For undergraduate curriculum in business, major in management.
The Department of Management offers a major in management. Students will complete the general education requirements (including business foundation courses), business core requirements for the Bachelor of Science (B.S.) degree, and 18 additional credits in the major.
The instructional objectives of the Management Department are to provide students with foundational knowledge of organizations, organizational leadership activities, and the ideals and activities of business entrepreneurship. Management majors will have an understanding of (1) employee work-related attitudes, behaviors, and human resource management practices within firms (2) challenges and strategies in international business, and (3) the foundations of entrepreneurship and innovation. Students will demonstrate awareness for the role of diversity, ethics and technology in business decision-making, the impact of external forces and global issues on organizations. Students will display the ability to think critically, to communicate effectively and to contribute constructively to effective team performance.
Management is a broadly defined discipline and activity, which is neither industry nor function specific. Management concepts, theories, techniques, and skills are applicable to business functional areas and are essential for successful organizations regardless of whether the venture thrives in character as large or small, well-established or entrepreneurial start-up. Management requires sound conceptual, technical, and human skills for the effective utilization of organizational resources. In addition to the basic business foundation and core courses, management majors are required to complete 18 credit hours of management or department-approved courses. Included in these 18 credits are three required courses and 9 credits of electives.The 9 credits of elective coursework may be chosen in any combination from the list below. Optionally, a management student may elect to focus their chosen elective coursework in a specific sub-area by completing a human resource management metrics or entrepreneurship track as outlined below:
| REQUIRED (9 CREDITS) | ||
| MGMT 471 | Personnel and Human Resource Management (MGMT 371 Prerequisite) | 3 |
| MGMT 414 | International Management | 3 |
| MGMT 310 | Entrepreneurship and Innovation | 3 |
| Total Credits | 9 | |
| ELECTIVE COURSES (9 CREDITS) | ||
| It is optional to select one of the two MGMT elective TRACKS described below | ||
| MGMT 473X* | Advanced Human Resource Management 1 | 3 |
| MGMT 422X* | Negotiation and Conflict Resolution (MGMT 371 Prereq) | 3 |
| MGMT 472 | Management of Diversity | 3 |
| MGMT 313 | Feasibility Analysis and Business Planning (MGMT 310 Prereq) | 3 |
| MGMT 410 | Social Entrepreneurship | 3 |
| ENTSP 320X | Corporate Entrepreneurship (MGMT 310 Prereq) | |
| MGMT 367 | International Entrepreneurship | 3 |
| MGMT 415 | Managing New Ventures | 3 |
OPTIONAL HUMAN RESOURCE MANAGEMENT METRICS TRACK (9 CREDITS)
| MGMT 473X | Advanced Human Resource Management 1 | 3 |
| MGMT 422X | Negotiation and Conflict Resolution (MGMT 371 Prereq) | 3 |
| MGMT 472 | Management of Diversity | 3 |
| Total Credits | 9 | |
OPTIONAL ENTREPRENEURSHIP TRACK (9 CREDITS)
| SELECT ONE OF THE FOLLOWING: | 3 | |
| Feasibility Analysis and Business Planning | ||
| Social Entrepreneurship | ||
| SELECT 2 FROM THE FOLLOWING: | 6 | |
ENTSP 320X | Corporate Entrepreneurship (MGMT 310) | |
| International Entrepreneurship | ||
| Managing New Ventures | ||
| Management of Diversity | ||
| Some courses are not offered on a regular basis. Students should consult with their Academic Advisor about terms of offering. Students may also take MGMT 313 and 410, and only one course listed above. | ||
| Total Credits | 9 | |
The department also offers a minor for non-Management majors in the Ivy College of Business. The minor requires 15 credits from an approved list of courses, of which 9 credits must stand alone. Students with declared majors have priority over students with declared minors in courses with space constraints.
Management, B.S.
| Freshman | |||
|---|---|---|---|
| Fall | Credits | Spring | Credits |
| BUSAD 102 (or 103) | 1 | BUSAD 250 | 3 |
| COM S 113 | 3 | MATH 151 | 3 |
| ECON 101 | 3 | ECON 102 | 3 |
| ENGL 150 | 3 | HUM/SOC SCI | 3 |
| MATH 150 | 3 | International Perspective@ | 3 |
| LIB 160 | 1 | ||
| HUM/SOC SCI | 3 | ||
| 17 | 15 | ||
| Sophomore | |||
| Fall | Credits | Spring | Credits |
| BUSAD 203 | 1 | Core Business Courses | 6 |
| ACCT 284 | 3 | SP CM 212 | 3 |
| ENGL 250 | 3 | ACCT 215 | 3 |
| STAT 226 | 3 | PHIL 230 | 3 |
| HUM/SOC SCI | 3 | ||
| General Elective | 3 | ||
| 16 | 15 | ||
| Junior | |||
| Fall | Credits | Spring | Credits |
| Core Business Courses | 6 | Core Business Courses | 6 |
| Natural Science | 3 | Major Courses | 6 |
| ENGL 302 | 3 | US Diversity or Elective# | 3 |
| Major Course | 3 | ||
| 15 | 15 | ||
| Senior | |||
| Fall | Credits | Spring | Credits |
| General Elective | 3 | MGMT 478* | 3 |
| International/Global Perspective | 3 | Major Course | 3 |
| Major Courses | 6 | General Electives | 8 |
| Core Business Course | 3 | ||
| 15 | 14 | ||
| Total Credits: 122 | |||
| @ | Courses in these requirements may also be used as Global Perspective. |
| # | US Diversity courses may be used to satisfy HUM/SOC SCI. |
| * | All core classes must be completed prior to taking MGMT 478 in the graduating semester. |
Students must be admitted to the professional program in business to major in management. The requirements to enter the professional program are:
1. Completion of 30 credits, Foundation Courses, ENGL 150, and all ENGL 101/99 courses if required.
2. A minimum GPA of 2.50 either cumulative or in the Foundation Courses.
Graduation Requirements:
1. Grade of “C” or higher in at least 30 credits of Core and Major courses.
2. 42 credits of 300+ level courses.
3. 50% of required Business courses must be earned at ISU.
4. At least 32 credits and the LAST 32 credits must be earned at ISU.
5. 122 Credits minimum and a Cumulative GPA of at least 2.00
6. Grade of “C” or higher in 2 of the 3 required ENGL courses.
Graduate Study
The Department of Management participates in the full-time and part-time Master of Business Administration (MBA) and in the PhD in Business and Technology. The MBA is a 48-credit, non-thesis, non-creative component curriculum. Thirty of the 48 credits are core courses and the remaining 18 are graduate electives.
The PhD in Business and Technology with a Management (MGMT) specialization is a 56 credit (minimum) curriculum designed around four interrelated areas (core, specialization, minor, and research methods) and dissertation. The focus of the specialization is on management issues relating to organizational behavior, human resources, strategy, and entrepreneurship.
Courses
Courses primarily for undergraduates:
(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.
(3-0) Cr. 3. F.S.
Prereq: MGMT 310
Developing an idea for a new business venture, conducting a feasibility study, researching the potential market, analyzing the competition, and writing a formal business plan. Basic business functions are discussed in terms of their application to conducting feasibility analysis and writing a business plan for an entrepreneurial venture.
(3-0) Cr. 3.
Prereq: Sophomore classification
The essentials of operating an entrepreneurial firm in an international environment. Topics include understanding the role of entrepreneurship in economic development, starting and developing a business in an international market, financing international ventures, international management issues and exchange rates.
Meets International Perspectives Requirement.
(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.
Prereq: MGMT 370
Developing competitive strategy and achieving competitive advantage in firms, including: industry analysis, generic strategies, hypercompetition, competing against time, and building distinctive capabilities.
(3-0) Cr. 3. F.S.
Prereq: Sophomore classification
This course will introduce students to issues related to the role of social entrepreneurship in helping to solve social problems, including innovation, opportunity recognition, planning and the launch of new non-profit organizations.
(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.
(3-0) Cr. 3. F.S.
Prereq: MGMT 310
Examination of business problems and main issues concerning new ventures. Students work in teams to identify problems in growing and new firms. The emphasis is on analyzing and solving an existing business problem. Includes a field project, a report, and a presentation to a business owner.
(3-0) Cr. 3. S.
A consideration of the role of business in society. Critical analysis of ethical, managerial, and public issues as they affect the corporation.
(3-0) Cr. 3. F.S.
Prereq: Junior standing
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. 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.
(3-0) Cr. 3.
Prereq: Graduate classification
Commercialization of new technology. Topics covered include market analysis, intellectual property, product development, feasibility analysis, and new business evaluation.
(3-0) Cr. 3.
Prereq: Graduate classification or permission of instructor.
The essentials of starting and operating a new business. Topics include current research on entrepreneurial perspective, starting and developing a new business, financing the venture, managing the growing firm, and special issues.
(3-0) Cr. 3.
Essentials of operating an entrepreneurial firm in an international environment. Topics include international entrepreneurship, starting and developing a business in an international market, financing international ventures, international management issues, exchange rates, and culture.
(3-0) Cr. 3.
Prereq: Graduate standing or instructor's permission
Identification of high-potential, technology-intensive commercial opportunities, resources? gathering, and risk management under environmental uncertainty. Focus on technology ventures and firms that use technology strategically across several industries. Topics include key success factors and forecasting analysis across main value-chain activities.
(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.
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.
(3-0) Cr. 3. F.
Prereq: MGMT 504 or permission of instructor
Discussion of concepts and techniques used in long range strategic planning. Examination of planning practices in business and not-for-profit organizations. Topics include environmental scanning, industry analysis, forecasting, corporate and competitive strategies, and tactics.
(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.
(3-0) Cr. 3.
Prereq: MGMT 504 or permission of instructor
Critical analysis and discussion of cases focused on strategic management of innovation. Assessment of a firm s innovative capabilities and competitive dynamics to manage innovative processes. Practical applications through emphasis on implementation including internal corporate venturing, management of the corporate R&D function, and institutionalization of innovation.
(3-0) Cr. 3.
Prereq: MGMT 504 or permission of instructor
Provides the opportunity for students to understand the role of the professional consultant, the issues facing the management consulting industry, the competencies of various management consulting firms, the nature and form of strategic consulting engagement, and the nature and scope of strategic change in business firms. Students will learn about management consulting functions and will practice the consultant role though cases and field studies.
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.
(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
Research.