Management (MGMT)

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Any experimental courses offered by MGMT can be found at:

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Courses primarily for undergraduates:

(Cross-listed with ENTSP). (3-0) Cr. 3. F.S.

Prereq: Sophomore classification
Review of the entrepreneurial process with emphasis on starting a new business. How to analyze opportunities, develop an innovative product, organize, finance, market, launch, and manage a new venture. Deals with the role of the entrepreneur and the importance of a business plan. Speakers and field project.

(Cross-listed with ENTSP). Cr. 3. F.S.

Prereq: sophomore classification
Entrepreneurial approaches aimed at the identification, development and exploitation of technical and organizational innovations, the management of new product or process developments, and the effective management of new ventures in the context of mid-size to large corporations in manufacturing as well as in service industries. Development of an awareness and understanding of the range, scope, and complexity of issues related to the creation of a corporate environment that is supportive of entrepreneurial endeavors as well as to gain insights concerning the effective implementation of technological and organizational innovations in corporate settings.

(3-0) Cr. 3. F.S.SS.

Prereq: ECON 101 or ECON 102
A management functions approach is used to explain what managers do in organizations; how they deal with external constituents, how they structure their companies, and how they deal with employees. A contingency approach is used as a framework for understanding how to increase the effectiveness and efficiency of organizations in today's dynamic, highly competitive business environment.

(3-0) Cr. 3. F.S.

Prereq: Sophomore classification
The study of individual attributes, interpersonal relations, and employee attitudes in organizations. Instructional emphasis is placed on how management concepts such as reward systems, job design, leadership, teams, etc., can be used to manage employee attitudes and behavior.

(3-0) Cr. 3. F.S.

Prereq: PHIL 230
Professional responsibilities of executives in terms of personal conduct and individual integrity, executive leadership style and values, formal organizational ethics policies, board and chief executive leadership roles, governance reform and ethics, corporate social responsibility, stakeholder management, strategies for sustainable development, pursuit of societal and corporate goals, and the manager as architect of corporate values and culture.

(3-0) Cr. 3. F.S.

Prereq: MGMT 370 or MGMT 371
The nature and economic role of the multinational firm and entrepreneurial ventures, including the impact of legal, political, and cultural variables upon firm performance and managerial activity; case studies illustrate interdependent nature of functional areas of business projected across national boundaries.

Cr. 3.

Prereq: MGMT 371
Understand the theory and practice of negotiation in a variety of settings. Negotiation is the art and science of securing an agreement between two or more interdependent parties. Understand the behavior of individuals, groups and organizations in the context of competitive situations. Team work and team building is integrated to better understand interdependent relationships and processes. Negotiation problems faced by managers and professionals in organizations. Complements the technical and diagnostic skills learned in other courses at ISU. Analytical skills needed to discover optimal solutions to problems and a broad array of negotiation skills are needed in order for these solutions to be accepted and implemented.

Cr. 3. F.S.SS.

Prereq: MGMT 370 or MGMT 371
Practical application of leadership skills required in today's evolving business environment, including the need to effectively manage change. Understand how leaders are able to inspire and lead their peers, direct reports, as well as themselves. Explore methods and activities that support leaders in creating a culture that supports and inspires change within an organization. Examine the most current thinking in the area of leadership and change management and how that thinking translates into implementing successful practices within an organization.

(3-0) Cr. 3. F.S.

Prereq: MGMT 371
Recruitment and selection, utilization, and development of people in organizations. Examination of each personnel function; interrelationships among the functions.

(3-0) Cr. 3. F.S.

Prereq: Junior classification
One of the most crucial problems in organizations today is the management of diversity. Attempts to define the difference between equal employment opportunity/affirmative action, which has a legal basis, and diversity which has an educational basis. Organized around the concepts of: (1) cultural diversity and cultural unity; (2) development of skills and tools to manage diversity; and (3) structure of diversity development programs in organizations.
Meets U.S. Diversity Requirement

Cr. 3. F.

Prereq: MGMT 371
Introduction to and hands-on experience with measurement and analysis techniques applicable to business professionals. Use of data science to analyze short- and long-term consequences of specific human resource practices on the organization and on society as a whole. Designed for all managers with the responsibilities of planning, recruiting, selecting, training, and developing talent in an organization as well as compensating, retaining, and managing the performance and careers of a diverse and talented workforce. A human capital-centric approach to emphasize how an organization’s design and talent management has direct consequences on its adaptability and success.

Cr. 3. F.S.

Prereq: MGMT 471
Basic strategies, structures, and decisions involving employee compensation and benefit programs, including how these can be used to optimize financial, relational, and societal returns. Prepare management and human resource professionals on this important topic and also to give other future employees a comprehensive look at this key part of the employer/employee exchange dynamic. Provide understanding for individuals to competently manage and negotiate their own compensation lifecycle - from hire, to promotion, job change, and retirement.

Cr. 3. F.S.

Prereq: ACCT 215; MGMT 471
Fundamentals of U.S. employment law necessary for human resource management. Topics include sources of employment law, classification of workers, lawful hiring practices, liability arising from harassment and discrimination, worker’s rights and duties, employment contract issues, and lawful termination of an employee.

Cr. 3. SS.

Prereq: MGMT 471, MGMT 474, and MGMT 475.
Talent management, similar to human resources and/or human capital management, with a more strategic and integrated flavor. Emphasis on what practicing managers need to know about managing talent. Topics include the importance of strategic and evidence-based approaches to managing and making decisions about human capital (talent); recruiting and retaining talent; selecting talent, including evaluating specific selection methods with regard to their reliability, validity for predicting both performance and potential, fairness et cetera; legal and diversity issues in managing talent; managing talent in groups and teams; evaluating or assessing talent (both performance and potential); managing the performance of, and providing feedback to, talent; developing talent and identifying and developing potential; and managing talent derailment risk. Scientific, systematic, and evidence-based perspective with appreciation for the practical demands.

(3-0) Cr. 3. F.S.SS.

Prereq: ACCT 285, FIN 301; MGMT 370 or MGMT 371; MKT 340, SCM 301, MIS 301, ENTSP 310 and senior classification
Strategy formulation, implementation, and evaluation and control in today's organizations. Emphasis is on strategic planning and decision making using the case method and/or projects.

Cr. 1-3. Repeatable.

Prereq: senior classification, permission of instructor

Courses primarily for graduate students, open to qualified undergraduates:

(3-0) Cr. 3. F.

Prereq: Enrollment in MBA program or departmental permission
Understanding human behavior in organizations and the nature of sustainable organizations from a managerial perspective. Special emphasis is placed on how individual differences, such as perceptions, personality, and motivation, influence individual and group behavior in organizations and on how behavior can be influenced by job design, leadership, groups, and the structure of organizations.

(3-0) Cr. 3.

Prereq: Enrollment in MBA program or department permission, ACCT 501, FIN 501, MGMT 502, MKT 501
Ethical and social responsibilities of top managers in corporations. Topics include stakeholder management, corporate social responsibilities, strategies for sustainable development, pursuit of societal and corporate goals, board and chief executive leadership roles, governance reform and ethics, and executive leadership style and values. The presentation of course concepts is facilitated by the use of cases, discussion scenarios, and ethical dilemmas.

(3-0) Cr. 3.

Prereq: Enrollment in MBA program or departmental permission, ACCT 501, FIN 501, MGMT 502, MKT 501
Critical analysis of case studies in strategic management with an emphasis on integrative decision making. Strategy implementation in light of the global, legal, economic, cultural, and political contexts of business.

Cr. 3.

Prereq: Enrollment in the MBA program or permission of instructor
Theory and practice of negotiation in a variety of settings, while focusing on understanding the behavior of individuals, groups and organizations in the context of competitive situations. Team work and team building is integrated to better understand interdependent relationships and processes.

Cr. 3.

Prereq: Enrolled in the MBA or other master's program in the College of Business
An organization’s competitive advantage resides in the talent and commitment of its people. This course is designed to provide students with an overview of human resources management and is designed to provide students with fundamentals for understanding how managers should staff organizations, train and develop their employees, and understand compensation systems. Moreover, as organizations now collect a myriad of data, this course will train students to make sense of that data to determine whether or not an organization’s selection procedures are effective, whether or not to invest more/less money into training and develop programs, and whether or not its compensation structure facilitates satisfied and committed employees. Performance management, managing careers, and mentoring also are important to job performance and career satisfaction and will be discussed.

(3-0) Cr. 3.

Prereq: Enrollment in the MRED or instructor permission.
Introduction to the theory and practice of leadership and negotiation. Emphasis on the science of influencing and resolving conflict, and securing an agreement between two or more interdependent parties. Behavior of individuals, groups, and organizations in the context of demanding situations.

(3-0) Cr. 3. F.SS.

Prereq: MGMT 371 or MGMT 502 or PSYCH 450
Advanced topics germane to the management of individuals and groups over their work lives; sustained work commitment, motivation and job/career satisfaction, absenteeism, turnover, stress, leadership and career development (e.g., career ladders, mentoring).

(3-0) Cr. 3. S.

Prereq: MGMT 371 or MGMT 502 or SOC 420
Topics and issues in personnel management with a focus on the management of human resources in organizations. Current personnel practices, philosophies, and behavioral science research.

(3-0) Cr. 3.

Prereq: Graduate standing or permission of instructor
Personality and individual differences have significant implications for human resource management, organizational behavior and strategic management. Research has shown that these characteristics affect many core management topics including motivation, leadership, and decision making. Surveys the literature relating personality and individual differences to management and organizations. Students will complete a wide variety of personality assessments and get their results, and reflect on how personality and individual differences can be practically relevant in the modern work environment.

(Cross-listed with ACCT). (3-0) Cr. 3.

Prereq: MGMT 503 or permission
Duties, structure, and functioning of top management teams and corporate boards of directors. CEO/board tenure and succession planning, top management compensation, board committee composition, assessment of CEO and board performance, theories of corporate governance, management of the corporate strategic agenda, governance codes, international governance, and chairman/CEO duality. Case studies and contemporary issues discussed.

(Cross-listed with ENTSP). (3-0) Cr. 3.

Prereq: MGMT 504 or permission of instructor
Key strategies, models, and tools to foster and drive organizational innovation. Analysis of industry dynamics, sources and types of innovations, timing of entry; formulation of innovation strategies; developing innovation portfolios and collaboration strategies, protecting innovation; implementing technological innovation strategy, including new product development and deployment strategy. Essential traits of innovative strategic leaders. Critical analysis and discussion of cases focused on entrepreneurship and innovation and project requiring hands-on practical application of course concepts.

Cr. 1-3. Repeatable. F.S.SS.

Prereq: Permission of instructor
For students wishing to do individual research in a particular area of management.

Courses for graduate students:

(3-0) Cr. 3.

Prereq: enrollment in the PhD program
This course provides a philosophical introduction to the theoretical and empirical development of scientific knowledge. It focuses on a variety of basic problems common to the social sciences: the nature of explanation, the structure of theories, forms of knowledge, scientific laws, nature of theory and ethics. The purpose of the course is to help doctoral students define a research context by addressing the purposes, assumptions and primary components of scientific inquiry.

(3-0) Cr. 3.

Prereq: enrollment in the PhD program
This seminar involves the examination of the core theories and perspectives in organizational theory, as well as their applications and extensions. This material addresses the fundamental rationale for organizations in modern society, basic processes of organizing and organizational structure, a consideration of inter-organizational relationships and the external environment, and a variety of factors that help determine organizational effectiveness.

(3-0) Cr. 3.

Prereq: MGMT 601
This course will offer a critical review of organizational decision making with respect to technology and innovation. Students will learn how technological change can alter the basis of competition; how competitive strategy drives technology investment decisions; how market-orientation should be the other backbone of technological innovation; and best practices of organizing and managing the new product development process to achieve strategic goals.

(3-0) Cr. 3.

Prereq: enrollment in the PhD program
The purpose of this seminar is to introduce behavioral science literature relevant to the study of behavior in organizational settings. The course will focus on the individual's role within organizations and cover topics such as individual differences, motivation, leadership, decision-making. Learning, risk taking, interpersonal relations, etc. Both theoretical and empirical contributions will be examined, with emphasis on integration of diverse theoretical perspectives.

(Cross-listed with ENTSP). Cr. 3. Alt. F., offered odd-numbered years.

Critical review of theory and research in the field of strategic management. Introduction to representative conceptual and empirical research. Review theories that provide the foundation for management research, and review current research in associate research streams. The review will cover fundamental questions in strategy.

(Cross-listed with ENTSP). Cr. 3.

Prereq: Enrollment in the PhD Program
Seminal readings, theoretical perspectives, and historical roots of Entrepreneurship research. A broad variety of core foundational theories, perspectives, and approaches are discussed.

(Cross-listed with ENTSP). Cr. 3. Alt. S., offered even-numbered years.

Prereq: Enrollment in the doctoral program
Current theoretical perspectives and methodological approaches in entrepreneurship research. Current entrepreneurship research is inherently interdisciplinary such that we will draw on insights from scholars across a range of disciplines.

Cr. 3. S.

Advanced research seminar in human resources management. The scope and coverage of the seminar is designed to representatively reflect the important content areas in the field, and the major theoretical and empirical contributions in each area. The seminar will be decidedly research focused with discussions concentrating on critical reviews and evaluations of existing work, and the identification of potential directions for theory development and future research. Through reading assignments, weekly papers, and the development of a theoretical paper, students should gain an appreciation for the current status of theory and research, and begin to articulate major issues and challenges facing the field of human resources management.

(Cross-listed with ENTSP). Cr. 3. F.

Prereq: Enrollment in ENTSP or MGMT PH D program or permission of instructor.
Solid methodological foundation that will prepare you to be a productive producer and educated consumer of scientific research in the field of Management, Entrepreneurship, and other related disciplines. Introduction to numerous concepts and techniques with relevance to your future scholarship in this domain. Conceptual underpinnings necessary to appreciate the strengths and limitations of various approaches used in these fields and the interplay between theoretical advancement and rigorous empirical investigation.

(1-0) Cr. 1.

Prereq: enrollment in the PhD program
Preparation of a research manuscript to be submitted to a peer-reviewed academic journal. Students will work with a faculty mentor on a research project.

(1-0) Cr. 1.

Prereq: enrollment in the PhD program
Preparation of a second research manuscript to be submitted to a peer-reviewed academic journal. Although students work under the supervision of a faculty mentor, the students will take independent responsibility for the research project.

Cr. 1-12.

Prereq: Graduate classification, permission of dissertation supervisor