain the consent of the instructor to take any of these courses.
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.
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. Prerequisite: Ph.D. standing.
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 LISR